1. La Fabrique des Mobilités FabMob for Europe Collaborative innovation platforms & networks of accelerators for smart urban mobility This document is FabMob's contribution to the meeting of experts with DG Move about collaborative innovation platforms. It adresses both the "what" and "how" parts based on FabMob's experience so far, and the experience of its partners.
5. 4 To support entrepreneurs To support industrialists and territories in transitions² To build communities of interest To build commons and open platforms 1 2 34 Synthesis Processes of innovations are changing, fast. Innovations that change mobility are not in contact with public structure neither national nor at European level. FabMob operates four dynamics in the same time. All have added value and synergies: 1. It's the first public accelerator providing a new kind of support for entrepreneurs (innovative projects): wealth coming from partners (industries, cities, labs) and smart advices. These projects will produce useful deliverables for mobility in Europe, and many failures, 2. Using these "projects-as-a-fuel" and connections between startup and industrial companies, Fabmob will catalyze industrial partners in their transitions² (digital and environmental), 3. All feedbacks, deliverables, failures, success, connections (see our proto) are collected in Commons. Commons are open resources. They reduce barriers to innovate in the field of mobility for next entrepreneurs, bringing more projects in #1. 4. New communities emerge across domains: dynamic carpooling, Blockchain, innovative cities, etc. FabMob and existing clusters will animate some communities to provide favorable conditions to the emergence of new projects for #1. These 4 dynamics : Start in France but our market is Europe to compete with China and USA, bring values to all stakeholders : industrial, startup, SME, labs, cities, clusters, can be easily used, disseminated, replicated or hacked in other European countries and connected together across Europe, need public support at national & European levels to run daily.
7. 6 Innovation in the digital era FabMob identifies several key points: Innovation processes change. Innovation support schemes need to change too, Innovation can be defined as an invention that meets a market and changes how people are moving, In order to have an impact, innovations need to be massive and largely used, to solve main problems (congestion, energy, pollution, equity), Financial incentive provided by public structure such ADEME can be counterproductive for innovation as we cannot support unknown entrepreneur and risky projects without business model, But the most recent innovations that meet their market are coming from unknown entrepreneurs without business model. And these innovations change the way people are moving at large scale like Uber or Blablacar. Startups are not SMEs. They need specific supports of we want them to scale up across the world. So we have a kind of empty area: innovations that change mobility are not in contact with public structures neither at national nor at European level. FabMob is the first public accelerator providing a new kind of support for entrepreneurs. Our contribution is in the perspective of innovation in the digital era. Such collaborative innovation platforms are not meant to be an evolution or part of existing programs / initiatives such as H2020 or CIVITAS, though they could cooperate with them. They are meant to truly reconcile two opposite and needed approaches in fostering innovation at the EU level : the need to provide a Europe-wide vision and strategy regarding mobility and transport, with appropriate funding in the long run to develop it, which the EC DG MOVE already does; help entrepreneurs and innovators design and develop new (and sometimes disruptive) solutions that are much needed to tackle the challenges of the next few decades, which are currently non-efficiently tackled both at the EU and national levels. As an introduction we identified several key points of understanding the need for collaborative platforms in the digital era. These key points come from the rich and diverse experiences from 4 founding partners of La Fabrique des Mobilités: ADEME is the French Environment and Energy Management Agency. It has a long experience of building vision for a more sustainable future and to provide advice, technical expertise and funding to territories and companies developing solutions in these fields; NUMA is a Global Innovation Network dedicated to digital innovation. It was founded in Paris 15 years ago and is now offering startup acceleration, corporate innovation and community engagement programs in Paris, Bengaluru, Moscow and Casablanca; PFA is the French national platform dedicated to the automotive industry. They are moving this industrial ecosystem from car companies to car and mobility; OuiShare is a European and global network of innovators, thinkers and doers passionate with the collaborative economy. It was founded in Paris 4 years ago and now has more than 100 active connectors and communities across Europe with activities ranging from research and community building to advocacy with public and private bodies.
8. 7 Innovation processes change Innovation processes in the digital era have changed. Because of the nature of underlying technologies it has become possible to shorten dramatically the cycle of innovation. Startups have invented new forms of innovation processes that dramatically reduce the time to market but also increase the number of iterations of a product / service with its customers before its final release (assuming there is even a final release for a product). Now even big corporations are trying to follow that trend and are learning how to transform their organizations to ingrain the concepts of design thinking, lean startup and growth hacking. The main mantra of these innovation processes is that we need a strong involvement of actual customers when we design disruptive innovation. This is because traditional marketing and prospective toolkits do not provide sufficient and precise knowledge of customer needs and aspirations that would allow for a linear and traditional innovation process. As a consequence many innovation processes in the digital era are made of short iterations that see an (unfinished) product or concept tested on the market to get insights from customers in order to offer a new version of the product very rapidly. This is how innovation processes have changed at the company level. But at the market level the same kind of profound changes happened. This is because now the most profound and disruptive innovations are business model innovations. This is not to say that technological innovations do not play a role. They do. IoT, Big Data or mobile web technologies provide a lot. But those companies that made a profit out of it and built a market are those that offered an appropriate business model. In France one of the companies that had the most shining success and impact in the fields of mobility and transport is BlaBlaCar. And BlaBlaCar ridesharing platform is more about business model and community-building than about technology (even if technology is involved). This means that having the right product or service is not enough. Or that we should include in the definition of a product or service its business model. Because this is a main criteria of success. And this leads to a reflection at the market level. If having the right product is not enough to build a new market, this means that one single company with the "right idea" will not be enough to build the market. A lot of companies are working in the same question, on the same topic, companies that might either compete or cooperate, or both, to maturate solutions that meet a market. Because business models get richer and more complex, we see more and more companies cooperate and develop new kinds of relationships to make whole new markets develop.
10. 9 Between angel money and Series A: this is the usual "death valley" where an innovation has not demonstrated sufficient "traction" (which means "meeting its market") to convince VCs (Venture Capitalists) or corporations to fund them; Above 10M€ rounds of investment. For those companies that demonstrated a global market potential this might still be difficult to find appropriate funding from European investors. Usually these companies need to go abroad to find all the funding they need. The first "death valley" is where one might think of pouring public money for innovation. But this is the stage where the project must focus primarily on its innovation and where risks are the highest. Most of them will fail! This is why our vision is that we should help these projects cross the death valley as fast as possible. The second "death valley" is where a new European venture needs money to expand Europe-wide and worldwide. There should definitely be public money available through current programs focusing on SMEs and international trade. Incubation and acceleration programs are not enough Incubators dedicated to startups are numerous. Besides most big companies now have their own corporate incubators dedicated to their industries, with either internal or external projects. There is no shortage of such programs, but as their name explicitly states they are dedicated to make sure that most of the projects will survive over 3 years, not that these projects will be disruptive. We might even say that disruptive projects being overtly more risky they will not be favored by incubators. Acceleration programs try and close the gap between incubation and fully matured projects. Most of them have a broad portfolio of startups though some of them develop strong ties with some industries. However those acceleration programs focus on the success of their own startup individually and do not aim to develop a strong and lasting ecosystem around their projects. Their main objective is to make them grow fast so that they can through Series A & Series B funding. These acceleration programs do not focus either on corporate projects but only on startups. La Fabrique des Mobilités bring added values to all projects in every incubators and accelerators by connecting instead of closing, by bringing new wealth.
11. 10 How to support unknown entrepreneurs with disruptive innovation? Given the previous observations we made based on our own experience and the experience of a variety of innovation professionals we interviewed in France, we decided to work on a completely different way of supporting disruptive innovation, one that could build on top of existing programs and resources. As a consequence we found out we did not have to focus on funding the projects we work with because they have a whole lot of alternatives (both public and private) already available. We did not have to focus either on "accelerating" them in the sense of teach them how to grow fast, how to manage their company, how to develop their technical solution and so on. We would rather focus on developing a lasting ecosystem made of a rich network of innovators (academics, corporate, entrepreneurs, technical leaders), of shared resources and toolkits, of knowledge and mentoring. This is more than a network. This is more than a training or mentorship or acceleration program. This is more than a technological alliance or an industrial advocacy group. When you combine several of these features with a main goal which is innovation for new mobility you build a platform. When you mobilize a broad range of stakeholders in a very open and collaborative way, you build a collaborative innovation platform. This is a platform for innovators and entrepreneurs to plug in. The dynamics of Mobility Factory Processes of innovations are changing. Fast. Innovations that change mobility are not in contact with public structure at national but also at European level. FabMob operates four dynamics at the same time. All provide added value and synergies: 1. It's the first public accelerator providing a new kind of support for entrepreneurs (innovative projects): wealth coming from partners (industries, cities, labs) and smart advices. These projects will produce useful deliverables for mobility in Europe, and many failures, 2. Using these "projects-as-a-fuel" and connexions between startup and industrial companies, Fabmob will catalyze industrial partners in their transitions² (digital and environmental), 3. All feedbacks, deliverables, failures, success, connexions (see our proto) are collected in Commons. Commons are open resources. They reduce barriers to innovate in the field of mobility for next entrepreneurs, bringing more projects in #1. 4. New communities emerge across domains: dynamic carpooling, Blockchain for mobility, innovative cities, etc. FabMob and existing clusters will animate some communities to provide favorable conditions to the emergence of new projects for #1. These 4 dynamics : Start in France but our market is Europe to compete with China and USA, Bring values to all stakeholders : industrial, startup, SME, labs, cities, clusters, Can be easily used, disseminated, replicated or hacked in other European countries and connected together across Europe, Need public support at national & European levels to expand.
