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Graduate Schools From New Master's Programs to a Certificate in Experiential Jewish Education, Yeshiva University Expands its Offerings
Graduate education at Yeshiva University continues to thrive—and grow. A new Executive MBA program and master's programs in arts and education join an academic landscape already home to one of the nation's top medical schools, one of the finest law schools, and leading graduate schools for social work, psychology, Jewish studies and Jewish education and administration.
In the past year, the University has introduced a variety of new master's and certificate programs and expanded existing ones, in response to student demand and interest.
- The Center for Executive and Professional Education at the Syms School of Business will launch an Executive MBA program in August, featuring classes on Sundays.
- Syms' MS Program in Accounting, now in its third year, is continuing its successful expansion and has nearly tripled in size since its inception. A new feature offers classes during the summer for non-accounting majors who choose to attend.
- YU's Graduate Programs in Arts and Sciences is also expanding its offerings. The math department unveiled a new PhD program in Mathematical Sciences this past fall, a selective program open to students who have already completed 60 credits of graduate-level study.
- The math department is also continuing to offer its MA program in mathematics, currently in its second year, in addition to a BA-MA option that is now open to current YU students who wish to take graduate level courses during their senior year on campus and apply those credits toward a master's degree.
- The department of economics is launching a new MS program in quantitative economics (MQE), slated to begin in September. It is considered a pre-experience program, open to recent college graduates. Similar to the master's in math, the MQE also includes a BA-MS option open to current YU students who wish to earn credits towards their graduate degree.
- This past fall, Azrieli Graduate School of Jewish Education and Administration introduced an Accelerated Master's Program in Jewish education. The one year, full time program balances intensive course study alongside practical teaching experience in the classroom. A select cohort of ten students proceed through the program together, enriching one another by sharing their knowledge and learning experiences. The program is fully sponsored by the Jim Joseph Foundation and applications are currently being accepted for the fall, 2012 cohort.
- Azrieli Graduate School continues to expand program offerings and was recently approved by the New York State Education Department to offer two new Master's degrees leading to New York State teaching certification. Students who hold an initial certification in Childhood Education 1-6 can now enroll at Azrieli in the 36-credit Advanced Childhood Education 1-6 program leading to NYS professional teacher certification. Students who wish to teach at the middle/high school level can enroll in a 42 credit Adolescence Education program leading to initial/professional certification in grades 7-12 biology, chemistry, physics, mathematics, social studies, English and Hebrew. Additionally, undergraduate students can begin these MS programs as seniors in the joint BA/MS program with Yeshiva College and Stern College for Women. Both certification programs will begin in the fall, 2012.
- The Institute for University-School Partnership, with generous support from the Jim Joseph Foundation, currently has 51 educators enrolled in the 2nd year of its Online Certificate Programs in Differentiated Instruction, Educational Technology Integration, and Student Support. In the coming year they will be adding a brand new program in Online/Blended Instruction and Design. Each online program lasts 30 weeks and is broken up into 3 courses of 10 weeks each. These programs are taught entirely online and asynchronously with weekly assignments and outstanding instructors who provide weekly feedback and practical take-aways to enhance the learning of students in the classroom.
- For the first time this year, the Center for the Jewish Future (CJF) partnered with the Machon Puah Institute to offer a certificate program for graduates of YU's Rabbi Isaac Elchanan Theological Seminary to educate them on halachic and medical issues related to infertility.
- In June, the CJF will launch the second installment of its Certificate Program in Experiential Jewish Education, sponsored by the Jim Joseph Foundation. The curriculum comprises four seminars that focus on the theories and applications of experiential education: imparting values, creating experiences, cultivating communities and self development. Participants are also connected with a mentor who works with one on one and guides them in developing a final focal project.
Learn more about all of YU's graduate schools by visiting www.yu.edu/academics/graduate-schools/.
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Good morning!
AGA Rangemaster (LON:AGA)
Share price: 155p
No. shares: 69.26m
Market Cap: £107.4m
The investment case for this share looks pretty obvious at first sight - as a maker of very expensive cookers, it's bound to benefit from the economic recovery, especially as better off people have generally seen their incomes rise - just look at the remuneration reports of most Listed companies, and you'll find Directors who have been greedily filling their own pockets whilst suppressing the pay amp; numbers of staff they employ. Shareholders are asleep at the wheel usually, so allow this greed to continue unchecked. All of which is scandalous in my opinion, but positive if you happen to make expensive cookers, because it means your customers have got more money.
