Replacing missing teeth can help patients restore their smiles and avoid complications such as bone loss and a shifting bite.
In our South Calgary dental practice, we offer dental implants as a solution to the problem of missing teeth. Missing teeth may lead to limitations when chewing or speaking naturally. Replacing missing teeth can restore function and the aesthetics of the smile.
Because dental implants replace the entire tooth, including the root, they can act as a stand-alone tooth replacement without the need to alter healthy adjacent teeth.
Dental implants replace single or multiple missing teeth. They can also act as anchors to secure dentures in place using either bar or ball attachments.
While the types of dental implants vary widely, most consist of a dental implant post (or screw) and a dental implant crown. The post, which is surgically inserted into the jawbone, is made of a biocompatible metal and designed to integrate with the natural bone.
Dental implants usually include an abutment, or attachment, that joins the dental implant to the crown.
The dental implant crown will restore the chewing surface and fill the gap left by a missing tooth.
Dental implants promote the retention of healthy bone and prevent remaining teeth from shifting toward the space left by an extracted or lost tooth.
When seeking dental implants at Avenida Dental Centre, a full evaluation will be necessary.
We will discuss every tooth-replacement option and provide accurate information to help patients make a choice that supports their own goals for their oral health.
In most cases, dental implants require several phases of treatment.
Surgical placement – The dental implant post will be placed in the bone in the predetermined site.
Healing and integration – The bone and gums will heal following the procedure. Full integration takes on average three to six months. Some health conditions and smoking cigarettes may prolong the integration process.
Restoration – A custom dental crown will attach to the implant. Our South Calgary dentists will closely match the porcelain crown to the appearance of surrounding teeth for a more natural-looking outcome.
Single dental implants require the same type of home and professional care as natural teeth.
We will examine your dentistry and teeth at each dental exam to identify damage and make sure they are functioning properly.
Ready to Complete Your Smile?
Our dentists, Dr. Jayde Wiedemann, Dr. Colton Toy, Dr. Christine Holko or Dr. Bob Huff, will discuss tooth replacement options, cost of treatment and what to expect when you contact us to arrange an exam.


The Clint Eastwood...my absolute favorite. Everytime I travel back to Waterloo I pick up 10-15 of these. But it's not just the flavor and quality of the cigar but the experience I have every time I go in to the store. I love the conversation, the knowledge of cigars and wine that is shared. I look forward to each and every visit. Hope the wine making business picks up for you. They are a great compliment to your wonderful cigars!!


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text:
Local Heritage List – proposals and nominations
Mark Afford 12 months Consultations, Design and character 1 Comment Share
Another Haringey sponsored consultation for you – an update for the Local Heritage List. On this occasion we're happy to say there's opportunity to add suggestions and nominate proposals of your own. It's certainly something the Forum have been working on (by the way, the Crouch End Conservation Area Advisory Committee is part of CENF) – see below for a few Crouch End buildings that have been suggested to us as worthy additions to the canon.
(image above: Crescent Road, included on the List. All photos: (c) 2018 Mark Afford)
This is a review of the existing Local List. The devoted Haringey web page is here. The draft paper out for consultation can be downloaded here – Local Heritage List.
Note: the closing date for comments is February 25th.
Park Chapel & Dunns, included on the List.
The Local List
The historic built environment is an important part of the identity and character of communities. The planning process seeks to identify, protect and enhance local heritage, whether that's at national level, the London Plan, Haringey's Local Plan or our own Crouch End Neighbourhood Plan.
The Local List (a kind of tier three for listing) seeks to identify buildings and structures with heritage interest below the level of statutory listing. Consequently this is not the place you'll find significant historic buildings such as the Town Hall, the Queens (both grade II*), the Clock Tower, Christchurch, or Hornsey Library (all grade II). The List is compiled as a separate and complementary exercise to the designation of Conservation Areas, and plays an important role in the protection of local heritage for decision making in the planning process.
The Neighbourhood Plan, CENF's principal task, will be another opportunity to look at heritage and conservation, either through reviewing the boundaries of the current Conservation Areas, or through local planning policies or projects funded through CIL.
Town centre buildings, proposed additions to the List.
Which Crouch End buildings feature in the List?
Fewer than previously. The most notable proposal is to remove nearly half of currently locally listed properties from the List. This reflects a significant change in Haringey's approach, which now contends that such buildings are adequately protected by their inclusion within designated Conservation Areas, thereby rendering identification in a Local List superfluous. You may wish to comment on this.
Please note that any nominations have to meet the specific listing criteria for inclusion stated in the document – please see below.
The buildings and structures within the Crouch End Neighbourhood Area are as follows –
Buildings retained on Local List
1-6 (consecutive) Back Lane – Topsfield Cottages
18 and 22 Crescent Road – group of gothic villas
15-19 (odd) Crescent Road – group of gothic villas
6-12 (even) Crescent Road – group of gothic villas
113 Crouch Hill – detached house with architectural merit
Adjacent to 132 Crouch Hill – former Floral Hall, glazed shop building
145 Crouch Hill – Park Chapel
2-8 (even) Gladwell Road – group of mid 19th century detached houses
131 and 133 Hornsey Lane – semi detached Victorian villas
6 The Broadway – early shop building (Dunns)
14 and 16 Weston Park – corner buildings with turrets
Parkland Walk and associated historic structures (former railway line)
Buildings recommended for addition to Local List
48 The Broadway – corner building with stone dressing (Gails, an ex-dairy)
46 The Broadway – corner building with stone dressing (Chicken Shop, ex-bank building)
46 Topsfield Parade – Edwardian shop front (ex-Ruby Rose, now Vape shop)
Buildings recommended for removal from Local List
83 and 85 Crouch End Hill – former railway buildings converted to shops (reason for removal: protected by CA)
118 Crouch Hill – Montague Cottage (reason for removal: protected by CA)
13-15 (consecutive) Haringey Park – terraced houses (reason for removal: protected by CA)
