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Customer Summit Hemisphere Sessions: October 27
Data, technology, and software were the main themes in the Hemisphere room today. We learned about some exciting new products, features and improvements to performance from both the Socrata product team and the engineering team. Read on for more.
Socrata Roadmap
- Product Management and Development Teams, Socrata
In this standing-room-only session, Product Managers Ben McInnis and Emily Rund gave overviews of Socrata's upcoming features and products. Franklin Williams discussed enhancements to bring in new kinds of data into the Socrata system that make it easy for developers to access and utilize it effectively. Emily then showed a brand new way of presenting data in an even more interactive, contextual way. Customers got to see live prototypes and ask their most urgent questions about what was going to be available in the first few releases.
Diving Into the Data Stack
- Tyler Kleykamp, Chief Data Officer, State of Connecticut
- David Eaves, CEO and Business Development, ReCollect
This talk was a follow-up to one of the most popular talks at last year's Socrata Customer Summit: Open Data's Disruptive Potential by David Eaves. In a casual fireside chat format, David interviewed Tyler Kleykamp, CDO for the State of Connecticut, who was inspired by David's talk last year and wanted to share some of the internal wins from his state's digital government initiatives. For many governments, he stated, the business case for internal data sharing is often more powerful than external data consumption in the short term. The strategy of using an open data mandate and the Socrata platform to enable the flow of public and private data internally within government is one that resonated with Tyler. Tyler took on the role of relationship-builder, connector, and de facto "librarian." By moving the data platform "down the stack" and having a centralized understanding of the organizations "data universe," staff was able to respond more quickly to cross-cutting information requests. Tyler also gave a number of compelling examples ranging from improving emergency response to juvenile justice system to agency financial dashboards.
The Triple Bottom Line: Leveraging Private Companies to Improve the Lives of Citizens and Create Jobs While Enhancing Your Open Data Program
- Ross Goldenberg, Co-Founder & Co-CEO, Sitecompli
Ross Goldenberg, Co-Founder of Sitecompli gave a lightning talk on the "love story" between government and private companies within the open data ecosystem. Sitecompli is a company that consumes open data on the housing market and helps real estate managers — from the World Trade Center to low-income housing landlords — stay on top of hundreds of permits and inspection requirements. On one hand, governments have a great deal of valuable data, limited capacity to use data, and a need to demonstrate ROI from their open data programs. On the other hand, private companies have a need for accurate, reliable civic data and access to top engineers and analysts to use the data. In New York City, Sitecompli has created 60 jobs, increased safety for 500,000 homes, better management of 500 M square feet of real estate, and 10,000 government workers who rely on government data to do their jobs. Talk about the ROI of open data!
Better Communications, Stronger Communities
- Caroline Smith, Impact Manager, SeeClickFix
The key takeaway from Caroline Smith, Impact Manager at SeeClickFix, is that what matters to citizens becomes very clear, very fast when you open your citizen services. This enables governments to solve more people, more efficiently and to decide collectively what their priorities are for citizen services.
Detroit had an issue with water meters being stolen from abandoned buildings. Replacing the water meters cost $500 each and, if not done in time, resulted in gallons of wasted water and damage to neighboring properties when pipes burst. After the city adopted SeeClickFix, it experienced an influx of stolen meter reports from citizens, who were eager to avoid property damage and reduce costs to the City.
Burlington, Vermont recently experienced a heroin epidemic and a rise in heroin-related hospitalizations. Not were people overdosing, but they were being injured by discarded syringes. By coordinating with the health department, SeeClickFix, and the Howard Center, Burlington established a service where people could take a photo to flag discarded syringes for cleanup. By analyzing the service request data, the City identified hot spots and placed collection boxes at these locations, leading to a decrease in accidental needle injuries.
Raleigh, North Carolina has more than 100 square miles of greenways that are difficult to maintain with their limited resources. Using the SeeClickFix API, Raleigh citizens launched RGreenway, an app that not only provided information on the greenways, but enabled people to mark and adopt greenway bus shelters. In doing so, citizens took maintenance into their own hands, at no cost to the city.
Open Data + Analytics = Engagement
- Adam Roy, Chief Technology Officer, Qlarion
Adam Roy, Chief Technology Officer at Qlarion, explained how citizen-centric analytics are key to achieving engagement with open data. As he says, it's important to design apps with your parents and your spouse in mind. Drawing from his experience creating impactful open data solutions for the City of Boston, he gave three examples of how open data + analytics = engagement. In each case, he also demonstrated the added value for internal stakeholders as well as citizens.
RentSmart (Neighborhood Insight) is an app that provides holistic views of rental properties, revealing local issues with crime rates, rat infestation, code violations, and more. Problem Properties, a sibling app developed for internal users, has helped city officials identify properties with multiple issues or statistically higher rates of issues. Through the use of these apps, the City of Boston has achieved more than $1.5 million in annual savings and helped tens of thousands of university students make smarter housing choices.
Permit Finder was designed to help applicants for building permits see the status of their request. Emphasizing user experience, the app simplified the 150+ milestone process into seven steps while also providing contact information and an estimated time frame for each step. As a result, applicants could easily understand the status of their request and check it online. They no longer needed to visit City Hall for status updates, freeing up city staff time.
During the winter months, Snow Stats provides near real-time updates on the status of snowfall and plowing. The app provides details on how much snow is expected to fall within certain timeframes, where snowplows are currently operating, and how much snow they have plowed so far. The app elicited over 100k unique hits in the first eight weeks (more than 10% of the population) as well as several hundred positive tweets.
Backstage Pass: Socrata Technology and Vision
- John Zook, Vice President of Engineering, Socrata
- Urmila Nadkarni, Core Data Infrastructure Engineer, Socrata
- Clint Tseng, UX Designer, Socrata
- Marc Millstone, Lead AniML Engineer, Socrata
- Franklin Williams, Engineering Manager, Socrata
This session provided a fascinating peek into the world of Socrata's engineering team. Socrata engineers are invested in data-driven government, and the Customer Summit is one of the rare chances when our tech wizards get to interact directly with the communities using the Socrata platform in day-to-day operations. Some of the areas where customers will be seeing exciting developments include: Geospatial Data, Point Maps, Data Discovery, and Authentication.
