You may remember The Daily Caller, that poxy spot on the Intertoobz that Tucker Carlson got some sugar-daddy to buy for him so he could inter the bleeding corpse of his career. Well, today, one of the geniuses at work there became offended because of this photo of the White House dogs.
"Bone appétit!," the aides added to the insensitive tweet, using the language of France's queen Marie Antoinette, who was executed by radicals in 1793.
Among other repercussions, I expect Kevin D. Williamson, whom the National Review has tasked with protecting the tender feelings of the dead members of the House Of Bourbon against the snarkery of 21st century storage companies, will be leaping to the keyboard to inveigh against this obvious insensitivity to the tragedy of Louis and Marie.


VerdeMania Events has a 20 years experience in creating floral arrangements for all types of events: weddings, civil mari, religious rites, private parties, birthdays and corporate events.
VerdeMania specializes in Floral Arrangements and Decorations, we create the good atmosphere for all events with flowers, pillows, candlesticks and many other unusual accessories, for your customize event, to make unique everything of your most important moment.
For over 15 years, VerdeMania cares for Lucca and the province the setting up and decorations of Weddings, Private Parties, Business Parties and any other event you wish to celebrate. Our staff, with extensive experience, inventiveness, imagination and love for detail care, will be happy to design, according to the customer's needs, the atmosphere during the event to make everyone's dream come true.
The personalization of a social event, corporate event or celebration of your wedding is the specialty of VerdeMania Eventi, which thanks to its extensive experience, high professionalism and enthusiasm, will surprise you with the many innovative ideas.eas. We propose and rent equipment of all kinds for the miss and place and for the choreographies.


Oded's extensive TV experience has been instrumental in guiding HIRO's current product offerings and market strategy. Prior to HIRO, Oded co-founded Valis, where he spearheaded the company's product and social development. Throughout his career, Oded has held a number of highly-influential roles in TV and radio. In fact, he founded Israel's most popular radio station, acted as the chief content officer of the Israeli Cable Programming Company, served as a showrunner of several prime time shows, and functioned as a discipline leader at McCann Erickson. Oded was elected "Best UX expert" in Israel by one of the premier Israeli business magazines. Oded has a B.A. in Philosophy and Humanities from Tel Aviv University.
Agency media buying departments have faced perhaps the most turmoil in 2017. A large number of brands have brought their media buying in-house, as research on advertiser perception claims that 32% of marketers are about to insource digital media buys, marking a tectonic shift in our industry.
This is not a trivial trend when you consider that media buying, more often than not, accounts for the majority of an advertising holding group's revenues and profits.
Media planning and buying are respected disciplines that often require sophistication and creativity. The move to digital has magnified the need for hiring specialized media people. Those who can handle and make sense of the complex data sets, targeting parameters and other cutting-edge technologies are critical members of the team.
In simple terms, the online environment and shift to programmatic have specifically presented the dream of the media agency exec – a huge barrier to entry for anyone who tries to compete with the established holding groups media agencies.
But then came Facebook and Google who completely transformed the equation. Both Facebook and Google succeeded in trivializing and commoditizing ad operations and media planning. Uploading a highly targeted campaign and choosing its relevant media is a practice that takes only a few minutes on Facebook and few hours to do so programmatically. This is not an evolution, but rather a 180° shift in the essence of media planning and buying.
The reason for this could be explained by "the practice of the least effort." We as humans often sacrifice quality for convenience. The following iPod analogy will explain it. When the iPod was first introduced by Apple in 2001, it delivered lousy music quality (i.e. 128 kbps vs 440 kbps via CD) but was far more convenient and comfortable to use than the prevailing compact disc player. The iPod won. Music quality be damned!
It is the convenience factor of Facebook and Google which presents a real threat to the holding companies. Marketers see Facebook buy as simple enough to in-source it. Hence, an increasing number of brands will (and already have) bring their media planning and buying in-house.
In this sense, every time an agency buys media for its clients through Facebook, CMO's have yet another reason to bring media buying in-house and cut the agency fee of 25-30%.
As always, the first step in solving a problem is understanding that there is a problem, to begin with. Agencies should remember that to survive they too need to choose how they'll provide quality over convenience.
Agencies must continually serve as experts and strategists. In fact, programmatic is exactly where media agencies can excel . It is a complicated algorithmic method that requires smart and knowledgeable people to guide initiatives.
Ad ops people should remember that it is their interest to specialize in programmatic and push its usage rather than try to convince the payer to shift buy to social. Furthermore, holding groups should buy programmatic companies and expert. Just take a look at the M&A activity over the past year - it was creative-focused, not media focused.
Which leads to the question...How Can You Compete with Facebook?
The immediate question is how can we claim that Facebook and Google are not "quality" enough and that programmatic is better. Let's look at the fact - there is no doubt that Facebook's data and its brand value are unparalleled. I will not try to challenge this fact. But – and there is here a big but here – Facebook and Google do have a problem with their offerings.
They do not commit to price and volume and do not allow you to track them independently.
When you buy a campaign on Facebook you will never know how much your campaign will cost you by its end, you will not know in advance what is the CPM, you will not know how many views you will get, and you cannot use 3rd party auditing to validate or verify that they delivered the volume to the people they guaranteed. As we all know, such discrepancies have been found.
In addition, with Facebook, users do not know what the fraud levels are and connect protect themselves using protective measures.
It's important for advertisers to understand the risks in buying only social and the benefit of the open web and develop their own programmatic expertise.


***Please note, all fees are actually prorated to the minute. If you are plugged in for only 30 minutes, you will be charged .75¢, not $1.50. You will be charged for the actual time spend connected to the charger.


text:
Norwegians campaign to give Finland a mountain
mountainhaldipeakfinland
The Haldi mountain straddles the border of Finland and Norway. Photo: Ken Bartlett/Peakbagger.com
A Facebook campaign has been launched for Norway to give their flat Finnish neighbour a mountain that would become its new highest peak as a gift for the centenary of its independence.
The campaign, "Halti as an anniversary gift" has won the support of the head of the Norwegian Mapping Authority, and been warmly received in Finland where one commentator claimed the gesture "would be remembered for a thousand years".
"The aim of the site is to see how many Norwegians are interested in giving Finland the peak of the Halti mountain, which is 20 metres within our borders, as an anniversary gift in 2017," the campaigners wrote at the launch of campaign site on Facebook on December 8th.
At 1,365m, Halti does not even make the the list of Norway's highest 200 peaks. But even one of its lowly lower spurs, Hálditšohkka, is the highest point in Finland, at 1,324m.
Simply adding a triangular addition to the border between Norway and Finland, by drawing a line 200m North and 150m to the East would bring Finland a new highest peak, while losing Norway just 0.015 km2.
"Isn't it a creative idea?" Bjørn Geirr Harsson, the retired employee of the Norwegian Mapping Authority who dreamed up the proposal, told NRK when they contacted him this week.
"We would not have to give away any part of Norway. It would barely be noticeable. And I'm sure the Finns would greatly appreciate getting it," he said.
Harsson, 75, said he had the idea back in 1972 when he was flying along the border taking measurements.
"I was taken aback by why on earth they had not received this peak," he said.
Although Harsson admitted to having had the idea, he said he did not use Facebook, and suspected his son had put up the page.
On Thursday last week Harsson sent an email to Anne Cathrine Frøstrup, the head of the Norwegian Mapping Authority, his former employer, making the proposal.
"I must say that I think it's a very good idea," she told NRK."It is a nice gift to give to a country that lacks a high mountain, where the highest point isn't even a peak," she said.
Finns commenting on the Facebook page have been overwhelmed with the gesture.
"This would be the coolest thing ever!!!!" wrote Harri Nieminen from Tampere.
"The Norwegians would make history and become heroes not just in Finland but in the whole world!" wrote Jyrki Veranen.
New film chronicles Norwegian effort to give Finland a mountain
British mountain climber dies after fall in Norway
The Nordic nations have gone to war… on Twitter
Finnish store mocks Norway champ with lipbalm deal
Killjoy Norway refuses to gift Finland a mountain
'Moving' Norway mountain puts residents on red alert
Svalbard peaks 100,000 years older than thought
Farms evacuated under Norway's 'moving mountain'
Norway's Mannen landslide 'postponed' until next year after movement slows
Norway authorities take measures to start landslide at Mannen mountain
Watch your step! 'One foot' into Russia from Norway can lead to hefty fine

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: EF Code First: how to fix relationships using the fluent api I've got a simple data model described with Enitity Framework but still can't fix a problem with the relationships in my model.
I've tried some approaches using the Fluent API but always got non descriptive exceptions.
Here's a code:
public abstract class Entity
{
    [Key, Column(Order = 1)]
    [DatabaseGenerated(DatabaseGeneratedOption.Identity)]
    public Int32 Id { get; set; }
}

public class Language : Entity
{
    [Key, Column(Order = 2)]
    public String Verbal { get; set; }

    public virtual ICollection<PostContent> Contents { get; set; }
}

public class Post : Entity
{
    public virtual ICollection<PostContent> Contents { get; set; }
}

public class PostContent
{
    [Key, Column(Order = 1)]
    public Int32 PostId { get; set; }

    [Key, Column(Order = 2)]
    public Int32 LanguageId { get; set; }

    [ForeignKey("PostId")]
    public virtual Post Post { get; set; }

    [ForeignKey("LanguageId")]
    public virtual Language Language { get; set; }

    public String Content { get; set; }
}

public class BlogContext : DbContext
{
    public DbSet<Language> Languages { get; set; }
    public DbSet<Post> Posts { get; set; }
    public DbSet<PostContent> PostContents { get; set; }

    protected override void OnModelCreating(DbModelBuilder modelBuilder)
    {
        base.OnModelCreating(modelBuilder);
    }
}

public class BlogContextInitializer : DropCreateDatabaseIfModelChanges<BlogContext>
{
    protected override void Seed(BlogContext context)
    {
        //For test
        context.Languages.Add(new Language { Verbal = "Italian" });
        context.Languages.Add(new Language { Verbal = "English" });
        context.SaveChanges();
    }
}

class Program
{
    static void Main(string[] args)
    {
        Database.SetInitializer<BlogContext>(new BlogContextInitializer());

        using (BlogContext blogContext = new BlogContext())
        {
            //init on call.
            var langs = blogContext.Set<Language>().AsEnumerable();
            foreach (var lang in langs)
            {
                Console.WriteLine("Language Id: {0}, Verbal: {1}", lang.Id, lang.Verbal);
            }
        }
    }
}

I got:

"The number of properties in the Dependent and Principal Roles in a
  relationship constraint must be identical."

