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Call for Research and Solutions Poster Presentations
Abstracts are solicited for Research and Solutions poster presentations.
Initiatives that cross or link stakeholder groups are encouraged.
The call for posters is now closed.
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5/30/2018Webcast: Medical Errors in the US: The Patient Perspective
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"We have lost trust": Barilaro strikes conciliatory note at Nationals state conference in Broken Hill
The NSW National Party has used its state conference to acknowledge it has lost the trust of its members, but urged them to embrace its "imperfections."
Hundreds of delegates converged on Broken Hill on Thursday morning for the event, which will see more than 60 motions debated, and announcements from ministers, including a commitment to use Australian steel to build the planned Broken Hill pipeline.
The party's leader and Deputy Premier John Barilaro used his speech to call for a debate about the use of nuclear power in NSW.
But he also signalled his intention to move on fully from the disunity within the party that culminated in its loss at the Orange by-election.
"We have lost trust. Firstly, amongst you, our members, and the communities we represent. That trust will have to be earned. This will take time," Mr Barilaro told delegates.
"It's in our imperfections that make us who we are. It's in our imperfections that make us real [and] to admit where we've made a mistake," he said.
NSW Premier Gladys Berejiklian attended the conference, the first time a Liberal premier had spoken at a state conference in decades.
Industry welcomes pipeline steel announcement
At the conference, Mr Barilaro announced the planned pipeline to supply Broken Hill with water from the Murray River would likely be build using Australian steel.
Four consortiums have been invited to tender for the project, to cost close to $500 million and alleviate water shortages in the city.
The Government announced reforms earlier this year to encourage the use of Australian steel in public infrastructure projects.
"As of October this year, the standards have changed, which means for the first time Australian companies will have a fair, level playing field with foreign companies," Mr Barilaro said.
"More than likely what we'll see is 100 per cent steel used in this project and projects across NSW."
The Australian and New Zealand chief executive of BlueScope Steel, Mark Vassella, said he was encouraged by the statement.
The ABC understands Bluescope would bid to supply Port Kembla steel via Steel Mains, a domestic water pipe manufacturer.
"By choosing 40,000 tonnes of BlueScope steel for this project, the NSW Government would be supporting Australian jobs and Australian manufacturing, including the 19,000 direct and indirect jobs in NSW that are underpinned by BlueScope's Port Kembla steelworks," Mr Vassella said.
"I look forward to the next chapter where I can hopefully be standing shoulder-to-shoulder with the Premier, announcing that the NSW Government has officially chosen Australian steel."
Around 1,500 jobs were lost at Bluescope's Port Kembla steelworks from 2011 onwards after the Australian steel industry suffered a major downturn.
The company has since returned to profitability but the future of the Wollongong plant is still uncertain.
Ms Berejiklian said the four consortiums asked to bid were chosen to compete because of their experience.
"They're all global brands who have a long success of delivering infrastructure in NSW and we're really pleased that we've got Australia's best and the world's best focusing on this region."
Tertiary education plans
There was also an announcement that the Government would fund a tertiary education centre in Broken Hill so local students do not have to travel to continue studying.
Broken Hill was among the locations that applied to host a so-called Country Universities Centre, a model where locally-based tutors teach courses from universities outside the area.
The NSW Government announced $8 million would be spent to build several centres in NSW, which have so far been confirmed in Young and Broken Hill.
Mr Barilaro said it would have flow-on benefits.
"It means young people don't have to travel away to study," he said.
"Because of the model, using technology, having instructors in place, having that campus feel, it means kids can stay in their regional towns where they have a connection, they have family networks, they're part of the local football club or the community as volunteers."
More money for regions
The party also announced the State Government would contribute an extra $50 million for infrastructure projects in the state's regions.
Under the Resources for Regions program, councils can apply for State Government funding for major local projects.
In the last round, $32 million was allocated, attracting criticism from some councils that the funding pool was too small.
"[In the state budget], we'll clearly see that regional NSW will be the focus and there'll be more opportunities for the State Government to partner with local government ... to see regional NSW continue to grow," Mr Barilaro said.
Topics: government-and-politics, state-parliament, nationals, water, water-management, water-supply, steel, broken-hill-2880, wollongong-2500
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text: racerc20 6 Report post Posted June 20, 2017 Evening all. I just finished assembling two semi completed kits... no soldering... all plug ins... On one of the controllers I am having an issue. Found unit on comm, set unit ID all no problem. The following is what happens in test and in a sequence, all channels on, shimmer, twinkle. but only channels 9-16 fade up and down. 1-8 do not. 1-8 have a mix of led and incans.... channels 9-16 are all incans. Is it the mix of lights on 1-8? or a setting somewhere that I am missing. Running LOR 4.3.14 basic plus edition. Thanks in advance Carl Share this post Link to post Share on other sites


