Silence Dogood here. I was just reading an article on how to protect your hair from drying, brittleness, and a lifeless look now that winter is sucking humidity out of your home and your home's heating system is making the situation worse.
Their experts suggested making an infusion of vinegar, fresh mint leaves, fresh rosemary, and lavender, then pouring boiling water over it and letting it steep. Once it had reached room temperature, you were supposed to strain it, then pour it over your hair after shampooing, work it in, and then rinse it out with COLD water.
No, thank you. It's horrible enough to get into the shower when it's cold, without pouring COLD water over your head. I expect this would certainly add shine, since the vinegar would strip off dulling residue, and the herbs would add a nice fragrance. But it seems like a lot of trouble to go to for one shampooing (the recipe makes enough for one use). And did I mention the COLD water?!
Fortunately, when I was in grad school, a Pakistani friend taught me a simple secret for healthy, shiny, hydrated hair, one I've never forgotten. She put plain yogurt on her hair about a half-hour before her shower, worked it in, then wrapped her hair in a warm towel. (Easy enough to warm a towel by tossing it in the dryer for a few minutes, and oh, the luxury! Not to mention that the heat will help open your hair's pores so the treatment will be more effective.) When it was time to shower, she took off the towel and shampooed as usual. The result? Beautiful, healthy hair.
These days, I'd use plain, full-fat Greek yogurt if I were doing this, since the yogurt's already been drained of whey—no fuss, no muss—and the full-fat content will add more shine to your hair. You won't be racking up bills, either, since you can use half a single-serving carton and the other half will keep perfectly in the fridge until you're ready to use it. (Depending on how long or short, thick or thin your hair is, you might even be able to get away with 1/3 single-serving carton per use.) And don't forget to heat your towel! Your hair—and cold body—will thank you.


text:
Q: How to use the Spacebar for changing color in JS i have a question about JS
i just want when i write for example Own(the 'Own' word is in the array) in the input feild and then i press spacebar the color of Own word in head gets green and when i write for example
'false' the color of the Own word in the head gets red
and i want this for the rest of them i Hope you Guys Find out what i'm saying
thanks..

var seconds = 60;
var timer;
function myFunction() {
  if(seconds < 60) {
    document.getElementById("timer").innerHTML = seconds;
  }
     if (seconds >0 ) {
         seconds--;
     } else {
         clearInterval(timer);
     }
}
document.getElementById("No1").onkeypress = function() {
  if(!timer) {
    timer = window.setInterval(function() {
      myFunction();
    }, 1000);
  }
}

document.getElementById("timer").innerHTML="1:00";

var text = ["Own","food","need","turn","you"]
var i;
document.getElementById('Text').innerHTML +='';
for(i = 0; i < text.length; i++){
    document.getElementById('Text').innerHTML += text[i]+" ";
}

const words = [];

const memorizer = (ev) => {
  const inp = ev.target;
  const val = inp.value.trim();

  if(ev.key === ' ') {
    const valSpl = val.split(' ');
    words.push(valSpl[0]);
    inp.value = valSpl[1] || '';
  }

  if(ev.key === ' ' && val === '' ) {
    inp.value = words.length ? words.pop() : '';
  }

  console.clear();console.log(words);
}

document.querySelector('#No1').addEventListener('keyup', memorizer);

        <input id="No1" type="text" class="bg-white form-control" style="width: 80% !important;
    display: inline-block;
    margin-top: 20px;">

A: *

*Change your "Text" span to a div container to put multiple span text in html file

*In js file, use createElement("span") to put each text and append span to div container

*when press whitespace, compare last element in words array with text array

Here is the code:

var seconds = 60;
var timer;
function myFunction() {
  if (seconds < 60) {
    document.getElementById("timer").innerHTML = seconds;
  }
  if (seconds > 0) {
    seconds--;
  } else {
    clearInterval(timer);
  }
}
document.getElementById("No1").onkeypress = function () {
  if (!timer) {
    timer = window.setInterval(function () {
      myFunction();
    }, 1000);
  }
};

document.getElementById("timer").innerHTML = "1:00";

// create span to put text in Text div
var text = ["Own", "food", "need", "turn", "you"];
var i;
var textNode = document.getElementById("Text");
for (i = 0; i < text.length; i++) {
  var s = document.createElement("span");
  s.id = text[i];
  s.innerHTML = text[i] + " ";
  textNode.appendChild(s);
}

const words = [];

const memorizer = (ev) => {
  const inp = ev.target;
  const val = inp.value.trim();

  if (ev.key === " ") {
    const valSpl = val.split(" ");
    words.push(valSpl[0]);
    inp.value = valSpl[1] || "";

    // compare the word is correct or not, and change color
    if (words[words.length - 1] === text[words.length - 1]) {
      document.getElementById(text[words.length - 1]).style.color = "green";
    } else {
      document.getElementById(text[words.length - 1]).style.color = "red";
    }
  }

  if (ev.key === " " && val === "") {
    inp.value = words.length ? words.pop() : "";
  }

  console.clear();
  console.log(words);
};

document.querySelector("#No1").addEventListener("keyup", memorizer);

          <input
            id="No1"
            type="text"
            class="bg-white form-control"
            style="
              width: 80% !important;
              display: inline-block;
              margin-top: 20px;
            "
          />

redpajama_set_name: RedPajamaStackExchange


text:
ALL BLOGS IP BLAWG Benefits Bulletin
When a Friendly Beer Turns Unfriendly
Beverly A. Berneman
Brooklyn Brewery ("Brewery") has been around for more than 30 years. Brewery sells craft beers all over the country. Brooklyn Brew Shop ("Brew Shop") was founded in 2009 and sells beer brewing kits.
In 2010, Brewery started receiving calls from customers trying to reach Brew Shop. So Brewery emailed Brew Shop about it and suggested that Brew Shop "keep an eye on it".
Apparently, neither side was too worried about customer confusion at that time. Brewery and Brew Shop started collaborating on projects related to beer making, including co-branded beer-making kits, promotional events, books on beer making and educational beer making programs.
It was a match made in beer heaven. Until May 2015.
If You See Something
Don't wait too long to protect your trademark. %CUT% Since the 1990s, Cosmetic Warriors Ltd. sells "Lush" brand personal products like soap, lotions and makeup. For a brief period, Cosmetic Warriors sold a small number of t-shirts. But for the most part, Cosmetic Warriors does not sell clothing. Pinkette Clothing, Inc. started selling clothing using the brand name "Lush" in 2003. In 2009, Pinkette applied to register the trademark and it was registered in 2010. Cosmetic Warriors didn't contest the registration. Almost 5 years after the registration of Pinkette's trademark, Cosmetic Warriors sued Pinkette for trademark infringement. Cosmetic Warriors said that it didn't know about the registration to explain why it waited so long to bring suit. Cosmetic Warriors won the battle but not the war. A jury sided with Cosmetic Warriors on the infringement issue. But then the jury sided with Pinkette on Pinkette's argument that Cosmetic Warriors was barred by laches because it waited too long to bring suit. The jury's verdict was upheld on appeal.

redpajama_set_name: RedPajamaCommonCrawl


On 22 September 2008, Busy Signal released his second studio album titled Loaded, a 15 track compilation on VP Records of well known dancehall hits such as "Jail", "Whine Pon Di Edge", "These Are the Days", among others, as well as never-heard-before exclusive tracks such as "People So Evil" and "Hustle Hard".
This entry was posted in TV+ShoBiz and tagged Busy Signal - All In One, Busy Signal - Jail, Busy Signal - Nightshift / One More Night, Busy Signal - Peace Reign. Bookmark the permalink.


The body known as the Thirteen was empowered as 12 chief townsmen to assist the bailiff in the trust and provide a pool from which the nominees for the office could be elected; it also created a body called the Twenty Four from whom the numbers of the Thirteen were to be replenished.
It was an established town by the 1600's and in 1633 the town of Tetbury was sold by its then owner Lord Berkeley to four local residents who were described as Feoffees in the legal bill of sale. This document also formalised the Thirteen, literally thirteen townsfolk to serve as selected town wardens. Today the Feoffees have charitable status owning a number of sites in and around town. They continue to this day as seven Feoffees, supported by the Thirteen. They are custodians of the town who work voluntarily for the good of Tetbury.
Tony has been a member of The Thirteen of Tetbury since 1999.
Tony was brought up in Kingston upon Hull and moved with his wife here in 1974 as a local G.P.
Mike has been a member of The Thirteen of Tetbury since 2000.
He was born and educated in Tetbury and has lived and worked here all his life.
He has been a member of The Thirteen of Tetbury since 2001.
He was born in Malmesbury Hospital and has been educated and lived in Tetbury all his life.
Danny has been a member of The Thirteen since 2003.
Nikki has been a member of The Thirteen of Tetbury since 2008.
She is a member of the marketing group who are responsible for the Tetbury Advertiser article which publicises activities such as The Beating of the Bounds, Market Hall open days and the annual Community Barbeque.
Rachel has been a member of The Thirteen of Tetbury since 2012.
She was brought up in Tetbury and educated here.
John has been a member of The Thirteen of Tetbury since 1992.
John has been a member of The Thirteen since 1986.
Mike has been a member of The Thirteen of Tetbury since 2018.
Peter has been a member of The Thirteen since 1979.
Richard has been a member of The Thirteen since 2017.