So I'm looking for a solution of this problem.

redpajama_set_name: RedPajamaStackExchange


text:
Fatal Vows
There's No Place Like Hell
Two neighboring Omaha mothers turn from friends to foes in a vicious spat, which ends with both their homes burned to the ground. But could a woman really burn down a house with innocent children sleeping inside? A wiretap reveals the real arsonist.
Fear Thy Neighbor
Home's Where the Hearse Is
In Miami, a young mother has no choice but to shut the door on her warring neighbors as a three-year feud over a patch of land and differing moral standards reaches a bloody and tragic conclusion.
Welcome to Murder Street
An elite California Lakeside Community is rocked to its core when two well-to-do gentlemen go to war over an 18-inch property line discrepancy. One neighbor takes the dispute to new levels when he hires a hitman to permanently solve the problem.
The Long Drive Home
A college student disappears after leaving her son with a childhood friend. Her car is found abandoned a week later across state lines. Soon after, a warrant for her arrest is issued on felony theft charges. Could she be on the run?
The Most Hated Woman In America
As America's leading Atheist, Madalyn Murray O'Hair was also known as America's most hated woman. In 1995, when she inexplicably disappears along with two members of her family, and over a half-million dollars, rumors flew.
Rosemary's Secret
A Tampa Bay area realtor goes missing and investigators question her husband. Without evidence to make an arrest, investigators' case goes cold, while the husband leaves town with his girlfriend. Nine years later, the girlfriend helps solve the case.
When the Music Stopped
John Spira is a beloved Chicago blues guitarist who disappears after leaving work one wintry evening. The intense search for the 45-year-old spans two years and commands the use of teams of investigators and state of the art equipment.
A former NBA star and his girlfriend enjoy sailing around the South Pacific until his estranged brother shows up. When the couple disappears and the brother shows up back in the U.S., the FBI investigates. Will they ever be found?


True Endeavors' Question Of The Week: Summer Festival Fun | True Endeavors Presents: music, tours, tickets, mp3 downloads, concert pictures, videos, Madison WI.
Even though those steamy, carefree nights of summer may seem far, far away as we're all still buried under snow and ice, you could be front and center when Beck hits the stage at Pitchfork or when Jack White captivates the Bonnaroo masses before you know it!
As powers-that-be are putting the final touches on their festival lineups, we want to know who you're dying to see perform in just a few short months.
Have your responses posted by 6pm on Sunday, March 2. A winner will be chosen and notified shortly thereafter. Good luck!
Still bummed I missed Neutral Milk Hotel, luckily they will be at Pitchfork.
The lineup at the new Phases of the Moon Festival looks great. I am really looking forward to Anders Osborne, Govt. Mule and Widespread Panic. Wish Jack White would play Summerfest.
Generally hit Lollapalooza; though Riot Fest was great last year with The Replacements. Let's see, I would like to see Jack White, Steve Earle, Pearl Jam, Tom Petty or some smaller bands like Farewell Milwaukee, Honeyhoney or Whitehorse.


text:
Tailgate-Music Valley Antiques Show Makes Pleasing Debut In New Venue - Antiques And The Arts Weekly
21 Feb 2012 / 0 Comment
Tailgate-Music Valley Antiques Show Makes Pleasing Debut In New Venue
Auctioneer and antiques dealer Joshua Steenburgh, Pike, N.H.
Jenkins Management hosted nearly 200 exhibitors and 5,000 visitors during its Tailgate/Music Valley Antiques Show at the new Hendersonville Expo February 2‴. Just ten minutes north of downtown Nashville, the show continued to draw visitors from across the country in search of early American antiques.
Jenkins Management found this site for its now-combined show a few years ago, but it was not ready for use until late 2011. The change was announced last summer to mixed reactions from exhibitors, who were concerned about customers finding the facility. "While there were some visitors and exhibitors who took a few wrong turns with directions from their computerized direction finders, in the end more found the show than had been at the old Tennessee State Fairgrounds for the last few times," said Steve Jenkins, founder of the company. He also said, "The site was also a more conducive exhibit hall for the dealers to get in and out with their collections, creating a much happier atmosphere for all by the time the show began."
As the show began Thursday morning at 9, more than 400 were waiting for the early bird admission and at noon another 600 stood in line, with a first-day gate far exceeding show manager Jon Jenkins' expectations. "Because we had presold hundreds of tickets online and that most admissions were good for free reentry, we were not sure of our attendance but the aisles were full each morning and even the last day, Saturday, we had good crowds until closing."
Jantiques, Newburgh, Ind., sold its doll collection.
Sales were reported to be good throughout the show as dealers sold furniture and smalls combined. Maine Attic Antiques brought a large rental truckload of furniture from its Hartland, Maine, shop. Sales were good from the start, including several chests, tables, chairs and a very interesting cobbler's bench in old blue paint. Proprietor Sandra St Pierre has been doing shows in the Northeast for more than 20 years but for just three years here. Even so, the inventory she brought showed she has a good feel for this market.
Vermonter Greg Hamilton was there with a large collection for the long weekend trip. From his Vergennes shop, Stone Block Antiques, he offered and sold a very large sawbuck table, nearly 8 feet long, in primitive style and excellent condition. His sales for the show also included a good quantity of smalls collected in his home state.
Smalls were the mainstay for Barbara and Neil Finbloom's Schoolhouse Antiques of Kirkwood, Mo. Their collection included many household and farming tools, such as baskets, early painted boxes and carved bowls and some furniture. Their preference in furniture is early American painted pieces, reflected here in a drop leaf table, Sheraton style with soft wood top and hardwood legs, a painted jelly cupboard, and several painted blanket boxes.
Mathew Ehresman, Wadsworth, Ohio, exhibited with his typically well-planned booth filled with early primitive and country furniture. His exhibit was a room setting that conjured up images of log cabins and other early settlers and pioneers' homes, featuring earthy colors and simple furniture. He became ill one evening during the setup, so friends Kyle and Nadine Browne served as his sales staff for two days while he recovered. By late in the show, the dealer noted they had done a commendable job selling many pieces from his collection.
Dusty's Vintage Linens, Ware, Mass.
Joe Cardetti of Kracker Barrel Antiques, St James, Mo. was also selling smalls well. In fact, that is all he carried. His collection filled all the walls in his exhibit areas with small portraits, still lifes, silhouettes, samplers and much more. The tables were covered with hog scraper candlesticks, small pieces of early stoneware and pottery, very early glass bottles from America and many small kitchen tools.
Benting and Jarvis, Barrington, N.H., was selling from its collection a pair of Windsor chairs and a single as well. They sent a banister back chair to collectors from Mississippi and also sold a reasonable quantity of smalls.
Jenkins Management had a new feature at the show titled "The Vintage Section," where there were about 30 dealers offering vintage materials, such as Michelle Piccolo's Dusty's Linens, which featured Twentieth Century table linens. Chapel Hill, N.C., dealer Donna Sheridan offered children's garments made from vintage fabrics and more. Author Sue Whitney, who has written several books on creating style from repurposed objects, was there as an exhibitor and lecturer on her passion of decorating on a budget.
A design section was also featured with home décor not as old as antiques and, in some cases, repurposed objects, too. Ed Sullivan and Holt Isom are North Carolina and Atlanta dealer/partners with a large collection of midcentury design furnishings offered only at the show.
Jenkins Nashville shows are twice each year with the next installment October 25′7 at the Hendersonville Expo. Other shows coming up include the Springfield [Ohio] Antiques Extravaganza on May 18′0 and Harwinton (Conn.) Antiques and Design Weekend, June 9‱0. For more information, 317-598-0012 or www.tailgatemusicvalley.blogspot.com .


text:
Lakeidra Chavis
Lakeidra Chavis is a reporter for The Trace in Chicago, where most of her work focuses on the city's gun violence prevention efforts. Prior to coming to The Trace, she reported for ProPublica Illinois and Chicago Public Media (WBEZ).
On the Frontlines of Gun Violence Prevention, Lessons Learned From a Harrowing Year
2020's shooting surge was overwhelming and in many cities unprecedented. But for outreach workers and other experts, it also led to new ideas and approaches.
Ann Givens, J. Brian Charles, Lakeidra Chavis, and Jennifer Mascia
In a Year of Racial and Political Turmoil, This Black Gun Group Is Booming
The National African American Gun Association was founded as a refuge from the discrimination and fear that often come with being Black and armed in America. Thousands of new members have joined its ranks in 2020.
Lakeidra Chavis and Agya K. Aning
As Suicides Among Black Residents Continue to Climb, Chicago Officials Sound the Alarm
One week into November, Cook County has nearly matched a ten-year high for annual suicides among Black residents.
Chicago's Gun Violence Plan Looks Good on Paper, Prevention Leaders Say. Can the City Pull It Off?
Mayor Lori Lightfoot's proposal prioritizes police reforms and expansions to social services. How officials will accomplish their goals is left unanswered.
A Promising Violence Prevention Program in Chicago Faces a Massive Budget Setback
READI addresses shootings by tackling joblessness, but without public funding, its future is in doubt.
'We Have No Choice But to Do Better': Cook County Pledges to Address Increase in Black Suicides
Officials say it's "all hands on deck" to quell the sudden increase in deaths.
An Outdated Understanding of Chicago Gangs Could Be Hampering Gun Violence Prevention
Roberto Aspholm spent years researching the transformation of the city's gangs. He says law enforcement in Chicago hasn't caught up.
In Chicago, a Steep Rise in Suicide Among Black People
Halfway through 2020, the number of Black residents of Cook County who've died by suicide has already surpassed last year's total. "Ignoring the issue until it becomes a crisis has become the method of treatment," says one mental health advocate.
Chicago's Peace Academy Graduates a New Class of Violence Interrupters
As shootings rise and the pandemic continues, street outreach workers are juggling multiple roles to preserve community health.
Chicago Doubled Its Street Outreach Workers. Memorial Day Weekend Could Be a Big Test.
Shootings typically jump during summer months. Gun violence prevention groups hope reinforcements can stem the tide.
When the Shootings Don't Stop
In many cities, gun violence is dealing a double blow to black communities already ravaged by the pandemic. Community outreach workers are struggling to keep up.
Champe Barton, J. Brian Charles, Lakeidra Chavis, Ann Givens, and Daniel Nass
Will Illinois's Stay-at-Home Order Reduce Gun Violence in Chicago?
The city says crime is down in March. But experts warn it's too early to draw conclusions as to why.
Already Fighting One Public Health Crisis, Chicago's Gun Violence Interrupters Take on Coronavirus
Street outreach workers are doubling as messengers on avoiding infection.