2 and 4 Haslemere Road – detached houses (reason for removal: protected by CA)
139-145 (odd) Hornsey Lane – houses (reason for removal: protected by CA)
9-35 (odd) Middle Lane – terraced houses (reason for removal: protected by CA)
1 and 3 New Road – detached houses (reason for removal: protected by CA)
2-26 (even) New Road – terraced houses (reason for removal: protected by CA)
26-40 (even) Park Road – terraced houses (reason for removal: does not meet criteria)
King's Head and Earl Haig Hall, CENF nominations.
What buildings are CENF nominating for inclusion?
We're reviewing possible additions to the List, with the following under consideration. There are of course other possibilities, such as Kestrel House school (ex-Cecile House), Coleridge School (ex-Hornsey College of Art), the Mission Hall (The Grove), Edison Hall (Edison Road), or others we're too late to save such as the Clinic behind the Town Hall, or the Hornsey Journal building.
CENF nominations:
2 Crouch End Hill – King's Head PH (1892, within the CA)
18 Elder Avenue – Earl Haig Hall (1928 ex-British Legion, within the CA)
159A Tottenham Lane – Arthouse Cinema (1912 ex-Salvation Army Citadel, outside the CA)
2 Park Road – commercial building (Monkey Nuts, ex-PO, corn chandlers, etc, 1852, reputedly second oldest building in CE, within the CA)
23 Crouch End Hill – Railway Tavern PH (1930s half-timbered brewer's Tudor, within the CA)
163 Tottenham Lane – garage (Kwik Fit, art-deco, outside the CA – we may be too late)
If you have any comments, proposals, or information, do please let us know.
The Arthouse and 2 Park Road, CENF nominations.
CRITERIA FOR NOMINATIONS
From the draft document:
1. HERITAGE INTEREST
(a) Historical Interest
Historical associations, evidential or illustrative value: The structure is closely associated with historical people or events of local or wider interest, or it provides evidence about, or is illustrative of, the area's history, or regional/national history.
– Historical associations could mean that the building is the former home of a locally known historical figure or the place where locally significant events took place.
– Evidential or illustrative value means that the structure tells us something about the historical development of the area or shows us what the area was like in the past or how people used to live.
(b) Social or Community interest
The structure is well known, makes a considerable contribution to sense of place, or is closely associated with particular functions, events, traditions or memories that are of inity as a whole.
– Structures in this category might be associated with a particular use such as a market hall, gathering place, school, or community space. It might be commemorative such as a statue or memorial. It might be something that people feel defines their local area or contributes to its unique character
(c) Architectural or urban design interest
Design, construction, craftsmanship, decoration, layout or urban form is of interest. The structure could be representative of a particular style, architect, pattern of development or technology, or it could be distinctive, innovative or of exceptional quality.
– Outstanding examples of architectural styles such as Modernism or the Arts and crafts style, or development influenced by the Garden Cities movement would meet this criterion. It could be that the brickwork or use of cast iron is of a particularly high quality. On the other hand, the structure might be significant because it is unique or innovative and differs from common types of building seen elsewhere.
(d) Aesthetic interest
The structure makes an important contribution to visual appeal, views, townscape or landscape (perhaps as a focal point or landmark) or is unusually attractive in appearance.
– A building that makes an important contribution to the townscape would meet this criterion, even if the architectural qualities taken on their own are unremarkable. It might be a terrace of houses that defines the space of a street or public square, a building that frames or is the focal point of views. or a style of wall that defines a distinctive townscape. Visual landmarks that contribute to the legibility of the townscape might also be included, such as clock towers or station frontages.
– Structures with unusual aesthetic qualities, perhaps as a result of many alterations and additions that have built up over time or because of their relationship with the landscape might also be included here.
2. DEGREE OF SIGNIFICANCE
To ensure that the list protects only the most important and significant examples, and that the designation is not devalued, nominations must meet at least one of these criteria.
(a) Rarity (in the local area)
The building exemplifies a quality that is unique or unusual, or is one of few remaining examples where others have been lost.
– This is often related to age, but may be a result of there having been only a few examples in the first place. Older buildings or structures tend to be rarer because it is more likely that over time other examples of the same kind will have been lost. The rarer the building or structure the more valuable it is.
(b) Representativeness
The structure is a particularly fine example of a quality or type.
– There may be a number of buildings of a particular style, In the Muswell Hill area, for example, there are many examples of buildings from the Edwardian era that reflect the architectural styles of the time, but only the finest examples should be included on the list.
(c) Integrity
It is unusually well-preserved or has coherence or completeness in composition, either in itself or as part of a group.
– A structure might be considered particularly significant because it hasn't changed much since it was first built, where other examples of the same type might have been extensively altered or fallen in to poor repair. This criterion might apply to groups of structures that relate to each other, for example a shopping parade, or a church with vicarage and church yard.
(d) Age
Of particular value because of its age, or dating from the earlier part of the borough's development.
– The older the building or structure is the more valuable it is likely to be. (Most buildings in original or largely unaltered condition which date from before 1840 are included in the national list.)
(e) Innovative or influential
The first, or an early example of a particular quality, influencing future development in the area or more widely, or uses design or technology in a way not previously seen.
– Buildings that meet this criterion might be works of a well known architect which influenced other buildings from that time. It might make use of a new (at the time) technology.
Tags conservation areaconsultationheritagelocal list
Adrian Essex
What a fine photo of the Gothic Villas. The siting of the TV aerial and satellite dishes seems a reasonable compromise between the needs of modern communications and the preservation of the unblemished facade.
Click on my name on this comment for a set of videos highlighting some of the other work of the Forum

