text:
Article Title
Texas Department of Transportation
Personnel from Prewitt and Associates, Inc., conducted test excavations at 41HE257, a prehistoric site located in central Henderson County. This work was conducted for the Texas Department of Transportation (TxDOT), Environmental Affairs Division, since part of the site is within the right of way for the southern expansion of FM 317, the Athens Loop. The work was done under Texas Antiquities Permit No. 3070 and all materials collected and records generated are curated at the Texas Archeological Laboratory, The University of Texas at Austin. The excavations showed that the site is shallow and contains few lithics or ceramic artifacts, limited botanical remains, no faunal remains, and only one possible rock feature. One radiocarbon assay indicates the presence of an early Late Prehistoric component. However, that component could be mixed with earlier and later materials, and definition of discrete components is not possible. As such, the site has little capacity to yield important information and is considered ineligible for listing in the National Register of Historic Places or designation as a State Archeological Landmark.
Repository Citation
Gadus, E. Frances
"Test Excavations at 41HE257, Henderson County, Texas,"
Index of Texas Archaeology: Open Access Gray Literature from the Lone Star State: Vol. 2003
, Article 13. https://doi.org/10.21112/ita.2003.1.13
Available at: https://scholarworks.sfasu.edu/ita/vol2003/iss1/13
Included in
American Material Culture Commons, Archaeological Anthropology Commons, Cultural Resource Management and Policy Analysis Commons, Historic Preservation and Conservation Commons, History Commons, Human Geography Commons, Other Anthropology Commons, Other Arts and Humanities Commons, Other History of Art, Architecture, and Archaeology Commons, Other Social and Behavioral Sciences Commons, Technical and Professional Writing Commons
Tell us how this article helped you.


text:
- 24 Tweets per day
- Schedule tweets ahead of time
- Fetch associated image
- Automatically fill tweets calendar
- Free Updates
Between composing the tweet, adding a nice visual, and adding the tweet to your queue, manually scheduling your tweets can take a long time if you have a lot of content to schedule.
Your time is precious. Don't get stuck behind your computer, manually scheduling your tweets...
In a mouse single click, schedule an entire day of tweets with content from your tweets history.
If you already have a bunch of tweets, stored away in a list or in a CSV file, you can import them directly into your TweetClub calendar!
View the best tweets from your history and reschedule them, complete with the shortened urls and the images, to drive more engagements .
Most blog posts have an image associated with it. Automatically fetch the image to add it to your tweet! No more tweets without visuals.. :)
Besides, no more guessing the correct size for a tweet. You can visually grow/shrink/move your picture to obtain an image that will fit perfectly in your timeline.

subset: commoncrawl


text:
Additional definitions for 'all eyes':
|all eyes
|Gazing at devotedly.
|all eyes
|Having prominent eyes.
Find a translation for the all eyes phrase in other languages:
Select another language:
Nearby phrases
Some more phrases from our dictionary similiar to all eyes
Discuss this all eyes phrase with the community:
Use the citation below to add this all eyes definition to your bibliography:
"all eyes." Phrases.net. STANDS4 LLC, 2018. Web. 26 Sep. 2018. <https://www.phrases.net/phrase/all-eyes_1925>.


text:
Behavioral Theory
Knowledge and habits can be formed through experiences and relationships with others. The behavior we learn early in life may manifest itself as criminal activity. Although this is not an exact science, people can come from a negative environment and still overcome the odds.
It is questioned whether we learn to commit crimes, born as a criminal or is it natural to know right from wrong?
Some believe aggressive behavior is learned through weekend and broken homes. When a child is faced with abuse from their parents, rage toward that parent maybe displaced on other individuals. An example of this would be Charles Manson, who was introduced to physical and mental abuse by his mother and father. Later on in adulthood he formed a cult that murdered innocent people. Manson didn't physically kill anyone he persuaded the members of his group to commit the crimes. The social learning theory believes we learn through interactions with others and we model our behavior on what we see. Many of these individuals believe that aggression will gain rewards, praise and help build self-esteem. One theorist by the name of Cesare Lombroso believed that a human could be destined for criminal behavior due to their outward appearance. He studied many criminals, who shared many of the same physical characteristics. Lombroso was convinced that a criminal was an immoral person due to their appearance. The born criminal theory was no longer considered when weakness of his research was found.
An example of a person that overcame the odds of bad environment is David Peltzer. His experience is one of the worst child abuse cases recorded. Peltzer's mother was an alcoholic and took much of her anger out on Dave when he was a child. She would physically and mentally abuse him to the point he is lucky to be alive today. Instead of feeling sorry for himself, he has taken experience to educate others by writing books and giving speeches. Dave now has a...
Please join StudyMode to read the full document


text:
There is movie made on Sri Sri (Thanks Dear Kusum for informing @ this). I have seen only the trailer. I am still awaiting for reply from producers. Sampoorna means Totality or Oneness.
If anybody have seen please give the feedback.
First song came to my mind after watching this was…Maine socha na tha ki aap yu hamse mil jayenge…
We are constantaly being prepared for something BIG . Are you READY to take responsibility. There is lot out to do..
Also Sri Sri is featuring in another movie "The Nature of Existence".
This man is doing great work for humanity. Recently TNT Post, the postal department of Government of Netherlands has released four postage stamps to honour his contribution to humanity.
He is Sampoorna. Have fun 🙂
LOKA SAMASTHA SUKHINA BHAVANTU (may all be Happy)


