text:
Salut! / The Volunteers
Path to a Bright Future
From migrant worker to master's degree—Pathways Early Education Center of Immokalee employee and NWWF volunteer Cynthia Rodriguez shares her story.
BY Gulfshore Life | January 1, 2022
(Photography by Anna Nguyen)
As told to Tess Lopez
I grew up in Immokalee, and my family and I would travel three times per year, following the crops. I had to switch schools in the middle of the school year multiple time through 12th grade. It was challenging; I was always considered the new girl. In the summers and on weekends, I worked in the fields picking tomatoes. On Mondays, at school, my hands were filthy green from the chemicals and pesticides.
My parents instilled in me that education is key to success, so I kept a great GPA and received a full scholarship from The Immokalee Foundation to earn my bachelor's in communication. Now, I'm working on my master's in public administration at Florida Gulf Coast University.
In 2018, I began as an intern at Pathways Early Education Center of Immokalee and enrolled my daughter, Natalie, in the pre-K program. I received a flier detailing the Naples Children & Education Foundation's provided services in my enrollment packet. I was shocked—especially when I saw the dental offerings: Teeth cleaning, sealants and fillings are provided to the kids twice a year, in fall and spring. The children who come to Pathways typically haven't received any prior education. They also haven't had benefits like dental services, so they often start kindergarten with their teeth in bad condition.
Raised in a migrant household in Immokalee, Cynthia Rodriguez now works with children from similar backgrounds through her job as the communications and operations manager at Pathways.
I love seeing the children show off their squeaky clean teeth to classmates after NCEF-provided dental care. I registered my daughter for the dental service, and now when we're at home brushing her teeth, she always remembers that she got her toothbrush from NCEF/UF Dental. As a parent, I am amazed by what Pathways offers children in Immokalee, where there are many low-income migrant families. Unfortunately, due to limited capacity, we have more than 500 children on our waiting list.
When I started at Pathways, the executive director, Beth Hatch, introduced me to NWWF and asked if I was interested in volunteering. The first time I did, I helped prepare the gift bags. These weren't your average goodie bags—they were large leather totes filled with fun things. It was fun to see all of it and work alongside the other Pathways staff members who were also volunteering.
"My parents instilled in me that education is key to success," Rodriguez says. With a scholarship from The Immokalee Foundation, she earned her bachelor's in communications and is now pursuing a master's degree in public administration.
I'm motivated to serve my community, volunteer with NWWF and help the children because I've been in their shoes. On the Saturday of the live auction, I was standing inside the tent. They screened a video of children telling their stories and thanking the crowd during the Fund-a-Need segment. Immediately, the attendees put their paddles up to bid and there was so much excitement among the donors.
There are so many people to support—so many kids who feel like they won't have a bright future. But I know we can make a change. I grew up in a migrant household and now I'm here, impacting the lives of children who are like me.
There are plenty of ways to lend a hand. On the days leading up to the festival, there are 20 to 25 volunteer opportunities, including joining the lot room design team, mailing save-the-date cards and assembling patron bags. During the event, there are 10 wine-service assignments and 42 general assignments, including registration, tent set-up, camera assistant and Meet the Kids Day set-up.
To join the team that makes it all happen, go to napleswinefestival.com/volunteers.
10:00 AM - 11:30 AM | Pre-Valentine's Floral Arranging Class
Get creative with floral designer, Anita Singh! You will learn how to create your very own botanical masterpiece. This course will be highlighting roses, foliage, and how to create a unique Valentine's Day floral arrangement. We will provide everything you need: instructional demonstrations, roses, tools, all floral products, and refreshments. Class runs from 10 a.m. to 11:30 a.m. Each participant will take home their custom floral arrangement to enjoy…
Edison and Ford Winter Estates View map
2350 McGregor Blvd,
Fort Myers, 33901, FL, 1234
11:00 AM - 03:00 PM | VISION FEST: Cruisin' for the Clinic
Do you want to be part of history in the making? The Florida Lions Eye Clinic is hosting the first ever VISION FEST: Cruisin' for the Clinic fundraiser! This event has already started a buzz around town and we're so excited for it to happen! Vision Fest 2023 is going to be a car/ truck/ motorcycle show with food trucks, live music, raffles, 50/50, clinic tours, fun activities, and a…
Florida Lions Eye Clinic View map
10322 Pennsylvania Ave,
Bonita Springs, 34135, FL, 1234
07:00 PM - 09:00 PM | From Broadway To The West End: A Love Story
Tony Award-winner Bryce Pinkham is joined by his wife and double Olivier Award-nominee Scarlett Strallen as they share the musical journey that brought them together.
Barbara B. Mann Performing Arts Hall View map
13350 FSW Pkwy,
30 Things to do this February in Southwest Florida
Mark your calendars for the biggest car show in the region, a homegrown seafood festival and rocking concerts from Naples to Fort Myers to Cape Coral.
Vote For The Best
Salut! / The Schedule
Everything you need to know about Naples Winter Wine Festival 2023
Here's the play-by-play for the weekend of fine wining and Michelin-star dining.
Salut! / Online Auction
Don't miss the chance to bid on these stellar lots for Naples Winter Wine Festival.
Naples Winter Wine Festival's online auction pairs with community partners to offer insidery experiences at regional institutions. Since its inception, the online auction has raised more than $2 million for Collier County kids.


IBM experts it will meet Wall Street estimates for earnings and revenue in the first quarter and, provided there is "modest , like most technology corporations, has been hurt by a two-year decline in technology spending as corporations have cut back on buying new computers and related technology. Recently, analysts have been divided about whether companies will increase their buying this year. IBM said that it believes that demand for technology is more stable now than it has been as the environment is now starting to change. IBM's view came in contrast to No. 1 software company Microsoft Corp., which said that it would not meet revenue estimates for the current quarter or fiscal year ending in June because of the ongoing technology slump.
Eventhough IBM's historicals for the last 3 quarters have been "pretty ugly"; the company's move to broaden its products will help it going forward. IBM used to be a diversified hardware company. Now they are a truly diversified IT (information technology) company with services and software.
IBM said that, excluding a charge, its fourth-quarter profit would have been $2.3 billion, or $1.34 per share, compared with $2.6 billion, or $1.46 per share, a year earlier, beating analysts' average forecasts of $1.30 per share on that basis.
Analysts said future growth for IBM depends largely on services, which accounted for about 45 percent of revenue. IBM said it drummed up $18 billion in new service contracts.
contact Equiserve for an enrollment form.
additional shares with a minimal investment fee.


text:
Julian Javier
Manuel Julian Javier
Born: August 9, 1936
San Francisco de Macoris, Du D.R.
Primary Position: 2B
All Position(s) Played: 1B, 2B, 3B, SS, PH, PR
Bats: R
Throws: R
Minor League Statistics
Julian Javier compiled a career batting average of .257 with 78 home runs and 506 RBI in his 1622-game career with the St. Louis Cardinals and Cincinnati Reds. He began playing during the 1960 season and last took the field during the 1972 campaign.
1960 NL St. Louis Cardinals 119 488 451 55 107 19 8 4 21 19 4 21 72 .237 .273 .341 .614 154 7 1 15 0 1
1961 NL St. Louis Cardinals 113 484 445 58 124 14 3 2 41 11 4 30 51 .279 .326 .337 .663 150 5 2 5 2 1
1963 NL St. Louis Cardinals 161 654 609 82 160 27 9 9 46 18 10 24 86 .263 .296 .381 .677 232 8 6 13 2 1
1964 NL St. Louis Cardinals 155 574 535 66 129 19 5 12 65 9 7 30 82 .241 .282 .363 .644 194 9 1 6 2 7
1965 NL St. Louis Cardinals 77 246 229 34 52 6 4 2 23 5 5 8 44 .227 .260 .314 .575 72 6 3 4 2 2
1968 NL St. Louis Cardinals 139 553 519 54 135 25 4 4 52 10 3 24 61 .260 .291 .347 .638 180 10 1 4 5 2
1969 NL St. Louis Cardinals 143 540 493 59 139 28 2 10 42 8 4 40 74 .282 .336 .408 .744 201 8 1 4 2 11
1970 NL St. Louis Cardinals 139 551 513 62 129 16 3 2 42 6 4 24 70 .251 .284 .306 .590 157 14 1 9 4 6
1972 NL Cincinnati Reds 44 100 91 3 19 2 0 2 12 1 0 6 11 .209 .255 .297 .552 27 2 0 2 1 0
Totals 1622 6179 5722 722 1469 216 55 78 506 135 63 314 812 .257 .296 .355 .651 2029 100 21 90 32 39
1960 NL St. Louis Cardinals 2B 119 119 999.7 272 338 24 71 .962 5.492 5.126
1962 NL St. Louis Cardinals 2B 151 146 1301.0 344 414 18 96 .977 5.244 5.020
1962 NL St. Louis Cardinals SS 4 0 4.0 0 2 1 0 .667 4.500 .500
1965 NL St. Louis Cardinals 2B 69 64 547.3 128 179 8 40 .975 5.048 4.449
1971 NL St. Louis Cardinals 3B 1 1 8.0 1 2 0 0 1.000 3.375 3.000
1972 NL Cincinnati Reds 3B 19 17 148.0 11 32 5 4 .896 2.615 2.263
1972 NL Cincinnati Reds 2B 5 2 19.0 3 6 0 0 1.000 4.263 1.800
1972 NL Cincinnati Reds 1B 1 0 1.0 1 0 0 0 1.000 9.000 1.000
Totals 1577 1490 13119.7 3393 4149 225 911 .971 5.174 4.782
Postseason - Batting:
1964 NL St. Louis Cardinals WS 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1967 NL St. Louis Cardinals WS 7 25 25 2 9 3 0 1 4 0 1 0 6 .360 .360 .600 .960 15 0 0 0 0 0
1972 NL Cincinnati Reds WS 4 3 2 0 0 0 0 0 0 0 0 0 0 .000 .000 .000 .000 0 0 0 1 0 0
Totals 19 58 54 4 18 4 0 1 7 1 2 3 10 .333 .368 .463 .831 25 0 0 1 0 0
Postseason - Fielding:
1964 NL St. Louis Cardinals WS 2B 1 0 2.0 0 1 0 0 1.000 4.500 1.000
1967 NL St. Louis Cardinals WS 2B 7 7 61.0 12 20 1 4 .970 4.721 4.571
1968 NL St. Louis Cardinals WS 2B 7 7 62.0 15 13 0 4 1.000 4.065 4.000
Totals 15 14 125.0 27 34 1 8 .984 4.392 4.067