On this page you can check the availability of DSL lines in Bonita Springs with instant, real time results. By filling in the short form below, you will be pre-qualifying for a fast DSL line from all the top local and nationwide DSL service providers available in Bonita Springs.	Your DSL pricing is heavily influenced by the distance between your local phone office (called the 'POP' or 'CO') and your business. This distance, called the 'local loop', helps determine which of the providers in Bonita Springs will be able to cost-effectively service your location.
Page Keywords: Bonita Springs Frame Relay Bonita Springs DSL line Bonita Springs DSL Connection Bonita Springs	DSL Service Bonita Springs DSL Provider Bonita Springs DSL Internet Bonita Springs DSL Internet Connection Bonita Springs DSL Service Provider Bonita Springs DSL price Bonita Springs DSL Speed Bonita Springs DSL Internet Service Bonita Springs DSL Internet Access Bonita Springs Fractional DSL Bonita Springs DSL Bandwidth Bonita Springs DSL Internet Service Provider Bonita Springs DSL Internet Provider Bonita Springs DSL Pricing Bonita Springs DSL Internet Services Bonita Springs DSL Services Bonita Springs T-1 Bonita Springs T-1 Line. Keywords are placed here to provide a quick summary of the services specifically offered by DSL Shopper in Bonita Springs.


President and Publisher of Enterprise Publishing company, Blair, NE. where we publish six weekly newspapers in Nebraska. Eight year board member and past president of the Iowa Newspaper Foundation. Current board member of Nebraska Newspaper Association.
Married to wife Betty and have two children. Chris who is married to Eva, and Travis, who is currently a junior at South Dakota University.
Actively involved as past president and current board member of our local YMCA. Enjoy boating and skiing, and snow skiing when I get a chance. Also enjoy hacking around the golf course when the weather is good. Recently renewed my pilots license and training to upgrade to an instrument rating.
I really enjoy the marketing areas of the newspaper and association, and advertising is my specialty. Do have an interest in legislative matters also.


text:
journal of research in health sciences
SJR is a measure of scientific influence of journals that accounts for both the number of citations received by a journal and the importance or prestige of the journals where such citations come from Since … The Journal of Research in Health Sciences (JRHS) is the official journal of the School of Public Health; Hamadan University of Medical Sciences, which is published quarterly. Language: English. Discover the Health Journals. The Journal of Health Sciences is international, open access, peer-reviewed and evidence-based scientific journal published by the University of Sarajevo, Faculty of Health Studies (UNSA FHS; www.unsa.ba/en ; www.fzs.unsa.ba). We define Open Access-journals as journals that use a funding model that does not charge readers or their institutions for access. Home. The users of Scimago Journal & Country Rank have the possibility to dialogue through comments linked to a specific journal. Our mission is to increase the visibility and impact of health sciences research in Ghana and globally The journal publishes papers that describe and evaluate a holistic model of health, illness, and health care systems. It aligns with the mission of the Osun State University, which is "to create a unique institution, committed to the pursuit of academic innovation, skills-based training and a tradition of excellence in teaching, research and community service". ... health, diet, and research to disease prevention and management. IJMRHS is an open access, monthly, peer reviewed international journal with a primary objective to provide research and applications related to Medical & Health Sciences. School of Public Health, Hamadan University of Medical Sciences, Shaheed Fahmideh Ave. Hamadan, Islamic Republic of Iran, Postal code: 6517838695, PO box: 65175-4171, Tel: +98 81 38380292, Fax: +98 81 38380509, Vol 5, No 1 (2005): Winter & Spring (Persian), Vol 4, No 1 (2004): Winter & Spring (Persian), Vol 3, No 1 (2003): Winter & Spring (Persian), Vol 2, No 2 (2002): Summer & Fall (Persian), Vol 2, No 1 (2002): Winter & Spring (Persian), Vol 1, No 2 (2001): Summer & Fall (Persian), Vol 1, No 1 (2001): Winter & Spring (Persian). The mission of IJRHS (An international, double-blind peer-reviewed Quarterly Journal) is to provide its readers with up-to-date information relevant to Health Sciences. Health Science Reports is an international, open access journal that publishes research and commentaries from across all medical and health sciences disciplines.The journal welcomes clinical studies, as well as reports on methods and research design, health services, public health, and medical education and practice. Journal of Health Research is dedicated to publishing valid research from different areas of public health, such as determinants of illness, benefits of health-related interventions, quality of life, health systems and services development, and environmental health. journal self-citations removed) received by a journal's published documents during the three previous years. Since 2017, JRHS is published electronically. Journal of Research in Health Science is a multi-disciplinary, peer-reviewed international ISI journal for publication of novel ideas, the state-of-the-art research results and fundamental advances in all aspects of theoretical and applied topics in science and engineering including areas in … Research Methods in Medicine & Health Sciences is a peer reviewed journal, publishing rigorous research on established "gold standard" methods and new cutting edge research methods in the health sciences and clinical medicine. High priority will be given to articles on public, rural, adolescent, community, environmental and occupational health, and so on. International Journal of Research in Health and Allied Sciences (IJRHAS) is an open access, multidisciplinary peer reviewed quarterly journal to provide a forum for the presentation and criticism of original, innovative and thought provocative ideas in medical and dental sciences. International Collaboration accounts for the articles that have been produced by researchers from several countries. It is based on the idea that 'all citations are not created equal'. This quarterly journal of Research & Reviews aims to publish innovative scientific content as research papers, case reports, review articles, short communications, commentaries to name a few. The chart shows the ratio of a journal's documents signed by researchers from more than one country; that is including more than one country address. JHSS aims to build a communication platform by publishing original research, reviews, case reports, opinion papers, research highlights, short communications and commentaries, etc. Follow us on @ScimagoJRScimago Lab, Copyright 2007-2020. Evolution of the number of total citation per document and external citation per document (i.e. The International Journal of Medical Research & Health Sciences (IJMRHS) aims to publish original research work that contributes significantly to enhance the scientific knowledge in Medical Sciences. Evolution of the total number of citations and journal's self-citations received by a journal's published documents during the three previous years. Not every article in a journal is considered primary research and therefore "citable", this chart shows the ratio of a journal's articles including substantial research (research articles, conference papers and reviews) in three year windows vs. those documents other than research articles, reviews and conference papers. Journal Self-citation is defined as the number of citation from a journal citing article to articles published by the same journal. The Research Journal of Health Sciences is dedicated to promoting high quality research work in the field of health and related biological sciences. About this journal. Journal of Health Science Research (JHSR) is an open access international journal publishing original peer-reviewed research articles. Email(will not be published) We do not publish clinical trials, nursing studies, animal studies, qualitative studies, nutritional studies, health insurance, and hospital management. It measures the scientific influence of the average article in a journal, it expresses how central to the global scientific discussion an average article of the journal is. The purpose is to have a forum in which general doubts about the processes of publication in the journal, experiences and other issues derived from the publication of papers are resolved. International Journal of Medical and Health Sciences is a nonprofit, peer-reviewed, open access international online journal, quarterly published.The journal was started to encourage the research in the field of medicine and health sciences. * Required. Journal of Health Science Studies (JHSS) is a peer-reviewed scholarly journal dedicated to the advancement in all fields of health sciences. The journal publishes original research papers at the forefront of health sciences. The HSI journal is a peer-reviewed journal for the communication of research results and policy issues in the health sciences and related disciplines. In addition, we do not publish the results of laboratory and chemical studies in the field of ergonomics, occupational health, and environmental health. Research Methods in Medicine & Health Sciences is a peer reviewed journal, publishing rigorous research on established "gold standard" methods and new cutting edge research methods in the health sciences and clinical medicine. School of Public Health, Hamadan University of Medical Sciences, Shaheed Fahmideh Ave. Hamadan, Islamic Republic of Iran Postal code: 6517838695, PO box: … Journal of Medical and Health Sciences is an international open access journal. Health Sciences Research is an international journal dedicated to promotion of research in health and allied sciences. The SJR is a size-independent prestige indicator that ranks journals by their 'average prestige per article'. Journal of Research in Health Sciences | Citations: 1 | Read 129 articles with impact on ResearchGate, the professional network for scientists. Since … This journal would serve as a suitable reflection of the activities carried out by researchers in health sciences from all over the world. Galore International Journal of Health Sciences and Research provides publication of articles in all areas of health sciences. The chart shows the evolution of the average number of times documents published in a journal in the past two, three and four years have been cited in the current year. The two years line is equivalent to journal impact factor ™ (Thomson Reuters) metric. Ratio of a journal's items, grouped in three years windows, that have been cited at least once vs. those not cited during the following year. International Journal of Health Sciences and Research (ISSN (Online): 2249-9571) is an Indexed, Peer-Reviewed, Refereed, open access international journal dedicated to promotion of research in health and allied sciences. Journal Overview. The journal is a Bi-annual Publication. This indicator counts the number of citations received by documents from a journal and divides them by the total number of documents published in that journal. The Journal of Research in Health Sciences (JRHS) is the official journal of the School of Public Health; Hamadan University of Medical Sciences, which is published quarterly. American Journal of Health Research (AJHR) provides a forum for sharing timely and up-to-date publication of scientific research and review articles. The Annals of Medical and Health Sciences Research (Print ISSN 2141-9248) is a peer-reviewed Open Access Journal dedicated to publishing of the most comprehensive and reliable research in … However, accepted papers are published online, as soon as the corrected proofs are available, prior to print publication.Disclaimer: Articles appearing in the published ahead-of-print section are posted at the "Post Author Correction" stage of production. The Journal of Health Sciences is published three times per year (April, September, and December) in its printed edition. External citations are calculated by subtracting the number of self-citations from the total number of citations received by the journal's documents. Areas of interest include any aspect of health from a wide range of medical sciences. The journal policy is to publish work deemed by peer reviewers to be a coherent and sound addition to scientific knowledge and to put less emphasis on interest levels, provided that the research constitutes a useful contribution to the field. Journal of Harmonized Research in Medical and Health Sciences , is an official Publication of Journals of Harmonized Research, which is a parent publication of various scientific research journals.The main aim of publication is to circulate the genuine research of national and international level through out the world. The Journal is Indexed in Index Copernicus,Geneva Foundation for Medical Education and Research, i-Scholar, J-Gate Plus, Google Scholar, Genamic Journal Seek, Journal TOC. The set of journals have been ranked according to their SJR and divided into four equal groups, four quartiles. Q1 (green) comprises the quarter of the journals with the highest values, Q2 (yellow) the second highest values, Q3 (orange) the third highest values and Q4 (red) the lowest values. Data Source: Scopus®, Metrics based on Scopus® data as of April 2020, Public Health, Environmental and Occupational Health, The Journal of Research in Health Sciences (JRHS) is the official journal of the School of Public Health; Hamadan University of Medical Sciences, which is published quarterly. Health Care Journal Articles, International Journal of Research in Health Science, International Journal of Health Science and Research, Journal of health communication, Health Communication, Nuclear Medicine Communications, Human Communication Research, Cell Communication and Adhesion, Clinics in Mother and Child Health, Health Education Research & Development, Primary Healthcare: Open … Journal of Health and Social Sciences (abbreviation title "J Health Soc Sci") is an international, peer-reviewed, open access journal related to public health. Scope of Journal Healthcare sector is growing fast with the advent of new technologies and researches in this field. Journal of Medical Research & Health Education is an open access, online, peer reviewed international journal with a primary objective to reach the health sciences professionals with genuine and reliable source of data on current research on medicine and health education.. Journal of Harmonized Research in Medical and Health Science. JRHS is a peer-reviewed, scientific publication which is produced quarterly and is a multidisciplinary journal in the field of public health, publishing contributions from Epidemiology, Biostatistics, Public Health, Occupational Health, Environmental Health, Health Education, and Preventive and Social Medicine. A Post Author Correction article is a composed proof of a peer-reviewed article that has been substantively edited and copyedited, and it con… For topics on particular articles, maintain the dialogue through the usual channels with your editor. The Journal of Research in Health Sciences (JRHS) is a peer-reviewed, scientific publication which is produced quarterly and is a multidisciplinary journal in the field of public health, publishing contributions from Epidemiology, Biostatistics, Public Health, Occupational Health, Environmental Health, Health Education, and Preventive and Social Medicine. International Journal of Research Studies in Medical and Health Sciences is an international open access journal that shares the scientific information to global research community on online podium.
War Movies List, Brake Drum Forge Design, White Bass Record, Cheese Sandwich Protein, Annandale Golf Course Madison, Ms, Thick Carpet Padding, Multivariate Multiple Regression R, Careerbuilder, Llc Chicago, Il, Log Cabins For Sale In New Braunfels, Tx, Roland Dp Pedal, Wolsey Hall Oxford Shop,