text:
For Surface Engineering Companies:
SAP and IT Partner
"IT is crucial to the future of companies"
Interview with Klaus-Dieter Laidig, Chairperson of the Advisory Board at Holder GmbHview Interview
Quality-assured and reliable: we are the optimum IT and SAP partner for midsize surface engineering companies
Increasingly complex requirements, customer-specific modifications and high expectations with regard to the quality of your products are forcing surface engineering companies to maintain a high level of flexibility. Far-reaching integration with the logistics processes of your business partners requires a high degree of organizational and technical expertise as well. In addition, regulatory guidelines are constantly placing new demands on your reporting tools.
As a partner for midsize manufacturing companies, we have been meeting these requirements for more than ten years, contributing to the business success of our customers with our portfolio for the surface engineering sector! We stand for reliability and IT, industry and SAP know-how as well as the quality of our solutions and services.
Our portfolio for surface engineering companies:
- Sycor.Surface, the fully integrated SAP Business All-in-One ERP industry solution for continuous horizontal process support
- SAP-based add-ons developed in-house for optimum vertical process support
- Complements to the ERP system with products from the SAP Business Suite
- All services for SAP
- Our comprehensive portfolio of ITC solutions and services
More informations
Optimal Support for All Processes
The pressure from competition, deadlines, and costs is high in manufacturing companies. Therefore, business processes and IT support for them must continually be optimized. With consistent processes adapted to the requirements, ERP industry solutions make a decisive contribution to this.learn more
All processes in one system
Obsolete and heterogeneous IT solutions made it essential for the surface refiner WHW to replace its existing systems. In order to map all processes in a single system, a decision was made to switch to the SAP ERP industry solution Sycor.Surface from the full-service ITC service provider Sycor.
All-round coating expertise
As an innovative company, Galfa GmbH & Co. KG strives to provide its customers with the best possible solutions. But to continue maintaining its high standards in the future, the company needed to switch to a professional ERP system. With the implementation of SAP Business All in One by SYCOR GmbH, Galfa laid the foundation for more transparent and efficient processes and took an important step toward securing its future
SAP ERP solution supports growth
Gerweck GmbH, a midsize surface finishing enterprise, has fully committed to diversification and growth with the investment in a strip electroplating line. To support its chosen course with future-proof IT systems, the company introduced an SAP Business All-in-One solution in partnership with Sycor.


text:
Pessimism is such an annoying trait. I understand that there are times when "Doomsday" language is warranted. But it seems these days, that no matter what we do…there will always be a guy screaming, "The Sky is falling, The sky is falling!". And it's this guy…who might as well grow a beard, discard that warm sweater for a bare chest and wrap a sign around his neck claiming Armageddon; Who we would normally pass by on the street; This is the guy we decide to listen to. It's nice to have someone tell us something might be wrong. The problem is, if it sounds exciting a whole bandwagon of "believer's" jump on and stuff this crap down our throat.
But I degress.
This guy says it better than I 🙂
Apocalypse Not
By Jerry Bowyer : 10 May 2007
Four years ago the folks at NewsMax sent me a request to interview Robert Prechter, the author of Conquer the Crash: You Can Survive and Prosper in a Deflationary Depression. I had just written a book called The Bush Boom, and although Prechter was pushing doom and gloom stuff, I wanted to hear the other point of view. I believe that ideas aren't confirmed until they're tested in debate.Prechter came on the show and made his case: dividend yields were at historic lows, and this meant that the stock market was highly overvalued. At that point the Dow was at about 8,000. I told him that he was missing an important point, that dividends were low because the tax code had discouraged them; that the underlying earnings were what counted. He became irritated. I asked him how low the Dow would go. He refused to answer. "Right now, it's at about 8,000," I said. "A year or two from now will it be closer to 10,000 or 2,500?" He chuckled at the idiocy of my question, "Much closer to 2,500!" he said as though it was the most obvious thing in the world. I asked him if he'd come back on the show in a year to discuss it. He agreed, but I never did hear from him again.It's not just Prechter and the others doomsayers that NewsMax was pushing at the time. It's not just the guys at Agora whose breathless emails and equally breathless titles have tantalized us for years with promises of coming soft depressions, melt-downs and demises. There's a whole cottage industry of apocalyptic financial 'journalism'. It's easy to spot: just go to Amazon and punch in the word "coming" and take your pick of "collapse", "melt-down", "Armageddon", "demise", or "depression". The day the Dow closed above 13,000 Larry Kudlow had one of them on his show (Michael Panzer, author of Financial Armageddon). "Sorry, not today Mike," Larry said with a chuckle.Don't get me wrong. I love to read these guys. The Agora guys (Addison Wiggin, Bill Bonner, etc.) are an enjoyable read, but I am always left with the impression that I'm reading master copy writers, not master forecasters. In fact, the forecasts seem to me to have been abysmal.Then there's the left. Paul Krugman who told us that we'd 'all better start brushing up on our depression economics," and astonishingly, two months ago, was talking about a short-term drop in the Dow as a sign of "economic collapse." The Robert Rubin sect which has been warning us about huge deficits (they've been dropping like a stone) and their negative impact on the economy. I heard Rubin himself talk like this during a conference call in 2004, I recently debated his assistant, Former Clinton Administration official Robert Shapiro, who has been warning his readers about the same thing since as early as 2000.
The Asian Contagion and the Sub-prime contagion are looking more and more like SARS and bird-flu: a disease with many, many more press hits than actual infections. Viral marketing seems to work a lot better than actual viruses. Oh, and then there's Lou Dobbs…don't get me started.
Via TCS Daily
Leave a comment
No comments yet.
Comments RSS TrackBack Identifier URI


text:
It is hard to understand any murder, especially when it is committed by someone the person knew. When someone commits a murder of the one they are supposed to have loved, it is hard to understand. It is the type of situation where there are no real answers and it is hard to get closure. Vincent Terry, 47, reported his wife missing on January 8, 2018.
He told authorities in Marion County, Florida, that his wife had been missing since December 21st. He told authorities that his wife, Chrystal Terry, 41, left their Summerfield home at 9:30 p.m. that night and never returned. She was 20 weeks pregnant at the time and she left the house without any of her personal belongings such as her phone, purse, or medications.
Once the report was made, authorities began their investigation into the disappearance of the missing pregnant woman. The husband told authorizes, upon questioning, that he and his wife had argued that night and that is what prompted her to leave. Authorities proceeded to check phone records and search the home for clues. There was plenty to find.
They came across gruesome photos upon searching Vincent Terry's cell phones. They found photos on his phone of Chrystal bloodied, naked, and she appeared to be deceased at the time the photos were taken. It also appeared, in the photograph, that she had suffered a gunshot wound to her abdomen. Vincent Terry's answer to the photos was that he had taken the photos of his wife to show her what she looked like after she had taken pills and passed out and that she left the house after those photos were taken.
Their search into phone records revealed a lot more. They found that Chrystal had texted a friend at 7:30 p.m. on December, 21st asking for a ride and using the code of 911. Those texts with her friend had subsequently been deleted.
Going on suspicions, authorities sent cadaver dogs to search for the missing woman's body, which is how they were lead to the forensic evidence within the home. They discovered evidence of a recent deep cleaning and evidence blood splatter on the living room walls. They also recovered a .22 caliber rifle in the home and 53 bullets for that rifle as well. They have yet to locate the woman's body aside from all the evidence that they collected from the home and the phone records.
They also found a history of issues between husband and wife from another state. Vincent Terry was previously arrested for attempted murder on his wife in the state of Colorado. Charges were never pursued because Chrystal would not cooperate with the authorities in the pressing of those previous charges.
Based on the evidence from the phones, the house, and his previous history, Vincent Terry was placed under arrest on numerous charges. He is charged with 2nd degree murder, possession of a firearm by a convicted felon, and 53 counts of possession of ammunition by a convicted felon. He is currently being held without bond in the Marion County Jail. The body of Chrystal Terry is still missing, almost three months after her disappearance.