Better Together: The MidAtlantic Stat Net Success Story
- David Gottesman, CountyStat Manager, Montgomery County, MD
- Ben Birge, CountyStat Manager, Prince George's County, MD
- Greg Useem, Chief Performance Officer, City of Alexandria, VA
- Chris Rieth, Open Performance and Non-Profit, Socrata
The MidAtlantic Stat Net is an organization for performance analysts working for local governments in the D.C. area. In this panel, David Gottesman from Montgomery County explained how he took inspiration from similar organizations in the New York area to coordinate with peers like fellow panelists Ben Birge of Prince George's County and Greg Useem from the City of Alexandria. The purpose of the MidAtlantic Stat Net is to compare similar data, measure against peers, identify if everyone is asking the right questions with their data, and determine how each city can benefit from the best practices of others. The organization now consists of 12 jurisdictions and serves as a valuable training resource.
The Network Effect: How the Open Data Network Is Getting Data Into All the Right Hands
- Deep Dhillon, Chief Technology Officer, Socrata
- Robin Jones, Vice President of Strategic Growth, Socrata
- Michael Lu, Principal Product Manager, Socrata
- Sarah Schacht, Public Health Data Advisor, Socrata
Socrata is a developing a connected data network within the open data ecosystem. By connecting datasets across all of our customers' data catalogs, users and developers can perform cross-cutting analysis and build applications that were never before possible. Robin Jones, Socrata's VP of Strategic Growth, introduced a team that dove into the the three exciting components of the Open Data Network. Deep Dhillon demonstrated search functionality on opendatanetwork.com, and new features that will allow users to build out the graph that connects topically related datasets. Mike Lu shared a terrific example of the Open Data Network functionality within the new Open Expenditures product. Sarah Schacht gave several compelling examples of how data standardization is lifting open data to the level of a utility.


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When people want plastic surgery, there's a very small group they're willing to tell — and it's not their Facebook friends. RealSelf asked more than 900 people actively researching a cosmetic surgery like a breast augmentation or a nose job how willing they are to inform certain friends and family of what they want done.
To Post or Not to Post?
People are most unwilling to talk about their surgery on Facebook and other social networks. Three-quarters said there's no way they'd post that kind of news. In fact, more people are willing to tell their kids about their surgery than they are to talk about it online.
So, About That PTO…
Your co-workers might be lying about that two-week vacation they just booked. Nearly 60% of respondents said they're unwilling to tell co-workers they want a cosmetic surgery.
More Likely to Tell Friends Than Family
Friends make the cut more often than family; 76% of respondents said they'd discuss their surgery with friends, compared to 68% who said the same of adult family members.
Telling the Kids
Plastic surgery may not be as taboo a topic at the dinner table as you might figure. More than 60% said they'd tell their kids with 31% saying they're very willing to do so.
Saying "I Do" to Plastic Surgery
People are most willing to tell their spouses or partners; 88% said they'd clue in their significant other. It makes sense — somebody's got to drive you to the hospital, right? — and shows stories like this one from CNN are the exception rather than the rule.
So what's this prove? That people assume others will judge them negatively if they "admit" to plastic surgery. It's not an unfounded fear. Look no further than the latest tabloid mocking a celebrity's "botched" facelift for proof of the stereotypes people are up against.
But having surgery, elective or otherwise, is a private medical choice and should be treated with due respect. Understanding this means hearing stories from real people — stories, as RealSelf data shows, that always come back to one thing: confidence.
Interested in learning more about any of these procedures? Ask a doctor.

subset: commoncrawl


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Beginnings are easy. They arrive so easily . . . "I could do that!"
Then, the middle. I need a this, I need that. What!?! That's not suppose to happen! Wtf!!! Then the, What was I thinking?!? I think I'm going to cry, I'm crying. . . then the LOL's. Then madness. The mess. The clean up, or the walk away.
We rarely see the middle of life. That picture is too big? Why? Too close to see? Too slow? Isn't this where life is lived? Where love is Loving? In the middle?
Who has time for that? skip to the end already!!! ARE WE THERE YET?!!!? Give me the answer to the story. Give me the success or the Failure.
Endings . . . happy, surprise, unwanted, or unjust.
Funerals, I could do that.
I'm posting a video of something I will never say, "I could do that."
This week, as usual, has been about success and failure. The notion of the human body has been on my mind; does a corpse matter? At least once I week I hear this, "It's just a body, throw it away, feed it to the worms."
My heart slips, my brow tightens, and a small thread of grief threads through my flesh; sadness and and a paper cut somewhere inside a place I never see blood.
Why? Usually I don't know the person, but somehow the sudden rush to the end of a body, a life, this "toss" feels a like burning a book that no one ever read or took of the shelf.
So I've been thinking a lot about the ways in which I think about my body, what I do, or don't do with it. As a person educated in the arts, I instantly think of how do I use my body to communicate? Uh Ohhhh . . . I can instantly see how a person learns to throw their body away; I do it. I never use my body as my primary tool of communication, my body isn't even on my list for consideration. I use my body to help me use other tools to communicate, for example, my fingers use this computer to type. However, I never use my body, or give my body the opportunity to express my unique human experience, or any of my feelings the way I might use other tools I use to communicate with. I use my face, or hands, but they are usually speaking for my brain or my heart, but not for my body. I 'm sure my body hasn't publicly spoken since I was 8 years old. If I really think at about it, my body has been on lockdown, and told to shut-up for a long time.
For the majority of us, our bodies are work horses, they are practical necessities, they are workhorses. What happens to a workhorse when it can't pull the wagon anymore?
We rarely stop to thank our bodies, marvel at our bodies for all the hard work they do for us. These workhorses, these bodies, often endure vicious internal voices of endless scrutiny. As a culture of science, who knows exactly what it takes to move a muscle, how can any body be imperfect? How can we toss so much away?
I adore the sweetness of watching my cat stretch. What happens if we never marvel at the beauty of the movement of someone we love? Even if it's just how they pick up a cup? What if we don't marvel at the elegance of holding a scarf in the wind, or playfully handing over a flower? It makes me wonder what part of humanity are we starving to death and throwing away? How easily we give ourselves to the worms from ignorance and silence?
I saw this video and I love it. This expression of love, of being this human and connected to body and environment, to voice. The voice of this human body is not silenced unlike mine. I admire this voice, I hope I'll stumble upon it one day in a setting much like this beach. What if we heard about rouge dancers at the airport delaying flights because of an over abundance to life, not take it? That's crazy I could live with. I say, fight crazy with crazy. I like my crazy. 🙂


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Professor Layton gets some movie lovins
A new commercial has come out for Professor Layton and the Curious Village. This puzzling DS title came out early last year, but seeing a new commercial for it makes sense here in the States. After all, we've only had the first of three Professor Layton games reach our shores so far, but with the popularity of the title we expect the other two eventually.
What we didn't expect was Lisa Kudrow to be showing off her mad puzzle skills. Wait, Pheobe solved the puzzles first? See blonds can solve puzzles too! Way to go Kudrow—showing off that brain and gaming for us only makes you hotter.