redpajama_set_name: RedPajamaCommonCrawl


text:
City / Hotel Name
12345678910111213141516171819202122232425262728293031	 July 2019August 2019September 2019October 2019November 2019December 2019January 2020February 2020March 2020April 2020May 2020June 2020
Hotels near landmarks
British High Commission
American War Memorial
Canberra Railway Station
Embassy of the United States of America
Embassy of the Kingdom of the Netherlands
Embassy of France
Embassy of the People's Republic of China
Kingston Mall
Glebe Park
Old Parliament House
Manuka Shopping Area
Manuka Oval
National Gallery of Australia
National Convention Centre Canberra
National Zoo and Aquarium
Hotels in Canberra, ACT
Find discount Canberra, ACT hotel accommodation here. All online room bookings for Canberra hotels are covered by our lowest price quarantee. Book cheap hotel accommodation in Canberra quickly and easily.
Please select the destination suburb from the table below or browse by map.
Pages: 12 3 4 5 6 7 Next Page >
Kesh Apartments
Address: 31/21 Christina Stead Street, Franklin, ACT, 2913, 2913
Offering self-contained accommodation with free WiFi, Kesh Apartments are located in Canberra, 9 km from the Australian War Memorial. Canberra's city centre is 10 minutes' drive away. Each of the air-conditioned, two-bedrrom apartments include free onsite parking. Kesh Apartments are 9 km from both the National Convention Centre and Telstra Tow...
The Pommy Tree
Address: 40 Sheehy Street, 2617
Offering free breakfast and free Wi-Fi, The Pommy Tree features a swimming pool and air-conditioned accommodation with a flat-screen TV. It is 10 minutes' drive from Canberra Stadium. The Pommy Tree B&B is 10 minutes' drive from Belconnen town centre and Lake Ginninderra. The Australian War Memorial and Parliament House are both a 20-minut...
East Hotel and Apartments
Address: 69 Canberra Avenue, Kingston, 2604
East Hotel and Apartments features an on-site restaurant, a bar, a fitness centre and 24/7 reception. Each studio and apartment includes cable TV and in-house movies. Guests enjoy 100 MB of free Wi-Fi per day. East Hotel is situated in the vibrant Canberra suburbs of Kingston and Manuka, just 7 km from Canberra city centre. Parliament House and...
One of a Kind Apartments
Address: 43 Stockdale Street Dickson, 2612
Just a 5-minute drive from Canberra city centre, One of a Kind Apartments offers self-contained apartments with a balcony or courtyard. Guests enjoy free WiFi and free parking, and free use of bicycles to explore the city. One of a Kind is an 8-minute drive from the Parliament of Australia and a 12-minute drive from Canberra International Airpo...
La Rouge Woden
Address: 116 Easty Street, 2606
Offering a garden and seasonal outdoor pool, La Rouge Woden is set in Canberra. Parliament House is 5 km from the property. Free private parking is available on site. Featuring a patio, all units are air conditioned and have a flat-screen TV, blu-ray player, and DVD player. There is a seating and/or dining area in some units. There is also a ki...
Avenue Hotel Canberra
Address: 80 Northbourne Avenue, 2612
Located in the heart of Canberra, this stylish hotel offers a restaurant, fitness centre and a free airport shuttle. All luxury accommodation features a private balcony with outdoor furniture. Avenue Hotel Canberra is just a 10-minute walk from both Canberra Museum & Gallery. It is a 4-minute drive from National Convention Centre Canberra and a...
Jamala Wildlife Lodge
Address: 999 Lady Denman Drive, Weston Creek, 2611
Featuring guided tours, private animal feeding sessions and accommodation alongside animal enclosures, Jamala Wildlife Lodge is situated next to the National Zoo and Aquarium. Guests enjoy free WiFi and and an outdoor pool. African cuisine is served in the dining room. All bookings include a zoo tour experience where guests see a variety of ani...
Accommodate Canberra - Braddon Apartments
Address: 33/28 Mort Street, Braddon, 2612
Just 500 metres from Canberra city centre, Accommodate Canberra - Braddon Apartments is a self-contained apartment boasting a balcony. Guests enjoy free parking and can prepare a meal in the fully equipped kitchen. Braddon Apartments is a 10-minute walk from Canberra Centre shopping and a 5-minute drive from Parliament House. Canberra Airport i...
Astra Apartments Canberra - Manhattan
Address: 240 Bunda Street (Corner of Bunda Street and Akuna Street), 2600
Located in central Canberra, Astra Apartments Canberra - Manhattan offers an outdoor pool, a spa and a fitness centre. This self-contained accommodation features a private balcony with views of the surrounding area. Relax in your air-conditioned apartment, featuring a flat-screen TV, a DVD player and an iPod dock. There is a fully equipped kitc...
Lyneham Pines
Address: 9 Murdoch Street, Lyneham, 2602
Just 5 minutes' drive from Canberra City Centre, Lyneham Pines offers self-contained accommodation with unlimited free WiFi and a patio. Guests can explore the city using the 2 free bicycles provided. Lyneham Pines Apartment is 6 minutes' drive from Canberra Centre and 8 minutes' drive from Australian War Memorial. Australian National Bot...
Vibe Hotel Canberra Airport
Address: 1 Rogan Street, Canberra International Airport, 2609
Featuring free WiFi and a fitness centre, Vibe Hotel Canberra Airport offers spacious accommodation, situated at Canberra Airport. Opening in November 2015, this hotel features picturesque views of Lake Burley Griffin and an on-site restaurant Vibe Hotel Canberra Airport is conveniently located within 10 minutes' drive of Canberra's many attra...
Aria Hotel Canberra
Address: 45 Dooring Street, Dickson, 2602
Aria Hotel offers spacious rooms and apartments with elegant furnishings, just 2 km from Canberra city centre. All accommodation includes a flat-screen TV, iPod docking station and private balcony. Each of the rooms and apartments features heating, air conditioning, cable TV and a work desk. The apartments are fully equipped with kitchen and la...
The Cook Cottage
Address: 30 Grylls Crescent, 2614
Located a 10-minute drive from Canberra CBD, guests at The Cook Cottage enjoy free WiFi and free parking. The 1-bedroom cottage features a fully equipped kitchen and a patio with outdoor furniture. Set in a quiet, residential area, Cook Cottage Canberra is 100-metres from the closest bus stop and a 3-minute drive from the Jamison Plaza shops. P...
Accommodate Canberra - Realm Residences
Address: 7 Sydney Avenue, 2600
Located in the heart of Canberra, this modern property is just a 4-minute drive from Parliament House and a 5-minute drive from National Library of Australia. After a day of exploring all that Australia's capital city has to offer, guests can return to their self-contained apartment and relax on their private balcony. All apartments also incl...
Address: 61 Jerreabombera Avenue, Narrabundah, 2604
Located in Canberra, Abode Narrabundah offers self-contained accommodation with free WiFi and free private parking is available on site. All accommodation offers a fully equipped kitchen or kitchenette. Abode Narrabundah is within 15 minutes' drive of the Australian War Memorial, the National Convention Centre Canberra and the National Zoo and ...
Book Hotels Internationally
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Howdy , this blog post is about Cat In A Hammock #2 DIY Cat Hammock Cardboard Box. It is a image/jpeg and the resolution of this image is 930 x 930. This blog post's file size is just 145 KB. If You want to save This post to Your laptop, you should Click here. You could too download more attachments by clicking the image below or read more at this post: Cat In A Hammock.
Tired of family room decor objects such as cushions with designs and hues are average? Try Cat In A Hammock #2 DIY Cat Hammock Cardboard Box you use pillowcase stunning and stylish design that is colored. As well as adjusting the look of one's pillow to become more beautiful, pillowcases selected with consideration can also be in a position to supply ease and beauty that increase the inner layout of the family area.
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text:
John Mayow (24. května 1643 - září 1679) byl anglický chemik a fyziolog.