Are you struggling in your children's ministry? Wondering whether you're making a difference in children's lives? Looking for ideas that will connect with today's kids? Sure, exciting programs that connect with kids are important. And yes, organising special family events is great. And kids love hands-on activities and games that make the lessons come alive for them.
But there's something that kids are desperately seeking.... and you can provide the answer. Kids are looking for someone who cares about them, who supports and encourages them regardless of what they say and do and .... yes, listens to them- really listens. Are you that person? Are you a caring listener for these kids?
Sometimes, who you are is more important than what you do. Click to tweet.
Today's rapidly changing technology has produced an immense focus on online connection. We're obsessed with knowing instantly the latest news, updates and trends available on our sophisticated devices. But there's a downside to all of the gadgetry—unprecedented distraction. Some of today's biggest diversions come in these tiny packages: smartphones, tablets, mobile gaming devices. As a world, we've never been more connected —or further apart.
But what does this mean for your kidmin families and those kids in your groups, especially the ones who quietly slip almost unnoticed into your programs and events?
When parents and other adults are constantly linked to email or Facebook, how much is left to connect and listen to these children?
In the business of life and the distractions of the ever-present mobile devices, parents frequently just tune out when the kids are talking. We've all done it. When you're tired or focused on other tasks, it's easy to just make the noises that sound like you're listening, but your mind is far away. Listening well to anyone is important and even more so for children. It means being willing to turn the television off, forgetting Facebook until later or ignoring the latest email notification to focus on a child.
1. Be interested and attentive. Children can tell whether they have your attention by how you reply or, for that matter, don't reply. It involves looking at the speaker; getting down on eye level so that you can maintain eye-contact.
2. Encourage talking. Some children need an invitation to start talking. Children are more likely to share their ideas and feelings when others think them important. Ask questions to clarify all that they are saying and to draw them out. Quiet, introverted kids are often overlooked. Encourage each child to talk in a small group environment.
3. Listen patiently. People think faster than they speak. Children often take longer than adults to find the right word. Listen as though you have plenty of time. Don't correct their grammar or use of language. When you listen to children, patience is a virtue.
4. Hear children out. Avoid cutting them off before they have finished speaking. It is easy to form an opinion or reject children's views before they finish what they have to say. It may be difficult to listen respectfully and not correct misconceptions but respect their right to have and express their opinions. Reflect back your understanding of what's been said so that you are clear of what's been said. It also demonstrates your desire to fully understand them.
5. Listen to non-verbal messages. Many messages children send are communicated non-verbally by their tone of voice, their facial expressions, their energy level, their posture, or changes in their behaviour patterns. You can often tell more from the way a child says something than from what is said. When a child comes in obviously upset, be sure to find a quiet time then or sometime later, to sit down with them and lsiten.. Good listening will often reduce tension and solve problems.
Download and print the infographic below and pin it up as a reminder to be present and available to listen to kids.
Good listeners listen with their heart, and isn't this what God would expect of us? What better way to show God's love to the kids in your children's ministry than to take time to listen attentively.
Sometimes, who you are is more important than what you do.


text:
Q: Account Hierarchy - Trigger - Update All Accounts in Hierarchy I have following requirement in hand -
Update each account's field count__c in the Account Hierarchy.
where count__c = Count_of_Custom_Object_Records on Account + count from all Accounts who are child of Custom_Objects Parent Account.
Example :
              Acc1
            /     \
           /       \
          Acc2      Acc3
         /    \
        /      \
       Acc4     Acc5
        |         |
        |         |
   CustObjRec11    CustObjRec13--->Newly Inserted
   CustObjRec12

Also --Acc1 , Acc2, Acc3 can also have  one CustObjRecords each!!
Now, I have value in count__c as below -
(VALUES MANUALLY ENTERED / HAVE ONLY COUNT OF CustObjRecords of itself -Not added Child Accounts CustObjRecords)
Acc1 : 1
Acc2 : 1
Acc3 : 1
Acc4 : 2
Acc5 : 0
if I have above hierarchy with given counts - and I inserted new "CustObjRec13" for Acc5
then  updated Count__c should be
Acc1 : 6= 1 + 4 + 1   (1 of Itself + 4 of Acc2 + 1 of Acc3)
Acc2 : 4 = 1 + 2 + 1  (1 of Itself + 2 of Acc4 + 1 of Acc5)
Acc3 : 1
Acc4 : 2
Acc5 : 1
Code I am trying (Excuse typo -if any)
**
**

1)    I can't use Rollup summary fields. (there is some sort of business
  reason)
  2) I need to do this by writing trigger on "CustObjRecord"
  ONLY.

**
>     ** Few Parents are getting updated (upto 2 level - but in certain situations only) ------but not all accounts in hierarchy.
>     ** Getting 101 SOQL if try to call "getTopParentAccount" method.

**
  public with sharing class CustObjRecordTriggerHelper1 {

    public boolean flag;
    public static List<Account> accountHierarchyList = new List<Account>();
    public static Map<ID,Account> accountDetailsMap = new Map<ID,Account>();
    public static Map<ID,List<Account>> parentChildLinkedListMap = new Map<ID,List<Account>>();
    public static Map<ID,Integer> accountIdLevelMap = new Map<ID,Integer>();
    public static Decimal totalcount;
    public void updateNoOfCustObjRecord(){

        try{

            Map<Account,List<CustObjRecord__c>> mapAccountCustObjRecord = new Map<Account,List<CustObjRecord__c>>();
            Map<ID,ID> Child_To_TopAccount=new Map<ID,ID>();
            List<Account> lstAccounttoUpdate = new List<Account>();
            List<Account> lstAcc1 = new List<Account>();
            Set<ID> setParentAccID = new Set<ID>();
            Integer finalCount=0;

           //Store Accounts Id's in set for all Triggered CustObjRecord
            for(CustObjRecord__c objRef : (List<CustObjRecord__c>)Trigger.new){
                 setParentAccID.add(objRef.CustObjRecord_By__c);
                /*if(objRef.Referred_By__r.ParentID !=null){
                    Child_To_TopAccount.put(objRef.Referred_By__c,objRef.Referred_By__r.ParentId);
                }
                */
            }

            /* Generate a Map which will store Account and its Lists of referrals
            //Query only Account (and all its child Referrals) who are immediate parent of Triggered Referral records
            */
            List<Account> listAccount = [SELECT id,count__c, (SELECT id,referral__c,Referred_By__c FROM CustObjRecords__r) FROM Account WHERE ID IN :setParentAccID];
            for(Account objAccount : listAccount){
                mapAccountReferral.put(objAccount, objAccount.CustObjRecords__r);
            }
            System.Debug('----mapAccountCustObjRecord--'+mapAccountCustObjRecord);

