Joliet Catholic Academy has been sharing the gift of song this holiday season. Students, accompanied by music teacher Joyce Kelstrom, traveled to Senior Star Assisted Living Center for a Christmas performance.
Kelstrom's Tapestry and Vocal Ensemble groups performed for residents and staff.
One of the highlights of the visit was when two of the residents attending the performance indicated they were St. Francis Academy alumnae.
St. Francis Academy combined with Joliet Catholic High School in 1990 to provide the Joliet community with a coeducational college preparatory high school, Joliet Catholic Academy.
The alumnae, believed to be 1944 graduates, had tears in their eyes as they listened to the singing that would be their connection to the now Joliet Catholic Academy high school.
The vocal groups also performed at the Museum of Science and Industry on December 4, and Kelstrom's Intermediate Handbells class played at Emeritus and Joshua Arms on November 24, giving the gift of song to many this Christmas season.


As a large academic medical center, St. Joseph's provides a robust collection of fourth year electives in a variety of areas. While we do open our electives to most MD institutions within the United States, our students from Creighton University School of Medicine and the University of Arizona do have first choice.
We do not accept medical students from foreign, international, or Caribbean institutions or any other institutions outside of the United States.
All M.D. medical students who wish to apply for an elective at St. Joseph's Hospital & Medical Center/Creighton University School of Medicine Phoenix Regional Campus must submit their application through the Visiting Student Application Service.
We only accept osteopathic medical students from A.T. Still and Midwestern for 4th year rotations. All A.T. Still and Midwestern students who wish to apply must first contact the student coordinator at their home institution for instructions and the application process.
To learn more about our elective options, call 602.406.9900 or e-mail [email protected].


