text:
Be-pfhor I even start this post I don't want to hear a single post saying use Weland or some other modern editor, I use forge, End of story. I know this has been posted before but none of those post got any satisfactory answers and are filled with basically this "USE WELAND IDIOT, WAAAAAHHH"
Recently I have been interested in modifying the original Marathon Infinity Files such as shapes sounds and physics but have came across a bug, whenever I use forge with a different shapes file including the Marathon 2 Shapes I get this:
Sorry, a run-time assertion failed in "shapes.c" at line #1138. PLEASE WRITE THIS DOWN AND MAKE A BUG REPORT!
Any way to fix this/get around this? DON'T SAY WELAND! Any help will be much appreciated, Thanks.


text:
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subset: commoncrawl


text:
This template is now compatible with OpenCart 126.96.36.199 too!
Handel is an Unique and Modern OpenCart Template. It can be used with fashion products, furniture, electronics or any other product types. It comes with a lot of features including custom jquery modules, custom css3 transitions and effects and includes also the PSD files so you can customize everything as per your needs.
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- Custom Latest Products Module
- Custom NivoSlider
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- jQuery carousel
- Custom jQuery scripts
- CSS3 Transitions and Effects
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- PSD files included
- 24h support
- and many more…
- The template is now compatible with OpenCart 1.5.4 and 22.214.171.124
- Fixed an error regarding the search field


text:
This document describes the development process for the Eclipse Foundation. In particular, it describes how the membership at large, the board of directors, other constituents of the ecosystem, and the Eclipse Management Organization (EMO) lead, influence, and collaborate with Eclipse projects to achieve these Eclipse purposes:
The Eclipse technology is a vendor-neutral, open development platform supplying frameworks and exemplary, extensible tools (the 'Eclipse Platform'). Eclipse Platform tools are exemplary in that they verify the utility of the Eclipse frameworks, illustrate the appropriate use of those frameworks, and support the development and maintenance of the Eclipse Platform itself; Eclipse Platform tools are extensible in that their functionality is accessible via documented programmatic interfaces. The purpose of Eclipse Foundation Inc., is to advance the creation, evolution, promotion, and support of the Eclipse Platform and to cultivate both an open source community and an ecosystem of complementary products, capabilities, and services.
Explanatory comments, guidelines, and checklists - as well as additional requirements added by the EMO per section 3 - are noted in yellow boxes.
This document has the following sections:
This document defines terms used elsewhere in Eclipse governance documents including the Bylaws, Membership Agreement, and IP Policy.
The following describes the guiding principles used in developing this development process.
Eclipse as a brand is the sum of its parts (all of the projects), and projects should strive for the highest possible quality in extensible frameworks, exemplary applications, transparent processes, and project openness.
The Eclipse Foundation has the responsibility to ...cultivate...an ecosystem of complementary products, capabilities, and services.... It is therefore a key principle that the Eclipse Development Process ensures that the projects are managed for the benefit of both the open source community and the ecosystem members. To this end, all Eclipse projects are required to:
Essential to the purposes of the Eclipse Foundation is the development of three inter-related communities around each project:
A thriving, diverse, and active community of developers is the key component of any Eclipse project. Ideally, this community should be an open, transparent, inclusive, and diverse community of committers and (non-committer) contributors. Attracting new contributors and committers to an open source project is time consuming and requires active recruiting, not just passive "openness". The project leadership must make reasonable efforts to encourage and nurture promising new contributors.
An active and engaged user community is proof-positive that the project's exemplary applications are useful and needed. Furthermore, a large user community is one of the key factors in creating a viable ecosystem around an Eclipse project, thus encouraging additional open source and commercial organizations to participate. Like all good things, a user community takes time and effort to bring to fruition, but once established is typically self-sustaining.
An active and engaged adopter community is the only way to prove that an Eclipse project is providing extensible frameworks and applications accessible via documented APIs. Reuse of the frameworks within the companies that are contributing to the project is necessary, but not sufficient to demonstrate an adopter community. Again, creating, encouraging, and nurturing an adopter community outside of the project's developers takes time, energy, and creativity by the project leadership, but is essential to the project's long-term open source success.
The Eclipse community considers the absence of any one or more of these communities as proof that the project is not sufficiently open, transparent, and inviting, and/or that it has emphasized applications at the expense of extensible frameworks or vice versa.
It is an explicit goal of the development process to be as clear and concise as possible so as to help the project teams navigate the complexities, avoid the pitfalls, and become successful as quickly as possible.
This document imposes requirements and constraints on the operation of the projects, and it does so on behalf of the larger Eclipse community. It is an explicit goal of the development process to provide as much freedom and autonomy to the projects as possible while ensuring the collective qualities benefit the entire Eclipse community.
Similarly, this document should not place undue constraints on the EMO or the board that prevent them from governing the process as necessary. We cannot foresee all circumstances and as such should be cautious of being overly prescriptive and/or requiring certain fixed metrics.
The frameworks, applications, projects, processes, community, and even the definition of quality continues to, and will continue to, evolve. Creating rules or processes that force a static snapshot of any of these is detrimental to the health, growth, and ecosystem impact of Eclipse.
Part of the strength of this document is in what it does not say, and thus opens for community definition through convention, guidelines, and public consultation. A document with too much structure becomes too rigid and prevents the kind of innovation and change we desire for Eclipse. In areas where this document is vague, we expect the projects and members to engage the community-at-large to clarify the current norms and expectations.
Projects are required to engage in practices that ensure the continued viability of the project, independent from the continued availability of external resources and services, or continued participation on any single individual, organization, or group.
In practical terms, projects are required to use resources and services approved by the Eclipse Foundation. This includes (but is not limited to) all source code management, distribution channels for artifacts, issue tracking, documentation, and public communication channels.
This document is entirely composed of requirements. In addition to the requirements specified in this development process, the EMO is instructed to clarify, expand, and extend this process by creating a set of development guidelines to advance the creation, evolution, promotion, and support of the open source projects; and to cultivate both a community and an ecosystem of complementary products and services.
Projects that fail to perform the required behaviors will be terminated by the EMO.
The EMO is not permitted to override or ignore the requirements listed in this document without the express written endorsement of the board of directors.
A project is the main operational unit at Eclipse. Specifically, all open source software development at Eclipse occurs within the context of a project. Projects have leaders, developers, code, builds, downloads, websites, and more. Projects are more than just the sum of their many parts, they are the means by which open source work is organized when presented to the communities of developers, adopters, and users. Projects provide structure that helps developers expose their hard work to a broad audience of consumers.
Eclipse projects are organized hierarchically. A special type of project, "top-level" projects, sit at the top of the hierarchy. Each top-level project contains one or more projects. Each project may itself contain zero or more projects. A project that has one or more projects is said to be the "parent" of those projects. A project that has a parent is oftentimes referred to as a "subproject". The term project refers to either a top-level project or a subproject.
The descendants of a project are the project itself and transitive closure of its child projects. The top parent of a project is the top-level project at the top of the hierarchy.
Projects are the unit entity for:
As defined by Bylaws of Eclipse Foundation - Article VII, the "Eclipse Management Organization" (EMO) consists of the Eclipse Foundation staff and the councils. The term EMO(ED), when discussing an approval process, refers to the subset of the EMO consisting of the executive director and whomever he or she may delegate that specific approval authority to.
Each project has exactly one set of committers. Each project's set of committers is distinct from that of any other project, including subprojects or parent projects. All project committers have equal rights and responsibilities within the project. Partitioning of responsibility within a project is managed using social convention. A project may, for example, divide itself into logical partitions of functionality; it is social convention that prevents committers from one logical partition from doing inappropriate work in another. If finer-grained management of committer responsibilities is required, a project should consider partitioning (via a Restructuring Review) into two or more subprojects.
The committers of a project have the exclusive right to elect new committers to their project; no other group, including a parent project, can force a project to accept a new committer.
There is no roll-up of committers: the set of committers on a project is exactly that set of people who have been explicitly elected into that role for the project (i.e. being a committer on a subproject does not give you any automatic rights on the "parent" project or any child project).
In practical terms, each project has a single UNIX group of its committers that provides write-access to the project's resources. Pictorially below, we see that a project, in addition to the various resources and committers it has, can also have zero or more subprojects. Each of these subprojects has its own distinct set of committers and resources.