In this crazy world of tinder, facebook groups and online reviews, we have less reason to speak to people than ever. We can feel connected in an instant without having a real conversation.
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Are you looking for GED® testing locations in Manchaug MA? The GED® exam is only given in pencil and paper format. Typically in order to sit for the test the test taker must be over 17 years old. The testing cost in the state of Massachusetts typically varies from $40-$90.
The GED® test covers five topics: language arts (reading), language arts (writing), mathematics, science and social studies. Each test awards a score between 200 and 800. Many states require test takers to receive a score of 410 on each of the five sections and an average of 450 for the exam to pass.


text:
Treatment and Medication
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Personality Disorders and Psychopathy
Authored by Dr Laurence Knott, Reviewed by Dr Helen Huins | Last edited 19 Jan 2016 | Meets Patient's editorial guidelines
This article is for Medical Professionals
Professional Reference articles are designed for health professionals to use. They are written by UK doctors and based on research evidence, UK and European Guidelines. You may find one of our health articles more useful.
Treatment of almost all medical conditions has been affected by the COVID-19 pandemic. NICE has issued rapid update guidelines in relation to many of these. This guidance is changing frequently. Please visit https://www.nice.org.uk/covid-19 to see if there is temporary guidance issued by NICE in relation to the management of this condition, which may vary from the information given below.
Associated features
This article refers to the International Classification of Diseases 10th edition (ICD-10) which is the official classification system for mental health professionals working in NHS clinical practice. The literature occasionally refers to the Diagnostic and Statistical Manual of Mental Disorders (DSM) classification system which - whilst used in clinical practice in the USA - is primarily used for research purposes elsewhere.
The ICD-10 (World Health Organization 1992) defines a personality disorder as: a severe disturbance in the characterological condition and behavioural tendencies of the individual, usually involving several areas of the personality and nearly always associated with considerable personal and social disruption.
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In the American Psychiatric Association's DSM 4th edition (DSM-IV), a personality disorder was defined as: an enduring pattern of inner experience and behaviour that differs markedly from the expectations of the individual's culture, is pervasive and inflexible, has an onset in adolescence or early adulthood, is stable over time and leads to distress or impairment. Personality disorders are a long-standing and maladaptive pattern of perceiving and responding to other people and to stressful circumstances.
The DSM 5th edition (DSM-5) takes an entirely different approach to personality disorder and has stimulated debate about how the condition should be diagnosed and categorised. It acknowledges that such an approach may well be difficult to use in a clinical situation, which has led to proposals for hybrid and compromise systems. As mentioned above, this article relies mainly on the ICD-10 definition.
The aetiology of personality disorders remains obscure. Traditional belief is that these behaviours result from a dysfunctional early environment that prevents the evolution of adaptive patterns of perception, response and defence.
Factors in childhood which are postulated to be linked to personality disorder include:[1]
Being bullied
Emotional or behavioural factors that might play a part include:
Truanting.
Bullying others.
Being expelled/suspended.
Running away from home.
Deliberate self-harm.
Prolonged periods of misery.
The evidence base supporting a link between personality disorder and genetic factors is growing.[2]
People with personality disorders are at increased risk for many psychiatric disorders. Mood disorders are a particular risk across all personality diagnoses. Patients with depression and personality disorder have a more persistent condition than those who have depression alone.[3]Some types of mental illnesses are more specific to particular personality disorders.
It is unsurprising from the above that many people with personality disorders offend against the law.[1]
Classification[4]
The ICD-10 gives nine categories of personality disorder. In DSM-IV there are ten personality disorders that are divided into three clusters, designated A, B, C. The ICD-10 classification, listed under the code F60, is as follows:
F60 Specific personality disorders
F60.0 Paranoid personality disorder.
F60.1 Schizoid personality disorder.
F60.2 Dissocial personality disorder.
F60.3 Emotionally unstable personality disorder:
.30 Impulsive type
.31 Borderline type
F60.4 Histrionic personality disorder.
F60.5 Anankastic personality disorder.
F60.6 Anxious (avoidant) personality disorder.
F60.7 Dependent personality disorder.
F60.8 Other specific personality disorders including:
"Haltlose" type
Narcissistic
Passive-aggressive
Psychoneurotic
F60.9 Personality disorder, unspecified - this encompasses character neurosis and pathological personality disorder.
These are the main types, although ICD-10 subdivides some categories into further subtypes. ICD-10 also identifies an additional category, 'Unspecified personality disorder'.
Epidemiology[5]
Studies estimate that personality disorder affects 4-11% of the UK population and between 60-70% of the prison population.[6]This is so common as to be almost a variation of normal rather than pathological. Many of the features we can possibly recognise in ourselves or others but, often, several features are required to make a diagnosis. In the prison population there are probably comparatively few who do not have at least one of personality disorder, mental illness, learning difficulties and substance abuse. International figures must be viewed with caution, as the diagnosis is highly dependent upon culture.
A UK study (albeit using the DSM-IV categories) reported that rates were highest among men, and separated and unemployed participants in urban locations. It identified a subgroup of people who tended not to use local health services but drifted from childcare services to the criminal justice system at an early age.[5]
A study of psychiatric patients managed by mental health teams showed that in total, 40% of all patients in secondary care had at least one personality disorder suggesting a significant degree of comorbidity with other psychopathology.[7]
Personality disorders should not normally be diagnosed in children and adolescents because the development of personality is incomplete and symptomatic traits may not persist into adulthood. However, trajectory studies suggest that some adults with personality disorder have traits which can be detected in childhood.[8]It has been traditionally considered that the diagnosis of personality disorder in the elderly should be made with caution, due to the attenuation of symptoms, failure to comply with the old DSM criteria and the difficulties of separating the symptomatology of dementia. However, more recent meta-analyses suggest that personality disorder may be a valid diagnosis, particularly in some elderly patients with depression. Further research is needed.[9]
Presentation[4, 10]
Personality disorders present with a wide range of problems in social relationships and regulation of mood. Such individuals have usually been like it throughout their adult lives. The patterns of perception, thought and response are fixed and inflexible, although their behaviour is often unpredictable. These patterns do not adhere to their own culture's expectations. The ICD-10 criteria for clinical diagnosis refer to conditions not directly attributable to gross brain damage or disease, or to another psychiatric disorder, which meet the following criteria:
Markedly disharmonious attitudes and behaviour, involving usually several areas of functioning - eg, affectivity, arousal, impulse control and relationships with others.
The abnormal behaviour pattern is persistent, lasts for a long time and is not limited to episodes of mental illness.
The abnormal behaviour pattern is widespread and obviously maladaptive to a broad range of personal and social situations.
The above manifestations always appear during childhood or adolescence and continue into adulthood.
The disorder leads to considerable personal distress but this may only become apparent at a later stage.
The disorder is usually, but not always, associated with significant difficulties with work and social relationships. Clinically significant distress or impairment must occur in all settings and not be limited to one area only.
Common presenting features are as follows:
Paranoid - they display pervasive distrust and suspicion. Common beliefs include:
Others are exploiting or deceiving them.
Friends and associates are untrustworthy.
Information confided to others will be used maliciously.
There is hidden meaning in remarks or events others perceive as benign.
The spouse or partner is unfaithful. Pathological jealousy is sometimes called the Othello syndrome.
Schizoid - this is characterised by withdrawal from affectional, social and other contacts. This type of person is isolated and has a limited capacity to experience pleasure and express feelings.
Dissocial - there is a tendency to act outside social norms, a disregard for the feelings of others and an inability to modify behaviour in response to adverse events (eg, punishment). A low threshold for violence and a tendency to blame others may be features.
Emotionally unstable - people with this personality disorder tend to be impulsive and unpredictable. They may act without appreciating the consequences. Outbursts of emotion and quarrelsome behaviour may be exhibited. Relationships tend to be unstable and there may be suicidal gestures and attempts.
Histrionic - this is characterised by shallow and labile affectivity and theatricality. There is lack of consideration for others and a tendency for egocentricity. People with this type of personality often crave excitement and attention.
Anankastic - this is characterised by feelings of doubt, perfectionism and excessive conscientiousness. There is a compulsion to check and a preoccupation with details. This personality type tends to be stubborn, cautious and rigid. Insistent and unwelcome thoughts may intrude or impulses that do not attain the severity of an obsessive-compulsive disorder.
Anxious (avoidant) - this is characterised by feelings of tension and apprehension, insecurity and inferiority. People with this type yearn to be liked and accepted, are sensitive to rejection. There is a tendency to exaggerate potential dangers and risks, leading to an avoidance of everyday activities.
Dependent - this is characterised by a reliance on others to take decisions and a fear of abandonment. There is an excessive reliance on authority figures and difficulty in acting independently. This can affect the capacity to deal with the intellectual and emotional demands of daily life.
Associated features[4]
There are no physical abnormalities to help diagnose personality disorders but there may be findings related to the consequences of various personality disorders.
Those especially with emotionally unstable personality disorders may show signs of intentional self-harm or stigmata of substance abuse. There may be scars from self-inflicted wounds.
Substance abuse is common and may present the physical stigmata of alcoholism or drug abuse.
Patients with histrionic personality disorder may display 'la belle indifférence', a seemingly indifferent detachment, while describing dramatic physical symptoms.
A hostile attitude is typical of patients with dissocial personality disorder.
Patients with paranoid personality disorder voice persecutory ideation without the formal thought disorder observed in schizophrenia.
Patients with schizoid personality disorder speak with odd or idiosyncratic use of language.
Investigations[11]
Psychological testing may support or direct the clinical diagnosis.
The Minnesota Multiphasic Personality Inventory (MMPI) is the best-known psychological test.
The Eysenck Personality Inventory and the Personality Diagnostic Questionnaire are also used.
A structured psychometric assessment - this is particularly relevant to dissocial and emotionally unstable personality disorders.[12]
Management[12, 13]
The National Institute for Health and Care Excellence (NICE) has published guidance on the treatment, management and prevention of antisocial personality disorder and borderline personality disorder. This maps to the ICD-10 categories of dissocial and emotional unstable personality disorder respectively and so remains relevant. NICE has also published quality standards advice aimed at commissioners of mental health services.[14]This provides guidance on a number of diagnostic and management issues.
It used to be taught that psychopaths and personality disorders were untreatable. Psychotherapy is the basis of care for personality disorders. Personality disorders produce symptoms as a result of poor or limited coping skills. Therefore, psychotherapy aims to improve perceptions of and responses to social and environmental triggers.[12, 15]
Psychodynamic psychotherapy examines the ways that events are perceived. It states that perceptions are shaped by experiences in early life and therapy aims to identify perceptual distortions and their origin and to facilitate the development of more adaptive modes of perception and response. Treatment is usually prolonged over a course of several years at intervals from several times a week to once a month. It uses transference.