Po přijetí a prokázání Boyleho experimentu (vzduch je potřeba ke spalování) Mayow poukázal na to, že spalování není podporováno vzduchem jako celkem, ale menší a aktivní části vzduchu - kyslíkem. Tuto část nazval "spiritus igneo-aereus" nebo také "nitro-aereus".

Externí odkazy

Britští chemici
Britští fyziologové
Členové Královské společnosti
Narození v roce 1643
Narození 24. května
Narození v Cornwallu
Úmrtí v roce 1679
Úmrtí v Londýně
Muži
Absolventi Oxfordské univerzity

redpajama_set_name: RedPajamaWikipedia


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<!DOCTYPE HTML PUBLIC "-//W3C//DTD HTML 4.01 Transitional//EN" "http://www.w3.org/TR/html4/loose.dtd">

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abusedbytheyankees.com
What Time is the Yankees Game On?
By joseph / October 26, 2022 October 26, 2022
Pregame Activities
Yankees Museum
In-game Entertainment
Head home or to a bar
Game times for the New York Yankees are typically released about a week in advance. Check the schedule for the upcoming games.
The New York Yankees are a professional baseball team based in the Bronx, New York City. They compete in Major League Baseball (MLB) as a member club of the American League (AL) East division. They are one of two major league clubs based in New York City, the other being the National League's (NL) New York Mets. The Yankees began play in the 1901 season as the Baltimore Orioles (no relation to the modern Baltimore Orioles franchise). In 1903, Frank Farrell and Bill Devery purchased the franchise after it ceased operations and moved it to New York City, renaming the club the New York Highlanders. The Highlanders were officially renamed as the "Yankees" in 1913.
Before the game even starts, there's a lot to do around Yankee Stadium. You can explore Heritage Park, get autographs from your favorite players, and grab a bite to eat from one of the concession stands. Gates open two hours before the first pitch, so there's plenty of time to enjoy all that Yankee Stadium has to offer.
Tailgating is a popular pregame activity for Yankees fans. Head to the stadium parking lot early to set up your grill and get ready for some good food and fun before the game! For more information on tailgating, check out our Tailgating 101 guide.
Did you know that the Yankees Museum is one of the most popular attractions in New York City? Located in Municipal Stadium, the Yankees Museum is a must-see for any fan of the team. With exhibits on the history of the Yankees, the players, and the game itself, the Yankees Museum is a great place to learn about America's pastime.
The museum is open year-round, and during game days, it is open from 10:00am until one hour after the game ends. Admission to the Yankees Museum is free for all fans, and there is no need to reserve tickets in advance.
It is currently the top of the 9th inning, the score is tied 0-0, and the Yankees are up to bat. The game has been a defensive battle so far, with both teams playing well. It is a cloudy day, with a chance of rain later on.
The following are the probable starting lineups for tonight's game.
1.CF: Aaron Hicks
2.RF: Giancarlo Stanton
3.DH: Luke Voit
4.C: Gary Sánchez
5.LF: Brett Gardner
6.1B: Tyler Austin
7.3B: Miguel Andújar
8.SS: Didi Gregorius
9.2B: Gleyber Torres
SP- Masahiro Tanaka
No matter where you sit in Yankee Stadium, you'll have a great view of the game and the world's largest high-definition video screen– Legends Suite Level. You can watch all the action, or catch up on other games, while following along with live statistics and information on the screen.
The Yankees beat the Red Sox 8-3.Manager Aaron Boone said," It was a really good team win. " Gio Urshela homered twice and had five RBIs, whileCC Sabathia pitched six innings of one-run ball for his 250th career victory. The Yankees have now won 11 of their last 12 games.
If you happen to find yourself near Yankee Stadium on game day, there are plenty of great bars and restaurants to check out before or after the game. Here are a few of our favorites:
-Manny's on 161st Street is a classic Yankee hangout, just a few blocks from the stadium. They have great food and a huge selection of beers on tap.
-The Bronx Beer Hall is right across the street from Manny's, and it's a great place to drink local craft beer and eat some pretzels.
-If you're looking for something a little fancier, head to the Hard Rock Cafe in Times Square. They have an awesome list of rare beers and they always have the game on TV.
-After the game, head to Coogan's in Washington Heights for some of the best Irish food in the city. They have live music every night, and they always show the Yankees game on their big screen TVs.
Who Got Third Place in the Sports Festival?
Where to Buy Pedialyte Sports Drink?
What Spring Sports Are There?
What Is a Good Cheap Sports Car?
Who is the Yankees Announcer?
What Time is Yankees Batting Practice?
Who Will the Yankees Play in the Playoffs?
The Yankees Are Playing Again Soon!
Where Can I Watch the Yankees Game Live Online?
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text:
Integrating performance measures for effective project and program portfolio leadership
Conference Paper Program Management, Portfolio Management 2007
Anbari, Frank T. | Cioffi, Denis Felix | Forman, Ernest H.
Anbari, F. T., Cioffi, D. F., & Forman, E. H. (2007). Integrating performance measures for effective project and program portfolio leadership. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.
Department of Decision Sciences, School of Business, The George Washington University
This paper shows how to use the analytical hierarchy process (AHP) to integrate numerical measures from the earned value management (EVM) method with other evaluation methods to enhance the likelihood of success in exerting leadership in the management of a portfolio of projects and programs. AHP is described and used first to select and then to measure the performance of individual projects and to evaluate their contribution toward an organization's tactical and strategic objectives. These measures are crucial components in the iterative process of selecting projects and programs for a portfolio; monitoring and if necessary controlling their progress; allocating and re-allocating resources to them; and terminating projects and programs when they underperform significantly and are no longer competitive in light of new opportunities, or because of shifts in organizational strategy or tactics. Examples of applying the integrated approach are presented for a large project and a small project. Management action is discussed at the project level and at the organization's portfolio level.
In many organizations, the selection of projects that constitute an organization's portfolio—and their regular adjustment, continual refinement, and possible termination—are important, recurring efforts. These efforts involve effective prioritization and adjustments of resource allocations among projects within the portfolio. These processes influence the future of the organization extensively. We show how AHP can be used to integrate project measures from EVM (Anbari, 2003; Fleming & Koppelman, 2005; Project Management Institute, 2005) and other sources to enhance the likelihood of successful portfolio management and leadership. The prioritization and selection of projects for an organization's portfolio have been discussed elsewhere (Forman & Gass, 2001; Forman & Selly, 2001). We focus on the measurement of individual project performance and the synthesis of the performance of the portfolio's constituent projects into measures reflecting the performance of units at higher levels in the organization.
Our understanding of a successful project has evolved throughout the past 40 years; Jugdev and Muller (2005) offered a "Retrospective Look" at this evolution. Often judgment occurs after the completion of a project, and we are reminded to differentiate end-project deliverables from the processes, that is, the management required to produce them (Wateridge, 1995, 1998; de Wit, 1988; Lim & Mohamed, 1999). We should also differentiate success criteria—how we measure success—from the factors that generate success (Cooke-Davies, 2002). Leaders need to understand these factors and the relevant criteria, both during the active life of a project and after its completion, so that they can implement their organization's strategy by guiding a dynamic portfolio of projects. In this paper, we demonstrate that through AHP, disparate measures and managerial judgment can be integrated to synthesize a cohesive view of individual project performance as well as the performance of a portfolio of projects.
The Analytical Hierarchy Process (AHP)
AHP is a method for structuring complexity, measurement, and synthesis. AHP has been applied to a wide range of problems, including selecting among competing strategic and tactical alternatives, allocation of scarce resources, and forecasting. It is based on the well-defined mathematical structure of consistent matrices and the ability to generate true or approximate ratio-scale priorities using them (Mirkin & Fishburn, 1979; Saaty, 1980 and 1994). Forman and Gass (2001) discussed the objectives of AHP as a general method for a variety of decisions and other applications, describe successful applications of AHP, and elaborate on its efficacy and applicability compared to competing methods. We illustrate where ratio measures produced by AHP are instrumental in deriving sound, mathematically meaningful measures of individual projects as well as measures of a portfolio of projects.
Dyer and Forman (1992) discussed the benefits of AHP as a synthesizing mechanism in group decision-making and pointed out that because AHP is structured yet flexible, it is a powerful and straightforward method that can be brought into almost any group decision support system and applied in a variety of group decision contexts. Archer and Ghasemzadeh (1999) highlighted the importance and recurrence of project portfolio selection in organizations. They indicated that individual techniques are available to assist in this process, but without AHP they saw no integrated framework. They developed a framework that separates the work into distinct stages, allowing users to be free to choose the techniques they find most suitable for each stage or to omit or modify a stage. Al-Harbi (2001) discussed the potential use of AHP as a decision-making method in project management and used contractor prequalification as an example. He constructed a hierarchical structure for the prequalification criteria and potential contractors, and applied AHP to generate a descending-order list of contractors to perform the project. Mahdi and Alreshaid (2005) examined the compatibility of project delivery methods (design-bid-build, construction management, and design-build) with specific types of owners and projects, and used AHP as a multi-criterion decision-making method to assist decision-makers in selecting the proper delivery method for their projects.
Selecting an Organization's Portfolio of Projects and Programs
Deciding what projects to include in an organization's portfolio of projects is extremely important and challenging. Forman and Gass (2001) described how AHP is used in allocating scarce resources to optimize the achievement of the organization's objectives within the constraints of scarce resources and project dependencies. They pointed out that effective allocation of resources is instrumental to achieving an organization's strategic and tactical objectives and that resource allocation decisions are an extremely political aspect of organizational behavior. They maintained that a process such as AHP is necessary to measure and to synthesize conflicting objective and subjective information. To achieve that, an organization must be able to identify and structure its goals into objectives and sub-objectives; identify design alternatives such as alternative R&D projects; measure the relative importance of the objectives and sub-objectives and the contribution they realize from each alternative; and find the best combination of alternatives.
Priorities of the organization's top-level objectives are typically determined by senior executives, who compare the relative importance of the objectives at a face-to-face meeting(s). Judgments can be anonymous at first, and then shared so that individuals can see other perspectives. Because there may be a considerable difference of opinion about the relative importance of objectives, a meeting facilitator can be employed to lead a discussion to bring out what the executives have in mind, including definitions, assumptions, and other information. This discourse often leads to a high degree of consensus. Priorities derived from the complete set of combined judgments for the objectives are calculated with standard AHP mathematics, which uses the geometric mean to calculate participants' combined judgment. As an example, an IT organization's goal may be to optimize its "Project Portfolio Performance," which consists of a top-level cluster of five objectives (with their calculated priorities): (1) Leverage Knowledge (.278), (2) Improve Organizational Efficiency (.269), (3) Maintain Serviceability (.191), (4) Minimize Risk (. 181), and (5) Financials (.080). Each of these objectives may include several sub-objectives. For example, Leverage Knowledge may consist of: (1) Vendor/Partner Access, (2) Customer Access/Service, (3) Internal Access, and so on.
The derived priorities within any cluster are called local priorities and always sum to one. Because all these priorities are ratio-level measures, any element may then be further subdivided into smaller elements that conserve the parent element's total priority, and their fraction of the global priority is easily calculated through simple multiplication. For example, "Leverage Knowledge" represents a global priority of 0.278 of the total priority with respect to "Project Portfolio Performance." We can further divide this fraction into three sub-elements that have priorities 0.324, 0.276, and 0.400 with respect to "Leverage Knowledge." If we want to understand these sub-elements as a fraction of the whole (that is, as grandchildren of "Project Portfolio Performance"), we simply multiply their sub-element proportions by the global priority of their parent, "Leverage Knowledge," to obtain global proportions of 0.324*0.278=0.090; 0.276*0.278=0.077; and 0.400*0.278=0.111.
AHP supports Project and Program Alignment with organizational objectives. Evaluating the anticipated benefits of projects toward an organization's objectives is useful: (1) to decide which projects should be included in the portfolio of projects; and (2) to roll up the individual project's performance to derive measures of how well the portfolio is performing at various levels of the organization. The lowest-level elements of the organization's objectives hierarchy (for example, Vendor/Partner Access) are called "covering objectives," and a project's anticipated benefit is the sum of its anticipated contributions to those covering objectives. Each of these is in turn the product of the covering objectives' relative importance and the relative contribution of the project toward that covering objective. The relative contribution of a project toward a covering objective can be evaluated using either pairwise comparisons, or a ratings scale of intensities that possess ratio-level priorities. Measures of the anticipated benefits as well as the priorities of the objectives must be ratio-scale measures if they are to be multiplied and rolled up to derive integrated or synthesized performance measures for higher levels in the organization.
Evaluating Project and Program Performance