Each project owns and maintains a collection of resources.
Resources may include source code, a project website, space on the downloads server, access to build resources, and other services provided by the Eclipse Foundation infrastructure. The exact infrastructure provided by the Eclipse Foundation varies over time and is defined outside this process document.
A project is not strictly required to make use of all the resources made available; a project might, for example, opt to not maintain a source code repository. Such a project might operate as an organizational unit, or container, for several subprojects. Similarly, a project might opt to provide a consolidated website, build and/or download site for its subprojects (the subprojects would then not require those resources for themselves).
Namespaces are assigned to a project by the EMO. All project source code must be organized in the assigned namespaces and projects can only release code under their own namespace (that is, they cannot infringe on another Eclipse project's namespace). Projects should work with their PMCs and the EMO to request exceptions to this rule, and with their mentors and PMC if there are questions regarding the use of the namespace.
A project at any level may receive IP clearance for contributions and third-party libraries. IP approval will often include the same approval for all descendant projects. However, IP clearance will only be granted at the most appropriate technical level.
Projects are the level of communication with the larger Eclipse community and ecosystem. Projects may either have their own communications (website, mailing lists, forums/newsgroups, etc) or they may be part of a parent project's communications (website, mailing list, forums/newsgroups, etc). In either case, the project is required to maintain an open and public communication channel with the Eclipse community including, but not limited to, project plans, schedules, and design discussions.
All projects must make the communication channels easy to find. Projects are further required to make the separate communication channels of their child projects (if any) easy to find.
Any project in the incubation phase must correctly identify its website and releases. A project with at least one descendant project in incubation phase must correctly annotate its own website so as to notify the Eclipse community that incubating projects exist in its hierarchy. Any release containing code from an incubation phase project must be correctly labeled, i.e., the incubation phase is viral and expands to cover all releases in which it is included.
Each top-Level project has a Charter which describes the purpose, scope, and operational rules for the top-level project. The charter should refer to, and describe any refinements to, the provisions of this development process. The board of directors approves the charter of each top-level project.
Subprojects do not have separate charters; subprojects operate under the charter of their parent top-Level project.
All projects have a defined scope and all initiatives within that project are required to reside within that scope. Initiatives and code that is found to be outside the scope of a project may result in the termination of the project. The scope of top-level projects is part of the charter, as approved by the board of directors of the Eclipse Foundation.
The scope of a subproject is defined by the initial project proposal as reviewed and approved by the Project Management Committee (PMC) (as further defined below) of the project's top parent and by the EMO. A project's scope must be a subset of its parent's scope.
There are two different types of project leadership at Eclipse: The Project Management Committee (PMC) and project leads. Both forms of leadership are required to:
The leadership chain for a project is composed of the project's project lead(s), the leadership of the parent project (if any), the PMC leads and PMC members for the top-level project, the EMO, and the EMO(ED).
In exceptional situations—such as projects with zero active committers, disruptive committers, or no effective project leads—the project leadership chain has the authority to make changes (add, remove) to the set of committers and/or project leads of that project, and otherwise act on behalf of the project lead.
Top-level projects are managed by a Project Management Committee (PMC). A PMC has one or more PMC leads and zero or more PMC Members. Together the PMC provides oversight and overall leadership for the projects that fall under their top-level project. The PMC as a whole, and the PMC leads in particular, are ultimately responsible for ensuring that the Eclipse Development Process is understood and followed by their projects. The PMC is additionally responsible for maintaining the top-level project's charter.
PMC leads are approved by the board of directors; PMC members are elected by the existing PMC leads and members, and approved by the EMO(ED).
In the unlikely event that a member of the PMC becomes disruptive to the process or ceases to contribute for an extended period, the member may be removed by the unanimous vote of the remaining PMC members, subject to approval by the EMO. Removal of a PMC Lead requires approval of the Board.
Eclipse projects are managed by one or more project leads. Project leads are responsible for ensuring that their project's committers are following the Eclipse Development Process, and that the project is engaging in the right sorts of activities to develop vibrant communities of users, adopters, and contributors. The initial project leads are appointed and approved in the creation review. Subsequently, additional project leads must be elected by the project's committers and approved by the project's PMC and the EMO(ED).
In the unlikely event that a project lead becomes disruptive to the process or ceases to contribute for an extended period, the individual may be removed by the unanimous vote of the remaining project leads (if there are at least two other project leads), or unanimous vote of the project's PMC.
Each project has a development team, led by the project leaders. The development team is composed of committers and contributors. Contributors are individuals who contribute code, fixes, tests, documentation, or other work that is part of the project. Committers have write access to the project's resources (source code repository, bug tracking system, website, build server, downloads, etc.) and are expected to influence the project's development.
Contributors who have the trust of the project's committers can, through election, be promoted committer for that project. The breadth of a committer's influence corresponds to the breadth of their contribution. A development team's contributors and committers may (and should) come from a diverse set of organizations. A committer gains voting rights allowing them to affect the future of the project. Becoming a committer is a privilege that is earned by contributing and showing discipline and good judgment. It is a responsibility that should be neither given nor taken lightly, nor is it a right based on employment by an Eclipse member company or any company employing existing committers.
The election process begins with an existing committer on the same project nominating the contributor. The project's committers will vote for a period of no less than one week of standard business days. If there are at least three (3) positive votes and no negative votes within the voting period, the contributor is recommended to the project's PMC for commit privileges. If there are three (3) or fewer committers on the project, a unanimous positive vote of all committers is substituted. If the PMC approves, and the contributor signs the appropriate committer legal agreements established by the EMO (wherein, at the very least, the developer agrees to abide by the Eclipse Intellectual Property Policy), the contributor becomes a committer and is given write access to the source code for that project.
At times, committers may become inactive for a variety of reasons. The decision making process of the project relies on active committers who respond to discussions and vote in a constructive and timely manner. The project leads are responsible for ensuring the smooth operation of the project. A committer who is disruptive, does not participate actively, or has been inactive for an extended period may have his or her commit status revoked by the project leads. Unless otherwise specified, "an extended period" is defined as "no activity for more than six months".
Active participation in the user communication channels and the appropriate developer mailing lists is a responsibility of all committers, and is critical to the success of the project. Committers are required to monitor and contribute to the user communication channels.
Committers are required to monitor the mailing lists associated with the project. This is a condition of being granted commit rights to the project. It is mandatory because committers must participate in votes (which in some cases require a certain minimum number of votes) and must respond to the mailing list in a timely fashion in order to facilitate the smooth operation of the project. When a committer is granted commit rights they will be added to the appropriate mailing lists. A committer must not be unsubscribed from a developer mailing list unless their associated commit privileges are also revoked.
Committers are required to track, participate in, and vote on, relevant discussions in their associated projects. There are three voting responses: +1 (yes), -1 (no, or veto), and 0 (abstain).
Committers are responsible for proactively reporting problems in the bug tracking system, and annotating problem reports with status information, explanations, clarifications, or requests for more information from the submitter. Committers are responsible for updating problem reports when they have done work related to the problem.
Committer, PMC lead or member, project lead, and council representative(s) are roles; an individual may take on more than one of these roles simultaneously.
The councils defined in the bylaws, section VII are comprised of strategic members and PMC representatives. The councils help guide the projects as follows:
A project may designate a subproject as a "permanent incubator". A permanent incubator is a project that is intended to perpetually remain in the incubation phase. Permanent incubators are an excellent place to innovate, test new ideas, grow functionality that may one day be moved into another project, and develop new committers.
Permanent incubator projects never have releases; they cannot participate in the annual simultaneous release. Permanent incubators may have builds, and downloads. They conform to the standard incubation branding requirements and are subject to the IP due diligence rules outlined for incubating projects. Permanent incubators do not graduate.
The scope of a permanent incubator project must fall within the scope of its parent project. The committer group of the permanent incubator project must overlap with that of the parent project (at least one committer from the parent project must be a committer for the incubator). Permanent incubator projects do not require Architecture Council mentors (the parent project's committers are responsible for ensuring that the incubator project conforms to the rules set forth by the Eclipse Development Process).
A permanent incubator project must be designated as such by including the word "incubator" in its name (e.g. "Eclipse Incubator"). To do otherwise is considered exceptional and requires approval from the PMC and EMO(ED).