12. 11 What should bring a collaborative innovation platform? Access and equity - Neutrality To be truly collaborative these platforms ought to be open to any stakeholder. This does not mean there is no rule of admission or code of conduct. This does mean the platform does offer equity of access to any stakeholder that satisfies commonly-defined rules of admission to the platform. The platform should not become a club of people, companies and institutions that know each other and appreciate the comfort of being, talking and working together. This is difficult to avoid this because there is a natural tendency to establish long term relationships that tend to exclude novelty and keeping people in their comfort zone. To achieve access, equity and neutrality, we propose the following principles underlying a collaborative innovation platform: 1. Several layers of commitment in the community. As a general principle you will can get something only if you contribute something else : A very open circle for anybody interested in the activities and works of the platform. There are conferences, network opportunities and disseminations of deliverables available for this layer, Several circles of progressive engagement: partners can contribute and/or benefit from commons by obeying the rules attached to these commons (data, APIs, knowledge), The core of the platform: made of partners that are actively engaged in the success of the platform by providing resources or being accelerated. These ones have a more formal engagement with the platform. 2. Fluidity: this is easy for people and institutions to move from a layer of engagement to another : Regarding startups and projects being accelerated, there is a clear turnover ensuring there are always new people, ideas and projects to fuel the platform. Startups are accelerated for 12 months after a period of assessment and growth in the outer layers of the platforms. After being accelerated they are still part of active members to mature, contribute to commons and share their experience and insights, Other stakeholders are encouraged to play a dynamic role in the platform and to use it as a transformation tool for their institution. Though it is useful there are long term relationships and commitments in the platform, the platform would benefit from a large panel of experts and managers from these institutions contributing to its activities. This could be done on a rolling basis in order to inspire change in companies and labs connected to the platform, but also to vivify the platform itself, It is perfectly acceptable that people and companies meeting and starting relationship in the context of the platform might choose to pursue their relationship outside. They might also use the tools, services and framework provided by the platform to go faster, No passive members that come only to "listen". If you need to listen and learn something you need also to contribute projects, developing ideas or knowledge in a proportionate way.
13. 12 3. Transparence and community-based rules. Rules are decided by the community of stakeholders in order the platform runs efficiently. These rules apply differently to different layers of engagement and are enforced by the platform itself. A European scale sandbox There is an inherent tension between the need to scale up projects at the European level and the need to work at national or regional levels. One of the main difficulties facing startups and innovative projects is to scale up Europe-wide. Reasons are well-known: different languages are in use, different regulations apply (especially true for transport and energy), differences in culture should be taken into account, and different political and business ecosystems interfere with the success of the project. As a consequence leveraging a success in one member state requires a lot of time and funding, even for an established large corporation. On the other hand attempts to create communities and platforms at the European level face a disconnection from realities and ecosystems at national level. They often fail to be recognized as part of the national ecosystems then to influence them deeply. Our recommendation is to develop platforms first at a national level where they will be recognized as a legitimate stakeholder with the appropriate connections, funding and activities. Once they proved their legitimacy and their performance these platforms could be scaled up Europe- wide. We think the best way to do it is not by expanding a platform in every country as a centralized European initiative. It would be more efficient for the Commission to label those platforms and models of platforms that work best and to help institutions and people in different countries to launch their own collaborative innovation platform using the brand, the framework and the tools provided by other platforms in Europe. Thus they are able to go faster growing their platform and do it in a way that fits best the local context. Finally it is important that all these platforms at local level interconnect and exchange commons, and that they work together. This could be the initiative of the Commission to support the forum for these platforms at the European level so that they actively work and engage together. What makes sense for a platform is to provide its members access to the European market, and to tap in the European market for the best innovations and concepts. Lean startup as a platform Lean startup methodology defines a process from ideation to building and measuring in a close loop. This loop should be repeated often and fast in order to achieve meaningful innovations. Collaborative platforms should encourage the projects they support to apply if necessary lean startup principles.
14. 13 However the platforms themselves should be seen as startup and entrepreneurial projects to which apply the principles of lean startup. This is a condition to avoid building stalled ecosystem that after a few years are no longer able to nurture innovation. A collaborative innovation platform should then be an open forum for new ideas but also characterization of problems. It should be a place where projects are developed fast (open technical platforms, startup acceleration). Everything should be measured accordingly to learn from experience. These measures are a common that should be exploited to improve the platform itself and to nurture the process of ideation. Build commons Commons represent the main deliverables of the collaborative innovation platform. Traditionally a platform (like Google or Facebook) offers a high value proposition to its customers in exchange for deep knowledge on their users (who they are, their habits, what they like or dislike, their aspirations, what they do…). These data help them improve their product / service. At the end of the day these platforms offer an efficient service to their customers and monetize all the data and knowledge they acquired in the process. A collaborative innovation platform should adopt the same strategy, except that these data, knowledge and tools that are produced in the process of building the platform are not kept private and monetized but are defined as commons available for the platform stakeholders.
15. 14 Commons are by-products of collaborative innovation. These commons are a natural output of projects taking place on the platform, and they nurture future innovation on the platform and make it attractive for stakeholders. Currently "collaborative projects" tend to be close projects that produce deliverables and a certain amount of cooperation between partners. However these projects do not benefit a lot to the ecosystem, except regarding dissemination of knowledge usually included in the scope of the project. This is because once the projects end there is no follow-up (except if there is a new project built on top of the previous). The collaborative innovation platform offers a neutral resource, reducing barriers for innovations. Share and reuse of commons / assets This platform should produce commons, and it will naturally. But these commons should be available for reuse and actually reused. There is no point producing and opening data, knowledge or technical platforms that nobody would be able or willing to reuse. There are many reasons why some commons are not reused: They don't raise interest They are of bad quality It has not been designed for easy reuse Conditions apply. And these conditions are too strict, or too tricky To avoid these pitfalls we should rely on the community to identify worthful resources that should be in the common-pool. Actually those participating in FabMob are best suited to identify which resources would be useful to them and which form they should adopt. To make sure that the common-pool resources are accessible in the long run we should rely on the governance of these commons. Such governance should be based on the eight principles defined by Elinor Ostrom, an economist nobelized for her works on commons and how to govern them. We get inspired by a paper applying these rules to Digital Commons that are of much interest to us.
17. 16 Make sure those structures that need long term stability and visibility on the governance (local governments, the EC, large companies) are reassured and engaged appropriately in the governance. FabMob was created by ADEME with several partners. An association will be created in order to manage the acceleration of projects, general animation of the network and commons management. This association founded by industrial partners and cities will be connected to the FabMob network through a steering committee. The association will formally support the activities of the platform. Those who contribute to the FabMob financially and materially can join this association. But the association is not the platform. The innovation platform relies on a broad community of stakeholders that is better described with circles of engagement and interest: Circle 2: active members (individuals, companies, labs, government bodies and territories) that contribute directly (financial or material support) to the platform and wish / need to formalize their engagement. This includes projects that are incubated, those who provide mentoring or are otherwise engaged in confidential projects with tiers. Note: it is not mandatory to join the association in order to be recognized as an active member of the platform. Circle 1: active members that do not wish / need to join the association but contribute to projects, commons and/or mentoring. This could include companies/projects that apply or have applied to the incubation program but have not been selected (yet). Contributions of individuals and organizations in this circle should be fully acknowledged and this should give them a voice in the governance. As a consequence a steering committee is formed from members of circles 1&2. Once the platform reaches a critical size we think the most promising way of handling an effective and fluid governance is to use Blockchain-based community management tools that allow to give a voice to each member of the community based on its contributions, according to evaluation rules that have been designed collectively, that are clear and enforced automatically. These tools should also make sure that every active member is given the opportunity to understand the governance and decision- making process and contribute to it. Circle 0: non-active members or prospective members. Every individual or organization expressing interest in engaging with the platform should be considered a member of the community. This could include members that were once in circle 1 and 2 but modified their level of engagement or members attending events and workshops or willing to engage in the platform activities in a near future (use of commons, incubation / acceleration program). The members of this circle are informed of the activities of the platform and offered the opportunity to engage in an appropriate way. This is an opportunity to broaden the reach of the platform and connect with other platforms and networks that share common goals and interests.
18. 17 External stakeholders in the fields of mobility and transport should be considered part of this circle as long as they expressed interest in the activities of the platform. This could include former attendants at events and workshops, those who registered to newsletters or follow the platform on social networks. This circle constitutes a sphere of direct influence for the platform, a space where new interactions can occur and opportunities emerge. Business model Inspiration from Open Source projects and blockchain community- management The business model of the collaborative innovation platform should sustain its activities in the long term and maintain an alignment between its core missions and the objectives of its funders. Since we believe the platform is a community whose main mission consists in developing commons for the ecosystem of new mobility, we suggest the platform should get inspired by business models currently in use for large-scale open-source projects (that are undeniably communities building commons). Big Open Source projects generally rely on the following resources: Key stakeholders benefiting directly contribute creating or opening an existing resource, which feeds the common. They generally are involved long term providing resources (financial or technical) to sustain the common, Users that benefit of the common for their own business activities are expected to contribute to the common through improvements, feedbacks and new developments. If they are not willing to do it they might also be given the possibility to contribute financially for their use of the common, Other stakeholders interested in the sustainable development of a common (government entities, foundations and charities, civil society) usually fund it through grants.
20. 19 the investments of active members of FabMob translate into developing commons that are true assets to FabMob, making it more valuable and attractive to partners and startups. FabMob provides a framework to grow commons with mutual trust but does not require centralizing the management of contributions. Every contributor is free to define the nature and extent of its contributions. However FabMob provides with tools to attribute contributions appropriately and monitor engagements from contributors to the community. Connect with people and networks Platforms are by essence connecting people, institutions and networks with each other and with resources. The resources of public platforms are made of commons. Although a public platform supports some projects that are confidential, it leads to the production of public deliverables in the form of knowledge, know-how, software or platforms available to the whole community of stakeholders. Through these commons a public platform shall connect to all those that share common interests, either to disseminate results and commons or to establish collaborations. The main function of a public platform, the only one that requires a fixed budget, is the "connector" function that should rely on a few dedicated connectors who are recognized by their peers as thought leaders and empathic. These connectors engage with stakeholders outside the community to share the commons and source resources and opportunities. They should count on a team dedicated to community building that connects people inside the community on a daily basis.