redpajama_set_name: RedPajamaCommonCrawl


text:
Fairview Cove dump truck drowning nets Dartmouth company and owner $60,000 fine
Chris Lambie | Posted: Oct. 13, 2020, 4:56 p.m. | Updated: Oct. 14, 2020, 8:06 a.m. | 6 Min Read
Salvage workers remove a tandem truck from a dumping area at Fairview Cove in Halifax. Michael Wile, 44, of Ellershouse died July 9, 2018 after his truck rolled into the Bedford Basin. - Tim Krochak / File
A judge levied a total of $60,000 in fines Tuesday against a Dartmouth contracting company and its president in the case of a truck driver who died in July 2018 while trying to dump a load of pyritic slate into Fairview Cove.
Michael Wile, 44, of Ellershouse died July 9, 2018.
"This was not an accident," said Halifax provincial court Judge Gregory Lenehan.
"This tragic death was completely avoidable."
SiteLogic Construction Management Inc. and its president, David Seaboyer, pleaded guilty in August to two counts of failing to take reasonable precautions to ensure the health or safety of persons at a workplace. Seaboyer was the manager in charge of day-to-day operations at the site.
Seaboyer admitted that he failed to ensure a spotter was there to guide truck operators as they dumped at the water's edge, and that he failed to have a safe dump ramp in place to make sure trucks did not roll into the Bedford Basin. The 65-year-old also entered similar guilty pleas on behalf of SiteLogic, now known as Foreshore Property Specialists Inc.
Crown attorney Alex Keaveny had asked the judge for a total of $120,000 in penalties against Seaboyer and his company.
"That is more than a sting," Lenehan said. "It is more than being uncomfortable. And in my view, it ignores the reality of today for Mr. Seaboyer and his sole proprietorship. The defendant's actions to ignore identified required safety measures is unforgivable. It led to a good man losing his life and his family and friends suffering."
Lenehan said he "must impose a sentence that is harsh but not crushing."
The judge gave Seaboyer and his company, both struggling financially, seven years to pay the fines.
"I am giving that amount of time because that is what I believe is realistically achievable so that the sentence can be served," Lenehan said.
The judge also ordered Seaboyer to give 10 one-hour safety presentations within the next 18 months.
"As strange as it might sound to some people, I think your experience could be a valuable lesson if it is shared with others," Lenehan said.
The judge said he finds it disturbing that when trucks are within three metres of the water's edge, drivers are not required to wear personal flotation devices, even though anybody else in the same situation does have to wear a life-jacket.
"It makes no sense," Lenehan said. "Not in this day and age."
The judge also couldn't fathom why there wasn't a rescue boat standing by while trucks dumped their loads. "I don't understand."
Wile had three children and was engaged to be married to Alysen Coady.
"Mr. Wile's death was predictable, foreseeable, and avoidable. Michael Wile should have made it home that day."
- Crown attorney Alex Keaveny, in his sentencing brief
Coady told the court she couldn't work for 18 months after Wile's death.
"I was always thinking about him and what I was going to do without him coming home," she said.
Coady said she lost a lot of weight because she couldn't eat or leave her home.
"I was just about to give up for a while and then I realized I have to stay around for my daughter," she said, breaking down in tears as she read her victim impact statement aloud.
Keaveny, the Crown in this case, had asked the judge to levy a total of $75,000 in fines against SITELogic, plus a 15 per cent victim fine surcharge, as well as a $10,000 donation to the Minister's Education Trust Fund.
Keaveny also asked for a total of $45,000 in fines against Seaboyer, as well as order for him to give five one-hour safety presentations or 200 hours of community service.
"Michael Wile's death was foreseeable and predictable. Mr. Seaboyer and SCMI's failures are inexcusable, their blameworthiness is high and the consequences have been life-changing," Keaveny said in court documents.
Penalties in such cases "must be severe," the Crown said in his sentencing brief to the judge, noting Seaboyer's guilty pleas and his limited financial means, as well as the company's "very bad" financials.
"The financial penalties must make it crystal clear to these offenders – and to anyone in this province who would consider ignoring workplace safety – that the cost for ignoring worker safety is high – too high – and send the message that safety in the workplace is always priority #1!"
An agreed statement of facts in the case shows the two safety measures meant to keep drivers, including Wile, safe – a safe dump ramp to ensure trucks didn't roll into the water and a spotter to help keep drivers away from the edge – were not being followed.
"In short, despite knowing the risks and determining concrete actions that would help keep drivers safe, nothing was in place to keep Mr. Wile safe as he performed the objectively dangerous task of dumping into the Bedford Basin," Keaveny said in his sentencing brief.
"Mr. Seaboyer and SCMI's blameworthiness is high. Mr. Wile's death was predictable, foreseeable, and avoidable. Michael Wile should have made it home that day."
Wile was getting ready to dump his second load of the day July 9, 2018, when surveillance camera footage shows a splash or water or dust at 7:51 a.m.
The next driver dumped a load of slate a few minutes later and "did not note any disturbance" at the water's edge, said the agreed statement of facts.
It wasn't until 9:40 a.m. that a maintenance supervisor on the MacKay bridge spotted Wile's body floating in the water.
Dumping wasn't stopped at the site until 3:10 p.m. By that time 149 loads of slate had been dumped in the area, extending it by more than a metre into the harbour.
RCMP divers found Wile's truck the next day in about 20 metres of water. The driver's side window and door were open and the load of slate was still in the truck.
There were no mechanical deficiencies with the dump truck, said the agreed statement of facts, which notes Wile's cause of death was drowning.
The court document says Seaboyer had eliminated the spotter's position on the infill project in December of 2017 when he terminated the person doing it and didn't replace them.
"Had a spotter been utilized at the time of this incident this person would have ensured the safe dump ramp was in place and directed Mr. Wile during the dumping," it says. "If, despite these safety measures, Mr. Wile and his haul unit went into the basin, the spotter would have been able to take immediate measures to assist."
A safe dump ramp is supposed to be built on a slight positive slope so if a truck loses its brakes, "it will roll harmlessly back onto the platform and not into the Bedford Basin," said the agreed statement of facts, which notes there wasn't one in place at the time.
J.R. Eisener was operating excavators and trucks to move materials at the site and was tasked with providing spotters and maintaining a safe dump ramp. It faces three counts of failing to take reasonable precautions to ensure the safety of workers, for allegedly not having a checker or spotter in place. Those charges are slated to return to court in December.
The Halifax Port Authority has also been charged with failing to install guards, guard-rails, barricades and fences to prevent rear-dumping vehicles from tipping at the edge of a sudden drop.
Dump truck pulled from Fairview Cove


Home > GCSE > Religious Studies > A young man on his first motorbike knocks down an elderly man. There is no one about.
A young man on his first motorbike knocks down an elderly man. There is no one about.
1) The police will arrive and question you and any witnesses to the accident.


Is it more effective for couples to train and eat well together? "It's a personal preference. I love the support from my partner, but sometimes brides like to have their own space and 'me time'. When it comes to cooking, it's way more fun as a team. I love cooking with Ed – the household runs smoother if you both help with the groceries, meal planning and preparation.


Originally Published: December 14, 2018 9:12 p.m.
TUCSON — The Israel Softball Association on Thursday, Dec. 13, named former Yavapai College coach Stacy Iveson as head coach of Team Israel in its pursuit of a spot in the 2020 Tokyo Olympics.
Iveson, currently the University of Arizona softball program's director of recruiting-operations, will lead an all-Arizona alumnae coaching staff that also includes one-time Wildcats standouts Debby Day and Lisa Bernstein.
Iveson, who played softball for UofA from 1986-89, has extensive coaching experience, including two stints as an assistant coach at Arizona under legendary coach Mike Candrea for 13 seasons. In NJCAA Division I, she mentored Tucson-based Pima Community College to two national titles (2004 and 2006) and Yavapai College to a pair of national championships (2009 and 2011).
Iveson also served as an assistant coach for USA Softball's national team for six seasons.
Day, head coach at Cal Lutheran University for the past 16 seasons, was a two-time All-American during her two seasons at Arizona (1991 and 1992), helping lead the Wildcats to the program's first national championship in 1991. She was inducted into the Arizona Athletics Hall of Fame in 1997.
Bernstein, who coached at the University of Minnesota (1991-2010) and as an assistant at Arizona (1986-1991), was a two-time all-conference player at Arizona, where she played from 1982 to 1986. She currently works as camp director for Candrea's Camps.
On Dec. 13, Team Israel also announced the first half of its roster, which includes current Wildcats Vanessa Foreman, a left-handed pitcher from Lakewood, California, and Tamara Statman, a pitcher/designated player from Scottsdale. To compete for Team Israel, the players were required to have at least one Jewish parent or grandparent and travel to Israel to receive dual citizenship.
Team Israel will play at the European Championships during the summer of 2019 in hopes of qualifying for the 2020 Olympics. Israel has not qualified for the Olympics since 1968.
The University of Arizona Athletics website provided information for this story.


Nurturing a life of perseverant Faith, resilient Love, and Jesus-filled Hope.
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If Jesus Didn't Go Solo, Neither Should We!


Lots of exciting things happening at FirstRain lately! With a mixture of some great new customers, fun company events, new FirstRain faces, giving the office a fresh, new look, and a big award announcement— June has been busy and we're only eight days into the month!
First, we announced this week that FirstRain is a finalist for the 2012 American Business Awards in the new product or service of the year, business-to-business products category. As a finalist, FirstRain will either be the Gold, Silver or Bronze Stevie Award winner in the program. The ABA will present the awards at two award ceremonies, the ABA traditional banquet on June 18th in New York, and a new tech awards event on Monday, September 17th in San Francisco. A fantastic honor for us.
Last week, the FirstRain team held one of our traditional potluck lunches. Jordy brought in a special French dessert, baked by his mother, who is in town visiting from France. Our special guest was Eugene's new 1 month old daughter. Our potluck lunch turned into a baby shower, welcoming her to the FirstRain team— our youngest and smallest team member yet!
Along with Eugene's beautiful new daughter, we are excited to welcome two new additions to FirstRain this summer, Patrick and Sebastian. Patrick is a student at San Jose State and is working with Eugene and Connie in our accounting department. Sebastian (who worked at FirstRain last summer) will be assisting Ryan and the marketing team this summer, before starting college at NYU this Fall. We're thrilled to have them.
Last night, some of the FirstRain team participated in the annual Splash and Dash race at Stevens Creek Reservoir in Cupertino, CA. We had 9 rainmakers competing in the race, Doug and Aaron finished first for the relay teams, but everyone did a great job and all finished the race strong. Afterwards, everyone went back to Penny's house for a barbeque. We will partake in the event again in August, when our east coast team is in town to join in on the fun.
Looks like another FirstRain summer is definitely off to a fun and full-forced start!