Cognitive and behavioural therapy (CBT) suggests that cognitive errors based on long-standing beliefs influence the meaning attached to interpersonal events. It explores how people think about their world and their perception of it. It is a very active form of therapy that identifies the distortions and engages the patient in efforts to reformulate perceptions and behaviours. This therapy is usually limited to episodes of 6 to 20 weeks at intervals of once a week. For personality disorders, therapy is repeated often over the course of years.
Interpersonal therapy (IPT) assumes that difficulties result from a limited range of interpersonal problems, including such issues as role definition and grief. Current problems are interpreted narrowly through the screen of these formulations and solutions are framed in interpersonal terms. Therapy is usually weekly for a period of 6 to 20 sessions. It is used mostly for anxiety and depression and is not widely practised.
Group psychotherapy allows interpersonal problems to be displayed among a peer group, whose feedback is used by the therapist to identify and correct maladaptive ideas, communication and behaviour. Sessions are usually once weekly over a course that may range from several months to years. The technique enables several people to be treated simultaneously, reducing cost per patient.
Dialectical behavioural therapy (DBT) is a skills-based therapy that can be used in both individual and group formats. It has been applied to borderline personality disorder. The emphasis is on the development of coping skills to improve affective stability and impulse control and on reducing self-harmful behaviour. This treatment is also being used with other cluster B personality disorders, to reduce impulsive behaviour.
Drugs do not cure personality disorders but they may be useful as an adjunct so that the patient may productively engage in psychotherapy. The focus is on treatment of symptom clusters such as cognitive-perceptual symptoms, affective dysregulation and impulsive-behavioural dyscontrol. Such symptoms may complicate almost all personality disorders to some degree but all of them have been noted in borderline personality disorder. NICE recommends that antipsychotic or sedative medication such as benzodiazepines should only be used for short‑term crisis management or treatment of comorbid conditions in dissocial or emotionally unstable personality disorder.[14]
A Cochrane systematic review found that mood stabilisers and second-generation antipsychotics may be helpful for specific symptoms in borderline personality disorder but that pharmacotherapy did not affect the overall severity of the condition.[16]
Anticonvulsants help to stabilise the affective extremes in patients with bipolar disorder but are less effective for that purpose in patients with personality disorders. They have some benefit in suppressing impulsive and particularly aggressive behaviour in patients with personality disorder.
Some personality disorders, especially borderline personality disorder, produce transient psychotic periods, while others such as schizoid personality disorder show chronic idiosyncratic ideation bordering on psychosis. Response to antipsychotics is less dramatic than in true psychotic disorders but symptoms such as anxiety, hostility and sensitivity to rejection may be reduced. Antipsychotics are normally used for a short period while the symptoms are active. The atypical antipsychotics have almost completely replaced the older neuroleptics because of their margin of safety but neurological side-effects including tardive dyskinesia and neuroleptic malignant syndrome do sometimes occur. Risperidone, olanzapine and aripiprazole are often used. There is no evidence of superior efficacy of any product and each one may have advantages and disadvantages of adverse effects.[16]
Consult the patient's crisis plan (a plan devised to identify trigger factors, advise on self-help strategies and identify when the individual should seek professional help).
Assess problem and risk
Maintain a calm and non-threatening attitude.
Try to understand the crisis from the person's point of view.
Explore the person's reasons for distress.
Use empathetic open questioning, including validating statements, to identify the onset and the course of the current problems.
Seek to stimulate reflection about solutions.
Avoid minimising the person's stated reasons for the crisis.
Wait for full clarification of the problems before offering solutions.
Explore other options before considering admission to a crisis unit or inpatient admission.
Offer appropriate follow-up within a timeframe agreed with the person.
Assess risk to self or to others.
Ask about previous episodes and effective management strategies used in the past.
Help to manage their anxiety by enhancing coping skills and helping them to focus on the current problems.
Encourage them to identify manageable changes that will enable them to deal with the current problems.
Offer a follow-up appointment at an agreed time.
Refer in crisis to the community mental health services
Especially when:
Levels of distress and/or the risk of harm to self or to others is increasing.
Levels of distress and/or the risk of harm to self or to others has not subsided despite attempts to reduce anxiety and improve coping skills.
Patients request further help from specialist services.
The following may occur more often than expected:
Substance abuse (including alcoholism).
Accidents and injuries.
Homicide.
Frequent enquiries about suicidal ideation are warranted, regardless of whether the patient spontaneously raises the subject.[17]There is no risk of implanting the idea of suicide in a patient who is not already considering it. Enquiry about drugs and other available means of suicide may help prevention.
Patients with personality disorder who have children should be asked frequently and in detail about their parenting practices. Their low frustration tolerance, externalisation of blame for psychological distress and impaired impulse control put the children of these patients at risk of neglect or abuse.
The NICE guidance puts some emphasis on identification of individuals at risk of developing personality disorders.[13]A variety of interventions is suggested to try to prevent some of the consequences of the personality disorders covered by this guidance. For example, NICE suggests that services should establish robust methods to identify children at risk of developing conduct problems and that vulnerable parents could be identified antenatally - for example, in antisocial personality, by identifying:
Parents with other mental health problems, or with significant drug or alcohol problems.
Mothers younger than 18 years, particularly those with a history of maltreatment in childhood.
Parents with a history of residential care.
Parents with significant previous or current contact with the criminal justice system.
A wide variety of different interventions is then suggested, ranging from anger management to parenting classes.
It is not uncommon for people with personality disorders to offend against the law and come into contact with the criminal justice system.[1]They are often held to be untreatable. Treatment is prolonged, difficult and far from universally successful. When society is preoccupied with a punitive approach to offenders rather than the rehabilitation of offenders, the result is overcrowded prisons and recidivism amongst offenders. Jack Straw, when he was Home Secretary, wrote that one of the most important steps for the prevention of re-offending was that the person should secure a job. However, most employers enquire about criminal records and hold it against potential employees. The management of those with personality disorders, including those who have run foul of the law, is not easy and success is limited but the stakes are such that it is essential that society make the effort. The guidance from NICE poses challenges to the different agencies involved in the management and care of individuals with personality disorders.[13, 12]The NICE quality standards recommend that people with borderline or antisocial personality disorder should have their long‑term goals for education and employment identified in their care plan.[14]
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Further reading and references
Gask L, Evans M, Kessler D; Personality disorder. BMJ. 2013 Sep 10347:f5276. doi: 10.1136/bmj.f5276.
Morey LC, Shea MT, Markowitz JC, et al; State effects of major depression on the assessment of personality and personality disorder. Am J Psychiatry. 2010 May167(5):528-35. doi: 10.1176/appi.ajp.2009.09071023. Epub 2010 Feb 16.
Working with offenders with personality disorders - a practitioners guide; National Offender Management Service and NHS England (September 2015)
Reichborn-Kjennerud T, Ystrom E, Neale MC, et al; Structure of genetic and environmental risk factors for symptoms of DSM-IV borderline personality disorder. JAMA Psychiatry. 2013 Nov70(11):1206-14. doi: 10.1001/jamapsychiatry.2013.1944.
Skodol AE, Grilo CM, Keyes KM, et al; Relationship of personality disorders to the course of major depressive disorder in a nationally representative sample. Am J Psychiatry. 2011 Mar168(3):257-64. Epub 2011 Jan 18.
Specific Personality Disorders - ICD-10 Version:2016; World Health Organization
Coid J, Yang M, Tyrer P, et al; Prevalence and correlates of personality disorder in Great Britain. Br J Psychiatry. 2006 May188:423-31.
Working with personality disordered offenders: A practitioners guide, 2011; Ministry of Justice
Newton-Howes G, Tyrer P, Anagnostakis K, et al; The prevalence of personality disorder, its comorbidity with mental state disorders, and its clinical significance in community mental health teams. Soc Psychiatry Psychiatr Epidemiol. 2010 Apr45(4):453-60. doi: 10.1007/s00127-009-0084-7. Epub 2009 Jun 20.
Vizard et al; The British Journal of Psychiatry May 2007, 190 (49) s27-s32.
Rosowsky E et al; Personality Disorders in Older Adults: Emerging Issues in Diagnosis and Treatment, 2013.
The ICD-10 Classification of Mental and Behavioural Disorders; World Health Organization
Banerjee P et al; Assessment of personality disorder, Advances in psychiatric treatment (2009), vol. 15, 389–397.
Borderline personality disorder: recognition and management; NICE Clinical Guideline (January 2009)
Antisocial personality disorder; NICE Clinical Guideline (January 2009)
Personality disorders: borderline and antisocial; NICE Quality Standard, June 2015
Kolly S, Kramer U, Maillard P, et al; Psychotherapy for Personality Disorders in a Natural Setting: A Pilot Study over Two Years of Treatment. J Nerv Ment Dis. 2015 Sep203(9):735-8. doi: 10.1097/NMD.0000000000000356.
Lieb K, Vollm B, Rucker G, et al; Pharmacotherapy for borderline personality disorder: Cochrane systematic review of randomised trials. Br J Psychiatry. 2010 Jan196(1):4-12.
Chesin MS, Jeglic EL, Stanley B; Pathways to high-lethality suicide attempts in individuals with borderline personality disorder. Arch Suicide Res. 2010 Oct14(4):342-62.
Dissocial Personality Disorder
Emotionally Unstable Personality Disorder
Psychotherapy and its Uses
About 7 years ago I underwent surgery at the back of my head to remove what was apparently a cyst. I noticed a little ball growing there and wanted it checked out. I had recently moved to a new city (...
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Last Reviewed 19 January 2016
Next Review 17 January 2021
Document ID 879 (v24)
Author Dr Laurence Knott
Peer reviewer Dr Helen Huins
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• Car: You won't get very far. Thirty-two Forest Service roads lead to 66 trailheads.
• Plane: There are several aviation companies serving airstrips in the wilderness area, some of which predate the wilderness designation.
• Boats: Jet boats are allowed on the Main Salmon. Small airplanes and jet boats were grandfathered in by the Wilderness Act of 1964.
• Other: Horseback or foot. There are 296 miles of maintained trails. About 1.5 million acres remain trail-free.
Wildlife: At least 370 species of wildlife have been identified in the Frank.
History: The Salmon River Canyon has some of Idaho's oldest known rocks, dating to 1.5 billion years ago.
If you visit: Respect the rules: Pack it in, pack it out. That includes all trash. Leave everything intact. Look all you want, but don't disturb historical artifacts, rocks and native plants. Minimize campfire impacts. Make small campfires, where permitted and make sure they are completely out and ashes scattered. Respect wildlife. Remember, this is their home, not yours. Never feed the animals. Respect others. Even though you're out in the wilderness, this is not a place to use your outside voice (unless there's danger). The Salmon River flows northeast past the town of Salmon, where it is joined by the Lemhi River, then flows northwest and joins the Snake River just south of the Idaho-Oregon-Washington border. The Frank Church River of No Return Wilderness encompasses the Middle Fork of the Salmon River and borders much of the Main Salmon River. It's connected to the Selway-Bitterroot Wilderness to the north, and the Gospel Hump Wilderness to the northwest. The city of Salmon is one of the best jumping-off points to the Frank.
• Salmon for fishing, hunting, river trips, pack trips, mountain tours. Don't miss The Sacajawea Interpretive, Cultural and Educational Center, a 71-acre park dedicated to the commemoration of Sacajawea, her people and the Lewis and Clark expedition.
• Riggins for fishing, rafting, hiking, backpacking, horseback riding, pack trips, camping, hang-gliding, paragliding and mountain bike riding. Take a 28-mile trip up the Main Salmon River Road and stop at Ruby Rapids — there are garnets in the roadbanks.