text:
It's not difficult to see why the Circular Quay harbour is one of the most popular tourism hubs in Sydney. The harbour, in addition to providing great views and close access to the city's booming business district, boasts great waterside walkways, family-friendly parks, attractions like the City of Sydney Library and the Museum of Contemporary Art and of course, plenty of great restaurants, specialising in all manner of different cuisine. It's also a popular spot for community events throughout the year, from festivals to New Year's Eve celebrations.
In short, Circular Quay is just a great spot to visit and hang out in Sydney. At Sydney Cove Water Taxis, while our core territory is in the Port Jackson Sydney Harbour itself, you can also take a water taxi to Circular Quay. So whether you just want to observe this spot from the water, or take your family there for the day, Sydney Cove provides the tour/transportation combo that you need to do it!
Either way, a water taxi can be a great way to see, visit and explore the Circular Quay. Our boat operators double as experts on the areas around the Sydney Harbour, and can tell you all about the Circular Quay-from historical facts, to tips on the best restaurants nearby. And when you are done experiencing the Quay, you can be picked up right at the water's edge, where your water taxi will be waiting to whisk you back to your hotel!
Book your water taxi in Circular Quay today, with a call to Sydney Cove Water Taxis at 0414 70 80 20.
Making a booking is easy! Enter your Name, Email, Mobile Phone Number and the Date you will be travelling. Click on BOOK TRIP to complete your booking details.We will contact you to confirm your booking request


text:
All prices are in All prices are in USD
Etched Ordnance is a lisenced 07 FFL and though we have tailored our custom laser engraving services for the Firearms industries, we are very adaptive and can bring your design from creation to marking completion for the aerospace, medical, and other consumer industries.
Welcome to your blog! A blog is a great place to share details on your …
All prices are in USD. © 2018 Etched Ordnance LLC.
Sitemap |
Shopping Cart Software by BigCommerce


text:
This take on Minted was made by
undefined from , a member of Minted's
community of independent artists.
Designers were asked to submit a chic and modern design.
If you see a design that is not available for sale, please email us and we will help you purchase the design.
To link to this design on other websites, copy & paste this HTML.
Expecting the little princess to arrive and keeping with the theme for a baby shower.
baby shower invitations, crown, chandelier, crib, elegant, modern
white, pink and light pink
BonvenoCF Light
A7 Non-Photo Card
Oct 02 2013
We uncover design genius through ongoing design competitions. At Minted, all that matters is good design. Designers submit, and the Minted community votes to tell us what to sell.
"Our purpose in life is to uncover exceptional design from all over the world and bring this to savvy consumers who won't accept anything else."
Copyright © 2018, MINTED LLC, all rights reserved


text:
Are you looking for the best dark under-eye circle skin cream? You should not look any further because Vivexin dark circle cream is the best solution. This cream is formulated to reduce dark circles under the eyes. It also helps reduce wrinkles and lines near the eyes. Vivexin dark circle cream have been clinically proven to work. A very popular product in the EU/France, and now being introduced to the United States. So if you are looking for the best solution, you should try this cream today!
One comment on "Dark Circle Cream"
Oct 7,2011 11:37 pm
Dami ko kayang dark spots hehehe, kaya lang ala na itong lunas, dala na ng katandaan hahaha.
Rose recently posted..Heart Rocks!


text:
anniechristiina13 wrote: »> @BluebellFlora said:
> anniechristiina13 wrote: »
> Hi. Can someone please help answer my question about Mac Mini running sims 4 with expansion using Intel Iris? I posted this question earlier in this thread but it seems to have been ignored..?
> Thankyou to anyone who doesn't ignore me this time.
> Have you posted the exact year, model and OS of your Mac mini? Full specs please - Processor/Graphics/RAM etc.
Sorry, the specs as as follows. Thankyou @BluebellFlora for responding I really appreciate it!
2.6GHz dual-core Intel Core i5 (Turbo Boost up to 3.1GHz) with 3MB on-chip shared L3 cache
1TB (5400-rpm) hard drive
8GB of 1600MHz LPDDR3 memory
Intel Iris Graphics
As for the year it would just be the one currently advertised on apple's website. I can't post a link as I am not allowed to but it is the middle tier mac mini that is currently on apple's US website for $699 ($1049 here in Australia..) I would go for the highest tier one at $999 in the US but here in Australia that model is $1499 and I just can't afford that much to be honest with you.
The OS would be the most current as I would update it to be so. Hope this is helpful! Thanks again!
Annie (:
anniechristiina13 wrote: »Okay thankyou kindly @BluebellFlora
I really want to be able to run sims 4 with expansions and cc on high or even ultra. What mac would you recommend to be able to do this? You can recommend an iMac or a Macbook either is fine, or one of each if you are feel like it. And don't worry about a budget as I will just have to save for it over the next few years so price isn't a problem.
Thankyou in advance!
danamarie_79 wrote: »> @BluebellFlora said:
> scott_andrews92 wrote: »
> I will definitely look into getting more sometime soon! My main worry was that the game would crash my system for good, and my graphics card would fry out. My last system fried out, whether by TS3 or another reason, and it was my main gripe about installing TS4!
> You'll be absolutely fine with 16Gb RAM. The OS is very efficient with memory management. And don't bother comparing TS3 and TS4, TS4 is natively written for macOS whereas TS3 wasn't which was the root of all problems with the game, especially the memory issues.
> If you decide to upgrade your OS you need to be aware of the NVIDIA issue on El Capitan and later. You have to manually update the NVIDIA driver to get the game working which is not normal practice. The issue may have been fixed now.....
I'm looking to purchase an iMac 27" with the following specs:
4.2GHz quad-core 7th-generation Intel Core i7 processor, Turbo Boost up to 4.5GHz
32GB 2400MHz DDR4
1TB Fusion Drive
Radeon Pro 575 with 4GB video memory
I'm an amateur photographer and recently decided I would like to improve my editing capabilities, thus am considering purchasing my first ever Mac. However I do really enjoy playing Sims. I learned from your post that Sims 3 and Sims 4 run different on Macs because of how the game was originally created. I've also read from other posts and websites that even with this purchase, I need to monitor my game settings, because of the screen size. What are your thoughts on that? Also, given that Sims 3 wasn't natively created for Macs, is there anything I need to know as far as running it? This is such an expensive computer and I want it to last. I don't want to burn it out on gaming. Thanks for your feedback!
So Origin is having a sale on the expansion packs & I want Cats & Dogs sooo bad, but I remember when it came out hearing so much about how it bumped up the minimum computer specs, so before I commit to buying this pack, if someone could just quell my fears that I'll have to turn down my graphics settings or if it'll be too hard on my Mac adding this pack into the mix, I would be super grateful!! Here are some specs for my Mac.
Model: MacBook Pro, Retina, 15-inch, mid-2015
Processor: 2.2 GHz Intel Core i7
Memory: 16 GB
Graphics: Intel Iris Pro 1536 MB
OS: High Sierra
I've also got all other expansion packs & Parenthood installed, about 2 GB of CC, & I play with a mix of high-low graphics. Not sure if there's any other relevant info I should include, but thank you to anyone who can reply! I just don't want to buy Cats & Dogs & find out it's going to give me any issues or force me to downgrade my graphics to keep playing smoothly.
ArsenicGodhead wrote: »Hey everyone! Can't seem to figure out how to make my own post but I think my question is pretty relevant to this thread: If I buy a second hand Sims 4 CD (which are specifically for windows), can I use it to download the mac version from Origin?