I'm sure that Aga's customers are not just company Directors, but as the rich are getting richer (arguably QE has seen to that) then demand should be improving, which it is;
Interim results - for the six months to 30 Jun 2014 are published this morning. Revenues are up 3.3% (with the UK being particularly strong at +9.7%, although that must mean other geographies were weak). The company seems to have a heavily H2-biased phasing of profitability, as they say;Group operating profits were up 60% to £2.4 million for the half year (2013: £1.5 million). Our expectations for full year 2014 operating profit remain unchanged with performance expected to be well ahead of last year (full year 2013: £8.2 million).
Therefore a meaningful valuation would have to look at full year forecasts, rather than taking the interim figures amp; doubling to annualise them. So what does "well ahead" mean? They must surely be talking of £10m+ I imagine? Broker consensus seems to be for £11.1m profit this year (about 12.5p EPS).
Outlook - this is a mixed bag, with some uncertainty over market conditions, but generally positive noises are made, and new products in the pipeline could drive growth. The order book is up at the half year end, and the summary says this;Taken overall, the indicators are encouraging that we will see a higher revenue growth rate in the second half bringing improved trading results for the year.
The company specifically mentions its operational gearing from improved sales potential - i.e. increased sales having a disproportionately good impact on profit, due to higher revenues passing through a Pamp;L with many fixed costs. I don't see any mention of performance against market expectations, but am assuming from the tone of the narrative, and the figures, that the company is in line with market expectations of 12.5p EPS for this year.
Balance Sheet - As regulars will know, I place a great deal of emphasis on Balance Sheet strength, because financially strong companies can survive unexpected bad news. Whereas highly geared companies can end up being forced to do an equity fundraising at the worst possible time - when things are tough, or worse still can end up with the bank pulling the plug on them - although that's very rare at the moment, it's a considerable underlying risk that is ignored at your peril.
The working capital position looks reasonably good - current assets are 143% of current liabilities.
Net tangible assets are low for the size of the company, at £20.5m, so this cannot be seen as a strong Balance Sheet.
Net debt is negligible, at £2.4m.
However, the elephant in the room is the...
Pension Deficit - I've read articles about Aga which talk about how the company is performing, how the shares look good value (which they do at first glance), but don't even mention the pension deficit. This is completely irresponsible in my view - and reflects the reality that many journalists don't have the time to properly check the figures (they should make time - I do!), but instead just regurgitate PR releases, which of course will gloss over any negatives.
It doesn't help that pension scheme accounting is so peculiar, with two different ways of measuring a pension deficit - with the Balance Sheet version usually showing a far more modest deficit than the one used to calculate the recovery payments.
So in the case of Aga, the company reports a £46.7m pension deficit on the Balance Sheet at 30 Jun 2014 - note that this has risen from £15.6m a year ago, and £35.8m six months ago - so no sign of this deficit melting away, it's actually growing). That doesn't sound too bad, but when you look at the 2013 Annual Report, the situation is far, far worse when measured on an actuarial valuation - check out these figures:
So a £228m actuarial deficit as at 31 Dec 2011 - which is the latest valuation for calculation of the recovery payments that the company has to pay, as follows;
Just to summarise that then, the company is currently obliged to make the following cash payments into the pension fund;
2015 - £4m
2016 - £ 10m
2017 - £ 10m
2018 - £ 10m
2019 - £ 10m
2020 - £ 10m + £30m
2021 - £ 10m
Total - £94m
As stated above, these payments are likely to be reviewed under the next triennial valuation, dated 31 Dec 2014, but one imagines that the revised recovery payments are likely to still be highly material to the company's cashflows.
Moreover, the sheer size of the pension funds are mind-boggling for a £107m market cap company. It has assets amp; liabilities of over £800m each! See this table from the 2013 Annual Report;
The sensitivities look particularly alarming - if inflation rises significantly (which it might well do in an economic recovery) then liabilities would balloon. Although offsetting that would be a rise in the discount rate, which would reduce liabilities. There are lots of moving parts with pension deficits, but as Richard Oldfield says in his excellent book, "Simple but not easy" (which I highly recommend),Disasters in every field are usually because people have assumed something that they should not have assumed.
Therefore, whilst the market may currently be sanguine about Aga's humungous pension fund, I'm not - it just presents too many risks, and if some of the variables move sharply in an unexpected direction, this size of pension fund could potentially pull the company down.
At the very least it means that shareholders may not get any dividends - since these have to be authorised by the pension fund trustees.