text:
Motorola Samsung HTC Android Picks
Zero to hero: 5 high-end Android smartphones with quick-charging batteries
posted by Mihai A. / Aug 02, 2015, 11:59 PM
Need a smartphone that can go from zero to hero as fast as possible? These are the top 5 flagships with quick-charging batteries.
Many will surely agree that battery remains one of the most controversial smartphone topics to date. You probably know the reasoning behind the endless heated discussions on battery life: over the past years, smartphones got bigger, crisper displays, faster data connections, more powerful chipsets, more RAM, sharper cameras, and all sorts of bells and whistles, while notable advancements in terms battery life have failed to materialize.
As pointed out last week when we discussed the best 5 affordable smartphones with great battery life, one way that manufacturers can solve our battery life woes is by integrating larger batteries. Unfortunately, the mobile industry is engulfed in a thinness trend that leaves little room (literally) for large batteries on flagship smartphones.
Although it seems like we can't have very large batteries on flagship handsets, not all hope is lost, as an increasing number of modern flagships come with quick-charging capabilities.
Batteries that charge quickly do not solve the bigger problem: we're still wall huggers. However, with the right smartphone, we won't be sticking near the wall plug for too long. It's not an ideal solution, but it's a tradeoff some are willing to live with.
Samsung Galaxy S6 & Galaxy S6 edge
With the Galaxy S6 series, Samsung ditched support for removable batteries, a feat that has been a traditional advantage of the Galaxy S6 line-up. Although swiping a dead battery for a fresh one is no longer possible with the S6 and the S6 edge, at least the two smartphones come with quick-charging capabilities.
In our tests, the standard Galaxy S6 went from dead to fully charged in 76 minutes, while the Galaxy S6 edge took a bit longer, 83 minutes. Out of all flagship smartphones, the Galaxy S6 is the fastest to fully recharge.
For more details on the two handsets, head over to our Galaxy S6 review and our Galaxy S6 edge review.
Samsung Galaxy S6 vs Samsung Galaxy S6 edge
Samsung Galaxy Note 4 & Galaxy Note Edge
The Samsung Galaxy Note 4 and its curved-edge sibling were the first Samsung flagships to come with quick-charging capabilities.
In our tests, the Galaxy Note 4 fully recharged its battery in 95 minutes, while the Note Edge went to 0% to 100% charged in 82 minutes. That's about the same time as measured on the Galaxy S6 series, but last year's Note series comes with the added advantage of larger, longer-lasting batteries. Furthermore, the Note 4 and the Note Edge come with user-removable batteries, a feat that power users have learned to love by now.
Head on over to our Galaxy Note 4 review and our Galaxy Note Edge review for a more detailed analysis of the two handsets.
Samsung Galaxy Note Edge vs Samsung Galaxy Note 4
View more + 5 images
The large-screened Nexus 6 integrates a large 3220mAh battery, but our tests show that due to the size of the display and the power consumption of its internal components, the 6-inch handset only comes with average battery life by 2015 standards.
Fortunately, the Nexus 6 integrates quick-charging, and our battery benchmarks reveal that the handset can fully recharge a dead battery in 98 minutes. Among Nexus devices, the Nexus 6 is the fastest to recharge a depleted battery. Check out our Google Nexus 6 review for a thorough analysis of Google's largest Nexus smartphone to date.
Google Nexus 6 Review
Although the Galaxy S6 and the Galaxy S6 edge lead the flagship smartphone pack when it comes to quickly charging their batteries, the battery life of the two handsets leaves much room for improvement. With the Samsung Galaxy S6 Active, Samsung largely solved this issue, with our tests revealing that the rugged S6 Active has an amazing battery life, one that tops the "life expectancy" of any other high-end smartphone out there.
Aside from coming with superb battery life, the S6 Active also has the major advantage of a quick-charging battery. During our tests, the handset was able to fully recharge a dead battery in 103 minutes. That's a helluva lot faster than most smartphones out there. Make sure to read the full Samsung Galaxy S6 Active review to find out just how good the handset is overall.
By now there's no doubt about it: despite being a very good Android smartphone, the HTC One M9 was a financial flop for the iconic but struggling smartphone manufacturer.
For a detailed analysis of the handset, head on over to our full HTC One M9 review. In the context of this article, however, it should be noted that the One M9 comes with an average battery life, but its wireless charging capabilities mean that the One M9 can fully recharge a battery in 106 minutes.
HTC One M9 Review
1. Johnnokia
Moto-X Style will be the fastest charging smartphone.
posted on Aug 03, 2015, 12:02 AM	1
2. MrElectrifyer
And it's pretty high-end IMO...just a reasonable price.
5. UglyFrank
Posts: 2200; Member since: Jan 23, 2014
But the battery will not last as long as any of the Samsung phones,
posted on Aug 03, 2015, 1:07 AM	1
11. TezzaBP
Posts: 274; Member since: May 18, 2015
Despite it having a larger battery than both the regular and edge variants?
15. TyrionLannister unregistered
Yes. It has a much bigger screen and a less efficient processor and screen. More battery capacity =/= more battery life.
3. hafini_27
Posts: 951; Member since: Oct 31, 2013
S6 Active is the best in term odf battery. Long lasting and charge fast.
4. StanleyG88
Posts: 240; Member since: Mar 15, 2012
My Droid Turbo goes from 25% to full charge in under an hour and lasts almost 2 full days and is totally ignored by this article. Phone Arena ignores phones that are not sold to any and all humans on earth.
6. Sidewinder
Posts: 515; Member since: Jan 15, 2015
Maybe because of the carrier exclusivity of the phone.. Isn't that exclusive to Verizon?
17. StanleyG88
But to ignore tens of million Verizon users just because one of the phones available to only them doesn't seem to smart on PA's part. I'm a Verizon user (only service available at my house) and why should one of my, and phone choices be constantly ignored in all of PA's analyses.
NEEDED TO EDIT: But to ignore tens of million Verizon users just because one of the phones available to only them doesn't seem to smart on PA's part. I'm a Verizon user (only service available at my house) and why should one of my, and 133.5 Million other Verizon customer's, phone choices be constantly ignored in all of PA's analyses just because a phone in question is "ONLY" available to us? Are almost 134 Million cell users that inconsequential?
7. mostafawael.1998
A typo: in the One M9 section . "....with its wireless charging capabilities...." I guess he means "fast charging capabilities" as the M9 does not have wireless charging support.
8. anleoflippy
The left out Oppo? Okay then.
9. ibend
Posts: 6747; Member since: Sep 30, 2014
most of Oppo phone have small battery.. they charge really fast, but drained even more faster
19. anleoflippy
Not sure about that but the Find 7 has a 3000mah, even bigger on the N3.
posted on Aug 03, 2015, 8:36 PM	0
10. Kame_Hame_Haaaaa
Posts: 360; Member since: Jul 29, 2015
Sony Xperia Z3, Z4, Z3+, Z3 Compact Z3 tablet, Z4 tablet compact
14. mihai.a
Posts: 47; Member since: Apr 15, 2015
The Xperia Z3 series comes with great battery life, there's no doubt about it. However, the Xperia Z3 recharges its battery in 235 minutes while the Z3 Compact recharges in 208 minutes. You can understand why they did not make our list of the top 5 fastest-charging smartphones.
According to Qualcom Z3 & Z3 compact DO SUPPORT quick charge. The problem is sony didn't include the QC charger. So, it should be mention with a sidenote.
12. saenaedewe
Posts: 72; Member since: May 01, 2013
Where's LG G4?
In our tests, the LG G4 took 127 minutes to fully recharge, a bit behind the other smartphones included here..
20. mojtaba_mn
Posts: 268; Member since: Feb 22, 2013
i love my great beauty m9 its really good and battery back up now after 5.1 work sooo better for me i love it love it so fit in hand and so beauty vs any smartphone
21. kudus
Posts: 52; Member since: Oct 23, 2014
where is zenfone 2?

