text:
Diversity visa program: What you need to know
Texas GOP Rep. Mike McCaul
(FoxNews.com) - The terror attack Tuesday in Lower Manhattan has brought renewed calls from President Trump and other top Washington Republicans to end the "diversity visa" program under which the central Asian suspect entered the United States.
"I've always been against it because it's a random system to bring people into the United States," Texas GOP Rep. Mike McCaul, chairman of the House Committee on Homeland Security, said Wednesday on Fox News' "Fox & Friends."
McCaul said he's trying to abolish the roughly 25-year-old program and replace it with a merit-based one.
"I think this case just demonstrates why that is absolutely necessary," he also said.
The suspect in Tuesday's terror attack, Sayfullo Saipov, came into the U.S. in 2010 from Uzbekistan.
He was among the maximum 50,000 people allowed into the U.S. every year under the State Department program, which tilts toward "countries with historically low rates of immigration."
The 29-year-old Saipov on Tuesday afternoon drove a rented pickup truck down a walk-bike path along Manhattan's West Side Highway, killing eight and injuring at least 11 others, according to police.
McCaul spoke Wednesday just minutes after President Trump called for a merit-based only immigration system and in part blamed Senate Minority Leader Chuck Schumer and other congressional Democrats for the program.
"The terrorist came into our country through what is called the 'Diversity Visa Lottery Program,' a Chuck Schumer beauty. I want merit based," Trump tweeted.
"No more Democratic lottery," Trump said in a follow-up tweet.
Schumer indeed voted in support of the 1990 Immigration Act, which included the diversity visa program.
The New York Democrat was then a House member and among those who helped pass the measure 264-118, with support from 93 Republicans in the chamber. The bill was signed into law by President George W. Bush and took effect in 1995.
Slightly more than 1 million people have entered the U.S. under the program, based on an analysis of State Department records.
At least 24,000 people have entered the country from Uzbekistan since 2005, according to the records.
The program, which has its origins in a 1986 special-preference program, requires applicants to have no criminal record and come from a county not on the list for state-sponsored terrorism.
However, critics have for years argued that potential terrorists can easily move from their birth county to a country not on the list such as Congo, Niger and Turkey.
They also argue that immigrants can come into the U.S. without paying a cent.
"Let's focus on economic rather that literally handing out tens of thousands of visas like lottery tickets, for free," Fox contributor and former Utah GOP Rep. Jason Chaffetz said Wednesday.
Congress tried unsuccessfully several times since 2005 to end the program, including a 2007 attempt to cut off its funding.
Such efforts, led in part by Virginia GOP Rep. Bob Goodlatte, now the House Judiciary Committee chairman, followed a 2002 terror attack at the Los Angeles International Airport in which Hesham Mohamed Hadayet, an Egyptian nationalist, fatally shot two people.
Like Saipov, Hadayet entered the U.S. under the diversity visa program.
More on FoxNews.com.
Woman found dismembered in bags was mother of 4, remembered as sweet soul
Derricka Patrick murder: Chicago mom pleads for gunmen to turn themselves in to police
Lockport Township High School opens coffee shop
Brandi West: Chicago woman reported missing under unusual circumstances


Stylish and sophisticated, this car grips the pavement with authority! Top features include a split folding rear seat, automatic dimming door mirrors, lane departure warning, and power front seats. It features an automatic transmission, all-wheel drive, and a refined 6 cylinder engine.


text:
Our Lady of Bellefonte Hospital was a 214-bed not-for-profit acute care hospital located in Russell, Kentucky (with a mailing address of Ashland, Kentucky) in the Tri-State region of Northeast Kentucky, Southern Ohio, and Western West Virginia. Part of the Catholic-based Bon Secours Kentucky Health System, Inc., Our Lady of Bellefonte Hospital employed approximately 1,200 healthcare professionals, making the hospital the largest employer in Greenup County.

History

Early history
The Franciscan Sisters of the Poor, a congregation of Catholic sisters, received repeated requests from residents of different parts of Kentucky during the 1950s to open a hospital or social service center. In 1953 a group of concerned citizens approached the Most Reverend William T. Malloy, Bishop of Covington, and asked for his help in creating a new hospital called Our Lady of Bellefonte Hospital (OLBH). Construction started in 1952 on a  tract,  from downtown Ashland, Ky. At the time, the tract only was accessible by a small dirt road.

