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Last month, New Mexico banned any form of lunch shaming
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text:
Meghan McCain at the 2011 Time 100 gala. Date 27 April 2011 (Wikipedia Commons. Author: David Shankbone)
Meghan McCain Says She's Still Waiting For Public Apology From White House Aide Kelly Sadler Over Remarks About Father
by Pablo MenaMay 14, 2018, 1:34 pmMay 14, 2018, 1:34 pmMay 14, 2018, 1:34 pmDaily Digest, Home Featured, News, News Feed >
Meghan McCain continues to wait for a White House press aide to apologize publicly after making an insensitive remark about her ailing father that the aide called a "joke."
Meghan McCain On Kelly Sadler's Comments About Father
On Thursday, Kelly Sadler said that Sen. John McCain's opposition to nominating Gina Haspel as the new CIA Director was irrelevant because the Arizona Republican won't be around much longer.
"It doesn't matter, he's dying anyway," said Sadler of McCain.
McCain — an 81-year-old former Prisoner of War in Vietnam who serves as a ranking member of the Senate Armed Services Committee — has been resting at home since being diagnosed with a rare form of brain cancer in July 2017.
SLIDESHOW: DONALD TRUMP'S 30 CRAZIEST TWEETS
His 33-year-old daughter Meghan responded to Sadler's comment on Friday's episode of The View, where she serves as co-host.
Meghan McCain said that her father's health has been improving somewhat and said: "We're all dying," before adding: "It's not how you die, it's how you live."
She went on to say she was astounded that Sadler hadn't lost her job because of her comments. Many lawmakers from both parties denounced the comments, saying McCain deserved respect both as a war veteran and as a longtime member of the U.S. Senate.
"When I had a conversation with Kelly, I asked her to publicly apologize and she said she would," Meghan McCain told The Hill after revealing that Sadler had called her family on Thursday to apologize. "I have not spoken to her since and I assume that it will never come."
John McCain, who was tortured during the Vietnam War, said he opposed Haspel's nomination because of her history of overseeing torture programs and black sites as a CIA officer during the early years of the Iraq War. During a Senate Intelligence Committee hearing last week, Haspel refused to explicitly condemn the agency's past uses of waterboarding and other torture methods.
McCain's book The Restless Wave, which is due for release May 22, includes several sharp criticisms of President Donald Trump and his administration.
Meghan McCain also got into a brief argument on Twitter with actor Kumail Nanjiani on Monday morning.
The spat began when the Pakistani-American star of The Big Sick and Silicon Valley called Sadler's comment about McCain "vile" in a tweet on Saturday, but added that he wished the McCain family had denounced offensive comments about other "people/races/nationalities" with the same vigor.
What was said about McCain was vile, but I wish the McCain's had been as offended and vocal when vile stuff was said about other people/races/nationalities. Perhaps we wouldn't be in this moment right now.
— Kumail Nanjiani (@kumailn) May 12, 2018
Meghan McCain responded by sharing a link to a video of her father condemning racist comments made about Barack Obama during the 2008 presidential campaign. One of them was a woman who called then-candidate Obama an "Arab." McCain responded by taking the mic from the woman and saying, "No, m'am. He's a decent family man and citizen of this country who I just happen to disagree with on certain fundamental issues."
You mean like he did here? I could give you literally thousands of examples of my father speaking up against bigotry of all kinds but this video sums it up pretty concisely. You know nothing about my family or my father Kumail, nothing. https://t.co/wxDngff7U9 https://t.co/2fgI2yWdRx
— Meghan McCain (@MeghanMcCain) May 14, 2018
"You know nothing about my family or my father, Kumail, nothing," she replied to Nanjiani.
Nanjiani then clarified that he meant no offense to the McCains with his comment, and said "if we had more politicians like your father, the world would be a better place." Meghan McCain thanked the actor and comedian for that final tweet.
Thank you Kumail. https://t.co/YBRp4TcIbV
Gina Haspel John McCain Kelly Sadler meghan mccain
Click here for the 10 Most Powerful Political Couples Slideshow
Cindy McCain: 'The Republican Party Has Lost Its Way'
'The View' Searches In Vain For Permanent Meghan McCain Replacement
Maryland Gov. Larry Hogan Dings Trump Over Huge Loss To Biden In 2020

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Our Arctic R&D team addresses scientific questions of a multi-disciplinary nature to improve understanding of human impacts, environmental variability and climate-driven changes in the Arctic.
Scientific knowledge is the foundation of marine management strategies seeking sustainable use of limited resources by multiple user groups. Akvaplan-niva is at the forefront of translating research results to actionable information for stakeholders. Our Arctic R&D team addresses scientific questions of a multi-disciplinary nature to improve understanding of human impacts, environmental variability and climate-driven changes in the Arctic. Results contribute to a wide variety of environmental initiatives to assess and protect the environmental quality of the Arctic. The Arctic R&D department is linked to other business areas of the company, ensuring that our advisors remain on top of the latest research developments when working with our clients.
Akvaplan-niva augments the company's core scientific strengths by drawing upon the company's extensive international contact network. This network extends across regional, national and international boundaries and experiences from academic, government and private institutes. Our research infrastructure includes accredited laboratories for benthic sorting and identification and chemical analyses and a new specially designed laboratory for low temperature experimental studies on Arctic organisms. Additional state of the art infrastructure, including the latest field and laboratory equipment, and research vessels, is accessed through the Norwegian Institute of Water Research, the Fram Centre and our international network. Representing one third of the company's annual turnover, Arctic R&D projects are financed by grants from national research councils, Norwegian Ministries, private corporations, non-government organizations, European Union framework programs, and internal company investments.
We investigate the transport, bioaccumulation and toxic effects of old and new environmental pollutants in the Arctic environment with an emphasis on freshwater and marine ecosystems.
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We acquire baseline knowledge and understanding of benthos in Arctic marine areas, and study effects of anthropogenic impacts on the community structure.


text:
/////////////////////////////////////////////////////
// MainWindow.cpp

#include "stdafx.h"

#include "MainWindow.h"
#include "DesignPanel.h"
#include "Solution.h"

#include <main/VSWindow.h>
#include <main/XamlRootItem.h>

#include <shellapi.h>

LockShowHandler* g_lockshow = NULL;

MainWindow::MainWindow()
{
    _uidCore = NULL;
    _eleTree = NULL;
    _startWindow = NULL;
    _ctrlAssetsWnd = NULL;
    _docMana = new SlnTreeManager();

    _loadThread = NULL;
    _loadPrjHandler = NULL;

    _previewWnd = NULL;

    _mainMenu = NULL;
    _menuBtn = NULL;

    _encryWnd = NULL;
    _skipStartWindow = false;
    _mode = IUIDFrame::UIDMode::umNormal;
}

MainWindow::~MainWindow()
{
    if (NULL != _previewWnd)
    {
        _previewWnd->unref();
    }

    if (NULL != _loadThread)
    {
        _loadThread->unref();
    }

    if (NULL != _loadPrjHandler)
    {
        _loadPrjHandler->unref();
    }

    if (NULL != _startWindow)
    {
        _startWindow->unref();
    }

    if (NULL != _ctrlAssetsWnd)
    {
        _ctrlAssetsWnd->unref();
    }

    if (NULL != _encryWnd)
    {
        _encryWnd->unref();
    }

    delete _docMana;

    if (_uidCore)
    {
        ::FreeLibrary(_uidCore);
    }
}

void MainWindow::SetSkipStartWindow(bool bSkip)
{
    _skipStartWindow = bSkip;
}

void MainWindow::OpenWindow(const suic::String& strUri)
{
    suic::String strTemp;
    suic::String strDir;
    suic::String strName;
    suic::StringArray arrStr;
    Project* pPrj = NULL;

    suic::String strFileext;
    suic::String strFilename;
    strDir = FileDir::SplitToPath(strUri, strFilename, strFileext);

    strFilename += _U(".");
    strFilename += strFileext;

    strDir.Replace(_U("\\"), _U("/"));
    strDir.Replace(_U("//"), _U("/"));
    strDir.Replace(_U("//"), _U("/"));

    arrStr.SplitString(strDir, _U("/"));

    for (int i = 0; i < arrStr.GetCount(); ++i)
    {
        strTemp += arrStr[i];
        strTemp += _U("/");

        if (NULL != pPrj)
        {
            strName += arrStr[i];
        }
        else
        {
            pPrj = _docMana->FindProject(strTemp);
            if (NULL == pPrj)
            {
                suic::String strPath = strTemp + arrStr[i] + _U(".uiproj");
                if (suic::FileDir::FileExist(strPath))
                {
                    suic::String tmpPath = strTemp;
                    for (int j = i + 1; j < arrStr.GetCount(); ++j)
                    {
                        tmpPath += arrStr[j];
                        tmpPath += _U("/");
                    }

                    tmpPath += strFilename;
                    if (suic::FileDir::FileExist(tmpPath))
                    {
                        pPrj = _docMana->OpenProject(strPath);
                    }
                }
            }
        }
    }

    if (NULL != pPrj)
    {
        FilterNode* pParent = pPrj;
        RootItem* rootItem = NULL;

        if (!strName.Empty())
        {
            pParent = pPrj->CreateFilterByDir(strName);
        }

        if (NULL != pParent)
        {
            ElementRootItem* elemRootItem = NULL;

            rootItem = pPrj->FindRootItem(strFilename);

            if (NULL == rootItem)
            {
                String strNodeName = Utils::CheckUIXmlRoot(strUri);

                if (strNodeName.Equals(_U("Application")))
                {
                    return;
                }
                else if (strNodeName.Equals(_U("ResourceDictionary")))
                {
                    rootItem = new ResourceDicRootItem();
                }
                else
                {
                    rootItem = new ElementRootItem(new DesignElement());
                }

                rootItem->SetFileName(strFilename);

                pParent->AddItem(rootItem);