A meaningful measure of a project's performance cannot be made in isolation, and must be relative to how well the project is performing in relation to the organization's goals. It requires an integration of multiple numerical measures as well as factors requiring judgment that may be expressed non-numerically. AHP is well suited to eliciting subjective judgments and producing accurate ratio-scale measures from those judgments, thereby enabling integration of all factors relevant to the performance of a project. Project performance measures have widened beyond measuring against the planned budget, schedule, and scope. Anbari (1985) maintained that project performance needs to be measured against the quadruple objectives of scope, time, cost, and quality. Customer satisfaction has become an essential ingredient of success, although it "remains a nebulous and complex concept" (Jugdev & Muller, 2005) that might be largely explained simply by bringing projects in at cost (Cioffi & Voetsch, 2006). Measuring project success now demands a "diversified understanding" at both the project management and executive levels of the organization (Jugdev & Muller, 2005). Atkinson (1999) suggested measuring a project's success based on the technical strength of the project deliverable; direct benefits, that is, to the organization itself; and indirect benefits to a wider stakeholder community. AHP can help with these measures.
Project and Program Performance Measurement Components
Project success is some combination of the project's management performance, its deliverables, and its contribution to the organization's objectives. Project performance measurement usually involves multiple measurement components. The complexity and details of these components are, in general, a function of the size of the project as well as its importance to the organization. For large projects, formal, standardized, more objective performance indicators such as those provided by EVM are becoming more common. Kim, Wells, and Duffey (2003) found that EVM is gaining higher acceptance due to favorable views of diminishing EVM problems and improving utilities. They also found that a broader approach considering users, methodology, project environment, and implementation process can improve significantly the acceptance and performance of EVM. EVM performance indicators may be supplemented by other factors that may require judgments that are more subjective. Judgment is also required to integrate various performance components into one measure of a project's performance. This integration can be accomplished using ratio-scale priorities derived from pairwise comparisons. Small projects may not warrant the effort and expense needed to implement EVM, and one or several factors that are more subjective may play a greater role in evaluating project performance. Instead of using the same set of performance measurement components to evaluate every project, we propose defining a set of measures, each with one or more components, such that the performance of each project is evaluated with that measure (and its constituent components) most suited to the size, impact, type (such as product or service), environment (for example, international or domestic), or other characteristics of the project.
Example of a Measure and its Components for a Large Project
Exhibit 1 shows an example of a large project performance measure, consisting of a hierarchy of measurement components that could be applied to projects that merit the expense. Each of the lowest-level elements in the hierarchy of measurement components is measured objectively or subjectively and we transform the measure into a value between 0 and 1 using a direct-rating scale, a step function or an increasing or decreasing utility curve that may be linear, concave, or convex. To integrate or synthesize the measure components for a project, managers must obtain ratio-scale priorities that represent the relative importance of the measure components. These priorities can best be derived using the traditional AHP pairwise comparison process. Humans are more capable of making relative rather than absolute judgments, and much of the AHP process involves making pairwise relative judgments.
Exhibit 2 shows an example of the pairwise comparisons of the relative importance of EVM components of a schedule-driven project, such as a project to implement an organization's compliance with a regulation going into effect at a near date. The diagonal in Exhibit 2 shows the numerical representations of the verbal judgments made by two experts. Because project schedule is so important, the Schedule Performance Index (SPI) was judged "strongly" more important than the Cost Performance Index (CPI). Despite this emphasis, SPI is only "moderately" more important than the Cost Variance (CV), indicating that performance indices are less readily understood. Schedule Variance (SV) was judged "very strongly" more important than CV, because this project is "very strongly" schedule-driven. Nonetheless, SV is only "moderately" more important than the Cost Variance at Completion, because although this project is schedule-driven, expected cost overruns at the end of the project cannot be ignored.
Exhibit 1 – Hierarchy of component measures
The verbal judgments for elements not on the diagonal are not necessary for calculating the relative numerical priorities of measure components. However, they provide redundancy that leads to priorities that better approximate the ratio-scale priorities in the decision-makers' minds. Saaty (1980) showed that the principal eigenvector of a pairwise verbal judgment matrix often produces priorities that approximate the true priorities seen in ratio scales of common physical parameters such as distance and area. Therefore, given enough variety and redundancy, errors in judgment, such as those introduced by using an ordinal verbal scale, can be reduced greatly (Forman & Gass, 2001).
Exhibit 2 – Pairwise relative comparisons
The priorities resulting from the judgments shown in Exhibit 2 are shown in Exhibit 3. An important advantage of AHP is its ability to measure the extent to which an expert's judgments are consistent, as shown by the inconsistency ratio. (The inconsistency of this set of judgments is a bit high, but the experts felt that each judgment was warranted and the resulting priorities accurately reflected what they thought at the time.)
Exhibit 3 – Resulting priorities
Once we have ratio-scale measures of a project's performance with respect to each of the components and the relative importance of the components, we can roll up the performance to higher levels in the hierarchy. As an example, consider the subcomponents of EVM, their priorities, and performance priorities discussed above. The SV subcomponent has a performance priority of 49% and an importance priority of 46%, which when multiplied and added to the corresponding products of the other sub-components, results in a performance priority of 49.92% for the EVM component. We emphasize that the multiplication of the priorities of the components by the project's performance measures in the roll-up process is mathematically meaningful only because the measures are ratio-scale measures. Moving up one more level in the hierarchy of measure components (Exhibit 1) we see EVM measures integrated or synthesized with the other measure components for the project (which we will call the AS/400 Replacement project, for example). Ultimately, the AS/400 Replacement project attains, say, a 16.15% priority, which represents its relative contribution toward one of the organization's objectives.
Example of a Measure for a Small Project
Small projects (in some organizations, $20,000 or less) may not warrant measure components as involved as those shown above for a large project. The simplest measure might be a verbal ratings scale, consisting of rating adjectives such as High Performance, Strong Performance, Moderate Performance, and so forth. The priorities associated with these adjectives must be ratio-scale measures if they are to be combined with the other measures to produce an integrated measure that is mathematically meaningful and in proportion to the project's performance. This is accomplished by first performing pairwise comparisons of the rating intensities themselves – for example, comparing "High Performance" to "Strong Performance," and "Strong Performance" to "Good Performance" -which results in ratio-scale priorities for the rating intensities that are then used to evaluate one or more projects.
Management Action at the Project and Program Level
The results obtained can be used for management action at the project and program level, to better understand the progress of the project in light of the stated priorities. Consequently, one may analyze tradeoffs among the traditional project dimensions (scope, schedule, budget) and other project objectives (quality, customer satisfaction, repeat business); request additional resources; reassign personnel; crash selected project activities; adjust scope; conduct an audit; and so forth.
Evaluating Portfolio Performance
Organizational leadership at the senior executive level needs to track and understand the performance of the entire portfolio of projects. Projects may be performing well or not so well, and may be relatively important or less important. The question arises—how do we aggregate the performance of individual projects to derive composite measures of performance at higher levels in the organization to produce a "performance dashboard"? The answer lies with the ratio-scale measures of the anticipated project benefits toward the organization's objectives (that were derived when the projects were considered for funding) and the ratio-scale measures of the actual performance of each of the projects that were selected to be in the organization's portfolio (such as the performance of the AS/400 Replacement project).
These ratio-scale measures can be summed ("rolled up") to determine performance toward meeting the higher-level organizational objectives to obtain a single integrated measure of the performance of the project portfolio. For example, we find that there are two projects that contribute to the Vendor Partner Access objective, one of which is the AS/400 Replacement project and the other is, say, the Cisco Routers project, with derived ratio-scale performance measures of 51.80 and 95.17%, respectively. The relative ratio-scale priorities of these two projects (16.15% and 83.85%), which are used to roll up the performances to the next higher level, are determined by normalizing each of the project's anticipated contribution to the Vendor Partner objective.
The results can be portrayed on a "dashboard" that contains colors according to a selected legend. The colors enable management to get a fast visual impression of the performance throughout the organization. However, the colors are somewhat arbitrary and subject to the ranges selected, whereas the ratio-scale measures of performance are more meaningful because colors are ordinal measures. For example, if one measure were just below an arbitrary cutoff and another just above, they would show yellow and green respectively, even though their performance might be almost the same. Thus, a manager should examine the actual ratio performance values and not just the colors.
The contribution of a specific objective to organizational performance can differ depending on the objective to which it contributes. For example, the relative contribution of the AS/400 Replacement project's performance toward, say, the Leverage Proven Technology objective is 48.45%, as compared to only 16.15% toward the Vendor Partner Access objective.
Whereas a picture of the performance toward the organization's entire hierarchy of objectives would require many dashboard views, a more elaborate "wallboard" view containing the same colors can be posted on the wall of a room to depict the performance of the portfolio of projects toward the entire hierarchy of objectives.
Leadership through Management Action at the Portfolio Level
Projects—which by definition effect change—represent the major tactical mechanisms for implementing an organization's strategy. Projects exist at all levels in an organization and should align with organizational goals. Thus, the project portfolio should be viewed as an integrated unit that contributes to advancing organizational strategy. Leadership is required to move away from established plans, when such change is needed. The combination of project performance measures and organizational priorities determines the actions to be contemplated. Often resources need to be re-allocated. Project management allows tradeoffs among schedule, budget, and scope while maintaining an integrated project. For example, with careful, iterative planning, schedules can be lengthened or shortened by temporarily removing or adding resources. This resource re-allocation will affect a project's short-term budget, but it need not always change the total project budget. The priorities of the organization determine the proper mix of short-term and long-term goals, and these change too.
Resource re-allocation can result in termination of projects. Terminating a project before its planned completion may seem to represent an extreme or punitive action, but if a project's performance measure indicates poor achievement and it is not adequately contributing to important organizational objectives, that project's resources can best be used elsewhere. The sunk costs of a project should not be allowed to affect an organization's future. The proper questions to ask are, "What costs are necessary to complete a project," "What are the currently anticipated benefits," and "What other project opportunities are competing for scarce resources?" The original plans serve only as mileposts against which to measure progress. An organization's strategic direction may change. New opportunities continually emerge. Terminating a project forcefully requires courage, but too often projects are allowed to continue until they die by a variety of means such as attrition (Meredith & Mantel, 2006). A decision-maker's job is to use available (or to-be-available) resources in a way that maximizes the organization's objectives. This maximization can and should include qualitative "morale" costs of terminating projects that are meeting their goals but are no longer competitive for the organization. The mechanism that we described in this paper allows decision-makers to measure their project portfolios against the objectives that they themselves have carefully prioritized.
We have shown how the analytical hierarchy process can be used to (1) measure and integrate project performance based on EVM and other sources, and (2) roll up project performance to derive measures of performance at higher levels in the organization. This ability enhances the likelihood of success in leading project portfolio management. The approach presented in this paper is an extension of the process of selecting projects for an organization's portfolio. It brings consistency and rationality to the efforts subsequently required: the continual refinement of projects, their effective prioritization, adjustments of resource allocation, and possible termination of projects that no longer are in optimal alignment with the organization's goals. In a business world that depends more and more on successful project implementation for tactical and ultimately strategic achievement, these important management and leadership efforts are vital to the future of any organization.
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© 2007, Frank T. Anbari, Denis F. Cioffi, and Ernest H. Forman
Originally published as a part of 2007 PMI Global Congress Proceedings – Atlanta, GA
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By Fister Gale, Sarah The public school system in Tacoma, Washington, USA needed to transform its learning environment. The goals for the state's third-largest district were lofty: boost sagging graduation rates, invest…