The official dedication of the hospital took place July 14, 1953 and included a reading of a cablegram from Pope Pius XII.  It read, "Our Holy Father deeply grateful, learned forthcoming inauguration, Our Lady of Bellefonte Hospital, Ashland, Kentucky, sends cordial felicitations. Invokes God's special blessings, praiseworthy project. Imparts Your Excellency, priests, religious, faithful, and hospital staff, fraternal Apostolic Benediction."

Upon opening, the hospital had 92 beds and 40 bassinets. In March 1956, the road leading to the hospital was blacktopped and during the summer, a new highway, U.S. 23, was laid, thus reducing by about one-third the distance from Ashland to the hospital.

Growth through the years
In 1963, a fund-raising project was initiated for expansion including additional beds for adult patients, a pediatric unit, and an air-conditioning unit for an additional floor. The fourth floor addition was completed in 1966 and brought the hospital's bed capacity to 126 with 22 pediatric beds and 19 medical-surgical beds. In the late 1970s the emergency room began serving patients 24 hours a day. The third floor of the hospital was renovated and the first Intensive/Coronary Care Unit opened in 1979. In 1981, expansion provided new areas for the Emergency Room, Radiology, Laboratory, Physical Therapy and Respiratory Therapy. OLBH's first chemical dependency program was established December 21, 1981.

Continued expansion began in 1982 and included a new surgical unit and a seven-bed recovery area. Significant capital improvements took place in 1986 including the opening of a new rehabilitation and wellness center, a kidney dialysis center, a 116-car parking garage and a mental health/chemical dependency center that today operates as the Bellefonte Behavioral Health Center.

A wellness/rehabilitation center called the Vitality Center opened in 1992. The center featured an indoor track and rehabilitation-size swimming pool along with a variety of fitness equipment. The hospital opened a 24-bed addition in 1994. The addition created extra patient rooms and meeting space on each of the hospital's four floors. The second floor featured specially designed rooms for oncology treatments.

In 1994, OLBH began an outreach program, opening walk-in primary medical care facilities in several outlying communities. The centers offered many basic services onsite and were designed for non-emergency medical care. The original centers were located in South Shore, Cannonsburg, Grayson and Flatwoods. The areas are still being served today through OLBH's sister organization, Bellefonte Physician Services. In addition to the original locations, Bellefonte Physician Services today operates primary-care facilities in Ashland, Greenup and Ironton, Ohio. In 1995, ground was broken for the Same Day Surgery Center which was completed in January 1998.

Expansion in the modern era
In 1999 the Franciscan Sisters of the Poor Health System announced plans to disband. In 2000, OLBH was purchased by the Bon Secours Health System, Inc. of Baltimore, Maryland. OLBH introduced the Ashland-area's first sleep lab in 2002. In an effort to assist in training physicians, OLBH began a resident program in 2002 in conjunction with the University of Pikeville Kentucky College of Osteopathic Medicine. OLBH launched a mobile medical facility, known as the OLBH Mobile Health Center, in 2002. In 2004, OLBH became the first tenant of the former Ashland Inc. headquarters building, which was renamed Bellefonte Centre. The hospital would use the building for additional services, hospital departments and events.

In 2005, OLBH introduced the Human Motion concept, an approach to musculoskeletal injuries and orthopedic issues and becomes the area's first hospital to offer 64-slice CT technology. Also In 2005, OLBH opens its first new services at Bellefonte Centre with the unveiling of the OLBH Diabetes & Wound Care Center in March followed by the area's first freestanding hospital outpatient imaging center, the OLBH Imaging Center.

In 2007, hospital comparison information released by the federal government establishes OLBH as the Tri-State-area's leading medical facility in the care of pneumonia and number one in Ashland for two important categories relating to heart failure. Also that year, OLBH unveiled the hospital's new $2.5 million endoscopy lab, the first phase of a $5 million hospital expansion.

OLBH purchased the Addington Corporate Center located adjacent to Bellefonte Centre in 2008 to use for future growth, renaming the building Bellefonte Pavilion. The purchase price for the one-time Ashland Oil Petroleum Building was $2.8 million. 2008 was a major expansion year at OLBH, as the hospital unveiled the OLBH Women's Center, a $1.1 million all-encompassing facility that created a "one stop shop" for area women. The center offers GE Full Field digital mammography, the daily presence of an OLBH surgeon, clinical breast examinations, breast ultrasound, surgical consultations, minimally invasive breast biopsy, a DEXA densitometer to screen for bone density, a retail boutique and a women's health library. In 2008, the Same Day Surgery Center was renovated, completing a $5 million expansion to increase surgery capacity in addition to a $3.1 million surgery expansion at the hospital which added operating capacity for inpatient surgeries.