text:
Citrix research shows those 'Born Digital' can deliver superlative results — if leaders know what makes them tick
Self-awareness as an individual attribute provides the context to better understand others and to find common ground. But what about self-awareness of entire generations?
Are those born before the mass appeal and distribution of digital technology able to make the leap in their awareness of those who have essentially been Born Digital? Does the awareness gap extend to an even more profound disconnect between how today's younger generations think and those more likely to be in the leadership positions in businesses?
Do the bosses really get their entry-level cohorts? And what, if any, impact has the COVID-19 pandemic had in amplifying these perception and cognition gaps?
Stay with us as BriefingsDirect explores new research into what makes the Born Digital generation tick. And we'll also unpack ways that the gap between those born analog and more recently can be closed.
To learn more about the paybacks and advantages of understanding and embracing the Born Digital Effect, please welcome Tim Minahan, Executive Vice President of Business Strategy and Chief Marketing Officer at Citrix, and Amy Haworth, Senior Director of Employee Experience at Citrix. The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions.
Gardner: Tim, your latest research into what makes those Born Digital tick bucks conventional wisdom. Why did Citrix undertake this research in the first place?
Minahan: This is the first generation to grow up in an entirely digital world. In another decade or so, the success or failure of businesses – the entire global economy -- will be in the hands of this Born Digital generation.
Minahan
We wanted to get inside their heads to see what makes them tick. That helps us to help our customers design their post-pandemic work environments and work models to best support the needs of this emerging group of leaders.
The good news is that the Born Digital generation -- those born after 1997 – is primed to deliver significant economic gains -- some $1.9 trillion in corporate profits. But there certainly were some divergences in what they need to do that and how they view work.
Certainly, the pandemic has forever changed the way we all work, but it had a particularly profound impact on the Born Digital generation. Many of them began or had their early careers during the crisis. Remote and technology-driven work is all that they have ever known. Organizations need to be aware of these scenarios as they plan for the future so as to not leave out or disengage from this future generation of leaders.
The Born Digital difference
Gardner: Tim, like me, you were born analog. What surprised you most about this generation?
Minahan: Certain key findings debunked a lot of the myths around what motivates these workers. Our research reveals a fundamental disconnect. First, job stability and work-life balance are what matter most to these employees.
Citrix Research Shows Leaders Disconnected From Younger Employees.
Learn How to Unlock Their Full Potential.
Largely faced with an uncertain job environment, these younger workers are most focused on fundamental work factors like career stability and security. They also want to work in their own way. So, they are looking for a good work-life balance and more flexible work models.
And this is poorly understood by leaders, who -- in the same research – showed that they think, behind access to technology, the Born Digital generation values opportunities for training and meaningful, impactful work. And, while those are important, they're further down the list.
It turns out that job satisfaction, career stability and security, and a good work-life balance ranks above compensation and the manager they work with.
And it's become very clear -- business leaders overestimate the appeal of the office. Ninety percent of Born Digital generation employees do not want to return to the office full-time post-pandemic. They prefer a more flexible or hybrid model, which is in stark contrast to the leadership where 58 percent believe that young workers will want to spend most or all their time working in an office. And this is a real Catch-22 that we're all going to need to grapple with not years from now but in the next few months.
Gardner: Amy, does the way companies misinterpret their employees mean we need an employee experience reboot?
Haworth: After reading this research, I felt an overwhelming sense of the importance of listening. That means getting really curious, and not only curious at big moments, like returning to the office or moving a vast number of employees out of offices -- but getting curious all the time.
If we design employee experience strategies around old assumptions, we're missing each other in the workplace. Experiences are built in the day-to-day moments. We need to build the hybrid workplace around trust and inclusivity.
It was so clear to me that if we are designing employee experience strategies around old assumptions, we're missing each other in the workplace. One of the frameworks for employee experience we use heavily at Citrix is the idea that experiences are built in the day-to-day moments. The touchpoints that employees have in the human space, the physical space, and the digital space. At Citrix, we have rethought and rebooted our own experience, coming back into a hybrid workplace, and built around the idea of trust and inclusivity.
And it's interesting in this research how much trust in autonomy and in inclusivity emerged as critical components for the Born Digitals. Interestingly, that seems to extend into other generations as well. It became the framework for us and our approach to hybrid work -- a philosophy -- and a way to build the infrastructure for that. We wanted to record and cultivate trust in our own culture.
Work together, even when apart
Minahan: Visionary leaders are using this moment in time to rethink future of work models and turn their work environments to competitive advantage. A growing number of our customers are now trying to navigate through these situations in their post-pandemic work model planning.
One of the big topics is not just about where people work. I think there's a false-positive that some executives are doing with the belief that everyone wants to get back to the office full-time. Because the initial burst of productivity has declined, they're using the last 15 months as a proxy for what remote work is.
Let's be clear. The last year and a half has not been remote work, it's been remote isolation. There needs to be a deeper level of understanding, as Amy said, as you move into your planning of what truly motivates people. You need to truly understand what's going to attract the right talent and importantly what's going to engage them and allow them to be successful in driving the business outcomes that you're hoping for them to achieve.
Gardner: I find it not just a little ironic that we're going to be seeking to better listen and better communicate when we're not together in an office. There may be an inability to see the trees for the forest when you're in the same office going through the same work patterns. Maybe breaking that pattern leads to even better communication. Amy?
Haworth: I think you are spot-on, Dana. One of the metaphors I've come to love is the idea of being at the ocean. If you've ever been anywhere where the tide comes in, at first you can't see certain things. Then as the tide goes back out, there are tide pools full of life and vibrancy. They have been there all along, but you just couldn't see them.
And that clearly emulates what is happening in organizations. These opportunities around hybrid work give us another chance to break the script. It helps us discover pieces in our organizations that may not have been working that great to start with and were causing friction all along.
Distributed work is happening. We're having to be more explicit about the conversations around communication, collaboration, the expectations of each other, and what it means to help each other. Raising up those things anew is so important no matter the setting, no matter the workplace.
We're now in a unique environment where we have this window of time to get very specific and not take it for granted – but to rebuild with intention. I truly hope that organizations are smart and do that with a concerted effort, with concerted energy, and then reap the rewards.
Distributed and dynamic workplaces
Minahan: Amy hits on two great points. One is there's a real risk, as we move to hybrid work, that we create a culture of unintentional biases for those office-first-focused folks who may be conducting meetings or collaboration styles that preclude, or don't include, folks working remotely.
It isn't just about having the right technology in place, it's also about having the right policies in place. The cultural aspects and expectations need to create a workplace that has inclusivity and equality -- no matter where work is done. The reality is we are going to continue to work in a very distributed mode, where certain team members won't all be in the same room.
Those Born Digital Will Soon Determine Your Business's Success.
Here's How to Understand Them Better.
You must harness technology, institute policies, and set the expectations that remote workers are still active participants in the process and that information flows freely. That means investing in collaborative work management solutions that create a secure digital collaboration environment. These solutions align people around similar goals and objectives and key results (OKRs) that have visibility into the status and into how projects are progressing, whether you're in the office or somewhere else.
By understanding the dependencies between the dispersed teams and other actions that need to be done, you create the business outcomes you want. These are the types of tools and policies that support the hybrid work environments that people are so desperately trying to create right now.
Gardner: The last year and a half has given us an opportunity to change the playbook. What we're hearing from the younger generations is they're not opposed to that. As we seek to best change the playbook, what has the Citrix research told you?
Born free to choose how to work
Minahan: We engaged with two external research partners on this, Coleman Parkes Research and Oxford Analytica. They surveyed and did qualitative interviews with more than 1,000 business leaders and more than 2,000 knowledge workers across 10 countries. To prepare for the future, it was very clear that leaders need to get a grip on the expectations and motivations of this Born Digital generation and adapt their work models, workplaces, and work practices to better cultivate them.
There were three primary findings. You should focus on where this generation wants to work. Prepare them for success in distributed work environments. Companies need to give employees freedom to choose where they work best.
You should focus on where this generation wants to work. Prepare them for success in distributed work environments. Companies need to give employees freedom to choose where they work best.
To Amy's point, it's about fit and function. Sometimes it is important to come together in offices for collaboration and social and cultural connections. For other forms of work, it is optimal for individuals to have the space they need to think, be creative, and succeed. The Born Digital cohort wants and needs that flexibility -- to have both work environments purpose-fit for the work they need to get done.
Secondly, beyond where they work, the five-day work week that has vestiges of the industrial revolution is probably not appropriate. Same for the 9 am to 5 pm workday. We're finding that a lot of folks need to take a break mid-day to recharge. So instead of thinking about one big block of time, think about sub-blocks that allow workers to optimize the work-life balance and to recharge. That drives the best energy to do your best work. And this is a very clear finding from the study on how the Born Digital want to work.
The last part is about how they work. They want autonomy and the opportunity to work in a high-trust environment. They want to have the right tools to have transparency, collaborate, and drive connectivity with their co-workers and peers -- even if they're not physically in the room together. They want compensation that recognizes and rewards performance, as well as strong and visible leadership.
And so those are some of the key attributes that are important as companies design their new work models.
Gardner: Amy, we're now talking about things like trust and motivation. It seems to me that those are universally important, whether you're born with digital technology or not.
Why does the digital technology generation have a stronger concept around trust and motivation? Is there a connection between being Born Digital and those intrinsic-but-profound values?
Haworth: Think about how these Born Digital knowledge workers have come into the workforce. Most have had some level of college education. They were used to being very autonomous university students as they figured out their activity-based work habits. How do they get the most done? Where does work happen best -- in the library, or in their dorm rooms, or apartments?
The Future of Work Demands Flexibility,
Choice, and Autonomy.
Lean to Foster a More Engaged Workforce.
The transition into an office is simply another step in developing a capability that they've been building for years. And so, if organizations are not leading with trust, transparency, autonomy, and allowing the digital tools they've come to expect and leverage in their educational path, that feels like there's a massive disconnect. They're not only undoing some of the amazing self-leadership that these Born Digitals have grown within themselves, but organizations are also depriving themselves of rethinking the ideas that the Born Digital generation is coming up with.
They are more accustomed than some of their predecessor generations to having seniority when it comes to using digital tools. And as we take an opportunity to flip our mindset, most of the time business leaders with more seniority are thinking, "Well, we have to groom this next generation of leaders."
We may want to flip that mindset. Instead, think about how this new generation of leaders can groom the current leadership through things like reverse-mentorships or by sharing their voices. A manager with a team that includes Born Digitals can ask for their input and give permission for them to help shape the future of work together.
The organizations that do so are going to be much more well-suited to the economic benefits of this talent, as Tim highlighted at the beginning. It's latent talent until we unlock it. It will take a conscious decision of leadership to think about how they can we best learn from this generation. They have a whole lot of things to teach us from what they envision as the future of work.
Increase your app-titude
Minahan: Amy brings up a good point that showed up in the research. That is dissonance between what older workers and leaders perceive as their experience and that of the Born Digital generation. That gap extends to both in the tools they use to do their work, as well as on how they communicate.
On the technology side, for example, young workers and leaders inhabit very different digital worlds. The research found that only 21 percent of business leaders use instant messaging apps such as Slack or WhatsApp for work, as compared with 81 percent of Born Digital employees.
If you want to build trust and communication, it's very hard if you are not hanging out in the same places. Similarly, only 26 percent of business leaders like using these apps for work compared to 82 percent of the Born Digitals. Clearly, there are very different work habits and work tools that the Born Digitals prefer. As leaders look to cultivate, engage with, and recruit these Born Digital workers, they are going to need to understand what tools to use to communicate to foster the next generation of leaders.
Haworth: That statistic also caught my eye; that 26 percent of business leaders like using these apps for work compared with 82 percent of Born Digital workers. Every organization that I have spoken with in my career, honestly, but especially in the last 36 months, has talked about how hard it is to get messages out into the organization. And when you step back and say, "Well, how are you trying to communicate that message?" Oftentimes what I hear is a company intranet or email.
If we take something as incredibly important as communication and think about what could be applied from this data to specific segments -- to communication, to leadership, to recruiting -- this becomes a really salient point and very relevant for the planning and strategy of how to best reach these workers.
In the employee experience space, one of the key ideas is not everybody is the same. Employee experience is built around personalization. Much of this research data is rich with aligning a strategy to personalize the experience for the Born Digitals for both their own benefit as well as the benefit of the organization. If people only take one thing from this report, to me that could be it right there.
Minahan: Yes, we could fill up a whole list of Slack conversations with that topic, absolutely!
Gardner: It strikes me that there is a propensity for these younger workers to naturally innovate. If you give them a task, they are ready and willing to figure out how to do it on their own. Older workers wait around to be told how to do things.
I wonder if this innovation propensity in the younger workers is an untapped, productivity boom, and that allowing people to do things their own way -- as long as the job gets done -- is a huge benefit to all.
Innovation generation integrates AI
Minahan: I think you are onto something there. With the do-it-yourself or YouTube generation, you see it in your own children, they teach themselves or find ways to figure things out -- whether it's a math problem or a hobby.
Best practice sharing mentoring as a benefit applies to solving problems, of how to adapt and learn. Reverse mentoring, formal or informal, has a big opportunity to raise all boats.
Amy mentioned earlier the importance of reverse-mentoring, and that's no joke. We first talked about it as teaching the older generation how to use technology. But there is a best-practice-sharing benefit as applies to solving problems, of how to constantly adapt, and continue to learn. That reverse mentoring, whether it's formal or informal, has a real big opportunity to lift all boats.
Gardner: As these folks innovate, we also now have the means to digitally track what they are doing. We can learn, on a process basis through the data, what works better, which allows us to improve our processes constantly and iteratively. Before, we were all told how to do things. We did it, and then we redid it, and not much changed.
Is there an opportunity here to create a new business style combining the data-driven capability to measure what people are doing as well as having them continue to do it in an experimental fashion?
Haworth: Yes, there is now an amazing opportunity to think about how machine learning (ML) and artificial intelligence (AI) can become a guide. As the data fuels insights, those insights can help make workers more effective and potentially far more productive.
When I think of reverse-mentoring, I not only would love to have a Born Digital mentor me on technology, but I also wouldn't mind having an AI coach tap into places where I'm missing things. They could intervene and help me find a better way, to guide my work, or to think about who else might be interested in this topic. That could fuel an interesting discussion and help me make connections within my organization.
The Born Digital generation also specified in the Citrix report how distinct their experiences are when it comes to building new connections within organizations. Technology can play a role in that, not only by removing friction to give us time to connect with other human beings, but to also guide us to where those connections might be productive ones. And by productive, I don't necessarily mean only output, but where it leads to idea generation, further innovation, scaling, and to creating coalitions and influence that lead to desirable outcomes.
Minahan: The world is moving so quickly today. Technology is advancing at such a rapid pace; it's changing how we engage and do business. The growth-hack skillset for the individual career right now is those who can continuously learn and quickly adapt. That's going to be critical.
We think the Born Digital generation has a lot to offer on that front, and they can teach the entire culture to support that. As Amy said, then augmenting that culture with AI or ML and other tools so that it becomes an institutional upgrade in skills, knowledge, and best-practice-sharing -- so that everyone is absolutely performing at their best and everyone can begin to see around corners and adapt much quicker -- that's what's going to create the high-performing, curious, and growth-oriented organizations of the future.
Gardner: How do we now take this research into action? How do we move from the observation that there is an awareness and perceptions gap -- and maybe $1.9 trillion at stake -- and go about self-evaluating and changing?
Listen fully to learn and lead
Haworth: Number one for me is to listen. And listening is hard for some. It requires time, but I will advocate that it doesn't take a lot of time.
I have a little game to offer everyone. It's called 5 for 5, which means talk to five people with five questions, and ask those five questions to all of them. Don't defend. Don't explain. Just get genuinely curious -- and start with your Born Digitals. Most organizations have an easy way for leaders to find them. They might be on your team. They might be your kids, your nieces, your nephews, or a neighbor down the street. But spend a little bit of time just listening.
And from those five people, we know you are likely to find some themes, just those five conversations. And then put it on your calendar to do that at least once a quarter. These are the most interesting opportunities leaders have to inform strategy, to think about what's next, and to learn something about a person that they may never have known before.
Talk to five people and ask five questions of all of them. Start with your Born Digitals. You are likely to find themes that will inform strategy for leaders.
We recently went through a cycle of this internally at Citrix as part of our hybrid philosophy building and to help develop the capabilities and tools we need in the organization for teams to be effective. I happened to be aligned to interview our Born Digital segment. Most of them were fairly new in their careers, and some had started during COVID.
My favorite question was, "If you were a manager right now, what would you be focused on?" Across the board, each of these interviewees, employees at our organization, said, "I would be very clear on what's expected as far as working hours and when it's okay to log off."
That insight alone was validated in the research. Not only is this generation looking for job stability and security, but they are also very likely to not be the ones to ask for permission. They are looking around to figure out what's okay and not okay.
We need to be clear about helping them define boundaries and to model those boundaries because Born Digital doesn't mean born burnt out. We want to be sure that we keep the engagement, curiosity, innovation, creativity, and energy that the Born Digital population brings into organizations. We need to help them be successful by developing a sustainable pattern for work.
Gardner: Tim, how do you see us closing the gap in the near term?
Keep it simple to reduce daily din
Minahan: The convergence of the digital workspace demands tools that facilitate open and equitable collaboration and transparency across teams, whether they are in the office or working remotely. That includes driving continuous learning and best-practice-sharing and achieving better business outcomes together. The physical workplace needs to be fitted for purpose when is it important to come together, when we do benefit from that, whether it's for collaborative projects or the social aspects, such as for creating that water-cooler dynamic.
As Amy just mentioned, which I think is so critically important, the ultimate success in this is going to require how you transition your culture. How do you make it okay for people to turn off in this always-connected world? How do you set norms on how we create an equitable, inclusive workplace for those that work in the office and those who work remotely?
Amy has put in place here at Citrix a very good framework. Similar to that, we are advising our customers to triangulate between a Venn diagram of creating the right digital workplace, coupling it with the right purpose-built workspace, and then enabling it all with common policies and culture that foster equality, inclusiveness and focus on business outcomes.
Gardner: Is there something about the way technology itself has been delivered into the marketplace by vendors, including Citrix, that also needs to change? When we talk about culture, behavior, and motivations, that's not the way that technology has been shaped and delivered. Is there a lesson from this research?
Haworth: Great employee experiences are shaped by empowerment of employees at a very personal level. When technology guides and automates work experiences to free the person up from the noise, the friction, of having to log-in to multiple tools, to context switch -- all of that creates a draining effect on a human. The technology is now positioned to remove that friction by letting technology do what technology does best, which is to automate, guide, and organize based on personal preferences.
New innovations from platforms such as Citrix help unite work all in one place to simplify tasks for the employee. It means there is more that the employee doesn't have to think about. It's seamless. That quality of interaction is a key lever in creating positive employee experiences, which lead to engagement and commitment to an organization in a world that is fraught right now with finding talent, with fighting attrition, and cultivating the right talent to innovate into the future. All of these elements really matter, and technology has a big role to play.
Gardner: It sounds like automation is another word we should be using. We talked about using ML and AI to help, but the more you can automate, even though that sounds in conflict with allowing people to be flexible, is important.
Minahan: Amy hit the nail on the head. It is about automating and guiding employees, but it's also removing the noise from their day. The dirty little secret in business is each of these individual tools that we have introduced into our workday on their own added productivity, helping us do our jobs, but collectively they have created such a cacophony of noise and distraction in our day, it's actually frustrating employees.
If you think back to pre-pandemic, one of the dynamics was a Gallup study that showed employees were more disengaged than at any other time in history. Some 86 percent of employees felt they were disengaged at work because they were frustrated with the complexity of the work environment, all the tools, the apps, and chat channels that were interrupting them from doing their jobs. And that's only been exacerbated throughout the pandemic as people don't even have a clearly defined beginning and end to their days. And so it continues.
As we introduce technology, we need to mute the noise. We need to automate mundane tasks so employees don't change context every two seconds. Create a unifying workspace that allows access to all tools and content in the right context.
One of the things we need to be thinking about as technologists, as we introduce technology or we build solutions, is how do you mute this noise? How do you automate some of the mundane tasks so that employees don't need to switch context every two seconds? How do you create a unifying workspace that allows them to have access to all the tools, all the apps, all the content, all the business services they need to get their job done without needing to remember multiple passwords and go everywhere else?
And how do you begin to literally use things like AI and ML to guide them through their day, presenting them with the right information at the right time, not all the information, allowing them to execute tasks without needing to navigate multiple different environments? Then, how do you create a collaborative workspace that is equitable and provides transparency and a common place for folks to align around common goals, execute against projects, understand the status, no matter whether they are working in an office in a conference room together or are distributed to all corners of the globe?
Gardner: For those older leaders or younger entrants into the workspace who want to learn more about this research, how can they? And what comes next for Citrix research?
Design the future of work
Minahan: Anyone can find this research available on citrix.com. This research effort, as well as future research efforts, are part of an initiative we took together with academia, research organizations, and governments starting well over a year ago called the Work 2035 Project to try to understand the skills, organizational structures, and role technology plays in shaping the future of work. The only difference is the future of work is arriving a heck of a lot faster than any of us ever expected.
The next big event is that we are hosting a thought leadership event that will be based in part on the latest research effort in October, a virtual summit we are calling Fieldwork, where we are going to bring together some of the industry thought leaders around the topic of how the future of work is evolving and have an open dialogue, and we will be providing more information on that as we get closer.
Gardner: Amy, for those organizations that may have learned more about the employee experience function of governance, leadership, and management, what advice do you have for organizations should they be interested in setting up an employee experience organization?
Haworth: First, I say congratulations to those organizations for investing and taking the time to invest in understanding what employee experience means in the context of their particular desire for business outcomes and in their particular culture.
Citrix published this year some very helpful research around the employee experience operating model. It can be found on citrix.com in the Fieldwork section. I personally have leveraged this in setting up some of the key pillars of our own philosophy and approach to employee experience. It is deep and it will also be a great springboard for moving forward with establishing both a mindset and some practices and programs leading to exceptional stronger employee experiences.
Listen to the podcast. Find it on iTunes. Read a full transcript or download a copy. Sponsor: Citrix.
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Julius Katz was a Chief Negotiator for the NAFTA of the Department of Commerce with 13 videos in the C-SPAN Video Library; the first appearance was a 1988 Forum as a President for the Government Research Corporation. The year with the most videos was 1993 with three videos. The year with the highest average number of views per program was 1997 with an average of 267 views per program.
Participants discussed whether economic sanctions are appropriate and efficient instruments of U.S. foreign policy.