Here are some great books we have curated and listed according to appropriate grade-levels, though many of the books can be used across ages and reading levels. We have used many of these books ourselves in the classroom during butterfly painting events. If you have any more to add, email us and let us know!
I'm No Bully, Am I?


Prince George's County Government is proud to offer some of the best services in the nation to its residents. We have created this area to address topics which are relevant to current and future residents. Information pertaining to living, working & playing in the county is just a click away. For information about the Prince George's County Public Schools, please visit their website.
The Chief Executive Officer provides daily administration of the schools and the County Executive and County Council determine the schools' overall operating and capital budgets; however, the Chief Executive Officer and the Board of Education set the line-item distribution of the funds within the school system. For information regarding the Prince George's Memorial Library System, please see their website.
The county's 2-year college operates under the authority of the Board of Trustees. The college's overall budget is determined by the County Executive and the County Council, and is managed by the Trustees.
The Maryland-National Capital Park and Planning Commission (M-NCPPC) is a bicounty agency which manages public parkland and provides land use planning with administration shared with Montgomery County.
The Washington Suburban Sanitary Commission (WSSC) is also a bicounty agency, which provides water and sewer service to Montgomery and Prince George's counties.
The Department of Housing and Community Development is the county's public housing authority.
In addition, the County budget includes appropriations to participate in debt service and operating costs of the Washington Metropolitan Transit Authority (WMATA), which is overseen by the Washington Suburban Transit Commissions (WSTC).


India won the series-decider third T20I by 7 runs in Cape Town.
Team India clinched the three-match T20I series against South Africa by registering a nerve-wrecking 7-run victory in the third Twenty-20 international at Newlands, Cape Town on Saturday (February 24).
Considering the pattern with which the limited-overs had panned out, India had comfortably looked a better side albeit their 5-wicket defeat in the Pink ODI and 6-wicket loss in the second T20I at SuperSport Park Centurion earlier this week.
In the series decider T20I, India entered into the match without the services of their regular skipper and ace batsman – Virat Kohli. The Indian captain had to miss the game due to a stiff back. In the absence of Virat, there was an additional responsibility on other batsmen to put up a good total on the board and they didn't let the team down.
After being put into bat by South African skipper JP Duminy, India lost their stand-in skipper Rohit Sharma cheaply for 11. However, the left-handed duo of Shikhar Dhawan (47 off 40 balls) and Suresh Raina (43 off 27 balls) steadied the sheep with a 65-run stand for the second wicket.
In the slog overs, the swashbuckling pair of Hardik Pandya and Dinesh Karthik helped India reach a highly competitive total of 172/7. While Karthik scored 13 off just 6 balls with 3 boundaries, Pandya made 21 off 17 balls.
In reply, the South African innings faltered from the very start as they lag behind the run-rate. However, some serious clean striking in the death overs from debutant Christiaan Jonker made the match thrilling for the viewers. Jonkers' valiant effort with the bat – 49 off 24 balls ended in a vain as South Africa fell 7 runs short of the target. For India, Bhuvneshwar Kumar scalped two wickets while Bumrah, Shardul and Pandya chipped in with one wicket each.
India had won the first T20I by 28 runs before the hosts fought back and won the second game by 6 wickets. It is worth mentioning here that the Men in Blue recorded a double series win on their South Africa tour. Earlier this month, they have emphatically won the six-match ODI series 5-1.
Seeing their consistent run throughout the tour, Twitteratis were in full of praise for Virat Kohli and company.