text:
The National Publicity Secretary of the Peoples Democratic Party, Mr. Kola Ologbondiyan, tells TOBI AWORINDE that the party does not recognise the fractionalisation of the party despite the recent emergence of a group called the 'Fresh PDP'
What led to the breakaway of the Fresh Peoples Democratic Party?
There's no formation of the 'Fresh PDP' and there's no breakaway from the party at all. I think what the two aspirants who contested the position of national organising secretary and national youth leader have done is to raise a concern about the national convention. The points they raised are already part of the issues that the party is addressing through the national reconciliation committee led by the Bayelsa State Governor, Seriake Dickson. So, all they need to do is to approach the committee or wait for the committee to reach out to them. Already, the committee has said that by January 2018, it is going to address concerns raised by those who contested the position of national secretary and others. The committee had addressed concerns raised by the national chairman. That is where we are. Our party, the PDP is not aware of a breakaway under whatever guise.
Did the 'Fresh PDP' members inform you of their intention to set up a faction of the party beforehand?
As far as the party is concerned, nobody has left. And as far as the party is concerned, no group has divided the party because all the organs of the party are intact: the National Working Committee just had its two-day retreat on Tuesday and Wednesday (last week); the Board of Trustees was at the Wadata Plaza national headquarters to pay a courtesy visit to the national chairman and members of the NWC. They are also intact. The National Executive Committee of the party is also intact; all the organs of the party in the 36 states of the federation and the Federal Capital Territory, Abuja are all intact. So, we cannot be talking about division, factionalisation or breakaway, when all the bodies recognised by the laws of the party and the law of the land are all intact. So, as far as the party is concerned, there is no breakaway. There are concerns being raised by people who vied for positions in the last national convention. And like I said, the party's internal conflict resolution mechanism is taking care of those concerns.
What actions did they take before they declared themselves as a faction? Did they inform the party?
As far as our party is concerned, our party, the PDP, has only one secretariat, which is Wadata Plaza in Wuse Zone 5. We are not aware that any other group has carved itself out of our party to form a new party. Any group of people who is dissatisfied with the party and can't approach the reconciliation process, should go and form their own party. But we don't want to see them hang any (PDP) flag anywhere, thinking that they have formed another form of PDP. That would be unacceptable. That is the decision of the party. As to whether they met with us, even as we speak, I am not aware of any protest letter from candidates that ran in the election and lost. You don't just take the law into your own hands. You don't resort to self-help by going to hire one room and planting a flag there, claiming to have factionalised a party.
Are you saying the members of the Fresh PDP are affiliated with the APC?
No, we don't know where they belong. At least, they haven't yet said they have defected from the PDP. But we are saying that we are aware of efforts by the APC to cause disaffection within our party. We know that immediately after the convention, it began an agenda, claiming the PDP had neglected the past year. Immediately, Gov. Dickson moved in with some members of his committee, went to the South-West, held meetings in Ibadan, Lagos, met with Prof. Adeniran in Abuja, and we were able to tackle that immediately. But they are not satisfied; they are still not comfortable that the PDP could have a convention that is adjudged internationally as the best, most credible in the political history of our nation. That is giving them worry. Also, don't forget that despite the constitution of their party, which mandates them to they hold election even two years, they are going into the third year as the party in government without holding convention once.
Do you see the factionalisation as the beginning of a new set of challenges for the party ahead of the 2019 elections?
No, there is no challenge at all. This is not a challenge, take it from me. The media has supported the PDP to build a democracy since 1998. We have succeeded in partnership with the media to keep the military at bay. I do not want the media to subscribe to the games of the APC that out of the potential candidates, there is no one out of the population of over 195 million Nigerians. The media must support all the ideals of democracy. What is factionalisation? Can two members of a party, who are not part of the executive committee, the NWC or the BoT, factionalise a party? Is it possible? Who is following them? Nobody!
Copyright PUNCH.
All rights reserved. This material, and other digital content on this website, may not be reproduced, published, broadcast, rewritten or redistributed in whole or in part without prior express written permission from PUNCH.
Contact: [email protected]


text:
The Ask
The craft beer revolution has hit Canada with year-over-year growth exceeding 25% in some markets. The number of varieties available on-shelf is growing weekly.
We believe in building strong brand foundations based on stories. The location for Shawn & Ed Brewing started life as a curling and skating rink in the 1880's, a time when the province of Ontario was the industrial heart of Canada. We acknowledge this industrial aesthetic heritage in the branding.
The Result
PLAY developed the Shawn and Ed Brewing brand strategy, identity and packaging program, taking a different tack from what is fast becoming a "craft brew look" cliché. We forged a timeless identity and aesthetic born out of the brewery's location and its deep roots in Canada's industrial heritage.
Our identity system was built to accommodate name and special edition releases while continuing to build the brand equity across all products.
PLAY. A different way to work.
Phone: 905-631-8299
Business Hours: 9a-5p M-F