text:
Q: Unity - Walk around a cube I have an issue with trying to get an 'object(character)' to walk around a cube (all sides) within Unity. Ive attached an image and video showing what i am trying to achieve. Im trying to show you visually rather than trying to explain. As the character drops over the edge it rotates 90 degrees and then the stands up like gravity has switched. Then the character can jump walk etc.
This is an example of someone else that posted a video showing exactly what im trying to achieve
I have looked through the forums and cant find what im after. i have tried to attach a diagram but the site wont let me. Any advice would be greatly appreciated!
Regards
Nick

A: You have a couple of options that I can think of.
One is to trigger the gravity change when the character exits one face of the cube to go to another. To achieve this you would have trigger zones on each edge and face and use a [Bob went from Face A to Edge ANorth -> Switch Gravity to go in X direction].
This would work for situations where the gravity switch must affect other objects too but be advantageous to your player (walking off the side makes an enemy fall off and die - for example.)
However, if you want all entities to stick to their relative sides then we need to make custom gravity! To do this is easier than you might think as gravity is simply a downward accelleration of 9.8. So turn off the engines native gravity and create a "personal gravity" component:
private Vector3 surfaceNormal;
private Vector3 personalNormal;
private float personalGravity = 9.8f;
private float normalSwitchRange = 5.0f;

public void Start()
{
    personalNormal = transform.up; // Start with "normal" normal
    rigidbody.freezeRotation = true; // turn off physics rotation
}

public void FixedUpdate()
{
    // Apply force taking into account character normal as personal gravity:
    rigidbody.AddForce(-personalGravity * rigidbody.mass * personalNormal);
}

Rotating your character and changing his normal is then up to you to suit your situation or game mechanic, whether you do that by raycasting if you're standing on a surface to detect when to change it or only want gravity to change when you hit a powerup or similar - experiment and see what works. Comment more if you have questions!
EDIT:
As an addition to the video you linked. You can keep a state variable on the jump state and raycast in each axis direction to check which face is nearest in the case of just rolling off.
public void Update()
{
    // we don't update personal normals in the case of jumping
    if(!jumping)
    {
        UpdatePersonalNormal();
    }

}

public void UpdatePersonalNormal()
{
    RaycastHit hit; //hit register
    // list of valid normals to check (all 6 axis)
    Ray[] rays =
        {
        Vector3.up, Vector3.down,
        Vector3.left, Vector3.right,
        Vector3.forward, Vector3.backward
        };

    //for each valid normal...
    foreach(Ray rayDirection in rays)
    {
        //check if we are near a cube face...
        if(Physics.Raycast(rayDirection , hit, normalSwitchRange)
        {
             personalNormal = hit.Normal; //set personal normal ...
             return; // and return as we are done
        }
    }
}

Please keep in mind that the above is completely hand written and not tested but play with it and this pseudo start should give you a good idea of what to do.

redpajama_set_name: RedPajamaStackExchange


Android Device: Feb, 2015 with Samsung Galaxy Tab 4, Model: SM-T230NU, Android version 4.4.2 (KitKat). Much faster than previous Lenovo - IdeaPad A1-07 Tablet 16GB Memory [Gingerbread 2.3.4] (7" tablet, 1024x600) ~2011-12-21.
Preferred browser on Android devices is Dolphin, and on Windows is Firefox.
Some Android, Android Bookmarklets, and Dolphin webpages of mine, followed by notes using Firefox on Windows.
Bookmarklets for Tablets, install in default browser and import into other Android browsers.
Helper apps: "Bookmark Sort and Backup", "VT View Source"


Simply Small helps you keep it simple in your busy day-to-day. These delicious and nutritious loaves are BIG on taste and have no added nonsense. With only 10 slices, you have the perfect amount of bread every week for your tasty, homemade creations.
I thought you might enjoy "Honey Oat" from Oroweat® bread.


Need games map? Through world of light map, we will give some pics and hopefully this is the map you are looking for. This post#865 consists of 3 awesome pics and I hope you like it.
This post#865 is being packed with 3 cool collections. Don't forget to check all of these gallery to not miss anything by clicking on thumbnail pictures below!. So, we hope you are satisfied with the pictures that collected in world of light map! Check out our gallery below for more pics!


text:
Ouray – miasto w Stanach Zjednoczonych, w stanie Kolorado, siedziba administracyjna hrabstwa Ouray.

Przypisy

Miasta w stanie Kolorado

redpajama_set_name: RedPajamaWikipedia


text:
package edu.usu.sdl.openstorefront.core.model;

import edu.usu.sdl.openstorefront.core.entity.FileFormat;

/**
 *
 * @author dshurtleff
 */
public class ExternalFormat
{
	private FileFormat fileFormat;
	private Class parsingClass;

	public ExternalFormat()
	{
	}

	public FileFormat getFileFormat()
	{
		return fileFormat;
	}

	public void setFileFormat(FileFormat fileFormat)
	{
		this.fileFormat = fileFormat;
	}

	public Class getParsingClass()
	{
		return parsingClass;
	}

	public void setParsingClass(Class parsingClass)
	{
		this.parsingClass = parsingClass;
	}

}

redpajama_set_name: RedPajamaGithub


text:
Company
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                        October 13, 2013

Lid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores nemis omnis fugats vitaes nemo minima rerums unsers sadips amets. Sed ut perspiciatis unde omnis iste natus error sit voluptatem accusantium doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore veritatis et quasi architecto beatae vitae dicta sunt explicabo.