UPDATE: Allison LeClair has been selected as our next superintendent. A longer interview with her is forthcoming.
NOTE: Allison LeClair was interviewed by the School Committee on April 3rd, 2018, at Easthampton High School.
Andrew Berrios, our other finalist, will be interviewed on April 4th, and his interview will also be made public.
The quotes in this article come from a meeting Allison LeClair had with student representatives from Easthampton High School, and the photos are from a meet-and-greet with staff and community members at Easthampton High School. Andrew Berrios will have similar meetings on April 4th, and a similar article will be posted after that meeting takes place. For more information about either candidate, you can watch their School Committee interviews once they have occurred at http://easthamptonmedia.org/.
Allison LeClair, Ed.D., is currently the assistant superintendent of Agawam public schools, and has been in that position since 2012.
She thought that the proposed new K-8 school building could give kids "opportunity to be role models and peer supports," and could lead to valuable interactions between different grade levels. However, she also recognized that a larger building would look very different than our current small schools, and that building a strong culture within the new school would be a critical undertaking if it is built.
When asked about her approach to bullying-related issues, LeClair said that her response would depend on the situation: mediation would be a desirable goal, but "when there's an imbalance of power, it's hard to mediate." Her response, therefore, would vary based on context. However, her vision for the district's anti-bullying practices would go farther than varied responses. "I would hope that we could get to a point where we prevent the bullying from happening rather than reacting," she said.