text:
Essential JIRA Add-Ons
Earlier this year, Reel FX made the switch from its proprietary issue tracker to JIRA, a commercial issue and project tracking solution developed by Atlassian. Getting buy-in from all the stakeholders was an up hill battle (perhaps a topic for a future post), but now that JIRA is out in the wild and people have been using it, it's been a tremendous success throughout the company!
During our testing of JIRA, we tried a number of add-ons to augment its core functionality, but settled on a few key add-ons (plus some custom development using JIRA's APIs) to serve in our production instance. Below is a listing of the supported add-ons I consider essential:
Note: As always, your mileage may vary when using these add-ons. I highly recommend testing these (and any add-ons) in a non-production environment before adjusting your production instance(s).
ScriptRunner for JIRA
ScriptRunner is a collection of powerful but easy-to-use workflow functions, JQL functions, listeners and services.
ScriptRunner comes with a lot of handy features, but the ones I find most useful are its JQL functions, scripted fields, and automation capabilities, using the groovy scripting language. A lot of JIRA's power comes from being able to create complex queries/filters to get directly to the data you're looking for, which ScriptRunner supplements beautifully.
Customfield Editor Plugin
Rest API and WEB-GUI to edit options of your Custom Fields with context support
While JIRA allows you to create plenty of custom fields and update them as needed, a problem arises when you want to link those custom fields to dynamic data sets stored out of JIRA's purview. This is where the Customfield Editor Plugin comes in, allowing you to create and modify custom fields in JIRA through a REST API. At Reel FX, we use it to link shots, assets, etc. in our production tracker with user-submitted issues in JIRA.
Why Just 2 Add-Ons?
As I mentioned before, we make hefty use of JIRA's Core and Software REST APIs, which reduces the need for a lot vendor add-ons. Some of the things we use JIRA's APIs for:
- Automating a lot of otherwise manual processes (especially surrounding issue creation and transitions)
- Pulling data for analysis and forecasting
- Bots for communicating information that exists outside the tracker (e.g. a shot/asset is no longer in production, a developer is out of office, etc.)
While JIRA's APIs aren't perfect, they do expose a lot of functionality, opening up a ton of possibilities! Do you agree with my list? What JIRA add-ons are you a fan of? Let me know your thoughts in the comment section below!


text:
What is the easiest way get new symbols into Mathematica 9?
For example I want to be able to write the Symbol
that you have in Latex.
I know that you can simply write an "A" in the notebook and change the font, so you get the right symbol. But this way you have to change between the font-window and the notebook window, and find the right font for your purpose.
Favourably I would like
to set a new pallet
or integrate the symbol in the aliases
or set a shortcut like Cmd+Shift+A for the symbol above
I already tried to change the fonts of Mathematica generally, so that the Symbol produces by "Esc A Esc" changes to \mathfrak{A} in Latex, but did not get any satisfying result.
2 Answers
You already have a palette for a great variety of symbols used in math. Just go to Palettes -> Special Symbols. The palette contains the A\mathfrak{A} symbol as well.
You can also enter it using esc goA esc, which stands for Gothic A. If you enter symbol using a palette, you can search for it in the docs to find out the shortcut.
Take a look here.
My pallet does contain the Gothic A "𔄔 you posted. When I enter "esc A esc" i do get a letter that fits the style of "𔄔 but does not look quiet the same. I also could not find the letter anywhere else in the documentation center.
– nickel
Dec 14 '13 at 17:18
Maybe there are missing some fonts? Is there a font package to install to get these Symbols?
– nickel
Dec 14 '13 at 17:26
esc A esc will give you a capital alpha, not a Fraktur style A. esc goA esc will give you a Fraktur A. It will not be identical to the one you have in LaTeX, but it will be similar. It's a different font.
– Szabolcs
Dec 14 '13 at 17:28
Are you asking for a way to type an A\mathfrak{A} that is 100% identical to the one you get in LaTeX? That might not be easy or convenient.
– Szabolcs
Dec 14 '13 at 17:35
sry I meant to write esc+goA+esc. Yep thats what I meant. I want to write exactly the Symbol you get in latex when you write the command \mathfrak{A} so this ð"". I already tried to just change this letter in the MathematicaFonts.dfont file, you find in /Applications/Wolfram CDF Player.app/SystemFiles/Fonts/TrueType but could not create the format .dfont because my skills in fondforge are not really good.
– nickel
Dec 14 '13 at 21:28
I replaced the A in gothic fonts, located at
with the A from the latex fonts and it does produce one error message:
INTERNAL SELF-TEST ERROR: SpanBox|c|2178
Click here to find out if this problem is known, and to help improve
Mathematica by reporting it to Wolfram Research.
I can live with that since I am only using mathematica to write at the Moment.
Since it is only necessary to replace one family of fonts i can just copy the default family back to its original location to get the old letters.