Dividends - There aren't any, due to the pension fund issue. Note that the company did introduce small divis (of 1.7p and 1.9p) in 2010 and 2011 respectively, but the divi was then pulled, and nothing has been paid since. That underlines the difficulty here - whilst management might want to pay divis, the company is not generating anywhere near enough cashflow to both service the pension deficit overpayments, and pay divis.
My opinion - It's entirely possible that the pension deficit might sort itself out over the next few years, who knows? On the other hand, it could continue to be a massive problem, or even get worse, we just don't know. For me, there's no way I could base an investment on making assumptions about what will happen to an gt;£800m pension fund. So for me this is a bargepole stock - more due to the potential risk, than the valuation.
I've got a call booked in with management for later this morning, to discuss the pension issue, so will update this article once I have more information on that. Good company by the way, it's purely the pension issue that puts me off.
Having said all of the above, I know that shrewd fund manager Hargreave Hale are keen on the stock, and hold 7.6%, so they must have satisfied themselves that the pension fund issue is not as bad as it appears. So it's entirely possible that my view on this is too risk averse. I just can't see the point in taking this risk. If the shares were on a PER of say 4, then it might be worth taking a flyer on it, but they're on a PER of about 12 times this year's earnings, none of which can be paid out in divis.
EDIT: Management were busy today, so the PR company asked me to submit my questions about the pension deficit by email, which I did. The replies received didn't tell me anything - just made general points that they will know more when the end Dec 2014 valuation has been received.
Harvey Nash (LON:HVN)
Announces the completion of a small bolt-on acquisition in Japan.
SkyePharma (LON:SKP)
I hope some readers picked up on my positive mentioning of this company after good results yesterday, as there seems to have been a delayed response today, with the shares making a convincing new 12m high today, up 31p to 280p. So presumably some big buyers must have slept on the results amp; decided to buy today?
I'm keen for readers to give me your views on this company, as it's not a sector I understand. However, I do like the figures, so bought some more personally this morning.
Diary Date
My next investor evening in central Brighton will be held on Tue 28 October 2014. So anyone interested in coming along, please add this date to your diaries. Tickets will be available in a few weeks' time. I set up a dedicated website for this group, here. The first two meetings were very enjoyable - friendly amp; relaxed, and with very good speakers. So I'll get my thinking cap on to line up another good speaker for 28 Oct too.
Enjoy the long weekend, and see you back here on Tuesday!
Regards, Paul.
(of the companies mentioned today, Paul has a long position in SKP, and no short positions)
Read more posts on Stockopedia »

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ZHURIHE, Inner Mongolia, July 30 (Xinhua) -- The Army Day parade Sunday demonstrated the achievements of China's military reform, said Han Weiguo, commander-in-chief of the parade.
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Urban Craftsman Farmhouse
Built in the heart of South Minneapolis, this classic farmhouse-style family home utilizes reclaimed items from the homeowner's farm. Per the homeowner's request, extra large, 8-foot windows from Integrity® were selected to bring abundant amounts of natural light into the home—even during the cold short days of winter in Minnesota. In addition to the generous amount of light pouring into the home's 4,500 finished square feet of living space, the windows are highly energy efficient and require very low maintenance for the homeowner
— Houzz
What Houzzers are commenting on:
jgregg1122 added this to DEN14 August 2019
put a granite slab on fireplace
bluesparklies added this to Fireplace Designs12 June 2019
Brick and stone with smaller footprint
Kim Van Orman added this to Wish List29 September 2017
J: like couches. Like fireplace except for (i) use of brick and stone, and (2) preferring gray-toned stone to brown-toned stone.


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You may save up to 15 listings. Please note that this listing will be over-writing your oldest saved listing.
2011 Volvo XC90 3.2 in Charcoal vehicle features include, Clean Carfax Local Trade-In, All Wheel Drive, Sunroof Moonroof, Heated Leather, Power Windows, Power Locks. Located at Sam Leman Ford in Bloomington, IL. Call today to set up a test drive . Recent Arrival! Awards: * 2011 IIHS Top Safety Pick Located at Sam Leman Ford in Bloomington, IL. Call today to set up a test drive . Reviews: * If you only occasionally use a third-row seat and you place a higher value on safety and comfort than projecting a flashy image, the 2011 Volvo XC90 deserves to be near the top of your car shopping list. Source: * Upscale and stylish interior, supportive front seats, smooth ride. Source: Edmunds
Price may exclude tax, title, tags, governmental fees, any emissions testing charges and any finance charges (if applicable). Unless otherwise stated separately in the vehicle details, price does not include documentation, processing, administrative, closing or similar fees. Current mileage may vary due to test drives and vehicle relocation.