Students are taught in classes of mixed ability, with their work being assessed using GCSE Assessment Objectives that reflect the skills within the A - G grading system.
GCSE Business Studies (encourage students to be inspired, moved and challenged by following a broad, coherent, satisfying and worthwhile course of study and gain an insight into related sectors. The GCSEs prepare students to make informed decisions about further learning opportunities and career choices.
Consider the extent to which business and economic activity can be ethical and sustainable.
cognitive skills – reflection and review of own and others' performances.
This unit concentrates on the key issues and skills involved in Enterprise. It provides a framework to consider the marketing, financial, human and operational issues involved in starting and running a small business.
This unit contains five topic areas.
This unit will be externally assessed.
The paper is untiered and consists of multiple-choice and objective test questions*.
Students are required to answer all questions.
The paper will be marked out of 40.
Formulae will not be supplied with the question paper.
This unit is internally assessed under controlled conditions.
The task is internally marked by teachers and moderated by Edexcel.
This unit builds on Units 1 and 2 and examines how a business develops beyond the start-up phase. It focuses on practical methods used to build up a business, with an emphasis on aspects of marketing, customer service, financial and people management. It also considers the impact of the wider world on the success or failure of a business.
Students need to appreciate that organisational success requires an understanding of the business as a whole: the interactions between departments and the relationship between the business and outside forces.
This unit consists of five topic areas.
Written examination: 1 hour 30 minutes.
Students will be required to answer all questions.
The paper is untiered and divided into three sections. Questions will require a mixture of multiple-choice selection, short- and extended/long-answers. Sections B and C will both consist of questions based on a scenario given in the paper*.
The paper will be marked out of 90.
The following GCE course helps students' on a clear pathway of progression, building on the GCSE programme of study and course they have studied, or enabling those who have not previously studied a GCSE Business Studies course.
Interpret, apply and analyse information in written, graphical and numerical forms.
The assessment of quantitative skills will include at least Level 2 mathematical skills as a minimum of 10% of the overall AS marks and as a minimum of 10% of the overall A-level marks.
These quantitative skills may be assessed across the assessment objectives.
Before the qualification can be awarded, students must undertake both the assessments.
Teacher 2 - What is Business?
For further advice or to find out more about the Business Studies curriculum at Idsall School, please contact Mr Thomas and Mrs Jones.


As part of UK Horizons' Extreme Sports Weekend come two episodes of the series charting the difficulties of climbing some of the world's toughest rock faces.
In Yosemite, veteran U.S. climber Alison Osius is joined by Welshman Tim Emmett as they take on the region's imposing granite peaks.
Then it's off to Norway to join a taxman and a GP as they tackle the cliffs of Lofoten Island.


Such a worldview has, unfortunately, moved beyond fiery rhetoric and resulted in policy action by the Trump administration. Early in his term, Trump signed an executive order banning the entry into the United States of citizens from seven Muslim-majority nations, an order ruled as a whole to be unconstitutional by federal court. However, parts of this "Muslim ban" have since come into effect after a Supreme Court ruling, though under the dark cloud of endless criticism and controversy. Trump has also discussed revamping a counter-extremist program to solely focus on Islam.
With these programs, the shadows of suspicion fall on any innocent individual seen to be a member of the enemy civilisation. Trump's positions have even inspired his supporters to commit acts of violence, such a January 2017 incident in which a Muslim employee at JFK airport was assaulted by a Trump supporter shouting, "Trump is here now. He will get rid of all of you." This has been part of a general spike of hate crimes against immigrants, including South Asians, especially Sikhs, who are accused of being Muslim. In February 2017, an Indian engineer Srinivas Kuchibhotla was shot and killed, with his friend Alok Madasani injured, in Kansas with their attacker shouting, "get out of my country" and later bragging about killing "two Iranians".
The following month, Deep Rai, a Sikh man, was shot in front of his home in Washington State by a man yelling, "go back to your country".
This line of thinking is reflective of a simplistic idea of a civilisation, one in which the external boundaries between civilisations, overwhelming defined by religion and race, are obvious and internal conformity to a civilizational ideal and identity is a necessity. Any conciliation to or even the mere presence of other cultures, traditions, and religions, in this thinking, only weakens the civilisation as a whole and its ability to stand against the mass forces of any civilizational opponent. This is a zero sum position that rejects multiculturalism, tolerance, or compromise. Many of the Trump administration's policies have stemmed from this logic.
The intellectual basis of this thinking is found in the late Harvard scholar Samuel Huntington's concept of a "clash of civilisations". He predicted conflict would increasingly emerge along the "bloody borders" or "fault lines" between civilizations, drawing increasing numbers of nations on both sides according to civilizational loyalties. Through this frame, any conflict between different religious communities in the world, regardless of any local political or economic reasons for the outbreak of violence that often have little to do with religion, will be interpreted as just one part of this civilizational war.
This worldview, however, requires an enemy, a part that groups like ISIS are more than willing to play. In fact, ISIS reflects the same kind of thinking as the Trump administration as its mirror image. ISIS sees their own struggle as a civilizational war between Islam and the forces of Western civilisation, a message reinforced by the Trump administration's rhetoric and policies. This message is then used in their own recruitment efforts. In the wake of military strikes by the United States and Russia in Syria, an ISIS spokesman announced, "Islamic youth everywhere, ignite jihad against the Russians and the Americans in their crusaders' war against Muslims." These calcified positions feed off of and provoke one another.
The logic used to justify Trump's anti-Islamic policies and ISIS's ideas about the necessity of a global jihad against Christian crusaders, however, display an ignorance of history.
For every assertion of a centuries-long civilizational clash, a counter-example can be provided that disproves the theory. Within India's great multi-cultural and multi-religious society, for example, the Ganga-Jamuni tehzeeb based in the historic Awadh region of northern Indian plains demonstrates the ability for Hindus and Muslims to unite in a sense of common humanity based in secularism and a respect for all people.
Similarly, under the Muslim-ruled Cordoba Caliphate of medieval Spain, Muslims, Jews, and Christians were able to live and thrive together under a shared culture of La Convivencia (coexistence). The Christian Norman kings of medieval Sicily as well held a great respect for Islam and their Muslim subjects, with many of the rulers learning Arabic, having Muslim bodyguards, and inviting Muslim scholars and artists to their courts. Trump can even look no further than the United States' own founding documents that stressed a secular state committed to cultural and religious freedom for all.
The simplistic idea of a clash between unchanging civilisations becomes a self-fulfilling prophecy that can lead to the continued suffering of many innocent people across the world.
This thinking, embraced by politicians on both sides of the Atlantic Ocean and beyond, needs to be rejected. Only with flexibility, adaptation, and tolerance can a culture and political system survive and thrive in a fast changing world.
Even Edmund Burke, the intellectual father of conservative ideology, recognised in the late 18th century, "A state without the means of some change is without the means of its conservation." Despite Trump and his supporters' best efforts, they cannot permanently turn back the advancing wheel of progress to protect the past that never truly existed.
There is no singular Muslim world, just as there is no singular Western world. If we do not recognise and embrace the great diversity within different civilisations, countries, religions, and even cities and towns, then we are only contributing to and perpetuating an endless cycle of violence.


If you're anything like me, you probably have a bowl of clementines somewhere in your home, slowly withering away. You bought a 5-pound box sure that you would eat several every day, convinced after that 2-pound bag you bought previously that all clementines were perfect, each one bright and sweet and tangy and just calling out, in a sultry voice, to be eaten. Turns out, the box I bought sometime around the holidays was just meh — sweet but not bright. Not bad and definitely edible but not wowing, as clementines should be, as that last bag from Trader Joe's was. So a few handfuls of them have just been sitting in my living room, some growing sunken, most still looking surprisingly okay, and in the spirit of my New Year's Resolution I've put them to work. Into the world as fresh clementines, out they came as clementine marmalade.
Happy New Year, everyone. 2014 is now a relic of the past. Like many of you, mine was filled with ups and downs — and this year, they weren't simply little hiccups and little boosts here and there. 2014 was momentous, it was disastrous, it was marvelous. I left my life at an organization to which I dedicated seven years of my heart and soul, bled passion and tears and hope and frustration. Left what had become an unkind regime. Rekindled my passion for my own work, my own writing. Found you, the ImaginariYUM, and found myself.
And now it's 2015, and things are gonna change. A little. My big New Year's Resolution is simple, but will hopefully be profound: I resolve to use up all the leftover vegetables I buy before they turn to mush, grow mold, or grow eyes. And to start, I'm using up (almost) all the leftover potatoes from my two crazy days of latke-making a couple of weeks ago by turning them into velvety potato leek soup. And as a side? I've taken some of the leftover buttermilk from last week's perfect cinnamon rolls and turned them into the easiest buttermilk biscuits. It's cold, I'm hungry and still tired from being up way too late last night, and I'm damn glad there's something good, healthy, and hearty to eat for the start of the new year.