text:
What are Sustainability Transformation Partnerships (STPs)? (asked November 2016).
The NHS Shared Planning Guidance asked every local health and care system in England to come together to create their own ambitious local plan for accelerating the implementation of the Five Year Forward View (5YFV).
These blueprints, called Sustainability and Transformation Partnerships (STPs), are place-based, multi-year plans built around the needs of local populations.
STPs will help drive a genuine and sustainable transformation in health and care between 2016 and 2021. They will also help build and strengthen local relationships, enabling a shared understanding of where we are now, our ambition for 2021 and the steps needed to get us there.
These plans are also described as the local version of a national plan called the Five Year Forward View, published in 2014. This sets out a vision of a better NHS, the steps we should take to get us there, and how everyone involved need to work together.
However they are described as the local place-based plans written with the aim of ensuring that we all receive better care, are healthier, and have health and care services which run more efficiently by early 2021.
How many STPs are there? (asked November 2016)
To deliver these plans NHS providers, Clinical Commissioning Groups (CCGs), local councils, and other health and care services have come together to form 44 STP 'footprints'. These are established within 'geographical' areas, in which people and organisations will work together to develop the plans to transform the way that health and care is planned and delivered for their populations.
These footprints are of a scale which should support transformative change and the implementation of the Five Year Forward View vision of better health and wellbeing, improved quality of care, and stronger NHS finance and efficiency.
What is happening in West Yorkshire and Harrogate? (asked November 2016)
Health services, local councils and care providers have been working across West Yorkshire and Harrogate to develop a region-wide Sustainability and Transformation Plan (STP).
Closer partnership working is at the very core of our STP. Over the past six months the leadership and staff of the West Yorkshire and Harrogate health and care organisations have been working hard on how we respond to the challenges we face, whilst delivering quality care and working towards achieving our vision.
West Yorkshire and Harrogate STP area covers eleven Clinical Commissioning Groups (which design, specify and buy care for local people), six local council boundaries, as well as services provided by a number of health and social care organisations, such as mental health, community and hospitals. Over time these organisational differences will become less important as we want to put people and communities above individual organisational boundaries.
The West Yorkshire and Harrogate STP is built from six local area place-based plans; Bradford District and Craven, Calderdale, Harrogate and Rural District, Kirklees, Leeds and Wakefield.
This is based around the established relationships of the six Health and Wellbeing Boards and builds on their local health and wellbeing strategies.
What is the vision? (asked November 2016)
Our vision for West Yorkshire and Harrogate is for everyone to have the best possible outcomes for their health and wellbeing. At the heart of this are the following ambitions:
1. Healthy places
- We will improve the way services are provided with a greater focus on preventing illness, or identifying and managing this at an early stage wherever possible
- We will support people to manage their own care, where safe to do so, with peer support and technology provided in their communities to help with self-care
- Care will be person centred, simpler and easier to navigate
- There will be joined-up community services across physical and mental health as well as much closer working with social care.
2. High quality and efficient services
- Hospitals will work more closely together, providing physical and mental healthcare to a consistently high standard by organisations sharing knowledge, skills, expertise and care records, where appropriate
- The way that services are designed and contracted will change. We will move to a single commissioning arrangement between Clinical Commissioning Groups (CCG) and local councils. This will ensure a stronger focus on local places and engagement. There will also be a stronger West Yorkshire and Harrogate commissioning function for some services
- We will share our staff and buildings where it makes sense to do so; to make the best use of the resources we have between us and to help further service investment.
3. A health and care service that works for everyone, including our staff
- West Yorkshire and Harrogate will be a great place to work
- We will always work with people in how we design, plan and provide care and support
- West Yorkshire and Harrogate will be an international destination for health innovation.
What will the West Yorkshire and Harrogate approach be? (asked January 2017)
To support our six local places we are carrying out a range of work collectively across the STP wide area. When we work in this way it is for one or more of three reasons:
- Services cut across the area and beyond the six local places. For example, some services are not provided everywhere and require people to travel across local places i.e. stroke and cancer support.
- There are benefits from doing the work once and sharing, so we make the best use of the skill and expertise we have.
- Working together can deliver a greater benefit than working separately.
On this basis we have identified nine priorities for which we will work across a larger area. These are:
- Prevention
- Primary and community services
- Mental health
- Stroke
- Cancer
- Urgent and emergency care
- Specialised services
- Hospitals working together
- Standardisation of commissioning policies
We plan to better organise and simplify urgent and emergency care so people get the very best care at the right time in the right place. This will mean clearer coordination and better organisation of urgent care services (including primary care, mental health, ambulances and urgent care centres) so they work together and people know where they can get the help you need.
We aim to improve on our four hour accident and emergency standard by March 2017 to ensure everyone is seen within this time, and we will continue to improve on this.
The demand for planned care (when you have a booked appointment to see a specialist or have an operation) is placing ongoing pressure on services. Unfortunately as a result people are waiting longer for appointments - we aim to meet our 18 week referral to treatment standard over the next five years across the area.
Improving patient experiences, choice and delivering high quality, safe care across seven days of the week is also a priority.
Which organisations are involved in producing the West Yorkshire and Harrogate Partnership (asked January 2017)
Clinical commissioning groups
- NHS Airedale, Wharfedale and Craven CCG
- NHS Bradford City CCG
- NHS Bradford District CCG
- NHS Calderdale CCG
- NHS Greater Huddersfield CCG
- NHS Harrogate and Rural District CCG
- NHS Leeds North CCG
- NHS Leeds South and East CCG
- NHS Leeds West CCG
- NHS North Kirklees CCG
- NHS Wakefield CCG
Local authorities
- Bradford Metropolitan District Council
- Calderdale Council
- Craven District Council
- Harrogate Borough Council
- Kirklees Council
- Leeds City Council
- North Yorkshire County Council
- Wakefield Council
NHS care providers
- Airedale NHS Foundation Trust
- Bradford District Care NHS Foundation Trust
- Bradford Teaching Hospitals NHS Foundation Trust
- Calderdale and Huddersfield NHS Foundation Trust
- Harrogate and District NHS Foundation Trust
- Leeds Community Healthcare NHS Trust
- Leeds and York Partnership NHS Foundation Trust
- Leeds Teaching Hospitals NHS Trust
- Locala Community Partnerships
- The Mid-Yorkshire Hospitals NHS Trust
- South West Yorkshire Partnership NHS Foundation Trust
- Tees Esk and Wear Valleys NHS Foundation Trust
- Yorkshire Ambulance Service NHS Trust
Other organisations involved
- NHS England
- Public Health England
- Local Health and Wellbeing Boards, including representatives from West Yorkshire Police,West Yorkshire Fire and Rescue Service, Local Care Direct and Locala Community Partnership
- Healthwatch
How were the sustainability transformation footprints agreed? (asked January 2017)
The NHS Shared Planning Guidance asked each area to develop a proposed STP 'geographical footprint' by 29 January 2016, engaging with local councils and other partners on what this should look like. The footprints should be locally defined, based on communities, existing working relationships, patient flows and take account of the scale needed to deliver health and social care services, transformation and public health programmes.