text:
Q: How best to implement link relations for HATEOAS in XML? We have a Java server web application where the core of the system contains a very complex domain model that was designed according to the principles of domain driven design.  For the most part, these domain objects have been affectly very little by the applications other concerns.
We are now looking to put a REST web services API in front of the system and I am struggling with how to best implement the HATEOAS links that come within our own new media type.  For example, lets say we have domain class foo that has an id and name properties with JAX-B annotations:
@XmlType(name = "foo")
public class FooImpl implements Foo {

    private String name;
    private String id;

    ...snip....

@XmlID
@XmlAttribute
@Override
public String getId() {
    return id;
}

    @XmlElement
    @Override
    public String getName() {
        return name;
    }

    @Override
    public void setName(final String name) {
        this.name = name;
    }
}

But the XML I want to return looks like this:
<foo id="123" href="http://myserver.com/foos/123">
   <name>myFoo</name>
   <links>
          <link rel="previous" href="http://myserver.com/foos/122" type="application/mything+xml" />
          <link rel="next" href="http://myserver.com/foos/124" type="application/mything+xml" />
          <link rel="edit" href="http://myserver.com/foos/123" type="application/mything+xml" />
          <link rel="revise" href="http://myserver.com/foos/123" method="put" type="application/mything+xml" />
          <link rel="cancel" href="http://myserver.com/foos/123?op="cancel"" method="post" type="application/mything+xml" />
   </links>
</foo>

What is the best way to do this such that I do not have pollute my domain design with these media type links, but can still use the power of JAX-B for XML marshalling?   Here are some thoughts:
1) JAX-B Adapters - could I use these to modify the XML for the entities and insert the links..is it possible?  is it reasonable?  Any examples?
2) DTO Layer - Create a new REST service layer that converts my domain objects in DTOs.  So far we been able to avoid the hassle of DTOs.  While this would provide total flexibility in what we return to the client, I am also not looking to create domain agnostic clients here.
3) Link Headers - I really like this idea, but I don't think it would work (by itself) because sometimes our resources contain collections of sub-resources.  In this case the subresources would still have to be marshalled into XML that contains links/hrefs, etc.  So while link headers solves the problem to the top level type, it doesn't solve the entire problem.  Feel free to say otherwise!
Is there another approach that will help me avoid DTOs and yet remain transparent to the domain model?

A: The problem is that correctly generating the links requires knowing the context within which they are being generated, which in turn means that simple JAXB interceptors won't do the job: they simply won't know what URL to insert. What's more, generating the next and previous links will require knowing what those values are; it's probably not safe to say that they are consecutive, as that would imply a resource changing its URL when some other resource is deleted, which would be madness.
The safest, easiest method is going to be a wrapper class (with JAXB serialization annotations on it) which delegates to the DAO layer for the information it needs. While this can be a fair amount of code to write, it's at least easy to get such code right. Fancy automated decoration will be much harder.