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Disney created a new business unit that focuses on its direct-to-consumer streaming platforms.
The company also said its consumer products and interactive media segment will become part of its parks and resorts business.
CEO Bob Iger said the new structure better positions the company for the future.
Disney announced a strategic reorganization Wednesday that highlights the company's growth initiatives like direct-to-consumer offerings.
Effective immediately, Disney now has a new business segment, direct-to-consumer and international. This group includes both the technology and platforms involved in the company's streaming endeavors, as well as the distribution of those services and offerings.
It includes Disney's existing stake in Hulu as well as soon-to-be launched products like ESPN+ and a Disney-branded streaming service.
Also, the consumer products and interactive media segment will now be part of the parks and resort business.
Disney said it will begin reporting its financial statements under this new structure by the beginning of fiscal 2019.
CEO Bob Iger said in a statement that the move better positions the company for the future. He said the reorganization will help Disney "deliver the entertainment and sports content consumers around the world want most, with more choice, personalization and convenience than ever before."
As part of that shuffle, the entertainment giant named Kevin Mayer as chairman of its new direct-to-consumer and international business segment. Mayer has been Disney's chief strategy officer since 2015.
The announcement comes as Disney beefs up its digital platforms amid industry concerns about cord-cutting and the decline of traditional paid TV. In recent earnings calls, Iger has touted the company's streaming initiatives.
In February, he told analysts that he believes that Disney's streaming service will be able to compete with Netflix. Iger said the company's advantage is that it already has the rights to valuable franchises like "Star Wars" as well as content produced by box-office powerhouses like Pixar and Marvel.
BURBANK, Calif.--(BUSINESS WIRE)--To capitalize on today's rapidly changing media landscape and more closely align with the Company's priorities for future growth--including creating high-quality content, technological innovation, global expansion and direct-to-consumer distribution--The Walt Disney Company (NYSE: DIS) today announced a strategic reorganization of its businesses into four segments: the newly-formed Direct-to-Consumer and International; the combined Parks, Experiences and Consumer Products; Media Networks; and Studio Entertainment. The reorganization is effective immediately.
"We are strategically positioning our businesses for the future, creating a more effective, global framework to serve consumers worldwide, increase growth, and maximize shareholder value," said Robert A. Iger, Chairman and Chief Executive Officer, The Walt Disney Company. "With our unparalleled Studio and Media Networks serving as content engines for the Company, we are combining the management of our direct-to-consumer distribution platforms, technology and international operations to deliver the entertainment and sports content consumers around the world want most, with more choice, personalization and convenience than ever before."
Kevin Mayer, who has served as Disney's Chief Strategy Officer since 2015, has been named Chairman of the new Direct-to-Consumer and International business segment. "Kevin is a proven leader who has played a critical role in bringing together the collection of creative and technological assets that will allow Disney to offer unparalleled entertainment experiences in a direct-to-consumer future," Mr. Iger said. Mr. Mayer will continue to report directly to Mr. Iger.
"In addition, we are merging our Consumer Products and Parks operations under one segment, combining strategy and resources to produce even more compelling products and experiences that bring our stories and characters to life for consumers," Mr. Iger said.
Bob Chapek, Chairman, Walt Disney Parks and Resorts, will assume additional responsibility for all of Disney's consumer products operations globally, including licensing and Disney stores, as Chairman of the new Parks, Experiences and Consumer Products business segment. "Bob comes to this new role with an impressive record of success at both Parks and Resorts and Consumer Products, and he is the perfect leader to run these combined teams," Mr. Iger said. Mr. Chapek will continue to report directly to Mr. Iger.
The newly created Direct-to-Consumer and International segment will serve as a global, multiplatform media, technology and distribution organization for world-class content created by Disney's Studio Entertainment and Media Networks groups. The new segment will be comprised of Disney's international media businesses and the Company's direct-to-consumer businesses globally--including the upcoming Disney-branded direct-to-consumer streaming service, the Company's ownership stake in Hulu, and its soon-to-be-launched ESPN+ streaming service, programmed in partnership with ESPN.
Management of global advertising sales for Disney's media properties--including ESPN, ABC, Freeform and the Disney Channels--will move from Media Networks to the new Direct-to-Consumer and International segment, giving advertisers a one-stop-shop for reaching audiences across all of Disney's media properties, including its online and direct-to-consumer platforms. Rita Ferro, President, Advertising Sales, Disney|ABC Television Group, and Edward Erhardt, President, Global Sales & Marketing, ESPN, will now report directly to Mr. Mayer. Advertising technology operations across the Company's media properties will also be managed under the new segment.
In addition, to more closely align with the Company's direct-to-consumer initiatives, the Company's program-sales operations headed by Janice Marinelli--including global distribution of film and television content to the Disney-branded direct-to-consumer streaming service, Hulu and other third-party platforms and channels, as well as Movies Anywhere--will be integrated into the Direct-to-Consumer and International business segment. Ms. Marinelli will report directly to Mr. Mayer.
The Company's International Channels--including the international Disney Channels--will also be consolidated into the new business segment. Disney's International Channels are renowned for providing incomparable branded entertainment programming that is both universally appealing and locally relevant, and the production of localized content will continue to grow under the new structure.
During Mr. Mayer's tenure at Disney, he has overseen the Company's key strategic acquisitions of Pixar, Marvel, Lucasfilm, and most recently, its pending deal for 21st Century Fox. Prior to becoming Senior Executive Vice President and Chief Strategy Officer, Mr. Mayer served as Executive Vice President, Corporate Strategy and Business Development.
"I want to thank Bob for giving me the opportunity to lead the talented teams who, through the power of new technology and innovation, are creating the future of entertainment viewing," Mr. Mayer said. "Delivering our great stories and characters directly to consumers on all high-quality devices around the world will provide the Company with meaningful new revenue streams and opportunities for growth."
The new Parks, Experiences and Consumer Products segment will become the hub where Disney's stories, characters and franchises come to life. Disney's worldwide consumer products business will be merged with Walt Disney Parks and Resorts under Mr. Chapek. Disney's global consumer products operations include the world's leading licensing business across toys, apparel, home goods, and digital games and apps; the world's largest children's publisher; Disney store locations around the world; and the shopDisney e-commerce platform. By uniting Disney's consumer products business and Disney Parks' robust retail and e-commerce operations, the Company will be able to share resources and best practices to provide consumers with incomparable branded products and retail experiences that only Disney can create.
Mr. Chapek has served as Chairman, Walt Disney Parks and Resorts, since 2015, overseeing the Company's iconic travel and leisure businesses, which include six resort destinations in the U.S., Europe and Asia; Disney Cruise Line; Disney Vacation Club; and Adventures by Disney. Prior to that, he was President of Disney Consumer Products, where he refocused the business on a brand- and franchise-driven strategy while launching new products and retail experiences that combine technological innovation and creativity.
"Having worked with the exceptional teams at both Parks and Resorts and Consumer Products, I know this combination of incredible skills and resources will lead to a whole host of new creative ideas for high-quality products and experiences to delight our guests," Mr. Chapek said.
The Company expects to transition to financial reporting under the new structure by the beginning of fiscal 2019."


There are several easy ways to fold a tank top. You can do a classic fold, create a quarter fold, make a square, or even roll your tank top up. Whichever method you choose will result in a neat and wrinkle-free garment that is ready to store.
Spread the tank out facedown. Lay the tank top on a flat surface, like a table, and smooth out any wrinkles.
Fold both sides lengthwise into the center. Bring the left edge in so that it aligns with an imaginary line running vertically through the center of the tank. Bring the right edge in so that it aligns with the center line as well. The shirt should look like one long rectangle with the edges of the shirt meeting in the middle.
Fold the tank in half widthwise. Bring the bottom of the tank up across an imaginary line running horizontally through the center of the shirt. Align the bottom edge of the tank with the top so that you have a neat square.
Fold thin straps behind the tank. If thin straps are sticking out above the neck of the tank, fold them back behind the rest of the fabric. Thicker straps can stay as is.
Lay the tank top facedown. Spread out your tank on a flat, level surface, like a bed or counter. Smooth out the straps as well as any wrinkles.
Fold the tank in half lengthwise. Imagine a line going through the center of the tank from top to bottom, and fold one half over directly on that line.
Fold the tank in half widthwise. Imagine a line running through the center of the tank from left to right, and fold the bottom of the tank underneath the top of the tank on that line.
Tuck thin straps in. Small straps that stick out above the neckline should be folded under so they lay flat behind the shirt. If you are folding a tank with wide straps (1 inch (2.5 cm) or wider), you can omit this step.
Spread the tank top out faceup. Choose a flat, level surface, like a table or bed. Spread your tank top out so that it lays flat on the surface, and smooth out any wrinkles.
Fold the top over. Pinch the shirt at the bottom of the arm holes on both sides and pick it up so the top folds in a straight line where you are holding it. Lay the shirt down flat so that the neck and arm holes are folded on top of the rest of the shirt.
Fold in half lengthwise. Pinch one of the bottom corners and the bottom of the arm hole on the same side. Fold the fabric in half lengthwise down the middle so that the shirt is in a rectangle shape.
Fold the shirt in half widthwise. Fold the bottom of the shirt in half underneath the top of the shirt. Make sure the bottom edges and the top edges align to make a neat square.
Lay the tank out facedown. Select a flat, level surface such as a table or countertop. Spread the tank out so that it is flat and smooth.
Fold the tank in half lengthwise. Pretend there is a straight line running through the center of shirt from the top to the bottom. Fold one half over directly on that line so the tank is folded in half.
Roll it from the top to the bottom. This keeps the straps or shoulders tucked in so it is nice and neat.
Instead of stacking your tanks on top of each other, turn them 90 degrees and store them in your drawer the same way you would put files in a file folder. You'll be able to see exactly what's in the drawer with a simple glance.
To get your "filed" tank top out of the drawer, separate it from the tanks in front of and behind it. Then, gently pull it out, making sure no other tanks are pulled out along with it.
Thanks to all authors for creating a page that has been read 6,824 times.