Will the footprints replace other local NHS governance structures? (asked January 2017)
No – the local, statutory architecture for health and care remains, as does the existing accountabilities for Chief Executives of Local Councils, care provider organisations and CCG Accountable Officers.
This is about ensuring that organisations are able to work together at scale and across communities to plan for the needs of their population, and help deliver the Five Year Forward View – improving the quality of care, health, and NHS efficiency by 2020/21.
How does the sustainability transformation partnership area fit with other health and care footprints? (January 2017).
The boundaries used for STPs will not cover all planning eventualities - as with the current arrangements for planning and delivery, there are layers of plans which sit above and below STPs, with cross overs and dependencies.
For example, neighbouring STP areas will need to work together when planning specialised ambulance services or working with more than one local council or where there are cross overs on work such as stroke, urgent care and mental health.
How will other partners be involved? (asked February 2017)
The Partnership's are being developed with the close support and input of clinicians, staff and wider partners including local councils. We will engage with people about the operational ideas in the plan – we know we cannot transform health and social care without the active engagement of the clinicians and staff who actually deliver it, nor can we develop integrated care services, such as care closer to home, without understanding what our communities want and without our partners in local government.
There is also a Clinical Forum which is made up of GPs, and specialist consultants from whom we seek advice and guidance on clinical decisions and what this would mean in the medical field. We will also build on existing engagement through all the channels available to us and use this feedback to shape proposal for consultations. This will include actively seek wider partner involvement from the voluntary and community sector and the public in the development of our plan.
How is this work being funded? (asked February 2017)
The development of the plan is coming from existing health budgets, supported by a small programme management office.
Information, engagement and consultation – what will that mean? (asked February 2017).
We believe that to improve care for people, health and care services need to work more closely together, and in new ways. This means the public, carers, GPs, hospitals, local councils, provider organisations, the voluntary sector and commissioners all coming together to agree a plan to improve local health and care services. Helping people and families to plan ahead, stay well and get support when they need it in the most appropriate way with the resources and money we have available.
Engaging and communicating with partners, stakeholders and the public in the planning, design and delivery is essential if we are to get this right.
Effective communication and engagement is a two-way process. Our activity will focus on informing, sharing, listening and responding. Being proactive is central to our communications and engagement strategy.
What does the future success look like? (asked April 2017)
Our vision for West Yorkshire and Harrogate is for the whole population to have the best possible health and wellbeing. To achieve this, our health and care system needs to change.
In 2016, we face the most significant challenges for a generation. We know that we must keep innovating and improving if we are to meet the needs of our population in a tough financial climate. Demand for services is growing faster than resources. Services in some places are not designed to meet modern standards, and local people want things to be better, more joined up, and more aligned to their needs. This is clear from the continuous engagement we have with local people, as well as the changing world we live in.
If we get this right, together we will engage patients, people who access health and social care, carers, staff and communities from the start, allowing us to develop services that reflect their needs so that we can improve outcomes by 2020/21, closing all three gaps.
This will require a different type of planning process. It will require the NHS at both local and national level to work in partnership across organisational boundaries and sectors, and will require changes not just in process, but in culture and behaviour.
What role do local councils play? (Asked April 2017)
The NHS shared planning guidance, published in December 2015, explained that the success of STPs will depend on having an open, engaging process that harnesses the energies of clinicians, patients, carers, citizens, and local community partners including the independent and voluntary sectors, and local government through Health and Wellbeing Boards.
Indeed, around the country, a number of STP footprints are being led by local government leaders.Health and Wellbeing Boards also have a crucial role to play in this. Since 2012 they have been developing local health and wellbeing strategies based on the needs of local people. They bring together the NHS, public health, adult social care and children's services, including councillors and local Healthwatch, to plan how best to meet the needs of their local population and tackle local inequalities in health. They provide a way of ensuring that local people have a strong voice.
What is the role of the Health and Wellbeing Boards? (Asked April 2017)
Health and Wellbeing Boards have a crucial role to play in this. Since 2012 they have been developing local health and wellbeing strategies based on the needs of local people.
They bring together the NHS, public health, adult social care and children's services, including councillors and local Healthwatch, to plan how best to meet the needs of their local population and tackle local inequalities in health. They provide a way of ensuring that local people have a strong voice.
The West Yorkshire and Harrogate STP is built from six local area place-based plans; Bradford District and Craven, Calderdale, Harrogate and Rural District, Kirklees, Leeds and Wakefield. This is based around the established relationships of the six Health and Wellbeing Boards and builds on their local health and wellbeing strategies.
What are submission plans? (Asked April 2017)
Health and care partner organisations across West Yorkshire and Harrogate have been working together to develop the five year STP for seven months now. As the STP develops, updated versions have to be submitted to a group of national bodies including NHS England, NHS Improvement and the Local Government Association.
There have been two such checkpoint submissions so far, the most recent was on 30 June 2016, with a more detailed plan being drafted for 21 October.
This is a five year plan and the focus is on providers and commissioners collectively returning a currently unsustainable health and care system to long-term sustainability by 2020/21.
It's great news that people are living longer than previous generations, but the reality is that up to two thirds of people in the UK could spend their retirement years in ill-health. An ageing population, people living longer with complex health and social care needs, means we have to change if we want to improve people's quality of life and meet the challenges we face together with the money we have available.Although extra money has been made available nationally to support the NHS, this is not growing as fast as demand for care.
Budgets in social care, training, and public health are under additional pressure and have not been increased in the same way that some NHS funding has seen. Our workforce is also changing. We need to improve the way we do things if we are to meet changing needs whilst improving the health and wellbeing of people and fully supporting our staff.
Our planning for the STP is therefore emerging as we understand better how we collectively deliver sustainability, and our submissions to date represent checkpoints on how our plan is evolving.
Our work to date and what will happen next?
Year one (2016/17) and planning to date as a system has been about jointly understanding gaps and variations in outcomes, the pressures on services which are making them unsustainable and the contribution that collaborative programmes and local place-based plans can make to close the following three gaps over the next five year:
- Health and wellbeing
- Care and quality
- Finance and efficiency
We will shortly begin conversations with staff, public and stakeholders. Public engagement will be used to shape and develop formal consultation.
Where can I read the plan?
The draft plan can be read here. On this page you can also read the public summary and watch a short film. There is also information on recent engagement and consultation work carried out across the area.
