text:
Live-in Conditioning Centers
Is the Sanitarium Concept Obsolete?
Herschel C. Lamp is director of Health Education and Preventive Medicine at St. Helena Hospital and Health Center in Deer Park, California.
Richard T. Walden, M.D., is medical secretary of the Wisconsin Conference
Lilya Wagner is editorial assistant of hospital relations at Florida Hospital in Orlando, Florida.
Artboard 1 August
Artboard 1 Live-in Conditioning Centers
St. Helena Health Center
WHEN the St. Helena Hospital and Health Center was opened on June 7, 1878, under the name Rural Health Re treat, with a bed capacity of 13, the principle of disease prevention was already established as a part of its basic philosophy—a philosophy solidly founded on inspired counsel that was later expressed in these words:
"The distinction between prevention and cure has not been made sufficiently important. Teach the people that it is better to know how to keep well than how to cure disease. Our physicians should be wise educators, warning all against self-indulgence, showing that abstinence from the things that God has prohibited is the only way to prevent ruin of body and mind." 1
"The feeble and suffering ones must be educated . . . until they will have respect for, and live in obedience to the law that God has made to control the human organism." 2
Within the church's health institutions the sick were to be taught by instruction, demonstration, and example that a change in habits of eating, drinking, exercising, resting, and thinking are valuable health measures that are at the same time curative, restorative, and preventive.
Undergirding this therapeutic, educational activity, however, one objective was always to be kept supreme:
"Let every means be devised to bring about the saving of souls in our medical institutions. This is our work." 3 "Our sanitariums are to be established for one object the proclamation of the truth for this time." 4
Over the past century the treatment of disease has become more technical, sophisticated, and costly. This development has resulted in an emphasis on short-stay, intensive therapy in acute-care community hospitals, where the opportunity to perform an educational and spiritual ministry has been greatly reduced. Yet in this same hundred years there has been a marked increase in life style-related diseases that are amenable to preventive measures presented in a Christian context. Diseases in this category would include coronary heart dis ease, hypertension, chronic obstructive pulmonary disease, alcoholism, and other types of drug abuse, and mental illness.
Recognizing the challenge to implement the Lord's counsel on preventive care, the board of the St. Helena Sanitarium and Hospital in 1967 voted to construct a 42-bed Health Center where ambulatory patients might come for a diagnostic and educational program, designed to help them make needed life style changes that would significantly alter their health.
In April, 1969, the live-in Stop Smoking Program was inaugurated. Although it was based on principles developed in the Five-Day Plan to Stop Smoking, it has been able to offer a great deal more to the patients in five full days than could be given in only eight hours of evening instruction on an outpatient basis. In July, 1972, a seven-day Weight Management Program was begun, and in February, 1975, the Alcoholism Treatment Unit was opened.
Before the smokers and the over weight patients can be admitted to the program they are required to have a medical clearance by their referring physician, or to get one from a staff physician on the day of admission to the Health Center. A lung function test is performed on all the smokers, and an exercise electrocardiogram plus a panel of blood chemistry determinations are done on all the overweight patients early in the program. Because the alcoholic's admission is generally unscheduled and because of the high incidence of medical problems found in this group, all alcoholic patients receive a complete physical examination and a battery of diagnostic tests on entry into the treatment unit. Because the programs are all hospital-based, every patient has access to the full diagnostic and therapeutic services of the facility should they be needed.
The content of all three programs has a fundamental uniformity. There are daily lectures, demonstrations, and films directed at not only the specific problem area for which the patient seeks help but also on such general health topics as exercise, nutrition, and emotional stress. Group therapy sessions conducted by a trained leader are an important feature of every program. Individual counseling is available too for those who need it. Active outdoor exercise (walking on the nature trails, swimming, and group games such as volleyball) as well as indoor gym activities are prescribed for everyone within his physical limitations. Physical therapy is prescribed for specific musculoskeletal problems or, as it is more commonly the case, for re lief of muscular tension. All the patients, of course, are provided a wholesome, balanced vegetarian diet free of condiments and caffeine beverages.
The spiritual objectives of the program offer the staff the greatest challenge. Most of the patients are new to the Health Center and many have come from great distances for help. Even though the patients are not acutely ill and can begin the educational process from the moment of admission, five to seven days is not much time to accomplish our goals for them. Inasmuch as the average stay in the Alcoholism Treatment Unit is 23 days, there is a much greater opportunity for spiritual input there.
One of the hospital chaplains is intimately involved in each of the programs— in lecturing, leading discussion groups, or individual counseling. A brief noontime chapel program is held daily for the patients too. In the management of emotional stress—a major consideration in this program—spiritual resources are clearly presented by the staff as the principal key to success. The fact that 95 per cent of the total working force of the institution are Seventh-day Adventists greatly increases the spiritual impact on the program participants. The greatest opportunity for spiritual growth occurs in the alcoholic patient because of his prolonged stay and also because the significant life disruptions experienced by the alcoholic prepares him to accept the spiritual approach to his problems.
Since the Health Center Program concept was begun in April, 1969, there have been 2,487 patients in the Stop Smoking Program, 740 patients in the Weight Management Program, and 350 Alcoholism Treatment Unit patients, making a total of 3,577 patients in all. What our educational and spiritual impact on these people has been only eternity will tell. Quotes from a few letters, however, can tell part of the story:
"Everyone—from the pages and kitchen crew on up to the medical staff— is helpful, courteous, and pleasant. Perhaps you are too far removed from the unfortunate average world to realize how rare it is to dwell in an atmosphere where everyone smiles!"
"My wife and I are not smoking and we are still walking every morning. And we are continuing to read the Bible you gave us when we were there."
"Thanks to your team who were as concerned with the spiritual as well as the physical, my weight loss is 40 pounds, my smoking is zero, and my self-confidence and interactions with people are a big fat positive. . . . You have a community of love in the true Christian definition of the word. Thank you also for the inspirational reading in These Times."
From one who completed both the Stop Smoking and Weight Management Programs:
"I have been attending your local Seventh-day Adventist church quite regularly. . . . Tell me, why are there so many fat people in the church? They are interested in the weight control pro gram, and I am sharing my diet and other information with them."
From a repeater of the Stop Smoking Program:
"This time it is different. I have Jesus with me all the time. When the bell rings to smoke, I pray."