text:
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A collaboration company is a legal relationship formed by the arrangement in between two or more people to bring on an organization as co-owners. Start a corporation in texas. A collaboration is a company with numerous owners, each of whom has actually purchased business. Some collaborations include individuals who work in the company, while others may include partners who have actually limited participation and restricted liability.
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Our office will redact this information from documents submitted in our workplace and made available to the public. An un-redacted copy of the document will be maintained for gain access to by secretary of state staff in reaction to requests from law enforcement or other authorized requestors. If you have concerns about redaction, do not include confidential information in the security description of your UCC filing or include this details in an attachment to an electronic file sent through SOSDirect.
Enable users to view copies (when images are available) of submitted files online, print copies of those files on computers in their workplace, and produce certificates relating to those documents in their workplace. Start a corporation in texas. Bulk Order information relating to Service Organizations data files or UCC data files and images is supplied in Help/Fees.
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The charges related to the SOSDirect account are the costs for documents filed, for copies and certificates purchased, and inquiries submitted – Most Common Form Of Business Ownership. Start a corporation in texas. There are no monthly subscription charges.
One of the first things you will need to identify when beginning a brand-new service is the organizational structure you will utilize to run business. How To Start A Business In Texas. The majority of organizations are arranged as corporations, restricted liability companies, partnerships or sole proprietorships. There are numerous tax and liability reasons for choosing one organizational structure over another.
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The owners of a general collaboration are personally responsible for the financial obligations and obligations of the partnership. A limited partnership offers for minimal liability for some of the partners.
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Start A Corporation In Texas
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Your office, whether commercial or at home, needs functional and stylish window dressings. Blinds are perfect for offices and here at Terrys Fabrics we have a range of styles and colours to help you enhance the interior décor of your office whilst matching your brand. Our office blinds are made to measure and you can order free samples of material before buying. Check out our specially selected range below.


How Long Can MoviePass Keep Burning Cash?
CEO Mitch Lowe's bid to target semiregular patrons with a $9.95 monthly deal is on pace for 3 million subscribers by April but needs much more to make a profit.
How viable is MoviePass? Those predicting the company would be crushed under the weight of its own "buy all the movie theater tickets you want for $9.95 a month" business model may be disappointed so far.
While the company, controlled by Helios and Matheson Analytics, said that it would boast 3 million subscriptions by August, CEO Mitch Lowe says he expects to hit that mark by the end of April, and the New York-based outfit has increased staff from 10 five months ago to 50.
MoviePass had been stuck in neutral since launching in 2011, offering subscribers one ticket to a movie per day for $50 — then $20 — a month. On Aug. 15 it dropped its price to $9.95, and subscribers swelled from just 20,000 to 1 million in four months. To put that into perspective, it took Netflix (where Lowe is a founding executive) 39 months to reach that many streaming subscribers.
But offering 30 admissions for the price of one each month has attracted skepticism, since MoviePass pays full price for the tickets its members use (except at a few theater partners). AMC, with 8,000-plus screens in the U.S., has sought legal counsel in its quest to opt out of the service, and Adam Aron, its CEO, said in November that AMC has "no intention of sharing any — I repeat, any — of our admissions revenue or our concessions" with MoviePass.
While some frequent moviegoers signed up for MoviePass, Lowe is targeting the average consumer who goes to a theater 4.5 times annually. The CEO says he's filling theaters showing smaller movies, since subscribers no longer feel the need to only spend their moviegoing bucks on big-budget event films.
Lowe likens it to "insurance" — if you can basically see any movie you like for no charge, there's no need to fear plunking down cash to see a little-known title that might disappoint. And the company announced Jan. 19 the creation of MoviePass Ventures to invest in the indie films its subscribers flock to.
While Lowe concedes that MoviePass is losing money (he won't say how much), he predicts profits by the time it hits 4 million subs. "It's a very strong offering if they can structure the business so that they're not constantly needing to raise cash," says B. Riley analyst Eric Wold.
No problem there, says Lowe, since Heiios and Matheson recently plowed $60 million into MoviePass. Plus, MoviePass knows which theaters its subscribers are at so that soon it will be selling targeted ads for products beyond film titles, like restaurants that could offer discounts to customers who show their MoviePass app.
If MoviePass can return growth to the industry (admissions fell 6 percent in 2017 to 1.24 billion, says the National Association of Theatre Owners), it would be such a valuable service that it would deserve partnerships with not only theater owners who will share revenue but also studios, argues Lowe, though no majors have yet signed on.
"We're signing five contracts a week with independent theaters where we get a lower cost on tickets and that will ultimately lead to a piece of concession sales, and we have a team in L.A. striking deals with studios," says Lowe.
"Heavy usage of the card by subscribers is unprofitable for MoviePass, so these other revenue opportunities are key to long-run survival," says analyst Steven Birenberg of Northlake Capital Management.
Birenberg is also a subscriber who "loves" the service after using it eight itmes in December and five times so far in January. "Wall Street is pretty generous for rapidly growing subscriber models, so MoviePass can probably attract capital to fund losses for at least a year or two more," he says.
Adds Wible: "If MoviePass drives box office higher, studios and exhibitors should embrace it. It could be great for the entire industry."