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15-18 Oct. 2012
Filter Results
[Front and back cover]Publication Year: 2012, Page(s): C4| PDF (6151 KB)
[Title page i]Publication Year: 2012, Page(s): i| PDF (53 KB)
[Title page iii]Publication Year: 2012, Page(s): iii| PDF (100 KB)
[Copyright notice]Publication Year: 2012, Page(s): iv| PDF (121 KB)
Table of contentsPublication Year: 2012, Page(s):v - vii| PDF (132 KB)
Message from the Program Committee ChairsPublication Year: 2012, Page(s):viii - ix
Organizing CommitteePublication Year: 2012, Page(s):x - xi| PDF (108 KB)
Sociedade Brasileira de Computação (SBC)Publication Year: 2012, Page(s): xii| PDF (105 KB)
Text Recognition for Concept Maps Construction in Collaborative EnvironmentsPublication Year: 2012, Page(s):1 - 6
This paper shows a module, named Forum Map, that recognizes texts (concepts and relationships) in Portuguese and constructs conceptual maps for collaborative environments. This module has as goal to summarize, graphically, the involved subjects/concepts in a forum with keywords and links between them and, then, aid teachers in the learning verification, as well. View full abstract»
A Communication Infrastructure for Collaboration in Mobile Social NetworksPublication Year: 2012, Page(s):7 - 10
Mobile Social Networks (MSNs) comprise a social structure whose members are related in groups and the interaction is done through portable computing devices with access to wireless technologies, adding the ability to perform social interactions at anytime and anywhere. In health care it is possible to apply this concept for conducting collaboratively actions related to health care and its educatio... View full abstract»
An Approach to Improve the Empathy of Text Interactions in Collaborative SystemsPublication Year: 2012, Page(s):11 - 15
In general, research on the effects of computer-mediation on collaborative work has concentrated mainly on social-psychological factors such as deindividuation, attitude polarization, social presence and politeness tactics. A new approach for that is the use of NeuroLinguistic theory to determine what is the Preferred Representational cognitive System (PRS) of collaborators. Internal mental proces... View full abstract»
An Approach to Support Algorithms Learning Using Virtual WorldsPublication Year: 2012, Page(s):16 - 19
The basic algorithmic structures are fundamental to systems development and understanding them is an essential step towards the learning process. In order to become a good developer the student needs to refine his learning outcomes to foresee beyond syntax and semantics of a programming language. However, we found that many students face difficulties in that learning process. Thus, it is important... View full abstract»
Analysis of Security Messages Posted on TwitterPublication Year: 2012, Page(s):20 - 28
The fast spread of computer security alerts, like vulnerabilities notifications, applications updates and threats of attacks, is essential to efficient reactive measures against security incidents. This paper presents an empirical study that evaluates the efficiency of using twitter posts, related to computer security, as notifications of security alerts. The justification to this study is the fac... View full abstract»
A Taxonomy of Computer Mediated ConversationPublication Year: 2012, Page(s):29 - 34
In this century we have witnessed the emergence of systems such as Twitter, Facebook and other social media with millions of users. These post-massive systems provide different conversation media. This article discusses the conversation media popularized with cyber culture, their historical evolution, the criteria that characterize and differentiate them, and proposes a taxonomy for its classifica... View full abstract»
Sanar: A Collaborative Environment to Support Knowledge Sharing with Medical ArtifactsPublication Year: 2012, Page(s):35 - 42
Cited by: Papers (3)
Collaborative web environments can support medical knowledge construction since geographically dispersed individuals can share artifacts and build diagnoses together. Thus, health professionals and students can exchange views and experiences by discussing medical cases. The purpose of this paper is to present Sanar, a collaborative web environment where professionals and students can create discus... View full abstract»
Virtual Caregiver: A System for Supporting Collaboration in Elderly MonitoringPublication Year: 2012, Page(s):43 - 48
Cited by: Papers (2)
This paper presents the Virtual Caregiver system, a collaborative ubiquitous computing application. The application scenario is the monitoring of an 86 years old patient diagnosed with Alzheimer's disease and cardiac arrhythmia. The system consolidates data obtained from sensors in a wearable device to enable collaborative monitoring of elderly patients by relatives and health professionals using ... View full abstract»
Exploring a Brain Controlled Interface for Emotional AwarenessPublication Year: 2012, Page(s):49 - 52
Cited by: Papers (4)
Emotions play an important role in human interaction, communication, coordination, and cooperation. The perception of emotional and affective state in present and past group's activities is a relevant issue since emotional awareness influence the outcome of cooperative work. While there is a growing interest in providing computational support for recognition and representation of emotions, few res... View full abstract»
Music Spectrum: A Collaborative Immersion Musical System for Children with AutismPublication Year: 2012, Page(s):53 - 58
This research reports on autism, music therapy and immersive collaborative systems, defining and proposing a collaborative system for immersive music, the Music Spectrum, assisting in development of communication skills, imagination and social interaction of children with autism. View full abstract»
Classroom Experience: A Platform for Multimedia Capture and Access in Instrumented Educational EnvironmentsPublication Year: 2012, Page(s):59 - 64
Capture and access applications are developed to support the recording and later recall of multimedia information. The capture phase demands complex mechanisms for the acquisition and synchronization of user-generated data, while the access phase requires infrastructures that allow the personalization of the captured content. In this paper, we present a ubiquitous computing platform for the captur... View full abstract»
Newcomers Withdrawal in Open Source Software Projects: Analysis of Hadoop Common ProjectPublication Year: 2012, Page(s):65 - 74
Collective production communities, like open source projects, are based on volunteers collaboration and require newcomers for their continuity. Newcomers face difficulties and obstacles when starting their contributions, resulting in a large withdrawal and consequent low retention rate. This paper presents an analysis of newcomers withdrawal, checking if the dropout is influenced by lack of answer... View full abstract»
Information Visualization in Political DiscussionsPublication Year: 2012, Page(s):75 - 83
A "political discussion" is characterized by the occurrence of conflicting interests concerning the decision to be made. Participants in these discussions need to take a position in the discussion, to strengthen a specific opinion and to influence other participants in order to support their own view for a decision. Decision makers, on their turn, need to identify what is popular, consensual or co... View full abstract»
An Exploratory Study on the Use of Collaborative Riding Based on Gamification as a Support to Public TransportationPublication Year: 2012, Page(s):84 - 93
Cited by: Papers (3)
Urban mobility is an issue that, in general, makes citizens daily life stressful and complicated. Crowd sourcing-based systems promote what is called "the power of the citizens", stimulating people to contribute on solving public and governmental problems, being mobility one of them. In our project, named Ubibus, we investigate how crowd sourcing can be applied to improve public transportation. In... View full abstract»
A Collective Intelligence Based System for Visualizing Problems in Public RoadsPublication Year: 2012, Page(s):94 - 98
The emergence of Web 2.0 made knowledge sharing via Internet an easy task. Collective intelligence leverages this knowledge shared to solve problems. Using collective intelligence along with IT (Information Technology) techniques in transportation systems can make them more secure, efficient and reliable without changing existing physical structures. The products generated by this combination are ... View full abstract»
Evaluation of an Approach for Distributed Cooperative Reasoning of Global Context StatesPublication Year: 2012, Page(s):99 - 108
In many occasions of our daily lives, we are willing to spontaneously interact or collaborate with nearby people for sharing ideas, chatting, saving time/money, or helping each other. For that purpose, it is often necessary to identify and reason about shared context situations that are based on distributed sources of local contexts. So far, most of the work that investigates mechanisms to support... View full abstract»
Prediction of Developer Participation in Issues of Open Source ProjectsPublication Year: 2012, Page(s):109 - 114
Cited by: Papers (1)
Developers of distributed open source projects use management and issues tracking tool to communicate. These tools provide a large volume of unstructured information that makes the triage of issues difficult, increasing developers' overhead. This problem is common to online communities based on volunteer participation. This paper shows the importance of the content of comments in an open source pr... View full abstract»


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Erick Kowalker, the man behind J.C. Ryle Quotes, did a four part series last week from Ryle titled, "Four Cost of Becoming a Christian." I found these four cost very helpful and also a reminder of what Christ meant when he said, "If anyone would come after me, let him deny himself and take up his cross daily and follow me" (Matt. 16:24). Below is one of the four costs:
What does it cost to be a true Christian?
"It will cost a man his sins. He must be willing to give up every habit and practice which is wrong in God's sight. He must set his face against it, quarrel with it, break off from it, fight with it, crucify it, and labor to keep it under, whatever the world around him may say or think. He must do this honestly and fairly. There must be no separate truce with any special sin which he loves. He must count all sins as his deadly enemies, and hate every false way. Whether little or great, whether open or secret, all his sins must be thoroughly renounced. Let us set down that item second in our account. To be a Christian it will cost a man his sins." (J.C. Ryle)
Grace upon grace,


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Ford Escape XLT
Familiarize yourself with the 2012 Ford Escape. Smooth gearshifts are achieved thanks to the efficient 4 cylinder engine, and for added security, dynamic Stability Control supplements the drivetrain. Four wheel drive allows you to go places you've only imagined. Ford infused the interior with top shelf amenities, such as: 1-touch window functionality, a tachometer, an automatic dimming rear-view mirror, air conditioning, power door mirrors, an overhead console, and much more. Ford also prioritized safety and security by including: dual front impact airbags with occupant sensing airbag, head curtain airbags, traction control, a panic alarm, and ABS brakes. Brake assist technology provides extra pressure when applying the brakes. We pride ourselves on providing excellent customer service. Stop by our dealership or give us a call for more information.