                //rootItem = pPrj->AddRootElement(pParent, strFilename);
            }

            elemRootItem = suic::RTTICast<ElementRootItem>(rootItem);

            if (NULL != rootItem)
            {
                if (rootItem->IsLoaded())
                {
                    rootItem->Close();
                }

                rootItem->Load(false);

                if (NULL != elemRootItem)
                {
                    _docMana->SwitchToRootElement(NULL, elemRootItem);
                }
            }
        }
    }
}

void MainWindow::SetUIDMode(IUIDFrame::UIDMode mode)
{
    _mode = mode;
}

Project* MainWindow::OpenProject(const suic::String& path)
{
    return _docMana->OpenProject(path);
}

Project* MainWindow::CreateProject(const suic::String& name, const suic::String& path)
{
    return _docMana->CreateProject(name, path);
}

void MainWindow::OnClosing(CancelEventArg* e)
{
    if (_docMana->HasModified() && !Utils::CheckUseTimeout(_U("")))
    {
        int iResult = InfoBox::Show(_U("ÎļþÒѾÐ޸ģ¬ÊÇ·ñ±£´æ£¿"), _U("Ìáʾ"), InfoBox::IB_YesNoCancel);
        if (iResult == InfoBox::Cancel)
        {
            e->SetCancel(true);
            return;
        }
        else if (iResult == InfoBox::Yes)
        {
            _docMana->SaveAll();
        }
        else if (iResult == InfoBox::No)
        {
            ;
        }
    }

    if (_mode == IUIDFrame::UIDMode::umAddin)
    {
        Hide();
        e->SetCancel(true);
    }
}

void MainWindow::OnAccessKey(suic::AccessKeyEventArg* e)
{
    if (e->GetKey().Equals(_U("z")))
    {
        ExecuteUndo();
    }
    else
    {
        ExecuteRedo();
    }
}

bool MainWindow::OnBuild(suic::IXamlNode* pNode, suic::ObjectPtr& obj)
{
    suic::String strName = pNode->FindAttri(_U("Name"));
    if (strName.Equals(_U("SlnTreeView")))
    {
        obj = new ElementTree();
        return true;
    }
    else
    {
        return false;
    }
}

void MainWindow::OnConnect(suic::IXamlNode* pNode, suic::Object* target)
{
}

void MainWindow::OnInitialized(EventArg* e)
{
    suic::Window::OnInitialized(e);
    g_lockshow = new LockShowHandler();
    g_lockshow->ref();
    g_lockshow->Init(this);

    SwitchToMainView();

    AddHandler(suic::MenuItem::ClickEvent, new suic::ClickEventHandler(this, &MainWindow::OnMainMenuClick));

    // ×¢²á¿ì½Ý¼ü£¨ctrl+zºÍctrl+y£©
    AcceleratorOp::Register(ModifierKey::mkControl, _U("z"), this);
    AcceleratorOp::Register(ModifierKey::mkControl, _U("y"), this);
}

void MainWindow::OnMainMenuClick(suic::Element* sender, suic::RoutedEventArg* e)
{
    suic::MenuItem* pItem = RTTICast<suic::MenuItem>(e->GetOriginalSource());
    if (NULL != pItem && NULL != pItem->GetDataContext())
    {
        suic::String strName = pItem->GetDataContext().GetTarget()->ToString();
        if (strName.Equals(_U("Í˳ö")))
        {
            suic::Application::Current()->Shutdown(0);
        }
        else if (strName.Equals(_U("н¨")) || strName.Equals(_U("´ò¿ª")))
        {
            ShowStartWindow(false);
        }
        else if (strName.Equals(_U("±£´æ")))
        {
            ObjTreeManager* objMana = _docMana->GetObjTreeManager();
            ElementRootItem* rootItem = objMana->GetDesignPanel()->GetRootElement();
            if (NULL != rootItem)
            {
                rootItem->Save();
            }
        }
        else if (strName.Equals(_U("È«²¿±£´æ")))
        {
            _docMana->SaveAll();
        }

        e->SetHandled(true);
    }
}

void MainWindow::SwitchToThemeView(suic::Window* themeElem, const suic::String& strTitle)
{
    suic::Panel* mainView = FindElem<suic::Panel>(_U("mainGridView"));
    suic::Panel* themeView = FindElem<suic::Panel>(_U("mainThemeView"));
    suic::Element* redoPanel = FindName(_U("RedoPanel"));

    const String strPath = "/mpfuid;/resource/uidesign/layout/ThemeEditor.xaml";

    if (NULL != redoPanel)
    {
        redoPanel->SetVisibility(suic::Visibility::Collapsed);
    }

    SetTitle(strTitle);

    if (mainView != NULL && themeView != NULL)
    {
        mainView->SetVisibility(suic::Visibility::Collapsed);
        themeView->SetVisibility(suic::Visibility::Visible);

        themeView->GetChildren()->Clear();

        suic::XamlReader xamlRead;
        themeElem->ref();
        xamlRead.LoadUri(NULL, themeElem, strPath);
        suic::FrameworkElement* fe = themeElem->FindElem<suic::FrameworkElement>(_U("editRootPanel"));

        themeView->AddChild(themeElem);

        themeElem->SetBorderThickness(suic::Rect());

        themeElem->SetWidth(-1);
        themeElem->SetHeight(-1);

        themeElem->FindName(_U("ThemeCap"))->SetVisibility(suic::Visibility::Collapsed);

        themeElem->unref();
    }
}

void MainWindow::SwitchToMainView()
{
    suic::Panel* mainView = FindElem<suic::Panel>(_U("mainGridView"));
    suic::Panel* themeView = FindElem<suic::Panel>(_U("mainThemeView"));
    suic::Element* redoPanel = FindName(_U("RedoPanel"));

    if (NULL != redoPanel)
    {
        redoPanel->SetVisibility(suic::Visibility::Visible);
    }

    SetMainTitle(_mainTitle);

    if (mainView != NULL && themeView != NULL)
    {
        mainView->SetVisibility(suic::Visibility::Visible);
        themeView->SetVisibility(suic::Visibility::Collapsed);
        themeView->GetChildren()->Clear();
    }
}

void MainWindow::SetMainTitle(const String& strTitle)
{
    _mainTitle = strTitle;
    SetTitle(_mainTitle);
}

Project* MainWindow::OpenOrLoadProject()
{
    Project* prj = NULL;

    if (!_startWindow->GetOpenProjectPath().Empty())
    {
        prj = OpenProject(_startWindow->GetOpenProjectPath());
    }
    else
    {
        String strPrjDir = _startWindow->GetNewProjectPath();
        strPrjDir += _U("\\") + _startWindow->GetProjectName() + _U("\\");
        prj = CreateProject(_startWindow->GetProjectName(), strPrjDir);
    }

    return prj;
}

void MainWindow::OpenOrLoadProjectSuccess(Project* prj)
{
    if (NULL != prj)
    {
        _startWindow->AddRecentlyProject(prj->GetProjectName(), prj->GetProjectPath());
        _startWindow->SaveRecentlyProjects();

        _mainTitle.Format(_U("MPF½çÃæÉè¼Æ(%s)"), prj->GetProjectPath().c_str());

        prj->GetSlnTreeManager()->RefleshProject(prj);
    }
}

void LoadPrjThread::Run()
{
    MainWindow* mainWnd = (MainWindow*)_handler->GetTarget();

    try
    {
        _project = mainWnd->OpenOrLoadProject();
    }
    catch (...)
    {
    }

    _handler->PostInvoker(0, NULL);
}

void LoadPrjThread::OnInvoker(Object* sender, InvokerArg* e)
{
    MainWindow* mainWnd = (MainWindow*)_handler->GetTarget();
    mainWnd->OpenOrLoadProjectSuccess(_project);
}

void MainWindow::ShowStartWindow(bool bExitMain)
{
    if (_skipStartWindow)
    {
        return;
    }

    if (NULL != _startWindow)
    {
        _startWindow->unref();
        _startWindow = NULL;
    }

    if (NULL == _startWindow)
    {
        Project* prj = NULL;
        _startWindow = new StartWindow();
        _startWindow->ref();
        suic::Builder::BuildUri(_startWindow, "/mpfuid;/resource/uidesign/layout/StartWindow.xaml");
        _startWindow->ShowDialog();

        if (!_startWindow->IsCanContinue())
        {
            if (bExitMain)
            {
                AsyncClose();
            }
        }
        else
        {
            /*_loadPrjHandler = new Handler(this);
            _loadPrjHandler->ref();
            _loadThread = new LoadPrjThread(_loadPrjHandler);
            _loadThread->ref();

            _loadPrjHandler->Invoker += InvokerHandler(_loadThread, &LoadPrjThread::OnInvoker);
            _loadThread->Start();*/

            prj = OpenOrLoadProject();
            OpenOrLoadProjectSuccess(prj);
        }
    }
}

void MainWindow::OnShowWindow()
{

}

void MainWindow::OnHyperlinkClick(suic::DpObject* sender, suic::RoutedEventArg* e)
{
    e->SetHandled(true);
    suic::Element* pLink = CASTTOE(e->GetOriginalSource());
    if (pLink->GetName().Equals(_U("txtLink")))
    {
        ::ShellExecute(NULL, L"open", L"www.shidian.net.cn", NULL, NULL, SW_SHOWNORMAL);
    }
}

void MainWindow::OnLoaded(suic::LoadedEventArg* e)
{
    suic::Window::OnLoaded(e);

    InitTreeDoc();

    // ´°¿Ú¾ÓÖÐÏÔʾ
    CenterWindow();

    // ³õ'»¯¹¤¾ßÀ¸µÄ'þ
    InitToolbarEvents();

    // ¹Ò½ÓTextBlockÀïµÄHyperlinkµã»÷'þ
    suic::TextBlock* pLink = FindElem<suic::TextBlock>(_U("myBlk"));
    if (NULL != pLink)
    {
        pLink->AddHandler(suic::Hyperlink::ClickEvent, new suic::RoutedEventHandler(this, &MainWindow::OnHyperlinkClick));
    }

    ShowStartWindow(true);
}

void MainWindow::InitToolbarEvents()
{
    // ½çÃæÔ¤ÀÀ°´Å¥
    suic::Button* previewBtn = FindElem<suic::Button>(_U("PreviewBtn"));
    if (NULL != previewBtn)
    {
        previewBtn->AddClick(new suic::ClickEventHandler(this, &MainWindow::OnPreviewButtonClick));
    }