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GEO 110 World Cultural Regions, Good, fall 2020: Find Articles in Periodicals / Newspapers
Here are several databases recommended for finding articles related to your case study in periodicals such as academic/scholarly journals, popular magazines, and newspapers and other media outlets.
We have hundreds more! Ask a librarian for assistance selecting and using databases like these!
Articles in Periodicals (journals, magazines)
Academic Search Ultimate (EBSCO) @ EBSCOhost
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A comprehensive database containing full-text academic journals, magazines and periodicals plus reports, books and videos covering virtually every discipline. Includes thousands of English-language and native-language full-text journals from Asia, Oceania, Europe and Latin America.
MasterFILE Complete (EBSCO) @ EBSCOhost
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Daily news content (e.g. USA Today, Washington Post) is delayed; and is available 1-2 days post-publication.
Includes over 35 million full text articles from 860+ newspapers, and over 857,000 TV and radio news transcripts. Sources include: Boston Globe, Christian Science Monitor, Daily Mail (UK), Irish Times, San Francisco Chronicle, Sydney Morning Herald, Times of London, Toronto Star, USA Today, Washington Post, Washington Times, NPR, AABC News, CBS, CNBC, CBC, Fox News, CNN, and PBS.
Quick Tip: Find News Transcripts
Nexis Uni (LexisNexis)
Nexis Uni features more than 15,000 news, business and legal sources. Content includes local, regional, national and international newspapers with deep archives; television and radio broadcasts; newswires and blogs; federal and state cases and statutes; and business information on U.S. and international companies and executives.
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Sports Digest: XFL files for bankruptcy
The league, backed by WWE, cited the COVID-19 pandemic for its likely end.
The XFL filed for bankruptcy on Monday, likely spelling the end of the second iteration of the league.
The filing in U.S. Bankruptcy Court in Delaware estimates the organization has between $10,000,001 and $50 million in both assets and liabilities. Former coaches Bob Stoops and Marc Trestman are among the creditors with the largest unsecured claims.
The WWE-backed XFL canceled the rest of its return season last month because of the coronavirus pandemic. It suspended operations and laid off its employees Friday.
The league said Monday in an emailed statement that it wasn't insulated "from the harsh economic impacts and uncertainties caused by the COVID-19 crisis."
"This is a heartbreaking time for many, including our passionate fans, players and staff, and we are thankful to them, our television partners, and the many Americans who rallied to the XFL for the love of football," the league said.
NFL: The San Francisco 49ers re-signed cornerbacks Dontae Johnson and Jason Verrett to one-year contracts Monday.
Both Johnson and Verrett played sparingly for San Francisco last season but were brought back for depth in the secondary.
Johnson was a originally a fourth-round pick by San Francisco in 2014 and spent his first four years with the team. He returned in 2019 and spent the offseason with the Niners before getting cut before the start of the season.
• The Los Angeles Rams have signed kickers Lirim Hajrullahu and Austin MacGinnis as potential replacements for longtime incumbent Greg Zuerlein, the team said Monday.
Neither kicker has appeared in an NFL game, but both have had tryouts with NFL teams.
• Linebacker Nicholas Morrow signed his restricted free agent tender with the Las Vegas Raiders.
The Raiders placed a second-round tender on Morrow last month worth about $3.2 million. That allowed them to match any contract offer Morrow received from another team or they would get a second-round pick as compensation.
Morrow originally joined the Raiders as an undrafted free agent in 2017. He has played in all 48 games since joining the team and had 73 tackles and one interception in 2019, when he started eight games.
• The NFL and its players union have agreed to conduct "virtual" offseason workout programs due to the COVID-19 pandemic until every team is permitted to open its facilities.
Teams can hold voluntary classroom instruction, workouts and non-football educational programs using online platforms, according to a memo sent to the teams that was obtained by The Associated Press.
League executive Troy Vincent said it's imperative to be "reasonable and responsible in the current environment."
The three-week, virtual offseason starts on April 20 for teams with new head coaches and April 27 for the others. It runs through May 15. Teams with a new head coach have the option to go four weeks.
A team can't begin its virtual program after April 27. Teams also can't save their virtual weeks for use after facilities open and players return to the field.
NBA: The Chicago Bulls fired general manager Gar Forman, while officially hiring Denver Nuggets GM Arturas Karnisovas as their executive vice president of basketball operations and moving John Paxson into an advisory role.
The Bulls handed the keys to the 48-year-old Karnisovas last week, hoping he can spark a struggling franchise.
Paxson is moving into a background role after nearly two decades as the top basketball decision-maker. He took over as general manager for Jerry Krause in 2003 and was promoted to vice president of basketball operations in May 2009 with Forman — who joined the Bulls as a scout in 1998 — becoming GM.
But now, Forman is out. And the future of coach Jim Boylen remains unclear.
The Bulls thought they were ready to contend for a playoff spot after combining for just 49 wins the past two seasons. Instead, they were 11th in the Eastern Conference at 22-43 when the NBA suspended play because of the COVID-19 pandemic.
Trek Across Maine bike ride will be a virtual event
FIFA VP: International games could be off until 2021
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(08) 9344 7396 mail@lifeministries.org.au
With the Lord: Wilma Drew
With the Lord: Wilma Drew2016-04-082017-08-14https://www.lifeministries.org.au/wp-content/uploads/2017/01/life-ministries-logo.jpgLife Ministrieshttps://www.lifeministries.org.au/wp-content/uploads/2017/08/wilma-and-david2-e1502692457151.jpg200px200px
March 25, 1942 – April 5, 2016
Wilma Drew, the beloved wife of David (the founder of Life Ministries and continuing board member) passed into the presence of her Lord on Tuesday, 5th April 2016.
Wilma and David were happily married for 52 years. She was the loving mother of Stephen, Bradley and Nadine, and grandmother of three children. She was greatly loved by all who knew her.
Wilma and David were deeply involved in a music ministry in Western Australia that spanned several decades. She and David performed at the Concert Hall on eight occasions, at the Entertainment Centre on three occasions, and in several country towns including Bunbury, Albany and Katanning. When Wilma was not singing, she was capably accompanying on piano.
Wilma served as the church organist at Claremont Baptist for almost 20 years. She sang with the UWA Choir for 15 years. This involved repeated performances of the Messiah at Christmas time, as well as several classical Christian performances. In the late 1980s Wilma and David were often invited to sing duets at churches across the metropolitan area.
More recently, in what could have been retirement years, Wilma and David had the privilege of operating a school bus for nine years for children with special needs. David was the driver and Wilma was the aide who looked after the children.
Wilma was a kind, gracious and helpful Christian woman who was loved deeply by family and friends. She will be warmly remembered as a person with a servant's heart, for she preferred serving to being in the limelight.
When speaking at her funeral service, David closed by saying, "Wilma has passed into eternity where God lives. She has moved into a different dimension of time and space. So, Wilma is not dead but alive, at the maximum level that God is capable of making a person alive! This may sound like 'pie in the sky' for some of you, and a very vague concept compared with what you are experiencing in your life. But the fact remains, that we are all going to die sooner or later. As a family we have absolutely no doubt that Wilma's true life continues on. … Wilma's spirit is free and soaring in the presence of God!"
Funeral, Perth, Thoughts & Reflection, WA
The supreme importance of the unity of God
18th Annual Walk and Rally for Life
Former Senator Speaks Up for the Unborn
ANZAC and Easter: Concerning the Great and the Greatest Wars
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Class of 2022 Senior Profile: Noam Watt
Editor's Note: As Commencement approaches, we are featuring some of our Neag School Class of 2022 graduating students over the coming days.
Major:
Lexington, Massachusetts
Why did you choose UConn?
I chose UConn because from the minute I first stepped on campus, I could feel the energy and love that people have for this university. It was a feeling that made me know I wanted to come to school here. Add to that the spirit for UConn Athletics and the opportunity to get involved with the Athletics department, and I knew UConn was the right fit.
What's your major and why did you choose it?
I'm a sport management major, and I chose it because I have not only loved watching sports my whole life, but I've had a passion for getting involved with them on a deeper level. From sports media to inclusive sports to officiating, I have always been interested in working in sports, understanding what goes on in the sport industry, and engaging with sports in various ways.
What are your plans after graduation?
I am hoping to work in sports media! I would love to be on-air one day, but until then, I just want to be involved in sports media.
What activities were you involved with as a student?
During my very first week at UConn, I joined UCTV. UCTV is the student television station on campus. After that, I joined the sports department, where I've covered UConn Athletics both in Storrs and across the country. I've interviewed so many coaches and players, developed a strong professional network, and met my best friends! I am also a part of the SUBOG Sports Committee as a vice-chair, and I broadcast some basketball games for WHUS during my senior year! Before COVID, I was involved with UConn's Special Olympics chapter.
How has UConn prepared you for the next chapter in life?
UConn has given me many real-world opportunities that have prepared me for the next chapter in life. It has been a place where I have been challenged, learned to problem solve, and been supported by peers, teachers, and mentors who care about my success. I feel ready to step into a job and do meaningful, impactful work because of my experiences here in Storrs.
"UConn has given me many real-world opportunities that have prepared me for the next chapter in life."
What's one thing that surprised you about UConn?
It is the vast array of opportunities you have to do cool things. During my time at UConn, I have traveled to and covered two women's Final Fours, two UConn Football games, two weekend-long Men's Basketball tournaments, a sports media conference, a conference media day, and more. All of this for free! These have all been through UCTV and WHUS, well-funded campus organizations that provide opportunities to do some extremely cool things. UConn's resources to support student success and adventure have been surprising and awesome.
Any advice for incoming first-year students?
Get involved! Don't hesitate because you feel you won't fit in as a first-year. One of my favorite aspects of my early years at UConn is that people don't care what grade you are in! If you put yourself out there, you will fit right in. Also, if you find out you don't like an activity you are involved in, don't be afraid to step away! There are so many other places and groups you can be involved with that could be more meaningful.
What's one thing every student should do during their time at UConn?
Wait in line multiple hours before a UConn basketball game and be in the front row!
Who was your favorite professor and why?
I have two – so I am cheating. The first is Professor Doug Glanville, who taught my junior year Sport in Society course. Professor Glanville encouraged a new lens of critical thinking, pushing me to change how I thought of sports. He shared testimony from his playing days in the MLB and offered brilliant insight into important topics. He also started a show with me for UCTV! It's called Beyond the Play, and we aim to discuss connections between sports and social issues and bring it to the UConn community. The second professor is Rory McGloin. He taught my first-year public speaking class, which instilled so much confidence in me. It was a challenging class. There was lots of writing, and I was nervous to deliver speeches, and gained critical feedback. But I grew so much and have no fear of speaking in front of big groups now! Rory and I co-taught a first-year seminar the following year, which was a neat full-circle moment!
What's one thing that will always make you think of UConn?
Watching UConn basketball. Some of my fondest moments came from UConn games – storming the court at the XL Center after a win over Villanova, selfies with Coach Hurley after big wins, or calling the UConn Women's Team in the Final Four during my senior year. Watching the Huskies will always bring me fond thoughts about UConn!


E-commerce is growing exponentially. Consumers are no longer satisfied with conventional shopping experiences. Coming from a traditional setup, where consumers go to physical stores and take their furniture home, a multinational home furniture retailer was in the middle of transitioning to a multichannel setup. The company needed to have full insight into the end-to-end costs and the profitability per order fulfillment. This insight is crucial to take the right decisions on pricing, their network set-up and the preferred and most efficient order and delivery offers. Short delivery times and competitive pricing are key in their industry.
To create insight in what is driving costs, we created a cost-to-serve model to provide a profit and loss breakdown based on all identified order fulfillments. To ensure the cost-to-serve model is providing fully accurate output, data sources were combined to obtain the complete cost and sales picture. To ease interpretation and analysis of the output, the retailer can see profit and loss by product group, and order fulfillment via reports in QlikView. To validate and optimize the retailer's decision-making, an excel-based what-if analysis tool, powered by the model's output, was created to test different scenarios, business cases and simulate the effect of company decisions.
The cost-to-serve model shows the retailer's profit and loss in a new way, fully incorporating the multichannel setup they have adopted. By being able to split up profit and loss by product group and order fulfillment, the retailer is now able to quickly find opportunities to optimize. This helps them reduce costs significantly and scale channels with ease, leading to increased efficiency. Using the what-if scenario tool, the retailer is also able to make better and fully-informed decisions in an ever-changing multichannel world.