Wisconsin Conference's New Live-in Center
THE Wisconsin Conference entered a new era of ministry with the acquisition of Mid-American Health Services Corporation. On January 1,1975, the Harold and Norris Howard families, dedicated laymen, formally presented a chain of Convalescent Homes of approximately 1,000 beds to the Wisconsin Conference.
Harold Howard and former conference Trust Secretary Glenn Aufderhar, conceived a plan to use the largest and new est of these convalescent homes as a base for the formation of a center for health teaching, or what is known as a conditioning center. The Board of Directors of the corporation is committed to this goal, and full funding should be available by 1977.
This particular home is isolated in thirty-one beautiful acres of pine and birch trees on the bank of the Wisconsin River. Wild life is abundant. The entire site is immediately adjacent to a university community of 35,000. A lab-building has been remodeled into a social, dining, and teaching center.
A total of four Live-In programs as well as a number of outpatient community services have been conducted. These programs have been the standard weight reduction, coronary risk, nutrition, and stop smoking plans.
The Five-day Live-In programs have been very successful. A primary objective has been to build a relationship with each participant. These individuals come to us seeking more than relief from the effect of the tobacco habit. We attempt to keep the number of participants to about twenty, thus permitting adequate individual contact with the staff. When the members of the staff come together as a group the effect is that of letting the participants see a sermon in action rather than merely hear it. At present our staff is virtually all voluntary or contributed by the Mid-American Corporation. The Wisconsin Academy lent their physical education director; the conference made available the president of Mid-American (a minister), and the medical director. The administrators of the local convalescent homes also contributed time and effort.
The local church community became involved. An auxiliary group of wives of Mid-American employees, conference officials, secretaries, and nurses formed a group to assist in opening the remodeled addition for the Live-Ins. Funds were raised for books, plants, and dining room decorations. We believe that a knitting together of all available church resources proves again that the whole is greater than the sum of its parts.
At first we did some of the window dressing of exercise stress testing, but for several reasons we no longer follow this plan. The 1975 statistics from the American Heart Association meeting show that there are 16 to 19 per cent false negative responses (that is, people who have serious coronary heart disease as shown by angiography dye study of the coronary arteries may have normal treadmill tests). We believe this can be an unusually hazardous procedure. It lacks applicability to most of the community programs, anyway, and should be done only under the closest surveillance of competent physicians, if done at all.
An inherent weakness of many health-evangelism programs is the difficulty of follow-up. Our objective is to keep con tact with participants regarding their success in overcoming the tobacco habit, and in developing their interest in spiritual matters. This is particularly difficult inasmuch as many of our candidates come from distant States. It is our plan to submit to each district pastor the name of the individuals in his area who have:
1. Written and expressed interest in the program.
2. Participated in the Live-In and been successful.
3. Participated in the Live-In and been unsuccessful.
This past year this was done at camp meeting time. We, of course, do the usual follow-up by mail and/or telephone.
We are learning many. things: First, it takes time to build a reputation. The relationships with individuals and small groups in these programs are beginning to have impact on the community at large. Second, we must continue to involve our constitutency. We believe people commit themselves for a cause. We've experienced it. We need more dialog with the pastoral staff, which may even cross conference lines.
We envision the Conditioning Center as a teaching model for the local community and also for the conference. Our own church people need health education desperately. This institution should provide the broad base to make this possible.
West Virginia Resort Program
WHEN a smoker responds to our ads on the Live-In program to stop smoking, he is well aware of the harmful effects of smoking. Through efforts of the media and public-health organizations, smokers usually are armed with the facts. They are totally convinced. What they want is a way to quit.
Modeled after the original Five-Day Plan to Stop Smoking, the main thrust of the Live-In program is to enable the three- or four-pack-a-day smoker to get over the hump of the first few days, while being given continuous personal sup port, provided as pleasantly as possible.
In 1970 an enterprising resort owner offered his facilities for a Live-In pro gram. We accepted, and from 1971 to 1974 held spring and fall programs at Coolfont, a resort located in a beautiful spot near Berkeley Springs, West Virginia, offering various opportunities for recreation and exercise in a parklike setting in the mountains.
From the beginning our committee (comprised of director, physician-in-residence, program coordinator, and physical fitness director) knew that we were treading on unfamiliar ground. We tried to model our program some what after that held in St. Helena, California, but soon found our program, being held in a resort atmosphere rather than a clinic setting, demanded a completely different approach.
Our first program (advertised as a pilot program) drew seventeen smokers. The average age was 50, and there was approximately an even number of men and women. The program called for seven initial days with two follow-up periods: a weekend two weeks later, and a day six weeks later, making a total of ten days.
A plan was worked out: the physician-in-residence was to hold morning meetings, giving instruction on various health subjects such as diet, the proper use of water and exercise, and stress; the physical fitness instructor was to lead in the early morning calisthenics, encourage and organize group activities in games, and lead out in hikes during the day.
We did not try at this time to alter the diet except to restrict coffee, tea, and alcohol, and to keep the diet balanced with plenty of fruits and vegetables. All this activity was to highlight the evening program, which was the familiar Five-Day Plan class instruction, presented by Washington Adventist Hospital Chaplain A. C. Marple and J. Donald Mashburn, M.D., who com muted 200 miles each evening for this presentation.
Through the years changes in the pro gram came, either because of an obvious need or through sheer inspiration. One such inspiration was setting up personal interviews with each participant at the end of the program. This allowed us to gain valuable critical appraisals and suggestions, many of which were finally worked into the program.
Three major changes were made after the first program ended. As the smokers quit and went through the intense withdrawal symptoms, personality conflicts began to emerge. Hostilities flared; some withdrew into themselves; others experienced personality changes of a unique character. It became apparent that a spiritual counselor was needed and that an opportunity must be made to "let off steam" as a group.
The chaplain then was included in the on-campus staff, and a period was set up from five to six o'clock in the evening when everyone was encouraged to talk and express his feelings. This proved to be one of the most important additions to the day's schedule.