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New Kompassen
Semrén & Månsson was invited to participate in a parallel commission to provide proposals for how the Kompassen shopping centre in the heart of Gothenburg could be extended to include new office premises. The task included developing a new extension of office space on the roof of the existing building and reviewing existing façades and the commercial attraction of the building in general.
Important elements of the task involved interpreting and remaining within the existing detailed plan so that detailed design could commence quickly. The concept for the extended top floor is simple. All development rights are taken, which is why we cut out a varied façade line in the plan. This creates both an undulating terrace around the entire building and a varied façade line and dynamics in the interior. In its turn, the terrace functions as an escape route, which allows us to use the existing stairwells without having to construct new ones. The tall extension permits the use of mezzanine floors, which can be varied in size according to requirements. This means the new office premises will be very flexible. For the existing, slightly hard and simple façade, we are choosing to open up the narrow alley through the district and place our emphasis on this. People should be attracted to this alley, this is where "things" will happen. The land and façades are being designed according to a collective concept and pattern, and visitors will feel as though they are indoors, feel at home.
Semrén & Månsson was awarded the commission of carrying out detailed design for the office extension on the roof of the building, and planning permission has now been granted. Work on the shop levels in the building is awaited as the property owner is investigating a major approach involving the entire building, which may also include the rest of Fredsgatan down towards 'Nordstan'.


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Welcome to another game from MTGLexicon's weekly Saturday night stream. Tonight's battle is a 4-player free-for-all Commander game featuring Mishra, Artificer Prodigy (Host: Johnny) VS Rakdos, Lord of Riots (Host: Matt H) VS Zur the Enchanter (Host: Brandon) VS Goreclaw, Terror of Qal Sisma (Host: Dale). Read on to get the goods. Join us live […]
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MTG Lexicon – Commander/ EDH Gameplay | S4E10.1 – Mishra VS Rakdos (RTR) VS Zur VS Goreclaw | Magic the Gathering
EDHRECast Ep59 – Counterintuitive Commanders
If you've ever looked at a legendary creature and thought, "Nah, no way that works in Commander," this episode is for you! There are tons of legends that, at first glance, don't seem to work in EDH at all. Then there are the commanders that look like they favor a particular strategy, but may actually […]
#damia sage of stone, #EDHRECast, #edric spymaster of trest, #estrid the masked, #kestia the cultivator, #mazirek kraul death priest, #mishra artificer prodigy, #pir imaginative rascal, #rhonas the indomitable, #selenia dark angel, #tasigur the golden fang, #tiana ships caretaker, #toothy imaginary friend, #vela the night-clad Read More »
Combining Hobbies – Nothing is Better Thran Artifacts!
Mishra wants the Thran Artifacts, and uses nasty tricks to get them!
#mishra artificer prodigy, #planar chaos, #possibility storm, #thran dynamo Read More »
The Spike Feeders – Magic: The Gathering Commander Gameplay | The Spike Feeders S2E6
This episode of Magic: the Gathering competitive EDH gameplay goes out to all the folks on Discord that have been begging Jan to play Mishra! We are past the halfway point in the season, and The Spike Feeders have been champing at the bit to get back on camera. Turn 1: 1:48 Turn 2: 3:27 […]
#commander gameplay, #edh gameplay, #kambal consul of allocation, #kess dissident mage, #mishra artificer prodigy, #najeela the blade blossom, #the spike feeders Read More »
MTG Muddstah – Daretti vs Rhonas vs Mishra vs Vorel
►Like what you see? Why not subscribe: http://bit.ly/1MhSmfN ►You can now support me through Patreon: http://bit.ly/2k6NJtf ►New videos every Monday / Thursday at 11AM EST (Eastern Standard Time) ►Watch me play EDH / CMDR on Twitch: http://bit.ly/2puY8BD ►You can now buy MTG Muddstah playmats: http://bit.ly/2omrWBl Daretti: http://tappedout.net/mtg-decks/13-11-… Rhonas: http://tappedout.net/mtg-decks/rko-ou… Vorel: http://tappedout.net/mtg-decks/the-do… Mishra: http://tappedout.net/mtg-decks/the-to… Sometimes I […]
#daretti scrap savant, #mishra artificer prodigy, #mtg muddstah, #rhonas the indomitable, #vorel of the hull clade Read More »
60 to 100 — Mishra Has a Lantern