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cat removal/230ce
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I am pretty sure that no one makes a bolt on performance exhaust for your car. What you would have to do is get a good exhaust shop to either make a whole custom exhaust (expensive!) or just put in a straight pipe where the cat and/or resonator is, and then have them put on a performance rear muffler. You could try Remus, they make some for older Benzs. If not, then just get a universal muffler and stick it on there. With the cat issue, taking it off wouldn't hurt anything! Up until 89 I think you could even order a new Benz without cats. I would put one on though because this place is already polluted enough. I'm not a tree hugger, but this isn't much. Get a high flow cat and I bet you could barely tell the difference with that than with no cat. Also do a search on this topic, exhausts have been discussed quite a bit. Good luck.
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Ding, ding. Round deux.
Federal leaders take the stage for the second debate tonight — this time for a showdown in French.
All the big burning national issues — from the economy and defence procurement to multiculturalism — will be discussed through a Quebec lens. Bloc Québécois leader Gilles Duceppe is expected to hammer Conservative leader Stephen Harper over contempt and corruption — issues near and dear to Quebecers' hearts. And while it's a national debate, expect raging regional issues to crop up. Harper's $4.2-billion loan guarantee to Newfoundland for a hydro-electric development in Churchill Falls has drawn the ire of Quebecers who see federal funds for the project as "unequal treatment" since Hydro-Québec financed its own network. The two-hour slugfest begins at 8 p.m.
According to a new Ekos poll released exclusively to iPolitics.ca, Stephen Harper's commanding lead entering the election campaign has dwindled to a mere 5.6 percentage points. In seat-rich Ontario, the Conservatives and the Liberals are in a neck-and-neck race, while the NDP is showing new strength in Quebec and British Columbia — so much so that the NDP is now in the lead in B.C.
According to the EKOS survey, Harper's Conservatives have dropped to 33.8 per cent support in polling early this week while Michael Ignatieff's Liberal party has continued its gradual rise and is now at 28.8 per cent.
As the leaders head into tonight's debate, the poll shows that support for the sovereignist Bloc Québécois has been softening from around 40 per cent in late March to 31 per cent this week. The three federalists parties are in a near statistical tie in the province with the NDP at 21 per cent, the Liberals at 19.7 per cent and the Conservatives at 18.2 per cent.
In case you missed it, Elizabeth May was on our site today taking reader questions and chatting with iPolitics.ca reporters Sonya Bell and Colin Horgan. As you expect, the Green Party leader talked about the lack of talk on the environment during last night's debate. But there was a whole lot more to the conversation. Click here to find out.
The Bank of Canada warned today that inflation will rise while economic growth will slow sharply this spring. While the jump in inflation to about three per cent will be temporary, the slowdown will continue over the next two years, as economic activity is weighed down by the strong dollar, and spending restraint by consumers and governments, it warned in its quarterly Monetary Policy Report.
Despite Jack Layton's urgent request for an all-party meeting on the G8/G20 reports into up to $50 million in suspect spending, the auditor general is in Iqaluit and otherwise unavailable to discuss the final version of the documents. Of course, even if she was in town, the AG has made it pretty clear she has no intention of releasing the findings until after May 2.
Here are the day's top headlines:
- Race tightened in the hours prior to English debate: EKOS (iPolitics)
- Layton wants all-party briefing from AG (iPolitics)
- 'We're losing': Edmonton Conservative pleads for help (Postmedia News)
- Supreme Court hears arguments for a national securities regulator (Canadian Press)
- McGuinty under fire for not disclosing elevated radiation levels (Globe and Mail)
- Ontario court strikes down Canada's pot laws (Globe and Mail)


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Hotels in Cocentaina
Search for Cocentaina Hotels
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And look out for Secret Prices on selected hotels
Best Cocentaina Hotels
Cocentaina overviewMake a point to see sights like MUBOMA Firefighter Museum and Alcoy Museum of Festivity. Whatever you're into, Cocentaina has something for you.
Where to stay in CocentainaWhether you plan to stay for a night or a week, Cocentaina offers accommodation to suit your needs. There are 3 hotels in Cocentaina and you can shop for as many as 308 deals for rooms on Hotels.com, some with discounts of up to 30%. Our room prices start at GBP 19 per night. Below, you'll find the number of hotels for each star rating in Cocentaina as well as in the surrounding area:
- • 9 5-star hotels from GBP 66 per night
- • 181 4-star hotels from GBP 40 per night
- • 278 3-star hotels from GBP 30 per night
- • 40 2-star hotels from GBP 25 per night
How to get to CocentainaFly in to Alicante (ALC-Alicante Intl.), 31.7 mi (51 km) from central Cocentaina.
What to see around CocentainaHere are some of the recommended places to see in the surrounding area:
- • MUBOMA Firefighter Museum (2.7 mi/4.3 km from the city centre)
- • Alcoy Museum of Festivity (2.9 mi/4.7 km from the city centre)
- • Camil Visedo Molto Archaeological Museum (2.9 mi/4.7 km from the city centre)
- • Church of Santa Maria (3 mi/4.9 km from the city centre)
- • Plaza de Espana (3.1 mi/5 km from the city centre)
When to visit CocentainaDo you want to know the ideal time of year to visit? Here's a list of the seasonal weather norms to help with trip planning:
Seasonal temperatures
- • January-March: 20°F day, 7°F night
- • April-June: 29°F day, 10°F night
- • July-September: 32°F day, 17°F night
- • October-December: 27°F day, 8°F night
- • January-March: 3 inches
- • April-June: 3 inches
- • July-September: 2 inches
- • October-December: 6 inches


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When we factor we get
$\displaystyle 12x^2-11x-15=(4x+3)(3x-5)$
$\displaystyle 12y^2-8y-15=(6y+5)(2y-3)$
$\displaystyle s^2+10s=s(s+10)$
$\displaystyle 5w^2-20w=5w(w-4)$
I think I read those right from your post, on the second one I didn't know if the 12y was supposed to be squared or not. If it wasn't then just factor a y out of the first two terms and do the subtraction and simplify.
After you have them factored out you can set each factor equal to zero and solve for the possible roots.
Hope this helps.