Only top-level projects and projects in the mature phase may create a permanent incubator. Permanent incubator projects are created upon request; a creation review is not required.
Projects are required to make a project plan available to their community at the beginning of the development cycle for each major and minor release. The plan may be as simple as a short description and a list of issues, or more detailed and complex. Subprojects may opt to include their plans with those of their parent project.
Project Plans must be delivered to the community through communication channels approved by the EMO. The exact nature of the project plan varies depending on numerous variables, including the size and expectations of the communities, and requirements specified by the PMC.
Projects must work within their scope. Projects that desire to expand beyond their current scope must seek an enlargement of their scope using a public review as described below. Further, projects must fit within the scope defined by their containing projects and the scope defined in the charter of their top-level project.
Projects must provide advanced notification of upcoming features via their project plan.
New project proposals are required to have at least one mentor. Mentors must be members of the Architecture Council. The mentors must be listed in the proposal. Mentors are required to monitor and advise the new project during its incubation phase; they are released from that duty once the project graduates to the mature phase.
Projects go through distinct phases. The transitions from phase to phase are open and transparent public reviews.
An individual or group of individuals declares their interest in, and rationale for, establishing a project. The EMO will assist such groups in the preparation of a project proposal.
The pre-proposal phase ends when the proposal is published by EMO and announced to the membership by the EMO.
The proposers, in conjunction with the destination PMC and the community, collaborate in public to enhance, refine, and clarify the proposal. Mentors for the project must be identified during this phase.
The proposal phase ends with a creation review, or withdrawal. The proposal may be withdrawn by the proposers at any point before the start of a creation review. The EMO will withdraw a proposal that has been inactive for more than six months.
The purpose of the incubation phase is to establish a fully-functioning open-source project. In this context, incubation is about developing the process, the community, and the technology. Incubation is a phase rather than a place: new projects may be incubated under any existing project.
Many Eclipse projects are proposed and initiated by individuals with extensive and successful software development experience. This document attempts to define a process that is sufficiently flexible to learn from all its participants. At the same time, however, the incubation phase is useful for new projects to learn the community-defined Eclipse-centric open source processes.
Only projects that are properly identified as being in the incubation phase (including designated permanent incubator projects) may use the Parallel IP Process to reduce IP clearance process for new contributions.
The project team has demonstrated that they are an open-source project with an open and transparent process; an actively involved and growing community; and Eclipse-quality technology. The project is now a mature member of the Eclipse community. Major releases continue to go through release reviews.
Projects that become inactive, either through dwindling resources or by reaching their natural conclusion, are archived. Projects are moved to archived status through a termination review.
If there is sufficient community interest in reactivating an archived project, the project can start again with a creation review. As there must be good reasons to have terminated a project, the creation review provides a sufficiently high bar to prove that those reasons are no longer valid.
The Eclipse Development Process is predicated on open and transparent behavior. All major changes to Eclipse projects must be announced and reviewed by the membership-at-large. Major changes include the project phase transitions as well as the introduction or exclusion of significant new technology or capability. It is a clear requirement of this document that members who are monitoring the appropriate media channels not be surprised by the post-facto actions of the projects.
Projects are responsible for initiating the appropriate reviews. If it is determined to be necessary, the project leadership chain (e.g. the PMC or EMO) may initiate a review on the project's behalf.
All reviews have the same general process:
The review documentation requirements, and criteria for the successful completion of each type of review will be documented by the EMO. PMCs may establish additional success criteria.
The review period is open for no less than one week and usually no more than two weeks of generally accepted business days. The review ends with the announcement of the results in the defined review communication channel.
If any member believes that the EMO has acted incorrectly in approving or failing a review may appeal to the board of directors to review the EMO's decision.
The purpose of the creation review is to assess the community and membership response to the proposal, to verify that appropriate resources are available for the project to achieve its plan, and to serve as a committer election for the project's initial committers. The Eclipse Foundation strives not to be a repository of "code dumps" and thus projects must be sufficiently staffed for forward progress.
The creation review documents must include short nomination bios of the proposed initial committers. These bios should discuss their relationship to, and history with, the incoming code and/or their involvement with the area/technologies covered by the proposal. The goal is to help keep any legacy contributors connected to new project and explain that connection to the current and future Eclipse membership, as well as justify the initial committers' participation in a meritocracy.
The purpose of the graduation review is to mark a project's change from the incubation phase to the mature phase.
The graduation review confirms that the project is/has:
A graduation review is generally combined with a release review.
The purposes of a release review are: to summarize the accomplishments of the release, to verify that the IP Policy has been followed and all approvals have been received, to highlight any remaining quality and/or architectural issues, and to verify that the project is continuing to operate according to the principles and purposes of Eclipse.
The purpose of a termination review is to provide a final opportunity for the committers and/or Eclipse membership to discuss the proposed archiving of a Project. The desired outcome is to find sufficient evidence of renewed interest and resources in keeping the project active.
The purpose of a restructuring review is to notify the community of significant changes to one or more projects. Examples of "significant changes" include:
Reviews can be combined at the discretion of the PMC and EMO. Multiple projects may participate in a single review. Similarly, multiple review types can be engaged in simultaneously. A parent project may, for example, engage in an aggregated release review involving itself and some or all of its child projects; a consolidated restructuring review may move the code for several projects; or a release review may be combined with a graduation review. When multiple reviews are combined, the review documentation must explicitly state all of the projects and types of reviews involved, and include the required information about each.
It should be noted that the purpose of combining reviews is to better serve the community, rather than to reduce effort on the part of the project (though it is fortunate when it does both). Combining a release and graduation review, or aggregating a release review of a project and several of its child projects generally makes sense. Combining release reviews for multiple unrelated projects most likely does not.
Any project, with exception of permanent incubators, may make a release. A release may include the code from any subset of the project's descendants.
(Most of this section is borrowed and paraphrased from the excellent Apache Software Foundation Releases FAQ. The Eclipse community has many of the same beliefs about Releases as does the Apache community and their words were already excellent. The Apache Software Foundation Releases FAQ is distributed under the Apache License, Version 2.0.)
Releases are, by definition, anything that is distributed outside of the committers of a project. If users are being directed to download a build, then that build has been released (modulo the exceptions below). All projects and committers must obey the Eclipse Foundation requirements on approving any release.
(Exception 1: nightly and integration builds) During the process of developing software and preparing a release, various nightly and integration builds are made available to the developer community for testing purposes. Do not include any links on the project website, blogs, wikis, etc. that might encourage non-early-adopters to download and use nightly builds, release candidates, or any other similar package (links aimed at early-adopters and the project's developers are both permitted and encouraged). The only people who are supposed to know about such packages are the people following the developer mailing list and thus are aware of the limitations of such builds.
(Exception 2: milestone and release candidate builds) Projects are encouraged to use an agile development process including regular milestones (for example, six week milestones). Milestones and release candidates are "almost releases" intended for adoption and testing by early adopters. Projects are allowed to have links on the project website, blogs, wikis, etc. to encourage these outside-the-committer-circle early adopters to download and test the milestones and release candidates, but such communications must include caveats explaining that these are not official releases.
x.yMz, e.g., 2.3M1
(milestone 1 towards version 2.3), 2.3M2 (milestone 2 towards
version 2.3), etc.
x.yRCz, e.g.,
2.3RC1 (release candidate 1 towards version 2.3).
x.y, e.g., 0.5, 1.0, 2.3, etc.
All official releases must have a successful release review before being made available for download.
(Exception 3: bug fix releases with no new features) Bug fix releases (x.y.z, e.g., 2.3.1) with no new features over the base release (e.g., 2.3) are allowed to be released without an additional release review. If a bug fix release contains new features, then the project must have a full release review.
Under no circumstances are builds and milestones to be used as a substitute for doing proper official releases. Proper release management and reviews is a key aspect of Eclipse quality.
Releases for projects in the incubation phase must be labeled to indicate the incubation status of the project.
When a member has a concern about a project, the member will raise that concern with the project's leadership. If the member is not satisfied with the result, the member can raise the concern with the parent project's leadership. The member can continue appeals up the project leadership chain and, if still not satisfied, thence to the EMO, then the executive director, and finally to the board of directors. All appeals and discussions will abide by the guiding principles of being open, transparent, and public.