Building on its orthopedics reputation, Human Motion OrthoCare opens in September 2008. The new orthopedic unit on the hospital's fourth floor is dedicated exclusively to the care of orthopedic patients.

2008-2020
In 2008, OLBH received four five-star distinctions from the independent Professional Research Consultants (PRC.) The five-star patient satisfaction honors indicates ranking in the top 10 percent in the US. The following year, in addition to two patient satisfaction honors, the hospital received four five-star and four four-star awards from PRC based on physician satisfaction scores.

In 2009, HealthGrades, a national independent healthcare ratings organization, presented OLBH with its Pulmonary Care Excellence Award. It was the fifth straight year OLBH had received the highest-possible HealthGrades rating for treatment of pneumonia. OLBH's HealthGrades rankings were best in the Huntington, W.Va./Ashland, Ky. area for pulmonary care and the hospital ranked among the top ten percent of hospitals nationwide in pulmonary care for six consecutive years. OLBH has received five-star distinction for treatment of pneumonia for eight straight years.

In 2009, OLBH received a five-star rating for treatment of heart attack for the third straight year. Additionally, the hospital received these top quality ratings for treatment of respiratory failure and sepsis, a critical bloodstream infection. Five-star distinction also was granted OLBH in gastrointestinal surgery and procedures. OLBH is ranked in the top five in the state of Kentucky for both gastrointestinal surgery and services.

OLBH received HealthGrades' Outstanding Patient Experience Award in the first year it was awarded in 2009 and received it again for six straight years. The distinction indicates a hospital is among the nation's top 15 percent in patient experience. To identify the top-performing hospitals, HealthGrades analyzed survey results for hospitals nationwide that participated in a federal initiative by the U.S. Department of Health and Human Services' Centers for Medicare and Medicaid Services. For four of those years (from 2010 to 2013), OLBH ranked among the top five percent in the nation for patient experience based on an analysis of patient surveys from 3,775 hospitals.

In 2015, the Kentucky Chamber of Commerce and the Kentucky Society for Human Resource Management (KYSHRM) named OLBH among the 100 companies on its annual Best Places to Work in Kentucky list. OLBH would receive the distinction for the next three years.

In 2018, Bon Secours Health System and Mercy Health announced that the two ministries had formed Bon Secours Mercy Health, creating one of the largest health care systems in the country.

Closure
On January 21, 2020, Bon Secours Mercy Health announced that Our Lady of Bellefonte Hospital and Bellefonte Physician Services will be closing in September 2020.

On February 20, 2020, Bon Secours Mercy pushed up the closing date to April 30, 2020 due to lack of staffing. The inpatient hospital facility and emergency department officially closed on April 30, 2020 with all OLBH services ending on or before the original September 30 closing date. Many of OLBH's off-site facilities were absorbed by King's Daughters Medical Center (KDMC) in Ashland and Southern Ohio Medical Center (SOMC) in Portsmouth, Ohio. In addition, most of OLBH's medical providers as well as a large number of staff members were hired by KDMC, SOMC, Mountain Health Network's Cabell Huntington Hospital and St. Mary's Medical Center in Huntington, West Virginia as well as other medical facilities in the area.

On April 16, 2020, Bon Secours Mercy Health announced they had agreed to allow KDMC to use the hospital facility and equipment as a surge facility if needed during the COVID-19 pandemic after the April 30 closing date. In addition, it was announced that the Vitality Center would reopen on June 1, 2020 under KDMC management.

In December 2020, Bon Secours Mercy announced that they would donate the Bellefonte Pavilion building to the Greenup County Fiscal Court, who immediately declared the facility to be surplus county property and began accepting bids for potential purchase. On January 25, 2021, the fiscal court agreed to sell the building and adjacent property to King's Daughters Medical Center for $3 million.