    // ´ò¿ª¸ü¶à¿Ø¼þ½çÃæ°´Å¥
    suic::Button* exportBtn = FindElem<suic::Button>(_U("ExportRes"));
    if (NULL != exportBtn)
    {
        exportBtn->AddClick(new suic::ClickEventHandler(this, &MainWindow::OnExportResButtonClick));
    }

    // ÖØ×ö°´Å¥
    suic::Button* redoBtn = FindElem<suic::Button>(_U("RedoBtn"));
    if (NULL != redoBtn)
    {
        redoBtn->AddClick(new suic::ClickEventHandler(this, &MainWindow::OnRedoUndoButtonClick));
    }

    // ³·Ïú°´Å¥
    suic::Button* undoBtn = FindElem<suic::Button>(_U("UndoBtn"));
    if (NULL != undoBtn)
    {
        undoBtn->AddClick(new suic::ClickEventHandler(this, &MainWindow::OnRedoUndoButtonClick));
    }

    // ±£´æµ±Ç°´°¿Ú±à¼ÄÚÈÝ°´Å¥
    suic::Button* saveBtn = FindElem<suic::Button>(_U("SaveBtn"));
    if (NULL != saveBtn)
    {
        saveBtn->AddClick(new suic::ClickEventHandler(this, &MainWindow::OnRedoUndoButtonClick));
    }

    // ´ò¿ªÖ÷½çÃæÏÂÀ²Ëµ¥°´Å¥
    _menuBtn = FindElem<suic::CheckBox>(_U("menuBtn"));
    if (NULL != _menuBtn)
    {
        _menuBtn->AddClick(new suic::ClickEventHandler(this, &MainWindow::OnMenuButtonClick));
    }
}

void MainWindow::ExecuteRedo()
{
    ObjTreeManager* objMana = _docMana->GetObjTreeManager();
    ElementRootItem* rootItem = objMana->GetDesignPanel()->GetRootElement();

    if (rootItem != NULL && rootItem->GetRootItemData() != NULL)
    {
        rootItem->GetRootItemData()->ruMana.Redo();
    }
}

void MainWindow::ExecuteUndo()
{
    ObjTreeManager* objMana = _docMana->GetObjTreeManager();
    ElementRootItem* rootItem = objMana->GetDesignPanel()->GetRootElement();

    if (rootItem != NULL && rootItem->GetRootItemData() != NULL)
    {
        rootItem->GetRootItemData()->ruMana.Undo();
    }
}

void MainWindow::OnApplyTemplate()
{
}

void MainWindow::OnMoreExpanderClick(suic::Element* sender, suic::RoutedEventArg* e)
{
    e->SetHandled(true);
}

void MainWindow::OnRedoUndoButtonClick(suic::Element* sender, suic::RoutedEventArg* e)
{
    e->SetHandled(true);
    ObjTreeManager* objMana = _docMana->GetObjTreeManager();

    if (sender->GetName().Equals(_U("RedoBtn")))
    {
        ExecuteRedo();
    }
    else if (sender->GetName().Equals(_U("SaveBtn")))
    {
        FileRootItem* pRootItem = suic::RTTICast<FileRootItem>(_docMana->GetProjectTree()->GetSelectedItem());
        if (NULL != pRootItem)
        {
            pRootItem->Save();
        }
        /*if (NULL != objMana->GetDesignPanel())
        {
            objMana->GetDesignPanel()->GetRootElement()->Save();
        }*/
    }
    else
    {
        ExecuteUndo();
    }
}

void MainWindow::OnMenuButtonClick(suic::Element* sender, suic::RoutedEventArg* e)
{
    e->SetHandled(true);
    if (NULL == _mainMenu)
    {
        _mainMenu = new suic::ContextMenu();
        _mainMenu->ref();

        _mainMenu->AddChild(new suic::OString(_U("н¨")));
        _mainMenu->AddChild(new suic::OString(_U("´ò¿ª")));
        _mainMenu->AddChild(new suic::OString(_U("±£´æ")));
        _mainMenu->AddChild(new suic::OString(_U("È«²¿±£´æ")));

        _mainMenu->AddChild(new suic::Separator());

        _mainMenu->AddChild(new suic::OString(_U("Í˳ö")));
    }

    _mainMenu->SetPlacement(suic::PlacementMode::pmBottom);
    _mainMenu->SetPlacementTarget(sender);
    _mainMenu->TrackContextMenu();

    _menuBtn->SetChecked(Boolean::False);
}

void MainWindow::OnExportResButtonClick(suic::Element* sender, suic::RoutedEventArg* e)
{
    e->SetHandled(true);

    //VSWindow::StartVSCreator();

    if (Utils::CheckUseTimeout(_U("ÕâÊÇBeta°æ±¾,ÇëÖØÐÂÆô¶¯!")))
    {
        return;
    }

    if (_docMana->HasModified())
    {
        int iResult = InfoBox::Show(_U("ÎļþÒѾÐ޸ģ¬ÊÇ·ñ¼ÌÐøµ¼³ö£¿"), _U("Ìáʾ"), InfoBox::IB_YesNo);
        if (iResult == InfoBox::No)
        {
            return;
        }
    }

    if (_docMana->GetProjectCount() > 0)
    {
        if (NULL == _encryWnd)
        {
            suic::String strPath = "/mpfuid;/resource/uidesign/layout/EncryWindow.xaml";
            _encryWnd = new EncryResource(_docMana->GetProject(0));
            _encryWnd->ref();
            suic::Builder::BuildUri(_encryWnd, strPath);
        }
        else
        {
            _encryWnd->SetProject(_docMana->GetProject(0));
        }

        _encryWnd->ShowDialog();
    }
}

void MainWindow::OnPreviewButtonClick(suic::Element* sender, suic::RoutedEventArg* e)
{
    e->SetHandled(true);

    ObjTreeManager* objMana = _docMana->GetObjTreeManager();

    ElementRootItem* rootElem = objMana->GetDesignPanel()->GetRootElement();

    if (NULL != rootElem)
    {
        if (rootElem->IsModified())
        {
            rootElem->Save();
        }
        ExecutePreview(rootElem);
    }
}

bool MainWindow::StartProcess(wchar_t* path, int timeout)
{
    wchar_t appCmd[512];
    DWORD dwRet = WAIT_OBJECT_0;
    PROCESS_INFORMATION pi = {0};
    STARTUPINFO si = {0};
    si.cb = sizeof(STARTUPINFO);

    appCmd[0] = L'\0';
    swprintf_s(appCmd, 511, path);

    BOOL bRet = ::CreateProcess(NULL, appCmd, NULL, NULL, FALSE,
        0, NULL, NULL, &si, &pi);

    if (bRet)
    {
        dwRet = ::WaitForSingleObject(pi.hProcess, timeout);
        CloseHandle(pi.hThread);
        CloseHandle(pi.hProcess);

        return (dwRet == WAIT_OBJECT_0);
    }
    else
    {
        return false;
    }
}

void MainWindow::ExecutePreview(ElementRootItem* rootElem)
{
    if (NULL == rootElem)
    {
        return ;
    }

    /*suic::String strWnd;
    Project* pPrj = rootElem->GetProject();
    suic::String strPrjName = pPrj->GetProjectName();
    suic::Mulstr strXml = rootElem->GetResXml(_U("")).c_str();

    if (NULL != _previewWnd)
    {
        _previewWnd->Close();
        _previewWnd = NULL;
    }

    _previewWnd = new suic::Window();
    _previewWnd->ref();

    suic::DesignHelper::SetInDesignMode(_previewWnd, true);
    suic::Builder::BuildXml(_previewWnd, strXml.c_str());

    _previewWnd->Show();*/

    suic::String strPreviewPath = suic::FileDir::CalculatePath(PREVIEWAPP);
    suic::String strCmd;
    suic::String strApp;
    suic::String strWnd;

    Project* pPrj = rootElem->GetProject();
    suic::String strPrjName = pPrj->GetProjectName();

    strApp.Format(_U("/%s;/application.xaml"), strPrjName.c_str());
    strWnd.Format(_U("/%s;/%s"), strPrjName.c_str(), rootElem->GetFileName().c_str());

    strCmd.Format(_U("\"%s\" %s=%s=%s=%s"), strPreviewPath.c_str()
        , strPrjName.c_str(), pPrj->GetProjectDir().c_str()
        , strApp.c_str(), strWnd.c_str());

    StartProcess(strCmd.c_str(), 0);
}

void MainWindow::InitTreeDoc()
{
    suic::IAddChild* pAddChild = NULL;
    // ³õ'»¯½çÃæ±à¼Ãæ°å
    ObjTreeManager* objTree = _docMana->GetObjTreeManager();
    ScrollViewer* pViewer = FindElem<ScrollViewer>(_U("DesignViewer"));

    if (NULL != pViewer)
    {
        _docMana->InitSolutionTree(this);

        DesignPanel* designWnd = objTree->GetDesignPanel();
        suic::Element* ctrlWnd = FindName(_U("CtrlToolbar"));

        pAddChild = suic::DynamicCast<suic::IAddChild>(ctrlWnd);

        pViewer->SetContent(designWnd);

        if (NULL != pAddChild)
        {
            pAddChild->AddChild(objTree->GetControlWindow()->GetControlWindow(ctrlWnd));
        }
    }

    suic::Element* propWnd = FindName(_U("editRootPanel"));
    pAddChild = suic::DynamicCast<suic::IAddChild>(propWnd);

    if (NULL != pAddChild)
    {
        suic::FrameworkElement* fe = objTree->GetPropertyWindow()->GetPropertyWindow(propWnd);
        if (NULL != fe)
        {
            pAddChild->AddChild(fe);
            objTree->GetPropertyWindow()->InitEditRootPanel(this, fe);
        }
    }
}

redpajama_set_name: RedPajamaGithub


- bachelor degree in architecture speciality.
have strong interest in architectural design.
architecture speciality to practice exercise.
- bachelor degree or above in related architecture major, above 4 years working experience.
familiar with the process of solution to the construction drawing.
strong ability to design and performance ability.
strong communication and coordination ability.
- Skillfully use all kinds of architectural design software.
- English speaking and listening ability.
- bachelor degree or above in architecture, 2 years or above experience in architectural design.
- have a strong ability of scheme design and construction drawing design ability.
- less conditions can apply for an assistant architect.