It soon became evident that major changes had to be made in the diet. No attempt had been made to control the intake of fluid and food except for those previously mentioned. A lot of food went across the table. Weeks later some com plaints were received about weight gain sometimes as much as forty pounds in four months.
After the first program, a strict adherence to a balanced diet with attention to low calorie foods was made. No desserts were served. Creamed foods and gravies were eliminated, and fruit juices were laced with water. Menus were meticulously planned by the dietary staff of WAH and were followed by the cooking staff of Coolfont.
We learned that to eliminate all food on the fasting day led to much gastric distress, weakness, and headache. We reasoned that because we were expecting our group to exercise actively on that day, we should break the fast at supper with creamed soups and light sandwiches, something to soothe the stomach.
By the evening of the fast day, most participants were not thinking of cigarettes as much as food. We feel that much of the success of the plan begins with the proper use of the fast day.
The third change came with a modification of the time needed for the pro gram. We shortened the stay to five days Sunday noon through Friday noon, with only one follow-up, a weekend two weeks later for additional support a total of eight days. This remains our plan.
Other additions have been made as needed to incorporate a professional attitude in the program. Most important among these have been individual inter views held with each candidate before he is finally accepted for the program and the development of a control book let to be used as a guide to the daily pro gram. Paperwork includes physicians' release forms, daily journals filled out by the participant, and follow-up forms sent periodically throughout the first year to catalog results.
We often discover, to our delight, evidences that indicate our instruction has changed the life-style in areas other than smoking. When first interviewed Gene confessed his breakfast consisted of three cups of coffee and several cigarettes. A later check indicated his appetite had improved and he was eating a very good breakfast. He admits he feels much better because of this.
We are now entering into the prepublicity phase of our ninth program. We allow three to four months to prepare for each class. Programs are held twice a year, in spring and in fall. Since the spring of 1975 the programs have been successfully held at Cacapon State Park Lodge, West Virginia.
Because the class is limited to 24 people, we have found it possible to operate efficiently with four on the main staff, with lectures provided by physicians commuting each evening from Washington Adventist Hospital. Although 20 is thought to be an ideal-sized group, we will accept up to 24 on a double-occupancy basis. We believe it necessary to establish close counseling relationships with each participant, and the results of this effort have been felt in various ways.
The friendship of many graduates has been heart-warming, both to the staff and to the other graduates. There is an intense loyalty to others within the group. We feel this group empathy accounts for much of the Live-In's success. The identification with each other, with the program, the staff, and the hospital is akin to the spirit exhibited toward one's alma mater.
I would like to think that our Live-In type of program could be duplicated all over North America. God has given us the blueprint.
It now remains for men and women with courage and vision to establish centers of rehabilitation wherever His will indicates. And as His promises are claimed, He will be responsible for its success.
A GROUP of enthusiastic and happy quitters held a reunion recently at Florida Hospital. All had participated in the first five-day Live-In Plan to Stop Smoking held in the South.
Extensive planning and study of the possibilities of such a program for smokers was conducted by a committee at Florida Hospital, with Dr. Raymond West, director of medical education, serving as chairman. The project was a joint effort between the hospital and the Florida Conference.
This project is only the beginning of a larger concept. The planning commit tee has given thoughtful and prayerful discussion to the developing of a permanent conditioning center and a community outreach program. Eventually, the group hopes to establish permanent facilities and conduct an on-going pro gram at a rural facility, geared specially for treatment of certain cases that would benefit from such an environment.
The five-day Live-In plan was aimed at the hard-core smoker and extended beyond the initial purpose of breaking the habit. Participants received professional counsel on diet, exercise, and general health. The smoking problem was approached from three angles: educational emphasis to intensify the smoker's decision to quit; physical activity and therapy to reduce withdrawal symptoms; and motivational guidance.
The general public heard about this innovative plan through newspaper advertising and local TV stations. Brochures were scattered throughout Orlando, and the chaplains' department contacted former Five-Day Plan members.
The twenty-five who enrolled had tried to quit before. Several, in fact, had at tended the conventional Five-Day Plan. But the group that attended the re union two weeks after the session was unanimous in declaring their intention to stick with it.
Most participants have been successful in this determination. For future Live-In programs, more individual follow-up, perhaps by using laymen from area churches, and more counsel and support to the participants are planned. Since the conclusion of the Live-In session, a number of quitters have expressed curiosity and interest about the Seventh-day Adventist Church.
Pearl Vosilla, a Pink Lady volunteer at Florida Hospital, attended the pro gram. Although somewhat acquainted with Seventh-day Adventist beliefs, she now began asking more questions. Only a week after attending the Live-In plan, Pearl was admitted to Florida Hospital and died a few days later. But several days earlier she told a friend of her interest in becoming a Seventh-day Adventist.
Perhaps the feeling of the group can best be summed up by this note to the staff from one of the participants: "It is impossible to adequately express my appreciation for what the five-day Live- In plan has meant to me. I have kicked the habit and could not have done it without your help. Your kindness, understanding, and loving support will never be forgotten. These are not easy days for me, but I am determined to stick it out. ... I hope that all our fellow ex-smokers will be able to persevere."
1 Medical Ministry, p. 221.
4 Counsels on Health, p. 343.
Righteousness by Faith
On the new righteousness by faith report
How I Increased Church School Enrollment
The children will want to be in what they consider "the pastor's school." They will be enthusiastic over that which enthuses the pastor.
Education for Freedom
Are church schools institutions within which innocent children are robbed of their wills?
Atmospheric Oxygen Rules Out Evolution
The book of nature and the book of revelation bear the impress of the same Mastermind.
Purpose of Excommunication
Excommunication is a remedial measure that is not without redemptive intent.
Can You Wear James White's Tattered Coat?
From One Leader to Another.
The Thief and the Closed Door
The close of probation, and the sealing of all human destiny, an event never to be repeated, catches men by surprise like the thief in the night.
The Search for Self-Control
The work of His grace in our hearts results in victory over every intemperate habit and unhealthful practice.
Hanani-Hananiah: Biblical Personage Discovered in the Aramaic
The books of Ezra and Nehemiah permit a deeper insight into the many-sided struggles of the Jews who had returned from Babylon.
Shepherdess: Courtesy in the Home
Ingathering—Try Something New
New strategies to try for the Ingathering program.
The Elder's Example
Our example as a way to influence others.
Monthly book reviews by various authors.