Addiction Recovery Care (ARC) of Louisa, Kentucky announced in April 2021 that they were considering purchasing the main hospital building and other former OLBH property to develop a residential treatment facility for individuals dealing with substance abuse disorders, as well as reopening the psychiatric and detox units previously operated by OLBH.  ARC stated that the proposed facility would be similar to their Crown Recovery Center men's facility at the former St. Catharine College in Springfield, although the Russell facility would house both men and women. After discussions with city of Russell, Greenup County and Kentucky state officials as well as area residents, ARC signed a letter of intent to purchase the property in December 2021. On March 11, 2022, ARC and Bon Secours Mercy Health announced that a purchase agreement for the OLBH property had been finalized.

References

External links
http://www.bonsecours.com

Bon Secours Sisters
Hospital buildings completed in 1953
Buildings and structures in Greenup County, Kentucky
Catholic hospitals in North America
Hospitals established in 1953
Hospitals in Kentucky
2020 disestablishments in Kentucky

redpajama_set_name: RedPajamaWikipedia


text:
The truth about Medicaid reform: Column
Scott W. Atlas
All too often%2C elected leaders ignore the facts%2C especially when considering entitlement programs.
The ObamaCare plan to dramatically expand Medicaid is a prime example.
Health care reform should focus on enabling the poor to have a substantive health care safety net.
As a candidate, Barack Obama depicted himself as a new type of president, one who would rely on science to generate policy. Mr. Obama and his team successfully created an image of analytical academic, capitalizing on his position at the time of part-time lecturer. And even now, President Obama frequently reminds us and the press that he needs those ever-so-important facts, the data, before designing solutions for today's pressing problems facing the American people.
All too often, though, our elected leaders ignore the facts, especially when considering entitlement programs. The ObamaCare plan to dramatically expand Medicaid is a prime example where the facts are being ignored and instead, illogical entitlement expansion is the proposed solution.
Let's consider the data. The top peer-reviewed medical journals are filled with proof that Medicaid patients have worse outcomes than fully comparable patients with private insurance, outcomes sometimes even worse than those with no insurance at all. Owing to Medicaid's restrictive guidelines for diagnosis and treatment, Medicaid patients experience significantly more deaths, longer hospitalizations and more serious complications from major surgery, cancers, heart disease, interventional procedures, transplants and AIDS than equivalent patients with the same illnesses and same health status but with private insurance -- objective data-based conclusions proven by medical scientists in the world's top peer-reviewed medical journals like Annals of Surgery, Cancer, Journal of Heart and Lung Transplantation and the American Journal of Cardiology. Medicaid outcomes are so shamefully poor that, when comparing patients with the same risk factors and same health status, Medicaid patients at times even fared worse than those with no insurance at all.
Beyond outcomes, Medicaid insurance has been only a facade for millions of patients for years because they cannot even find doctors. More than one-third of primary care doctors and one-fourth of specialists already refused adding new Medicaid patients back in 2008 because Medicaid pays below costs. And from a 2009 survey of 15 large metropolitan areas, almost half of doctors in the five most commonly used medical fields refused Medicaid patients, about four times the percentage that refuse new private insurance patients.
And now, in Oregon's controlled, randomized study comparing thousands of previously uninsured, poor Medicaid applicants who received Medicaid to those who did not receive the insurance, we see further evidence that "comprehensive" government insurance failed to improve health beyond no insurance at all.
Adding millions more to the almost 60 million unsuspecting Americans who naively trust that their Medicaid insurance offers access to high-quality medical care would be, at best, a sad example of a well-intentioned but incompetent government. Instead of illusions, leadership in health care reform should focus on enabling the poor to have a truly substantive health care safety net. Rather than expanding Medicaid while eliminating more than $50 billion in disproportionate share supplements to hospitals serving the poor, our elected officials might start by looking at their own Federal Employees Health Benefits Program. FEHBP is a successful working model of a premium support benefit, offering financial support for consumer choice among private plans. Whether basing reforms on FEHBP or other ideas, like the Hatch-Upton proposal, genuine leadership is essential. It doesn't take an intellectual giant to understand the facts, only an honest person to admit them.
Scott W. Atlas, M.D., is the David and Joan Traitel Senior Fellow at Stanford's Hoover Institution.
In addition to its own editorials, USA TODAY publishes diverse opinions from outside writers, including our Board of Contributors.