Member concerns may include:
A variety of grievance resolutions are available to the EMO up to, and including, rebooting or restarting a project with new Committers and leadership.
In the event of a conflict between this document and a board of directors-approved project charter, the most recently approved document will take precedence.
As specified in the bylaws, the EMO is responsible for maintaining this document and all changes must be approved by the board of directors.
Due to the continued evolution of the Eclipse technology, the Eclipse community, and the software marketplace, it is expected that the Eclipse Development Process (this document) will be reviewed and revised on at least an annual basis. The timeline for that review should be chosen so as to incorporate the lessons of the previous annual coordinate release and to be applied to the next annual coordinated release.
The EMO is further responsible for ensuring that all plans, documents and reports produced in accordance with this development process be made available to the membership at large via an appropriate mechanism in a timely, effective manner.
This document was approved by the Eclipse Foundation Board of Directors in its meeting on November 2/2015. It takes effect (replacing all previous versions) on December 2/2015.
Changes made in this document:
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Frank De Winne's diary from space
During his mission on board the International Space Station (ISS) Frank De Winne was able to take a look at our planet from above. At a height of 400 kilometres you can clearly see the vulnerability of the Earth. "We have to take good care of our planet", concludes De Winne.
"From space you can see the Earth and just above it a very thin blue layer", Frank De Winne told after his return. That thin layer is our atmosphere. It becomes gradually darker and darker and eventually as black as coal.
De Winne was very awed by the thinness of this atmosphere.
"You know, the Space Station is orbiting the Earth at a height of 400 kilometres. The outer layers of the atmosphere reach a height of no more than twenty kilometres. It is an incredible feeling to know that this thin layer is protecting life on Earth. This has made an enormous impression on me."
Day 6
Today we performed the Cardiocog experiment for the last time. This experiment has really been working great. And it is also a very nice sign of cooperation. It is a combined experiment of four universities with equipment from CNES [French space agency] that has already been used during the Andromède mission of Claudie [Haigneré].
Unfortunately one of the experiments (Nanoslab) in the Microgravity Science Glovebox is not running as planned. Ground control has been of great help trying to fix it but so far no succes. But this is also space! 100% success is not yet for today in space, we are still learning a lot as we go on. And I'm sure that we will also learn a lot from this!
This afternoon I will have educational experiments. This will be really fun. Talking to a group of future scientists. I hope that for them access to space is a lot easier and a lot more people can fly to space, to work, to do science or just to relax, because it is really fun to fly up here!
Yesterday Sergei taught me some tricks to do acrobatics in space, making saltos and loops! Or how to really fly!! We really had good fun. It is necessary to relax from time to time!
Day 5
Today I had another ARISS communication. This is amateur radio communication used to get in touch with school children. Really good fun. I enjoyed it a lot. Unfortunately I missed Belgium because of it. The weather was fine but during the passage over Belgium I was sitting by the radio, and unfortunately there is no window there. But between talking to the scientists and engineers of tomorrow and looking through the window, the choice was quickly made.
I also stopped the DCCO experiment and this afternoon I will start with the Nanoslab experiment.
I have to be careful now, I'm getting more used to flying in the Station, so I start to fly faster, but sometimes I miscalculate my speed. This morning I bumped into Sergei, luckily it was not the wall! I could have hurt myself!
This evening I will have also two conferences with Belgian TV stations. I'm looking forward to it. It's great to tell people what we are doing up here, that it is a lot of fun, but also that we do good science.
That's all for now, Frank.
Day 4
This morning I did a second set of the Neurocog experiment. Again there were some small problems but ground control as always was very helpful and we succesfully finished the experiment. Thanks for all your support on the ground there.
I'm really looking forward to another day in the US Lab [Destiny] tomorrow. We will do the Nanoslab experiment.
Today I made a 'morning movie', getting up, washing, breakfast... really good fun. I hope that it can be used later to show how life is going on board the Station.
I just missed Belgium this morning looking outside the window... I really need to start working on that! There are still so many things to see but I'm just so busy. Well, maybe on my next flight.
Ciao all, Frank.
Day 3
The whole crew of Taxi-flight 4 performed the Cardiocog experiment today. I continued the experiments that were already underway and we also started with the new Cardiocog experiment.
Tonight I have a special event with the city of Sint-Truiden [Frank's hometown]. This morning I had a 10-minute communications session with a school, also in Sint-Truiden.
The Cardiocog experiment is really great. In one setup we perform four experiments for different universities in Belgium. The people on the ground did a great job preparing and planning for it. I'm really happy everything went well.
This morning was a little bit hectic, running between having breakfast, getting washed and shaved (we take pictures and videos every day, so I have to look decent!), setting up the Cardiocog experiment, talking to the school kids and listening in to the daily conference... I was glad when I could start with the experiment and concentrate on just one thing, although talking to the kids in Sint-Truiden was really fun... I really hope they enjoyed it as well down there!
Now its time to work on some symbolic events… so I have to run. I'm already behind schedule... I enjoyed the Russian lunch too much at noon...
Talk to you tomorrow!
Day 2
Today we started the Neurocog experiment. After some initial problems, everything worked just fine! It's really fun working with Sergei [Zaletin] and Yuri [Lonchakov]. Valerie [Korzun] helped us out with setting everything up.
We have found a quiet place where we can work without disturbing the main crew because they are also very busy packing and preparing for the next Shuttle arrival. As well as the Neurocog Experiment, we're busy with blood sampling for Sympatho, Message, DCCO and Promiss monitoring.
After three days in space, I could finally wash my hair and have an almost normal morning toilet (washed with a wet towel and washed my hair – although it's already messed up again due to the paste for the electrodes of the Neurocog experiment). Still, it felt very good.
For breakfast, I had an American-style omelet with Russian bread. The main crew is really treating me well and giving me all the best things. They are perfect hosts!
Yesterday I was worried about the Promiss experiment, so many people worked so hard on it and it didn't want to start. But with the help of Peggy [Whitson] and a last try by the ground, everything is now up and running - great! My day couldn't have had a better start than to see that green running light this morning!
Day 1 (1 November)
Today was the docking day. Lots of work in the Soyuz, but everything went well. We had a great welcome by the main crew, Valeri [Yorzun], Sergei Treschev and Peggy [Whitson]. We were also able to do a conference with our friends and family, really great to keep the spirits up.
We started work, we installed and activated Message and Aquarius (Sergei did that with my help) and had lots to do in the Microgravity Science Glovebox (MSG).
Later today we'll have our first meal in the station. I'm looking forward to it! This station looks really great, a real paradise in terms of room, after the journey in the Soyuz. That's it for today, still plenty of work to do so I'm off.
31 October
We really got some sleep tonight. And I took my first pictures of this beautiful planet. I had my first meal in space, chicken omelet - really tasty. Sergei [Zaletin] and Yuri [Lonchakov] are a great crew.
30 October
What a ride on the rocket! Although we got up early, I'm feeling quite fit. A lot of work though on the first day, so not much time to write.


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|*October 9 - 15
|The Fiery Furnace
Read for This Week's Study: Daniel 3
Memory Text:
| "'When you pass through the waters, I will be with you; and
through the rivers, they shall not overflow you. When you walk through the
fire, you shall not be burned, nor shall the flame scorch you'"
When Polycarp, bishop of Smyrna, was brought before a tribunal, the proconsul said," 'Swear by the fortune of Caesar. . . swear and I will release you; reproach Christ.'
"Polycarp responded: 'Eighty and six years I have served Him, and He has done me no wrong. How can I speak evil of my King who saved me?'
"'I have wild beasts,' said the proconsul, 'and will expose you to them unless you repent.'
'Call them!' said Polycarp, who, never relenting, died a martyr's death."Adapted from Elon Foster, 6000 Sermon illustrations (Grand Rapids: Baker, 1956), p. 273.
This week we will see how three Hebrews, like Polycarp, faced a test concerning faithfulness and worship. The first battle in this world was over worship (Gen. 4:4-8, 1 John 3:12); the last will be, as well (Rev. 14:9-12). How important that we understand the issues involved.
The Week at a Glance:
|Why did Nebuchadnezzar have the golden image made? Who delivered the three boys, and of what is that deliverance symbolic? What is the difference between believing in God and knowing God?