A: RESTEasy has support for links either via atom or header links. There are some extra annotations by which you may point the linked services. See chapter 8 of RESTEasy documentation.

redpajama_set_name: RedPajamaStackExchange


Completion of the following curriculum will satisfy the requirements for an Associate in Arts degree at KCTCS and related baccalaureate JOURNALISM degree at University of Kentucky. This pathway meets the general education, pre-major, and program requirements.
Completion of the following curriculum will satisfy both the requirements for an Associate in Arts degree at KCTCS as well as the UK Core requirements for the University of Kentucky and the pre-major requirements for the College of Communication's Bachelor of Arts in Journalism.
The College of Communications is a selective admission college. Students must maintain at least a 2.6 overall GPA and a 3.0 GPA in the pre-major courses: JOU 101, 204, and PS 101 or 235 (POL 101 or 235 at BCTC). Please note the JOU 204 counts double in calculating the pre-major GPA.
If the student elects to pursue a Bachelor of Science in Journalism or chooses Option B under the Bachelor of Arts, the foreign language courses will not be required. In this scenario, the student will need to work with their academic advisor to find suitable course replacements in order to satisfy the requirements of the associate's degree.
Students must complete a minor from any college at the University of Kentucky. Students should consider the minor they want to pursue in selecting courses to satisfy the Associate of Arts degree. Please consult with your academic advisor to choose a minor.
Students must complete a minor from any college at the University of Kentucky. Students should consider the minor they want to pursue in selecting courses. Please consult with your academic advisor to choose a minor.
The journalism major has two Paths that students can choose from: Print/Multimedia Path and Broadcast/Multimedia Path. Please consult with your academic advisor to choose the appropriate course for the Path you are following.


How does Battlefield V's Firestorm battle royale map compare to Fortnite and Apex Legends?
The size of the Battlefield V Firestorm map has been revealed. It won't only be the biggest map in Battlefield history but will also be "10 times" the size of Battlefield 5's biggest map, Hamada.
The Firestorm map will be called Halvoy. While it is difficult to tell how it compares to Fortnite and Apex Legends visually, because the games play at a different pace, we can compare the sizes directly.
One Reddit user, Milekill, has estimated Battlefield's first battle royale map to be 12 km squared.
The initial Firestorm circle only covers part of the map. This is because Halvoy is so big in comparison to the 64 players that using all of it would result in too slow gameplay.
So if Halvoy is 10 times bigger than Hamada, just how big is it in comparison to other battle royale maps?
The best comparisons are Blackout and Fortnite due to their enormous player base. The Call of Duty battle royale map is 7 km squared, while Fortnite is smaller at 5.5 km squared.
Elsewhere, PUBG has a variety of maps ranging from 16 to 64 km squared. However, this is an overestimation as a lot of the PUBG maps are largely unplayable water areas.
Consequently, Halvoy is probably somewhere between Vikendi and Sanhok given its speculated 12 km squared. This also means it is bigger than Blackout, Fortnite and the Apex Legends map. King's Canyon, as battle royale maps go, is particularly small.
The upcoming addition of Firestorm has reignited interest in the game again. Sales had been poor in comparison to expectations but there will likely be a spike when Firestorm is released.
On March 25, we'll get to see if Battlefield's battle royale mode lives up to the hype.


Scientific Anglers 3M SYSTEM TWO 67-L Fly Fishing Reel Trout Salmon Bass NICE!!!
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Cortland Crown II Size (M) Spare Spool. Made in England.
Pflueger Gem 2094 Fly Reel First Model with Horseshoe Latch c. 1933-34 Scarce!


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text:
© Pablo Tosco/Angular
08 Aug 18 10 Aug 18
Independent humanitarian agencies and access to health care still blocked in northern Rakhine
Independent humanitarian agencies remain largely blocked from accessing vulnerable communities in northern Rakhine, raising major concerns about unmet medical and humanitarian needs, said the international medical humanitarian organisation Médecins Sans Frontières/Doctors Without Borders (MSF).
On 11 August 2017, two weeks prior to attacks by the Arakan Rohingya Salvation Army (ARSA) and the Myanmar Army's so-called "clearance operations" that followed, MSF lost government authorisation to carry out medical activities in northern Rakhine. One year on, MSF remains unable to operate in the area.
"The lack of sustained independent assessments in northern Rakhine means that no one has a comprehensive picture of the situation on the ground and the medical and humanitarian needs," said Benoit De Gryse, MSF's operations manager for Myanmar. MSF has repeatedly requested that the Myanmar government grant it the necessary travel and activity authorisations to provide medical care to those in need, but the administrative red tape has made this impossible. "MSF once again requests the government grant immediate and unfettered access to northern Rakhine to all independent and impartial humanitarian actors, to ensure that the healthcare needs of the population can be evaluated and addressed."
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MSF has provided health care to all communities in northern Rakhine since 1994. At the time operations were suspended on 11 August 2017, MSF was operating four primary healthcare clinics in northern Rakhine – three of which were subsequently burnt down – and was providing over 11,000 primary and reproductive healthcare consultations per month as well as emergency transport and assistance for patients requiring hospitalisation.
With over 700,000 Rohingya fleeing targeted violence in northern Rakhine from 25 August 2017 onwards, many areas have been depopulated. Yet there are still 550,000 to 600,000 stateless Rohingya across Rakhine State. "The medical needs of the remaining Rohingya population in northern Rakhine, as well as those of ethnic Rakhine and other minorities, must be thoroughly and independently assessed," said De Gryse.
A group of Rohingya refugees wait in line for the assignment of their new homes in the Kutupalong camp, Cox's Bazar. (April '2018)
MSF maintains staff presence in Maungdaw despite being unable to run medical activities, and our teams continue to hear from the Rohingya community there about the difficulties they face accessing healthcare. Muslim patients continue to face restrictions on their freedom of movement and unaffordable medical fees.
One person* MSF spoke to was forced to seek medical care in recent months for their mother in Bangladesh, who died there. "We don't have access to Sittwe or Yangon so the only option is to cross the border to Bangladesh," they told MSF. "This is a very risky route. If I could take my mother's body back to my village and have a funeral next to my father I would be very happy. But that is not going to happen due to the situation of my country. If we had been able to see a specialist here, we wouldn't have had to go to Bangladesh."
The Myanmar government has claimed that healthcare needs are being met, but the severe limitations on humanitarian access to northern Rakhine underline the lack of independent information on conditions. "Humanitarian access is key to understanding the situation on the ground; without credible information, there is no way to assess conditions for return," said De Gryse.
*The identity of the person has been withheld at their request.
our work in Bangladesh >
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Unscripted straight talk shakes the world
Two of the big stories of the past few days revolve around unscripted remarks. In a world in which even "reality" television often plays out to an edited storyline, going off-script has dire consequences and can move both news cycles and nations. I'm not talking about Chris Rock and Will Smith's confrontation at the Oscars here. Rock's comment was scripted and I'm not sure that Smith's reaction wasn't.
Both of the recent outbreaks of straight talk were big news, but on the world stage the bigger incident was from President Biden's speech on Ukraine from Poland. The speech was one of Biden's best by many accounts, but nine words that were ad-libbed by the president stole the show.
Towards the end of the 27-minute speech, President Biden interjected, "For God's sake, this man cannot remain in power."
And a collective gasp went up from around the world.
Interestingly, many of the same people who celebrated Donald Trump for his brash talk and unpredictability are now attacking Biden for his straight talk. The question of the day is whether Biden initiated a call for regime change in Russia. To me, the answer is both yes and no. President Biden seemed to be saying what most of us are thinking these days.
"For God's sake, this man cannot remain in power."
That is not a policy statement. That is a plea. A prayer.
Back in 2002, President Bush did make a call for regime change in Iraq. As the congressional vote on the Authorization to Use Military Force approached, Bush said, "The time of denying, deceiving and delaying has come to an end. Saddam Hussein must disarm himself, or, for the sake of peace, we will lead a coalition to disarm him."
That is an ultimatum. That is a call for regime change if Saddam did not comply. That does not resemble what Joe Biden said.
Whether the phrase was intentional or not, Biden was right. Vladimir Putin needs to go. Assuming that there is a satisfactory outcome to the Ukraine war that leaves the country free and the rest of the world intact and not radioactive, Putin cannot be trusted at the helm of a nuclear power. The man who has brought the world to the brink of WWIII cannot be trusted not to start another war.
Putin does need to go, but that does not mean that US policy is regime change. There are several other ways that Putin's regime could be changed without the involvement of American forces. The best-case scenario would be a coup in the tradition of authoritarian regimes everywhere. If Russia's generals and oligarchs see that Putin is destroying their country and their wealth, maybe they will take matters into their own hands. Failing that, Russia has had two revolutions in about 100 years. It might be time for another.
It isn't likely that President Biden's plea will be ignored by Vladimir Putin. It won't change anything either. A Twitter friend pointed out that a Pentagon report cited by Radio Free Europe before the war already assessed that the Russians believed that the US wanted regime change. The date of that assessment? 2017. When Vladimir Putin's buddy, Trump, was in the White House.
The worst aspect of Biden's comment may prove to be the attempts to walk it back. That is what sounds weak and uncertain.
Shifting gears to the second incident, which was chronologically first, in last week's confirmation hearings., Senator Marsha Blackburn (R-Tenn.) asked Judge Ketanji Brown Jackson to define the word "woman."
Jackson declined, saying, "I'm not a biologist."
Although Judge Jackson's unscripted answer has been panned by right-wing pundits, it isn't a bad one. It's ironic that Republicans have spent years arguing for an objective, biological definition for gender rather than a subjective one based on mental state, but then when a judicial appointee accepts biology as a basis for defining what is a woman, the party mocks her.
A better answer could have been scripted. Judge Jackson could have - should have - said that it isn't the job of judges to define what a woman is. When a law deals with women, it is up to the legislature to define what a woman is.
Laws typically define important terms within their text. It is when laws are poorly written and vague, Florida's "Don't Say Gay" law for example, that judges are called upon to decide what the law means. Or strike down the law for being unconstitutionally vague.
Whether she meant to or not, Judge Jackson correctly acknowledged that biology is what defines a woman. Conservatives should be ecstatic and progressives should be apoplectic.
The MAGA side celebrated Donald Trump, an inveterate liar, as a truth-teller. But this week we saw two examples of truth-telling that were rejected by those same people. For better or for worse, President Biden has said what most of us are thinking: Putin needs to go. May the words pass from his lips to God's ears.
And when Judge Jackson is confirmed - and she will be - and cases about transgender rights come before her - and they will - I hope that she remembers the day that she acknowledged that she was not a biologist. Laws need to reflect the reality of biology and gender rather than mental misconceptions that some people might have.
If you have Amazon Prime, I watched a good movie last night. I think I watched "By Dawn's Early Light" when it originally came out on HBO back in 1990, but with the war in Ukraine and Vladimir Putin threatening a nuclear response, the plot takes on a new validity.
In the movie, a stray nuclear missile launch from Turkey sets off a nuclear exchange between the US and the Soviet Union. I won't give away any more of the plot, but I'm keeping an eye on Deb Haaland.
Tweet of the Day: Geoff Duncan is Georgia's Republican lieutenant governor. This tweet is notable because it is one of the first tweets from a Republican officeholder noting that it is time for the party to move on.
Geoff Duncan @GeoffDuncanGA
That sound you hear is the air deflating out of the Trump balloon and the conservative moment starting to repair and rebuild. Trump's Georgia rally sees "smallest crowd" in state since 2016: ReportersA local journalist estimated the crowd numbered "no more than 5,000," but a Trump spokesperson insisted it was far larger.newsweek.com
57 Retweets498 Likes
Tax and spend
A cornered Putin is an apocalyptic threat
Josh Mandel jumps the shark
What we know about China East Airlines 5735
About Biden and oil production
Don't say, "Don't Say Gay"
The mysterious disappearing missile strike
'Unity is a choice:' Pastor calls out both parties...
How to reduce your gas pains
DRONING ON: How To Help Ukraine Without a No-Fly Z...
The case for (and against) no-fly zones for Ukraine
The economic fallout of Ukraine
SOTU was a solid hit but not a homerun