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Der Hochschober ist mit einer Höhe von  der vierthöchste und namensgebende Berg der Schobergruppe in den Hohen Tauern. Seine vergletscherte Nordflanke bietet von Kals einen beeindruckenden Anblick. Als 1845 der Geograf Adolf Schaubach die Schobergruppe als Gebirgsgruppe einführte, wählte er die Benennung nach dem Hochschober, da er ihn fälschlicherweise für den höchsten Berg südlich des Peischlachtörls hielt.

Der leichteste Anstieg erfolgt über die Hochschoberhütte () von Süden über die Staniskascharte () und den Westgrat. Eine von der Schwierigkeit vergleichbare Anstiegsmöglichkeit bietet sich von Osten und dem oberen Teil des Südostgrats an. Stützpunkt ist dabei die Lienzer Hütte (). Beide Anstiegswege sind markiert und im Hochsommer im Gegensatz zu früheren Jahren in der Regel schneefrei, weisen leichte Kletterschwierigkeiten (I) auf und sind stellenweise etwas ausgesetzt. Eine weitere Anstiegsmöglichkeit bietet der nur teilweise markierte Steig vom Schobertörl () über den Nordostgrat, dabei wird der Kleinschober () überschritten.

Literatur und Karte
 Alpenvereinskarte Blatt 41, 1:25.000, Schobergruppe, ISBN 3-928777-12-2
 Richard Goedeke: 3000er in den Nordalpen, Bruckmann Verlag, München 2004, ISBN 3-7654-3930-4
 Walter Mair: Alpenvereinsführer Schobergruppe. Bergverlag Rother, München 1979. ISBN 3-7633-1222-6

Weblinks

Einzelnachweise

Berg in den Alpen
Berg in Osttirol
Schobergruppe


The roof is what some homeowners consider a "stand alone" structure in the sense that you can leave it on its own without much care and maintenance. While it's true that the roof is a sturdy structure that requires only periodic maintenance, it's far from a maintenance-free structure.
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text:
Showers this evening becoming a steady light rain overnight. Low near 45F. Winds NE at 5 to 10 mph. Chance of rain 100%..
Showers this evening becoming a steady light rain overnight. Low near 45F. Winds NE at 5 to 10 mph. Chance of rain 100%.
Wireless internet provider opens in Clarksville
CLARKSVILLE — A new, charitable enterprise has opened in Clarksville, focused entirely on increasing information technology.
Cyber Solutions Independent Consultant Agency starts with the goal of making the Red River County area not only more secure on the web but more informed as well.
"We have two companies, one is a .com and the other is a .org," said creator and director Lloyd, who for security reasons, did not want his last name printed. "The .com is actually what supports the .org, and the .org makes its request, which is, it's kind of a transparent — for us — because all the assets, all the resources. The .com supports the .org in providing physical resources, non-physical resources such as assets, computer systems, antennas, things of that nature."
Through a self-perpetuating partnership, the office at 203 S. Walnut St. is split into two parts: a wireless internet service provider, called a WISP, and a nonprofit aimed at teaching information technology and cyber security. He said those who follow the full coursework can earn certifications that can lead to remote jobs.
"One of our goals is to take care of rural America, and help rural America work remote-related jobs by teaching them cybersecurity, and then when they want to get advanced, then that's actually for a fee, but the initial is not, and it is free," Lloyd said. "The interesting point about that is in rural America, like small places like Clarksville, the median income here is $32,000. The beginning cybersecurity specialist starts at $40K."
The goal is to help residents get jobs in remote work, which means the incoming money doesn't leave town. Typically with cyber training, once receiving certification, the graduate moves to where the jobs are. Working remotely, that isn't necessary.
"They stay local; they don't have to move, they stay and do remote work in IT, technology and cybersecurity," Lloyd said. "And that money stays with the local community. Banks benefit because the new IT specialists and the new cybersecurity specialist has to have a place to put their money here in Clarksville, so they put it in the bank. The bank then has more money, so that it can loan it out to others. Or the real estate agent. The real estate agent finds homes," and more goods and services are purchased locally by the individual.
The office started in August, mostly setting up the office and starting to offer training classes, and had its grand opening on Monday. The results of the pandemic have even helped their goals, he added.
"Covid has actually supported our efforts because most of what everyone is doing is staying at home, working from home if they can," Lloyd said. "And that's exactly what we support. We want people to stay, not necessarily at home, but use our facility to perform remote work or remote support or stay at their house."
The business also has mentors who remotely dial in to the classes, one out of Washington D.C., who has experience in the cyber security field and another who has a Ph.D. in lifeskills. The organization provides classes on basic cyber security to encourage everyone to be more careful on the internet. Lloyd, a veteran of the U.S. Army trained in cyber security, also said they work with veterans to help them re-train for jobs outside of the military. The organization also plans to work with schools.
He is also working on getting a grant through the Lennox Foundation to help expand services, he said.
He chose Clarksville for his work because he wants to help rural communities.
"Clarksville has been around a little while," Lloyd said. "It needs rural revitalization in order to stay alive and succeed. Now the county here, and the city, they're doing great job trying to revitalize the community, but there needs to be more businesses coming into this city. All rural America, quite frankly, everyone's leaving the small cities, and this is where the all Americans are from my perspective. And … because my I want my son to be all American. I want him to grow up in a small town. Both my wife and I want him to be grounded and be where everybody-knows-your-name that type of thing."
And, with the way the business/nonprofit is set up, if everything works according to plan, he will basically work himself out of a job.
"I'm in a very unique position to where God has blessed me and my family, enough so where I can make a honest earnest effort at trying to make this thing work. I'm expecting it will, and I'll work myself right out of an executive director gig," Lloyd said. "I want the nonprofit to get legs to grow and to move on without me, but keeping the same concept."
And once the Clarksville office has legs, he wants to expand and do the same thing in Detroit, and the next town and the next.
The organization offers memberships, both business and personal, with wireless internet service, classes, an internet cafe for those who can't work from home, and more. For information about the organization, go to cybersecurityteam6.org, email generalinquiry@cybersecurityteam6.org, or call 903-884-4025.
Clarksville residents dedicate years of service to care for animals at Red River County Humane Society
A long-time Clarksville resident had no idea 11 years ago that a stray dog would lead to her involvement as one of three volunteers with the Red River County Humane Society.
Clarksville city manager comments on resignation
Red River County Commissioners to look at funds from opioid lawsuit