redpajama_set_name: RedPajamaCommonCrawl


The skilled trades have been feeling the pressure of a shrinking talent pool for awhile now. With Baby Boomers retiring at a rate of 10,000 people a day, this has been a topic of national conversation for the better part of the last decade.
Deven Paolo, President of Solid Form, sought a new way to approach this growing crisis – by closing the gap between business and education. Solid Form needed a way to amplify this message to partners, prospective employees, and the community at large.
Prior to working with Kinesis, Solid Form had already experienced growth for a number of years – however, they had big plans for the future of the company and rewriting the script around recruitment. In order to do that, they knew they would need to have a better marketing presence.
In addition, they wanted their brand to adequately communicate who they were to the right customers. Having never evaluated their customers before, the message was not targeted and didn't express what the company stood for.
Through our process, we helped Deven identify their mission of ingenuity – which extends beyond his team into the change he hopes to effect in his industry. We developed key personas for his ideal team member, built job descriptions that would resonate with the type of journeymen he was looking for, and developed employee growth plans to foster a culture of professional development.
With those foundational elements in place, we then moved onto his visual identity. Inspired by the theme of rising together, we developed a brand which would help amplify this story – including a new website and printed materials. Today, the brand feels like an authentic representation of who the company is and where it's headed.
Today, the Solid Form team continues to grow – and Deven's approach to recruiting is being adopted by others in his field. Armed with a new brand and a story to tell, Solid Form is now pursuing new avenues to get the word out – including strategic partnerships, recruitment campaigns, and on the TEDx stage.


text:
- **class** `Bzip2InputStream` (`compress\Bzip2InputStream`) **extends** `MiscStream` (`php\io\MiscStream`)
- **package** `compress`
- **source** `compress/Bzip2InputStream.php`

---

#### Methods

- `->`[`__construct()`](#method-__construct) - _GzipOutStream constructor._

---
# Methods

### __construct()
```php
__construct(Stream|File|string $input, bool $decompressConcatenated): void
```
GzipOutStream constructor.

redpajama_set_name: RedPajamaGithub


text:
The Galaxy Tab S2 Is Samsung's Next Flagship Tablet
Chris Mills
Last year, Samsung redefined how many pixels you can cram into 10 inches with the Galaxy Tab S; this year, it's back with a thinner and lighter second round.
Samsung Galaxy Tab S Review: Good Lord, That Display
Samsung's tablet approach the last few years has been to toss every conceivable size into the…
The Tab S2 will come in two sizes, just like the tablet it's replacing: a smaller 8-inch model, and the full-size 9.7-inch version (a tad smaller than the 10.5-inch screen on the original Tab S). The screen was the main selling point on the first Tab S, and things are looking similar this time around: 2048x1536 Super AMOLED, which will hopefully translate to another jaw-droppingly-good display.
Under the hood, things are more or less what you'd expect: octacore processor, with one quad-core processor clocked at 1.9GHz, and one at 1.3GHz. There's 3GB of RAM, 32/64GB of internal memory, and a microSD slot for expansion. Software-wise, you can expect the not-quite-latest 5.0 version of Android, with Samsung's TouchWiz skin on top.
Aside from the run-of-the-mill specs upgrade, there's only one real piece of news: a thinner, lighter metal build; considering that the Tab S didn't exactly have a beer belly, you can expect the Tab S2 to feel absurdly thin.
Both sizes will have Wi-Fi and LTE options, launching for an undisclosed price sometime in August.
[Samsung]
Contact the author at chris@gizmodo.com.
I don't really see any reason to upgrade from my 2014 note tab. Am I missing something?
I really like the new Microsoft Surface 3. If only it had the same quality of display as the Samsung galaxy tablets, it would be an easy trade-up for me.


Terry to appear in Jungle Survival Reality Show 'Kicking and Screaming' on FOX!
https://terrylfossum.com/wp-content/uploads/2016/09/TerryLogo_02.2_350x280-300x240.png 0 0 Terry https://terrylfossum.com/wp-content/uploads/2016/09/TerryLogo_02.2_350x280-300x240.png Terry2017-01-28 05:48:482017-02-10 18:26:23Terry to appear in Jungle Survival Reality Show 'Kicking and Screaming' on FOX!
BE the man you want your son to be, because he will.
Have you ever reached for a goal... and failed?
Do not hate people; hate hatred. Terry WINS Season 1 of brand-new survival reality TV show on Fox!