Speaking of hot (and only slightly of Professor Layton), check out these hot new trailers for Professor Layton: The First Movie. Of course they're in Japanese and less interesting than the above commercial, but what the hell. Oh, and tune in next week for Pokemon: The 22nd to the power of 4 Movie trailers.


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Category News
Homeowners who are looking to sell their property will be looking for ways to maximise the potential selling price that they are able to obtain in today's property market. The first distinction that needs to be made in this process is the difference between the value of the property and the home's current marketability.
To a large degree a property's value is determined by supply and demand, as well as buyer's personal preferences.
During the boom period, for example, the perceived value of property was much higher because demand outstripped supply, a pattern which seems to be emerging again. Property pricing is generally linked to demand and the value of a property is established by the prospective buyer. This means that a home's value is largely determined by what buyers are prepared to pay for it.
Renovations to the home can change it's price level to some degree, but do not always mean that the value of the property will increase. For instance, while a new kitchen is generally a good investment, it will typically not increase the value of the home to the equivalent cost of the renovation. Over-capitalising is also a concern, as improving the home beyond the value that the area dictates will negatively impact on the home's saleability, with buyers reluctant to pay more for the property than other similar homes in the area.
Marketability is determined by how ready the property is to sell. Preparing the home before it is listed will increase it's marketability and attract more potential buyers to the property.
While a landscaped garden or fresh coat of paint will not typically increase the home's value, it will make the home more attractive to buyers and increase its marketability - even though the physical features have not been altered.
Marketability is often the reason why properties are listed in spring, as their gardens look more aesthetically pleasing.
Staging the property will also have an impact on its saleability. It is advisable to de-clutter the home, but keep it furnished. An empty home will make it look bare and it will be potentially difficult for buyers to see themselves living in the property. An experienced real estate agent will be able to provide valuable advice regarding staging the home and making it more appealing on show days.
Thinking of selling? Give us a call - it would be a privilege to assist you! Tel : 033 345 8256
Author: RE/MAX Midlands


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AppBuilder is a set of tools and services that make Cordova development awesome. The AppBuilder CLI packs all that functionality into a simple set of commands. Let's look at how you can use the AppBuilder CLI to build a mobile app in a few minutes.
AppBuilder is part of the Telerik Platform; therefore you need a Platform account to use AppBuilder. You can register at https://platform.telerik.com/#register with your name and email address.
An account is required because the Telerik Platform and AppBuilder are both paid products, however, creating an account gives you free unlimited access for 30 days.
Once you have an account you're ready to install the CLI from npm.
$ npm install -g appbuilder
When the install completes go ahead and run
appbuilder to make sure the installation succeeded.
If you are on a Mac, you may need to use the
sudocommand in order to run the install.
To start an app, use the
appbuilder create hybrid command. First, navigate to the folder where you'd place the project. Next, use the following command to create a new app named "hello-world":
$ appbuilder create hybrid hello-world
appbuilder create hybrid defaults to a Kendo UI Mobile app, but you can customize that using the
--template option. Here are what a few of the starting templates look like:
You can view a full list of templates available with
appbuilder create hybrid --help. Don't see your framework of choice? Go ahead and start with the blank template (
appbuilder create hybrid --template=Blank) and add the files you need (either manually, or with a package manager like Bower). If you're an Ionic user we even have a dedicated guide for you.
The easiest way to run your app is with the integrated AppBuilder simulators, which you can start with the
appbuilder simulate command:
$ cd hello-world
$ appbuilder simulate
After running this command you will be prompted to log in to the account you created in step 1 before continuing.
The simulator does a lot of awesome stuff for you—such as mimicking devices and mocking Cordova calls—but nothing beats having your app on a real device. For that you'll need the AppBuilder companion app on your device, which you can find by searching for AppBuilder on your device's app store. Here are some links that might help you out:
With the companion app installed, and your device connected via USB, run
appbuilder livesync [<platform>] to push your new app to your device.
$ appbuilder livesync ios --companion
$ appbuilder livesync android --companion
For added awesomeness, include the
--watch option to tell AppBuilder to automatically update your app whenever you save code changes.
$ appbuilder livesync ios --companion --watch
$ appbuilder livesync android --companion --watch
The gif below shows LiveSync for iOS and Android in action:
That's really all there is to it, but you're just getting started with the functionality that AppBuilder offers. Here are some things you may want to try next:
appbuilder sample clone. Run
appbuilder sample clone --help for details.
appbuilder plugin fetch <url>.
If you have any questions about the CLI, feel free to comment here, or stop by our forums.


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In Brief
- Set Odahviing free
- Talk to Odahviing
- Reach Alduin's portal to Sovngarde
- Enter Sovngarde
In order to free Odahviing, talk to the Whiterun Guard standing on the second floor. (There is a stone staircase near where the Jarl is standing) After a short section, the guard will release Odahviing for the Dragonborn.
Upon arriving at the temple courtyard, you'll encounter two dragons, and multiple Draugr Wights and Deathlords. Battle your way through them to enter the temple complex. (Alternatively, if you have a high enough sneak skill, it is possible to sneak past all enemies, including the dragons).
The first puzzle in Skuldafn will have you trying to open two doors. This puzzle has three pillars, each separated by a wall. Between the doors and the pillars is a lever. On the walls beside the two outside pillars, are pictures which match up to those on the pillars, (I.E. bird, snake, whale) The one on the left says whale, and the one on the right says snake. Match the pillars up to the pictures. Above each door are more picture-clues. Above the door to the right, which leads to a treasure chest but not much else, it says "bird". The door to the left, which leads to the destination, says "snake". You are to match the middle pillar up to either of the doors and pull the lever to open the doors. (In simple terms, to unlock the door on the right, make the 3 pillars turned to where they face the lever the bird. To unlock the door on the left, make it Bird, Snake, Bird.)
The second puzzle, is Whale, Snake, Bird (Upper level left, middle lower level, upper level right)
You will eventually reach a puzzle door that requires the use of the diamond claw. The answer to the puzzle is wolf, moth, dragon (the answer is also written on the diamond claw itself if you check your inventory).
Before you enter Alduin's portal to Sovngarde you must kill a Dragon Priest. Be warned, this Dragon Priest can be tough if you don't take the fight to him. When you reach the top of the stairs he will notice you and make his way toward his staff. It's best to start your assault immediately. He doesn't attack until he gets his staff so get to him quickly and use the shout Slow Time then do as much damage as possible. After the Dragon Priest grabs his staff he'll turn around to face you. Be careful with this one as his staff does 50 Lighting damage per second. Any Lighting resistance potions or enchanted apparel you have would be useful now. He doesn't start off with full health so if you jumped on attacking him before he grabs his staff you should be able to dispatch him in short time. After defeating the Dragon Priest, pick up his staff and activate the Dragon Seal.