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Report Housing
Room to Breathe
Federal and City Actions Help NYCHA Close Operating Gaps, But More Progress Needed on Implementing NextGenNYCHA
Expand Table of Contents
In 2015 the Citizens Budget Commission (CBC) issued a report, Cleaning House: How to Close the New York City Housing Authority's Operating Gaps, which analyzed the deteriorating fiscal condition of the New York City Housing Authority (NYCHA) and made recommendations for improving its finances, namely increasing income, decreasing operating costs, and improving service quality, particularly maintenance. Many of these recommendations were subsequently adopted in NYCHA's strategic plan, NextGenerationNYCHA (NextGen).
In the two years since CBC's report, NYCHA's financial position has improved: increased City and federal support allowed it to recognize a small surplus in 2016. NYCHA has also taken steps to improve its efficiency as a landlord and to expand development revenues, but these efforts have progressed slowly and yielded modest savings. With potential changes in federal policy looming, NYCHA should move more forcefully to implement NextGen reforms.
WHY WAS NYCHA A FISCAL MESS?
In 2015 NYCHA was struggling to close the latest in a series of operating deficits. Between 2003 and 2015 NYCHA had experienced deficits in nine fiscal years.[1] CBC identified four long-term causes of NYCHA's fiscal stress:
Declining federal operating subsidies: Federal operating subsidies fund more than 40 percent of NYCHA's annual $2.1 billion public housing budget.[2] Since 2003 Congress generally has not appropriated the funding that federal formulas indicate is necessary to fund NYCHA's operations adequately.[3]
Inability to maximize non-rental income: NYCHA had a poor track record in rent collection and generated minimal operating income from other sources, including parking facilities and commercial spaces. It had also failed to accommodate new development on its underutilized land, which would both raise revenue and bring new services and affordable housing options to residents.
High per-unit operating costs: Reasons NYCHA's costs were higher than those of comparable rent-stabilized buildings included higher personnel costs, inflexible work rules, redundancies at the managerial and central office levels, high utility costs, and the subsidy of community and senior centers.[4]
Inability to implement gap-closing plans: NYCHA had largely failed to implement recommendations developed in several strategic plans.[5]
CBC offered a series of recommendations to address these core issues:
Raise operating revenues by increasing the collection rate from 77 percent to the Authority's 95 percent target, the standard for privately-owned rental housing; and by raising non-rental income through measures such as raising parking permit fees to market rates, increasing monthly appliance fees, activating ground floor commercial spaces, and charging rents to nonprofit tenants in NYCHA buildings.
Curb expenses by reducing headcount and eliminating responsibility for community centers, which are outside NYCHA's core mission.
Improve services and productivity through new procurement arrangements, such as job order contracts; altering collective bargaining agreements to remove restrictive work rules; and pursuing opportunities to use private management to reduce high per-unit operating costs.
GETTING SOME BREATHING ROOM
Shortly after the CBC report was released, NYCHA released a new 10-year strategic plan, NextGenerationNYCHA, or NextGen.[6] The plan represented the new administration's vision for stabilizing NYCHA's long-term financial position, modernizing its management structure, and preserving its physical infrastructure.
NextGen identifies ways NYCHA can achieve short-term financial stability and diversify funding; operate as an efficient and effective landlord; expand and preserve public and affordable housing; and engage residents.
Many of the strategies advanced in the plan reflect CBC's recommendations. Strategies to generate additional revenue included raising the rent collection rate, boosting non-rental income sources, and identifying underutilized land for affordable and mixed-income development. The plan also called for NYCHA to transfer control of senior and community centers to City agencies and proposed strategies to convert properties to private management through project-based Section 8 financing. To reduce headcount, NYCHA proposed cutting its central office workforce through attrition and shifting non-core workers, especially in community and senior centers, to the City's payroll. NYCHA also wanted the City to eliminate or reimburse its payments for City services, including its payment-in-lieu-of-taxes (PILOT).[7] The plan also included strategies to reduce energy consumption, introduce a recycling program, and establish new workforce development and social service partnerships.
Since NextGen was released, NYCHA's public housing operations have operated at a surplus: in 2015 the surplus was $159 million, and in 2016 it was $36 million (See Table 1). This allowed the Authority to rebuild its operating reserves, reduce the amount of capital funds used to cover operating expenses, and invest more in day-to-day maintenance needs. However, the positive results were generated mostly by federal and City actions, not through implementation of NextGen initiatives, which have progressed slowly.
Four factors contributed to the budget surplus:
1. Increased rental revenues thanks to new rent structure. Rent paid by NYCHA tenants grew $122 million between 2013 and 2016, a 14 percent increase.[8] Changes in Federal law required public housing authorities to increase "flat rents" to 80 percent of fair market rents. Previously, public housing authorities had the discretion to set flat rents based on their estimates of the market value of public housing units in their jurisdiction. Tenants continue to pay the lesser of 30 percent of their annual income or the flat rent.
Before the federal rules were amended in 2014, 33,000 households, or 19 percent of NYCHA tenants, paid flat rents that were less than 30 percent of income. NYCHA expects new flat rents will result in most of these households reaching the 30 percent cap by 2017; after that, benefits of new flat rents will diminish as residents shift to paying 30 percent of income.[9]
2. Increased federal operating subsidies. The public housing operating subsidy increased from 82 percent of formula-determined need in 2013–its lowest level in more than two decades—to 90 percent in 2016. NYCHA realized $82 million more in federal support in 2016 than in 2013.
3. Increased City subsidies and support. Under Mayor Bill de Blasio, the City of New York has increased its financial support for NYCHA in several ways. First, control of 17 senior centers and 24 community centers at NYCHA was transferred to city agencies for savings of $9 million annually.[10] Fourteen senior centers remain; the City provided $3 million in annual operating support for these centers in City fiscal years 2017 and 2018, but no funding has been allocated for future years.
Second, the City waived NYCHA's $27 million annual PILOT, which was intended to cover supplemental sanitation and police services (in addition to a $72.5 million payment for police services that the City previously eliminated in 2014).[11] Third, the City covered the cost of contract raises resulting from collective bargaining settlements, including retroactive payments. The subsidies amounted to $54 million in City fiscal year 2015, $50.4 million in fiscal year 2016, and will rise to $65 million annually by 2019.[12]
4. Controlling expenses. Personnel costs, which represent half of the cost of operating public housing, grew 2 percent to $1.1 billion in 2016. Salaries rose 5 percent between 2013 and 2016 as a result of wage increases in the new collective bargaining agreement, while fringe benefit costs fell 3 percent. Headcount reductions and the transfer of personnel from NYCHA's community centers to City agencies helped control growth.
Utility costs fell by $48 million, or 9 percent, to $519 million, largely due to falling natural gas prices, although NYCHA's recent sustainability efforts, including the installation of efficient lighting and heating systems, also contributed the reduction in energy costs. The initial phase of NYCHA's first Energy Performance Contract is expected to generate $3.5 million in utility cost savings at 16 developments.[13]