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These glasses are 100% borosilicate glass, which is microwave, oven, flame and freezer proof, and dishwasher safe. The non-porous glass retains clarity and does not leach flavors or smells.
It's no wonder that Borosil's glassware is some of the most durable and well-made we've come across—they also manufacture glass equipment for laboratories. While the closest thing we get to a chemistry experiment is mixing a cocktail, their tumblers, bowls, and serveware are staples in our cabinets.
All you need to do is stir.
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The sexiest Italian pasta sauce (hint: wine + cream + bacon).
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Absolutely LOVE these tumblers. I purchased the Collins ones (16 oz tall) and liked them so much I ordered more of them right away. They seem so delicate when you hold them, but they have stood up well to use and being in the dishwasher. Simple yet classy...you will not be disappointed!
I bought these for every day use and they were both smaller than I was expecting and the glass on them is very, very thin—like a beaker. They are a little nerve-wracking to use for normal situations.


text:
Q: Update Robolectric 2.4: Getting application tag error for library projects in eclipse Stacktrace of error i am getting after updating robolectric with 2.4
Any Solution?
java.lang.RuntimeException: java.lang.IllegalArgumentException: Missing required <application/> element in .\..\google-play-services_lib\AndroidManifest.xml
    at org.robolectric.RobolectricTestRunner$2.evaluate(RobolectricTestRunner.java:226)
    at org.junit.runners.ParentRunner.runLeaf(ParentRunner.java:271)
    at org.junit.runners.BlockJUnit4ClassRunner.runChild(BlockJUnit4ClassRunner.java:70)
    at org.junit.runners.BlockJUnit4ClassRunner.runChild(BlockJUnit4ClassRunner.java:50)
    at org.junit.runners.ParentRunner$3.run(ParentRunner.java:238)
    at org.junit.runners.ParentRunner$1.schedule(ParentRunner.java:63)
    at org.junit.runners.ParentRunner.runChildren(ParentRunner.java:236)
    at org.junit.runners.ParentRunner.access$000(ParentRunner.java:53)
    at org.junit.runners.ParentRunner$2.evaluate(ParentRunner.java:229)
    at org.robolectric.RobolectricTestRunner$1.evaluate(RobolectricTestRunner.java:158)
    at org.junit.runners.ParentRunner.run(ParentRunner.java:309)
    at org.eclipse.jdt.internal.junit4.runner.JUnit4TestReference.run(JUnit4TestReference.java:50)
    at org.eclipse.jdt.internal.junit.runner.TestExecution.run(TestExecution.java:38)
    at org.eclipse.jdt.internal.junit.runner.RemoteTestRunner.runTests(RemoteTestRunner.java:459)
    at org.eclipse.jdt.internal.junit.runner.RemoteTestRunner.runTests(RemoteTestRunner.java:675)
    at org.eclipse.jdt.internal.junit.runner.RemoteTestRunner.run(RemoteTestRunner.java:382)
    at org.eclipse.jdt.internal.junit.runner.RemoteTestRunner.main(RemoteTestRunner.java:192)
Caused by: java.lang.IllegalArgumentException: Missing required <application/> element in .\..\google-play-services_lib\AndroidManifest.xml
    at org.robolectric.AndroidManifest.parseAndroidManifest(AndroidManifest.java:155)
    at org.robolectric.AndroidManifest.getPackageName(AndroidManifest.java:474)
    at org.robolectric.AndroidManifest.getResourcePath(AndroidManifest.java:517)
    at org.robolectric.AndroidManifest.getIncludedResourcePaths(AndroidManifest.java:522)
    at org.robolectric.AndroidManifest.getIncludedResourcePaths(AndroidManifest.java:524)
    at org.robolectric.RobolectricTestRunner.createAppResourceLoader(RobolectricTestRunner.java:635)
    at org.robolectric.RobolectricTestRunner.getAppResourceLoader(RobolectricTestRunner.java:627)
    at org.robolectric.internal.ParallelUniverse.setUpApplicationState(ParallelUniverse.java:67)
    at org.robolectric.RobolectricTestRunner.setUpApplicationState(RobolectricTestRunner.java:440)
    at org.robolectric.RobolectricTestRunner$2.evaluate(RobolectricTestRunner.java:222)
    ... 16 more