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Chicago is a great city for food lovers. With so many different cuisines to choose from, the city of big shoulders has a lot to brag about when it comes to restaurants.
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Corporate Governance System
In an effort to further strengthen its corporate governance system, the Daikyo Group shifted to a "Company with Committees" system in June 2005 (currently, Company with Nominating Committee), after approval was received at the Ordinary General Meeting of Shareholders held that same month.
Under this system, supervisory functions are separated from executive functions in order to reinforce the system of checks and balances and accelerate the decision-making process. Moreover, Daikyo is actively strengthening risk management by carrying out such measures as enhancing the compliance framework.
Through these measures, the Company aims to cooperate appropriately with all stakeholders, and endeavors to ensure fair treatment of shareholders and actively engage in constructive dialogue with them.
Recent Actions to Reinforce Corporate Governance
|Shift to a "Company with Committees" system (currently, "Company with Nominating Committee" system)
|Seeking to separate the supervisory functions from the executive functions in order to reinforce the system of checks and balances and accelerate the decision-making process, the Group established three committees: Audit Committee, Nominating Committee, and Compensation Committee. Outside directors make up the majority of each committee.
|Integration of administrative departments
|Strengthened Group consolidated management by integrating the administrative departments of two companies―Daikyo Kanri Incorporated (now DAIKYO ASTAGE INCORPORATED) and Daikyo Jutaku Ryutsu Incorporated (now DAIKYO ANABUKI REAL ESTATE INCORPORATED)―into the relevant administrative departments of DAIKYO INCORPORATED (Daikyo). Under this arrangement, both companies delegate discretion regarding certain administrative matters to the relevant administrative departments of Daikyo.
|Reorganization of the Group Compliance Dept. into the Group Internal Control Promotion Dept. (now Group Legal and Compliance Dept.)
|Further strengthened and upgraded internal controls, including responses to Companies Act and Financial Instruments and Exchange Act.
1. Corporate Structure and Internal Control System
(As of June 22, 2016)
Corporate Governance Structure
Board of Directors
Daikyo's Board of Directors, which is composed of seven directors (three of whom were appointed from outside the Group) as of June 22, 2016, makes decisions on important management issues and oversees the activities of its executive officers. Under the Companies Act, the board of directors of a Company with Nominating Committee is broadly allowed to delegate authority to management, and Daikyo's Board of Directors does so to the utmost extent. However, the Board of Directors makes judgements on matters of high importance, such as business plans and capital policies, and matters of asset acquisition and disposal, which are likely to have an important impact on management. The Board of Directors met on eight occasions during the fiscal period under review. The director attendance rate at these meetings was 96%.
Nominating Committee
The Nominating Committee, which is composed of five directors (including three appointed from outside the Group) as of June 22, 2016, has the authority to decide on nominations for director at the Ordinary General Meeting of Shareholders and the right to deliberate the selection of important executives, such as executive officers and the representative executive officer. The Nominating Committee met on five occasions during the fiscal period under review. The director attendance rate at these meetings was 96%.
Audit Committee
As of June 22, 2016, the Audit Committee is composed of three outside directors who evaluate the activities of executive officers and the Company's internal control system. This evaluation is based on reports of the business and affairs of the Company presented by the representative executive officer, results of internal audits and reports relating to overall internal control presented by the executive officer in charge of the Group Audit Department, and accounting audit reports presented by the independent accounting auditor. The Audit Committee maintains a structure of cooperation that enables it to direct audits and investigations as required. The Audit Committee met on five occasions during the fiscal period under review. The director attendance rate at these meetings was 93%.
Furthermore, Audit Committee member Takahiko Inoue has experience working in a city bank and in a financial and accounting advisory firm, and therefore has considerable insight regarding finance and accounting.
Compensation Committee
The Compensation Committee, which is composed of five directors (including three appointed from outside the Group) as of June 22, 2016, has rights to set policy with regard to director and executive remuneration and to determine the individual remuneration of each director and executive officer. The Compensation Committee met on five occasions during the fiscal period under review. The director attendance rate at these meetings was 96%.
Group Management Meetings
Matters of importance to the running of the Group's business affairs are systematically deliberated and decided upon at Group Management Meetings attended by executive and other officers and held in principle once a month. In addition, Business Division Meetings attended by executive and other officers are held in principle once a week to deliberate and determine important proposals relating to the Group's condominium development and sales business.
A review of risk management system responses related to business and administration is carried out at the Group Management Meeting and the Business Division Meeting, where the status of each risk is analyzed and a complete picture of the current risk management status is formed.
Compliance System
Daikyo has established the Group Compliance Consultation System and other structures and developed a framework, namely the Compliance Help Desk for investigating, responding to, and correcting violations of laws, internal regulations, and social norms. In addition, Daikyo has established the Group Legal and Compliance Department, an organization responsible for compliance promotion that is working to establish and maintain a compliance framework.
Risk Management System
Daikyo evaluates and manages risks across a variety of categories, including real estate market risks, business risks and disaster risks. The Group Legal and Compliance Department, which coordinates risk management methods based on monitoring activities, as well as feedback and reports from each department, regularly reports on information necessary to risk management to the representative executive officer as well as to the Audit Committee, with proposals to improve the Group's risk management system.
Internal Audit System
The Group Audit Department, which comprises nineteen members as of April 1, 2016, is responsible for internal audits. The department puts business audit plans into effect and reports on the results of the audits to the Audit Committee. In addition, the Audit Committee maintains a framework of cooperation that enables it to direct the Audit Committee Secretariat or the Group Audit Department to conduct audits, investigations and other activities, as necessary. As well as giving suggestions and guidance on areas of improvement to departments undergoing audits, the Audit Committee works to improve the effectiveness of internal controls.
Systems to Ensure the Proper Operation of the Company and its Subsidiaries
We have instituted administrative rules for Group companies, requiring them to seek prior approval for important management matters.
We constantly monitor for conflicts of interest or unusual transactions between the parent and subsidiaries, with executive offices reporting as needed to the Audit Committee.
The Group Audit Department internally audits or advises Group companies, presenting its results of audits and other activities to the Audit Committee while endeavoring to increase the effectiveness of internal controls by pointing out areas requiring improvement by providing instruction to audited business units.
The Legal and Compliance Department oversees risk management for the Group while obtaining reports from Group companies on adverse incidents and providing instructions as needed.
Accounting Audit
In accordance with the Japanese Corporate Law and Financial Instruments and Exchange Law, Daikyo has concluded an auditing contract with KPMG AZSA LLC (a member firm of the KPMG network) for the auditing of the Company's accounts. In addition to regular audits, Daikyo strives to hold proper discussions, ensure confirmation with KPMG AZSA and to perform fair accounting procedures with regard to accounting issues.
There are no conflicts of interest between Daikyo and the independent auditing company or its employees engaged in the audits of the Company's accounts.
Designated and Engagement Partners: Yukio Kumaki, Takaki Okano
(Composition of the team of assistants to the audit of the financial statements for the fiscal year under review)
CPAs: 19; others: 29
Relationships between Outside Directors and the Company
Outside Directors: 3
<Relationships with the Company 1>
Name Type Relationships with the Company* a b c d e f g h i j k Toru Hambayashi Coming from another company Tomoharu Washio Professor Takahiko Inoue Coming from another company
*Selection criteria regarding relationship with the Company.
○ is used if the individual in question is applicable to each item, current or recent, while △ is used if he/she was applicable in the past.
● is used if a relative of the individual in question is applicable to each item, current or recent, while ▲ is used if he/she was applicable in the past.
1 Type of relationship with the Company:
a. Person executing business of the listed company or its subsidiary
b. Person executing business or non-executive director of the parent of the listed company
c. Person executing business of a fellow subsidiary of the listed company
d. Person/entity dealing with the listed company as its major business partner or the person executing its business
e. Major business partner of the listed company or the person executing its business
f. Consultant, accounting expert or legal expert gaining significant amount of money or properties from the listed company, apart from officer remuneration
g. Major shareholder of the listed company (if such shareholder is a corporation, the person executing its business)
h. Person executing business (himself or herself only) of a business partner of the listed company (applicable to none of d, e or f above)
i. Person executing business (himself or herself only) of another company holding cross-directorships/cross-auditorships with the listed company
j. Person executing business (himself or herself only) of an entity to which the listed company provides donations
k. Others
<Relationships with the Company 2>
Name Affiliation committee Independent director Supplemental explanations for applicable items Reasons for selection as independent director if applicable Nominating committee Compensation committee Audit committee Toru
○ ○ ○ ○ The Tokyo Stock Exchange was notified of Mr. Hambayashi's independent director status, as stipulated by the Securities Listing Regulations, since he meets the Company's independence criteria and is not at risk of creating conflicts of interest with general shareholders.
Major concurrent posts:
outside director of FAST RETAILING CO., LTD., outside director of Maeda Corporation, and outside director of Unitika Ltd.
Mr. Hambayashi was long a representative director at Nichimen Corporation and Sojitz Corporation. He has extensive international expertise, and still serves as a Senior Economic Consultant on the People's Republic of China. We appointed Mr. Hambayashi as an independent director to leverage his international experience in monitoring the Company's management during globalization. We also seek his opinion and advice on ways to expand the Daikyo Group and improve shareholder value. Tomoharu