NextGen has also led to modest improvements in service delivery. Use of smart phones by maintenance staff has saved $1.2 million in administrative costs and increased the work order closure rate. Pilot programs to devolve maintenance responsibility to individual developments and to experiment with work rule reform have improved building conditions and cleanliness.
Unlike previous gap-closing efforts and strategic plans, NYCHA is holding itself accountable for implementing NextGen by publishing progress reports and other information on its website. Its cost-control efforts have narrowed the gap in monthly per-unit operating costs with comparable rent-stabilized properties; however, NYCHA's costs continue to be significantly higher. As Figure 1 shows, NYCHA's costs, excluding property taxes, are 45 percent higher—down from 52 percent in 2012.
BUILDING ON MOMENTUM TO BOLSTER ITS POSITION
NYCHA has taken important steps forward to begin to control its expenses, but its operating costs remain high. Greater progress should be made in implementing NextGen strategies, particularly in the areas CBC has identified.
1. Raise Operating Revenues
Rent Collection Rate. NYCHA's rent collection rate has not improved. Figure 2 shows the amount of revenue collected as a share of the total amount due in a given month. The rent collection rate fell from 77 percent in December 2013 to 65 percent in February 2017. The annual average was 69 percent between July 2016 and June 2017, which is well below NYCHA's 95 percent goal. It is likely that increases in flat rents have depressed collection rates, even as total rent revenues have grown.
NYCHA's efforts to improve collections include robocall reminders and the MyNYCHA app, which provides automated reminder notices. NYCHA also partners with the City's Human Resources Administration to secure rental assistance payments for households at risk of eviction. NYCHA estimates these initiatives have started to have a modestly positive impact on collections, with tenant rental revenue exceeding the forecast by $5 million in 2016.
Non-rental income. Revenue from non-rental sources, including tenant fees and commercial rent, fell slightly from $33.2 million in 2013 to $32.3 million in 2015. NYCHA has raised neither appliance fees nor parking fees. Although parking rates are well below market rates for residents and nonresidents, NYCHA has not revised its pricing as planned in NextGen.
Vacancy rates in commercial spaces have declined from 18 percent in 2013 to 7 percent in 2017.[14] NYCHA expects to collect an additional $605,000 annually in revenue from new commercial leases, but commercial revenue actually fell from $13.6 million in 2013 to $13.3 million in 2016. Many nonprofits in NYCHA-owned spaces do not pay rent; NYCHA is pursuing a strategy to have the City, which funds the groups, reimburse the Authority for the leases.
2. Curb Expenses
NYCHA's total authorized headcount fell by 211 positions between 2015 and 2017, driven by a reduction of 398 positions for community programs and in the central office. These decreases allowed NYCHA to add 187 positions in the field to improve service performance. Streamlining operations and control of personnel expenses should continue.
3. Improve Service/Productivity
NYCHA has taken a number of steps to boost productivity, improve customer service, and reduce operating costs. The initial results have been promising, though they have yet to be rolled out across the NYCHA system.
Job Order Contracts. Job order contracts (JOCs) are used in small, routine jobs with minimal design requirements. While NYCHA has used JOCs for security upgrades in the past, it had rarely used them for more costly maintenance work. Recently, NYCHA released Requests for Qualifications for JOCs relating to plumbing, Local Law 11-related façade repairs, and other general contracting work. These arrangements have the potential to improve productivity and increase savings.
Work Rule Changes. As part of the NextGen initiative, NYCHA launched a pilot program called FlexOps to test a staggered shift schedule for caretakers (who take out trash and maintain the buildings and grounds) and maintenance workers at 12 developments.[15] Due to contract restrictions, the shifts are primarily staffed by volunteers. Caretakers can opt for early shifts (6 a.m. to 2 p.m.) or late shifts (10:30 a.m. to 7 p.m.) in lieu of the standard 8 a.m. to 4:30 p.m. shift. Maintenance workers who have scheduled appointments for repairs in individual apartments can volunteer for a late shift from 11:30 a.m. to 8 p.m. In addition, management offices remain open until 7 p.m. one day per week. Volunteers receive a shift differential and a one-time bonus.
In the first phase, all 12 developments had extended management hours, and 5 developments had early morning-shift caretakers, 1 had an evening-shift caretaker, and 1 had extended maintenance hours. Inspections of the buildings and grounds of the five developments indicate the program significantly improved conditions at lower-rated buildings.
The early success has led to a slight expansion of the program with extended caretaker and maintenance shifts provided at additional developments. This is a promising approach, and NYCHA should work with the City's Office of Labor Relations to negotiate work rule changes with the labor unions in order to codify the schedules in collective bargaining agreements so that no additional financial incentives are required.
More Cost-Effective Operating Approaches. In addition to making its operations more efficient through headcount reductions and scheduling changes, NYCHA is pursuing public-private partnerships with private management companies to stabilize operating costs and improve service outcomes. These deals are also motivated by access to outside capital sources to fund renovations, and there has been encouraging progress on this front.
To date, NYCHA has pursued private management deals in three ways: the conversion of traditional public housing units through US Department of Housing and Urban Development's Rental Assistance Demonstration (RAD) program; the conversion of non-federally subsidized housing units to private ownership with project-based Section 8 funding; and the sale of small, scatter site units to homeownership programs through Habitat for Humanity.[16]
Through RAD, public housing authorities transfer control of buildings to private owners, while the housing authority retains ownership of the underlying land to ensure permanent affordability. NYCHA's RAD program is known as Permanent Affordability Commitment Together (PACT).[17] The first PACT transaction was completed in 2016 at the Ocean Bay development in Far Rockaway. The deal brought $43 million in one-time revenue to NYCHA and will leverage $325 million in private funding for capital improvements.[18] HUD has approved the conversion of an additional 17 developments through RAD, and a request for proposals (RFP) for developers interested in converting 1,700 apartments in the Bronx and Brooklyn was issued in May 2017.[19] RAD has provided new resources for NYCHA and will reduce operating costs at PACT properties, but it is too early to estimate the ongoing impact of RAD conversions on NYCHA's operating budget.
In addition to RAD transactions, NYCHA has continued to spin off the small number of properties it controls that were ineligible for federal operating subsidies, as well as small scatter site properties that it has acquired over time. These properties are often more difficult and costly to operate than larger developments.[20] In 2015 NYCHA closed on a transaction with L+M Development Partners and BFC Partners to take over 874 Section 8 units in the Bronx, Brooklyn, and Manhattan. In addition to leveraging $100 million in private financing for renovations, the transaction will raise $360 million for NYCHA over 15 years. Separately, NYCHA has also transferred control of 36 single family homes to Habitat for Humanity, which will renovate the properties before selling them to qualified low-income households.