Wes Turner made an "S" using sticky notes on someone else's body in 12.56 seconds. Stride's setting 100 records in 100 days. At the end of 100 days, we'll verify if you are the standing Record Holder. If you are, you'll get $500 for each record you managed to hold with your guile, talent, and sheer will. General caution and common sense required. We show the Stride Team at work, but recommend that these challenges be done at home.
Kate Lawler drew smiley faces on 10 Post-it Notes attached to her forehead in 30 seconds.
Matthew D. drew three houses on sticky notes in 9.82 seconds.
Brian and his friends stuck 6,500 Post-it notes in an office.
Logan Davis attached 101 sticky notes to the brim of his baseball hat.
O Nassar and his friends put 2,554 sticky notes on the body of a Mazda 6.
Ethan H. attached 31 Post-It notes to his body while snapping to the intro of The Addams Family theme song.
Savanna and her friend played Tic-tac-toe using 152 sticky notes.
Max L. ripped a sticky note nine times in 10 seconds while blindfolded.
Hannah T. attached 63 hot pink Post-It notes to her face.
Noah Riffe hit 16 crumpled sticky notes using a pen shaped like a golf club.
Alicia flipped her sticky notes for 26.56 seconds.


Jaguar recently announced the latest version of the Jaguar XE in an unconventional manner--oil painting.
British painter Howard Lee created a series of hyper-realistic paintings showcasing the new Jaguar XE sport sedan, and it looks like the 2020 version will have some thrilling new features.
We knew right away that the Jaguar I-PACE was a winner, but now it's official. The new Jaguar I-PACE just received recognition with a Drivers' Choice Award for Best Luxury Utility and for Best of the Year.
If you're looking for premier service offerings for your luxury Jaguar vehicle, look no further than the Service Department at Jaguar Houston North, located on Interstate 45 in Houston. With 14 Jaguar certified technicians and one top-five certified technician, Jaguar Houston North provides one of the shortest waiting times among Houston-area dealerships and uses state-of-the-art diagnostic computers systems and alignment equipment to ensure nothing short of professional-grade service.
Featuring an updated infotainment system with enhanced functionality, newly-minted suite of standard interior amenities and a stylish new limited-edition model vehicle, the 2019 Jaguar XF is redefining world-class driving with its illustrious style and state-of-the-art prestige in Houston. Our luxury dealership, voted with the highest Google rating of Jaguar dealers in the greater Houston area, offers a premier selection of new XF vehicles that are poised to change the way you approach the roads in 2019.
Don't have time to head down Cypress Creek Parkway to window shop for New Jaguar Models at Jaguar Houston North? Jaguar and HGTV's Jonathan Scott could bring the holiday shopping experience to you.
Sitting at the top of the new Jaguar lineup is the exquisite and exclusive Jaguar XJ. In this long sedan you and your guests can drive around Houston in comfort and elegance! The new models are starting to arrive at our dealership, and here are the exciting updates for the 2019 Jaguar XJ.
At Jaguar Houston North, we think everyone can agree that the Jaguar F-PACE has already proven itself a strong contender in the luxury crossover department. Its aesthetic and technological upgrades for the 2019 model year only solidify its position as a top-tier SUV even further.
Every few years, a vehicle model goes through a major refreshment. While the Jaguar XF sedan is still a few years out for that one, we have something that will keep drivers in Houston and beyond more than intrigued in the meantime. For the 2019 model year, the Jaguar XF offers a limited edition 300 Sport trim, which is saturated with unique design cues, performance elements and more.
Who would have thought that prudent investments and luxury shopping could go hand in hand? At Jaguar Houston North, we offer used and Certified Pre-Owned (CPO) Jaguar cars and SUVs for customers who wish to acquire an upscale cruiser for a pre-owned value.
The Jaguar brand decided it was time they went all electric, and they did so by way of the Jaguar I-PACE. This upcoming 2019 model is the first fully electric performance SUV from the luxury brand, making it the perfect accompaniment for conscious-minded, luxury-loving drivers in Houston. Let the team at Jaguar Houston North show you all the riveting details of this upcoming electric SUV.


text:
Q: NoSuchMethodError Exception in Corda Project In our Corda project We are using FlowExternalAsyncOperation to interact with an external service. The flows are able to interact with external service when invoked via Corda node cli. We have implemented a standalone rpc client to invoke the flows. We are getting the below error when trying to start the nodes via rpc connection. Below is the stack trace of the error
Exception in thread "main" java.lang.NoSuchMethodError: com.google.common.util.concurrent.MoreExecutors.directExecutor()Ljava/util/concurrent/Executor;
    at net.corda.client.rpc.internal.RPCClientProxyHandler.createRpcObservableMap(RPCClientProxyHandler.kt:205)
    at net.corda.client.rpc.internal.RPCClientProxyHandler.<init>(RPCClientProxyHandler.kt:168)
    at net.corda.client.rpc.internal.RPCClientProxyHandler.<init>(RPCClientProxyHandler.kt:108)
    at net.corda.client.rpc.internal.RPCClient$start$1.invoke(RPCClient.kt:90)
    at net.corda.client.rpc.internal.RPCClient$start$1.invoke(RPCClient.kt:32)
    at net.corda.core.internal.InternalUtils.logElapsedTime(InternalUtils.kt:224)
    at net.corda.core.internal.InternalUtils.logElapsedTime(InternalUtils.kt:214)
    at net.corda.client.rpc.internal.RPCClient.start(RPCClient.kt:72)
    at net.corda.client.rpc.CordaRPCClient.start(CordaRPCClient.kt:620)
    at net.corda.client.rpc.CordaRPCClient.start(CordaRPCClient.kt:575)
    at net.corda.client.rpc.CordaRPCClient.start(CordaRPCClient.kt:529)
    at net.corda.client.rpc.CordaRPCClient.start$default(CordaRPCClient.kt:527)
    at net.corda.client.rpc.CordaRPCClient.start(CordaRPCClient.kt)

A: Putting the solution in the answer.
The issue comes mostly due to version mismatch in the dependencies. This case perhaps has two different versions of the same library. One of them can be excluded using gradle.
Example:
compile('org.springframework.boot:spring-boot-starter-web') {
    exclude group: 'org.springframework.boot', module: 'spring-boot-starter-tomcat'
}

redpajama_set_name: RedPajamaStackExchange


I'm about with fics, but I rarely read them for reasons I will keep disclosed with myself. Just know, you are one of the few people I read fics by. lol I write more, but I should probably read more novels, my writing has turned to crap. I'm off my game with fics lately. I know writing will also improve it, so I'm trying to see if I can write a one-shot that 'stays' as a one-shot instead of some freakin' long chapter fic.
Yes, the character development is to my liking, which is why i mentioned it and praised it. :P Another thing, "I keep a lot of google docs and my amazing brain to keep up with girls."


text:
Posted on December 4, 2020 December 17, 2020 by Greg Swan
2020 in Review: Tis the season for listicles and end of year lists, including YouTube's top-trending videos and creators of 2020, GIPHY's Most-Viewed GIFs of 2020, Twitter's Best Tweets of 2020, and TikTok's Top 100 of 2020.
Holiday Playlist: here's my annual go-to "Swansong Christmas" playlist for 8 hours of holiday cheer.
Crunch Your 2020 Music Habit: Spotify released its annual Wrapped analysis of your streaming data. This year's results are purposely made to be shared on social and feature some gamification where you get to choose your top decade, podcast, and genre. See yours here. Sorry Apple Music people.
Chess is Exploding Online: Thanks to the success of The Queen's Gambit, launched on Netflix just a month ago, global searches for "chess" have doubled, eBay searches for chess sets tripled, and Chess.com reported an all-tie record of new member signups – more than 100,000 new chess players every day. You can imagine lots of chess boards for gifts this month and plenty of time to play online over the holiday break, which means we should expect an even bigger chess boom in the first weeks of 2021.
Facial Recognition Adapts to Masks: Based on new research from the National Institute for Standards and Technology, developers have adapted their algorithms to support face recognition on subjects potentially wearing face masks and they are making headway. After a review of 6.2 million images through a cumulative total of 152 algorithms, the research shows error rates are still higher with masks, but the technology is greatly improving. Unfortunately this technology tends to be abused, so look for pushback as the algorithms get better.
Consumers Are Obsessed With Feel-Good Short-Form Content Right Now: Short-form content (< 10 min long) of cooking, comedy, DIY and crafting video has proven to be an effective mood booster and digital distraction. 69% of U.S. consumers spend 30 minutes to 3 hours watching these videos each day. Key quote: "People don't view these videos as a guilty pleasure, but as a necessary part of their wellness routines…. more than one in three Americans consider consuming this content to be a healthy part of their lifestyles."
Five Lessons From Chappelle: Ben Thompson's Stratechery goes deep on Dave Chappelle's storytelling and modern approach to marketing himself. Key quote: "Chappelle has the platform to appeal directly to his fans that his predecessors, all of whom despised the networks and labels and their contracts just as much if not more than he does, lacked. That Chappelle's Instagram post is no different in format from one posted by you or me is a feature, not a bug."
Is Mys the new Hygge? Either way, you need a candle: Last year had all of us taking about Danish "hygge" and enjoying some cozy and comfortable moments. But this winter a growing new trend is Swedish "mys." Key quote: "Hygge is much broader than mys… The essence of mys is the feeling of warmth, like being wrapped in a woolen blanket amid lighted candles while sipping a steaming mug of tea with a purring cat on your lap."
Reddit, Roblox, Gaming & OnlyFans Stats to Watch: Reddit averaged 52M daily active users in October (up 44% YoY) and hit $100M+ in 2019 in ad revenue (on track to 70%+ in 2020). Roblox filed an IPO, with its 31.1 million daily average users (DAUs), generating $589 million in revenue in the first nine months of 2020. For every dollar of revenue Roblox takes in, it creates $0.50 in cash (note: Amazon's is $0.07 in free cash flow per dollar of revenue). Four of every five U.S. consumers played a game in the last six months, spending 26% more time and 33% more money on games than the same period in the previous year. OnlyFans grew faster than any other creator platform this year (this link is safe for work, I promise). Although it started with adult creators, OnlyFans is now expanding into new verticals (music, sports, comedy) and new markets (Latina America, Asia).
Business Reads of the Week: Phone addiction not driven by notifications, study finds; Digital Tools Are Revolutionizing Mental Health Care in the U.S.; How much money do Christmas albums make?
Greg's Gift Guide Picks for Every Budget: DJI Mini 2 drone ($450), Oculus Quest 2 ($300), Nintendo Switch ($300), Amazon Echo Frames ($250), First Avenue LEGO set ($50), Starry Wave Puzzle ($35), Simon Stålenhag's Tales from the Loop book ($26), Arby's 13-Hour Puzzle ($25), Amazon Echo Auto ($20), Fiddle Fone wooden phone surrogate ($18), Kurt Andersen's Fantasyland book ($15), A bag of tiny novelty hands ($10).
Google Maps added a newsfeed-like function to its Explore tab.
Spotify is testing Stories.
TikTok is testing 3-minute videos.
Salesforce bought Slack.
Tweet of the Week: I taught a hand how to walk using machine learning. Has science gone too far?
Podcast of the Week: While we wait for Apple Glasses or an AR-headset, augmented reality is alive and well on the iPhone — and it's getting better fast.
Binge of the Week: We are the Champions on Netflix (and the race for the cheese wheel!)
Recommended Follow of the Week: @Ocean24x7
#Humblebrag of the Week: last week TikTok published a case study about our Arby's TV activation.
Tags: socialpulseCategories: Social Media
PreviousSocial Pulse, Week of 11-23
NextGreg's Holiday Gift Guide Picks for Every Budget