text:
NEED TO RECOGNISE BENEFITS OF AGE DIVERSITY AND PREPARE NOW
Headlines, PublicNet: 31 March, 2014
THE "4G" future where employees from four generations will work side by side for the first time in history is to be welcomed not feared. However, organisations will be at a disadvantage and experience further skills shortages unless they start planning for the changes now.
Read more on NEED TO RECOGNISE BENEFITS OF AGE DIVERSITY AND PREPARE NOW…
M&S MEETS THE NHS: SOME FRONT-LINE INSIGHTS FOR SIR STUART ROSE
Features, PublicNet: 28 March, 2014
Marks & Spencer and the NHS are totally different organisations doing quite different things. At first glance there appears to be no crossover and no scope for any cross fertilisation of ideas. Peter Garnett thinks otherwise. In this article he teases out the similarities and identifies common concepts, including most importantly, leadership.
The recent announcement that the NHS is to benefit from the private sector experience of Stuart Rose has been seen by some critics as a mixed blessing. It seems that the notion of any experience other than that inbred in the NHS is considered as an irrelevance by some. For example, Christina McAnea, UNISON Head of Health, said: "The truth is that the NHS is fundamentally different from the retail sector where customers can shop, when and where they like" and "…Instead of focusing on the cult of the individual, Jeremy Hunt would be better turning his attention to engaging with staff, patients and their families on how to improve NHS services."
Read more on M&S MEETS THE NHS: SOME FRONT-LINE INSIGHTS FOR SIR STUART ROSE…
INNOVATION GOVERNANCE: HOW TOP MANAGEMENT ORGANIZES AND MOBILIZES FOR INNOVATION
Book News, PublicNet: 27 March, 2014
In this book Jean-Philippe Deschamps and Beebe Nelson argue that innovation is an essential competence to embed into corporate structure through organizational leadership.
Innovation Governance is a management guide to implementing corporate innovation governance systems. Written by experienced innovation management practitioners, Innovation Governance uses cases from organizations in the US, Europe and Asia. Starting with a broad introduction clarifying what innovation governance means.
Read more on INNOVATION GOVERNANCE: HOW TOP MANAGEMENT ORGANIZES AND MOBILIZES FOR INNOVATION…
CALL FOR BETTER MANAGEMENT OF PUBLIC SECTOR CONTRACTS
Private provision of public services has become big business, with half of all public spending on goods and services going to private providers of contracted-out services. But action needs to be taken to get a better deal for taxpayers and to improve services.
Read more on CALL FOR BETTER MANAGEMENT OF PUBLIC SECTOR CONTRACTS…
MULTI-MILLION POUND DEAL TO BOOST LEICESTERSHIRE ECONOMY
The Leicester and Leicestershire City Deal will create thousands of new jobs and apprentices. It aims to halve youth unemployment by establishing the 'Young Persons Pledge'.
This pledge commits the area to provide all 16 to 24-year-olds with the chance to secure sustained employment, education and training and is underpinned by the 'to work' programme.
Read more on MULTI-MILLION POUND DEAL TO BOOST LEICESTERSHIRE ECONOMY…
SURVEY SHOWS DECLINING TRUST IN GOVERNMENT AND LOWER INTEREST IN POLITICS
The National Wellbeing survey shows that fewer people trust the Government and younger people are less concerned about politics than the older generation.
The National Wellbeing Programme survey is published by the Office for National Statistics. It seeks to measure how well the UK is doing on a series of measures.
Read more on SURVEY SHOWS DECLINING TRUST IN GOVERNMENT AND LOWER INTEREST IN POLITICS…
FALSE STEREOTYPING OF YOUNG PEOPLE
Abstracts, PublicNet: 21 March, 2014
This report from Demos, supported by National Citizen Service, challenges harmful perceptions to show today's teens are more engaged with social issues than their predecessors.
False stereotyping of young people in the media and wider society is having a negative effect on both their self-esteem and employment opportunities. Four-fifths of teens feel they are unfairly represented in the media. Most of them go on to argue that negative stereotypes are affecting their chances of getting a job.
Read more on FALSE STEREOTYPING OF YOUNG PEOPLE…
THE NECESSITY OF STRANGERS: INTRIGUING TRUTH ABOUT INSIGHT, INNOVATION AND SUCCESS
Alan Gregerman describes a counterintuitive approach to fostering greater innovation, collaboration, and engagement.
Most of us assume our success relies on a network of friends and close contacts. But innovative thinking requires a steady stream of fresh ideas and new possibilities, which strangers are more likely to introduce. Our survival instincts naturally cause us to look upon strangers with suspicion and distrust, but in The Necessity of Strangers, Alan Gregerman offers the provocative idea that engaging with strangers is an opportunity, not a threat, and that engaging with the right strangers is essential to unlocking our real potential.
Read more on THE NECESSITY OF STRANGERS: INTRIGUING TRUTH ABOUT INSIGHT, INNOVATION AND SUCCESS…
CALL FOR HELP IN MEASURING CONTRIBUTION PEOPLE MAKE TO ORGANISATIONS
The Chartered Institute of Personnel and Development and the Royal Society of Arts are calling on the wisdom of the crowd to help develop a common framework for measuring the contribution people make to business outcomes across the private and public sectors. Initial responses will be received through a social media platform.
Read more on CALL FOR HELP IN MEASURING CONTRIBUTION PEOPLE MAKE TO ORGANISATIONS…
WATCHDOG WARNS OF RISK IN ADULT CARE CHANGES
The National Audit Office has highlighted the main risks and challenges as the system changes radically. It warns that major changes to the system to improve outcomes and reduce costs will be challenging to achieve.
Read more on WATCHDOG WARNS OF RISK IN ADULT CARE CHANGES…
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text:
HELP OBAMA, VOLUNTEER!
Friends --
You're in for 2012: Welcome, and thanks.
Now forget everything you know about politics.
Because I can tell you that the coming months will be like nothing you've seen from a campaign. If we're going to win, we have to be tougher, smarter, and more innovative than ever before.
The President has a job to do, so he's asking each of us to take the lead in shaping this effort.
That work begins now in your community.
Your leadership today will help build this campaign over the next few months and right up to November 6th.
You may be asked to recruit other volunteers, register voters, or talk to your friends and neighbors about what they hope to see from this campaign. You may sign up to volunteer today and end up leading a canvass this summer.
I got my start empowering residents in mobile home communities in Missoula, Montana -- a long way from Washington, D.C. As an organizer, I know it all starts in our own backyards. Committing to a campaign is a huge first step, but it's the decisions we make from that point on that determine success.
Whether you're a first-time supporter or a veteran volunteer, this campaign belongs to you. You own it, and you power it.
This is an exciting time to get involved -- sign up to be a volunteer today:
You have to be a citizen to vote but not to be a volunteer. Sign up to volunteer today *click the ''volunteer link' and you're half way there!