Down — still unceasingly — still inevitably down! I gasped and struggled at each vibration. I shrunk convulsively at its every sweep. My eyes followed its outward or upward whirls with the eagerness of the most unmeaning despair… At length for my seared and writhing body there was no longer an inch of foothold on […]
#blood funnel, #codex shredder, #fanning the flames, #grixis, #lantern of insight, #mishra artificer prodigy, #paradox engine, #planar bridge, #possibility storm Read More »


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Tag Archives: Mechanical Restraint
Protecting NHS Staff, and Patients, From Violent and Aggressive Patients (NICE)
Posted on June 28, 2015 by Dementia and Elderly Care News
Summary Violence and aggression towards hospital staff is estimated to cost £69m a year (in staff absence, loss of productivity and additional security). The following updated NICE guidance offers recommendations (including suggestions for further research) on the prevention of violent … Continue reading →
Posted in Acute Hospitals, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Management of Condition, Mental Health, National, NHS, NICE Guidelines, Non-Pharmacological Treatments, Person-Centred Care, Pharmacological Treatments, Practical Advice, Quick Insights, UK, Universal Interest | Tagged Accident and Emergency Departments, Acute Hospital A&E and Liaison Mental Health Teams, Advance Statements and Decisions, Anticipating and Reducing Risks of Violence and Aggression, BVC (Brøset Violence Checklist), Carrying Out Searches, Child and Adolescent Mental Health Services (CAMHS) Transformation Plans, Community and Primary Care Settings, DASA-IV (Dynamic Appraisal of Situational Aggression – Inpatient Version), De-Escalation of Violence and Aggression, De-Escalation Techniques, Drug or Alcohol Misuse -Related Violence, Education and Staff Training, Effective De-Escalation, Emergency Departments, European Convention on Human Rights, Formal External Post-Incident Reviews, Hospital Emergency Departments, Human Rights Act (UK Parliament 1998), Inpatient Psychiatric Wards, Interview Rooms for Mental Health Assessment, Liaison Mental Health Services, Liaison Mental Health Teams, Long Duration or Very Frequent Manual, Managing Violence and Aggression, Manual Restraint, Mechanical Restraint, Medication for Promoting De-Escalation, Mental Capacity Act (MCA), Mental Health Act 1983, Mental Health in Emergency Departments, P.R.N. (Pro Re Nata) Medication, Physical Restraint, Positive Engagement, Post-Incident Reviews, Preventing Violence and Aggression, Rapid Tranquillisation, Reducing Violence and Aggression, Restrictive Interventions, Restrictive Interventions: Inpatient Psychiatric Settings, Safe and Ethical Restrictive Interventions, Safeguarding Children, Safeguarding NHS Staff and Patients From Violence and Aggression, Seclusion (Supervised Confinement), Staff Training, Triggers of Violence and Aggression, Violence and Aggression, Violence and Aggression in Children and Young People, Violence and Aggression in Community and Primary Care Settings, Violence and Aggression in Emergency Departments, Violence Related to Drug or Alcohol Misuse | Leave a comment
Minimising Restrictive Interventions (Department of Health)
Posted on April 8, 2014 by Dementia and Elderly Care News
Summary Restrictive interventions include a variety of approaches which limit an individual's movement, liberty and / or freedom to act independently. "Positive and proactive care: reducing the need for restrictive interventions" provides a framework for adult health and social care … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, National, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Practical Advice, Quick Insights, Standards, UK, Universal Interest | Tagged Accountability, Assurance, Avoidable Harm, Avoiding Restrictive Interventions, Behavioural and Psychological Symptoms of Dementia (BPSD), Behavioural Problems, BPSD, BPSD: Behavioral and Psychological Symptoms of Dementia, Challenging Behaviour, Challenging Behaviour in Dementia, Chemical Restraint, Choice, Commissioners of Services, Compassion, Compassionate Care, Crisis Care Concordat, Dignity, Dignity and Respect, Dignity in Care, Distressed Behaviour, Distressed Behaviour: Triggers, ECHR: European Convention on Human Rights, Effective Governance, Empowerment, European Convention on Human Rights, Executive Directors, Face-Down Restraint, Five PANEL Principles, Frontline Staff, Good Governance, Human Rights Act (HRA), Improving Care for People with Dementia, Independence, Independence and Relationships, Independent Living, Individualised Approaches, Involvement and