text:
Art At The Mill
April 25th - May 10th, 2020
Join us for Patron's Night!
To purchase tickets, please click here.
Artists' Reception: Sunday, May 3rd
Come meet the artists! Light refreshements served
Art at the Mill will be open during the following hours: Sundays-Fridays 12-5, Saturdays 10-6
The Burwell-Morgan Mill is located at 15 Tannery Lane, Millwood, VA 22646
Adults $5, Seniors $3, kids 12 and under are free!
The fall 2020 showing of Art at the Mill will be September 25th-October 11th!
2019 Sarah P. Trumbower Scholarship Winner
Congratulations to the 2018 Sarah P. Trumbower Scholarship winner, Kamryn Anderson. Kamryn enjoys working with ceramics, creating digital artwork, and drawing. She has been on the National Art Honor Society since the tenth grade which has allowed her to contiune creating art throughout high school. Kamryn has also been on the yearbook staff for three years and the editor for the past two years. Creating the yearbook made it an easy choice for her when choosing a major. This fall, she will be attending James Madison University to study Graphic Design. Good luck, Kamryn!
In October 1990, a small group of artists got together and proposed an idea for an art show at the Burwell-Morgan Mill. Using whatever material they could find to install the art, these artists worked tirelessly to produce what was to become the very first Art at the Mill show. Over time, Art at the Mill has grown from a three-day show of a handful of art into one of the most recognized and prestigious art shows in the region. Though Art at the Mill has grown substantially over the years to include thousands of artists and buyers from all over the country, the show's basic principles remain the same: to have fun, bring together artists and promote the extraordinary artistic talent of the region.
Each year, the Burwell-Morgan Mill in the quaint village of Millwood, Virginia, becomes an extraordinary art gallery. Art at the Mill has become one of the premier art shows in the mid-Atlantic region, attracting artists and buyers from more than a dozen states.
During each show, around 300 artists display more than 1,000 pieces of art of all descriptions and media. Oil paintings are predominant, but other types of painting, mixed-media, sculpture, fine woodworking, and pottery round out the stunning diversity of the show. There is truly something for every taste, budget, and decor.
Art at the Mill is CCHA's primary fundraiser, providing the operating funds for both the Mill and the Museum and Archives. CCHA retains 35% of each sale, the artist 65%. CCHA proceeds go to the maintenance and operations of the Burwell-Morgan Mill, our Museum in Berryville, costs associated with hosting Art at the Mill, special programming, and to the Sarah P. Trumbower Memorial Scholarship fund awarded to a Clarke County student pursuing university education in the fine arts.
Art at the Mill is a feast for the senses: people are stunned when they walk through the old door of the mill and are met with so much beautiful art housed in an amazing relic from the 18th century. After you're done shopping, we suggest you grab a delicious lunch at Locke Modern Country Store across the street and have a picnic in our meadow. Fine art, history, and food in a lovely setting make this a perfect destination for anyone.
To have your name added to our mailing list, e-mail This email address is being protected from spambots. You need JavaScript enabled to view it. Please include your FULL MAILING address and indicate whether you are an artist or patron.
We Need Volunteers!!
Want to be more involved with Art at the Mill? We are looking for volunteers to help us with art sales, gallery visitor service, and other areas. Please contact the museum at 540-955-2600 to find out how you can help!
Tuesday-Friday, 11 - 4 p.m.
Saturday 11 - 2 p.m.
Berryville, Virginia 22611
All Contents © Clarke County Historical Association
Site By Peach Technology


Check Me Out On Fashionably Black!
This photo was taken last year. It's a vintage dress that I purchased from Redressnyc. The bloggers from Fashionablyblack decided to choose this look for their site and I really love my feature. Please show love. Thanks a bunches!
Very happy to feature you! Thanks again for your contribution!
Flower, two sisters are Brazilian and we have a blog about fashion plus size, and we know his. Love your blog and your looks.
you're working the hell out of this red dress :-D And the feature looks great!
congrats on the feature! i have to stop by and check you out.
Congrats on the feature, that's how I found your blog.
I love this dress. Way to go you! You look fantastic in the pictures.
congratulations! and that's a beautiful picture of you, and the dress is gorgeous!


The Royal and Ancient Golf Club of St. Andrews is open for public tours one day a year, November 30.
On a cold, windy Scottish day, my nephew and I shared a fun outing at St. Andrews. We took the tour of the golf course, with Jimmy as our guide.
Then, Price suited up with rented clubs, rented shoes, a new glove, socks and golf balls for playing the New Course. We hoped he could play the Old Course, but it seemed it was reserved for the members of the Royal and Ancient Golf Club who were having their autumn meeting. So, this may not really be what Jimmy said, but I can't decipher the Scottish accents.
The oldest pro shop is Thomas Morris. This locker and clubs were discovered during renovations and thought to be those of Old Tom.
Did you know that there is a street that runs through the 1st and 18th holes of the Old Course? Or that the public course is closed on Sundays and is used as a park? Or that the beach next to the course is where the Chariots of Fire running, beach scene was filmed? Or that the course was originally 22 holes?
While Price and John from Oklahoma/Virginia played the New Course, I enjoyed the warm clubhouse and a few cappuccinos. Not one to sit idle, I wrote a poem to commemorate the day. Byron I am not, but here goes!
Wearing pants that are plaid and telling tales that are tall.
Is it sport or game for those that are wise?
But nothing seems to keep them away.
The tourists keep coming to praise him belated.
Bonus info: Bring lots of money, good standing shoes and a warm jacket with hood. The green fees were £75 and the rented/purchased gear was £90. But it was worth every pound!