            //Store Child - top Parent id's --- only those who has parent
            //**Child_TopAccount= getTopParentAccount(setParentAccID);

            for(Account acc: mapAccountCustObjRecord.keySet()){

                    /***** Get Count of Each immediate Account till topAccount.
                     *
                     */

                    /***** GOT count of Top Parent Account
                    //Get the Top Parent Account of an Triggered Account -- and count for the same.
                    Account topAccountID=null;
                    topAccountID = Child_TopAccount.get(acc.id);
                    if(topAccountID==null){
                            topAccountID=acc.ID;
                    }
                    Decimal totalcount = getCountofCustObjRecord(topAccountID);
                        acc.count__c= totalcount;
                        lstAccounttoUpdate.add(acc);
                    */

                    // **** Get Count of Triggered Account and its childs
                    //Self and immediate Childs count storing method call
                    totalcount = getCountofCustObjRecord(acc.ID);
                    acc.count__c= totalcount;
                    lstAccounttoUpdate.add(acc);
            }
            /*//**** TRY ->Once all Triggered records done with their count updates-
            // In the end run this to traverse hierarchy and update counts accordingly.
            for(ID aid: Child_To_TopAccount.keySet()){
                totalcount = getCountofCustObjRecord(aid);
                //if(mapAccountCustObjRecord.get(aid) == null){
                //mapAccountCustObjRecord.put(aid).of_Ref__c= totalcount;
                //lstAccounttoUpdate.add();  ---HOW to take record from MAP<id,id> into list<account> //UPDATE MAP itself
                // }
            }
            */
            if(lstAccounttoUpdate.size()>0){
                update lstAccounttoUpdate;
            }

        }
        catch(Exception e){
            system.debug ('ERROR:CustObjRecordTriggerHelper=> updateNoOfCustObjRecord:' + e);
        }
    }

      //Method to get Top Level Parent Account in Hierarchy
    public static Map<ID,ID> getTopParentAccount(Set<ID> AcctIds){
        Map<Id,Id>Child2Parent = new Map<Id,Id>();
        List<Id> Accnts = new List<Id>();
        Accnts.addAll(AcctIds);
        Set<Id>Acts2 = new Set<Id>();
        Acts2.addAll(AcctIds);

        While(Acts2.size() > 0)
        {
            List<Account>accnts2 = [SELECT ID, ParentId FROM Account WHERE ID IN :Accnts ];

            for(Account a:accnts2){
                if (a.ParentID != null) {
                    //put record into map
                    Child2Parent.put(a.Id,a.ParentId);
                } else if(a.ParentID == null) {
                    //remove account with parent from list of accounts to query
                    //since this means parentId == null
                    Acts2.remove(a.Id);
                }

            }

             if(Acts2.size() == 0) break;
             Accnts2.clear();
        }
        // return map of accounts 2 ulitmate parent account
        return Child2Parent;

    }

    //Method to get count of Self CustObjRecord and immediate Child Accounts Referrals
    private static Decimal getCountofCustObjRecord(ID acctid){
         // Need to traverse Child Account Trail - to generate Level & Details Map
         getChildAccountsInHierarchy(acctid);

        Decimal count=0;
        for(ID accid : accountIdLevelMap.keySet()){
                /* $$$$ --- THIS MIGHT BE CAUSING AN ISSUE ---- $$$$  --- 0 & 1 Levels count only.
                 * but thought of adding so BECAUSE -> One should get count of CustObjRecord from its immediate childs
                 * and himself
                 */
                if(accountIdLevelMap.get(accid)==0 || accountIdLevelMap.get(accid)==1){
                    count += accountDetailsMap.get(accid).of_Ref__c;
                }
        }
        return count;
    }

    public static void getChildAccountsInHierarchy(Id parentAcctId) {

        Boolean endTraversing = false;
        Integer accountLevel = 0;
        String query;
        List<Account> acctList = new List<Account>();
        Set<ID> parentIdList = new Set<ID>();

        parentIdList.add(parentAcctId);

        while(!endTraversing) {
            // observe closely at the WHERE clause, that's the key
            if(accountLevel == 0) {
               query = 'select Id, Name, ParentId, from Account WHERE Id IN :parentIdList';
            } else {
               query = 'select Id, Name, ParentId from Account WHERE ParentId IN :parentIdList';
            }
            acctList = Database.query(query);

            if(acctList.size() == 0 ) {
               endTraversing = true;
            } else {
               parentIdList.clear();
               acctList.sort();
               Account a;
               for(Integer i = 0; i < acctList.size(); i++ ) {
                   a = acctList.get(i);
                   parentIdList.add(a.Id);

                   // populate the account id and level and details maps to be later used
                   accountIdLevelMap.put(a.Id, accountLevel);
                   accountDetailsMap.put(a.Id, a);

                   if(accountLevel > 0) {
                       // create the map of parent and related child accounts
                       // this is the key part of the iteration which takes
                       // care of adding the parent and related child
                       if(parentChildLinkedListMap.get(a.ParentId) == null) {
                           parentChildLinkedListMap.put(a.ParentId, new List<Account>());
                       }
                       parentChildLinkedListMap.get(a.ParentId).add(a);
                       parentChildLinkedListMap.get(a.ParentId).sort();
                    }
               }
               accountLevel++;
            }
        }

        // populate the list in the way they appear in the hierarchy
        addChildAccountsToList(parentAcctId);
        System.Debug('--------accountHierarchyList---'+accountHierarchyList);
        //return accountHierarchyList;
    }

    private static void addChildAccountsToList(Id parentAccountId) {
        Account a = accountDetailsMap.get(parentAccountId);
        accountHierarchyList.add(a);

        // get all associated child accounts for this parent from the map populated
        // then call the method recursively till the last node of the account is reached
        // below we add records in order of their appearance in tree
        List<Account> childAccounts = parentChildLinkedListMap.get(parentAccountId);
        if(childAccounts != null) {
            childAccounts.sort();
            for(Account acct : childAccounts) {
                // recursion
                addChildAccountsToList(acct.Id);
            }
        }
        // finally return to get out from the stack
        return;
    }
}

*

*(please execuse for the messy Code)

A: I ran into a similar issue for a project that I was on last year in which I was dealing with managing the blocks of IP Addresses that my company controls. In my case, the hierarchy could be up to 17 levels deep (with some 2^16 possible records indirectly related to a single block of IP Addresses).
You really have 2 issues to tackle in this question:

*

*How do I get a count of all CustObjRecords directly related to this account?

*How do I get a count of all CustObjRecords related to child accounts?

For the sake of this answer, I'll assume that the relationship between accounts is a field called Parent_Account__c (self-relationships must always be lookup relationships), and the relationship between your CustObjRecord and Account is a master-detail relationship on CustObjRecord called Account__c.
I'll also assume that you have 3 fields on Account, Direct_Count__c, Indirect_Count__c, and Total_Count__c. Total_Count__c would simply be a formula field that adds Direct_Count__c and Indirect_Count__c.
In this situation, you can make a rollup summary field to count the number of CustObjRecords directly related to each Account.
If Account and CustObjRecord have a lookup relationship, you could accomplish this step by using Andrew Fawcett's Declarative Lookup Rollup Summary Tool
That takes care of the first part. The second part is a bit...thornier.
If you have the Master-Detail relationship between CustObjRecord and Account, or if you're using the declarative rollup summary tool, you will have a trigger fired on Account before/after update.
Supporting a hierarchy of arbitrary height means that traversing up the hierarchy using Parent_Account__r multiple times is not viable (limited to 5 levels). Using additional queries for each level of the hierarchy is also ill-advised (queries are a precious resource!).
You could possibly use the declarative rollup summary tool for this part as well, but that would still use 1 query per level of your hierarchy.
To allow for a hierarchy of arbitrary height, you'll need an additional piece of information. You'll need to, on every Account record, keep track of the Id of the root of the hierarchy. This could be a lookup field, or it could simply be a text field. I'll call this field Root_Account__c.
This will allow you to use a single query to grab all of the records that will need to be updated (and potentially several that don't).
The general structure of your Account trigger will look something like this:

*

*Loop through trigger.new, and build a Set<Id> containing the Ids of the hierarchy roots involved

*Map<Id, Account> accountsWithChildren = new Map<Id, Account>([SELECT Id, (SELECT Id, Direct_Count__c FROM Child_Accounts__r) FROM Account WHERE Id IN <set of root ids> OR Root_Account__c IN <set of root ids>]);

*Use some good, old-fashioned recursion to calculate the Indrect_Count__c for each level in a top-down manner (not using recursion, and working this bottom-up is possible, but a lot more work)

The recursive bit could look like this:
public Integer calculateIndirectTotals(Account startingAccount){
  Integer indirect = 0;

  for(Account child : accountsWithChildren.get(startingAccount.Id).Child_Accounts__r){
    indirect += calculateIndirectTotals(child);
  }

  // The map<Id, Account> below is declared outside of this method
  accountsToUpdate.put(startingAccount.Id, new Account(Id = startingAccount.Id, Indirect_Total__c = runningTotal));

  return runningTotal + startingAccount.Direct_Count__c;
}

Now, as is, this code would likely run into some issues (accountsToUpdate probably includes the account(s) that are part of the update trigger that kicked off this method, which would lead to a SELF_REFERENCE_FROM_TRIGGER exception), but the basic idea should be sound.
+edit:
After I had written my answer, it was revealed that there are some additional constraints:

*

*A rollup summary field can't be used on Account

*We can only touch the trigger for CustObjRecord
The constraint that only the trigger for CustObjRecord can be touched is the most disruptive. If Count__c needs to be kept up to date in near real-time, then the Declarative Lookup Rollup Summary tool is no longer a viable option (as it needs its own trigger on the child object to function in real-time mode, and order of trigger execution, when there are multiple triggers on an object, is not guaranteed).
If you can live with updating Count__c on a looser schedule
That is to say, not real-time (or near real-time). In this case, you're probably best served by the bottom-up approach using batchable (or queueable) apex as mentioned by crop1645 and Ratan.
The idea here is that you have a field on Account that keeps track of whether or not that Account needs to be updated. Initially, the trigger on CustObjRecord (for newly inserted, or updated, records) will aggregate the Accounts related to the CustObjRecords taking part in your trigger, and DML update those Accounts.
From there, you schedule a batch job. The batch Apex needs to end up running two queries