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biker, danger, driving, paradise, platform, racing, speed
Embed this game on your MySpace or on your Website:
Name (required)
Mail (will not be published) (required)
You are Liquid and you must flow to the finish. Rotate the world, Avoid hazards, and try not to leave anyone behind. Every drop is important!Try to play the WORLD 3 levels, its really looks good! SmileEnjoy!
+ Unusual gameplay;+ Liquid simulation;+ Relaxing;+ 27 interesting ..


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Selecting Between The Several types of Suppliers For Your Online Sell Business
Access to contacts also to education is both crucial weapons inside the fight to enhance the quality and reputation of the promotional things industry. Service providers in the industry are of course generally disposed to have the best customer experience they will, but not having access to the right knowledge it can be hard to enable them to attain the levels of service they want to.
Firms like the English Promotional Items Association are present to help the item companies discover its method into the larger echelons of its change. Professional qualifications are amazing doing this plus the BPMA will be able to assist by giving either the education or the usage of the degree and education providers, that companies require. Simple know-how goes quite a distance too. Knowing how the average client or treat recipient reacts to different kinds of promotional items can clearly certainly be a great support when a provider is building its own materials or is usually sourcing items to distribute to 3rd parties and end users. The very best help is always the help that allows a person or a organization to help him, herself or perhaps itself. The merchandiser able to find its own approach into a better system of end user service provision, or to explore the potentials offered by unique contacts for the fullest, may be the merchandiser that does not just rise higher in the profession, nonetheless which remains to be there. Eventually it is these kinds of merchandiser that may end up becoming a Chartered part of the Correlation – a badge of trustworthiness and honour which can be intended to be identified in future just as as Gas Safe or ABTA. Read more about this below – demo15.versamall.com
The core thought behind the Charter is the fact end users think safer as soon as they purchase products where the whole entire of a resource chain is certainly recognised and accredited. With regards to the BPMA, the coverage thus directed at the end individual lies at the defense of the qualification and the capability of the Association to act being a mediator in different disputes. Because an independent overall body, the BPMA is capable of offering precisely the same help to the shoppers of items as it will to the individuals themselves. Because they build its own status as a great arbiter of complete dependability and a powerful champion of the highest possible values in the promotional things industries, the BPMA also builds the reputation of most members with the aid of the bpma logo.
Most members have the ability to use the bpma logo, once again, are designed to help those merchandisers in their quest to become better service providers. The emblem defines the status on the member – for example, a co-employee member's brand means that the member showcased has recently become a company and has, confirmed no economical accounts — which in turn permits the customers of that member to understand what kind of business they are dealing with. Simply by passing through different logos over a journey to Chartered position, the customer is able to show its end users its dedication and its acceleration.


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'The SNP always blame somebody else!' QT audience ERUPTS in laughter at HILARIOUS point
BBC Question Time's audience erupted in laughter and applauds following columnist Matthew Parris's degrading comment towards the SNP when he said "the party always blame someone else".
Mr Parris's remarks came after Ian Blackford tried to justify the SNP's decision to force a series of parliamentary votes to interrupt MPs from watching England's World Cup match against Colombia.
Mr Parris, who is a columnist for the Spectator and the Times, said: "That's the SNP for you, it is always somebody else's fault."
The audience erupted in applauds and laughter as Mr Blackford appeared to laugh the comments off.
On Tuesday evening MPs walked in and out of the voting lobbies five times from 7pm, in a process which lasted around 66 minutes.
Tory MP Sir Bernard Jenkin said: "Do you suppose that the SNP would be calling so many divisions this evening if it were Scotland playing an important football match this evening?"
SNP MP Peter Grant tweeted: "Thanks to impeccable timing of votes and points of order by the SNP, the adjournment bells all over Parliament rang at the very moment England scored.
"Tory whips, you have no idea how much influence we really have."
Scotland failed to qualify for the World Cup after finishing third behind England and Slovakia in the qualification stages.
Ian Blackford said on BBC Question Time: "The simple fact of the matter is, we were doing our job as a Parliamentary Party to stand up against Tory austerity.
"It's regrettable that the Conservative whips and Conservative Government scheduled that meeting for a Tuesday night.
"They are responsible for this, I would have much rather enjoyed the World Cup on Tuesday evening."
Matthew Parris said: "That's the SNP for you, it is always somebody else's fault"
After the voting concluded, after 8pm, Tory MP Douglas Ross blasted the "pathetic theatrics" of SNP MPs.
Deputy Speaker Eleanor Laing also had to ask House of Commons officials twice to look into a delay in the No lobby, where the SNP were walking.
Mr Ross told the Deputy Speaker he did not care how many times MPs had to vote, but said it "doesn't just affect members of this House, it affects House staff" as he expressed his "surprise" how long it took 33 SNP MPs to vote.
The audience erupted in applauds and laughter as Mr Blackford appeared to laugh the comments off
But Culture Secretary Matt Hancock mocked the Scottish Nationalists' for their failed tactics because English Tory MPs continued to watch the match on their phones as they trooped through the lobbies.
He said: "We were going through the voting lobbies watching the match on phones, so I was voting to fund the NHS next year and watching the football at the same time."
Mr Hancock also suggested the SNP may have forced the votes because they were upset that Scotland did not reach the World Cup finals.
Question Time's audience erupted in laughter after Matthew Parris' comment towards the SNP


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More bling: colored iPhones July 21, 2007Posted by reverseengineer in iPhone, Mods.
For an added cost of about US$149 (to process your existing unit or add it to the cost of a new one which you also buy from them) you can have your iPhone done in any of 29 colors from the colorizing company Colorware.
They use a special painting process and final layer that prevents scratches, and they do it for most new gadgets from PS3s to Wiis to Xbox 360s, or ostensibly, anything you can imagine.
Color your world here. Make mine Ferrari Red.
No comments yet — be the first.


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and then people say, "we always win." Isn't it amazing how a one year winning streak makes us "always winners?" (Basketball I'm talking here, folks)
Thankfully, there were no 100-0 games, but the winning team sure was awesome!
A dad blog, where we are more than we dreamed we would be...and where we dream of being more.
Thursday, February 19, 2009
We lost
Posted by Ron Easton for Dads UnLimited at 2:32 p.m.
Labels: just win
5 comments:
- Sabrina said...
That's kinda funny...we always win!