○ ○ ○ ○ The Tokyo Stock Exchange was notified of Mr. Washio's independent director status, as stipulated by the Securities Listing Regulations, since he meets the Company's independence criteria and is not at risk of creating conflicts of interest with general shareholders.
Major concurrent posts:
Fellow, Kwansei Gakuin University, councilor at the Japan External Trade Organization (JETRO), and councilor at the Institute for International Policy Studies (IIPS)
Mr. Washio has an extensive international background, having worked for JETRO for many years and being posted abroad for a long time. The Company appointed Mr. Washio as an independent director to draw on his international expertise in overseeing and advising on the Group's global business development. Takahiko
○ ○ ○ ○ Mr. Inoue fulfills the Company's criteria for independence The Tokyo Stock Exchange was notified of Mr. Inoue's independent director status, as stipulated by the Securities Listing Regulations, since he is not at risk of creating conflicts of interest with general shareholders. He is also a member of the New Japan Philharmonic, of which the Company is a sponsor. However, the contributions the Company makes to the symphony orchestra are significantly lower than 2% of the Company's and the symphony orchestra's consolidated operating income. He is also a former employee of PwC Advisory LLC, and although there have been some minor dealings between the Company and PwC Advisory over the past three years, the amount of the transactions was significantly lower than the Company's and PwC Advisory's operating income.
Major concurrent posts:
Intendant of New Japan Philharmonic
Mr. Inoue has experience working in a city bank and a financial and accounting advisory firm, thus he possesses considerable knowledge of finance and accounting. Moreover, he has developed a discerning eye for business through his involvement in project finance and advisory services for infrastructure projects in Japan and overseas. The Company has appointed him as advice on ways to expand the Daikyo Group and improve shareholder value.
Related Party Transactions
The Company has determined that when conducting transactions with officers of the Company, the transaction will be conducted under the same conditions as for an ordinary customer and that selection of business partners shall be fair, transparent, and in accordance with Group Business Partner Selection Regulations. In principle, the Company's policy is to disclose important transactions with related parties.
Furthermore, in transactions with major shareholders, the Company examines each transaction with respect to profitability, importance, and transparency. Transactions with the Company's officers that are considered to be self-dealing or pose a conflict of interest require the approval of the Board of Directors. Transactions with related parties other than the Company itself are also subject to approval by the Board of Directors.
Resolution Required for Election of Directors
Daikyo's Articles of Incorporation stipulate that resolutions for the election of Directors shall be adopted by a majority vote of the shareholders present who hold one-third or more of the total of the voting rights of shareholders entitled to exercise voting rights. The Articles of Incorporation stipulate that cumulative voting shall not be used for resolutions concerning the election of Directors.
Decision-Making Body for Dividend Payments
To enable Daikyo to make flexible dividend payments, and as stipulated under Daikyo's Articles of Incorporation, the Company may — unless otherwise provided for by laws and regulations — make decisions concerning dividend payments and any other matters set forth in Article 459, Paragraph 1, of the Japanese Corporate Law by Board of Directors' resolution and not by resolutions made at shareholders' meetings.
Requirements for Extraordinary Resolutions at General Shareholders' Meetings and Class Shareholders' Meetings
Shareholders' Meetings and Class Shareholders' Meetings As stipulated under the Articles of Incorporation, matters which shall be passed by an extraordinary resolution at General Shareholders' Meetings, as provided for under Article 309, Paragraph 2, of the Japanese Corporate Law, and at Class Shareholders' Meetings, as provided for under Article 324, Paragraph 2, may be approved by two-thirds or more of the voting rights of the shareholders in attendance at the meetings, at which shareholders having one-third or more of the total of the voting rights of all shareholders entitled to exercise their voting rights must be in attendance. This serves to ensure the smooth running of these meetings by alleviating the need for a quorum to be present for an extraordinary resolution to be taken.
Number of Directors
The Company's Articles of Incorporation stipulate that the number of Directors of the Company shall be three or more
Director and Executive Exemptions from Liability
To enable Directors and executive officers to demonstrate that they are sufficiently fulfilling their duties in the roles expected of them and as stipulated under Daikyo's Articles of Incorporation, the Company may, in accordance with Article 426, Paragraph 1, of the Japanese Corporate Law and by resolution of the Board of Directors, exempt Directors (including former directors) and executive officers (including former executive officers) from liability set forth in Article 423, Paragraph 1, of the law to the extent permitted in accordance with laws and regulations.
Shares with Restricted Voting Rights
To inhibit the dilutive effect of increasing common stock as much as possible, while at the same time strengthening its capital base, the Company issued Class 1 preferred stock, which differs from common stock in that it possesses no voting rights. Restrictions on the execution of voting rights in classified stock are defined in Article 108, Paragraph 1, 3, of Japanese Corporate Law.
However, the shareholder of Class 1 preferred stock ("Preferred Shareholder") may exercise voting rights at a General Meeting of Shareholders where no reported item or proposal with regard to Preferred Shareholder receiving year-end preferred dividends is submitted, or from the time when this meeting of shareholders is concluded after a proposal concerning Preferred Shareholder receiving preferred dividends was dismissed, until a Board of Directors' meeting or General Meeting of Shareholders resolves that Preferred Shareholder shall receive year-end preferred dividends.
Other Special Circumstances which May Significantly Affect the Company's Corporate Governance
Between the Daikyo Group and the ORIX Group, there are sales transactions that include joint businesses relating to condominium and commission sales. In terms of personal relationships, one Daikyo Group director was concurrently a director of the ORIX Group, while two directors (two at the Company's subsidiaries) were from ORIX Group. At the same time, the Company operates independently to maximize corporate value. As personal relationships with ORIX Corporation are not so close as to influence the Company's management decisions, the Company deems that it maintains a certain degree of independence.
2. Total Amount of Compensation for Directors and Executive Officers
Policy concerning the determinvbation of officers' compensation
Compensation system
In order to achieve mid- to long-term increases in shareholder value, emphasis is placed not only on current performance, but also on mid- to long-term results when determining compensation for Directors and executive officers of the Company, and it is believed to effectively function as an incentive. In deciding the amount of compensation, the Company considers the balance with the employee wage levels and executive compensation levels at other companies and sets compensation at an appropriate level in accordance with the roles and responsibilities that directors should fulfill to realize the vision to which the Group aspires.
Structure of compensation
Compensation comprises three parts: fixed compensation, performance-based compensation and share price-related compensation. Performance-based compensation is determined and paid according to the performance of the Company and consolidated subsidiaries. Share price-related compensation consists of compensation paid in cash or shares of stock at the time of retirement in an amount calculated by multiplying the total of a certain number of points granted to directors each year by the share price.
Compensation paid to Directors and executive officers in the fiscal year under review
Classification For the year ended March 31, 2016 Number of persons Fixed compensation
(Millions of yen)
Performance-base compensation
(Millions of yen)
share price-related compensation
(Millions of yen)
Total Amount(Millions of yen) Directors(internal) 4 9 1 0 10 Directors(Outside) 4 17 − 1 19 Executive Officers 13 157 55 46 257 Total 21 181 56 48 286
- Compensation for the three executive officers concurrently serving as Directors is segmented and stated in compensation for Directors (Internal) and executive officers, respectively. The number of executive officers concurrently serving as directors is stated as both Directors (Internal) and executive officers.
- The point-based compensation in the above share price-related compensation in the fiscal year under review is the difference between the amount calculated by multiplying the points held by incumbent directors at the end of the fiscal year under review by the average closing price of Daikyo's common stock on the Tokyo Stock Exchange during the first 30 trading days starting from the 45th trading day preceding the last day of the fiscal year under review and the amount calculated in the same way on the last day of the previous fiscal year. Share price-related compensation for directors retiring during the year under review, is the difference between the amount calculated by multiplying the similarly calculated amount at the end of the previous fiscal year by the average closing price of Daikyo's common stock on the Tokyo Stock Exchange during the first 30 trading days starting from the 45th trading day preceding the retirement date.
- In addition to the above, as final payment for retirement benefits, one outside director who retired in the fiscal year under review received ¥0 million, while one executive officer received ¥3 million, and one internal director who retired in fiscal 2013 received ¥0 million.
- The above amounts do not include salaries for employees who are also executive officers.
The total value of compensation of each officer of the Company
Not stated because there are no personnel with total compensation of ¥100 million or more.
3. Types of Shares Held
Investment shares held not solely for the purpose of investment
There are no applicable shares.
Type of holding, issuer, number, amount on non-consolidated balance sheet, and purpose of investment shares held for purposes other than pure investment
There are no applicable shares.
Investment shares held solely for the purpose of investment
For the year ended March 31, 2015 (Millions of yen) For the year ended March 31, 2016(Millons of yen) Total reported on
balance sheets
Total reported on non-consolidated balance sheets Total dividends received Total gain or loss on sales Total amount of valuation gain or loss Total reported on non-consolidated balance sheets Impairment accounting Unlisted shares 109 109 1 − − − Shares other than unlisted shares 1,123 1,074 16 9 582 −
4. Total Amount of Compensation for Auditors
Compensation paid to auditors in the fiscal year under review
Classification For the year ended March 31, 2015 (Millions of yen) For the year ended March 31, 2016 (Millions of yen) Compensation for audit certification services Compensation for other services Compensation for audit certification services Compensation for other services Daikyo (non-consolidated) 163 − 156 − Consolidated subsidiaries 72 − 64 − Total 235 − 220 −
Other Important Details Concerning Compensation
There are no notable matters.
5. Details of Non-audit Operations of the Company of Certified Public Accountants
There are no notable matters.
6. Policy on the Determination of Auditors'Compensation
No particular policy for the determination of compensation for the Company's Certified Public Accountants and assistants has been specified, rather it is determined by considering the number of days reasonably deemed to be required, based on the scale of the Company's business.
7. Other
Adoption of takeover defense measures : None