A: This is Roboletric 2.4 would check  tag for library projects.
You can refer to this official link: https://github.com/robolectric/robolectric/pull/1309
It has a workaround to resolve this issue.

A: As a workaround we need to extend org.robolectric.AndroidManifest in our project, removed the check for the  element, and override createAppManifest(...) in a custom test runner.
https://github.com/mapzen/mapzen-android-demo/blob/master/src/test/java/org/robolectric/MapzenAndroidManifest.java#L163
https://github.com/mapzen/mapzen-android-demo/blob/master/src/test/java/com/mapzen/open/support/MapzenTestRunner.java#L100

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Papa John's Int'l, Inc. (PZZA) Stake Increased by Deprince Race & Zollo Inc.
Big Lots, Inc. (BIG) Holdings Trimmed by Deprince Race & Zollo Inc.
Xeris Pharmaceuticals Inc (NASDAQ:XERS) saw a significant drop in short interest during the month of February. As of February 28th, there was short interest totalling 612,623 shares, a drop of 35.1% from the February 15th total of 944,572 shares. Based on an average daily volume of 425,759 shares, the short-interest ratio is presently 1.4 days. Approximately 2.7% of the shares of the company are short sold.
XERS opened at $9.73 on Friday. The company has a market capitalization of $259.66 million and a price-to-earnings ratio of -1.95. The company has a current ratio of 11.59, a quick ratio of 11.59 and a debt-to-equity ratio of 0.42. Xeris Pharmaceuticals has a 12-month low of $8.67 and a 12-month high of $27.98.
Xeris Pharmaceuticals (NASDAQ:XERS) last released its earnings results on Wednesday, March 6th. The company reported ($0.98) earnings per share (EPS) for the quarter, missing the Zacks' consensus estimate of ($0.94) by ($0.04). The business had revenue of $0.80 million during the quarter, compared to analysts' expectations of $0.10 million. Research analysts expect that Xeris Pharmaceuticals will post -3.28 EPS for the current fiscal year.
In related news, insider Paul R. Edick purchased 30,000 shares of the stock in a transaction on Monday, March 11th. The shares were bought at an average price of $9.12 per share, for a total transaction of $273,600.00. The purchase was disclosed in a document filed with the Securities & Exchange Commission, which can be accessed through this hyperlink. Also, insider Steven Prestrelski sold 15,720 shares of the firm's stock in a transaction on Wednesday, December 26th. The shares were sold at an average price of $15.82, for a total transaction of $248,690.40. The disclosure for this sale can be found here. In the last quarter, insiders have acquired 620,500 shares of company stock worth $6,178,600 and have sold 159,250 shares worth $2,452,644.
Several institutional investors have recently made changes to their positions in XERS. FMR LLC grew its stake in shares of Xeris Pharmaceuticals by 128.6% in the third quarter. FMR LLC now owns 1,833,031 shares of the company's stock worth $32,225,000 after acquiring an additional 1,031,231 shares during the last quarter. BlackRock Inc. grew its position in Xeris Pharmaceuticals by 1,477.7% in the 3rd quarter. BlackRock Inc. now owns 394,416 shares of the company's stock worth $6,933,000 after purchasing an additional 369,416 shares during the last quarter. Vanguard Group Inc grew its position in Xeris Pharmaceuticals by 920.3% in the 3rd quarter. Vanguard Group Inc now owns 255,064 shares of the company's stock worth $4,484,000 after purchasing an additional 230,064 shares during the last quarter. Vanguard Group Inc. grew its position in Xeris Pharmaceuticals by 920.3% in the 3rd quarter. Vanguard Group Inc. now owns 255,064 shares of the company's stock worth $4,484,000 after purchasing an additional 230,064 shares during the last quarter. Finally, Geode Capital Management LLC grew its position in Xeris Pharmaceuticals by 23.0% in the 4th quarter. Geode Capital Management LLC now owns 82,692 shares of the company's stock worth $1,405,000 after purchasing an additional 15,459 shares during the last quarter. Institutional investors and hedge funds own 51.68% of the company's stock.
A number of research firms recently issued reports on XERS. Mizuho reiterated a "buy" rating and issued a $27.00 target price on shares of Xeris Pharmaceuticals in a research note on Tuesday, December 4th. Zacks Investment Research lowered shares of Xeris Pharmaceuticals from a "buy" rating to a "hold" rating in a research note on Saturday, January 12th. Finally, ValuEngine downgraded Xeris Pharmaceuticals from a "buy" rating to a "hold" rating in a research report on Tuesday, December 18th. Two analysts have rated the stock with a hold rating and four have issued a buy rating to the company. The stock has an average rating of "Buy" and a consensus price target of $23.60.
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Xeris Pharmaceuticals, Inc, a specialty pharmaceutical company, develops and commercializes ready-to-use injectable and infusible drug formulations. Its proprietary XeriSol and XeriJect formulation technologies allow for the subcutaneous and intramuscular delivery of highly-concentrated, ready-to-use formulations of peptides, proteins, antibodies, and small molecules using commercially available syringes, auto-injectors, multi-dose pens, and infusion pumps.
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SPDR Portfolio S&P 500 Value ETF Holdings Increased by Baltimore Washington Financial Advisors Inc.