We were talking about winning today at the abttle of the books practice round, and some of the kids obviously have a we don't need to win attitude and others have a we want to win outlook. So hopefully they will all pull together as a team and.... why not win!
- 2:44 p.m.
- Patti and Bruce said...
I heard the 2nd place team was pretty good too but way out of the league of the 1st placers.
- 3:21 p.m.
I'm lost
- 7:37 p.m.
- Sabrina said...
The Christian schools, senior boys basketball tournament was this past Wednesday. Both Bruce and Ron's school competed.... Was Bruce's school second though?!
- 9:14 a.m.
- Patti and Bruce said...
yes they were 2nd
- 8:44 a.m.
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• 'I'm not getting into that conversation now,' manager says
• England were second best as France won 19-12 in Auckland
• Watch World Cup video highlights, interviews and more
Martin Johnson refused to answer questions over his future as England manager after his side crashed out of the World Cup
with a 19-12 loss to France. Les Bleus will meet Wales next Saturday in Auckland after taking advantage of a shambolic showing by England that could yet spell the end of Johnson's reign as manager, with his contract set to expire in December.
"I'm not getting into that conversation now," Johnson said when asked about his future. "It's not the right place or the right people or the right time. We'll see. I'll give it a couple of days, assess myself and how we've been."
First-half tries from Vincent Clerc and Maxime Médard propelled France into a 16-0 lead. Ben Foden responded with a try in a better second half for England, but France edged further ahead with a drop goal from François Trinh-Duc.
Although Mark Cueto wrestled his way over the line for a second England try in the closing minutes, Johnson's men limped out of the tournament.
For the likes of Jonny Wilkinson, Simon Shaw, Mike Tindall and captain Lewis Moody the defeat spells the likely end of their World Cup careers, but Johnson believes England's future is bright heading towards hosting the 2015 tournament.
"I believe this team's best days are ahead of it," he said. "A lot of them are at their first World Cup and they're better for the experience. We left ourselves with far too much to do. It's brutal. France ultimately deserved to win."


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Organizational Development Support
- Augustus Wilkerson
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1 Organizational Development Support Executive summary The aim of the International Federation Organizational Development support (OD) is to build strong member National Societies able to serve vulnerable people in even greater numbers. This plan focuses on OD programmes at the global level. Work with zone, region and country levels are reflected in their respective plans and budgets. The total budget is CHF 6,335,099 (USD 5,790,767 or EUR 4,035,095). Click here to go directly to the summary budget of the plan. Context Building the capacity of our member National Societies is the first priority for both the Governing Board and for myself. Juan M. Suárez del Toro R., President of the International Federation of Red Cross and Red Crescent Societies The long-term aim of Organizational Development and Capacity Building (CB) within National Red Cross and Red Crescent Societies is to create strong and sustainable organizations able to mobilize and maintain networks of volunteers providing effective services to the vulnerable nationwide. The various components of the Red Cross Red Crescent Movement are responsible for their own OD and capacity building. The International Federation, however, has a special responsibility to encourage and support this work within its member societies. In addition to reinforce strong technical support to National Societies through the zones, the International Federation has the additional task to guide, coordinate and enable much needed support. Within the International Federation, capacity building support to member National Societies is delivered by several different departments and types of delegates. The OD department of the Geneva office has a special responsibility to provide guidance to all CB work. A commitment to OD at the global level is strategic as well as facilitates strong links at the zone and country levels in order to effectively serve National Societies. The OD support within the International Federation is mainly given by delegates in the field. Country and regional OD delegates are technically coordinated by zone OD coordinators in seven zones, and they in their turn are technically coordinated by the OD department in Geneva. Overview of OD department tasks This section provides an overview of all the work and focus of the OD department. This overview includes work financed by the core budget, as well as other programme plans of the OD department. These other plans are: Volunteering Development plan Youth Development plan Global Legal Base Support plan Capacity Building Fund plan 1
2 These are the focus of the OD department: 1) Manage zone support: Since 2007, the International Federation has decentralized some of the responsibilities in Geneva to seven new established zones. At the same time, in order to strengthen the Federation OD support system, seven new OD positions were created: the Zone OD coordinators. This has resulted in a more coordinated way of working and greater effectiveness in the service linkages and support to National Societies. Through its technical line management responsibility, the OD department coordinates the OD work at the zone level, and the Zone OD Coordinators ensure that all Federation OD work in the field is effective. It is expected that this step by step approach will greatly increase the professionalism, efficiency and success rate of the OD support in the field. The OD department support and coordination work includes two yearly Zone OD Coordinators meetings, OD delegate training, and ongoing dialogue. 2) Manage core membership services: Based on article 5 in its Constitution, the Federation has a number of membership services that it offers to the National Societies. A number of these fall fully or partly into the area of OD support. These services are mostly delivered by zones and delegations, and sometimes at the global level. The OD department works with various technical departments to provide National Societies with the following Membership Services: (1) Governance support (4) Planning, performance and accountability (5) Advocacy, resource mobilization and communication (6) National Society integrity and development (7) Global Agenda programming and partnerships (10) Volunteering and youth initiatives (Please refer to the Volunteering Development plan and Youth Development plan ) 3) Manage OD topics: OD work can deal with any and all aspects of running and changing a National Society. Based on the present demands from the field and the Movement, these are the main OD topics of the OD department today: OD knowledge. This is the base for any OD intervention. It includes organizational theories, OD theories, and OD knowledge development and sharing. OD strategies. For instance, what are the best approaches when supporting NSs? OD guidelines and tools. The OD department is responsible for developing, authorizing and maintaining the guidelines and tools needed in the field. OD in programmes. OD is crosscutting and needed when developing programmes in the area of health, disaster management, human resource, finance, National Society statutes, etc. Volunteering. Red Cross Red Crescent service delivery and fund raising are to a very large degree dependent on volunteering. The OD department promotes good volunteer management and other aspects of volunteering. (Please refer to the Volunteering Development plan ) Youth. Youth play a vital role in our service delivery to vulnerable communities and in developing future humanitarian leaders. Youth are encouraged to play a more active role in achieving the Global Agenda Goals (Please refer to the Youth Development plan ). National Society strategic planning. The OD department provides guidelines and advice. National Society good governance and management. The OD department provides guidelines and advice, and encourages platforms for knowledge sharing among National Societies on best practices and models in effective OD. Local capacity building. This is a key area for National Society development. By running Global OD pilot projects the OD department is developing new knowledge. Greater emphasis is placed on community development and social welfare approaches. 2