text: Research Article Editorial: Recognising hiatus hernia. Br Med J 1976; 1 doi: https://doi.org/10.1136/bmj.1.6024.1490 (Published 19 June 1976) Cite this as: Br Med J 1976;1:1490 Article Related content Metrics Responses Peer review This article has a correction. Please see:Errata - July 04, 1903 This is a PDF-only article. The first page of the PDF of this article appears below.


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text: › Student Life » Center for Inclusive Communities » International Student Services » Curricular Practical Training Home Student Resources Student Organizations Programs and Events International Student Services International Connection Program Prospective Students Accepted Students Current Students and Scholars International Student Employment Contact Us Plan a Visit ›Apply Now ›Give to Furman › Main Content 1 Curricular Practical Training (CPT) work authorization allows F-1 students to gain practical experience in their major field of study prior to graduation. CPT is academically driven which means that the experience must either be: Required by your major You must earn course credit for the experience CPT should be used for any type of paid or unpaid internship and you must seek approval before beginning the employment. Total employment can be up to 20 hours during the week while school is in session or 40 hours per week during official university breaks. To learn more about CPT and if it's a good fit for you please watch the video below.


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ROSEVILLE, Minn. (WCCO/AP) — Minnesota State Lottery players won nearly $3.9 million in prizes during the 6 ½-week run up to Saturday night's Powerball jackpot drawing.
The run ended with a single $590.5 million winning ticket sold in Florida. But two tickets sold in Minnesota for the drawing are worth $10,000.
Lottery spokeswoman Debbie Hoffman says two tickets sold in Minnesota earlier during the run were worth $1 million apiece, while a total of 12 tickets sold in the run were worth $10,000.
The 6 ½-week run also generated over $8.8 million for state government, including $4.9 million for the general fund, $2.3 million for the Environment and Natural Resources Trust Fund and over $800,000 apiece for the Game and Fish Fund and the Natural Resources Fund. Retailers earned $1.3 million in commissions.
"There was a lot of excitement associated with this record jackpot," said Lottery Executive Director Ed Van Petten.
NewsRadio 830 WCCO's Susie Jones Reports