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Jeremy Lin Excited To Join Lakers, Hopes To Earn Kobe Bryant's Respect
Lakers News: Mark Madsen Assesses Julius Randle And Jordan Clarkson
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After failing to sign Carmelo Anthony this summer, the Los Angeles Lakers went ahead with Plan B and one of the first moves was acquiring Jeremy Lin and draft picks from the Houston Rockets.
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After a difficult season where he lost his starting job, Lin is excited to play for the Lakers and believes it is a very good opportunity for him according to Yahoo! Sports:
"I am very excited to join the Lakers. I think this is a very good opportunity. I hope I can make a bigger contribution … I hope I can play a more important role," Lin said.
When asked about playing with Kobe Bryant in the backcourt, Lin hopes he can earn the five-time champion's respect through training hard and winning:
"Kobe wants to win and I want to win. I think Kobe wants his teammates to train hard and I will train hard. I hope he can respect me and we can collaborate well together," Lin told a press conference in fluent Mandarin.
With uncertainty surrounding Steve Nash's health and Jordan Clarkson entering his rookie season, Lin is an upgrade at the point guard position. While there have been some mixed reactions to the trade, acquiring Lin's expiring contract will not affect the team's financial flexibility in the next two summers where they hope to sign Kevin Love or Kevin Durant.
After pushing hard to acquire big names this summer, the Lakers have re-signed numerous players from last year's roster including Nick Young, Jordan Hill, Xavier Henry, Wesley Johnson, and Ryan Kelly.
Lakers Acquire Carlos Boozer
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PESHAWAR, Pakistan (AP) — Northwestern Pakistan was struck by two separate militant attacks hours apart on Friday, when gunmen wearing suicide vests stormed a Christian colony near the town of Peshawar, killing one civilian, and a suicide bomb attack on a district court in the town of Mardan killed 12 people and wounded 54 others.
The quick response from the local civilian guards and security forces prevented more deaths, Khan said.
Ahsanullah Ahsan, a spokesman for Jamaat-ul-Ahrar, a breakaway Taliban faction, claimed responsibility for the attack.
In the town of Mardan, some 40 kilometers (25 miles) from Peshawar, a suicide bomber threw a grenade at the district court before detonating his explosives, according to government spokesman Mushtaq Ghani.
A rescue official, Bilal Jalal, said at least 12 people were killed and another 54 wounded in the suicide attack at the court, among them lawyers, policemen and passers-by. He said some of the wounded in a critical condition.
A local police official, Ijaz Ahmed Khan, said the attacker apparently wanted to target a gathering of lawyers at the bar room but was thwarted by police. When a policeman asked the attacker to stop, the attacker threw a grenade at him, killing the officer, Khan said. A second policeman then opened fire at the attacker, who detonated his explosives.
Lawyer Adil Hussain confirmed the police account.
No group immediately claimed responsibility for court attack.
Pakistan has been struck by a number of large-scale militant attacks in recent months, including a March suicide bombing targeting Christians celebrating Easter in a park in the city of Lahore that killed around 70 people. Jamaat-ul-Ahrar claimed responsibility for the bombing and warned of further attacks.
Christians are a tiny minority in this majority Muslim nation. While some Christians live in Muslim areas, many choose to live together in Christian-only neighborhoods.
Last month, a bomb blast targeting lawyers and journalists gathering outside a hospital in the city of Quetta killed some 70 people. Jamaat-ul-Ahrar and the Islamic State group issued competing claims of responsibility for the attack.
The Pakistani army said on Thursday it had prevented IS from establishing a network in the country, saying it had arrested over 300 IS militants in recent years, including fighters from Syria, Iraq and Afghanistan. The military also claimed it had cleared the Khyber tribal region, which is located near the Christian colony, where Friday's attack took place.
On Friday, Pakistani Prime Minister Nawaz Sharif issued statements condemning both attacks, saying "these cowardly attacks cannot shatter our unflinching resolve in our war against terrorism."


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CosmoBC.com » BizBlog » Economics » Digital Money: Where Does Bitcoin Come From?
Being financially-savvy is essential for the preservation or improvement of one's social status. The Encyclopaedia Britannica lists four major economic crises and upheavals that occurred since the Great Depression in the 1930s.
Establishing bitcoin was one of the responses of some tech enthusiasts to the 2008 Global Financial Crisis. It showed the inherent weaknesses of traditional financial institutions such as banks. Thus, Bitcoin presented itself as novel currency system that would not have the inherent shortcomings of traditional currencies.
According to the Center for Alternative Finance – University of Cambridge, there are at least 2.9 million unique users in 2017 that used bitcoin-filled digital wallets.
Bitcoins is loosely an internet-based system of ledger entries that help maintain its value. Unlike paper bills from governments which are usually pegged on gold reserves, nothing backs bitcoins. Their value is based only on supply and demand, all done digitally.
Technologically-savvy persons usually run the system. Interconnected computers (via peer-to-peer) are called "nodes". Each transaction they make is called a "block". For each transaction made, a block is added to a "blockchain". This blockchain is shared throughout the nodes, which makes it transparent and hard to corrupt. Each computer in the node can also solve "blocks". These are series of computer-generated calculations that are difficult to solve.
Miners aim to produce a particular code with a specific number of consecutive zeroes, which in turn grants them bitcoins. This is how bitcoins are made. The algorithm maintains the difficulty level to control inflation of the currency. They also produce private keys which ensure its authenticity. Find more info here.
When bitcoin started in 2009 by the pseudonymous person Satoshi Nakamoto, the programming of the algorithm dictated that only a fixed number of bitcoins can be produced. The set limit is at 21 million bitcoins, which can be reached by the year 2140.
To ensure that the limit is not reached quickly, the algorithm is set so that the rate of production of bitcoins slows down. Mining becomes more and more difficult as the block algorithms evolve. One needs to use powerful computers to solve the algorithms. This makes mining unprofitable unless one is willing to invest time and money. Thus, the gold rush for mining bitcoin has ended.
Most bitcoin holders use digital software wallets. These apps maintain a user-friendly system to transact using bitcoins or convert bitcoins into other currencies. Other options include regular, web-based internet wallets, printed wallets containing bitcoin private keys, and hardware wallets designed to safeguard the bitcoin keys. Trading with bitcoins can be done by the use of these methods. A computer that is part of the node as explained earlier does the transaction. The use of blockchain technology allows all transactions to be recorded on a shared synchronized database. The more merchants that accept bitcoin, the more its value rises.
The use of apps that convert bitcoins into other currencies is also gaining popularity. Usually, bitcoins (BTC) to US Dollars (USD) is in demand. This is partly due to the influence of the US dollar to global financial institutions.
The use of charts and real-time tables allows you to know where bitcoins can be profitably sourced from. The trend for bitcoin value against common currencies is still high with some fluctuations. Bitcoins come from many merchants and suppliers, so one must make sound transaction decisions regarding this.


Start searching Artesia condos for sale in the Sylvan Park neighborhood. With newer construction designs, the Artesia Condos of Midtown Nashville are generally priced from the $400,000s to the high $500,000s. A one-bedroom, two-bath unit commonly offers at least 1,300 square feet of living space, while there's also the option of up to three-bedrooms and three-baths within Artesia with multiple balconies and an open floor plan. The homes are complimented by plenty of upgrades and high-end finishes.
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Q: How do you programmatically set MONGO_URL? How do I set MONGO_URL from within my Meteor app?
I tried
process.env.MONGO_URL = '...'

in my server-side code, outside Meteor.startup, but that isn't working.
I'm using demeteorizer to bundle it into a node.js app. I can't set MONGO_URL in Terminal directly (I'm running my app on a third-party provider).

A: From Meteorpedia: Environment Variables.

Setting the value of an Environment Variable
The safest time to do this with guaranteed behaviour for any variable
  is BEFORE METEOR STARTS. This is usually done either through your
  PaaS provider's control panel for your app, or in the shell script
  that launches Meteor, e.g.
IMPORTANT: You can also set/change an environment variable from inside Meteor, but you need to set it before it's used. e.g. it's too late to
  set MONGO_URL after Meteor has been loaded, but MAIL_URL is ok since
  you'll get it set before any mail is sent.

A: You can overwrite the default collection driver
MongoInternals.defaultRemoteCollectionDriver = _.once(function () {
  return new MongoInternals.RemoteCollectionDriver(Meteor.settings.MONGO_URL, {
    oplogUrl: Meteor.settings.MONGO_OPLOG_URL
  });
});

or set it manually per collection
var database = new MongoInternals.RemoteCollectionDriver(Meteor.settings.MONGO_URL, {
  oplogUrl: Meteor.settings.MONGO_OPLOG_URL
});

somecollection = new Mongo.Collection('somecollection', {_driver: database});