3 Resource mobilisation. Resource mobilisation is a key area in developing sustainable and recurring sources of income for National Societies. National Society statutes. The OD department provides guidelines on statutes development. It also provides support (Please refer to the Global Legal Base Support plan). 4) Managing the Capacity Building Fund. The Capacity Building Fund (CBF) is a very important pillar of the global OD support. It provides important financial support to National Society OD work through three different grant programmes: 1) Intensified Capacity Building (ICB), 2) Specific OD Support (SOS), and 3) Urgent OD Interventions. (Please refer to the Capacity Building Fund plan) 5) Manage ICB support. ICB is the main OD support strategy of the Federation. It is a combination of financial and practical support. The financial support is managed by the CBF (see 4 above). At the global level the OD department runs a selection process with the aim to ensure that the National Societies are best placed to successfully implement the rigorous milestones for ICB are selected in each round. The OD department also supports the zones which are responsible for the practical and technical support to NSs. Knowledge development and sharing is an important part of the ICB. As part of piloting the ICB and in line with the special priority of Africa, the OD department is supporting pilot projects in Burundi Red Cross and Ghana Red Cross. 6) Manage policy issues. The OD department is highly involved in Federation governance and policy development. It is the secretariat for three governance bodies including the Youth Commission, the Development Advisory Body and the Governing Board Working Group on Volunteering. It is also responsible for reviewing and promoting policies in those three areas. 7) General management. This area of work includes consultation and advice to the zones and coordination with ICRC, relations with National Societies on cooperation and funding issues, fundraising etc. OD department delivery priorities When trying to fulfil all its tasks above, the OD department has the following OD support delivery priorities: 1. Federation OD and Capacity Building support to Africa 2. National Society leadership development 3. OD guidance and support to Disaster Management, Health and Principles and Values programmes. 4. OD knowledge sharing The OD has the following priorities regarding OD support delivery mechanisms: 1. The implementation and facilitation of the Global Partnerships for National Society Development 2. The coordination of Zone OD and Capacity Building work 3. The enhancement of the Federation OD delivery system, including the training of OD delegates Priorities and current work with partners It is the responsibility of the leadership of each National Society to ensure that the organization and its service delivery become as strong and effective as possible. This is supported by the International Federation through OD support or other means and by different partners. Both National Societies own OD work and the support given to them are guided by General Assembly and Governing Board policies, strategies and decisions. The focus on Global Agenda goal 3 is strategic: Most National Societies can considerably increase their service delivery and organizational strength by creating or improving their own base units and volunteering at the grassroots level that is in the local communities. By doing this the National Society not only ensures the outreach of its services and the resources needed for them, but also strengthens 3
4 the local communities and their coping mechanisms, and builds a stronger civil society. It is an excellent starting point for the work to improve all other aspects of the National Society. In the final analysis, success of the National Societies own OD work and the support given to it, is measured in an increased number of vulnerable that are served efficiently and effectively by an increased number of National Society volunteers. A well-functioning National Society has a strong network of grassroots volunteer units with nationwide coverage. As National Society governance and senior management play the key role in developing their organizations, International Federation continues to pay special attention to leadership development and to knowledge sharing. The global OD programme becomes an effective tool for support to society development through the work of the IFRC zone offices and the delegates coordinated by them. Thanks to knowledge gained in the ICB process, global pilot projects, reports from delegates, evaluations and special studies, the OD department will be able to improve and strengthen its guidance, support and knowledge sharing to the OD work in the field. The task of supporting the development of National Societies is far too big and complex to be handled only by the International Federation. All components of the Movement need to work together, and together with all possible donors and external partners. Different ways to cooperate must be explored. An important cooperation initiative that is already under way is the global OD partnerships for National Society development. It has the potential to become the overarching mechanism to harmonize effectively the OD support given within the Movement, and by strong leadership and partner commitment become an effective tool to mobilize an increased amount of resources for this work from the National Societies, government agencies, foundations, the corporate sector and other partners. The OD department expects that the Global OD Partnerships for National Society Development by 2010 will have taken over the responsibility of running a number of global programmes in the OD area. This will increase the coordination tasks of the OD department, but is expected to reduce the need to run and finance special global OD programmes. Thus, as the staff needs for 2010 goes up, the programme budget will decrease. An increased amount of support will be delivered, but this will be reflected in the financial and in-kind support Global OD partnerships for National Society Development, not in the OD budget. Secretariat programme in Organizational development a) The purpose and components of the programme Programme purpose The OD programme is guided by Global Agenda Goal 3: Increase local community, civil society and Red Cross Red Crescent capacity to address the most urgent situations of vulnerability. The ultimate aim is to increase the number of National Societies with strong service delivery. The global OD support programme budget is CHF 6,335,099 (USD 5,790,767 or EUR 4,035,095). Outcome 1: Develop a voluntary organisation management training for African National Society leaders During 2007 and 2008, the OD department has developed a proposal and done consultations with National Societies and different partners on creating a self-managed, self-financed training facility to 4
5 run a voluntary organisation management training for African National Society leaders. A first module of the training (on Human resources) has also been developed and tested. The aim of the initiative is to give top leaders of all National Societies in Africa a possibility to do systematic studies on the most effective and successful ways of running voluntary organizations in an African context. It is expected that leaders, using this knowledge, will be able to develop and lead their organizations so that self-financed services to the vulnerable are improved and expanded. The overall aim is to make National Societies sustainable through effective service delivery systems and recurring and sustainable fund raising sources. If successful, this initiative will then be introduced on other continents as well. During 2009 and 2010, the work to create such a training facility will continue. It will never be possible for the Federation Secretariat to administer and finance this big initiative on its own. The role of the OD department in this is strictly entrepreneurial; it is limited to develop and promote the idea and to ensure quality. The Secretariat will be one of several partners in the project, which has to have its own legal form and fund-raising are critical to the complementation of this initiative and the securing of these factors. Outcome 2: Develop and run global OD pilot projects (3 years) Continue to support the existing global OD pilot projects in Burundi and Ghana: Under the umbrella title "Mobilizing the local capacity of Africa", the Secretariat OD department is running two global OD pilot projects: One is done by the Burundi Red Cross and the other by the Ghana Red Cross. Both started during 2007 and will be finalized during The aim of the Burundi pilot is to have a Red Cross unit (consisting of an elected committee, volunteers and a service to the vulnerable) in each one of Burundi s 2,725 villages. A nation-wide support system will also be built in order to ensure the sustainability and quality of the system. The Ghana pilot has similar aims. It builds on existing Mothers Clubs and will create a nationwide network of village-based units and services. The three year goal is to cover 10 per cent of Ghana s 78,664 local communities. Based on that achievement the network can then be extended further. In these pilots, in the first year the National Society develops, tests and verifies 1) a standard Red Cross grassroots unit with service, 2) a work method on how to efficiently create such units, and 3) the structure and tasks of a nation-wide system to coordinate, train and support the units. Based on this, in the second and third year the National Society covers bigger and bigger geographical areas with units by