All mortgage foreclosures in Illinois are subject to a process known as judicial foreclosure. A judicial foreclosure is the process in which a lender goes through formal proceedings to obtain possession of a property after a homeowner falls behind on their mortgage payments. A lender seeking to foreclose on an Illinois property must file a lawsuit, obtain a judgment of foreclosure and sale, conduct a sheriff's sale and have that sale confirmed by the court.
In Illinois, judicial foreclosures are governed by the Illinois Mortgage Foreclosure Law (IMFL). A less well-known provision of the IMFL - which can often be better for the homeowner - is a process called a consent foreclosure.
In a consent foreclosure, a judgment is issued by the court giving the property to the lender, and can be requested once foreclosure proceedings have begun. This process allows the homeowner to consent to the judgment of foreclosure to be entered without having to go through all of the formal foreclosure proceedings.
One of the greatest benefits associated with a consent foreclosure is that in exchange for the consent judgment, the homeowner doesn't face the possibility of a deficiency judgment. With a traditional foreclosure, when a home sells for less than what remains on the mortgage, the homeowner may be held liable for the remaining balance and the lender may obtain a deficiency judgment to collect the remaining balance - which isn't the case in a consent foreclosure.
However, one potential downside to a consent foreclosure is that there may be tax implications resulting from the forgiven debt. For tax purposes, the IRS considers forgiven debt as income. Thus, when a lender forgives a mortgage the home owner may have to pay taxes on the debt forgiven.
In direct response to this issue and the recent housing crisis, Congress enacted the Mortgage Debt Relief Act of 2007. Under this piece of legislation, homeowners generally do not have to report as income mortgage debt that is forgiven - but this Act is set to expire later this year.
To further illustrate the benefits of an Illinois consent foreclosure, imagine a couple named Blake and Crystal purchased their dream home on lovely Sheridan Road for $600,000, with a $500,000 initial mortgage. Although they could initially afford the mortgage payments every month, Crystal recently lost her job and the payments are beginning to eat away at their savings. As their savings run out, they begin to miss mortgage payments.
Blake and Crystal find an experienced Illinois foreclosure defense attorney to represent them. After discussing and carefully considering their options, they decide to pursue a consent foreclosure. The process does have a negative impact on their credit; however, they will not liable for any deficiency judgment. If the lender is only able to sell the home for $350,000 but Blake and Crystal still owe $400,000 on the mortgage at the time of the consent foreclosure, then they are not liable for the difference. With a traditional foreclosure, the lender may be able to pursue Blake and Crystal for this $50,000 deficiency.
Determining the best financial option is unique for each situation. As a result, if you or a loved one is struggling to make mortgage payments it is wise to seek the counsel of an experienced Illinois foreclosure defense attorney to discuss all your options.