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Q: Problem with copying arrays I have the following code:
string[] firstArray = { "bla bla", "bla bla", "bla bla"};
string[] secondArray = {"aaaaaaaaaaaa", "aaaaaaaaaaa", "aaaaaaaaa"};

string[] newArray = firstArray;

firstArray = secondArray;

foreach (string item in newArray)
{
     Console.WriteLine(item);
}

This code gives the following results:
bla bla
bla bla
bla bla
I can't understand why the newArray has the same conntent after I assign a different instance to the firstArray. Please help me.

A: You're assigning references to arrays, not the arrays themselves.
string[] firstArray = { "bla bla", "bla bla", "bla bla"};

firstArray has a reference to the blabla array.
string[] secondArray = {"aaaaaaaaaaaa", "aaaaaaaaaaa", "aaaaaaaaa"};

secondArray has a reference to the aaaaaaaaaaaa array.
string[] newArray = array;

I guess there was a array = firstArray somewhere.  newArray holds a reference to the same array as firstArray (blabla).
array = secondArray;

array holds a reference to the same array as secondArray (aaaaaaaaaaaa).
foreach (string item in newArray)

newArray still holds a reference to the blabla array, so that prints.

A: Because you're changing only references to arrays. So newArray will reference to firstArray and then you change a firstArray reference but newArray still reference to the previous blabla array.

A: string[] newArray = array;
array = secondArray;

array is an undeclared, undefined variable.
I do not see how you can either assign newArray to it, or set it to secondArray.
You also refer to both firstArray and firstarray, which will not work.

A: I am assuming when you write 'array' in your code, you mean 'firstArray'.
There is no change because you are not assigning to newArray at all. newArray is a reference; when you type string[] newArray = array, it is pointing to the same address as firstArray. When you assign firstArray to secondArray, you are just changing where firstArray points to. This does not changes where newArray points to.
The basic concept is that reference variables in C# refers to a memory address. It's not the idea of equal. That is, a = b, and you set b = c, that does not changes a. It's more proper to think of it as
a = address 1
b = address 2
c = address 3

when you do a = b,
a = address 2
b = address 2
c = address 3

and when you do b = c
a = address 2
b = address 3
c = address 3


text:
Policy Capability Framework: review tool
What is the Policy Capability Framework? The Policy Capability Framework (PCF) is a performance improvement tool. It aims to help agencies review and improve the overall policy capability of their organisations. It describes the key...
Developing papers with the Policy Quality Framework
Checklist for reviewing papers in development This checklist can be used when reviewing a paper that you (or someone else) are developing. The Policy Quality Framework sets out four standards of quality policy analysis and advice. Detailed...
Start Right Guide
Start Right Guide Guidance on how to get policy projects off to a great start This document outlines how to apply the Start Right approach to initiating a policy project, so it is set up for quality and success. Start Right is designed to be applied...
Guide to the Ministerial Policy Satisfaction Survey
This is the HTML version of the Guide to the Ministerial Policy Satisfaction Survey, also available as PDF. Guide to the Ministerial Policy Satisfaction Survey This guide contains information on how to use the Ministerial Policy Satisfaction...
Start Right: Green Light Framework
Start Right: Green Light Framework The Green Light Framework below lets you record the things you learned during the Exploration phase. The Framework can be used to seek agreement and authorisation, and should be iterated over time as required. Getting...
CO (20) 9: Cabinet Committees: Terms of Reference and Membership This circular has been updated to reflect the changes to Ministerial portfolios that took place on 14 June 2022. 1The Prime Minister has agreed to the updated terms of reference and...
Inland Revenue case study: Improving policy capability
Improving policy capability A case study of Inland Revenue's experience of applying the Policy Capability Framework, and their commitment to using it as a health check every six months. Key points: In 2017, Inland Revenue (IR) embarked on a five-...
Child Poverty Related Indicators (CPRI) Report - HTML version
Reporting on the child poverty related indicators Reducing child poverty is a priority for this Government. For individual children, poverty is about growing up in a household that experiences financial hardship and the stress that comes from having to...
Long-term Insights Briefings, Policy Stewardship and Futures Thinking: What you need to know
Government departments have started work on their inaugural Long-term Insights Briefings. The political term, news cycle, and demand for immediate action can focus us as individuals and institutions on the present. The Long-term Insights...
(CBC) Cabinet Business Committee


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Curbed Cuts
10 to Watch in '14; Neighborhood of the Year; More
By Susie Kostaras Jan 2, 2014, 2:47pm EST
Share All sharing options for: 10 to Watch in '14; Neighborhood of the Year; More
Stay up on this week's top stories from Curbed Boston.
HUB-WIDE—Here are 10 projects to watch in 2014, including the Millennium Tower, the TD Garden expansion and the redevelopment of the Government Center Garage.
ARLINGTON—Further proving one of the biggest real estate trends of the last year, a condo on Pond Lane went for $61,000 over its asking price.
EAST BOSTON—Ladies and gents, the Hub's Neighborhood of the Year.


The other day I realised that I have not seen any recent updates from certain wool industry companies and associations that I find important to follow in my Facebook feed. I found that odd because I knew that they usually post regularly. When I checked their Facebook pages there were indeed many updates that I simply had missed.
The reason for that can be two things: 1) I did not log into Facebook regularly and 2) (more likely) that posts of Facebook pages only reach between 1-4% of their followers organically due to the Facebook Algorithm. In other words, I simply was not shown the updates of certain pages.
What is the Facebook See first?
That is when I learned that Facebook offers a feature called 'See first' that lets posts of pages you selected appear on top of your News Feed. By selecting 'See first' for pages that are important to you, you make sure not to miss any of their latest posts as they will appear at the top of your feed every time you log in to Facebook. This setting works on Facebook pages as well as your friend's pages. According to Facebook, you can select up to 30 people or pages to be shown to you first.
What I like about this is that you don't get a notification sent to your inbox unlike with the setting of 'Close friend' which will clutter up your email account. But if you log into Facebook on a regular basis you can be sure not to miss anything that is of high interest to you.
If you run your own Facebook page you can also encourage your Facebook followers to mark you as 'See first' to ensure they see your posts. This can be especially interesting for your followers if you give away discounts and promotional codes regularly via your Facebook page or often ask for your followers to engage with your content.
If you have not yet liked or followed the page, click on Follow near the cover page.
Hover over the button that now says 'Following' and a small menu will appear.
I hope this little trick is helpful to you. Feel free to add my Facebook page as your 'See First', just to practice 😉 Anyway, Facebook does not share the information who you have set to 'See first' so I will not find out if you did or didn't set my page to 'See first'. that is reassuring to know, isn't it?