NYCHA has also pursued opportunities to develop underutilized land for both 100 percent affordable housing and mixed-income developments. Fetner Properties was selected as the developer for a mixed-income building at Holmes Towers in May 2017. NYCHA expects the Holmes Tower transaction to generate $25 million at closing.[21] Developers for additional mixed-income developments at the LaGuardia Houses and Wyckoff Gardens have not yet been selected, and none of the three deals have closed to date.
Increased City support has allowed NYCHA financial breathing room to launch new initiatives, including efforts to tackle long-standing inefficiencies and improve services. However, this grace period may be coming to an end with proposed changes to federal funding on the horizon. President Donald Trump has proposed drastic cuts to public housing in the Federal Fiscal Year 2018 Budget. The federal budget will be modified significantly by Congress, but even partial cuts could undercut the progress NYCHA has made. The budget proposal would cut $80 million to $130 million in annual operating subsidies on top of a $210 million reduction in the federal capital subsidy and the loss of 13,000 Section 8 housing vouchers.
Despite its improved financial position, NYCHA's budget remains precarious and has little room to absorb these cuts on its own. Its 2017 financial plan projects a $19.6 million operating deficit by 2019, growing to $56.8 million by 2021. Operating reserves have fallen from 2.9 months of operating expenses in 2015 to 2.6 months as of March 2017, leaving little margin to absorb the proposed changes.
Given these risks, it is imperative that NYCHA move more forcefully toward implementing NextGen initiatives to improve its finances and operations. While the Authority has made strides on its own, many of the remaining steps will require the cooperation of the Mayor and City Council:
Ease work rule restrictions in the upcoming collective bargaining negotiations;
Come to an agreement for rent payment by non-profit tenants in NYCHA buildings;
Support NYCHA's proposal to raise parking fees to market rates; and
Lobby the federal government against onerous changes to public housing operating and capital subsidies.
By Sean Campion
Room to Breathe: Federal and City Actions Help NYCHA Close Operating Gaps, But More Progress Needed on Implementing NextGenNYCH
Download Related Report
Cleaning House: How to Close NYCHA's Operating Gaps (April 2015)
See: Rachel Bardin and Maria Doulis, Cleaning House: How to Close the New York City Housing Authority's Operating Gaps (Citizens Budget Commission, April 2015), Table 1 and Figure 5, https://cbcny.org/research/cleaning-house.
This report focuses on NYCHA's public housing operating budget. All figures and data exclude spending related to its Section 8 Housing Choice Voucher program where possible.
In fiscal years 2010 and 2011, Congress appropriated the full operating subsidy. Congress appropriated 89 percent in 2012, 82 percent in 2013, 89 percent in 2014, 85 percent in 2015, 90 percent in 2016, and 87 percent in 2017. This is commonly referred to as the "proration rate." For proration rate in prior years, see: Rachel Bardin and Maria Doulis, Cleaning House: How to Close the New York City Housing Authority's Operating Gaps (Citizens Budget Commission, April 2015), Table 3, https://cbcny.org/research/cleaning-house.
City of New York, Mayor's Office of Operations, Mayor's Management Report 2014 (September 2014), p. 271; and. New York City Rent Guidelines Board, Housing NYC: Rents, Markets & Trends 2014 (2014), pp. 30-31.
City of New York Office of the Comptroller, Audit Report on Efforts by the New York City Housing Authority to Maximize Federal Funding, Enhance Revenue, and Achieve Cost Savings, (December 2014), https://comptroller.nyc.gov/reports/audit-report-on-efforts-by-the-new-york-city-housing-authority-to-maximize-federal-funding-enhance-revenue-and-achieve-cost-savings.
New York City Housing Authority, NextGenerationNYCHA (May 2015), http://www1.nyc.gov/assets/nycha/downloads/pdf/nextgen-nycha-web.pdf.
Prior to 2015 the City of New York charged NYCHA an annual payment-in-lieu-of-taxes (PILOT). The charges were originally intended to cover the cost of police and sanitation services provided by the City to NYCHA buildings. Later, the City instituted a separate charge for police services in addition to the PILOT after NYCHA's Housing Police force merged with the NYPD in 1995. The public safety charge was canceled in 2014. Together, the City's decision to forgo these charges saved NYCHA over $100 million annually.
The growth of rental revenue doubled from the previous four-year period covering 2009 to 2013, when revenue grew $57 million, or 7 percent. Some portion of the higher growth rate is due to the improvements in the city's economy during the recovery from the Great Recession.
New York City Housing Authority, Comprehensive Annual Financial Report for the Years Ended December 31, 2015 and 2014 (October 2016), p. 5, http://www1.nyc.gov/assets/nycha/downloads/pdf/CAFR_2015.pdf.
NYCHA developments previously housed 255 community and senior centers. In recent years, however, the City has agreed to operate or subsidize nearly all of these centers, in many cases combining them with other existing city programs. As of 2014, NYCHA continued to operate 24 community and 33 senior centers.
NYCHA's public housing properties are exempt from property taxes, although the City retains the right to require NYCHA to make PILOTs. If the City had not waived NYCHA's PILOT, the Authority's obligation would have risen to $33 million in City fiscal year 2017.
The Council of the City of New York, Report of the Finance Division on the Fiscal 2018 Preliminary Budget and the Fiscal 2017 Preliminary Mayor's Management Report for the New York City Housing Authority (March 13, 2017).
Energy Performance Contracts are renovation projects that integrate efficiency projects. They are designed to improve energy efficiency, reduce water usage, and reduce utility costs. Theoretically, the savings generated by reducing expenses will at least partially offset the upfront capital costs.
Rent and vacancy data for commercial spaces was provided to CBC via email by NYCHA on May 9, 2017. The Authority's financial statements do not break out individual sources of non-rental income.
New York City Housing Authority, FlexOps FAQs (March 2017), http://www1.nyc.gov/assets/nycha/downloads/pdf/flexops-faq-20170301.pdf.
In May 2016, NYCHA also selected developers for 100 percent affordable development projects at three developments in the Bronx and Brooklyn. Unlike the mixed-income sites, the 100 percent affordable developments transactions are not expected to generate revenue for NYCHA, but will include new housing and services available to NYCHA residents.
In July 2017, NYCHA announced plans to expand PACT to include project-based Section 8 Housing Choice Voucher conversions, in addition to conversions funded through RAD. See New York City Housing Authority, "NYCHA Announces Expansion of Permanent Affordability Commitment Together (PACT) Program in NYC, Ensuring Permanent Affordability & Bringing $325 Million for Repairs Benefiting over 3,700 Residents" (press release, July 13, 2017), http://www1.nyc.gov/site/nycha/about/press/pr-2017/20170713-pact.page.
New York City Housing Authority, "NYCHA Closes First Agreement Under Permanent Affordability Commitment Together (PACT) Program in NYC, Ensuring Permanent Affordability & Bringing $325 Million for Repairs Benefiting over 3700 Residents" (press release, December 30, 2016), http://www1.nyc.gov/site/nycha/about/press/pr-2016/pact-agreement-20161229.page.
New York City Housing Authority, "NYCHA Releases Request for Proposals for Permanent Affordability Commitment Together (PACT) Program to Raise Funds for Repairs and Protect 1,700 Public Housing Apartments" (press release, May 23, 2017), http://www1.nyc.gov/site/nycha/about/press/pr-2017/pact-rfp-20170523.page.
New York City Housing Authority, NextGeneration NYCHA (May 2015), p. 12; "De Blasio Administration Unveils NextGeneration NYCHA: A Comprehensive Plan to Secure The Future Of City Public Housing" (press release, May 19, 2015), http://www1.nyc.gov/site/nycha/about/press/pr-2015/de-blasio-unveils-nextgen.page.
New York City Housing Authority, "Announces Developer Selection at Holmes Towers for NextGen Neighborhoods Program, Raising Critically Needed Funds for Repairs and Creating New Affordable Housing" (press release, May 17, 2017), http://www1.nyc.gov/site/hpd/about/press-releases/2017/05/05-17-17.page.