[SELECT Account__c, COUNT(Id) FROM CustObjRecord WHERE Account__r.Update_Account_Count__c = TRUE GROUP BY Account__c]

and

[SELECT Parent_Account__c, SUM(Total_Count__c) FROM Account WHERE Parent_Account__r.Update_Account_Count__c = TRUE GROUP BY Parent_Account__c]

The first query takes care of calculating Direct_Count__c, and the second query takes care of calculating Indirect_Count__c.
Finally, you update the Accounts taking part in the current batch job, setting their direct and indirect counts and, very importantly, unset Update_Account_Count__c. You'll also need to set Update_Account_Count__c for the parent accounts of the Accounts taking part in the current batch job. Then, you chain the next batch job in the finish() method of your batch apex class.
If everything goes right, the batch jobs will continue to chain until you reach the top of your hierarchy. Each new batch in the chain is in its own execution context, so you won't run into the 100 SOQL query limit by virtue of the batch apex alone.
If you need the counts updated as soon as possible
Then you'll need to expend a few more queries to get things set up.
CustObjRecord's trigger will need to do the work of updating the Direct_Count__c of the Accounts related to the records in your CustObjRecord trigger. That particular query is simple (gather affected accounts, use COUNT(Id) to query/count all the CustObjRecords related to those accounts, dml update).
The code to calculate Indirect_Count__c can easily be put into CustObjRecord's trigger instead of Account's trigger. The only difference is that you'll need to query for the Root_Account__c of the affected accounts instead of being able to grab that information from a trigger context variable.
+edit2:
That's all well and good, but how can I identify the Account at the top of the hierarchy?
In my original answer, I mentioned having a field Root_Account__c on every Account. This field isn't automatically populated, you'll need to have a plan to maintain the integrity of this field going forward, and you'll need to figure out a way to update your existing accounts so that they contain this information.
If Root_Account__c is a text field, a simple workflow rule set to run on creation every new Account with a field update to set Root_Account__c to Parent_Account__r.Root_Account__c (or to its own Id if it doesn't have a parent) would take care of adding new leaf nodes and roots. You still have other cases to worry about (deleting the root, deleting another non-leaf node, adding a new node above the current root, etc...), but handling those cases would be a separate question. This doesn't populate Root_Account__c on your existing accounts, however.
Without touching Account's trigger, your best bet to accomplish both tasks is probably a batch job that is called via another class that implements the Scheduleable interface (so that your batch job is being regularly run). You can schedule a batch job to run once via system.ScheduleBatch(), which I imagine can be done through executing anonymous apex in the developer console.
The batch class here would work top-down. The query for the batch could look something like this:

[SELECT Id, Parent_Account__r.Root_Account__c FROM Account WHERE (Parent_Account__c = null AND Root_Account__c = null) OR (Root_Account__c = null AND Parent_Account__r.Root_Account__c != null)]

This would pull the Accounts at the top of your hierarchies which haven't been set up to support the other group of Accounts that this query also pulls, the set of Accounts which don't have Root_Account__c set but have a parent that does.
Those null values in the query are problematic though. It will make the query slow, and it will outright fail from not being a selective query if you have enough Accounts (>= 100,000)
A better way to do this would be to do a little more prep work.

*

*create one more field on Account, a checkbox field which I'll call Needs_Root_Populated__c, and defaulted to true.

*With anonymous apex, query for all the root Accounts (those with no parent), set Root_Account__c to their own Ids, and unset Needs_Root_Populated__c
The query can then become

[SELECT Id, Parent_Account__r.Root_Account__c FROM Account WHERE Needs_Root_Populated__c = true AND Parent_Account__r.Needs_Root_Populated__c = false]

This won't pull new root accounts, but the query should be much more selective.
The last thing left to do is to use that query to update the Accounts that were pulled, and then to chain another batch so this process continues down to the last leaf node in your hierarchies.
This makes the Root_Account__c information available at all levels of your hierarchy. You simply need to query for this field on the Accounts whose Direct_Count__c is being updated in CustObjRecord's trigger.