redpajama_set_name: RedPajamaCommonCrawl


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You cannot fix your credit before you get out of debt. You'll need to pay off what you owe first. There are simple steps you can take to save money; for example, instead of going out to eat, dine in at home. Bringing lunch with you to work and eating in on weekends will make great strides in your personal savings. When you cut this spending, you can put those funds elsewhere.
Your can is among the most important purchases you'll ever make. Compare different options and go to different dealers to find the best price for your new vehicle. If you cannot find reasonably priced cars, try looking online.
Being aware of the value of an item is critical when deciding how to dispose of it. This prevents a person from giving it away, putting it in the trash or selling it at an extremely low price. It's also important to check on the value items you might not have bought that you are considering getting rid of. Sometimes an ugly vase may be a collectible to someone else. A quick Internet search can give you some information about the value of certain items.
TIP! Find out if anyone in your family or amongst your friends has worked in finance, as they can give you great advice for your business. If there aren't any family members that have finance experience, close friends are also a good choice to turn to.
Being sensible with money is one of the hallmarks of a reliable, mature individual. This trait can personally be cultivated easily. It's always possible to learn how to budget better with a little work. The tips you just read can make you a true financial whiz when it comes to your own finances.


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International student enrollment decline could hurt U.S. universities and economy
By: Alexa Liacko
DENVER, Colo. — The pandemic forced a 15% drop in international student enrollment across the country, and even without travel restrictions, students aren't coming back as quickly as many would expect.
Administrators and economists have found his enrollment drop could create financial problems for universities and for the U.S. economy.
For international students still in the United States, this drop in enrollment comes as a surprise but makes sense.
"Definitely, COVID was a huge factor. But I do think, too, maybe if students had more like financial support, you know, or more incentives, maybe more extended OPT [visa] options…maybe more students would be attracted to coming to the U.S.," said Zoe Nassimoff, an international student studying music.
Nassimoff came all the way from Buenos Aires, Argentina, to find her version of the American Dream.
"I was just really attracted by the music industry in America overall," Nassimoff.
She enrolled at the University of Colorado Denver and started finding the opportunities she'd hoped for.
"Back home, it's really hard to make it as a musician," said Nassimoff. "And that's not what I want for my life. You know, I want to be a full-time musician."
Before the pandemic, Nassimoff was one of nearly one million international students studying across the United States, but that number took a deep dive as soon as COVID hit.
"What we saw is a 45% decline in new student enrollment across the United States," said Alana Jones, the associate vice chancellor of International Affairs at the University of Colorado Denver, of enrollment during the 2020 school year.
Travel restrictions, visa difficulties, and safety concerns kept international students out. Even with restrictions lessened now, a report by the Institute of International Education found that in the fall of 2021, the United States only saw a 4% increase in international student enrollment.
To Jones, that's a big concern.
"International students at almost every university pay a higher tuition level than domestic students pay," said Jones. "That can really impact the budgets and bottom lines of universities."
On top of shrinking the university budget, lower enrollment could increase costs for domestic students, and impact our economy.
"We're losing the opportunity for those students to be in our labor market," said Jones.
Angelica Bahl, a professor at the Metropolitan State University of Denver, said these labor market losses are certainly contributing to the hiring dilemmas many employers have been and are still facing.
"So, we see the hospitality, restaurants and the services struggling because they have a shortage of workers, and in one of the big contributions of this is international students," said Bahl. "It's a big contributor of this issue we have right now in the, in the economic development."
In addition to providing many workers for hospitality jobs, 54% of all international students study in STEM fields, like engineering or computer science, so they're bringing high skilled labor to the U.S. job market. Jones wants to get those students back before they study somewhere else.
"Canada has been a competitor to the United States in terms of attracting international students," said Jones.
Nassimoff agreed, "I did look at Canada. I looked in Australia and New Zealand. So, there are like other opportunities."
The question now is: how does the United States get more international students back?
Administrators and students are advocating for several changes:
Allowing more online courses and options so students can stay in their home countries. This was not widely available pre-pandemic, but it is becoming more common.
Streamlining the visa process.
Providing housing assistance.
"There's a lot of work to be done," said Bahl.
But more than financial input, Bahl, Nassimoff and Jones hope people see that the cultural value these students bring is far more valuable.
"For us to be successful in a globalized society, in a global world, we need to have experience engaging with people from around the world," said Jones.
"Just connecting with different people and building a rich like cultural background or cultural self, that's definitely going to help the country grow," said Nassimoff.
To read the latest Open Doors report from the Institute of International Education on international student enrollment, click HERE.