text:
Saint-Urcisse may refer to the following places in France:

 Saint-Urcisse, Lot-et-Garonne, a commune in the Lot-et-Garonne department
 Saint-Urcisse, Tarn, a commune in the Tarn department


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This course allowed me the freedom to work within the industry & learn at the same time. I learnt a lot of new and diverse calf rearing options that have now better prepared me for the 'real world' of calf rearing and my new role within the dairy industry. A great 'grounding' course, even for those who are hands on in raising calves. I have recommended this course to a few calf rearers already! I'd be happy to highly recommend the course to anyone with an interest in raising the next quality batch of calf replacements on their farm.
I work in farm animal welfare (on a chicken campaign). It didn't make sense to me to work on a campaign about a subject I knew nothing about; The amount of research I did for each assignment taught me so much more than I ever could have learned on my own.
I would just like to say how much I enjoyed this course & dealing with your school. I got answers quickly, & help was always available. You don't always find that in a correspondence school. My experience has been so positive I will be signing up for another course shortly.
Although I can do all of the practical work that is required to raise sheep, I am learning a lot more than I didn't already know.& all that I knew I learnt from my dad. I am enjoying this course and when I finish it, I would like to do another one, perhaps in management.
I found the course to be well written and explained. Any queries I had were answered quickly, and the staff to be very friendly and helpful. In all, the course has been invaluable. I am a little sad it is near the end as I have enjoyed the whole course.
When I first started, I had no experience of cattle or farming, but due to a change in direction in my career path, I needed to get some experience and this course has helped tremendously.
Yes [the course was a valuable learning experience]. It is providing me with new insights and development beyond my former knowledge of this subject. It also provides me with a proper basic knowledge to pursue my dreams in this career path.
Yes [I found the course valuable]. I have animals, I am a dog training instructor. I am planning to commence a business providing in-home care to a variety of animals. So I wanted to upgrade my knowledge of animal health. I enjoyed the course and feel I have learned a lot. course.
Very happy with how my work is being marked. I am enjoying my course, and have learnt a lot of new things that are valuable to know considering I have a lot of animals and is useful information for me to know.
[The course] was very useful because it helped me to learn more about Poultry, especially the business side of the industry. I really enjoyed working through the assignments over the last 12 months. They made me think and do lots of research."
The Sports Nutrition course is providing our student athletes with some excellent information and fueled some good discussion amongst them. Good class!
I thoroughly enjoyed this course. I had not studied for the past 10 years and was a little apprehensive. The staff were very supportive, their feedback was always valuable and response time was extremely prompt. This course has given me a new desire to keep learning. I never knew learning could be so enjoyable. I am looking forward to my next learning experience through ACS.
I have appreciated and valued the feedback from my tutor and am thoroughly enjoying my course. Being a stay at home mum with another baby on the way I have also greatly appreciated the chance to be able to complete the work at my own pace, as some weeks/months it's hard to find the time to do it.
The course was a valuable learning experience... "because it made me aware of environmental information I didn't know"... 'I didn't study for a career improvement, but to learn and implement the information on a daily basis".
I am finding it interesting and educational - it covers the primary facts and then encourages you to learn the details through the assignments and contacting numerous organisations involved in environmental issues.
[My tutor] responds positively to my assignments and various design ideas and has a clear understanding of the topics covered that enables her to expand on those ideas. I have enjoyed this course more than most study I have encountered. The content and the notes for that content have been a good guide for the development of our property and what we produce and manage on that property.
The notes for the topics are written in plain English and cover all the scientific aspects simply and thoroughly.
The distance mode allows me to study at my own pace-I work full-time in a demanding job and this study method allows me to complete the assignments even though I cannot complete them as quickly as I would like.
The assignments give me the basic notes with the opportunity to research the topics in my own way - this has allowed me to build on my knowledge through the course.
Absolutely [the course was a valuable learning experience]! Gave me confidence and knowledge to start my own small business and help others with health and weight loss... My tutor was brilliant! She replied to questions promptly and my assignments were always returned quickly with useful critique. She was extremely helpful and supportive and I cannot thank her enough! I am very impressed with ACS from start to finish! I have attended other tertiary institutions before and attended university and have never had such a smooth and positive experience as the one with ACS.
I'm getting positive comments with notes on things I missed, so I think that is helpful. I'm learning a lot about zoo keeping and am able to see it's value as I go about my volunteer zoo work. I'm loving the course. Thanks for the opportunity.
Yes [the course was a valuable learning experience], very much, since I love to work with birds. I have learned a lot from the course. It is also a very fun and enriching experience. [My tutor] is extremely helpful.
This course has been one of the best learning experiences for me as I have found myself constantly wanting to study despite the fact that I don't enjoy reading. I have found the course is very well structured and that I am very thankful for my tutor who is always giving me encouragement and will show me where I have made any mistakes and how I can improve my work. I am also very impressed with the Student Room.
[My tutor] includes some useful comments and obviously has a good store of knowledge on the subject.
Yes, [I find the course a valuable learning experience]. I am in the middle of building a solar-passive designed house in southern Victoria and although I've done plenty of research and reading on almost every subject relating to self-sufficiency and alternative energy, the discipline of study has meant I have re-focussed my attention on each topic. I always find out something new that can be applied to the house.
It has been an eye opener!! I am now living in a different world, my whole perspective to life and nature has changed and now I cherish it more. It has broadened my mind and advanced my level of looking at things in my every day work as well. [My tutor] encourages me a lot and that kept me going. She would give more positive constructive correction where necessary as if it was not that bad at all. She has been supportive and understanding.
The information given was excellent, but the assignments also made you look further to find answers yourself and I find this a much better way of learning than just being handed all the answers. It has given me a grounding knowledge in human biology which is perfect as I am applying to study Chiropractics at university next year. I couldn't have asked for more from my tutor. She was very thorough and extremely helpful with any problems I encountered.
Having not finished high school myself and never studied biochemistry my confidence is a little low but the encouragement I am receiving from Honor [tutor] is a tremendous help and making it easier for me as I go. [The course] is helping me realize what I am actually capable of and that I am smarter than I thought. Thank you for making it possible for me to study my passion while still being able to work.
Robert T. Magill, MS, Certified Wildlife Biologist, Utah USA, Botany 1 course.
Yes, the course was valuable. As a biologist I am looking to expand my knowledge base into ecological restoration. To date the information in this course relates well as supporting information to the restoration textbooks I am working through.
Although I have not presently capitalized on the course materials from a professional standpoint I foresee the knowledge gained from the course being very helpful in the future even if it is in a more subtle way than originally expected. Although much of the material was covered during my undergraduate studies, I was required to do a sufficient amount of research on my end to complete the assignments.
Through this process I feel I learned the material better than I did the first time around. I feel the assignments built upon each other quite well. The necessity of the plant reviews continued to bring in not only the scientific aspects of botany but also the more practical knowledge that can be acquired, making the course that much more enjoyable.
My tutor not only provided me with information regarding where I had made errors but she also provided me with insights into how I could improve either my approach to answering the assignments or where I had missed some pertinent information.
I am very impressed with the standard of marking. The extra explanations and helpful advice are way beyond anything I have ever received during school, uni or workplace training.
Every question really extends me, and I find that to answer it sufficiently (or to my satisfaction) many more avenues need to be explored. I am becoming an adept researcher and ever more skilled in finding ways to re-phrase my new found knowledge. One of my daughters is particularly impressed with the scientific explanations I come up with, and I think this is the aim of all learning - to be able to pass it along the line. Highly recommended. I will definitely be enrolling in more science courses and I am opting to start a Proficiency Award 2 in Applied Science.
Yes it is very much [a valuable learning experience] because I am learning something new that is in line with the work that I do up here, it has the most up to date basic information in technology. Thanks to ACS for giving me this opportunity.
To do the online course which otherwise will be impossible to do at the same time working, especially for me who grew up in the analogue age, this gives me great confidence with my job as a radio communication technician and really looking forward to completed this networking foundation course, thank you.
I would like to compliment the work flow of ACS, I never expected it to run this smoothly and even marking the assignments via email ). I appreciate the prompt feedback also from my tutor of course.
The presentation allowed the course to become very accessible and practical. Even for those with a lower level in English like me.
I have thoroughly enjoyed this course. Thank you for making it available.
Studying with ACS was a wonderful experience. I have learnt a lot and will take a new course soon.


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Are dreams anyway related to real life ??? I don't think so!!!
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Earlier this week, Amazon has invested INR 240 Cr (approximately $35 Mn) into its food ecommerce arm Amazon Retail India (ARIPL), which encompasses the Amazon's Pantry, and Now categories of the US-based company. ARIPL is responsible for the sale of groceries, household and other food products in India.
Amazon grocery services had been a major plan for Amazon's food retail plans for India, for which it has committed $500 Mn, of its $5 Bn commitment to its market in India.
Earlier in May 2018, a Citi research report said that Amazon India is expected to reach $70 Bn in gross merchandise volume (GMV) and $11 Bn in net sales by 2027.
Earlier in January, reports surfaced that Amazon will stop selling food products in India to comply with the country's new FDI ecommerce guidelines which came into effect on February 1, 2019. The new guidelines prohibit online marketplaces from making more than 25% of purchases of a vendor.
However, the government had later clarified that companies with foreign direct investment (FDI) in food retail will be out of the purview of FDI ecommerce guidelines and can continue selling through ecommerce. Following which the Amazon's grocery services resumed operations after witnessing brief pause.