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Death of Sonangol
A general view Luanda, Angola's capital is seen in this picture taken May 15, 2015. REUTERS/Herculano Coroado/File Photo
The last 12 months have been quite something for Angola, ever since João Lourenço took on the leadership of the country.
The successor of José Eduardo dos Santos has left no stone unturned in his quest to revive the country's economy.
He distanced many of the allies of the previous presidency in positions of power in state-owned companies, including the former-president's children Isabel and José Filomeno (in charge of national oil company Sonangol and the country's sovereign fund respectively), he is now out to change the oil industry and bring some balance back to the country's accounts.
In mid-August, the Ministry of Oil announced the creation of the new National Agency for Oil and Gas (Agíªncia Nacional de Petróleo e Gás — ANPG).
The creation of this new regulatory body is no small matter. The ANPG will take over the role of regulator of the oil and gas sector, conducting bids for new oil concessions, managing production-sharing agreements, and managing the royalties and taxes due to the state from oil extraction.
This act alone puts an end to Sonangol's decades-long monopoly over the country's oil and gas resources and rearranges the way the sector will operate.
Primarily, this represents more transparency and an end to the conflict of interests that was always present in Sonangol while it was both regulator and competing player in the oil industry. The new agency is set to start operating in January 2019 and fully take over the regulator role in December 2020.
This represents extraordinary news for a sector that has been plagued by inefficiencies and lack of transparency for years, but is hardly a stand-alone effort.
Just this week, in yet another move to solve Sonangol's dire financial situation, the Minister of Oil and Natural Resources announced the national oil company will be privatizing as many as 54 of its subsidiaries (a third of the concessionaires the company holds under its name) in an attempt to rebalance the companies accounts and refocus its efforts in what it was designed to do; explore and produce oil and gas.
These moves happen within the supervision of the recently created sector organization readjustment working group, which is led by the ministry and is charged with ensuring Sonangol's sustainable transition into the new model.
The company has also been compelled to divest from some of its core upstream assets, including the oil and gas blocks 20/11 and 21/09, which have now been made available for public tender. In the future, the national oil company is expected to reduce its participation in exploratory and producing assets to no more than 20% per asset, in an attempt to limit the company's exposure to risk and diversify its investments.
These measures follow an oil and gas tax reform pushed forward earlier this year that aims at promoting investment in the country's less sizeable oil and gas discoveries, known as marginal fields.
According to the new document, taxation applied to oil discoveries with less than 300 million barrels of oil in reserves will be cut by 50%, from 20% to 10% for the petroleum production tax and from 50% to 25% on the petroleum income tax.
Natural gas exploration was also targeted with a tax cut, now standing at 5% for the petroleum production tax and 25% for the petroleum income tax.
Angola's oil dependent economy is in dire need of fresh investments as the low price of oil has seen a considerable cut down in exploration wells by international oil companies, which were drawn away from the country's expensive deep offshore reserves.
Angola's oil production has been steadily declining in recent years. From a high of 1.9 million barrels of oil per day in 2008, the country's daily average output is standing at 1.5 million barrels in 2018. If renewed exploration efforts do not take place soon, Angola's oil output will likely continue to decline.
That will be the case even with new producing fields coming online, like the first stage of the Kaombo North field operated by Total, which started operations in July and could add a few hundred thousand barrels per day to the count.
What is certain is that the Angola of dos Santos is definitely gone.

redpajama_set_name: RedPajamaCommonCrawl


Music originally for guitar in Brazilian folk style, written by Augusto Marcellino. These much anticipated pieces adapt wonderfully to the marimba.
Stout's composition for solo marimba is a beautiful tapestry of tonal sounds for five-octave marimba. Its level of difficulty is comparable to Stout's Astral Dance.
A great set of recital pieces, for the advanced high school or college student. Not as difficult as some of my music, and very enjoyable musically. Dedicated to Larissa Venzie, who did the premiere performance in the spring of 2007.


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[UPDATE]JENDELA: MCMC confident Malaysia will achieve 96.9% 4G population coverage and 7.5 mil fiberised premises by end 2022
Editor's note: MCMC has clarified that JENDELA Phase 1 is still targetted for end-2022. The only area that's expedited is the 5G rollout under Phase 2. We have updated the post to reflect the actual situation.
The Communications and Multimedia Minister, Saifuddin Abdullah, has announced yesterday that the JENDELA Phase 1 targets are on track and 5G deployment will be expedited due to the planned launch of 5G services in Q4 2021.
The Malaysian Communications and Multimedia Commission (MCMC) has revealed the JENDELA performance results for the last quarter today. It showed that the telcos have mostly exceeded its fixed and mobile broadband targets.
Between January to March 2021, a total of 292,826 new premises have gained access to gigabit fibre broadband which is 132.2% of target. Meanwhile, there are 29 new mobile sites which is 116% of target and a total of 3,278 sites being upgraded which is 101.7% of the target.
As of 31st March 2021, Malaysia has a total of 5.707 million premises with fibre and achieved 93.51% 4G population coverage. However, there's hardly any improvement when it comes to average download speeds which JENDELA aims to bump to 35Mbps.
According to the report, the current average speed is 25.44Mbps, which is an improvement of just 1.76%. In fact, the average speeds in Q1 2021 had dropped slightly from 25.6Mbps recorded in December 2020. MCMC is using monthly data from Ookla to track the mobile broadband speeds.
Based on the published numbers, Malaysia's 4G coverage is increasing at a rate of 1.48% per quarter. Plan submissions for JENDELA Phase 1 project were closed on 31st March 2021 and the implementation is said to begin in Q3 2021. The Phase 1 projects will see new towers being deployed at 1,661 locations in 106 clusters, mostly in rural areas of Malaysia.
Despite the expedited targets, MCMC Chairman Dr. Fadhlullah Suhaimi told us that he is confident that the 4G coverage targets will be met and exceeded on a monthly basis. As highlighted in the report, one of the immediate solutions to provide faster connectivity in rural areas is to deploy satellite broadband at 839 locations using the Universal Service Provision (USP) fund.
When it comes to fibre coverage, it is currently progressing at a rate of 300,000 premises per quarter. Early this year, TM has announced that it has exceeded its JENDELA targets and are committed deliver another 300,000 fiberised premises by the first half of this year. At the moment, there are 1.79 million premises remaining under Phase 1 and the deployment is still on track for its target by end of 2022.
The biggest area of improvement needed would be improving average download speeds. Despite the achievements made in upgrading existing towers, Malaysia is still far from hitting its target of delivering average mobile speeds of 35Mbps. As reported by Ookla's Speedtest in December, Malaysia's mobile speed lags behind 6 ASEAN countries including Vietnam, Laos and Myanmar.
3G to 4G migration on track
As announced last year, Malaysia aims to shutdown 3G networks by end of this year, to free up spectrum for 4G use. The MCMC said that a total of 629,018 customers have switched to 4G devices which is 130% of its original target and a total of 20,492 3G carries have been switched off.
The MCMC said that the 3G shutdown will be done gradually according areas. During the media briefing, Maxis CEO Gokhan Ogut shared that Voice Over LTE (VoLTE) adoption is happening faster than expected. If a customer doesn't have an VoLTE device, they could still make calls via the 2G network.
Speedtest: Malaysia's mobile speeds lag behind 6 ASEAN countries
[UPDATED]Saifuddin Abdullah: JENDELA is on track, 5G to be delivered a year ahead of schedule
How does MCMC ensure 5G doesn't suck in Malaysia? | Let's Talk About #57
Tags: 4GBroadbandJENDELAMCMC