THE BASICS: Members of the VCU Track and Field Program also competed in the New Captain's Classic and Multi-Events at Christopher Newport University in Newport News, Va.
VCU had the top two finishers in the men's decathlon. Freshman Xavier Waller, who won the decathlon, set a personal best with a score of 5,349 points. Sophomore Evan Morton finished in second, one point behind, with a personal-best score of 5,348.
Freshman Darius Moffet set a personal record of 11.67 seconds in the 100-meter, placing 16th.
VCU placed two in the top five in the 800-meter race. Sophomore Anthony Green placed third with a time of 1:58.21, while junior Corey Scott set a personal record with a run of 1:58.38, finishing in fourth place.
In the 1500-meter race, senior Justin Kendall placed seventh, running the race in a time of 4:12.97.
Sophomore Christopher Smith paced two Rams in the top seven in the 110-meter hurdles. Smith ran a personal-best 15.66 seconds, placing second, while classmate Aaron Canady ran a personal record time of 17.54 seconds.
Canaday also placed sixth in the 400-meter race. The Hampton, Va. native ran a 58.52 seconds time in that race.
VCU took home the top two spots in the 3000-meter steeple chase. Sophomore Sam Hush won the race with a personal record time of 9:30.48, while classmate Matt Earman finished second with a personal-best time of 9:59.85.
Junior Matt Hatheway finished fifth with a season-best vault of 4.05-meters in the pole vault.
In the long jump, the Rams had four top 10 finishers. Smith led the way with a personal record jump of 6.41-meters, finishing in fifth place. Junior Andrew Shipp placed in sixth with a season-best leap of 6.39-meters, while Moffett finished in eighth with a personal-best jump of 6.32-meters. Rounding out the top 10 was sophomore Anthony Hurd, who had a leap of 5.91-meters.
Three Rams placed in the time seven in the triple jump. Freshman Delvin Woodruff led the Rams with a third place finish, scoring a 13.22-meter jump. Shipp finished fifth with a season-best leap of 12.79-meters, while Smith was just behind in sixth with a jump of 12.39-meters.


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All aboard for the long-awaited return of Rough Crossing, from Academy, Tony and Olivier award-winning writer Tom Stoppard, directed by acclaimed director Rachel Kavanaugh.
The star cast is led by John Partridge, winner of this year's Celebrity Masterchef, well known to TV audiences as EastEnders' charismatic Christian Clarke, and one of West End theatre's most prolific leading men (A Chorus Line, Chicago). Starring alongside John is Olivier-award nominee Charlie Stemp, fresh from his Palladium and Broadway triumphs (Hello, Dolly!, Half a Sixpence). They are joined by West-End star Issy van Randwyck(Fascinating Aïda), comedy TV favourite Matthew Cottle(Game On), Holby City's Rob Ostlere and Simon Dutton (The Saint).
Two famous playwrights, one jealous composer, an unorthodox waiter, and a mistimed lifeboat drill... let the sharp Atlantic winds turn to gales of hysterical laughter as our colourful characters become tantalisingly tangled in a Stoppardian string of absurd events, as they feverishly try to rehearse a show whilst en route to New York.


Vegetarian burrito bowl ready with zesty Mexican flavors in less than 30 minutes! It is the ultimate gluten-free healthy fajita burrito bowl layered with sautéed peppers and onions over warm rice and beans!
This vegetarian burrito bowl is a family favorite of ours! It is so healthy and versatile to eat for all ages. And anyone can add their favorite extras such as sour cream, avocado sauce or fresh salsa into the mix!
My kiddos go-to meal they can eat ALL. THE. TIME. are bean and cheese burritos. Anyone else's kids on the bean-cheese diet? I don't blame them, they are delicious and quick for me to make.
BTW, we eat Mexican food about 3 or more nights a week?.
I like to make a large batch of cooked rice or quinoa in the beginning of the week and store it in the fridge for convenient dinners (I have probable mentioned that before). This makes nights where we have Mexican food or roasted vegetables a no brainer because I can prep the main entrée and serve it with my already prepared side of rice.
This savory vegetarian burrito bowl is so easy so lets get started!
First we start with making the rice if you do not have any precooked on-hand (don't worry, most of us don't!). Cook the rice as instructed, covered and simmering for about 20 minutes until it is cooked and fluffy.
While the rice cooks cut the peppers and onions into thin slices. For the red bell pepper, cut of the top and remove the inside seeded area then give it a good rinse to get any other seeds off. Then slice the pepper in half (lengthwise) and into slices. For the onion, slice of the top and peel off the skin. Cut it in half for a large onion then slice each half into thin slices. If the onion is smaller you can just slice it making thin rings.
Sautee the onions and peppers for about 10 minutes in olive oil until the onions are translucent.
While the peppers and onions cook slice up the toppings such as green onions and cilantro. Slice the lime into wedges or pretty coin circles and slice the avocado. Drain and rinse your can of black beans.
Now we are ready to start assembling our burrito bowl! Layer one side of the bowl with cooked rice and the other with black beans. Top with the cooked red peppers and onion then garnish with avocado, onion, lime juice and a favorite salsa!
In this case if you skip the rice or swap it out for cauliflower rice you can turn it into grain-free paleo meal! Either way this burrito bowl is still part of a healthy plant-based diet. Plant-based diets may help the odds by reducing heart disease, lowering blood pressure and cholesterol and regulating sugar levels. Beans, quinoa, legumes, seeds and nuts are all great ways to get vegetarian protein without consuming animal fats.
Making burrito bowls at home is so much better for your than eating out where extra salt, fats and oils are added to meals and even sautéed vegetables. Making them at home you can also add as many extra vegetable toppings! Cilantro is an excellent herb that helps regulate and rid toxins from storing up in the body. Onions and red bell peppers have antioxidant properties and may help prevent cancer. Black beans are rich in fiber, high in protein and iron, and combined with rice they both contain all the essential amino acids (proteins to support the body and mental functions).
What To Add To Fajita Bean And Rice Bowls?
Vegetables and fruits such as sautéed peppers and onion, fresh green onions, fresh cilantro, tomatillo salsa, fresh salsa, avocado, guacamole, mango chunks.
Put them in a corn tortilla for easy tacos.
Serve them with a side of tortilla chips.
These vegetarian bowls are delicious and incredibly healthy! You can add any cheese, Greek yogurt or sour cream if you would like, or keep them as a vegan burrito bowl for dairy-sensitive diets.
Cook the rice according to instructions, usually about 20 minutes covered.
Drain and rinse the beans and gently heat in a small saucepan.
Slice off the ends of the red bell peppers. Remove the seeds inside and rinse off too get any extra seeds out. Slice into thin slices lengthwise.
Slice off the top of the onion and peel away the skin. Cut in half for a large onion then into thin slices. If the onion is smaller you can cut it into thin rings without halving it first.
In a large sautee pan add the olive oil, red bell peppers and onions. Turn the heat to medium high and heat for 10 minutes until the onions become translucent and mixing throughout the cooking process so it cooks evenly and does not burn. If it starts to burn turn the heat down slightly. Sprinkle with salt and pepper to taste.
While the onions and rice cook chop the rest of the ingredients: green onions, cilantro, avocado and slice the lemons into wedges or rings.
When the rice and peppers are finished cooking assemble a large serving bowl or plate with half of the rice on one side and the beans on the other side. Top in the center with the cooked peppers and onions. Garnish with green onions, fresh cilantro, avocado and a splash of lime. Add salsa or any other toppings of choice. Add any salt and pepper to taste.
I love Mexican food. This burrito bowl looking delicious. Literally want to eat this now. yum..
Such a yummy, easy recipe! I was trying to find a recipe to make for dinner?! This looks like such a great idea.
Thank you! It's so quick, easy and delicious!