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CLEVELAND, Ohio -- Case Western Reserve University will act as the money manager for Cleveland's newly launched infant mortality initiative, First Year Cleveland, the university announced this week.
First Year Cleveland, a city-county initiative designed to reduce the region's high infant mortality rate, has about $5 million in support from state, city and county sources.
Dr. Michael Konstan, vice chair for clinical research in the Department of Pediatrics, said Case's relationships with the region's major hospital systems and its academic and medical expertise make it an obvious choice to take on the role.
"We have the expertise and the leadership that's required to make this a success," he said.
As fiscal agent for the next three years, Case is providing about $450,000 worth of support to the effort in the form of office space, equipment and the time of three School of Medicine staff members, including Konstan; Elizabeth Littman, senior director of government relations and strategic initiatives; and David Silvaggio, director of operations in the department of pediatrics.
The Case staff will help design First Year Cleveland from the ground up, assisting with operating and staffing plans, and with the recruitment and hire of an executive director and other staff members. Case's Office of General Counsel will also provide legal assistance.
The university will process and disburse all the grants and awards the initiative receives, assist in writing progress reports for grants, prepare financial reports and help the initiative with data analysis.
Providing these services takes pressure off grant recipients, Konstan said.
"The amount of [grant] reporting that's required takes a considerable amount of time," he said. "This allows them to focus on what they need to focus on."
First Year Cleveland was launched in December, the brainchild of City Council President Kevin Kelley. Since its launch, an advisory group composed of local political, health and foundation leaders, has been meeting regularly to appoint membership to the initiative, develop its mission, and determine its structure and location.
Case's appointment as fiscal agent is the first step the group has taken to define its structure.
First Year Cleveland has about $500,000 in support from the City of Cleveland, and $1.5 million from Cuyahoga County. In June, the partnership received $3 million from the state department of Medicaid to support home visiting, group prenatal care and local fatherhood programs. Case will now help disburse this money, and will also seek more grant funding, Konstan said.
"It's really going to take a lot of funding if we're going to make a dent in this problem," he said.
Cleveland has averaged about 13 infant deaths per 1,000 live births over the past five years. That's more than twice the national average. In Cuyahoga County, 122 babies died in 2014 before reaching a first birthday.
Infant mortality is defined as the death of a live-born baby before his or her first birthday. The infant mortality rate is calculated as the number of such deaths per 1,000 live births.
The region also has an alarmingly high disparity -- or gap -- in the rate of infant deaths between white and black communities. Black babies born in the area are more than twice as likely to die before the age of one than white babies.
The rate of infant death among babies born to black mothers in Cleveland was more than 15 in 2012. The county didn't fare much better, at 14.51 infant deaths per 1,000 live births that year.
Konstan, a pediatrician, said the university has a moral obligation to be part of changing these numbers.
"I've been in the [neonatal intensive care unit] taking care of some of these babies," he said. "Here we have these nationally prominent health institutions and in our backyard we have what many people would call a travesty."
Case's Dean, Pamela Davis, echoed Konstan's words, calling it "a matter of social justice."
"We have taken a number of steps at Case Western Reserve University School of Medicine to help end massive health disparities such as this and are honored to add our knowledge and skills to this enormously important cause," she said in a news release.


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True Christian living - Christian relationships
- Christian relationships
I thought I'd share with you a joke I heard during the week.
ILLN – a man sailing his ship is beset by a storm and he ends up marooned on a desert island. It's not a very big island – about 1km long by 0.5 kms wide. And so it doesn't take him long to get around the whole island and work out that he is all by himself. No one else on the whole island. Well he works out how to survive on his island, but every day he scans the horizon looking for a ship that might rescue him. Day after day no joy, no relief anywhere. Until one day, after he'd been there 5 long years he sees a ship. Frantically he waves up and down, and the ship sees him. And the ship sends some people ashore in a little rubber duckie to rescue him. And of course he rushes up to them, gives them a huge bear hug, and asks if they can take him somewhere safe.
No problem says the captain, but can I see around your island first. Sure says the man. And off they go along the beach. And soon the captain sees 3 buildings set back just off the beach above the high tide mark. 'What are they?' asked the captain. Well this one, says the man pointing to the first building, is my house. And they go in and have a look around – very nice says the captain, admiring the polished floorboards and wooden bed and table and chairs. And they walk towards the next one – what's this one asks the captain? That's my church says the man – and they walk in and there's a few pews and a table and a cross, beautifully carved.
And out they go. And what's that other building asks the captain. Well, says the man, that's the church I used to go to.
In the last section of his first letter to the Thessalonian Christians the apostle Paul tells them how their relationships should look as the church of God. There are tremendous lessons for us to learn, if we're going to continue to avoid the real dangers of disunity and division and people leaving St Mark's for the wrong reasons. And there are 3 areas of relationships for them to consider – relationships with their leaders, with one another and with God. As we consider the quality of these 3 relationships in our own life, let's pray. PRAY.
- With leaders?
If you were with us last week, you'll remember how Paul reminded the Thessalonian Christians that they were to live as sons and daughters of the light, and of the day, and to encourage one another and build one another up. But what does this mean? What does this new-age Christian lifestyle look like in detail? How do we live together in Christian community – for that is what the church is – the body of Christ in community.
It will show in relationships, to which Paul now turns. Ands I think he spells these out because they are so different to the world's way of interacting. Paul addresses 3 areas of relationships and the first one is the relationship between the church and her leaders. Vv12-13 – READ.
We're not sure what formal structure the leadership of the church in Thessalonica took. It may well have been based on the synagogue model with a group of elders exercising oversight, but we're not told. Whatever it was there appears to have been early on some form of authority and leadership. We know from v13 that they had at least 3 roles – working hard among the Christians, over them in the Lord, that is leading the church and admonishing others. Not necessarily easy tasks – Christian ministry is always hard work.
How were others in the church to relate to them?
Appreciate their work, and therefore their worth, rather than their office – love them, respect them, v12, and hold them in the highest regard, v13.
It's so different from the way our society views leaders isn't it – think of how we treat politicians, mock them, scorn them, resent them, seek to knock them down with our 'tall poppy' syndrome. Not so with the church and its leaders.
600 pastors quit the ministry this year
How do we show regard for our leaders in the church?
Effective leadership requires effective following.
Peace – right relationships between the leaders and those under them.
Leaders – me, Marty, AJ, ministry leaders, home group leaders
- With one another?
The second area to which Paul now turns are the relationships with other people.
Many different people within the church, at many different stages of Christian life, experience, etc.
These instructions are given to the whole church, not just the leaders, nor even some other special group of believers – hence the use of the word 'brothers' in v14. Everyone has a part to play in mutual pastoral and spiritual care. We all have a responsibility to one another, which comes from being part of the one family of God. The church will only grow as every member does their work, not just the leaders. God uses each one of us.
Idle – given up jobs to wait for Jesus' return; people who are loafing around, not just enjoying legitimate leisure. Warn them, and admonish them to mend their ways. They may think they are being super-spiritual but really their actions are a drain on the church and discredit the whole church.
Timid – these are the faint-hearted, the ones who are easily discouraged or scared or frightened or feel inadequate. The ones who may be on the verge of giving up – especially in a persecuted church. Comfort them, help them and not reject. Encourage them. Value them.
Weak – perhaps morally weak, perhaps spiritually weak. Don't let them drift away and vanish. Stand alongside them, and hold them up, cling to them – like to a life raft, encourage them, rather than rejecting them or belittling them. The church should not be an Australian Idol elimination race, nor Survivor Church, but the place where everyone is a winner; and where the strong care for the weak, and not boot them off.
All – forgive and love, not retaliate. It goes against all our natural instincts doesn't it – when someone wrongs us what is the first thing we want to do? Get even, get back at them, make them pay. That is not what Jesus did. Nor what we are to do. Rather Paul says - be patient - especially with those you think are fools – for that is how God is towards us; don't put your won interests first nor seek to satisfy your own ego or stand up for your rights, but seek restoration and reconciliation. Not evil for evil but be kind to others whether they are Christians or not. To do this is far from easy, but God gives us the power to live this way.
APPL – who did you think of when I talked about the different sorts of people? What action is God calling you to take with them? Then do it! Don't let problems drift on but be pro-active. Spend time on improving the quality of your relationships.
We do have responsibilities to one another. To fulfil these responsibilities means that we need to get to know people. We need to be involved in each others' lives, in love, if we are really going to obey God in this matter. I urge you to seriously consider joining one of our home groups – it's the best environment we've got for getting to know other people, for ministering to one another, and for caring for one another.
- With God?
And the final area of relationships Paul addresses is the relationship with God and its expression in a church setting. These are behaviours not just feelings, and nor are they optional extras.
Joy – not = happiness. Can't be happy all the time – happiness is dependant upon circumstances, but joy through knowing Christ, and especially what Christ has done for me, and won for me, which can never be taken away. Jesus is ultimate reality, and knowing him, having a living relationship with him, brings true life and joy. Being miserable is not possible if we really know God's overarching goodness to us in Christ.
Prayerfulness – not just in speaking to God, but here suggests a whole elevating of the heart to God, and of our thoughts to God – ever aware of being in the presence of God and growing in openness to him, depending on him for all things. Starts with basic disciplines – spending time with God, listening to God, speaking to him, especially doing it first thing in the morning, helps orient our day to him.
Likewise thankfulness – flows from our joy and unceasing prayer, that brings us to know that God is working for good in the lives of his people. Life is not a game of chance, but a time where God is working his purposes out in our lives, even through events we don't like, and so we can really be thankful. Thankful not necessarily for all circumstances, but in all circumstances. So Ps 42 – v5 – 'why are you so downcast O my soul? Why so disturbed within me? Put your hope in God, for I will yet praise him, my Saviour and my God.'
Paul says these 3 things are God's will for us in Christ.
And in the church to live by the Holy Spirit – and so in v19 – not to quench the Spirit. Which may tie in to the instructions just given – the way we live may quench the Spirit, if we don't relate to one another in the love that comes from the Holy Spirit, or if we deny joy, prayer and thankfulness we will quench the Spirit's fire, these things harden our hearts. Or it may relate to what comes after – that is listening to prophecy but making sure we test it as well. And so hanging on to what is good, what is of the Spirit, and rejecting what is not of the Spirit, and therefore evil. So a word to those who want to stifle spiritual gifts – don't. And a word to those who think anything goes – test everything. How? By reference to revelation already given, especially by reference to Scripture.
Prophecy – hang on to word of God, take it seriously but do need to test it. It's why we keep saying to you to weigh up what is preached by the Bible. So much we can get led astray by – need to keep going back to God and his word.
- Being sure?
When you look at all this advice Paul gives to this young church, you wonder if anyone will make it. When you look at our church after 100 years you wonder how anyone makes it. But they do.
Only though God.
Yes we need to make every effort to walk in a manner pleasing to God, but we are not alone on our journey. God is with us. And ultimately these things will only be achieved through the power of God.
This work of peace and sanctification is God's work, it is God's goal, and he will do it. He wants us to stand blameless before him on that last day. And he will supply the grace and power to make it happen, and he will complete what he has started.
At the end of the day my confidence is not in me, nor in you, but in God! In the character of God – he is faithful, and he can be depended on, for he is active and effective and powerful.