This hub offers an explanation of the steps involved in performing a factor analysis. Factor analysis is a quantitative statistical analytical tool to help researchers boil research data down to common characteristics of phenomena in social science and/or behavioral science research. For instance, this hub attempts to reduce research data to common characteristics of a leadership style called servant leadership. Participants from two countries which I have labeled happyland and dreamland were asked to rate their bosses (on a scale of 1 to 5 - 5 being best) on how well their bosses exemplify information presented in 18 statements. The gathered scores were then entered into a software program called SPSS (or PASW 18.0) to be analyzed for common characteristics of servant leadership. The information in this hub is rather technical in nature and the novice may need to read through it a few or more times to get everything out of it.
This hub presents an example of a comparative study of two cultures as related to three component variables of a servant leadership theoretical construct including love, humility, and vision involvement. The purpose of the article is to describe the process of a factor analysis as prescribed by Hair, Black, Babin, Anderson, and Tatham in their book Multivariate Data Analysis (2006). This how-to guide for factor analysis is presented in the context of a scenario wherein the object was to determine if the dimensions of the leadership behavior measures are the same for two countries as well as to compare the levels of each dimension in each country.
After determining the structure of the composite variables, the composite variables were tested for reliability employing the Chronbach alpha reliability coefficient. Finally, it should be noted that the three analyses were run in succession of each other, but the results are reported side by side in the interest of a more parsimonious presentation.
According to Hair et al., the starting point in factor analysis is the research problem and the underlying variables related to the research problem to determine whether the research problem and variables lend themselves to factor analysis. First, Hair et al. observed "The general purpose of factor analytic techniques is to find a way to summarize the information contained in a number of original detailed variables into a smaller set of new, more generalized composite dimensions" (p. 107). Hair et al. also suggest perusing the original variables or items involved in the study to determine whether they are related to the suggested study. One of the chief objectives of this study was to summarize 18 variables into a smaller set of more general composite variables related to leadership behaviors. Moreover, the 18-items in the survey seemed related to three leadership behaviors coded by data collectors as Service (items 1-6), Humility (items 7-12), and Vision Involvement (items 13-18). These conditions suggested that factor analysis would be a fitting technique for data analysis of this study.
Hair et al. contend that the design of a factor analysis involves (a) considering the type of variables involved in the study and (b) how many variables should be included (pp. 111, 112). The type of variables best suited for factor analysis are metric rather than nonmetric variables due to that metric variables are more easily measured by several types of correlations. As to how many variables should be included in a factor analysis study, Hair et al. suggest that the number of variables depends on the sample size. They suggest that the factor analysis technique is most effective with a sample size of 100 or larger (p. 112). Moreover, they suggest that as a general rule a minimum number of five observations per variable with a more acceptable number being ten observations per variable. This study included 18 metric variables and 157 participants, a ratio of over 8:1 both acceptable conditions for factor analysis.
3. Measure of sampling adequacy values must exceed .50 for both the overall test and each individual variable. (p. 115).
4. Re-examination of country data for Happyland participants after obtaining results from steps 2 and 3.
In conjunction with the rules of thumb set forth by Hair et al. concerning testing assumptions of factor analysis, data sets for each country separately (Happyland and DREAMLAND) and the two countries together were run through SPSS software which prepared correlation matrices for each data set. Tables 1-3 display the correlation matrices for Happyland, DREAMLAND, and Happyland and DREAMLAND together. Additionally, Bartlett's test of sphericity and Kaiser, Meyer, and Olkin's measure of sampling adequacy were run on each of the data sets. Table 4 presents the results of the Bartlett's and KMO tests.
Tables 1-3 show the correlation matrices for the 18 items measuring for three leadership behaviors of participants from Happyland, DREAMLAND, and Happyland and DREAMLAND together. Table 1 shows the correlation matrix for the data collected from the participants from Happyland. Inspection of the correlation matrix depicted in Table 1 revealed that 132 of 153 correlations (86%) as statistically significant at the .01 level. Moreover, it was noted that of the 21 correlations displayed in Table 1 that were not found to be statistically significant at the .01 level, 16 were significant at the .05 level and five fell outside the acceptable limits of significance. It was also noted that of the 21 correlations not statistically significant at the .01, 20 were linked to the variables 7-12 which data collectors coded as linked to the leadership behavior labeled humility. Table 2 shows the correlation matrix for data collected from the participants from the DREAMLAND. Inspection of the correlation matrix depicted in Table 2 revealed 151 of 153 correlations (97%) significant at the .01 level. Table 3 shows the correlation matrix of DREAMLAND and Happyland together. Inspection of the correlation matrix depicted in Table 3 revealed 153 of 153 correlations (100%) significant at the .000 level. According to Hair et al., these findings of correlation provided an adequate basis for proceeding to an empirical examination of adequacy for factor analysis on both an overall basis and for each variable (p. 141).
After examining the three correlation matrices, the overall significance of those matrices was assessed with the Bartlett's Test of Sphericity. Additionally, the factorability of the overall set of variables and individual variables were assessed using the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy. The results of the Bartlett's and KMO tests as run in SPSS are displayed in Table 4. The Bartlett's Test found that correlations in all three data sets were significant at the .01 level and KMO tests yielded scores of .878, .927, and .947 respectively well within the acceptable levels claimed by Hair et al. Altogether, the results of the Bartlett's tests and KMO measures of sampling adequacy indicated that the set of variables was appropriate for factor analysis.
One last note in this stage, measures of sampling area (MSA) aid in assessing partial correlations. Hair et al. suggest that MSA values under .50 should be eliminated from consideration for factor analysis. Checking each of the three correlation matrices revealed that item 7 in the data for Happyland and item 15 in the data for both DREAMLAND and Happyland-DREAMLAND together did not have adequate partial correlations with values over the .50 threshold. Those findings were noted before proceeding to the next stages of analysis. Moreover, in order to confirm results, the Happyland data set was re-run with item 7 was eliminated from the data before running the analysis in SPSS.
According to Hair et al., the fourth stage of factor analysis includes decisions to be made concerning (a) the method of extracting factors - i.e. choosing between component analysis (principal component analysis in the SPSS software package) or common factor analysis (principal axis analysis in the SPSS software package); and (b) the number of factors to select to represent the underlying structure. Hair et al. posit that component analysis is used when the objective is to summarize most of the original information (variance) in a minimum number of factors while common factor analysis is used primarily to identify underlying factors or dimensions that reflect what the variables share in common (p. 117). This primary purpose of this study was to summarize the data into a minimum number of composite variables and not necessarily to identify underlying factors or dimensions, therefore principal component analysis was chosen as the method to extract factors.
After selecting the extraction method, this stage also includes identifying the number of factors to select to represent the underlying structure. Without going into the theoretical basis for the decision, this study looked for factors with eigenvalues greater than 1. According to Hair et al., "eigenvalues represent the amount of variance accounted for by a factor" and are employed in accordance with the latent root criterion, which is the most common used technique for determining the number of factors to extract (p. 102). Initial results for the extraction of component factors for each of the three data sets yielded (a) Happyland only – three factors with eigenvalues greater than 1.0; (b) DREAMLAND only – two factors; and (c) Happyland-DREAMLAND together – two factors. Tables 5-7 show the three initial eigenvalue tables.
Most of the above process was carried out by the SPSS 18.0 software program.
Before beginning the five step process, the respective researcher must select a method of factor rotation and identify the significant factor loadings based on sample size. For the purposes of this study, the VARIMAX factor rotation method was selected. In regards to identifying the significant factor loadings, the sample for Happyland only data was 60 participants requiring factor loadings of .70 or higher; the sample size for DREAMLAND only data was 97 participants requiring factor loadings of .60 or higher; and the overall sample size for Happyland-DREAMLAND together was 157 participants calling for factor loadings of .45 or higher. Beyond examination of factor loadings, Chronbach alpha reliability coefficients were also run to test the reliability of the structure of the revealed composite variables.Tables 10-14 show a progression of Factor Matrices for Happyland only data from inception through elimination according to factor loading requirements; Tables 17-19 show a similar progression of factor matrices for DREAMLAND only data; and Tables 22-24 show a progression of factor matrices for Happyland-DREAMLAND data. Chronbach alpha tests for reliability are reported in the text when appropriate for each data set.
The initial run of the Happyland only data yielded three factors with what seemed to this researcher to be jumbled results. Only 12 of 54 factor loadings were within the limit .70 factor loading limit as recommended by Hair et al. (see Table 8) and only a trace of an underlying structure was revealed. A re-reading of Hair et al.'s chapter on factor analysis led to re-examination of correlation matrix shown above in Table 1 which revealed that item 7 could be eliminated due to no partial correlations of .50 or higher.
After elimination of those six items, the remaining items were run for a third time with the assistance of SPSS, but yielded only two factors as shown in Table 10. Examination of factor loadings revealed that the last item connected to the leadership behavior humility (Item 12) could be eliminated due to elimination of a corresponding factor. Moreover, a clear structure was revealed for the two remaining factors which were then labeled service and vision involvement, respectively.
Chronbach alpha reliability tests were run on the two composite variables with only the remaining variables included in each test. The tests yielded the following results: Service (5 items, Chronbach α = .93) and Vision Involvement (5 items, α = .84). One final note: two the five items in the vision involvement factor fell below the .70 factor loading threshold and could have been eliminated; however, eliminating them weakened other factors in the structure and or the reliability of the composite variable. For instance, eliminating Item 17 resulted in a Chronbach α of .79 and also caused Item 14 to fall under the .70 threshold, so Item 17 was retained. This determination was in conjunction with Hair et al.'s comment that the good researcher must examine the data both objectively and subjectively and use multiple methods including intuition when attempting to interpret the factors in factor analysis (p.144, 146). Tables 8, 9, and 14 show descriptive statistics, eigenvalues, and final factor matrix for participants from Happyland.
For this study, the sample size for the DREAMLAND was 97 participants, requiring factor loadings of .60 or higher (Hair et al.). The initial run through the SPSS software yielded two factors returning 15 of 36 factor loadings over the .60 threshold (see Table 17). Moreover, the rotated component matrix suggested a fairly well-defined structure with none of the 18 pairs of factor loadings cross-loading at the .60 threshold. It was interesting to note that each of the six items that seemed connected to the leadership behavior humility (Items 7-12) (a) yielded factor loadings above the minimum .60 threshold, (b) did not force a third composite factor of its own, but instead (c) loaded up under the Factor 1 (labeled Service in the analysis of Happyland data). However, since the items that seemed to be underlying variables of the leadership behavior humility (Items 7-12) did not yield their own factor, they were eliminated (perhaps prematurely).
After the elimination of Item 15, the remaining eleven variables were run SPSS 18.0 once more and yielded the results presented in Table 19. Just as with the data from Happyland, the resulting two composite factors were tested for reliability with Chronbach alpha test. The tests yielded the following results: Service (6 items, Chronbach α = .94) and Vision Involvement (5 items, α = .84). However, after receiving these results, it seemed to this researcher that eliminating Items 7-12 was pre-mature, for even though they did not yield an anticipated factor they did yield significant factor loadings under Factor 1 (the leadership behavior service). In fact, re-instating them into the model for the DREAMLAND data yielded a stronger Chronbach alpha score suggesting that DREAMLAND participants perceived humility as a dimension of the leadership behavior service. With the dimensions of humility reinstated, Service (12 items, Chronbach α = .96). Tables 15, 16, and 20 show descriptive statistics, eigenvalues, and final factor matrix for participants from DREAMLAND.
The total sample size of all participants from Happyland and the DREAMLAND together was 157. According to Hair et al., a sample size of 150 or more requires factor loadings of .45 or higher. Given this criteria, the results of the initial factor analysis (aided by SPSS 18.0 and shown in Table 22) were similar to those of the DREAMLAND only data except that four of the six items linked to the leadership behavior humility (Items 8-11) cross loaded at the .45 threshold. Accordingly, those four items were eliminated.
Upon elimination of Items 8-11, the data was run through SPSS a second time which yielded the results presented in Table 23 (see below). While all of the remaining eight items under Factor 1 had more than adequate factor loadings, item 7 was eliminated because (a) eliminating it would not affect the Chronbach reliability score and (b) from the researcher's perspective, it did not seem to fit the leadership behavior notion of service. This later decision was based on Hair et al.'s suggestion that researchers should use both objective and subjective means including personal intuition in the process of factor analysis. Item 12 was retained because it does seem to the researcher that expressing a demeanor of humility is tied to the behavior of service. Besides item 7, Item 15 was eliminated also because it even though its factor loading of .51 was over the .45 threshold, it was so far below the loadings of other factors that it seemed it should be eliminated. This was in conjunction with Hair et al.'s further suggestion that factor loadings at the low end should meet higher criteria given a factor solution that has a larger number of factors (p.129).
After the elimination of Item 15, the remaining 12 variables were run SPSS 18.0 once more and yielded the results presented in Table 24. The resulting two composite factors were tested for reliability with Chronbach alpha test. The tests yielded the following results: Service (7 items, Chronbach α = .94) and Vision Involvement (5 items, α = .89). Tables 20, 21, and 24 present the descriptive statistics, eigenvalues, and final rotated factor matrix for the Happyland-DREAMLAND participants together.
The results of this factor analysis from the data gathered from participants from Happyland and DREAMLAND seemed to suggest two factors related to leadership behaviors. Those two leadership behaviors derived from those factors were service and vision involvement. It was anticipated that a third leadership behavior i.e. humility would emerge from the data but it did not.
People mistakenly associate being humble with being overly modest, passive, or self-effacing. To the contrary, humble leaders can be very bold when it comes to their sense of values, morality, and doing the right thing. They view their leadership as an awesome responsibility that affords them a position of trust and stewardship to take care of the people entrusted to them. (p. 3).
As applied to servant leadership, humility guides the servant leader to lead from an authentic desire to help others and search for ways to serve others by staying in touch with subordinates within the organization (Swindoll). Moreover, those leaders who practice humility are (a) willing listeners; (b) accept accountability to those they serve; and (c) openly accept criticism and advice (Patterson, 2003; Harrison, 2002; Blanchard, 2000).
In servant leadership theory, vision refers to the idea that the leader looks forward and sees the person as a viable and worthy person, believes in the future state for each individual, and seeks to assist each one in reaching that state. (p. 18).
Greenleaf (1977); Buchen (1998); Farling, Stone, and Winston (1999); and Harvey (2001) all acknowledged that vision for each individual in the organization was a fundamental aspect of servant leadership (Patterson, 2003).
4. and, serving as a role model in behavior and style that sets the foundation the servant-led organizational culture (p. 7; Lytle, Horn, & Mokwa, 1998).
The three composite variables presented above were used in this study to compare leadership behaviors between participants from Happyland and the DREAMLAND. The overall result yielded seven dimensions related to the leadership behavior service, five related to vision (or vision involvement as in the survey), but none specifically related to the composite variable of humility. However, a comparison of the respective country data of Happyland and DREAMLAND separately seemed to indicate that participants from the DREAMLAND perceived qualities of humility as part of the leadership behavior of service. In contrast, the data from participants from Happyland did not indicate any aspect of humility as part of the leadership behavior of service and furthermore did not see modeling service in behaviors and attitudes as part of the leadership behavior of service (Item 6) either.
In regards to the leadership behavior of vision (vision involvement), a comparison of the three data sets yielded five dimensions of the construct with four of the five similar including items 14, 16-18. However, the Happyland participants perceived item 15 – i.e. "and I have written a clear and concise vision statement for our company" as the fifth dimension of leadership behavior of visionwhereas the DREAMLAND and Happyland-DREAMLAND data yielded Item 13 – i.e. "has sought my vision regarding the organization's vision" as the fifth dimension. There seems to be a subtle difference between these two statements and their underlying outlooks, suggesting that (a) leaders from Happyland allow subordinates to be involved in the actual writing of the corporate vision whereas (b) those from the DREAMLAND take personal goals of subordinates into consideration when crafting a corporate vision, but may not include subordinates in the actual writing of that vision. This subtle difference between the two cultures in this area could reflect difference orientations in regards to the cultural dimension of collectivist and individualist societies (House et al., 2004). Happyland has been described as a more collectivist society which may lead to joint decisions in crafting corporate visions whereas the DREAMLAND has been described as a more individualistic society which may lead to personal considerations being included in vision crafting (King, MacLaughlin, & Thomas, n.d.; House et al.).
Learning to perform a proper analysis of Strengths, Weaknesses, Opportunities, and Threats (SWOT) is a necessary task to plan an organization's strategic direction. This sample term paper explores the construction of a prpoper SWOT analysis.
Qualitative and quantitative statistical analysis can be very helpful to a business or organization wishing to formulate an effective marketing strategy. Yet, understanding qualitative and quantitative statistics and its tools can be very confusing..
This article presents a very brief and basic description of rotation in factor analysis. Rotation refers to the rotation of the xy-axis to find more closely aligned components of theoretical construct or model.
(2010). Publication Manual of the American Psychological Association – 6e. Washington, D.C.: American Psychological Association.
Covey, S. R. (2002). Servant-Leadership and community leadership in the twenty-first century. In L. Spears (Ed.). Focus on leadership: Servant-leadership for the 21st century (pp. 27-34). New York: John Wiley & Sons, Inc.
Farling, M. L., Stone, A. G., & Winston, B. (1999). Servant leadership: Setting the stage for empirical research. Journal of Leadership Studies, 6(1/2), 49-72.
power and greatness. New York: Paulist Press.
Hair, J. E., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2006). Multivariate Data Analysis. Upper Saddle River, New Jersey: Pearson-Prentice Hall.
House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta. V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. ThoDreamlandnd Oaks, California: Sage Publications.
Kimura, R. (2007). Developing Christian Relief and DevelopmentNGOs' Cambodian Staff toward Becoming ServantLeaders. Servant Leadership Research Roundtable. School of Global Leadership and Entrepreneurship – Regent University.
King, D., MacLaughlin, R., & Thomas, C. (n.d.). Happyland. Cultural Portfolios Site | DePauw University.
of organizational service-orientation. Journal of Retailing, 74, 455.
O'Leary, M. and Meas, N. (2001). Learning for Transformation: a study of the relationship between culture, values, experience and development practice in Cambodia, Phnom Penh: VBNK.
Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.
Sandage, S. J., & Wiens, T. W. (2001). Contextualizing models of humility and forgiveness: A reply to Gassin. Journal of Psychology and Theology, 29, 201.
Swindoll, C. R. (1981). Improving your serve. Dallas, TX: Word Publishing.
Waddell, J. T. (2006). Servant Leadership. Servant Leader Research Roundtable. School of Leadership Studies – Regent University.
Williams, F. & Monge, P. (2001). Reasoning with Statistics. Belmont, CA: Thomas Higher Education.
Winston, B. (2002). Be a leader for God's sake. Virginia Beach, VA: Regent University-School of Leadership Studies.
Wis, R. (2002). The conductor as servant leader. Music Educators Journal, 89(17).
Yukl, G. (2006). Leadership in Organizations. (6th Ed). Upper Saddle River:Prentice Hall.
Gun Rights: Part 2: Violent Crime: Will Reasonable Gun Control Save Lives?
Informative commentary , I Appreciate the information ! Does someone know if I can find a blank AF IMT 103 form to use ?
Hi ginaunn! Thank you for your wonderful question. I apologize for the slow response. I suppose UNN stands for a university. What university does it stand for? You can access my articles by googling my name Eric Coggins and Hubpages, Suite101, or Ezinearticles.
how can we students in UNN have acess to your write ups.
Thank you Ahmed for your feedback and suggestions. I have added an opening paragraph as you mentioned. Even so, in days ahead I will revisit and revise this hub to make it more useful for those who are just starting to learn statistical analysis. The subject can be quite useful and even fun to learn and use.
Ecoggins I have tried to read the bub however it I couldn't. It would have been better if you would had just described a little about what exactly the hub is all about. This is to take the non subject experts to be able to prepare themselves to read it.
Or if you thing that what you are writing is of too advanced level to be undertood by normal reader. In that case it would have been better to write in first paragraph about the intended reader of your hubs.
perrya, thank you for your candor and feedback. I am impressed that you have posted over 1100 hubs in just three years. I will sincerely take your comments into careful consideration.
Such a dry, boring hub. Oh, too long. why would this be useful?