*Study this week's lesson to prepare for Sabbath, October 16.
|October 10
The Image of Gold (Dan. 3:1-7).
For a time after the vision in Daniel 2, Nebuchadnezzar was influenced by the fear of God. However, the prosperity attending his reign filled him with pride, and, in time, he resumed his idol worship. He determined to reproduce the image he had seen, but his image should be entirely of goldsymbolic of Babylon as an eternal, indestructible, all-powerful kingdom that should stand forever.
Why was the king's act of making the statue an act of defiance against what Daniel, in chapter 2, said would happen? See Dan. 2:34, 35.
The event in Daniel 3 is not dated, but it must have been several years after the vision of Daniel 2 (603 B.C.). A possible date is 594 B.C., when Zedekiah, as ruler of Judah, was summoned to Babylon (Jer. 51:59), most likely in connection with the dedication of the golden statue.
What did Nebuchadnezzar hope to achieve by inviting all the officials of the realm and demanding their worship of the golden statue? Dan. 3:4-6.
Kings in ancient times always had to be wary of the danger of an internal revolt. A ceremony such as we find in this chapter, where all the officials had to show public allegiance to the king, would have served well to bring them all into line. The act of bowing to the image would have indicated, at least outwardly, obedience and loyalty to the king himself.
The death penalty for not bowing down to the idol seems rather harsh, but absolute monarchs or rulers in any age have never taken kindly to challenges to their authority. The king dared anyone to defy his power and authority, and the officials knew he meant it. The fiery furnace was no idle threat either. Jeremiah 29:22 records that the king burned to death two Jewish men called Zedekiah and Ahab. This makes the stand of the three Hebrews all the more remarkable.
|Nebuchadnezzar, obviously, struggled with his legacyhe wanted it to last forever. We all, to some degree, struggle with this same problem, the sense of our own mortality and transience. What's our only hope, and why? See 1 John 2:16, 17.
|October 11
Three Hebrews Defy the King (Dan. 3:8-18).
Who reported to the king that Daniel's friends refused to bow down to is image? Dan. 3:8. What possibly motivated them to tell the king?
In so vast a crowd, the king probably could not see that three men were still standing, and certain men went to him to inform him. These Chaldeans were, more than likely, jealous of the honors bestowed on the three Hebrews, and they gladly took the opportunity to report them.
What is the relationship between the images in Daniel 3 and Revelation 13:11-18?
Prophecy tells us that in the last days another image will be set up to enforce religious uniformity. A universal economic boycott and ultimately a death decree will be issued against all who refuse to worship "the beast and its image." Also, in both chapters, the number six, as a symbol of man under the control of Satan, is prominent (see Dan. 3:1). The worship of the golden image by the people in ancient Babylon is referred to six times (see Dan. 3:5, 7, 10, 12, 14, 18). And by God's design, in the book of Revelation, the warning against worshiping the beast and his image is also given six times (see Rev. 13:15; 14:9, 11; 16:2; 19:20; 20:4).
On the plain of Dura officials of all ranks attended. The ceremony of dedication was an act of worship of the power and might of Nebuchadnezzar, which the three Hebrews refused to do. The whole story illustrates the close connection between state and religion. This kind of onion has, in fact, characterized most nations throughout history. The idea of a secular state, one that keeps as much as possible out of the domain of religious affairs, is a fairly recent phenomenon.
The conversation between the king and the three Hebrew youths is one of the most remarkable recorded in Scripturean autocratic king and three young men who defy his order because of their belief in the God of the universe. What a scene!
|What are some things that now, today, we are tempted to worship? Are we, even as Christians, slowly but surely getting caught up in worshiping something other than God? How can we know if we are, and how can we protect ourselves from this subtle form of idolatry?
|October 12
The Fiery Trial (Dan. 3:16-23).
What are the key elements in the response of the three young Hebrews to the king's death threat? Dan. 3:16-18. Rephrase what they said.
The word deliver is a key word that appears throughout the book of Daniel. When Nebuchadnezzar asked them," 'Who is the god who will deliver you from my hands?' "The three Hebrews replied that their God whom they served was" 'able to deliver' "them from his hands (Dan. 3:15, 17, NKJV). After the miracle in the fiery furnace, the king confessed," 'there is no other God who can deliver like this" (vs. 29, NKJV). Daniel's experience in chapter 6 illustrates further that the God whom Daniel served is "able to deliver" His people. Finally, at the end of the book we read that at the end of time Michael, the Great Prince, shall stand up to deliver everyone who is found written in the book of life (Dan. 12:1).
Why did the three Hebrews refuse to compromise in this matter of bowing to the golden image? Exod 20:3-5.
Look up Matthew 10:28. How does this text apply here?
In spite of the king's rage and fury, the three men would not bend or budge. They obeyed Nebuchadnezzar as far as their conscience permitted. They journeyed to the plain of Dura, but when their conscience told them, No farther, they refused to join the other worshipers, knowing that they had" 'to obey God rather than men'" (Acts 5:29, NKJV). They refused to break God's law, which forbade idol worship, regardless of whether or not God would deliver them.
Throughout Christian history there have been those who have responded similarly. Fox 's Book of Martyrs traces the lives of thousands of Christians who were killed for their allegiance to God.
|Compromise is a favorite word of politicians. But is there a place for compromise when it comes to matters of faith? If so, in what way and under what circumstances? What things, if any, can or should be compromised? How can we tell if we are compromising or simply being prudent?
|October 13
One Like the Son of god (Dan. 3:24, 25).
Read carefully Daniel 3:14, 15. The king asked the three boys a question at the end of verse 15. What was the question; how was it answered?
"Who is the God who shall deliver you?" he asked. It was the same God who (in chapter 2) the king had confessed was" 'the God of gods, the Lord of kings" (vs. 47, NKJV). How quickly, though, the king forgot. All through the Bible we can find similar examples of God manifesting His power in a remarkable way, only for people to so quickly forget.
did the words "Son of God" in
25 mean to Nebuchadnezzar? Did he recognize who the fourth Being really
Verse 25 alternately can be translated "son of the gods'," which simply means a supernatural being. In verse 28 Nebuchadnezzar identifies the fourth Being as an angel, but the biblical text does not indicate whether Nebuchadnezzar understood the true nature of the fourth Being.
Christians, of course, understand the Son of God as Jesus Christ Himself (Matt. 8:29, Rom. 1:4, Heb. 7:3, 1 John 3:8). Here, in this chapter, we see a small foretaste of the total victory over death that Christ gives to all His followers at the end of time. He delivered these three boys in a remarkable manner then, and He will deliver all of His followers in even a more remarkable manner when He returns.
do these texts tell us about the deliverance that we, as Christians, have
in Christ?
Thess. 1:I0,
|Think about Nebuchadnezzar, who one chapter earlier praised the same God he now defied. In what ways do we find the same thing happening in us? God works something miraculous in our lives, and before long we are doubting and questioning Him. What can we do to protect ourselves from this common spiritual trap?
|October 14
Nebuchadnezzar's Change of Mind (Dan. 3:26-30).
When the three young Jews walked out of the fiery furnace with heads held high, the effect on the assembled multitude must have been tremendous. They saw that "the hair of their head was not singed nor were their garments affected, and the smell of fire was not on them" (Dan. 3:27, NKJV).
Though there's a lot more involved in this account than what we have been told, it does seem clear that the Lord again revealed to this monarch His power and majesty in a way that did, indeed, reach the king. One might have thought that, after what He had already shown Nebuchadnezzar of His power (chapter 2), the Lord would have been through with the defiant and arrogant king. However, even despite this blatant act of defiance against Him, the Lord again showed His mercy and patience toward Nebuchadnezzar.
other examples can we find in the Bible of the Lord
giving powerful leaders numerous chances? What do these accounts tell us
about His character? What hope do they offer for us? See, for instance,
Sam. 12:1-13. At the same time, what are the limitations of His
patience with us?
effect did the miracle in the fiery furnace have on the king?
On the surface, then, it seems that the king certainly came to realize something of the might and power of the Lord of heaven and earth. Yet, as subsequent chapters will show, believing in God or even confessing His power isn't enough. The king needed, instead, to know the Lord (John 17:3). This is a crucial distinction. Knowing God is more than just knowing propositional truths about Him. The most unregenerate degenerate can believe in God's eternal nature, His creative power, and even His atoning death.