replicating. At the same time it puts the coordination and support system in place in those geographical areas. This is an accelerating process and as experience grows, more and more people are trained to do it. In both countries the first project year has now passed, and the second year has started. By running the pilots, the two National Societies are developing a strategy for the International Federation on how to develop in Africa a large number of grassroots units through a systematic approach. Besides this main aim, the two pilots are simultaneously testing some of the main elements of the Intensified Capacity Building (ICB) approach and its OD support work. The knowledge gained has already been used in rolling out the ICB in the second half of 2007 and will have further use in the next few years. The two pilots are not funded through ICB, but through fund-raising. Funding is needed for project year three. The cost is around 100,000 CHF per project and year. The exact amount of money needed depends on the development of the pilots and the increase in geographical area. The funding also covers project administration at the global level, and coaching visits periodically to Burundi and Ghana. An important part of all piloting is to collect, analyze and share knowledge gained. During 2009 a knowledge sharing workshop for African National Societies and partner National Societies will be organized to present and discuss the development approaches used in the Burundi and Ghana pilot projects. As part of this, a knowledge sharing a film on each pilot will be produced, translated and 5
6 distributed. In 2010, after the end of the projects, similar knowledge sharing activities will take place. Funding is being sought for this work. Start one more global OD pilot project in Africa The OD department will agree with ICRC on running together a third OD pilot project in Africa in order to develop and test effective methods to develop NSs working together with ICRC. During 2009 we will jointly identify and make an agreement with a suitable NS, coach it to design a development plan, and to start the pilot. The pilot will continue during 2010 through Outcome 3: Intensified Capacity Building support Intensified Capacity Building (ICB) is described in detail separately (Please refer to the Capacity Building Fund plan). All the funding needs are described in the programme plan. The ICB support is an investment in National Society development. Its tailor-made assistance is based on a special ICB plan developed by the selected National Society. The plan must take a strategic and holistic approach to National Society development and include at least four of the eight OD dimensions the ICB scope decided by the Governing Board: Support to build/expand community level units/branches and their service delivery capabilities as per Global Agenda Goals. Support for volunteering development. Support for improving human resources (paid staff) management. Support for resource mobilization linked to communications and image issues. Support for leadership development covering strategic planning and senior management competence development. Support for competence development in performance and accountability tracking including planning, monitoring, evaluation and reporting as well as financial management. Support for integrating gender analysis in programming. Support for scaling-up models of programme delivery, including under the framework of global and operational alliances. The ICB approach is expected not only to help individual National Societies to greatly improve and expand their organization and work, but also through knowledge sharing and dissemination of success stories, inspire and encourage further development in a growing number of National Societies. ICB is expected to increase the demand for global tools, approaches and standards and will give substantial experience-based feedback on the existing ones, some of which might have to be revised. The ICB work at the Secretariat level consists of fund management and OD technical input such as reviewing the applications to ICB in all four rounds during 2009 and 2010, support to zones involved in ICB support to National Societies, and knowledge sharing actions: Reports, articles, meetings, website, leaflets etc. ICB support will be given to 20 National Societies in 2009 and 30 in Outcome 4: Global OD Forum To meet the needs of all zone OD coordinators, OD delegates, the National Societies OD practitioners and of different OD partner organizations, 2009 will provide a platform for knowledge sharing through the Red Cross Red Crescent Global OD Forum. This will be an opportunity for greater professional development for OD practitioners through being introduced to new tools and approaches, new models and the sharing of best practices, as well as ICB case studies. The purpose is to increase the general quality and coordination of OD work within the Red Cross and Red Crescent Movement with the ultimate aim to promote stronger National Societies with increased and more sustainable service delivery. The Global OD Forum will be organized together with and supported by the Global OD Partnerships for National Society Development, ICRC and other partners. Partners from the corporate sector and other 6
7 humanitarian and civic society will be invited. World leading experts in the area of OD, National Society development and management, volunteering etc. will be invited to give lectures and run workshops. The goal for 2009 is 100 participants. Outcome 5: Develop OD policy and implementation guide A special OD Policy covering the needs of supporting Global Agenda Goal 3 will be developed in time for General Assembly decision A special OD Policy implementation guide will also be developed. Outcome 6: Global OD partnerships for National Society development The global OD partnerships for National Society development will be formally launched mid The alliance is formed to improve, expand and harmonize the OD intervention to National Societies. It is a resource network for technical support, funding of programmes and initiatives, peer-topeer support and mentoring linkages, and in-kind support. It will explore new innovative ways of giving support, such as developing zone based National Society knowledge, regional training or support centres, and expanding community development efforts. Besides the Secretariat of the International Federation, it is expected to involve National Societies, corporate sector, donors, and other interested partner. The OD department in Geneva will serve as the secretariat to encourage and facilitate opportunities for partnerships among National Societies. Outcome 7: Develop and implementation of OD indicators based on the Characteristics of a Well-functioning National Society The OD department will form a committee of experts to develop and pilot OD indicators through the zones based on the Characteristics of a Well-functioning National Society. After consultations, the developed indicators will be printed and distributed to National Societies and serve as standards for future organisational peer-to-peer auditing and mentoring. Outcome 8: Develop cooperation with the business community The OD department will together with one or several National Societies pilot cooperation with multinational companies in the area of corporate social responsibility and corporate volunteering to identify how this approach can be used in giving OD support to National Societies. As part of this arrangement together with one of the African zones, a National Society development workshop will be organised between National Societies and the business community resulting in arriving at joint community initiatives. Outcome 9: Global induction course for new National Society leaders The global induction course for new National Societies leaders is given once or several times every year by the International Federation and ICRC together. It is given in the four official languages and sometimes in an additional language. The aim is to make the leaders familiar with the key aspects of the work and responsibilities of the different components of the Red Cross Red Crescent Movement and aware of their own international roles and obligations. The outcome is good governance at global and national level. For 2009 the aim is to arrange the global course in English for 25 National Society leaders and to develop the curriculum and arrange for a course in Arabic. For 2010 the aim is to arrange it in French. In addition, the induction course for National Society Leadership will be piloted and implemented at the Zone level in the Europe Zone. 7