You'll receive services that are personal and holistic. This combination will help you preserve your wealth for the next generation and beyond.
Your relationship team will get to know the wealth goals you have for yourself and your family and will work with your family office and other third parties as needed. They'll be your guide to all of your exclusive wealth management services.
And know that, as your assets increase—from $5 to $50 million and beyond*—so will the level of support you receive.
Depending on your personal needs, your relationship team can expand to include a dedicated financial advisor through Vanguard Personal Advisor Services®. He or she will manage your assets and partner with the rest of your team to implement a holistic wealth plan that can start now and continue with your loved ones later on. And as you'd expect, our advisory fees are some of the lowest in the industry.
Certified Financial Planner™ professionals from Vanguard Personal Advisor Services are available to consult with you whenever you need financial advice on a variety of topics.
If you receive ongoing portfolio management through Vanguard Personal Advisor Services, your financial advisor will work with you to develop a custom financial plan and will manage your assets according to your plan.
Our specialists can help you make a plan to preserve your wealth for future generations. For example, we can discuss potential estate tax strategies, help you develop an estate plan, and consult with you on Roth conversions and other wealth transfer techniques.
Our trust services can help take the burden of trust management off you and your family. You can appoint us as the financial advisor for your trust, letting us manage the investments on behalf of your chosen trustee.
We can also serve as your corporate trustee, co-trustee, or successor trustee. You can be assured that when you appoint us as a trustee, we'll provide proper and impartial oversight, always keeping the objectives of your trust in mind.
Experts can advise you on the best ways to minimize your tax burden. You'll have access to our experts who can help you with alternative minimum tax (AMT) planning, strategic asset allocation, tax-loss harvesting, and more.
Research demonstrates the importance of empowering your heirs so your wealth can successfully transition someday.** Through our Vanguard Family Matters® program, we'll help you with preparing family members, getting investment knowledge, and creating a wealth plan.
Charitable giving specialists are available to consult with you regarding your philanthropic goals. We can help you find the best ways to optimize your giving while minimizing taxes.
When you receive help from us, know that our professionals are salaried and don't receive commissions. So you can be confident we're making every decision with only your needs in mind.
You may qualify for our even lower-cost Institutional Shares based on your investment amount.
You can invest in more sophisticated active Vanguard funds—including market-neutral and minimum volatility funds.
In addition to our low-cost mutual funds and ETFs, we offer a variety of investment options, including mutual funds and ETFs from other companies, as well as stocks, CDs (certificates of deposit), and bonds.
Meet with senior leaders from Vanguard, gain insights on market and economic trends, and network with other investors.
Call 844-671-8108 to speak with our experienced specialists who are trained at helping high-net-worth clients like you. They'll learn about your wealth management needs and get you started with Flagship Select Services.
Eligibility is based on total household assets held at Vanguard, with a minimum $5 million to qualify for Vanguard Flagship Select Services™. We determine eligibility by aggregating assets of all qualifying accounts held by you and your immediate family members who reside at the same address.
In addition, ongoing access by any particular investor to individual services, discounts, and exemptions is subject to periodic review and may be restricted based upon criteria established solely by Vanguard. While Vanguard Flagship Select Services is complimentary, some underlying services may charge fees and expenses. Vanguard does not guarantee any level of service.
footnote**Source: Roy Williams and Vic Preisser, Philanthropy, Heirs & Values: How Successful Families Are Using Philanthropy To Prepare Their Heirs For Post-transition Responsibilities (2005).
footnote†See the Vanguard Brokerage Services commission and fee schedules for details, including limits and exclusions.
The Vanguard Charitable Endowment Program ("Vanguard Charitable") is an independent public charity founded by The Vanguard Group, Inc. ("Vanguard"), in 1997. Although Vanguard provides certain investment management and administrative services to Vanguard Charitable pursuant to a service agreement, Vanguard Charitable is not a program or activity of Vanguard. A majority of Vanguard Charitable's trustees are independent of Vanguard.


text:
/* jshint node: true */
/* jslint browser: true */
/* jslint asi: true */
'use strict'

var rbush = require('rbush')
var Two = require('two')

/** A wrapper for two.js shapes hit testing */
module.exports = HitTester

function HitTester () {
  this._tree = rbush()
}

/** Efficiently add a collection of two.js shapes to the hit tester */
HitTester.prototype.load = function (shapes) {
  this._tree.load(shapes.map(function (shape) {
    shape.hit = buildHitFunction(shape)
    var bbox = shape.getBoundingClientRect(true) // "true" since we want local space coordinates
    return {minX: bbox.left, minY: bbox.top, maxX: bbox.right, maxY: bbox.bottom, shape: shape}
  }))
}

/** Return intersected shapes at this position (in the same space as load) */
HitTester.prototype.hit = function (pos) {
  var candidates = this._tree.search({minX: pos.x, minY: pos.y, maxX: pos.x, maxY: pos.y})
  var selected = candidates.filter(function (c) { return c.shape.hit(pos) })
  return selected.map(function (r) { return r.shape })
}

/** Build an hit function for this shape */
function buildHitFunction (shape) {
  if (shape.constructor === Two.Circle) {
    return circleHit(shape.translation.x, shape.translation.y, shape.radius)
  }

  throw new Error('Unhandled kind of shape')
}

/** Return an "hit function" for a circle */
function circleHit (x, y, r) {
  var rsq = r * r
  return function (pos) {
    var dx = pos.x - x
    var dy = pos.y - y
    return (dx * dx + dy * dy) <= rsq
  }
}

redpajama_set_name: RedPajamaGithub


text:
Le Bulletin de l'union des physiciens (nom complet : Le Bup Physique - Chimie) est une revue scientifique mensuelle créée en 1907 et éditée par l'Union des professeurs de physique et de chimie, qui publie des articles sur l'enseignement des sciences chimiques et physiques.

En France, la revue est disponible aux candidats des concours de l'Éducation nationale tels que les CAPES et agrégation externes et internes de physique et de chimie.

Cette revue a publié en  son 1000e numéro.

Liens externes

Revue d'enseignement des sciences physiques
Revue d'enseignement des sciences chimiques

redpajama_set_name: RedPajamaWikipedia