Participation, Leadership, Least Restrictive Practice, Least Restrictive Principle, Legality, Local Policy Frameworks, Loss of Independence, Maintaining Independence, Making Decisions on Behalf of People With Dementia Who Lack Capacity, Managing Unforeseen Behaviour, MCA: Mental Capacity Act 2005, Mechanical Restraint, Mental Health Crisis Care Concordat, Monitoring, Monitoring and Oversight, NHS Protect, PANEL Principles, PBS-Based Approaches, People With Dementia Who Lack Capacity, Physical Restraint, Physical Restraint in Mental Healthcare, Positive and Proactive Care, Positive and Safe, Positive and Safe Programme, Positive Behaviour Support (PBS), Positive Behavioural Support, Positive Relationships, Post-Incident Reviews, Primary Preventative Strategies, Proactive Care, Recording and Reporting, Recovery Based Approaches, Reducing Agitation and Distress, Reducing and Managing Conflict, Reducing Harm, Reducing Restrictive Interventions, Reducing Violence and Aggression, Regaining Independence, Respect, Responsible Commissioning, Restraint, Restraint for Psychiatric Patients (RESPECT), Restraint in Health and Adult Social Care, Restriction, Restrictive Intervention Reduction Programmes, Restrictive Interventions, Restrictive Practices, Safe and Ethical Restrictive Interventions, Secondary Preventative Strategies, Staff Training, Staying Independent, Transforming Care, Transforming Care Environments, Transparency, Triggers of Violence and Aggression, Violence, Violence and Aggression, Whole Service Approaches, Workforce Development, Workforce Planning and Development | Leave a comment
Royal College of Nursing Consultation on Restraint in Health and Adult Social Care (RCN)
Posted on January 10, 2014 by Dementia and Elderly Care News
Summary The Royal College of Nursing (RCN) has been commissioned by the Department of Health to review and develop guidance on positive behaviour support (PBS) and the minimisation of restrictive practices across health and adult social care. The consultation closes … Continue reading →
Posted in Acute Hospitals, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Mental Health, National, NHS, Patient Care Pathway, Person-Centred Care, Practical Advice, Quick Insights, RCN, Standards, UK, Universal Interest | Tagged Abuse, Abuse of Vulnerable Adults, Acute Care, Adult Safeguarding, Adult Social Care, Attitudinal Change, Avoidable Harm, Behaviour Support Plans, Best Practice in PBS, Chemical Restraint, Culture of Zero-Harm, De-Escalation Techniques, Deprivation of Liberty Safeguards, Deprivation of Liberty Safeguards (DoLS), DoLS in Hospitals, Ethical Considerations, Ethical Dilemmas, Ethics and Decision-Making, Harm Free Care, Least Restrictive Principle, MCA: Mental Capacity Act 2005, Mechanical Restraint, Medical Ethics, Mental Capacity, Mental Capacity Legislation, Northern Ireland, Openness and Transparency, Openness. Transparency, Physical Restraint, Physical Restraint in Hospital Settings, Physical Restraint in Mental Healthcare, Positive Behaviour Support (PBS), Proportionality in Safeguarding, Proportionality: Human Rights and Mental Capacity Legislation, Respect, Respecting Persons with Dementia, Responsible Commissioning, Restraint, Restraint in Health and Adult Social Care, Restrictive Practices, Royal College of Nursing (RCN), Safeguarding, Safeguarding Adults at Risk, Safeguarding Adults Principles, Safeguarding Older People, Scotland, Transforming Care, Transparency, Transparency and Accountability, Use of Reasonable Force, Wales, Winterbourne View Hospital | Leave a comment


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run, it's been an almost nonstop string of action. Compared to that track record, issue #28 is relatively subdued. Still, GR is still a decent, engaging read and Aaron allows his strong character work to drive the story along.
see deal
Ghost Rider #29 (Wolverine & Beast) Biting the Hand That Feeds You!$0.99on Amazon
With the new Caretaker in tow, Blaze follows Ketch's trail to Tibet. Jason Aaron takes a cue from Immortal Iron Fist and sheds some light on the idea of multiple Ghost Riders from different cultures, a smart way to add some energy to the character and franchise. Along the course of the issue there are some nice character moments that flesh Sara out a bit. As a nun character it'd be easy to make her a cardboard cutout, but Aaron seems intent on making her interesting, thankfully.
Tang Eng Huat's artwork is some of the most impressive, moody pencilwork I've seen in recent memory. His style suits the Tibetan architecture and landscape well, and the more otherworldly portions of the Ghost Rider mythos translate exceptionally well to the page.