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Q: What is the best way to version control my SQL server stored procedures? What is the best way to version control my database objects? I'm using Visual studio 2005/2008 and SQL server 2005. I would prefer a solution which can be used with SVN.

A: I use SVN for all of my table/sproc/function source control.
I couldn't find anything that met my needs so I ended up writing a utility to allow me to dump the code out into a nice directory structure to use with SVN.
For those interested, the source is now available at svn://finsel.com/public/VS2005/GenerateSVNFilesForSQL2005.

A: Same as your other code, add a "Database project" to your application solution and keep the sql files used to build the database objects in there.  Use the same version control for those code files as you do for the application.

A: We use Subversion and all we do is save the sql code in the directory for our subversion project and then commit the code to the repository when we are ready and update from the repository before we start working on something already in there.
The real trick is to convince developers to do that. Our dbas do that by deleting any stored proc (or other database object) that isn't in Subversion periodically. Lose stuff once and pretty much no one does it again.

A: Look at the tools offered by RedGate. They specifically deal with backup / restore / comparison cases for SQL Server objects including SP's. Alternately I am not sure but I think that Visual Studio allows you to check sp's into a repository. Havent tried that myself. But I can recommend RedGate tools. They have saved me a ton of trouble

A: I don't know of a pre-packaged solution, sorry...
... but couldn't you just a little script that connected to the database and saved all the stored procedures to disk as text files? Then the script would add all the text files to the SVN repository by making a system call to 'svn add'.
Then you'd probably want another script to connect to the DB, drop all stored procedures and load all the repository stored procedures from disk. This script would need to be run each time you ran "svn up" and had new/changed stored procedures.
I'm not sure if this can be accomplished with MS SQL, but I'm fairly confident that MySQL would accommodate this. If writing SVN extensions to do this is too complicated, Capistrano supports checkin/checkout scripts, IIRC.

A: Best way - one which works for you.
Easiest way - one that doesn't currently exist.
We use a semi-manual method (scripts under source control, small subset of people able to deploy stored procedures to the production server, changes to the schema should be reflected in changes to the underlying checked in files).
What we should do is implement some sort of source control vs plaintext schema dump diff ... but it generally 'works for us' although it's a really faff most of the time.

A: I agree that if possible, you should use database projects to version your db along with your application source.
However, if you are in an enterprise scenario, you should also consider using a tool to track changes on the server, and version those changes.  Just because the database project exists doesn't mean some admin or developer can't change those sprocs on the server.

A: We do dumps to plaintext and keep them in our VCS.
You'd be able to script a backup-and-commit to do something similar.

A: I'm using scriptdb.exe from http://scriptdb.codeplex.com/
And it might be usefull to use the rails way: http://code.google.com/p/migratordotnet/wiki/GettingStarted

A: Use versaplex for dumping your schema: http://code.google.com/p/versaplex/
Versaplex comes with Schemamatic, which reads database schema (tables, SPs, etc) and also data (data is dumped as CSV).
I use it, with SVN and git, and it's awesome :)
If you need help let me know, it's worth a try!
http://github.com/eduardok/versaplex