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Home > Advice for Global HR Executives > Perceived Organizational Support: Fundamental to Expat Success
Perceived Organizational Support: Fundamental to Expat Success
"We have seen the enemy and it is us." So concluded a particularly dissatisfied British employee on overseas assignment in interviews with organizational researchers. The individual went on to describe a "blatant disregard and disrespect that the company shows its expatriates." This was characterized as a sharp contrast from the positive relationship experienced when at the home office.
This may sound extreme. Yet this highlights the high standards that staff on international assignment have for their organizations, which have, after all, asked them to move their lives (and possibly families) for the sake of work. Perceived organizational support (POS) is the extent to which an employee feels supported by their organization. It is one of the most well-studied and consequential phenomena in management research. Workers on overseas assignment, heavily reliant on their organizations to manage personal and professional challenges, rank POS as even more important than local employees.
Yet not all support is created equal. Foreign-assigned staff have very specific concerns that organizations must address. In this article, therefore, we discuss what leads to POS among expats and how HR staff can contribute to this feeling of support. In so doing, we discuss the fundamentals of managing and supporting on-the-ground staff on assignment.
Of course, organizational support comes even before employees are on location abroad. HR must also appropriately select and prepare staff prior to their move abroad.
Read Also: Expat Selection: Lessons From the U.S. Peace Corps
Perceived Organizational Support
Scholars argue that employees form a psychological contract with their employers when accepting assignments abroad. This contract holds each side to mutual obligations. POS is a measure of how well the employee thinks the organization is living up to its side of the bargain.
Research shows that as POS increases, so too does the staff member's commitment to their organization. Committed employees, in turn, have higher performance, lower absenteeism, and are less likely to leave their employers for other jobs. Assignees satisfied with their support reported in one study a "significant strengthening" of trust, while another said that the organization had "created a loyalty bond."
By contrast, unsatisfied employees described declining trust and commitment. One explained, "I am less trusting that my employer will follow through with what they say they are going to do." Another dissatisfied staffer explained that while "prior to this experience I was…looking forward to a continuing relationship with my company," now, "I will not remain in this company."
What then distinguishes the satisfied from the dissatisfied employee on assignment? It's worth noting that POS is from the perspective of the staffer. Two employees receiving the same support may therefore evaluate their support quite differently. Nonetheless, we know that actual organizational support is the strongest predictor of perceived support.
But not just any support, rather, the right kind of support. In the expat context, this means providing support that staff members most expect and need for their specific situations.
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A Rising Star: Expat Promotion Expectations
Many employees expect their international assignment to improve their professional outlook. They are interested in opportunities for promotion, raises, and increased influence. After all, they are often paying a heavy price to relocate.
Instead, many feel forgotten in their new homes – and the more resentful for it given the sacrifices they are making for their employers. As one staffer explained to researchers, "I am far removed from the strategic core of the company. I was a star performer…in the home office. Now I am a forgotten man, with no career track. I work more for the money now, rather than blind devotion to the company." Others reported feeling "removed" from senior management, "out of the loop," or with "reduced influence."
By contrast, the most satisfied employees on overseas assignment reported improved high-level contacts, broader authority, and increased visibility. Consistent with the POS theme, these employees were less likely to quit their jobs and performed at higher levels.
It is somewhat paradoxical that employees expect increased visibility at a time when they are geographically further away. One possible solution to this problem is to establish mentoring relationships between the assignee and senior management. HQ mentors keep the staff member connected and committed to the broader organization. Research suggests that these mentors provide the biggest boost to perceived organizational support when they are seen as high-status, thus representing the organization's values and strategy.
Many scholars also suggest a host country mentor. These mentors improve the employee's cultural adjustment and help improve their performance.
Expatriate Performance Management
Clear expectations about roles and responsibilities are key predictors of overall performance. Put simply, unclear expectations result in lower performance and contribute to less perceived organizational support.
Yet, performance evaluations are a tricky business in the foreign worker environment. For instance, performance expectations in the home country may not match those in the host country. Growth may be much higher or lower. The immigrant employee may require extra time to adjust to the new assignment, especially if the assignment involves significant interaction with host country nationals. Even work dynamics may resonate differently, with more or less teamwork, rates of turnover, and even vacation time.
Consequently, scholars recommend that performance goals follow the well-known SMART principles by providing specific, measurable, achievable, realistic, and timely objectives. Yet, those same principles are best customized to the specific assignment.
All of these unknown variables also increase the importance of providing regular feedback to the international staffer. As Wharton scholar Adam Grant writes, "If you're surprised by the feedback you get at a performance review, your boss has failed. Good managers don't wait for formal meetings to help you grow. They make it a daily priority. The sooner you get feedback, the sooner you can break bad habits and learn better ones."
Performance can also be linked to reward systems. Scholars, for instance, recommend linking international assignments with the organization's formal career development systems. Organizations thus can clearly establish two key points prior to the international staffer's departure. The first is that international experience is valued, and the second is that accepting the assignment will tangibly benefit the employee. This messaging supports expatriate expectations for career improvement.
HCN Citizenship Behaviors are Key to Perceived Organizational Support
Host country nationals' (HCNs) helpful, voluntary behaviors towards foreign employees may serve to ease their adjustment. Even among domestic employees, the research shows that these so-called "citizenship behaviors" tend to improve overall organizational performance.
The benefits are even higher in the context of employees on overseas assignment. HCNs can tell the foreigner where to get fresh groceries, highlight the best schools for children, and recommend the best neighborhoods in which to live. They can, in short, provide much of the support that international employees require from their organizations.
And yet, most Western organizations fail to reward citizenship behaviors. In fact, helpful employees may see their performance ratings decline, as they have less time for their assigned responsibilities, even if their overall contributions to the organizations are high.
Organizations may consider linking HCN support of international employees to their own reward systems, for instance, by providing access to bonus pools. This recognizes and rewards the most helpful host country nationals for their outreach.
These rewards may also encourage reluctant HCN's to engage with their visitors (or at least discourage unhelpful HCN's from harmful behaviors). For instance, differences in religion, ethnicity and nationality all risk leaving foreign employees isolated and stigmatized in their host country. (For more information on this important topic, read more about Expat Stigmatization and HR Responses.)
HCNs may also resent foreign employees sent from HQ for signaling (rightly or wrongly) a lack of trust in the skills of local staff. By linking citizenship behaviors to rewards, however, the home office signals that it values HCN contributions while at the same time increasing support for their international staff.
From Departure to Repatriation
While this article has focused on support during the assignment, employee expectations really begin at the moment of selection and continue through to home country repatriation.
For instance, adequate financial packages are often foremost on the minds of employees recently selected for international assignments. Relatedly, the home office may provide their expat employees with membership in social clubs to improve personal outcomes. Extra vacation time and paid flights home to remain connected with family are also the norm.
Read Also: Pre-Departure Preparation and Training: The Role of HR
In addition, repatriation support is key. In one study, only 23% of employees on foreign assignment felt that their expectations on return were met. As many international employees fret over possible career opportunities lost during their assignments, others worry whether a job will await them when their assignment abroad concludes. In that same study, nearly two-thirds reported problems with their career status on return, while 37% complained of reduced status.
Organizations ought to put this concern to rest by clearly establishing the (favorable) terms of repatriation. Perhaps the very best way to signal this commitment is by consistently doing it. When employees on international assignment see their colleagues returning home to favorable conditions, they trust that similar benefits await them.
Furthermore, a rather astounding 60% of expats experienced reverse culture shock in one study (the number was around 50% in another study). Organizations can prepare a soft landing for returning employees by providing time to adjust and initially limiting heavy work responsibilities.
Read Also: Culture Shock: What It Is and How HR Can Help
In addition, the company also needs policies that support the return of the expatriate's family. This may mean assisting the children with re-enrollment in local schools and spouses seeking to return to the workforce.
Too many employees on international assignment feel like the one quoted in the opening to this article – that "we have seen the enemy and it is us." With this overview of POS, we hope that the expats in your organization will never feel they are the enemy. Instead, let them feel the solid foundation of organizational support – of your support – even as they embark on uncertain journeys abroad.
Family Support: Underestimated, but Essential
Understanding and Preventing Expat Failure
The 5 Best Countries to Work in for Expats
Dr. Thomas J. Bussen, with a Doctorate of Business Administration, JD, and MBA, is an Assistant Teaching Professor at Miami University's Farmer School of Business, and a former professor at the African Leadership University and the American University of Central Asia. He is the author of several books, including Shaping the Global Leader and Compliance Management: A How-to Guide. His latest book, Enlightened Self-Interest: Individualism, Community and the Common Good, makes the case for a more inclusive and equitable professional mindset and is expected for release in 2023 with Georgetown University Press.
Sources and Further Reading
Grant, A. (2022). Verified Twitter Account. https://twitter.com/adammgrant
Guzzo, R. A., Noonan, K. A., & Elron, E. (1994). Expatriate managers and the psychological contract. Journal of Applied psychology, 79(4), 617.
Harzing, A., & Christensen, C. "Expatriate failure: time to abandon the concept?." Career Development International (2004).
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Journal of applied psychology, 87(4), 698.
Suutari, V., & Brewster, C. (2001). Expatriate management practices and perceived relevance: Evidence from Finnish expatriates. Personnel Review.
Takeuchi, R. (2010). A critical review of expatriate adjustment research through a multiple stakeholder view: Progress, emerging trends, and prospects. Journal of management, 36(4), 1040-1064.
Wang, C. H., & Varma, A. (2019). Cultural distance and expatriate failure rates: the moderating role of expatriate management practices. The International Journal of Human Resource Management, 30(15), 2211-2230.
Culture Shock: What it Is and How HR Can Help
Expatriate Selection: Lessons From the U.S. Peace Corps
Expatriate Stigmatization: How HR Professionals Can Combat this Underestimated Challenge
Pre-Departure Preparation and Training: The Role of HR


Yorkshire Man, one of a range of health booklets for men from the Men's Health Forum has been commended in the BMA patient information awards.
Yorkshire Man was produced by the Men's Health Forum for Yorkshire NHS and is one of 40 titles in the MHF's range of 'mini-manuals'. Over one million mini manuals have been distributed to men.
Mini-manuals are available in bulk to NHS organisations, employers, local authorities and voluntary organisations. The range includes the general Man Manual, Cancer, Self Care and HGV on weight issues. As well as Yorkshire Man bespoke editions include Lambeth Man and versions for Royal Mail and Rolls Royce.
2.	The MHF is a charity that provides an independent and authoritative voice for male health in England and Wales and tackles the issues and inequalities affecting the health and well-being of men and boys.
More about the MHF's mini-manuals.