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Sunday, 1 November 2009
Red Monday
6 comments:
gorgeous, gorgeous, and more gorgeous. Love that Alexander McQueen dress. DIVINE!ReplyDelete
So cool that woman in the gorilla costume :)ReplyDelete
OH MYReplyDelete
Is that a little clutch bag with owl graced finger holes? [bad description - haven't changed out of my work head yet]... very cute and a perfect red!!!
Love the gorilla suit too and the blouse under it!!
Have a great day Miranda
xx Julie
Me again!!ReplyDelete
by the way... 10 out of 10 for your Style God!!!
I adore red hair and love your choices, the first one .. gorgeous.ReplyDelete
I heard Dr Parnassus was good!
I did the red hair thing a few years ago Marina. I loved it, but everyone else loathed it, so popular opinion drove me back to the blonde bottle. Your gorgeous post has reminded me of my experiment with the red bottle - maybe I should take my chances & do it again!ReplyDelete
Millie ^_^


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Snapshots of my life in Toronto:
I was born in a house on Wolfrey Avenue, just south of the Danforth. My best friend lived two blocks away and even after I moved to a different part of town I spent a large part of my childhood traipsing around this neighborhood:
Sometimes, while on campus, I like to go here and sit quietly for a few minutes:
I went to Buddha's yesterday for the first time with some friends. The portions are HUGE and extremely affordable. Between the three of us we spent, including tax and tip a total of $23.
This is one of my favourite trees in my area. It was really windy coming back from Buddha's!
The Royal on College St. will always have a special place in my heart. Every second Friday they used to play outrageous old Kung Fu movies with terrible (read hilarious) English subtitles. My friendship with two of my now really good friends from high school was firmly established as a result of going to this theatre:


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Providing a Safe Environment for Student Learning
As a school community, we continue to struggle with the senseless tragedy that occured in Parkland, Florida. When a school shooting or any type of violence occurs on a school campus, we all experience a wide range of emotions, including wondering if something like this could happen to our children. The Perris Union High School District (PUHSD) is committed to providing a safe environment for our students and staff, not just at times of heightened awareness, but as the top priority on a daily basis.
The responsibility of keeping our schools safe belongs to everyone. We must all continue to be aware of potential threats and hazards that could jeopardize the safety of students and staff alike. Please encourage your student to speak out if they see or hear anything that could pose a threat to school safety. Quite simply, "If you see something, say something".
Preparation and training is of the utmost importance and we continue to take proactive steps on every campus to ensure the effectiveness of our security measures. As parents, you place your trust in us each and every day when you send your student to school. As a district, we have no greater responsibility than to educate and keep your children safe. As such, I wanted to provide to you the following examples for how each school in the district ensure safety on our campuses.
The District continues to assess safety through the work of
Read More about Providing a Safe Environment for Student Learning
Healthy Kids Survey
Students in grades 5,6,7,9,11 will be asked to take a very important survey that will help promote better health among our youth, improve the school learning environment and combat problems such as drug abuse and violence. Please click on the link below to view the surveys that will be administered to your students in March.
Internet Safety & Hoaxes
Please be advised that Perris Union High School District (PUHSD) is aware of the internet posts, which appear to be a nationwide hoax, having to do with clowns.
Social Media
The mission of the Perris Union High School District is to provide quality educational programs and meaningful opportunities which encompass the intellectual, social, emotional, and physical aspects of all students within the district and which will enable them to become productive members of society.