Next issue is gearing up to be more all-out insanity, and issue #28 is just the calm before the storm. But Aaron manages to provide some character work and build the intrigue before things fly entirely off the rails.
If you buy something through this post, IGN may get a share of the sale. For more, learn more.
In This Article
Ghost Rider #28 Review


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Contracting with an external company to develop applications is a very common scenario in the corporate world where companies do not have the technical expertise (or enough staff) to develop their own software.
While in-house projects can be cost-efficient as you leverage your already existing technical resources, outsourced contract projects can get pricey as you are transferring most of the risks to an external company and of course, you will be charged for this accordingly.
Whether you find yourself as a stakeholder or as an in-house technical staff involved in an outsourced project development, it is very important that you keep tabs on the actual value that you are getting from this contract.
We've put together some tips to ease up the process and increase your chances of having a successful project. Keep in mind that these tips are focused on the stage where a vendor has already been selected for the job. There is a lot to be said about best practices for selecting vendors but that will remain on our to-do list for another post.
These suggestions could apply to either the general service contract with the vendor or the statement of work for this particular project. Just make sure you have a clear statement on the following.
This is the way the deliverables will actually be produced and it gives you an idea of what to expect when checking for progress. It would be a huge red flag if the methodology isn't even mentioned in the contract or project proposal. Most common software development methodologies are Waterfall, Rapid Application Development and Agile (usually SCRUM). Whatever the method is, make sure this is mentioned somewhere everyone can see and sign off to it. While I won't go into detail into the different methodologies, I usually recommend Agile SCRUM. There is a ton of resources online about all the different existing methodologies, so if you see one mentioned in the project documentation and you are not sure about what it is, just google it and try to understand it. It's important to be familiar with the chosen methodology before the project starts, **especially if you want to make a preliminary assessment on whether it will fit well in your company's work culture**.
These are absolutely tied on what work methodology has been selected for the project. If the methodology is Agile then expect to have a lot of deliverables during the course of the project. If it is Waterfall then expect to have well-defined Milestones.
The most important thing is that at the end of the project you have concrete deliverables readily available on your end. Some of the things to watch out for:
* Source code will be on the third party's end and not available to you until final delivery: Avoid this at all costs and if possible have them work in your own code repositories.
* No clear definition on documentation: The documentation is key and you should know what documents will be part of the deliverables, this includes both project and product documents.
* Testing: This is often overlooked but critical to the project's success. While an entire post could be written about this alone, testing is not just validating with your users, it's about having a solid strategy that goes from testing a single component in the code to testing the whole system and its integrations.
* Working environments: You should have at least one testing and one production environment up and running as part of the deliverables.
If you ever read the PMBOK (or any project management book really), then you know about the existence of the Communications Plan. This is a document that details how different pieces of information will travel through and through everyone involved in the project. It determines for example, if project status updates should be sent via email or delivered in paper in the context of a meeting. Or whether a change in a requirement will have to be communicated to stakeholders. The issue with this document is that it does not address a key aspect of the project, which is bigger than communication and that is collaboration.
People can communicate and understand each other clearly without ever achieving anything of value. When we talk about collaboration we mean the way people communicate by working together to achieve something. This is why we believe having a Collaboration plan makes much more sense. This plan document should contain detail about the teams involved in the project, how they will be working together (for example weekly meetings, daily stand-ups) and what collaboration tools will be used and to communicate what (Slack, Teams, Jira, SharePoint, etc.).
When you get to the point where wheels are already in motion, there are a few important aspects to consider.
A lot of companies relax at this point and let the contractors do "their thing". This can't be stressed enough: By any means find the time to be present checking the status of the project periodically. Rely on the Collaborations plan to make sure things are flowing, otherwise, a nasty surprise will surely reveal itself when the time comes to check the deliverables.
If you are not the one directly benefiting from the result of the project, make sure you check in with the real clients of the project every now and then to tap into any potential problems that could become bigger if left unattended. These people are much more invested and passionate about the project and will certainly let you know if they are worried about something. When that happens, it is time to talk to the contractor company and find a solution.
At the end of the project, the resulting product should add value to the current business state. This seems obvious but in the real world, just the opposite happens much more often than you'd think.
Nothing worse than a large, sophisticated and expensive system that does not solve a single problem for the users. Even worse, a lot of times this new system is there to replace a legacy application or a manual business process but actually manages to make things harder for everyone. Don't be afraid to go back to the drawing board with the contractors until at least the larger part of the initial problem has been solved.