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Is Hawaii's Kilauea volcano shooting green gems into the air?
These green crystals are quite common in Hawaiian lava.
By Mark Kaufman on June 12, 2018
Kilauea's fissure 8 continues to feed a vigorous flow of lava. Credit: usgs
Update 6/15/18 at 4:30 p.m. EST: Per the USGS: University of Hawaii at Hilo scientists, who are conducting chemical analysis of the lava, said the olivine they're seeing in eruptive products does not match the crystal size and shape of the ones photographed in the tweet below. This lends doubt to the idea that these crystals were recently ejected from the volcano.
Embedded in the lava still spewing some 130 feet into the air from Hawaii's Kilauea volcano are green crystals.
Called olivine, these minerals can turn Hawaiian beaches green, and it appears some of the green gems may be raining down upon homes near the eruption or popping up near lava flows.
"Yes, the lava that is erupting now is very crystal-rich and it is quite possible that residents might be finding olivine," Cheryl Gansecki, a geologist at the University of Hawaii-Hilo that studies the composition of Kilauea's lava, said over email.
SEE ALSO: Lava transforms a Hawaiian bay into a blackened peninsula
"It can be carried in the pumice [rapidly cooled lava] pieces that have been rained all over the area," she noted, or left behind when weaker lava rocks are crushed by cars or foot traffic.
U.S. Geological Survey (USGS) scientist Wendy Stovall, who was out studying Kilauea last week, also confirmed that recent lava samples do contain olivine, though she didn't happen upon any separated green crystals herself.
Other folks in the area, however, appear to be collecting the tiny green gems as they see them:
It's certainly not unusual to find olivine crystals in most any Hawaiian lava rock, both new and ancient.
"It's pretty common," Stovall said in an interview. "There's often olivine in rocks all over Hawaii."
And this olivine can become completely separated from lava rocks in a variety of ways.
Sometimes the crystals can be simply weathered out from old lava rocks. Or, in the case of green-tinged Hawaiian beaches, lava can erupt through ocean water in steamy, explosive events, breaking the lava into smaller pieces and fast-tracking the separation process, said Stovall.
Small green olivine crystals on a Big Island beach. Credit: Stanley Mertzman
But in the case of this olivine presumably falling down on property near the eruption, the crystals "just kind of fall out" as lava is spewed into the air, said Stovall.
"The olivine crystals folks are finding on the ground scattered about are from violently ejected basalt [a type of lava] blobs wherein the embedded, earlier-formed olivine crystals are freed from their surrounding pahoehoe [syrupy lava] basalt liquid," Stanley Mertzman, a volcanologist at Franklin and Marshall College, said over email.
Both violent ejections on land and from lava flowing into the ocean can "produce freed individual olivine crystals that people can pick up any time," said Mertzman.
Olivine crystals embedded in a Hawaiian lava rock. Credit: Stanley Mertzman
The crystals may be flying through the air from exploded bits of lava, but it's unlikely they're also coming from the volcano's summit, where there's been a large plume of steam and ash erupting from the crater -- and at times rare, explosive eruptions.
"One thing I can say is that olivine is not raining out of the plume," Michael Poland, a USGS volcanologist, said over email.
Poland added that olivine is common on the ground regardless, because roads in Hawaii are made up of ground up olivine-rich lava rock.
A June 6 plume from Kilauea's crater, Halema'uma'u. Credit: usgs
The little crystals, however, are not being created during the eruption. They've been formed deep underground long ago, brewing in the molten rock.
"It really is one of the first things to form," said Stovall.
And olivine might not be the only crystal falling down inside the nearby neighborhood.
"It's possible that other crystals are being found," said Stovall, adding that a USGS rock specialist said olivine is difficult to tell apart from another common crystal, called clinopyroxene.
It's also quite possible nearby islanders will continue to find semi-translucent crystals on the ground. The eruption, over a month old now, shows no signs of relenting, and could very well last months -- or longer.
Update 6/12/18 at 8 p.m. EST: This story was updated to include comments from geologist Cheryl Gansecki.
Related Video: These trees have lived for 2,500 years. Now they're suddenly dying


Like the Boy Scouts, we are prepared: when we publish guides to outdoor swimming spots, we know the story will be one of the most popular things we've ever done. And one of the most unpopular.
As an editor (and citizen), I reject the premise of these complaints. The public owns public lands, home to the swimming destinations we explore in this issue's cover feature. After living my whole life in this mighty West of ours, I hold this truth to be self-evident: we, the people, have a right to go out in our woodsy commonwealth. Information is, of course, a necessary tool for fulfilling that right.
But there are corollaries to this principle. The first: don't act like a total damned barbarian while you're out there. Another: understand why you're able to go out there in the first place.
"Places don't get protected by accident," Sean Stevens, the executive director of the wilderness and public-lands advocacy group Oregon Wild,* noted recently. "It takes someone advocating for these places for them to be in the state they're in." Stevens notes that Oregon's projected population growth over the next few decades will put more pressure on popular outdoor destinations, and that policy changes and fresh conservation measures will be necessary if we want to keep the Northwest as majestic as it is.
It can be tempting to think of a given place co-owned by more than 323 million Americans as a "hidden gem," or however you want to put it. But when it comes to preserving the outdoors we hold dear, secrecy isn't really a strategy.
*In June's Portland Monthly, we used "Oregon Wild" in the editorial design and labeling of features on camping, rafting, and fishing. Stevens's organization holds a trademark on the phrase, which we happily acknowledge. No confusion intended.