This is a placeholder page for Tasheerah Williams, which means this person is not currently on this site. We do suggest using the tools below to find Tasheerah Williams.
You are visiting the placeholder page for Tasheerah Williams. This page is here because someone used our placeholder utility to look for Tasheerah Williams. We created this page automatically in hopes Tasheerah Williams would find it. If you are not Tasheerah Williams, but are an alumni of Morris High School Bronx, NY, register on this site for free now.


text:
The Admissions Team at AUR is your first point of contact from initial enquiry through to Application and Enrollment. You'll get to know these guys well through the application process - so let's put some faces to names.
Arianna D'Amico
Director of Admissions and Financial Aid
Arianna grew up in a bicultural family in Acton Massachusetts, USA. She spent her summers in Sicily and eventually moved to Rome in 2000. She earned her B.A. degree at The American University of Rome in 2002 and her MA degree at St. John's University in 2007. She has been working in admissions at AUR since 2008.
"I love travelling and working in Higher Education! I am so blessed to have received an international education and now be able to share my experiences with students and encourage them to study abroad."
Arianna also enjoys practicing yoga, cuddling with her cat Gwen, eating large quantities of food, dabbling in astrophysics, and of course spending time with her friends.
Jessica York
Assistant Director of Undergraduate Admissions
Jessica grew up in a bilingual family in Munich, Germany before graduating from the University of Sussex in Brighton, England. After further study at the University of Bologna, she knew Italy was the place she wanted to live. It took a while; Jessica taught modern foreign languages at international schools in England and Thailand and later worked as a university counselor in Germany. However, since all roads lead to Rome, she is finally living where she always wanted to live with her Italian (what else?) husband and two kids.
Andrea Ricci
International Admissions Counselor
Andrea was born in Rome. After completing a BSc in Economics at Tor Vergata University in Rome, he moved to the UK where he got a MA in Marketing Management from Middlesex University in London. Andrea joined AUR in 2017 as an International Admissions Counselor, where he is responsible for the recruitment in EU and MENA regions.
Prior to joining the American University of Rome, Andrea worked as a Student Recruitment Manager in the UK Higher Education sector, collaborating with top UK universities to improve communication and increase engagement and conversion rates.
Andrea's background is also characterized by professional experience in a leading Australian education agency, which completed his international profile in the field. He is passionate about travelling and discovering new cultures. After living in different countries (including the UK, Belgium and Australia) Andrea decided to relocate to Rome and join AUR: He is proud to represent a leading American education provider in his home town!
Yesenia Serna
Undergraduate Admissions Counselor
Born in Los Angeles, Yesenia attended a community college before transferring to The American University of Rome. At AUR she was part of the Volunteer Club and loved both cooking and trying new foods.
Yesenia graduated in December 2016, with a Bachelor in Italian Studies. She worked as a student assistant for Admissions and then was hired as an Operational Support Officer before becoming Undergraduate Admissions Counselor.
Kirsty Young
Kirsty was born in Northumberland, UK, and studied English at Kingston University London before completing a CELTA qualification in Newcastle and moving to Rome in 2015 to teach English as a foreign language. She joined the AUR team in September 2017 and currently holds the position of Undergraduate Admissions Counselor.
Kirty's career has been driven by the fact that she is fascinated by different languages and cultures, as well as her passion for sampling many different cuisines!
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