text:
We stayed in Walthamstow in December 2017 mainly to be sure of finally getting to the William Morris Gallery. Housed in a mid-eighteenth century house, in which Morris lived between the ages of fourteen and twenty-two, the Gallery reopened in 2012 after a major redevelopment. We timed the visit to coincide with an exhibition of the work of May Morris, William's younger daughter, artist and designer of wallpapers, jewellery, embroidery and much else: teacher, lecturer and editor of the 24-volume collected edition of William Morris's works: http://maymorrisartandlife.co.uk/the-exhibition/
On this occasion of William Morris's birthday (24 March 1834 – 3 October 1896), I was thinking of Peter Stansky noting that, among other paradoxes, Morris's strong dislike of the Renaissance had to be set against his providing a fine example of what has become the conventional definition of 'a Renaissance man'. Opposing the very notion of individual genius was a man of evident individual genius. As Stansky remarked, 'What Morris was unprepared to recognize was that his was truly the exceptional case.'[1]
(May Morris)
The narrator of L. P. Hartley's The Go-Between remarks at one point, 'I was in love with the exceptional and ready to sacrifice all normal happenings to it'.[2] Yes, that 'normal' – what is it and what has it become? I saw too a photograph, earlier today, in which a 'March For Our Lives' demonstrator in Washington held up a placard reading 'This is not normal'. We said, of course, 'Back to normal' as the scheduled strike period ended and the Librarian returned to what was hoped and desired to be precisely that. But normality, like nostalgia, isn't what it used to be. From the individual and small-scale to the national and supranational, the stable and the commonsensical have taken a vacation of unspecified length.
On that smallest scale—deliveries cancelled; collections missed; a plasterer working in the house—my own 'normal' wasn't shaping up too well and, essentially, I needed to keep out of the way. Work on walls I might have dodged; work on ceilings made things a little trickier. So I walked to the newsagent, then out over the park to the station and caught a train to Bath.
It occurred to me, not for the first time, that, just as cats can immediately spot the one man or woman in the room unsympathetic to cats—and head straight for them—so men on trains with mobile phones and loud voices can pick me out in a crowded carriage—'Hey, a guy with a book!'—and are thus able to position themselves behind my right ear before getting stuck in to a detailed and repetitive progress report on a telecommunications project, involving several individual contracts. The train ride was thirteen minutes long: when I arrived in Bath, the palms of my hands were slightly damp but I'd suffered no blackouts and the telecommunications man was still in rude health.
Whistler, Rex; The Foreign Bloke; Victoria Art Gallery; http://www.artuk.org/artworks/the-foreign-bloke-40424
Gainsborough, Thomas; Louisa, Lady Clarges (1760-1809); Victoria Art Gallery; http://www.artuk.org/artworks/louisa-lady-clarges-17601809-40010
(Rex Whistler, The Foreign Bloke; Thomas Gainsborough, Louisa, Lady Clarges: both Victoria Art Gallery, Bath)
So: bookshops, cafés, parks, canal path walking but mainly looking at pictures—David Inshaw's The River Bank (Ophelia), William Roberts' The Dressmakers, Gainsborough, Joseph Wright, Thomas Barker—while reading Elizabeth Bishop whenever I could:
'Mr. Valdes had a wonderful time, I think. It was rather exhausting for us, though, because he speaks scarcely any English, and he stayed from four till seven. We had sherry, which he seemed to regard as just "wine." He kept saying "More wine" and he finished off the bottle, while Charlotte and I became sicker and sicker. The high point of the affair was when he and Charlotte imitated mosquitoes and buzzed around the room.' And, 'Since our patronage he has changed his sign (a palette stuck on the front of his cottage) from "Sign Painter" to "Artistic Painter". . . '[3]
https://brbl-dl.library.yale.edu/vufind/Record/3578226
(Beinecke Rare Book and Manuscript Library, Yale University)
But yes, that 'normal'. Why Be Happy When You Could Be Normal? Jeanette Winterson entitled her memoir—in the course of which she wrote of the feelings of sympathy shared by people, even when they didn't know one another, inside the giant tent during the church's Glory Crusades. 'The tent was like the war had been for all the people of my parents' age. Not real life, but a time where ordinary rules didn't apply. You could forget the bills and the bother. You had a common purpose.'[4] This was something that I already associated with my own late mother, not in a religious context but purely a social one. For my mother, it was a time when class barriers fell away and everyone was nice to one another and pulled together. Rarely, if ever, mentioned were those opportunities provided to—and enthusiastically taken up by—looters, murderers, rapists, black marketeers and fraudsters. It was, quite simply, the most exciting time—perhaps, unambiguously, the best time—of her life. And this widely-held view of the past, particularly that period of the past, had, I suspect, a strong bearing on the recent convulsions in this country.
Ideas of the normal change over time, with age, within social groups; and some are more obvious than others. The general shift to increasingly liberal social values makes the hundreds of capital offences current in the early nineteenth century, famously including such crimes as impersonating a Chelsea pensioner and damaging Westminster Bridge, almost comic now. And it was quite normal in the nineteenth century for the family album to have photographs of the infant dead, choreographed so that, with eyes open, they still seemed to be alive.[5] Now, I'm often struck by the extraordinary lengths to which some people go to avoid or conjure away the whole subject of death.
'It may well be', Allan Bloom observed, 'that a society's greatest madness seems normal to itself.'[6] A text for the times, you may think. Still, as Herbert Read noted, 'it is perfectly possible, even normal, to live a life of contradictions.'[7]
So it is, so it is. I wonder, though, whether the possibility of not living a life of contradictions, is fast vanishing – if it has not already left the building.
[1] Peter Stansky, Redesigning the World: William Morris, the 1880s, and the Arts and Crafts (Princeton University Press, 1985), 6.
[2] L. P. Hartley, The Go-Between ([1953] Harmondsworth: Penguin, 1971), 94.
[3] To Frani Blough and Margaret Miller, 3 June 1938: One Art: The Selected Letters, edited by Robert Giroux (London: Pimlico, 1996), 75.
[4] Jeanette Winterson, Why Be Happy When You Could Be Normal? (2011; London: Vintage 2012), 70, 71.
[5] Raphael Samuel, Theatres of Memory (London: Verso, 1996), 375.
[6] Allan Bloom, The Closing of the American Mind (New York: Simon and Schuster, 1988), 75.
[7] Herbert Read, Contrary Experiences (London: Faber, 1963), 62.
Author reconstructionarytalesPosted on March 24, 2018 Categories UncategorizedTags Art, Elizabeth Bishop, William Morris
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text:
by Andy Taylor 24 September 2017
Review: Insolvency Rules (England and Wales) 2016
2017 was the year the insolvency world of England and Wales modernised. As we are all well aware the new Insolvency Rules (England and Wales) 2016 went live on 6 April 2017 along with the coming into force of the insolvency parts of the Small Business, Enterprise and Employment Act 2015.
The new rules have been in use for nearly 6 months now, so it's a good time to take a look back and recap on the requirements of the new law.
Forms aren't what they used to be
The insolvency forms for the Registrar of Companies are no longer prescribed by insolvency legislation, instead their format, style and content are now under Companies House legislation. This change resulted in Companies House producing brand new forms for all aspects of corporate insolvency.
The new legislation also saw the rest of the remaining forms and their form numbers previously prescribed by the insolvency act removed. Under the new rules, Insolvency Practitioners have instead been given the details of what the form should contain rather than how they should look.
Decision Procedures
The introduction of Decision Procedures has seen an increase in the options now available to an Insolvency Practitioner when looking to pass resolutions. For example, there are now three Decision Procedures available for the appointment of a liquidator in a Creditors' Voluntary Liquidation; Deemed Consent, Virtual Meeting and Physical Meeting.
Final meetings are no more
The updated legislation has seen the abolishment of the need to call a final meeting in a bankruptcy and in each of the three liquidation types.
Opting Out and Websites
With the exception of dividend related correspondence creditors are now able to say that they no longer wish to receive information about an insolvency assignment.
A notice must be sent to creditors advising how a creditor opts out.
Websites can also be used as the means to provide correspondence once a notice has been sent to creditors.
Claims under £1,000
To help with the declaration of dividends the new rules allow Insolvency Practitioners to include and pay creditors who have an estimated claim of less than £1,000 but have not yet provided a proof of debt.
Individual's Privacy in a Statement of Affairs
Unfortunately identity theft is a growing problem and the new rules recognised privacy concerns around this in the statement of affairs. Insolvency Practitioners must now show ex-employees, employees and personal consumer deposit creditors on a separate schedule and this schedule should be removed before the statement of affairs is sent to Companies House.
We haven't reached the end yet
The team at VisionBlue (now Aryza) worked tirelessly to ensure all the requirements outlined above were implemented to our case management solution to be utilised by our clients. We are aware that legislation will be out soon which will look to amend some of what came into force on 6 April 2017. As the phrase goes there is no rest for the wicked, and we will make amendments where required once the details of these legislation tweaks are known.


text:
MockRenderProcessHost::MockRenderProcessHost(Profile* profile)
    : RenderProcessHost(profile),
      transport_dib_(NULL),
      bad_msg_count_(0),
      factory_(NULL) {
  // Child process security operations can't be unit tested unless we add
  // ourselves as an existing child process.
  ChildProcessSecurityPolicy::GetInstance()->Add(id());
}

MockRenderProcessHost::~MockRenderProcessHost() {
  ChildProcessSecurityPolicy::GetInstance()->Remove(id());
  delete transport_dib_;
  if (factory_)
    factory_->Remove(this);
}

bool MockRenderProcessHost::Init(
    bool is_accessibility_enabled, bool is_extensions_process) {
  return true;
}

int MockRenderProcessHost::GetNextRoutingID() {
  static int prev_routing_id = 0;
  return ++prev_routing_id;
}

void MockRenderProcessHost::CancelResourceRequests(int render_widget_id) {
}

void MockRenderProcessHost::CrossSiteClosePageACK(
    const ViewMsg_ClosePage_Params& params) {
}

bool MockRenderProcessHost::WaitForUpdateMsg(int render_widget_id,
                                             const base::TimeDelta& max_delay,
                                             IPC::Message* msg) {
  return false;
}

void MockRenderProcessHost::ReceivedBadMessage() {
  ++bad_msg_count_;
}

void MockRenderProcessHost::WidgetRestored() {
}

void MockRenderProcessHost::WidgetHidden() {
}

int MockRenderProcessHost::VisibleWidgetCount() const {
  return 1;
}

void MockRenderProcessHost::AddWord(const string16& word) {
}

bool MockRenderProcessHost::FastShutdownIfPossible() {
  // We aren't actually going to do anything, but set |fast_shutdown_started_|
  // to true so that tests know we've been called.
  fast_shutdown_started_ = true;
  return true;
}

bool MockRenderProcessHost::SendWithTimeout(IPC::Message* msg, int timeout_ms) {
  // Save the message in the sink. Just ignore timeout_ms.
  sink_.OnMessageReceived(*msg);
  delete msg;
  return true;
}

base::ProcessHandle MockRenderProcessHost::GetHandle() {
  return base::kNullProcessHandle;
}

bool MockRenderProcessHost::Send(IPC::Message* msg) {
  // Save the message in the sink.
  sink_.OnMessageReceived(*msg);
  delete msg;
  return true;
}