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Trump's attack on American "democracy" – Part 2 by Keith Hart
Is the United States a racist theocracy?
As the last of three generations of Northern Irish Protestant descent settled in Manchester, I was brought up as a warrior in a racist theocracy, so what follows in not ancient history for me, but a matter of personal experience.
In 2000, Jim and I decided to drive from Newark, New Jersey to New Orleans for a few days. On the first night, we stopped in Bristol, a small town in the Appalachian Mountains on the southwest border between Virginia and Tennessee. From there we would go via Alabama and Mississippi to New Orleans. We asked the hotel clerk where we could find entertainment on a Friday evening. He replied that most people went to the Walmart superstore. The place was crowded and lively. We were struck by a display of 4- to 10-rifle glass-fronted cabinets on special offer for around $150. Jim whispered to me, "Have you noticed anything weird about this place?" "Plenty". "In all my life as an American, I have never before been in a large space without a single Black person." "I guess all those guns are to keep them out." We didn't stay long.
William of Orange was the most successful general in a seventeenth-century religious war pitting a Protestant coalition led by England and Holland against the Catholic monarchies of France and Spain. He married the English princess Mary and together they assumed the English throne. William inflicted a brutal defeat on the Irish at the Battle of the Boyne and settled some Scottish Presbyterians to keep down Catholic peasants in Ulster, before establishing constitutional monarchy in the Glorious Revolution of 1689.
The War of American Independence against the British was led by Virginia plantation owners with George Washington heading the army. Puritan farmers from New England to Pennsylvania didn't know much about guns. The "Ulster Scots" of the Appalachians certainly did. They shot runaway slaves and Native Americans for sport. They were known later as "hillbillies", "rednecks" or just "poor white trash". Washington's second-in-command was a 23-year-old Ulster Scot.
Fast-forward to the American Civil War and Martin Scorsese's film, The Gangs of New York (2002).[1] It is 1863 and the coffins of Union soldiers line the dockside, while a shipload of Irish immigrants are offered a chance to serve in the Union army. At that time, the main axis of gang warfare in New York was between Irish Protestants and Catholics. The Irish felt threatened by former slaves competing for the worst-paid jobs. Lincoln issued a conscription order with exemption for $300. This unleashed a class riot with Southern Manhattan's poor invading the richer neighbourhoods. But it soon turned into America's first urban race riot, with 100 Blacks being killed by the Irish. Union ships in the East River shelled Southern Manhattan to pacify the gangs.
The West opened up after the Civil War. The place had to be made safe for the farmers who followed. A mobile avant-garde of drunk, whoring desperadoes took on the Indians, served the cattle barons and then became redundant or were killed. Endless Hollywood westerns give more attention to myth than to the brutal violence and corruption that would not sell cinema seats. Many gunslingers were of Northern Irish origin. The most famous of them was "Billy the Kid", born Henry McCarty. Elsewhere battle-hardened Northern Irish cadres did the British Empire's dirty work.
Michael Moore made a documentary film, Bowling for Columbine (2002) about an incident in 1999 when two high school boys shot and killed twelve students and a teacher. Moore makes a wide-ranging investigation into American gun culture, including the National Rifle Association. Canadians have as many guns, but they don't kill people with them. Why? He comes from Flint Michigan, a city with a bad race problem; in an animation, he claims that the US' history of racism is the main reason for all the killing. The "Black Lives Matter" movement likewise draws attention to how police kill young Black men with impunity. The US has a quarter of the world's prisoners, many of them Black.
What we have here is a combination of white racism, guns, religion, patriarchy and right-wing politics. Americans are highly religious, some 4 out of 5 believe in God and weekly church attendance has declined from 70% to 50% in the last two decades. Church attendance in Britain and Canada is around 10%. In the European Union, attendance varies widely between West and East, North and South, often in unexpected ways: for example, only 5% of French people are active members of churches, over 50% of Germans. I will next consider the neglected issue of private property and economic inequality.
Private property unbound
We experience the economy in modern society as a network of market relations. These can take place anytime, anywhere and participants are generally unknown to each other. The institutional conditions that make this work are historically abnormal and were first won in a few countries only after centuries of political struggle. The US is the country most wedded to the idea of personal agency in market situations. Private property is the ability of an owner to command exclusive rights over something against the rest of the world. Market exchange gives us a right to our possessions. But what secures the market exchange? Most people think of their possessions as their own and the social conditions that make it possible are invisible.
Securing private property through an anonymous state apparatus has been very rare in human history. Usually, ownership is relative to membership of local social groups. The Romans (with the Chinese and possibly the Aztecs) invented private property law. Property rights were based on kin-groups asserting their interests against similar groups. Ownership derived from production or consumption: something belonged to you as a clan member because you had made it or needed to use it. Traders owned what they had neither produced nor would use, but intended to sell for money. They were exposed to the brigandage of any group enforcing its local monopoly of violence. To develop long-distance trade, the Roman state offered merchants military protection. It supported their rights over things unmediated by personal relationships, the same form of private property that we now take for granted.[2]
For the sake of market expansion, the connections between persons and objects and between persons in groups were weakened in law. In order to understand our moment in history, we must grasp what has happened to private property in the last century and a half. Huge social entities, especially national governments and corporations operating on a transnational scale, have acquired the property rights of individual citizens. Far from shoring up liberal or social democracy, private property in this guise favours a totalitarian alternative.
American corporations tried to win the constitutional rights of individual citizens for their businesses. This aim built up momentum after the Civil War, when the railroads acquired wealth and power that they wanted to convert into legal privilege. The Fourteenth Amendment of 1868 sought to guarantee former slaves equal protection of the laws, by making discriminatory public services illegal. The railroads used this provision to sue states and local authorities for enacting regulations specific to them, on the grounds that this created "different classes of persons." Eventually they won, through a Supreme Court judgment of 1886 in the case of Santa Clara County vs. the Southern Pacific Railroad.[3] The written record says
The defendant corporations are persons within the intent of the clause of the Fourteenth Amendment of the Constitution which forbids a State to deny to any person within its jurisdiction the equal protection of the laws.
Today, if a town wants to protect its small shopkeepers by denying Walmart the right to open a superstore there, it will face an expensive lawsuit brought to defend the corporation's constitutional rights as a person. The US Supreme Court has recently refused to limit the political spending of corporations on the grounds that it would infringe their human rights; even the Romans limited political expenditures by rich men. The Court has also allowed firms to opt out of Obamacare on religious grounds.
We still think of private property as belonging to living persons and oppose private and public spheres on that basis. But what makes property private is holding exclusive rights against the world. Abstract entities like governments and corporations, as well as individuals, can thus hold it. We are understandably confused by this, especially since the corporations' rise to public power rested on collapsing the longstanding difference between real and artificial persons in economic law. This distinction holds for churches, political parties and the like. Corporations still benefit from limited liability for bad debts and freedom from other legal impediments that you and I must endure. This constitutes a major obstacle to the practice of democracy and to thinking about it. It is hard enough to see ourselves as equal and free agents in a democracy where vastly unequal powers are exercised remotely without our consent. If we swallow the idea that Amazon deserves the same protection of the laws as individual citizens, we are lost. The sad truth is that many intellectuals now obscure the distinction between people, things and ideas, even claiming that we are now in a post-human phase.
Private property has not only evolved from individual ownership to collective forms, but its main referent has also shifted from "real" to "intellectual" property, from material objects to ideas. The digital revolution has promoted the economic preponderance of information services whose transmission is nearly costless. A similar sleight of hand is at work here to the idea of corporate personhood. If I steal your cow, its loss is material — only one of us can use its milk. But if I copy a DVD, I am denying no-one access to it. Yet corporate lobbyists persuade courts and legislators to treat duplication of their "property" as "theft" or "piracy." The US, born in resistance to corporate monopoly (the East India Company), now foists onto smaller countries an intellectual property treaty (TRIPS) that shores up the monopoly profits of transnational corporations.
[1] From Herbert Asbury, The Gangs of New York: An informal history of the underworld (1927).
[2] Sir John Hicks, A Theory of Economic History (1968).
[3] Thom Hartmann, Unequal Protection: How corporations became "people" and how you can fight back (2010, second edition).
Neil Turner is an American anthropologist, author, and ethnographic filmmaker who has been living and conducting ethnographic work in Latin America. He has spent the last fifteen years living, working, and conducting ethnographic fieldwork in the country of Brazil. He is concerned with the ways in which anthropology may be pursued by means of visual techniques and cinematography. He is also committed to practice-based experimental ethnography and long-term immersion. This has involved an exploration into new forms and methods for ethnographic fieldwork. View all posts by Neil Turner
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Genacross Lutheran Services has begun a $1.1 million interior renovation of the Health Center on the Genacross Lutheran Services-Napoleon Campus, formerly Lutheran Home at Napoleon. Renovations include general updates of interior finishes and some room layout changes, which affect approximately 18,000 square feet of the 45,000 square-foot facility.
"The interior renovations project underway at the Napoleon Campus illustrates the organization's ongoing commitment to providing a positive health care experience for patients and residents," stated Denise Gannon, Vice President of Poste-Acute Services.
Generate a warm, home-like environment for long-term residents that will feature distinctive touches and be more conducive to personal choice.
The Health Center will experience many changes, including new flooring, paint and wall coverings, and LED lighting in most common areas. The scope of work includes updates to the lobby, chapel, and main corridors, and an expansion of the existing therapy space. In addition, the east and west resident wings will see major alterations: removal of central nurses' stations, creation of new work areas and medication rooms, complete renovation of central baths, and re-configuring of dining rooms.
Work began primarily on the west side of the building in November 2016 and will progress to the east side, with other areas sequenced in as they are available and in order to minimize the disruption to patients, residents, and on-going operations. Completion is expected in summer 2017.
The existing building was first constructed in the early 1980s, with an addition (lobby, offices, and chapel) and updated finishes completed in the late 1990s.
The architect for the project is Duket Architects Planners in Toledo; the general contractor is Rupp/Rosebrock in Liberty Center; the mechanical, electrical and plumbing contractor is JDRM Engineering in Sylvania; and the interior design firm is Buffy McConnell Interior Design in Toledo.