Asking why vs how? David Hussman's "Dude's Law".
The above is a worthwhile blog entry to read even if you aren't directly involved in an Agile software development project. It discusses a mindset that I have always found useful even if it does get me into trouble on occasion — turn over enough rocks and eventually you'll find a snake. At the root of this is the philosophy of asking "why" are you doing something before you dig too far into "how" you do it. I'm often heard telling people who want to collect lots of metrics or other data, "Why do we want that data? What decision are we really going to make with it?". The same concept applies to implementing new processes, SLDCs, management tools and virtually everything in my life, which doesn't always endear me to my wife when she's asking me to do something I really don't want to do :) Anyway, my point is that challenging things that don't make sense to you by asking "why" is a good philosophy and is something I encourage all of you to do — just be positive and constructive in the way you approach asking the questions.
I recently did a presentation at a user conference covering the broad topic of Enterprise Project Portfolio Management (PPM). Much of what I had to say would read like "Mom and apple pie" to anyone who has attempted to institutionalize a PPM process within their organization. However, there was one particular slide that I titled Going from "No data" to "Knowledge & Understanding" that seemed to turn on a few light bulbs for folks so I thought I'd share that here.
One of the key success factors of deploying an enterprise PPM process revolves around collecting data, turning that data into knowledge and ultimately making decisions based on that knowledge. The challenge is that for many organizations this process has a tendency to illuminate some rather unpleasant facts about inefficiencies or other wasteful practices. If you're a change agent in your organization, this will immediately translate to "strong resistance" in your mind. It's a natural reaction for most managers to initial question the legitimacy of the data when it doesn't fit their perception of reality. Fortunately the process of collecting and understanding the data tends to follow a predictable path.
I'm going to loosely describe this path in the context of building up a project portfolio but it can really be applied to just about any organizational change that involves collecting and analyzing data for decision making purposes.
Your data will likely be incomplete. There will be a lack of ownership – many executives will distance themselves from the data if it doesn't support their perceptions. The validity of the data will be challenged.
At this stage, you need to continue to collect data, constantly improving the accuracy, and continue to put it in front of the eyes of your executives. If they point out that something looks inaccurate, go back and fix the source and show it to them again. Eventually people will run out of ways to poke any significant holes in the data and then you're ready to move to the next phase.
At this point, managers are starting to accept the validity of the data and it's taking on some real meaning. Getting to this point is likely to be one of the most challenging periods of time if you're the change agent. It's at this point where you begin to really shine a light on some of the dark recesses of your organization. You're going to find projects in your portfolio that don't make any sense; expenditures of resources that aren't aligned with the corporate strategy; expose differences between well ran departments and poorly ran departments; etc. It will be shocking for some managers and a pleasant surprise for others. The good news is that it invariable creates an immediate thirst for more information.
If you've made it this far, you're doing well and the rest of the ride is pretty much downhill. At this point, most managers are accepting of the data and information being presented to them and are starting to ask "How and why?" It's at this point where high-value decision start to be made. You'll see fact-based prioritization decisions made; better alignment of projects with corporate strategy; changes in resource allocation; and changes in the behaviors of the organization.
Ok, so really if you've gotten to phase 3 (see above) you can legitimately claim success. Phase 4 is really a natural fallout of that success -- provided you are able to maintain what you've worked so hard to achieve. It's pretty common for organizations, at this point, to look for ways to take your success and attempt to apply it to other parts of the organization. For example, if you implemented a PPM process within your Technology department you may find yourself asked to do the same thing for the rest of the company. Great! More work for you!
Organizational Change: Understanding the Beast!
"Grass Root Initiatives" are generally productive and if you're an organization where these are prominent you're probably in a pretty good place. To be successful, grass root initiatives must be sponsored by someone in the organizational with the resources and political clout to help the process improvement team reach their goals. Typically the sponsor will be a senior level manager or executive.
Similar to Covert Operations, grass roots type initiatives may not always be in clear alignment with the broader organizational goals. Want to get blown up? Being grossly out of alignment with the wishes of the senior executives, and it's just a matter of time until someone lobs a grenade.
Progress is often slow and enterprise-wide adoption can be very challenging. Because there is very little stimulus for the entire organization to change, improvements are often isolated to specific departments or functional areas.
If you're the executive sponsor of a grass root initiative, it is critical that you examine the organizational goals and ensure they are properly aligned with any changes the team is pursuing. Fail to do so and you're likely to run into stiff resistance and some tough questions from senior level executives at some point – forcing you to go covert or abandoning your efforts. With a little storytelling and some good salesmanship, most types of organizational changes can be aligned with company goals. After all, most sane company encourages anything that will improve efficiency and profitability if properly explained.
If you've been following this series of blog entries, you already know that I'm skimming the surface of what is a very broad topic. The initial blog can be found here - it's a quick read and will give you a basic understanding of I'm about to discuss in more detail.
nt pressure or stimulus being put on the organization and management generally has little interest in changing the status quo. In fact, in this state, you'll probably find that some individuals are strongly resistant to changing anything. After all, why fix what doesn't seem broken? It all sounds all well and good, except that it lulls organizations into a false sense of security and certainly doesn't do anything to prepare folks for when things do get tough. In fact, it's probably the best time to really take a close look at how things are running with minimal risk. Unfortunately, most organizations never seize this opportunity.
You will find individuals in such an organization that do see a need for change, often lower-level employees and junior managers. Without the direct support of more senior leadership, these individuals either become frustrated or secretly pursue their objectives regardless of senior management support. Often you'll find a small team of like minded individuals working together who share the same goals.
In general, the risk of allowing the organization to wallow in this environment is low, though there are certainly some drawbacks and missed opportunities.
Change that occurs "under the radar" of senior leadership may not be in alignment with the overall vision for the organization, reducing efficiency and potential wasting valuable resources.
Change, even positive change, is extremely slow and any resulting value is likewise diminished.
Employees pursuing these changes often become extremely frustrated at their inability to make any significant progress. Ironically, it's often these very individuals who have the most to contribute to the organization in terms of innovation.
The "under belly" of the organization can become soft and complacent – leaving the company further exposed to competitive threats.
The answer somewhat depends on your role in the organization. If you're one of folks pushing change without much support, you primary objective is going to be to seek out a sponsor – preferable someone in the senior leadership ranks. You're going to need to do some homework and really sell your idea. At the same time, you're going to want to collect like minded individuals around you that share your goals. Ultimately, you want to start a Grass Roots effort with executive sponsorship. I won't like to you – it's a hard road and a lot of sloshing through the swamp but be persistent.
If you happen to be a senior level manager, then you'll have a lot more control over the outcome. First of all, you want to seek out and encourage employees to bring forth their ideas. Proactively look for good ideas and put your weight behind them. Openly praise individuals and teams who make positive change -- to both their peers and your superiors. You'll learn that successful change management involves a lot of marketing and salesmanship. In the final installment of this series on change management, I'll also talk a bit about how to change the stimulus being applied to the organization – probably one of the most effective ways to move things along.
There are plenty of professionals out there making a healthy living assisting companies through difficult organizational changes. The toughest changes typically involve transforming the culture of a company but even smaller changes can be a daunting task. While I'm certainly not advocating that companies avoid seeking outside expertise, having a basic understanding of what drives an organization to change can go a long ways when it comes to helping yourself.
Organizations, especially large ones, behave much in the same way as living organisms. They respond to both internal and external stimulus. There are many different types of stimulus but pain is probably the easiest to understand for the purpose of this analogy. Stimulus can be localized or broadly felt and the resulting behavior will vary accordingly. If you put your hand on something hot, you quickly yank your hand back. If a bus is about to run you over as you try crossing the street your entire body jumps back (or you suffer some terrible consequences). Similarly, areas of an organization will react to localized competitive threats or challenges that threaten their existence. If the entire company is seriously threatened (e.g., due to an economic down turn), you can expect to see sweeping changes ripple through the entire organization. The key point here is that organizations change primarily as a response to stimulus. Management and leaders within the organization can set policy or issue orders, but unless it's backed up by some form of stimulus, don't expect change to come quickly.
So, how do we predict how an organization is going to react when it is poked and prodded? And can we use that knowledge to help encourage positive change? Below you'll see a diagram of a simple framework that I've successfully used for many years to help gauge how an organization will typically react based on the strength of the stimulus and the level of engagement by management.
Covert Operations – This is an environment in which there is no significant pressure or stimulus being put on the organization and management generally has little interest in changing the status quo. You'll often find individuals or teams of folks quietly working "under the radar" attempting to pursue change.
Natural Section – This is a dangerous place to be for any organization. There is significant pressure being put on the organization's survival but management has a poor understanding of the challenges. The changes that are made are often a knee jerk reaction by senior leadership. Poor performers who are able to successfully redirect their failures are often retained while strong employees can be terminated for failures outside of their control.
Grass Roots Initiatives – This is generally a positive state for most organizations, where the stimulus for change may be small but management has an interest in supporting improvements that will give them the edge when things do get tough. Often these improvements are driven by the lower-ranking employees with sponsorship by a specific executive manager. Change is often slow but the outcomes are generally positive.
Forced Evolution – This is state of rapid but controlled change, generally driven directly by top-level senior executives. The organization is often under a very significant external threat but leadership has a strong vision for how to move forward. There is no guarantee of success, but the organization is extremely focused and quickly moves as a whole towards a set of common goals.
Stay tuned for a more in-depth discussion in the weeks to come!
Note: This is another project management article written years ago when I was managing a large software development project. The project team was plagued by individuals who viewed "process" as a destructive force impeding their creativity.
I have always been a process-oriented person. Give me a flow chart or a checklist and I am happy as a lark. I do not mean to imply that I cannot or will not "think outside of the box" it is just that when I deviate I prefer to have a firm base of reference. I suspect a great many Project Managers share the same sentiments or can at least strongly relate.
I have often joked that Project Managers "inflict process" on team members for the sole purpose of torture or as a depraved source of entertainment. However, the truth is much more benign. As managers or project sponsors, we have a need for projects to be predictable, provide progress visibility, and satisfy schedule, budget, and other resource requirements. A well understood "process" is key to predicting and evaluating the health of a project.
Does this mean you have to sacrifice creativity under the oppression of a rigid process? Certainly not! The criticism that "process" limits creativity is based on the mistaken idea that there is some inherent contradiction between creativity and satisfying management objectives. While it is certainly possible to implement a process that stifles creativity (many companies can attest to that painful lesson) you can just as easily develop a process that encourages creativity and still satisfy the needs of managing the project.
"Process" really comes into play when you begin to describe how individuals interact with each other throughout the life of a project. Project management methodologies consist of tools, processes, and best practices that project teams use to enable high-impact multidisciplinary work. Methodologies help improve predictability and provide greater visibility of activities throughout the project's life. Most methodologies are intended to be adaptable to the needs of each project and are generally viewed as guidelines versus a rigid set of rules. However, deviating from a prescribed process for the wrong reason is often worse than simply sticking it out. For example: skipping a design step or inadequately performing software testing often leads to costly rework much later in the project. If you stray from the path make sure, you do so in a well thought out and informed fashion. All this adds up to fewer late nights at the office and more time enjoying friends & family!
Note: This is an old opinion piece I wrote many years ago. To some extent, my hard line view on process improvement has evolved into something a bit softer. I'm a big believer in "Agile" software development methodologies that balance delivering "working code" with a repeatable and predictable process.
When I hear people say we should not become overly focused on "process", they often remind me of my grandmother. She refused to wear a seat belt because of the one-in-a-million chance it would jam and trap her in a burning car Never mind the 99% chance of suffering major head trauma as you are ejected through the front windshield. Similarly, I can always point back to the few instances a good process or approach failed me. I can also point back to the hundreds of times it was an essential element in successfully delivering a project.
ough detail, or simply do not match the reality of performing the work. Good processes provide direction and a proven approach that generally will lead to success. Perhaps more importantly, a good process points you in the right direction when no other path is evident.
Some of you are saying, "Hey, Mark, I've survived this long without all this hoopla about process!" Sure you have! I've seen many examples of superhuman feats of willpower over the years. Project teams and individuals manage to deliver just before bursting into flames. The truth is that smaller projects can survive purely on the sheer audacity of the team to overcome hurdles. In fact, I love working at companies where I'm surrounded by such passionate people. Unfortunately, as projects grow larger so do the size and number of hurdles. There is only so much our Herculean determination can accomplish. Inconsistencies in our ability to deliver begin to crop-up, quality starts to slip, turnover rate rises, and our competitive edge dulls.
Am I advocating we develop a set of rigid and inflexible processes? No, but I am a staunch believer in developing good processes – and following them! Does that mean we never stray outside the boundaries or look for new creative solutions? Certainly not, just do it in a controlled fashion with full knowledge of the risks involved. When you find a better way, make it part of the process (a.k.a. Process Improvement). Am I suggesting we focus on process versus delivery? No, I'm saying we should focus on delivery through better processes.
I've heard people say they have very few documented processes or detailed methodologies because they are too inflexible. Really? I am all for being flexible, but how far am I bending? How do I know when too far is too much? Who will it impact on my team? Before you can answer those questions, you need a point of reference. You need a firm understanding of your process.
You may or may not buy into all this process mumbo-jumbo, but I'll tell you this: The road ahead is windy and full of potholes. I'd fasten your seat belt if I were you!