8 Outcome 10: OD delegate training and furthering OD development for National Societies In both 2009 and 2010 the OD department will organize the yearly OD training for Federation and National Society OD delegates and focal points of National Societies. The aim is to improve the quality of the OD work delivered in the field through sharing knowledge, models and best practices, as well as to look at areas of collaboration. Priority will be placed on reinforcing the importance and implementation of OD and capacity building as cross-cutting in service development and delivery. b) Profile of target audience and final beneficiaries The target group for the global OD programme is the member societies. But as this aim is to help National Societies to grow strong and to increase their service delivery, a number of other groups benefit as well. The most important of them are of course the growing number of vulnerable served and the growing number of volunteers working with them. Global OD guidance and support also have several intermediate target groups like OD coordinators, delegates, and OD and other technical focal points. c) Potential risks and challenges An OD process within National Societies depends on good leadership, a good and relevant plan, and adequate funding. In most cases it also needs a stable environment allowing leaders and dedicated staff to focus on the OD process. As the process takes time, often 3 5 years, it is essential that the given conditions do not change too much. There are thus a number of threats such as leadership change, insufficient funding, other demands and initiatives diverting leadership and staff focus, changes in the operating environment and so on. Similarly, within the International Federation support system, there is a need for consistent and holistic support to that National Society process. That might be difficult to maintain as Secretariat priorities might change, funding of individual delegate positions may not be secured, change in delegates might occur etc. The OD team s approach to these challenges is to try to minimize them through binding written agreements, better National Society development plans, secured funding, policy development etc. The establishment of the seven zones, each with a zone OD coordinator, is a major improvement of the IFRC OD support system. However as is the case with all successful OD processes, it may take some time before this is fully operational and the benefits can be seen. The increased demands in OD and capacity building for National Societies accentuates the challenge of the OD team to effectively provide optimum support and services to meet the needs of the zones and National Societies due to the limited human resource of the OD team. Thus, the OD department is requesting a minimal increase of 2 staff by 2009, and 5 for Role of the Secretariat a) Technical programme support The OD department has the technical line management of Zone OD coordinators, which in their turn provide technical guidance to International Federation OD delegates. It also develops tools, know-how and training for the OD work and for the capacity building work. All this will support the development of individual National Societies. OD does not only concern itself with the National Society leadership, structure and administration, but also on how the National Society can make its programmes and projects and especially service delivery effective. When other delegates approach National Societies to help them develop their programmes, it is the role of OD to give advice and help so that they can be successful. It should also protect the interests of the target National Societies by advising against initiatives that cannot become successful. 8
9 b) Partnership development and coordination At the global level the International Federation OD work is involved in partnerships in a number of areas, for example: The Global OD Partnerships for National Society Development encourages the sharing of technical skills and resources in enhancing National Society leadership and development, as well as harmonizing OD approaches among all National Societies and partners. The global induction course for new National Society leaders is delivered in cooperation with the ICRC. The voluntary sector management training for African National Society leaders will be developed together with Movement and external partners including universities. The Red Cross Red Crescent OD forum is expected to be delivered in close coordination with a number of partners including National Societies, funding partners, and OD specialists and researchers. Promoting gender equity and diversity With its aim to support and guide the development of strong National Societies, the global OD support programme promotes gender equity and diversity. These are essential aspects of a National Society and have to be built into its structure, culture and way of working. Quality, accountability and learning A key aspect of global OD support is to actively capture the learning from the work done within National Societies, and in the work to support them. That learning has to be systematized and then shared with National Societies and with OD practitioners inside and outside the Movement. It also is the foundation for the development of relevant OD tools, guidance and quality standards. A commitment to documentation and evaluation of projects and efforts enables the bases for strong knowledge development and sharing. This requirement is stipulated in all cooperation agreements with National Societies such as the Intensified Capacity Building contracts or global OD pilots and initiatives. The knowledge captured will be shared at the annual global OD forum and through other special knowledge sharing activities. How we work The International Federation s activities are aligned with its Global Agenda, which sets out four broad goals to meet the Federation's mission to "improve the lives of vulnerable people by mobilizing the power of humanity". Contact information Global Agenda Goals: Reduce the numbers of deaths, injuries and impact from disasters. Reduce the number of deaths, illnesses and impact from diseases and public health emergencies. Increase local community, civil society and Red Cross Red Crescent capacity to address the most urgent situations of vulnerability. Reduce intolerance, discrimination and social exclusion and promote respect for diversity and human dignity. For further information specifically related to this plan, please contact: In the Federation Secretariat: Geri Lau, Head, Organizational Development Department; phone: ; fax:
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text:
As invaluable as the security solutions that protect a network are, they can be effectively rendered useless if a cybercriminal is skilled in social engineering. Social engineering is the practice of using manipulation to access protected resources, as we will review later. If your business and its team are vulnerable to a social engineering attempt, you are missing a critical piece of your data security strategy.
QuestingHound Technology Partners Blog
Three Cybercrimes Have Ended in Guilty Pleas
When so much of what we write is about the threats and attacks that exist (and are carried out) in cyberspace, it is particularly refreshing when we can discuss those responsible for these attacks in the context of their legal proceedings. For example, today we are able to discuss how actors in some of the biggest recent cybersecurity events have entered guilty pleas.
Cybersecurity Can't Stop During the Holidays
This Christmas, technology is everywhere. Traditionally, the holidays were a time when things slowed down for businesses and people spent time with their families and put their work on the back burner. Those days are over. Today's professional is lucky to get a day off for Christmas; and, because of the way business works today, may be asked to do more than ever around the holidays.
Major Cyber Threats Are Less Of A Worry With An MSP's Help
There are dozens of surveys and reports produced each year that evaluate digital threats and cybercrime. Not every publication applies to every business - but many of them do have some important take aways about the best practices of handling IT. Here's few highlights from the 2017 Cyberthreat Defense Report that offer important insight for SMBs and their use of technology.
The Federal Bureau of Investigation Has Some Valuable Cybersecurity Tips
In February of 2016, President Barack Obama passed a Cybersecurity National Action Plan. The plan implemented near-term actions and developed a long-term strategy to enhance cybersecurity awareness and protections, protect privacy, and maintain public safety. Taking action against cybersecurity now will assist with ensuring economic and national security, as well as empowering Americans to take better control of their digital security.
Hackers Beware: IBM Unleashes Supercomputer Watson to Tackle Cybercrime
Sherlock Holmes is one of the most famous detectives in fiction, but without his dear Dr. Watson, he would have been stumped on occasion. There's a good reason why IBM named its super-intelligent computer, Watson, after the famous character. True to its namesake, Watson is now being used to safeguard 40 organizations from cyber security threats.
NATO Officially Declares Cyberspace a Battlefield
Security professionals have been at war with hackers ever since the Internet was created, but a recent NATO decision has affirmed the fact that cybersecurity is a real-world problem, and one that needs to be fixed. Just like land, air, and sea, cyberspace has become a battlefield, albeit a very different kind of battlefield.