text:
The LA Repository for Missing and Unidentified Persons Information Program website provides a way to search Louisiana's database of missing and unidentified people. The site contains content that may be unsuitable for some audiences. Images of reconstructions are intended to be approximate representations, and case information is subject to change. By entering the site you agree that you are 18 or older and that you understand these conditions.
The FACES Lab
227 Howe-Russell Building
E-mail: faces@lsu.edu
Web: www.lsu.edu/faceslab
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Home | Search and Browse | LA Missing | LA Unidentified | Out of State | All Open Cases | Closed Cases | About
Any of the following fields may be left blank.
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Date they went missing
Any 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 1979 1978 1977 1976 1975 1974 1973 1972 1971 1970 1969 1968 1967 1966 1965 1964 1963 1962 1961 1960 1959 1958 1957 1956 1955 1954 1953 1952 1951 1950 1949 1948 1947 1946 1945 1944 1943 1942 1941 1940 1939 1938 1937 1936 1935 1934 1933 1932 1931 1930 1929 1928 1927 1926 1925 1924 1923 1922 1921 1920 1919 1918 1917 1916 1915 1914 1913 1912 1911 1910 1909 1908 1907 1906 1905 1904 1903 1902 1901 Any 01 02 03 04 05 06 07 08 09 10 11 12 Any 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Age range (youngest to oldest):
Any 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 110 115 120 to Any 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 110 115 120
Height and Weight
Height range (shortest to tallest):
Any 12" (1 ft) 18" (1 ft, 6 in) 24" (2 ft) 30" (2 ft, 6 in) 36" (3 ft) 42" (3 ft, 6 in) 48" (4 ft) 54" (4 ft, 6 in) 60" (5 ft) 66" (5 ft, 6 in) 72" (6 ft) 78" (6 ft, 6 in) 84" (7 ft) 90" (7 ft, 6 in) 96" (8 ft) to Any 12" (1 ft) 18" (1 ft, 6 in) 24" (2 ft) 30" (2 ft, 6 in) 36" (3 ft) 42" (3 ft, 6 in) 48" (4 ft) 54" (4 ft, 6 in) 60" (5 ft) 66" (5 ft, 6 in) 72" (6 ft) 78" (6 ft, 6 in) 84" (7 ft) 90" (7 ft, 6 in) 96" (8 ft)
Weight (lighest to heaviest):
Any 20 40 60 80 100 120 140 160 180 200 220 240 260 280 300 320 to Any 20 40 60 80 100 120 140 160 180 200 220 240 260 280 300 320 lbs
Match all selections to each person (e.g., for people with multiple hair colors)
Match all selections to each person (e.g., for people with multiple eye colors)
Match all selections to each person (e.g., for multiracial people)
Has tattoo? Yes
Has scar? Yes
All fields must match (results may be limited)
Found 9 records.
Name: John Michael "Michael Baham" Baham
Status: missing
Missing since: 1990-12-23
FACES Num: 124
Case Num: 910018
Alt. Case Num: M622600215
Location: Calcasieu River, Allen Parish, Louisiana	 100%
Name: Ted Herbert Boyett
Case Num: 01-2244
Location: Kinder, Allen Parish, Louisiana	 100%
Name: Elter L "Jack" Deshotel
Location: Allen Parish, Louisiana	 100%
Name: David Hardy
Case Num: 17008326
Location: Oakdale, Allen Parish, Louisiana	 100%
Name: Charlene Denise "Denise Sawyer" Knapp
Name: Daniel Gregory Miller
Case Num: E-00032-07
Location: Oberlin, Allen Parish, Louisiana	 100%
Name: Adrian La Verne Roberts
Case Num: 0806-16
Name: Buddy Rogers
Case Num: I-00334-09
Name: Terry Wayne Townley
Case Num: 17-003120
© 2021. All Rights Reserved. An official web page of Louisiana State University | Website Feedback | Privacy Statement | Accessibility Statement


text:
package com.itfvck.wechatframework.api.report.datacube.model;

import java.util.List;

/**
 * 结果类--获取消息发送月数据
 *
 * @author luweichao
 *
 *         2015年1月27日
 */
public class DataCubeStreamMsgMonthInfo extends DataCubeBase {
	/**
	 *
	 */
	private static final long serialVersionUID = 8992185298887037663L;
	private List<DataCubeStreamMsgMonthInfo> list;

	public List<DataCubeStreamMsgMonthInfo> getList() {
		return list;
	}

	public void setList(List<DataCubeStreamMsgMonthInfo> list) {
		this.list = list;
	}

}

redpajama_set_name: RedPajamaGithub


text:
Survation Panel
EU Referendum – The Broadcaster Debates. Which Politicians Should Make The Case?
Ahead of June 23rd's EU Referendum, the major broadcasters are likely, as in the General Election to be holding several events where the respective cases for Leaving or Remaining in the EU will be put to the public. The BBC have already announced a detailed program of events.
Unlike other news outlets, the BBC exists to serve the public interest, and one of the public purposes set out in the BBC's Royal Charter is "sustaining citizenship and civil society". In order to ffulfilulfil this purpose, the BBC is required to give regard to the "need to promote understanding of the UK political system" – as such, the BBC has announced three key events ahead of the EU Referendum.
Young Voters – Addressing Alienation From Politics
The BBC's first EU debate of significance is being aimed at young voters, often disconnected from the political system – in a much as their likelihood to cast votes in elections – in programming hosted by Victoria Derbyshire from Glasgow, Scotland on Thursday 19 May.
This disconnection as we've shown in detailed research – for Lodestone Communications was presented as evidence to the House of Commons Committee on Voter Engagement which published the findings in 2014. The Committee took evidence from many experts, including from the BBC's – their former Head of Political Programming, Sue Inglish and Ric Bailey – the Chief Political Adviser at the BBC.
Question Time – The One on One
Then a week before polling, on Wednesday 15 June, David Dimbleby will moderate a special edition of BBC One's Question Time programme, featuring one senior advocate from each side.
The Big One – Wembley Arena June 21st
Finally and perhaps most significantly, just 2 days before voters go to the polls the BBC are holding a major public debate event at the 12,500-capacity Wembley Arena hosted by David Dimbleby, Mishal Husain and Emily Maitlis.
Considering the format of this key event, Survation understands that the BBC, in order to provide a broader debate than a 1-1 as with the Question Time special have planned to involve, among others 2 politicians to debate the case for Leave and 2 politicians on the stage to debate the case for Remain. Which leaves the difficult question – which two politicians do the public think would be the most suitable to represent the campaign to Leave or Remain in the EU?
Survation have conducted polling added to our UK online omnibus to consider the question and today announce the details of the results showing the public's view in consideration of the Leave campaign.
Asking: On Tuesday 21 June the BBC will host a live, televised debate at London's iconic The SSE Arena, Wembley on the issue of Britain's membership of the European Union. The debate will feature senior politicians and other key figures on both sides of the argument. There will be 2 politicians debating the arguments on behalf of the "Remain" campaign and 2 politicians representing the "Leave" campaign.
Of the following politicians, which 2 of those listed do you think would be the most suitable to represent the campaign to leave the EU.
Survation showed respondents 12 politicians associated with the campaign to leave the EU. And possibly unsurprisingly, when limited to 2 Politicians, Boris Johnson and Nigel Farage were the clear favourites among the public for suitability.
Of the 2040 respondents, after removing the 29% who said "don't know" to making two selections (perhaps representing the difficulty or lack knowledge of political characters and the 8% those who only picked one politician from the list of 12, the results of the 1466 respondents choosing two politicians were as follows:
BBC EU Debate Poll, Survation 04/05/2016
Politically, Boris Johnson and Nigel Farage were the clear leaders among current Westminster Labour, Lib Dem, UKIP and other party supporter and also the preferred choice among Westminster undecided voters.
By a small margin of 6%, only current Conservative voters preferred a "blue & blue" pairing (who would likely face in debate at least one Conservative representing Remain) – opting for Conservative MP for Chingford and Woodford Green Iain Duncan Smith as their 2nd most popular choice. The BBC may be unlikely to wish to present, as a neutral organisation a pairing that might risk making the Wembley event seem like an internal Conservative Party squabble.
The full data tables, including the views broken down by a forced choice "Leave or Remain" crossbreak can be viewed here.
The survey was conducted by online panel, differential response rates from different demographic groups were take into account.
Population Sampled – All residents aged 18+ in the United Kingdom
Sample Size – 2,040
Data were weighted by age, sex, region, household income, education and past vote. Targets for the weighted data were derived from Office for National Statistics 2011 Census data and the results of the 2015 General Election.
Survation is a member of the British Polling Council and abides by its rules.
Survation
Published: 4/05/16
"Remain" maintains its lead but gap over "Leave" narrows
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"Immersive Product Configurator for Conceptual Design" by Ruqin Zhang, Christian Noon et al.
Currently, new product concepts are evaluated by developing detailed virtual part and assembly models with traditional Computer Aided Design (CAD) tools followed by appropriate analyses (e.g., finite element analysis, computational fluid dynamics, etc.). The creation of these models and analyses are tremendously time consuming. If a number of different conceptual configurations have been determined, it may not be possible to model and analyze each of them. Thus, promising concepts might be eliminated based solely on insufficient time to assess them. In addition, the virtual models and analyses performed are usually of much higher detail and accuracy than what is needed for such early assessment. By eliminating the time-consuming complexity of a CAD environment and incorporating qualitative assessment tools, engineers could spend more time evaluating additional concepts, which were previously abandoned due to time constraints. In this paper, a software framework, the Advanced Systems Design Suite (ASDS), for creating and evaluating conceptual design configurations in an immersive virtual reality environment is presented. The ASDS allows design concepts to be quickly modeled, analyzed, and visualized. It incorporates a PC user interface with an immersive virtual reality environment to ease the creation and assessment of conceptual design prototypes. The development of the modeling and assessment tools are presented along with a test case to demonstrate the usability and effectiveness of the framework.
This is a conference proceeding from ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference 6 (2007): 1403, doi:10.1115/DETC2007-35390. Posted with permission.
Zhang, Ruqin; Noon, Christian; Winer, Eliot H.; Oliver, James H.; Gilmore, Brian; and Duncan, Jerry, "Immersive Product Configurator for Conceptual Design" (2007). Mechanical Engineering Conference Presentations, Papers, and Proceedings. 107.


text:
Priolesi – abitanti di Priola
Priolesi – abitanti di Priolo Gargallo

redpajama_set_name: RedPajamaWikipedia


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