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Born out of a chai shop to Unicorn in Just 1 year, 5ire now eyes billion dollar revenue
In this week's Fintech Diary, Pratik Gauri, CEO & Co-Founder of 5ire, talks about interesting topics like how the company achieved Unicorn Status at Pre Revenue stage, how it is filling the gaps that currently exist in the web 3 space, embedding the sustainability part to the blockchain through their Proof-of-Benefit model, how the BFSI sector can benefit from adopting blockchain and company's future plans. Here are the edited Excerpts.
Sheersh Kapoor
Started in August 2021, 5ire as a name stands for the Fifth Industrial Revolution. It's a concept that Pratik Gauri, CEO & Co-Founder of the recently turned blockchain-based Unicorn has been personally promoting for about 15 years to prove the thesis that you can actually make more money by doing good and that sustainability is going to define profitability going ahead.
"Blockchain is one of the easiest and quickest ways to impact a billion people positively and attain Financial inclusion for millions of Indians who don't have proper access to banking and credit," he said.
In this week's Fintech Diary, Gauri talks about interesting topics like how the company achieved Unicorn Status at the Pre-Revenue stage and its plans, how it is targeting governments, banks, and large corporates to scale big, how they are filling the existing gaps in the web 3 space by embedding the sustainability part to blockchain through their Proof-of-Benefit model and how the BFSI sector can benefit from Blockchain.
What's the story of 5ire, and what is it that you are offering to the world?
We were born out of a chai shop in Gurgaon where I and my other co-founder Prateek Dwivedi figured out that if we want to impact a billion people sustainably, then we have to change the consensus altogether and hence we invented something called Proof of Benefit, which is a different form of consensus that tokenizes 17 United Nations sustainable development goals.
It also scrapes data from about 650 ESG sources and comes up with a mathematical algorithm, which is the world's first that not only measures sustainability but also rewards it financially.
Meaning if there are say two validators trying to validate a block, there is a weighted average score that is generated, which takes into account a nominated true host stake but it also takes into account your ESG scoring and then comes the final scores. Whoever has the higher score, gets the block rewarded but it also takes into account that if you are using geothermal and I am using coal, then there are higher chances of you getting the block rewarded to yourself.
When this gets implemented by state governments, and by Fortune 500 companies, then you can impact a billion people in a way that you not only attain financial inclusion, which is making the world abundant but also keep it green.
So this is how the journey began with two of us at a chai shop to Vilma Mattila joining us in 10 days as a third co-founder. Then a research team came in to convert the idea into a white paper. From there, it went on from a three to seven-member team to now 110 in about 11 months.
Can you briefly explain your journey to becoming a unicorn at pre-revenue stage?
We started in August and raised our first 21 million in October at a 110 million dollar valuation. This year, in February, we got a commitment of 100 million from Global Emerging Markets, which was not a round but just a commitment contingent on us going IPO.
We don't plan to do any IPO anytime soon. So we are not going to draw down any of that money, it's just a commitment that is still with us. Now we did a 100 million dollar series at a 1.5 billion dollar valuation.
It's been 11 months and why we're valued at what we are valued at is because of a lot of things like we have patents for the technology, we own a lot of the Web 3 domains.
The test net that we are currently running is going live on the 25th of August, the main net is supposed to go live in November, and the projected revenues that we have look pretty good on paper.
So in a nutshell, we plucked all the gaps that currently exist in the web 3 space, and then we embedded sustainability which is a very rich problem to solve. All of these things combined gave us the valuation which made us a unicorn pre-revenue, but our journey now is going to a billion dollars in revenue in three years starting November.
Currently who are you allined with in the testing phase?
Currently, we're getting tested by multiple governments, and large corporations, including say, Goa police, who have signed up with us now. So in about a year, we plan to make them paperless, bringing all the records on the blockchain. We have the Muzaffar Nagar police, we have the City of Alliance in the state of Nebraska, US, we have the Nigerian agriculture government, V John, FMCG brand in India, and a few more.
The idea is that we have taken a different route on the Web where most of them have concentrated on a very small level of adoption but we've gone for large-scale players, which are governments, Banks, and Fortune 500 companies because our overarching goal was to impact a billion people and we can't do it without the support of large-scale players.
How can banks and the whole financial services sector benefit from Blockchain?
One area is systematic client identification for the whole insurance, banking, and financial services space. If you can have a client identification system based on DLT which is distributed ledger technology, that is going to be a big Innovative piece.
Blockchain will allow the FS space to have well-maintained decentralized data, which prevents hacking by cybercriminals . It also provides a platform to the whole BFSI sector to have participation from multiple parties with simultaneous access to the digital Ledger. Through APIs and torrent sites these ledgers can be accessed and prevent tampering with the current transaction and past transactions making sure that data is secure cryptographically.
BFSI companies have now started to have a blockchain department internally, which also means that now they are starting to evaluate companies that can basically either work with them as consultants or develop something in-house or white label technology.
What is your investment strategy going forward?
The only reason that we exist is a sum of research and technology. In terms of research, our research paper was even used by Ethereum if you check their website, so imagine the kind of research that we are doing to make sure we are Innovative and remain ahead of the curve.
And by the way, it is all Indian Talent, so it also gives a pat on the back to Indian researchers who work day and night to make sure that we are the best and most Innovative company across the world. So that's what we will invest a lot into.
Second is technology and Dhanraj Dadhich, our Chief Technology Officer currently leads a team of about 80-85 developers. We are going to increase the infrastructure to ensure that for any project we execute, we have enough manpower to complete it within the timelines.
Third, when it comes to sales and marketing, our approach is a little different from other layer 1 blockchains in the market, which means we are going with governments, banks, and large corporate, which also means We'll be hiring c-level Executives
Another one is going to be mergers and Acquisitions.
What's your current view of the fintech sector and the funding winter that it is facing?
Currently, most of the fintech space is being valued based on the number of consumers they can onboard because of the large rural market in India. For instance, there are millions of farmers and if you develop a fintech product which helps them, that's how a start-up got valuation and VCs invested in them.
But now we need to move away from that and focus on what the revenue lifecycle or the projected revenues are, what is the projected profitability, and what's your ebitda. That's where the conversation is moving and the reason why Investments in the sector have dried up.
And I think it's good for the whole economy because when purpose meets profit, that's when the model is sustainable. According to me the companies who can survive these funding winters are going to become the biggest players going ahead
proof of benefit
pratik gauri
dhanraj dadhich
Paytm shares hit 20% upper circuit. Here's why
ESOPDhan looking to raise structured debt to drive business growth
Paytm Q3 consolidated loss narrows to Rs 392 crore


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Bhubaneswar: Close on the heels of the deadly Maoist attack on the convoy of BJP MLA Bhima Mandavi in Dantewada district of Chhattisgarh, Odisha DGP in-charge Bijay Kumar Sharma today issued an alert in naxal-affected areas of Odisha.
The alert has been issued in Malkangiri, Koraput, Rayagada districts. Sharma said that all arrangements have been made so that voters can visit poll booths without any fear. State armed force and central paramilitary force have been deployed at multiple locations. As per information, 31 platoons of paramilitary forces, 12 platoons of armed forces and other police forces along with BSF jawans have been deployed.
"After the attack in Chhattisgarh, it is a big challenge for us to ensure smooth conduct of elections in naxal-affected areas of Odisha," Sharma said.
Sharma also advised the candidates to remain alert and refrain from roaming outside during night hours. The DGP in-charge also advised them to inform security personnel before stepping outside in daytime.
Mandavi, his driver and three personal security officers were killed when an Improvised Explosive Device (IED) went off in Kuakonda area, a forested part of Dantewada district, this evening, they said.
For the first & second phase polls in Odisha on April 11 & 18 respectively, of the 7233 total number of booths in nine districts, 1417 booths have been identified as sensitive.