TransportDIB* MockRenderProcessHost::GetTransportDIB(TransportDIB::Id dib_id) {
  if (transport_dib_)
    return transport_dib_;
#if defined(OS_WIN)
  HANDLE duped;
  DuplicateHandle(GetCurrentProcess(), dib_id.handle, GetCurrentProcess(),
                  &duped, 0, TRUE, DUPLICATE_SAME_ACCESS);
  transport_dib_ = TransportDIB::Map(duped);
#elif defined(OS_MACOSX)
  // On Mac, TransportDIBs are always created in the browser, so we cannot map
  // one from a dib_id.
  transport_dib_ = TransportDIB::Create(100 * 100 * 4, 0);
#elif defined(OS_POSIX)
  transport_dib_ = TransportDIB::Map(dib_id.shmkey);
#endif

  return transport_dib_;
}

bool MockRenderProcessHost::OnMessageReceived(const IPC::Message& msg) {
  return false;
}

void MockRenderProcessHost::OnChannelConnected(int32 peer_pid) {
}

MockRenderProcessHostFactory::MockRenderProcessHostFactory() {}

MockRenderProcessHostFactory::~MockRenderProcessHostFactory() {
  // Detach this object from MockRenderProcesses to prevent STLDeleteElements()
  // from calling MockRenderProcessHostFactory::Remove().
  for (ScopedVector<MockRenderProcessHost>::iterator it = processes_.begin();
       it != processes_.end(); ++it) {
    (*it)->SetFactory(NULL);
  }
}

RenderProcessHost* MockRenderProcessHostFactory::CreateRenderProcessHost(
    Profile* profile) const {
  MockRenderProcessHost* host = new MockRenderProcessHost(profile);
  if (host) {
    processes_.push_back(host);
    host->SetFactory(this);
  }
  return host;
}

void MockRenderProcessHostFactory::Remove(MockRenderProcessHost* host) const {
  for (ScopedVector<MockRenderProcessHost>::iterator it = processes_.begin();
       it != processes_.end(); ++it) {
    if (*it == host) {
      processes_.weak_erase(it);
      break;
    }
  }
}

redpajama_set_name: RedPajamaGithub


text:
LONG-TERM PARTNERSHIPS
CRECEMOS
LGIHE
Cardinal Otunga High School
Oficina Laboral
Partnership for Haitian Children and Youth
Fundacion Sembrar
URINZIRA COMMUNITY CENTER
AVSI Kenya
IVORY COAST >
RPP-HIV Project
SCHOOL FEEDING & LITERACY
GRADUATING TO RESILIENCE
SKY PROJECT
TWIYUBAKE | RWANDA
INTEGRATED EDUCATION RESPONSE IN DADAAB
HIV PREVENTION in PEMBA
CHILD LABOR PREVENTION
ARCCIII in DRC
RRPM in DRC
WOMEN AS AGENTS OF PEACE IN SOUTH SUDAN
AVSI SUPPORTS IDPs IN IRAQ
PROMOTING INTEGRATION THROUGH EMPLOYMENT OF VENEZUELAN REFUGEES IN BRAZIL
"ACTIVADOS" - WITH VENEZUELAN REFUGEES IN ECUADOR
AVSI and the importance of Faith-Based
Organizations in development
READ BELOW REMARKS MADE by Giampaolo Silvestri, Secretary General of AVSI, at "Pathways to Achieving Human Dignity: Partnering with Faith-Based Organizations", A SYMPOSIUM
co-hosted by the Holy See's Secretariat of State and the U.S. Embassy to the Holy See at Old Synod Hall, APOSTOLIC PALACE
October 2, 2019 — I will be speaking to you about the importance of Faith-Based Organizations in the development process. I will start by giving you some information about AVSI.
Who is AVSI?
AVSI is a non-governmental organization founded in 1972; we have a history of over 45 years of activity in developing countries. AVSI was born within the Communion and Liberation Movement, a proposal for education in the Catholic faith.
Today we work in 32 countries, especially in Sub Saharan Africa and the Great Lakes Region, in the Middle East and Latin America, with about 200 projects and with 3.7 million direct beneficiaries and a staff of 1,700 people; in 2018 we managed around 68 millions of euros.
A feature of AVSI is to work together with local partners; most of them Faith-Based Organizations, in different fields: education, child protection, urban development, agriculture and interventions for refugees and migrants.
Our mission and method are born from our identity, our Catholic faith, in particular from the experience of the Communion and Liberation Movement, and from our history. Following our mission, we implement cooperation projects in various sectors with a particular focus on education, meaning that the person is accompanied towards self-discovery and recognition that the other person is a resource.
We try to realize our projects considering these important elements:
to start from the value of the person, who is never defined by the circumstances in which she lives
to view the person always in her family and community context
to do with: accompany and let ourselves be accompanied, recognizing that we all share the same human experience
to involve all stakeholders: encourage the participation of beneficiaries, providers, partners, donors, and the private sector
Secondly, I'd like to explain these points by giving you three brief examples of what it means for us to work with and for Faith-Based Organizations.
Uganda, SCORE project
The first example is the SCORE project: SCORE means Sustainable Comprehensive Responses for Vulnerable Children and their Families, set in Uganda in different districts and concluded a year ago after seven years of activities. SCORE was funded by USAID within the PEPFAR Program with a US$ 38 million budget.
The SCORE Project's goal was to seek sustainable responses to the needs of vulnerable children and their families, resulting in:
200,000 people involved,
34,000 families reached,
50 partners for the implementation of the project,
1,600 villages and saving groups for a total of 37,000 members.
One of SCORE's goals was to develop relationships within the communities, facilitating links with local institutions, rather than focusing on the mere distribution of goods or services.
The most crucial element of this project was the Graduation Approach, where the groups of beneficiaries, mainly women, were supported not by the distribution of goods but with training activities and technical assistance, in particular for income-generating activities, within a set path at the end of which people graduate. They were able to become financially independent by starting a small business and, therefore, exit from the project because they overcome the poverty line.
Usually people are afraid of leaving a development project because they will no longer receive any good or service, but in this case, it was surprising to see their happiness when they graduated to become independent.
The project was successful; thousands of families "have graduated" and are now able to provide for their needs but first to the needs of their children, by paying for school and healthcare.
The Graduation model worked primarily with the groups that were also Faith-Based Organizations because they were able to support women more effectively in this path of human and professional growth.
Iraq, A virtuous production cycle to relaunch a city and its economic fabric for IDPs and returnees to the Nineveh Plain
The second project I would like to present today is titled A virtuous production cycle to relaunch a city and its economic fabric for IDPs and returnees to the Nineveh Plain, that AVSI is implementing in Qaraqosh, financed by the Bureau of Population, Refugees, and Migration - US Department of State (PRM) with a contribution of
US$ 3 million.
The main objective of the project is to provide livelihood opportunities and create the pre-conditions for the economic recovery of the area, and the full return of IDPs to their homes through the reconstruction of farming businesses.
The most important activities are:
Strengthen local community organizations and establish conditions for a community-driven project;
Restore economic livelihoods by reactivating 100 small and medium household farms;
Foster civic engagement and social cohesion through comprehensive life skills training and the reconstruction of a community garden.)
The beneficiaries are 3,000 Iraqi returnees and Iraqi IDPs.
The role of the local partner has been crucial: the Church Supreme Board for Construction of Baghdeda (BfCB), led by a Chaldean Priest, is the organization in charge of the reconstruction of Qaraqosh. It is thanks to the action of this Faith-Based Organization that is possible to reach the beneficiaries and accompany them to resume the economic activities. In our experience, the presence and the role of this Faith-Based Organization is a reliable guarantee to achieve the objectives of the project.
Syria. Open Hospitals
Another example is the Open Hospitals Project, promoted by His Eminence Cardinal Zenari, Apostolic Nuncio in Syria. Through this project, AVSI is supporting three Catholic Hospitals, two in Damascus and one in Aleppo, run by Congregations of Sisters.
Since the end of 2017, these hospitals have been providing free treatments to 27,000 people in need.
An essential element of this project is that most people treated are Muslims who receive free care from Catholic Hospitals. This is building social cohesion between different ethnic and religious groups, and it is an evident contribution of the Faith-Based Organizations for the reconstruction and pacification of Syria.
I would like to conclude offering some considerations from these experiences:
The hallmark of Faith-Based Organizations is to be open to every single person, without distinction or prejudice based on culture, faith, nationality, tribe, or race.
Faith-Based Organizations foster inclusiveness: no one is left behind, as the Faith-Based Organization is interested in the destiny of the single person, always considered as a part of a community or family. They are able to include and involve not only beneficiaries but also other partners, raising awareness.
Proximity: a Faith-Based Organization is close to the reality of people. This grants the opportunity to understand their actual needs, to identify them and build a bridge between institutions or governments and the individuals, between policies and life on the field.
A new culture: Faith-Based Organizations create a new culture of respect for people, as they propose a different approach to the issue of human rights considered from a real perspective, not ideological; they inspire new ways to protect childhood, to fight child labor, promote women empowerment.
A Faith-Based Organization is able to recognize the relevance of the "religious sense": there is no real development if we do not consider the importance of the religious belief of beneficiaries and the implications of this belonging in their everyday life. Above all in the Middle East or in some regions in Africa or in Latin America, only a Faith-Based Organization has the "tools" to act taking into account the role of religion in the life of the person (in the way to educate, to create relations, to work, to love, to eat, etc…). A secular approach could be sterile in some contexts or, even worse, counterproductive.
It is a long-term investment to increase support and funding by governments and other stakeholders for Faith-Based Organization, considered as "partners" in the promotion of sustainable development according to the SDGs.
Select in the right way the subjects that deserve to get the funds of donors: the selection should be based not only on the quality and structure of a project, but also considering the reliability, the accountability, the capacity of the organization and its positive track record. On these key points, a Faith-Based Organization can bring a great added value.
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