It's one thing, though, to believe in the God of the Bible or to even acknowledge His power. Demons know about both (James 2:19). It's another thing to know Rim as your Lord and Savior. Do you simply believe in God, or do you know Him (John 17:3)? Explain your answer. The answer makes all the difference in the world.
|October 15
Further Study:
|Read Ellen G. White,
"The Fiery
Furnace," in Prophets and Kings, pp. 503-513.
According to Ellen White, Nebuchadnezzar understood who the fourth Being was: "How did that heathen king know what the Son of God was like? The Hebrew captives filling positions of trust in Babylon had in life and character represented before him the truth. When asked for a reason of their faith, they had given it without hesitation. Plainly and simply they had presented the principles of righteousness, thus teaching those around them of the God whom they worshiped. They had told of Christ, the Redeemer to come; and in the form of the fourth in the midst of the fire the king recognized the Son of God."Prophets and Kings, p. 509.
Discussion Question:
|In Moby Dick, Herman Melville wrote about a man who was asked to worship the idol of his pagan roommate, Queequeg. Follow the logic of the man's reasoning. "I was a good Christian; born and bred in the bosom of the infallible Presbyterian Church. How then could I unite with this wild idolater in worshipping his piece of wood? . . . But what is worship?to do the will of Godthat is worship. And what is the will of God?to do to my fellow man what I would have my fellow man to do to methat is the will of God. Now, Queequeg is my fellow man. And what do I wish that this Queequeg would do to me? Why, unite with me in my particular Presbyterian form of worship. Consequently, I must then unite with him in his; ergo, I must turn idolater."Moby Dick (New York: Washington Square Press, 1999), p. 70. What's wrong with this reasoning? What does this tell us about how easy it is to rationalize wrong spiritual decisions?
|The three Hebrew boys refused to compromise where it mattered. As Christians, we need to know what matters and then never compromise on those things.
|I N S I D E Story
|As Little Children
It is easy to understand why children hold a special place in God's heart. When Kathy Seeley, primary-unit teacher in an Adventist Academy in the United States, saw her children fervently drawing pictures one day, she asked what they were doing. The children announced that they were going to sell the pictures. Mrs. Seeley smiled at their enthusiasmuntil she saw the children selling their pictures in the parking lot for three cents each. The children brought the money to her and announced that it was for missions.
Then they made bookmarks to sell. After another parking lot selling spree, Mrs. Seeley realized the children were serious about raising money for missions and provided craft supplies to help them. The children decided they wanted to use their money to build a church in Papua New Guinea.
Mrs. Seeley had contacted a missionary in Papua New Guinea who knew of a group of believers who had no church. The missionary emailed pictures of "their" project to encourage the children toward their goal.
When school closed for the summer, the children had raised $123 toward their goal. And when school resumed in September, the children were eager to continue their fund-raising. Some picked blueberries and donated proceeds; a home-schooled child painted rocks and sold them.
And the school sponsored a yard sale with earnings going to the church in Papua New Guinea. Primary children priced donations for the sale and helped at various tables during the sale. When the sales were tallied, the children had earned more than one thousand dollars in a single day. Their total earnings came to more than one thousand six hundred dollars, enough to build the church and provide a few extras, such as hand-cranked tape recorders, so the illiterate villagers can listen to the Bible.
Some of Mrs. Seeley's school children with their offerings. Charlotte Ishkanian is editor of Mission.
|Produced by the General Conference Sabbath
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Addison Wesley published Educational Research: Competencies for Analysis and Applications in 2011. Written by Lorraine R Gay, Geoffrey E Mills and Peter W Airasian, this is the 10th edition of the text book. You can now buy Educational Research: Competencies for Analysis and Applications online from our website thanks to our discounted service on previously owned books. We buy back Educational Research: Competencies for Analysis and Applications from other owners so we can offer affordable prices here and now, so don't miss out on the best discounts available online today. Look for the cheapest prices for this college text book now and get a superb deal. Gay, Lorraine R. is the author of 'Educational Research: Competencies for Analysis and Applications (10th Edition) (MyEducationLab Series)', published 2011 under ISBN 9780132613170 and ISBN 0132613174.[read more]
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European American Center for International Education
The Abbey of Pontlevoy, a national historical monument situated in the Loire Valley, was constructed in 1034. In 2001 the Abbey was acquired by the European American Center for International Education Association ("The Eur-Am Center"). The Eur-Am Center aims at developing and putting programs in place that favor the growth of international education, cultural tourism, and economic development from Europe to the United States. The Abbey offers a unique educational setting due to its rich history, traditional French gardens, and boasts a variety of architecture, including the renowned chapel and the main abbey building. The Eur-Am Center hosts different American and European universities and associations, conferences, seminars, festivals, expositions and concerts throughout the year so that students, faculty, professionals, entrepreneurs, tourists, and artists will be able to make connections with others throughout the US and France thereby enriching their experience.
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The 2012 Vote
|Back to Opinion
Romney's Strategy not Obama's Doctrine will Advance Freedom in the Middle East
|Walid Phares
|October 29th 2012
As Governor Romney and President Obama continue to debate foreign policy and national security, voters would be wise to evaluate the "Obama Doctrine" against the current combustible state of affairs that it has led to in the Greater Middle East. In less than four years, the Obama administration's policies have transformed the region into a powder keg with a hairpin detonator that could be set off by the slightest diplomatic misstep, engulfing the region and the world in war. And, as if an economy on the brink wasn't daunting enough, the current administration's feckless diplomacy in the Arab world have begotten a near-impossible foreign policy conundrum that Mitt Romney will be forced to attend to from the moment he is sworn in as the forty-fifth President of the United States. In order to help voters see clearly where unfolding events in the region are headed, I have summarized the salient facts and provided a brief analysis below.
President Obama's denial of various forms of Islamist radicalism have amplified the jihadist threat and altered American foreign policy in the Middle East. In his Cairo speech in 2009, Mr. Obama affirmed the misperception that America had been on the wrong side in wars "against the Muslim World" by announcing his new expiative approach to US foreign policy in the Arab world. Since then his and the State Department's actions in the region have been characterized by retreat, abandonment of civil democratic reform movements, and partnership with Islamist movements, such as the Muslim Brotherhood. The administration's freedom-antagonistic policies coupled with a desire to find common-ground with the Iranian regime, have effectively quashed hopes for true democratic reform while Obama remains in the White House. The Obama doctrine has dangerously impacted US national security.
Barack Obama's ill-advised pre-election commitment to bilateral negotiations with the Ayatollahs was put to the test in June 2009 when millions of mostly young Iranians took to the streets of Tehran in what almost became an "Iranian Spring." With the Iranian regime teetering on the brink of collapse, the administration turned a deaf ear to demonstrators' cries for America's help as evidenced by the President's silence on their plight and stubborn insistence on seeking understanding with the Khomeinist regime. But instead of obtaining concessions on Iran's nukes, the Ayatollahs multiplied Uranium enrichment efforts and produced large numbers of long range missiles to deliver Apocalypse to Israel and the "Great Satan." Hoping keep his grandiose illusion of US-Iranian nuclear talks alive, Obama imposed belated, near-symbolic economic sanctions on Iran with predictable negligible effect. In return, the Iranian regime expanded their destabilizing efforts in the Middle East, inciting Shia in Eastern Arabia, Bahrain and North Yemen to penetrate legitimate social movements and overthrow their US-friendly Governments.
Mitt Romney's position on Iran is radically different and infinitely more sensible than Barack Obama's. Sanctions should be tightened and all-encompassing to force the regime abandon its nuclear ambitions, not induce negotiations toward a partial solution. Furthermore, Governor Romney's policy on Iran would include partnering with the forces of civil democratic reform in their efforts to replace the current extremist regime once and for all.
Obama's miscalculation on Iran led to other regional catastrophes. As soon as the administration withdrew American forces from Iraq abruptly in December of 2011, Iranian influence penetrated Iraq. By not supporting Iran's popular movement, Obama left Iran unrestrained. By failing to reach an agreement with Iraq before US withdrawal, Obama allowed Iran to infiltrate its neighbor, further threatening Saudi Arabia and Kuwait, and reaching Syria's borders. Romney would have contained the Iranian regime first, and then consolidated a pro-Western Government in Iraq.