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Q: Some part if my SQL Server stored procedures are not executing after adding ssl, it does before I'm creating a commerce portal in ASP.NET MVC and SQL Server as the backend. The site itself dynamic all content including the main menu is generated at runtime. After completing the work I hoisted it (they had 2 servers 1 for the front end and 2nd one for SQL Server), and it worked fine.
The problem started when they added a SSL certificate, they said it was to improve speed but some part of my procedures (like loops, tables containing huge data) are returning no result instead it returns NULL.
There is no connection issue. For example there is a query to get the main header part of the page, the procedure itself is running except this section
DECLARE @UDO_DEFAULT_VENDORLOCATION NVARCHAR(150) =
        (SELECT TOP 1 TAB1.vendorcode + N'|' + CAST(othervendorlocation AS VARCHAR(30)) + N'|' + '-D' + N'|' + TAB2.locationX + N'|' + TAB2.locationY + N'|' + TAB2.areacode + N'|' + TAB3.name + N'|' + TAB3.pincode + N'|' + TAB3.countrycode + N'|' + TAB3.countryname + N'|' + TAB3.statecode + N'|' + TAB3.statename + N'|'
         FROM ec_company TAB1
         INNER JOIN ec_vendors_locations TAB2 ON TAB1.othervendorlocation = TAB2.vendorlocationcode
                                              AND TAB1.vendorcode = TAB2.vendorcode
         INNER JOIN udv_lang_area TAB3 ON TAB3.areacode = TAB2.areacode
                                       AND TAB3.lancode = @UDO_PARAM_LANGUAGE )

I'm using | to split the content later. This query will run fine when the ssl is removed.
I even created a domain with no ssl and called this from that domain and it worked fine. This part never will work with ssl rest of the procedure is working great. Some other procedures are also having this issue.
I've no idea what causing this issue ? They are using the amazon servers. Does someone know why this is happening ??!!
Is this has anything to do with my web.config? There is connection and procedure are running except some sections that makes me confused! Please help me

A: This is a troubleshooting suggestion not an answer, but it isn't readable in a comment.
I think Jeroen is on the right track with this one, maybe the security context is changing when you run it on the server with SSL, possibly because a setting is different, or possibly because with SSL enabled a different authentication method is being used. The easiest way to see if a different security context is being used is to embed CURRENT_USER() in the specific query having problems. Don't do it in SSMS, do it in the query, so your above code becomes
(NOTE: You may have to increase the size of @UDO_DEFAULT_VENDORLOCATION to hold the additional characters!)
DECLARE @UDO_DEFAULT_VENDORLOCATION NVARCHAR(150) =
     (SELECT TOP 1 TAB1.vendorcode + N'|'
       + CAST(othervendorlocation AS VARCHAR(30)) + N'|' + '-D' + N'|'
       + TAB2.locationX + N'|' + TAB2.locationY + N'|' + TAB2.areacode + N'|'
       + TAB3.name + N'|' + TAB3.pincode + N'|' + TAB3.countrycode + N'|'
       + TAB3.countryname + N'|' + TAB3.statecode + N'|' + TAB3.statename + N'|'
       + N'#' + CURRENT_USER() --ADD this line!
   FROM ec_company TAB1
         INNER JOIN ec_vendors_locations TAB2
           ON TAB1.othervendorlocation = TAB2.vendorlocationcode
                  AND TAB1.vendorcode = TAB2.vendorcode
         INNER JOIN udv_lang_area TAB3 ON TAB3.areacode = TAB2.areacode
                  AND TAB3.lancode = @UDO_PARAM_LANGUAGE )

and run it both with and without SSL. Post both results back here.
Again, it's vital that you do this in the query, not just in a SSMS window because you need to see what security context is ACTUALLY being used, just running it in SSMS can give you a different answer.
If the context is the same, try Jeroen's other suggestion, repeat this test with @@OPTIONS to see if they are the cause. Decoding the results of @@OPTIONS can be a bit more work, though (see https://learn.microsoft.com/en-us/sql/t-sql/functions/options-transact-sql?view=sql-server-2017) so I'd just check the security context first. And @@OPTIONS doesn't capture everything, either, you may still need to explore server settings, but those should be the same in SSMS and therefore easier to view (but there are many).


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You are here: Home / Politics / Govt / Culver a "co-champion" of National Popular Vote effort
Culver a "co-champion" of National Popular Vote effort
May 11, 2011 By O. Kay Henderson
Former Iowa Governor Chet Culver has a new title: "co-champion" of the effort to have American presidents elected based on the popular vote.
For several years there's been a group pushing to bypass the current Electoral College system and ensure the person elected president won the office because they won a majority of the votes cast in the election. As you may recall, that didn't happen in the 2000 election. Al Gore won more votes, but George W. Bush won the right combination of states and therefore won the presidency by winning the Electoral College.
Former Governor Culver was at a news conference in Washington, D.C. this morning to announce he's a "co-champion" of the National Popular Vote effort. He was joined by former Tennessee Senator Fred Thompson, the actor who ran for president in 2008, and former Illinois Governor Jim Edgar, the other two "co-champions" of the Popular Vote group. Both Thompson and Edgar are Republicans. Culver's a Democrat.
Seven states have pledged to ensure their representatives in the Electoral College cast their votes for the candidate who won the most votes in all 50 states. Under the current system, an "elector" is obligated to cast his or her vote based on which candidate won their state or, a few cases, their congressional district.
Filed Under: Politics / Govt Tagged With: Chet Culver, Democratic Party, Republican Party


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Alan Chow has won First Prize in the Concert Artists Guild International Competition, the UCLA International Piano Competition, and the Palm Beach Invitational International Piano Competition. Winner of the Silver Medal and Audience Favorite Prize at the Gina Bachauer International Piano Competition, he was also a prizewinner in the William Kapell International Piano Competition.
A Steinway artist, Mr. Chow has performed in recital and in concert with orchestras in nearly all 50 states. His recitals have brought him to the major music centers including New York (Lincoln Center, Merkin Hall, Steinway Hall), Boston, Los Angeles, Chicago (Symphony Center and Ravinia), Washington, D.C., Cleveland, Seattle, Atlanta, New Orleans, and Miami. Concerto performances include appearances with the National Symphony, Utah Symphony, Oakland Symphony, Tulsa Philharmonic, Kansas City Symphony, and Omaha Symphony. Mr. Chow regularly tours Asia with performances in China, Japan, Hong Kong, Taiwan, and Singapore, including performances with the Hong Kong Philharmonic, Shanghai Philharmonic and the Pan-Asia Symphony. An avid chamber musician, he has collaborated with the American, Pacifica, Miami and Escher String Quartets and has been guest artist at the Grand Canyon Chamber Music Festival, Juneau Jazz and Classics, San Juan Islands Chamber Music Festival, Kent Blossom Music Festival, Texas Music Festival, Music Festival of Arkansas and Music Mountain. In addition, he appears in joint recital engagements in the Cheng-Chow Trio with pianists Angela Cheng and Alvin Chow.
Mr. Chow has given master classes throughout North America and Asia at conservatories, universities and summer festivals including, Indiana University, Bowdoin Music Festival, New Orleans International Piano Festival, Gina Bachauer International Piano Festival, Las Vegas Piano Festival, Tunghai International Piano Festival (Taiwan), Classical Music Festival (Austria) and in Singapore. Appointed guest professor at the Central Conservatory in Beijing and honored visiting professor at the Shenyang Conservatory, he has also presented recitals, master classes, and lectures in China at the conservatories in Shanghai, Chengdu, Xian and Wuhan. An adjudicator at national and international competitions, he currently serves as the permanent Chair of Jury at the New Orleans International Piano Competition.
Mr. Chow studied with Nelita True at the University of Maryland where he graduated Co Valedictorian with his twin brother Alvin, and received the Charles Manning Prize in the Creative and Performing Arts given to the outstanding graduate; with Sascha Gorodnitzki at The Juilliard School where he was awarded the Victor Herbert Prize in Piano; and with Menahem Pressler at Indiana University where he was the recipient of the Joseph Battista Memorial Scholarship. He also studied at the Mozarteum Sommerakademie with Carlo Zecchi.
Previously having served on the faculty of the University of Arkansas and Northwestern University, Mr. Chow is currently Professor of Piano and Chair of the Piano Department at the Eastman School of Music.
Go Back Juries Page


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text:
Porcari is a surname. Notable people with the surname include:

 Filippo Porcari (born 1984), Italian footballer
 Giovanni dei Porcari (died 1486), Roman Catholic prelate
 John Porcari (born 1958), American government official
 Matías Porcari (born 1986), Argentine football midfielder
 Stefano Porcari (early 15th century–1453), Italian politician and humanist

See also
 Porcaro, town in Italy
 Porcaro (surname)