Make absolutely sure that you have everything you need to continue with the project once the engagement is over. This means things like source code, design assets, and documentation should be in your possession. It is strongly recommended doing an internal knowledge transfer (to whoever will be doing support) so all the deliverables in the package can be checked for sanity and consistency (for example, the source code should compile, deploy successfully, and documentation understandable by a human being).
So this concludes our suggestions about getting the best out of your software development contracts. It is true that practice makes perfect in this case and you may have to go through a couple of rounds to get more comfortable with a third party developing software for your company and learning the ropes on what things to watch out for. Having that said, we hope you find our suggestions useful.
If you can think of other aspects to take into account feel free to get in contact with me! In the meantime, I hope you find this information useful in your next project.


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Steely resolve masks shutdown scars
SPOOKED: Aubrey Brooks. Picture: Nick MoirNOVOCASTRIAN Aubrey Brooks started a new job the day after he and 2241 others marched out of the Newcastle steelworks gates for the last time.
He worked in security, guarding the same steelworks' train line he spent much of his 38 years working on for ''The BHP'', as many call their old boss.
''I was 54 and happy for the job but didn't last a shift,'' Mr Brooks said.
''It was too quiet. All those years… busy men, noisy trains, the furnaces roaring and then silence. I was spooked and walked away. Haven't worked a day since.''
Taking heat for Australia's car industry closure, Prime Minister Tony Abbott offered the experience of the once-mighty industrial city as the rebound route, saying since the steelworks closed on September 30, 1999, Newcastle was now a ''different and, many would say, somewhat better city today''.
Perhaps not that many. Nearly 43per cent of respondents to a Newcastle Herald poll, published last week, disagreed with Mr Abbott. And Mr Brooks, who heads the Newcastle Industrial Heritage Association and organises the annual September reunion, is not sure.
''Certainly, Newcastle is different,'' Mr Brooks said. ''But better? Blokes at the reunion say they're going great guns but you look into their eyes and wonder.''
While Newcastle's unemployment rate has dropped from its historic position above the NSW average, it is no longer the working man's paradise and what was once a private sector economy is a public sector one, with health and education focus.
Nearly every Newcastle family had a connection to BHP and Mr Brooks's grandfather joined the day it opened in 1915.
Thousands started apprenticeships, including Newcastle Knights hero Paul Harragon, yacht designer Ben Lexcen, rugby champion John Hipwell and world water-speed record holder Ken Warby.
''You didn't have to be a genius to work there,'' Mr Brooks said. ''When it was over, you knew nothing else.''
He said in the years since, some had committed suicide, others had wives, unused to their presence at home, leave their marriages. Most, Mr Brooks said, were forced into early retirements of fishing or drinking.
Paul Cartledge, of Pathways Employment Services, a company set up initially by BHP to smooth the transition, said that 15 months after the closure, about 90per cent of the men had jobs or were getting educational qualifications. But BHP had been laying off for years or outsourcing, so the real impact remained hidden.
''Younger workers got jobs with One Steel or the smelters.
''But it was the older workers, the over 45s, who found it difficult. They still do,'' he said.


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Aug 9, 2010
The endoplasmic reticulum is highly dynamic, although little is
known about why and how its membrane tubules move. Friedman et al.
reveal that ER membranes slide along stable, acetylated
microtubules... (more)
biosights is a series of life science videos highlighting original scientific research published in The Journal of Cell Biology. The shows feature original video data and interviews with the scientists who performed the work.
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text: Müller Reformhaus Vital Shop Shop gluten free in Chur 4.3 / 5 based on 1 customer reviews 100 % recommendations Quaderstrasse 15 7000 Chur Graubünden Switzerland 081 252 01 77 http://www.reformhaus.ch Ambience Service Variety Meals Call Add to favourites Directions Share Mail Facebook Twitter Print Write a review About Müller Reformhaus Vital Shop Müller Reformhaus Vital Shop offers people with gluten intolerance the comfort and security of being able to buy all the foods they require in one place. The wide range of gluten-free items includes Schär brand products, which guarantee reliability and enjoyment. With the range of products at Müller Reformhaus Vital Shop, a gluten-free diet is now easier than ever before. A paradise for people with coeliac disease! Claim this place Flag as inappropriate Should not be on On the Go Does not offer glute free products Inappropriate content or spam Suggest an edit Translate 0 Photos and videos 1 Reviews Write a review Show comments