Similar strategic mistakes were made by the administration on the Arab Spring as a consequence of its misguided apology doctrine. Instead of working with the initial forces of change in Egypt—youth, women, middle class, workers and minorities—the Administration chose to partner exclusively with the Muslim Brotherhood. Obama's team and the Islamists worked to put the Brotherhood and their Salafi allies in power, first by sidelining the secular reformers with the help of the army, then the army with the help of secular youth, before they rose to power and marginalized all other players. Under Morsi, Egypt is quickly morphing into an Islamist state, threatening the Camp David Accords, as well as seculars, women, and Copts. A similar scenario unfolded in Tunisia where Washington partnered with the Islamist Nahda at the expense of seculars, women, and reformers. Romney would pursue partnership with civil societies, particularly with women and seculars, and tie US financial aid to performance by governments.
In Libya, the Obama Administration again sought partnership with the Islamists and neglected working with government and secular groups to disarm the militias and after Gadhafi's downfall, sowed the seeds of al Qaeda's growth, and opened a path for attacks against US targets, the most recent being a terrorist attack in Benghazi that killed the US ambassador and embassy staffers. A Romney Administration would first seek the disarming of the militias and, above all, provide better security for American lives in installations where Jihadists operate.
Barack Obama's worst and most dramatic failure has obviously been in Syria. One-year late to respond, Obama's team was unable to create a coalition to bring down Assad. Out of Iraq by 2012, the US was unable to encircle Assad and prevent Iranian support from getting to the brutal regime. Thirty thousand civilians were massacred while the US administration was incapable of obtaining a UN resolution for action against Assad, despite its being called a "reset button" with Moscow. By being two years tardy, the administration has allowed the massacre in Syria to proceed. Iran is now connected to Assad in Syria and Hezbollah in Lebanon, and has reached the sea by land. Furthermore, al Qaeda is now operating in Syria and Iraq.
After Osama bin Laden was killed, the Obama Administration began claiming that al Qaeda was in decline, a claim proven false as AQ jihadists continue to conquer villages and towns in Yemen, fight in Somalia, are back in the Levant from Lebanon to Iraq, operating in the Sahel and Libya, with allies in Nigeria, and having established a solid base in northern Mali. Osama is dead, but al Qaeda is alive and flourishing.
With the growth of jihadism and radical Islamism, the secular forces of the Arab Spring are being pushed back. More dramatically Christian and other ethnic minorities across the region, in Syria, Iraq, Lebanon, Algeria and in Sudan, are under attack. Everywhere in the region reformers, women and minorities are suppressed and pushed back, while the Islamists and jihadists up and running and expanding their reach. Iran is arming and genocide is looming from Syria to Sudan.
The Obama policies in the Middle East led to the rise of radicals and weakening of civil societies. A Romney alternative for the region is a must, not only on the basis of human rights and democracy, but also regarding US national security and the security of its allies.
Dr Walid Phares is senior advisor on Foreign Policy and National Security to Presidential candidate Mitt Romney and a co-chair of the Romney Working Group on the Middle East and North Africa MENA. He is the author of the Coming Revolution: Struggle for Freedom in the Middle East the only book that predicted the Arab Spring before it began.


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Whārangi 1: Youth
Davies, Sonja Margaret Loveday
Nurse, labour activist, women's rights activist, politician, peace campaigner
I tuhia tēnei haurongo e Anne Else, ā, i tāngia tuatahitia i runga i te ipurangi i 2010.
Sonja Margaret Loveday Vile was born on 11 November 1923 in Wallaceville, Upper Hutt. Her mother, Gwladys Ilma Vile, was a state-registered nurse; her father was Gerald Dempsey, an army major from Cork, Ireland. Sonja did not learn his identity until she was 20, and never contacted him. As a baby, she had four foster homes before her mother took her to her grandparents, Margaret and Arthur Vile. They cared for her in Ōamaru, then in Woodville, until she was seven, when she was sent to Wellington to live 'on sufferance' with her mother, her new sister, Beverley, and her stepfather, Douglas Mackersey, a divorced photographer. A move to Dunedin enabled her to meet her maternal great-grandmother, Maria Mouat, but she did not discover her Ngāi Tahu links (through Maria) until later in life.
Independence and war
Sonja's secondary schooling ended after two years, when her stepfather moved the family, including a new brother, David, to Auckland, then back to Wellington. In 1939, as she was forming her opinions about violence as a solution to problems, war was declared. Her ardent response to speeches by pacifists Ormond Burton and Arch Barrington resulted in a family quarrel, and she left home at 16 to support herself by working in bookshops.
Sonja had felt the 'first stirrings of a social conscience' when she saw her mother disparaging the unemployed during the 1930s depression. Now she became part of a left-wing group of socialists centred on Victoria University College. In 1940 she met Charles Edward Mercer (also known as Charlie) Davies. They found they had a lot in common and soon had an understanding that they would marry after the war.
On 14 November 1941, however, Sonja married Lindsay Nathan at Wellington. At the same time she joined an intake of nursing trainees, where she made lifelong friends, and attempted to start a union for nursing staff.
Romance and illness
Sonja fell in love with Don ('Red') Brinsen, a Marine corporal from Nebraska, and discovered she was pregnant after he had been posted to the Pacific. By the time their daughter, Penelope (Penny), was born in Te Kūiti in 1944, Sonja had already shown the first signs of tuberculosis contracted from patients. The diagnosis was not confirmed until 1945. One of 11 nurses in her class to be affected by the disease, she had to leave Penny and enter hospital. She was at her lowest ebb when she learned that Red was missing in action.


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(CNN) -- Keith Olbermann's suspension for making political contributions to three Democratic candidates is just the latest example of the problems that come with the rise of partisan media.
In the fallout, other MSNBC personalities were also found to have given to Democratic candidates, while Media Matters uncovered the fact that more than 30 Fox News hosts and contributors had donated to conservative candidates.
Whole news networks are being transformed into little more than on-air advocates for political parties. The idea of objectivity is now increasingly dismissed as a myth rather than honored as an ideal toward which the news industry should strive.
Americans are self-segregating themselves into separate political realities -- responding to the proliferation of information by consuming news that confirms their political prejudices. Loyal viewers see opinion-anchors like Olbermann or Glenn Beck as the only "truth-tellers" in town, while dismissing the rest of the media as cowardly or biased. We are devolving back to the era when newspapers were owned and operated by political parties.
The result: Partisan warfare is on the rise, and trust in media is on the decline. The Pew Research Center for the People & the Press has documented the trend and concluded that "virtually every news organization or program has seen its credibility marks decline" over the past decade.
Even C-Span, which offers unedited coverage of public events without commentary, has experienced a steep -- and absurd -- decline in believability. In this hyperpartisan environment, people literally don't trust what they see with their own eyes. Polarizing for profit might be good for ratings in the short run, but its bad for the country.
Olbermann's on-air protégé Rachael Maddow described the difference between MSNBC and Fox as this: "They run as a political operation, we are not." She added, "The point has been made and Keith should be back hosting 'Countdown'" -- less than 24 hours after his suspension.
It's natural for Maddow to defend Olbermann -- they are close colleagues, talented broadcasters cut from the same ideological cloth. What was more surprising was the number of conservative commentators who rushed to Olbermann's defense. They embrace the idea of hyperpartisanship in all things news and opinion.
Fox News -- which rarely loses an opportunity to attack the left -- gave comparatively little coverage to Olbermann's suspension. Here's the reason for their reaction: Conservative media warriors welcome outright liberal advocates, because they justify the right's own ideological approach.
Olbermann symbolizes a fight for public opinion that the right believes it can win. After all, at any given time roughly 50 percent more Americans self-identify as conservative rather than liberal. A 2009 Pew poll found that 15 percent of Americans call themselves conservative Republicans while just 11 percent describe themselves as liberal Democrats.
If right-wingers give Americans false choices between the two, they know they can win. But this approach ignores the plurality of Americans who are in the center -- and the fact that independent voters are the largest and fastest growing segment of the electorate. That is a huge unmet market looking for a strong advocate.