redpajama_set_name: RedPajamaStackExchange


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You are here: Home / Latest News / Government Currently Subsidising Electricity Bill
Government Currently Subsidising Electricity Bill
Ministers and industry experts say the government's approach of paying the electricity bill using the union budget is a hindrance to the development of the sector.
In 2012, the average export rates per electric unit in Southeast Asian countries can cost up to more than K267 per electric unit: K67 in Brunei, K71 in Myanmar, K117 in Thailand, more than K105 in Laos, more than K119 in Vietnam, approximately K166 in Malaysia, K230 in Cambodia, and approximately K267 in Singapore. Myanmar has the second lowest electricity export rate in Southeast Asia.
Electricity sales currently cover maintenance and operation costs of hydroelectric power plants, excluding the costs of investment. This is based on a decision made by the government to cut huge losses.
"Government-owned hydroelectric stations are now selling electricity at K18 per unit. We are in trouble because of this. There will not be any profit … and we cannot reinvest. There will be no new hydroelectric power stations for the next five years," said U Maw Thar Htwe, former deputy minister for electric power.
During the electrical power development forum held on March 3, delegates shared their input on the issues related to the government's financial loss in funding electricity supply.
The average cost for generating one electric unit is K77.25. With distribution costs, the price will amount to K92 per unit. Thus, the government is losing roughly K23 per unit, according to Dr Tun Naing, deputy minister of the Ministry of Electricity and Energy.
"The price of electricity should be increased, but working class people should not be affected … The government is footing K24. We need to increase the bill so that the government only needs to foot about K20. It is important to change the price of electricity.
"If the government does not change the [electricity] price now, it will be impossible to change in the next two or three years," said U Kyaw Kyaw Hlaing, chair and CEO of Smart Technical Services.
As the government is covering the cost for the electric bill, fewer funds are available for the development of generation, transmission and distribution sectors.
Dr Tun Naing said that the government is using the union budget to buy electricity but they lose K23 for every unit sold. He also added that the revenues set aside for the country's development are now depleted in order to satisfy consumers. For the fiscal year 2017-18, the government is estimated to run a loss of K378 billions in the electricity sector.
"If the government keeps on covering … for 35pc of the population, and fails to invest in other power projects, it will be a hindrance to supply electricity to the rest of the population. Business owners are taking advantage of the lower bills and gaining profit," he added.
Consumers living in remote areas outside of the grid system need to pay higher rates for electricity and tariffs, because their financial contributions actually subsidise electric bills for those located within the grid system. The electrical power distribution system favoured by the public can only be implemented if the government can cut losses by increasing revenue, Dr Tun Naing said.
"As the government is using the union budget, there are no funds for the sector's development. It will hamper the development of the electricity sector. Citizens would need to step up and pay their dues," he added. However, 35pc of the population with access to electricity have no interest in saving energy due to low electricity bill rates, while the other 65pc of the population are still waiting for access to power.
Source: The Myanmar Times
Filed Under: Latest News Tagged With: Brunei, Cambodia, CEO of Smart Technical Services, Deputy Minister of the Ministry of Electricity, Dr Tun Naing, Energy, Former Deputy Minister for Electric Power, Industry Experts, Laos, Malaysia, ministers, singapore, Southeast Asia, Southeast Asian countries, Thailand, U Kyaw Kyaw Hlaing, U Maw Thar Htwe, Vietnam


The following 1033 tax-deferred exchange frequently asked questions (FAQs) have been compiled by our team of tax-deferred exchange experts to provide our clients and their advisors with answers to the most commonly raised questions regarding Section 1033 of the Internal Revenue Code.
Exeter 1031 Exchange Services, LLC provides these tax-deferred exchange frequently asked questions as a courtesy to our clients and their advisors. While every effort has been made to provide correct, accurate and useful information, Exeter 1031 Exchange Services, LLC does not warrant or guarantee the information and/or opinions in any way, nor provide endorsements for any of the authors contained herein. Please read our legal terms and conditions.
What is an "Involuntary conversion"?
How do I elect to complete a 1033 exchange?
What requirements must I meet to defer my tax liability on the involuntary conversion of property under Section 1033?
What does "Similar or related in service or use" mean?
I lost my home in a recent disaster. Does Section 1033 apply to my loss?
Do you have a 1033 tax-deferred exchange question and can't seem to locate an answer? Ask the team of 1033 tax-deferred exchange specialists at Exeter 1031 Exchange Services, LLC and we WILL get you an answer. Email your questions or comments to Exeter 1031 Exchange Services, LLC at ASK Exeter or contact one of our national branch office locations for assistance.
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Under Section 1033, an involuntary conversion is defined as a destruction or loss of the property through casualty, theft or condemnation action pursuant to government powers of eminent domain, and the resulting compensation from such destruction or condemnation. [IRC Section 1033(a)].
Even though the sale and/or compensation for the property were essentially forced on the taxpayer, the taxpayer is still liable for any capital gain tax liability on the compensation received. However, if the property is subject to an "involuntary conversion", the taxpayer has the ability to defer the payment of the depreciation recapture and capital gain taxes on the involuntary conversion under the non-recognition provisions of Section 1033. [IRC Section 1033].
No gain or loss is required to be reported on the tax return for the year of sale or loss. The taxpayer should however speak which their CPA to make sure the details relevant to the conversion and/or loss are reported the year in which they occurred and to notify the CPA that the taxpayer intends to complete a 1033 exchange, as if for whatever reason the exchange can not be completed, then it will be necessary for the CPA to file an amended return reporting the gain. [Regs. Section 1.1033(a)- 2(c)(2)].
If it is clear that the manner in which the taxpayer lost the property was in fact a qualified "involuntary conversion", then there are two real qualifications the taxpayer must meet to be eligible for non-recognition of gain under Section 1033.
First, Section 1033 only allows non-recognition of gain where the replacement property is purchased within the applicable time guidelines. In cases of casualty or theft, the property must be replaced within a period of two years after the end of the first taxable year in which any part of the gain is realized, in the case of eminent domain, the property must be replaced within three years after the end of the first taxable year in which any part of the gain is realized. [IRC Section 1033].
Second, Section 1033 requires that the property lost to involuntary conversion be replaced with like-kind property. This is similar to the like-kind provision under Section 1031, but no where near as liberal. In order to be deemed like-kind under Section 1033, any proceeds received must be reinvested in property that is "similar or related in service or use" to the property lost, and hence is a much stricter standard than the like-kind standard used under IRC Section 1031 [IRC Section 1033(a)(2)].
For purposes of Section 1033, the restriction means that the end use of the new property must be substantially similar to the end use of the old property. So for example, a taxpayer that lost timberland property used for logging could not replace that property with a parking lot and qualify for non-recognition under Section 1033.
Property that has been condemned enjoys more liberal treatment, and instead of being judged by the "similar or related in use" standard, is determined by expansive definition of like-kind similar to that of Section 1031. This means for the purposes of condemned property, the replacement property will be deemed to be like-kind and the requirements met so long as both the condemned and the replacement property are characterized as real property at law. [IRC Section 1033(g)(1)].
If the property that has been involuntary converted is a leasehold interest, then the lessee's use of the property is not determinative for purposes of the like-kind requirement under Section 1033. Rather, the determination of whether or not the replacement property constitutes like-kind property will be based on the similarity of the lessor's interest in the property, in such characteristics as the management and tenant requirements. [See Rev. Rul. 71- 41, 1971-1 CB 223].
Yes. In fact, there are special rules that apply if you lost your home in a Presidentially declared natural disaster. In cases where the converted property is in a declared disaster zone, the rules relating to application of Section 121 (see "Frequently Asked Questions under Section 121") are substantially more liberal.
On property destroyed/lost in a Presidentially declared disaster, Section 1033 provides that any proceeds received for the residence or its contents are treated as received for the conversion of a single item of property, and any replacement property similar or related in service or use to the residence or the contents will qualify as replacement property for the purposes of Section 1033.
Further, if the taxpayer has lost property in a Presidentally declared disaster, as opposed to a ordinary casualty), Section 1033 gives the taxpayer a two year extension on the replacement period, so the taxpayer has a total of four (4) years in which to replace the lost property. [IRC Section 1033(h)].


RCN learning rep Sheryle Miller attended Buckingham Palace Garden Party as part of an RCN delegation on 31 May.
NHS figures published this morning show that seven out of ten nursing vacancies remain unfilled in the North East.
The chair of the RCN Northern region board reflects on his five RCN roles, the benefits of getting active in the RCN, and the challenging times that lie ahead.
The RCN's longest-serving representative Gordon Lees chaired his last Northern region board meeting yesterday.
Director of Nursing and Patient Experience for City Hospitals Sunderland and South Tyneside NHS Foundation Trust Melanie Johnson has been elected to represent the Northern region on the RCN's newest national committee.
RCN pay champion and activist Claire Reynolds has written a poem to the prime minister on behalf of all those campaigning to #scrapthecap on nursing pay. "I wrote it late last night after I got home from work," she said. "I thought of all the hardship we all suffer: the lack of money and the inadequate staffing levels, and it just flowed from there."
RCN professional investigation masterclasses "a valuable opportunity"
The RCN Northern region has delivered two masterclasses on conducting professional investigations, focusing on how investigating officers can conduct effective investigations completed as quickly as possible to the highest standards.
The president of RCN County Durham and Darlington branch, Cate Woolley-Brown, has been appointed as her trust's Freedom to Speak Up Guardian. Freedom to Speak Up Guardians are a new role that has been introduced nationally.
North Cumbria University Hospitals NHS Trust has come out of special measures after four years, following a report by the CQC on its visit last December. For the first time, the trust has been rated as 'good' overall for providing 'effective' services.