Italian-language surnames

redpajama_set_name: RedPajamaWikipedia


Okay, storyteller and mythologist Michael Meade has another blog post with Huffington Post, this time on the lack of elders in our culture: "Where Have All The Wise Men Gone?". Read it, and check out the other posts he's written there (one which I mentioned previously). Meade's mythic sense, intelligence, and insights on the problems facing us today always resonate profoundly with me. Please share your own thoughts here!
Do You Dare To Live Your Creative Healing Magic?
Recently I affirmed for about the fourth or fifth time in as many years that the book I'm trying to create, Because Of The Red Fox, is actually a mix of novel and graphic novel. Now I discover that this kind of mix is actually emerging in the children's and middle grade fiction! I have to wonder (even though it's pointless: I know I'm on whatever journey I'm on!) "what might have been" if I'd thoroughly believed from the get-go in the vision and truth about the project that I felt in my bones.
I would have just attempted to create the scenes I saw in my head, and for awhile inserted as photographs of dolls in poses into the storyline.
As Aslan tells Lucy in Voyage Of The Dawn Treader (In the Narnia Chronicles), Child, you're we're never told what might have been.
Anyway, if I need any affirmation that now is the time to create my hybrid novel/graphic novel I have it. I have pulled several examples of this new genre off the shelves of the two bookshops in town. And I feel green with envy — in a good way! Because I'm really excited to dive in to this dream.
I do believe that great creative ideas are energies that emerge and are available for "divine download". Perhaps you'll be one of the Carriers. I've certainly witnessed time and again instances where a great idea emerges in one place, goes a little ways, then emerges someplace completely different and takes off. It's as if the ideas sparkle here and there, and folks play with them, but eventually they find their rightful birther (or birthers) and they just take off.
I have my own other creative healing magic that sparkles just above my hands. I want to one to grab those sparkles and bring them into being. Perhaps I'm just the one to do so.
What creative healing magic, what artistic genius calls to you? What do you feel in your heart, mind, soul, bones that yearns to come to life through your own unique expression of gifts, of talents, or vision for the earth? Do you dare to call it into you, do whatever it takes to manifest them into your one wild and precious life? Do you dare to claim yourself as Carrier and birther of the dream?
No one can live it like you do! And even if the dream born here, there, everywhere — you are the only one to shape it in a particular, singular way.
True, it's possible that a vision that you hold is not yours to manifest on this planet. In those cases, you are believing in a vision, somehow caretaking its fire until it finds its path to physical presence. The trick in that situation is to feel whether the dream is yours to carry to the next level of manifestation, or merely (but importantly) to consider, play with in your mind, design. Speak about. Perhaps when we do this we are helping that dream to discover itself, helping it along like a midwife in some fashion.
I have to say that I believe that this is one of my tasks in this lifetime, to shepherd joyful, beautiful ideas/visions into being. I've had to learn that not all the amazing ideas that come my way are mine to bring into the world. But I do get the delight of playing with them, pulling them together in my imagination, and in my (quantities) of notes. Then I receive the awe of witnessing others bring those dreams — in their own particular forms — into reality. I always find that what emerges is more abundant and surprising and life-giving than I'd dreamed. That said, I do have plenty of my own to bring in directly!
What is your creative healing magic? Your life, your imagination is giving you truths about who you really are that our everyday world doesn't even talk about. It is up to us to perceive the multi-faceted nature of our gifts, how they sparkle and shine in different layers of the real. If we can have faith in the stories our experiences, our bodies, our lives tell us we can begin to step forward in offering our artistry — whatever it is — with conviction and confidence. Quite honestly, to be truly content and joy-filled in our lives, we have no choice but to do so. To just believe in who we are. Or to decide to act as if we believed.
… And I especially love this part of it: You do not even have to believe in yourself or your work.
Especially when we feel we are working with threads, with a melding of ideas, visions, artistries that no one has ever worked with before (or at least, not in a way that we grasp), we need to just commit to the dream, feel its truth in our cells, and begin to take our first steps to manifesting it in our lives, even if our vision seems unattainable for us. (We may feel it's possible for other people to do it!).
To carry a dream into this world is a spiritual adventure. Be brave, be bold! Be the child that leaps into the outdoors and creates anything he or she dreams, with no second thoughts, no doubts. Be the mindful Keeper, protecting, sheltering the flame of the dream until is strong and vigorous and fueled enough to reveal to concentric rings of community — your soul friends first, then a slightly wider circle, and so on, as you live the dream, work it, play in it, learn from it, discover.
Tell me your dreams, if you wish. I believe in them. And in your ability to grow them, root them, as only you can.


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This feels like a very traditional murder mystery. The crime is committed at the beginning and the story quickly establishes a number of characters, all who have motivation and means to commit the murder. Then the detectives get on the case, and slowly reveal more clues and motives. Each time the potential suspect changes, until finally at the end the culprit is revealed.


Responding to others is a very important social skill when talking and interacting with others. This activity offers a unique and fun way to work on the perspective taking skill of how to respond to others.
You and your students will have fun while teaching/learning this important concept.
This activity is differentiated to reach many learners. There are multiple boards provided to appeal to both readers and non-readers. There are boards to work on responding to positive situations, negative situations and a board that combines both.
Black and White boards can be laminated and used over and over again, or, print copies each time and allow children to color in the picture boards for added fun!
This activity encourages students not only to respond, but to think about how they should respond in various situations and why this is important. My students really have fun with this activity. I hope yours do too.


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Jennifer D'Andrea is a Settlement Planning Consultant, Mediator and Structured Settlement Expert with over 16 years experience in the insurance, financial and legal fields. She began her settlement career with EPS Settlements Group (EPSSG) primarily working with the defense on New York State Workers' Compensation, and in 2003, transitioned to EPSSG's sister company, Millennium Settlements as a Plaintiff's oriented consultant. Jennifer continues to work with plaintiff's and their attorneys attending mediations and settlements conferences, as required in the negotiation and resolution of personal injury and non-qualified cases. Prior to structured settlements, she worked in insurance sales and continues to offer various insurance products in conjunction with structured settlement annuities.
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Bushmen claim govt.travel restrictions violate their rights
By Calistus Bosaletswe
A move by government prohibiting Kalahari Bushmen to travel more than 40 km from their residential areas in the Central Kalahari Game Reserve and other Wildlife Management Areas in Kgalagadi has sparked anger among residents. The bushmen accuse the government of restricting their movements.
The unwritten by-laws usually administered by security agents in these areas are not known to most of the communities which result in them being arrested if they travel 40km from their home, a move that was implemented to curb incidents of poaching.
The Kalahari Bushmen who have fought in the courts of law for their ancestral land find it difficult to move freely when gathering wild fruits and indigenous medicine.
The Kalahari Bushmen organisation, Botswana Khwedom Council (BKC) is concerned that a move that restricts the movement of the Bushmen in their ancestral land is a gross violation of their rights.
The BKC, Chairman Galenkutlwe Leakwa indicated that they have received complaints as far as Ranyane in the Kgalagadi District and CKGR where residents are told not to travel more than 40km from their residential areas.
He indicated that they have raised their concerns with the relevant authorities, but nothing was done about it.
Leakwa further stated that the government never gives the bushman an ear when they raise issues that concern them hence the government turned a deaf ear on the issue.
"The Bushmen are forced to travel long distances in search of wild fruits and traditional medicine and restricting them denying them to practice what they have been doing since time immemorial," said Leakwa.
Leakwa indicated that though they have cases of Bushmen who have been assaulted by state agents for allegedly being found in possession of game meat there are those who solely go into the wilderness for gathering wild fruits.
He noted that there is no distinction as some are subjected to punishment at the hands of security agents when they had actually gone for gathering.
Leakwa further argued that in the advent of climate change the bushman are forced to travel long distances in search of wild fruits and medicine which they rely on for food and medicinal purposes.
He indicated that there is a need to scrap such unwritten laws if they exist to allow the bushman to reside freely without being restricted to certain areas as if they are prisoners.
In a letter dated November 17 2018 the council wrote to the Environment, Wildlife and Tourism ministry emphasising that the Khwee people employ good conservation methods when gathering traditional medicines and wild fruits.
The council argued that the method of gathering used among the Bushmen is good for conservation since there is no environmental distraction and degradation as compared to the situation where multi-national companies are gathering for commercial purposes posing a threat to some tree and plant species.
When The Telegraph attempted to reach the Environment, Wildlife and Tourism Minister, Kitso Mokaila to clarify the movement restriction his phone rang unanswered. Attempts were also made to send him an sms to clarify the issue but he had not responded at the time of going to press.
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Hong Kong's Securities and Futures Commission says it will bring crypto funds under its securities regulations to improve investor protection. The financial regulator said that investment funds based in Hong Kong will have to be licensed and registered with the agency. Ashley Alder, the SFC's chief executive officer, said in a news release: "The measures... so that investors' interests would be protected either at the fund management level, at the distribution level, or both"
Jehan Chu, managing director of the Hong Kong-based crypto investment firm Kenetic Capital said "We are happy to see the SFC taking concrete steps to provide clarity and guidance around digital asset management, distribution of fund interests and trading platforms, which shows that the SFC is willing to support the growth of the crypto and blockchain eco-system in a safe and sustainable manner."


2017 Jezebel Pinot Noir — Willful Wine Co.
Fruit-forward, approachable but balanced and typically Oregon Pinot Noir; light to medium-bodied with bright, red fruit flavors and a smooth finish. Enjoy this wine with salmon, chicken or just on its own!
A fruit-forward, approachable Oregon Pinot Noir; medium-bodied with big, ripe fruit character and a smooth finish.


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YOU ARE HERE: /social-science/data-themes
Featured Theme: The National Drug Strategy Household Surveys
The National Drug Strategy Household Survey series examines current awareness of attitudes and behaviours toward drugs and drug problems within the Australian community, focussing on respondents personal attitudes toward drugs, knowledge of drugs and drug histories. There are now ten studies in the series of national household surveys, focussing on drugs and drug behaviour. This includes the National Campaign Against Drug Abuse Social Issues in Australia surveys (1985 -1993) and the National Drug Strategy Household Surveys (1995 - 2013). The data collection for the most recent five studies has been conducted by the Australian Institute of Health and Welfare (AIHW).
ADA Social Science holds over 2000 data sets covering topics from across the social sciences. ADA, in conjunction with leading Australian researchers, have established a series of thematic guides to content in the ADA Social Science holdings, for detailed information on specialized materials within the archive.
Thematic guides are available for the following topics:
Australian Election Study and Australian Candidate Study
Election data by year
Social Attitudes
The Australian Survey of Social Attitudes
The National Social Science Survey
Australian public opinion polls 1946 - Present
Saulwick polls
ANU Polls
National Children's Nutrition and Physical Activity Survey
Australian Child and Adolescent Studies of Mental Health and Wellbeing
Australian National Infant Feeding Survey
If you have additional ideas for thematic content from the ADA Social Science holdings, please contact ADA.