In the current hyperpartisan media environment, it's easy to forget that it hasn't always been this way. Broadcast icon Edward R. Murrow was not a registered Democrat or Republican -- he was an independent. Before courageously taking on Sen. Joe McCarthy, he was considered an anti-communist, supporting, for example, the execution of the Rosenbergs as spies for the Soviet Union. He wouldn't have dreamed of giving donations to political candidates.
Murrow's colleague Charles Collingwood said, "His politics were based on old-fashioned notions of morality and honor, not ideology." If this sounds simply old-fashioned, it should not. This idea is at the enduring heart of both good government and good journalism.
Sen. Patrick Daniel Moynihan famously said, "Everyone is entitled to their own opinion, but not their own facts." But the current polarized political environment results in Americans engaging in civic debates armed with only their own exaggerated partisan "facts" -- for example, the latest overheated myth that President Obama's trip to India was going to cost $200 million a day and be accompanied by 34 warships -- and cynicism becomes justified with the knowledge that news anchors are shilling for political parties. This is ultimately dangerous for a democracy.
The current spin cycle might be hitting such a sickening extent that there is a demand for something different -- that's the impulse that I believe was behind the success of Jon Stewart's Rally for Sanity last weekend. After all, 44 percent of Americans born after 1977 identify themselves as independent, according to the Pew Center. The American people want something more than the predictable parroting of partisan talking points.
Independent on-air journalists don't have to be without opinion to be nonpartisan -- they just have to be honest brokers, punching left and right as their conscience and common sense dictates. We need to play offense from the center and create a strong alternative.
The ideal of independence is being degraded by the proliferation of partisan media. The fact that undisclosed donations by opinion anchors like Olbermann are being defended is evidence of how far off course we've gotten. The lines between political and media figures are blurring; we are getting used to journalists functioning as party apologists while elected officials sound increasingly like radio talk show hosts.
But the search for the truth doesn't conform to a partisan prism. Reasserting reasonable standards of independence can help restore trust in the news media and help stop the political Balkanization of the United States.
The opinions expressed in this commentary are solely those of John Avlon.


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We would like to welcome Mark Dumont into our membership and Imagekind's print-on-demand marketplace.
Mark Dumont can use this personal profile to post their bio, resume or statement. It's an ideal space to post a show calendar, make announcements, add links and inspire Imagekind wall art shoppers to purchase Mark Dumont's fine art prints.
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SANTA CLARA, Calif. – By the time the media descended on Alan Gordon in the aftermath of his 88th-minute, point-saving header for the San Jose Earthquakes, the 30-year-old forward was already dressed and standing outside the Quakes' locker room.
Cradling his young son in one arm while noshing on a slice of pepperoni pizza with the other, Gordon said he didn't mind the interruption from reporters.
"I'd much rather do this than [answer], 'Why are you still injured?'" Gordon said.
The same holds true for the Quakes, who saw Gordon return from a three-match absence due to a strained left hamstring and deliver yet another critical goal off the bench.
GOAL: Gordon grabs equalizer
"Alan has a knack for scoring," Quakes coach Frank Yallop said. "He doesn't duck out of a challenge, and he's proven that he can finish when he gets the chance – and he finished a great one today."
In 216 minutes played for San Jose since being acquired from Toronto FC in July 2011, Gordon has scored three times. All three goals have come in the 73rd minute or later; two of them secured late ties, and the other was credited as the game-winner against Vancouver
"Every time Alan Gordon has been on the field for us, he's produced and been dangerous," Quakes center back Jason Hernandez said. "When he's healthy, he really, really helps us out."
Gordon came on in the 57th minute in place of Tressor Moreno, playing alongside Steven Lenhart in a bruising pairing of target men as the Quakes pressed ahead in a rare (for them) 3-5-2 formation searching for an equalizer to Jose Correa's fourth-minute strike.
The duo also teamed up in the final 15 minutes of the Quakes' match against Real Salt Lake on April 21, and San Jose responded with two goals in that time span against nine-man RSL to secure a 3-1 victory.
"Lenny does a lot of dirty work, a lot of hard work for a long time up there," Gordon said. "He really gives the back four a rough night every night. When I come in, I think they're a little bit worn down. I've been able to reap the benefits of his hard work."
Gordon's work on his goal shouldn't be underestimated. He went full-bore to the near post to knock home Sam Garza's left-wing cross, even as imposing Chivas USA goalkeeper Dan Kennedy was closing, arms extended, for a punch clearance.
"If you look at the replay, he's very brave," Yallop said. "He's crashing in there near post, with the keeper coming out, full fists flying, and he doesn't waver, only worries about the ball. He got us a point today."
Gordon has been fighting his hamstring for much of the season, and tweaked it in his appearance against RSL. That led him to shut things down for a couple of weeks – a move he hopes has solved the problem for the immediate future.
"A hamstring [injury] is a tricky thing," Gordon said. "I don't know how to judge it. I felt like it was 100 percent last time, and I had a setback. I gave it a little bit of extra time [for recuperation] and I think that was the difference this time. One week in the books, and we move onto another week of practice. I think it's behind me now."
If so, that would free up Gordon to make his case in training for more playing time, even though he knows it will be tough to displace Lenhart from Yallop's first-choice XI.
"Lenny's the guy who's going to be up there," Gordon said. "I'm here to push him, and be there when called upon. Frank knows he can trust me to come in and do a job. And that's what I've done."
Geoff Lepper covers the Earthquakes for MLSsoccer.com. He can be reached at firstname.lastname@example.com.


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I'm Phil Gons, the new guy in the marketing department. My wife, Shanna, and I just moved to Bellingham from sunny South Carolina a week ago. My job here at Logos is to try to fill the void left by Daniel Foster's departure. From what I hear, I've got some big shoes to fill. Fortunately, I'm surrounded by very gifted people who are making learning the ropes less daunting. (Thanks to Mark and Ben for tolerating all my questions and requests!)
I'll be doing a lot of PR stuff like working with product reviewers and press reporters and trying to get Logos exposure in print and online publications. I'll also be involved in writing and maintaining some of the content at Logos.com, managing our affiliate program, and doing many other things to get the word out about all that Logos can do for laymen, students, pastors, and scholars in their personal Bible study, sermon preparation, and writing.
I have an undergraduate degree in Bible with a minor in ancient languages and a master's degree in Bible. I'm slowly working on my dissertation for a PhD in Theology. I love biblical studies, theology, and technology, so being a part of Logos means I get to be a part of the things I'm passionate about.
I've been a Logos user for just about three years now. I've spent enough money on Logos software to buy a decent used car! I love it, use it daily, and highly recommend it to others.
In addition to my regular contributions here, I also blog once or twice a week on my personal blog.


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LXLE is based on Lubuntu which is an Ubuntu OS using the LXDE desktop enviroment. It is designed to be a drop-in and go OS, primarily for aging computers. Its intention is to be able to install it on any computer and be relatively done after install. At times removing unwanted programs or features is easier than configuring for a day. Our distro follows the same LTS schedule as Ubuntu. In short, LXLE is an eclectic respin of Lubuntu with its own user support.
LXLE Philosophy
LXLE Development Cycle
LXLE Features


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Julianne Hough is Officially Back on 'DWTS' as a Judge!
Julianne Hough has a permanent spot on the Dancing with the Stars panel!
The 26-year-old announced it on Good Morning America on Thursday (August 21) after touching down at LaGuardia Airport after a red eye flight in New York City.
"It's Judge @juliannehough! #GMADancing #DWTS RT if you're excited!" the official DWTS account tweeted, also confirming.
Speculation rose earlier this week that Julianne would be returning. If you remember, she was a professional dancer on the show from season four through season eight, winning twice. Since then, she's made a few guest appearances over the years. Now, she joins longtime judges Carrie Ann Inaba, Bruno Tonioli, and Len Goodman.
Dancing with the Stars season 19 premieres on Monday, September 15 @ 8/7c on ABC!
Also pictured below: DWTS pros Karina Smirnoff, Sharna Burgess, Maksim Chmerkovskiy, and Val Chmerkovskiy hitting the beach together the day before in Waikiki, Hawaii.
For 25+ pictures of Julianne Hough and the DWTS pros, head over to


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