Are social care pressures and demand recognised in sustainability transformation plans (STPs)? (Asked April 2017)
Some two thirds of the 44 STP June submissions across England acknowledged the funding pressures on social care. It is essential that plans are whole-system and recognise the totality of the health and social care funding gap.
Are prevention and public health adequately resourced in sustainable transformation plans (STPs) ? (Asked April 2017)
Although all draft plans recognise the importance of investing in prevention, few describe in detail what this would look like, and some focus more narrowly on health prevention such as smoking cessation. The strongest prevention workstreams have clear leadership from health and wellbeing boards and local council senior officers including Directors of Public Health. They draw too on wider public sector reform, tapping into economic growth agendas.
Are the West Yorkshire Association of Acute Trusts (WYAAT) meetings open to the public?
The Board of each of the WYAAT trusts has agreed to form a Committee in Common which is responsible for leading the joint work programme and the development of the workstreams. The Chief Executive and Chair from each trust are members of the Committee in Common.
Each workstream has a number of projects underneath supported by a lead Chief Executive from one of the six trusts. The projects will put together a case for change that sets out how things are done now, what good or best practice is, how things need to change and the risks and benefits associated with this change. The cases for change will be considered by the Committee in Common before being recommended to each of the individual trust boards for approval.
The Committee in Common is a sub-committee of each of the Trust Boards and therefore as the Boards meet in public, the Committee doesn't need to. It is a different model than the CCG Joint Committee where the final decision lies with the Joint Committee. WYAAT is more of a vehicle for the acute trusts to work together for the greater good of the WY community, but sovereignty remains with the individual NHS Trusts.
What evidence do you have that the mental health priorities you have chosen, for example, autism and eating disorders are priorities that would be agreed by people who use services and their carers?
The West Yorkshire and Harrogate (WY&H) mental health priorities have been informed by where it makes sense to do the work once across WY&H due to scale, or because it is an area challenging each local area and therefore there is strength in working together. Our priority areas are in the main national service improvement priorities too.
We know from the engagement work undertaken locally to date that people would like to see improvements in such areas as crisis services, children and young people's mental health services and more timely access to autism assessments. In addition to the WY&H priorities there is considerable work going on in each of the six local places e.g. Leeds, to improve mental health services with a strong focus on mental health wellbeing. As we acknowledged at the last Joint Committee of the 11 Clinical Commissioning Groups, there is more we need to do across the partnership to engage fully with people and we are in the process of developing an engagement plan to support our work on mental health.
As mentioned in the Joint Committee papers on the 7 November 2017 the elective care programme will provide the right care, at the right time, in the right place in order that the best outcomes for the population of West Yorkshire and Harrogate.
The aim of the programme is to reduce the variation in access to, and experience of services that currently exists across the West Yorkshire and Harrogate (WY&H) area. There are currently significant differences in how long people have to wait for certain services and also in what is available, for example the 'clinical threshold' applied before referral for some surgical procedures or the types of things that are available on prescription (e.g. gluten free foods or medicines that are available over-the-counter). By ironing-out this variation we will produce greater fairness and a reduction in the 'postcode lottery' in access to and availability of care. The significant savings to be made from this programme are longer term rather than short term, and come from reducing future demand for health care services by improving the health and well-being of the population of WY&H.
The programme is committed to undertaking a thorough equalities assessment, the findings of which will be used to shape the further development of the programme. This will include information from joint strategic needs assessments from across the whole area as well as other equalities information. The intention is that the findings of the equalities assessment will be applied in a way that enables the programme to work towards reducing existing health inequalities, rather than just protecting disadvantaged groups from being further disadvantaged.
Who are the members of the members of the leadership team? (Asked November 2017).
Current members – please note the information is correct as at 8 December 2017. We are revising the membership as part of the development of the Memorandum of Understanding (MoU) and our work towards increasing local autonomy.
West Yorkshire and Harrogate, Health and Care Partnership (WY&H HCP), System Leadership Executive Group
- Rob Webster, WY&H Health Care Partnership CEO Lead (Chair)
- Jo Webster, representing CCGs (and Wakefield place)
- Tom Riordan, representing local authority
- Ian Cameron, representing public health
- Julian Hartley, representing acute trusts
- Nicola Lees, representing mental health providers
- Professor Sean Duffy, Clinical Lead for Cancer Alliance
- Rory Deighton, Healthwatch
- Kirsty Baldwin, representing Royal College of General Practitioners (RCGPs) and member of the primary and community care work stream
- Soo Nevison, representing voluntary and community sector
- Moira Dumma, NHS England
- Warren Brown, NHS Improvement
- Matt Walsh representing Calderdale place
- Amanda Bloor, representing Harrogate place
- Helen Hirst, representing Bradford place
- Carol McKenna, representing Kirklees place
- Phil Corrigan, representing Leeds place
- Cath Roff – representing adult social service
- Rod Barnes – Yorkshire Ambulance Service
- Ros Tolcher – workforce
Additional attendees:
- Ian Holmes, WY&H Health and Care Partnership Director
- Jonathan Webb, WY&H Health and Care Partnership, Finance Director
WY&H Joint Committee of Clinical Commissioning Groups
Lay members
- Marie Burnham, Independent Lay Chair
- Fatima Khan-Shah, Lay Member
- Richard Wilkinson, Lay Member
Clinical Commissioning Group Members
Bradford (Airedale, Wharfedale and Craven, Bradford City and Bradford Districts)
- Dr Akram Khan, GP Chair, Bradford City Clinical Commissioning Groups (CCG)
- Dr Andrew Withers, GP Chair, Bradford Districts CCG
- Dr James Thomas, GP Chair, Airedale, Wharfedale and Craven CCG
- Helen Hirst, Chief Officer, Bradford District and Craven CCGs
- Dr Alan Brook, GP Chair of Calderdale CCG
- Dr Matt Walsh, Chief Officer, Calderdale CCG
Greater Huddersfield
- Dr Steve Ollerton, GP Chair, Greater Huddersfield CCG
- Carol McKenna, Chief Officer, Greater Huddersfield CCG
Harrogate and Rural
- Dr Alistair Ingram GP Chair, Harrogate and Rural District CCG
- Amanda Bloor, Chief Officer, Harrogate and Rural District CCG
Leeds (Leeds North, Leeds West and Leeds South and East)
- Dr Alistair Walling, GP Chair, Leeds South and East CCG
- Dr Gordon Sinclair, GP Chair, Leeds West CCG
- Dr Jason Broch, GP Chair, Leeds North CCG
- Phil Corrigan, Chief Executive, for Leeds CCGs
North Kirklees
- Dr David Kelly, GP Chair, North Kirklees CCG
- Carol McKenna, Chief Officer, North Kirklees CCG
- Jo Webster, Chief Officer, Wakefield CCG
- Dr Phillip Earnshaw, GP Chair, Wakefield CCG
Additional attendees:
· Ian Holmes, WY&H Health and Care Partnership Director
· Jonathan Webb, WY&H Health and Care Partnership Finance Director
· Lou Auger, Director of Delivery, West Yorkshire, North Region NHS England
· Stephen Gregg, Joint Committee Governance Lead
West Yorkshire and Harrogate Clinical Forum
- Dr Andy Withers, GP Chair, NHS Bradford Districts CCG (Chair)
- Dr Bryan Gill, Medical Director, Bradford Teaching Hospitals NHS Foundation Trust
- Dr Adam Sheppard, Assistant GP Chair, NHS Wakefield CCG
- Dr Alan Brook, GP Chair, NHS Calderdale CCG
- Dr David Birkenhead, Medical Director, Calderdale & Huddersfield Hospitals NHS Foundation Trust
- Dr David Kelly, GP Chair, NHS North Kirklees CCG
- Dr Gordon Sinclair, GP Chair, NHS Leeds West CCG
- Dr Jason Broch, GP Chair, NHS Leeds North CCG
- Jo Harding, Director of Nursing & Quality, NHS Leeds CCGs
- Dr Julian Mark, Medical Director, Yorkshire Ambulance Service NHS Trust
- Dr Phillip Earnshaw, GP Chair, NHS Wakefield CCG
- Dr Adrian Berry, Medical Director, South West Yorkshire Partnership NHS Foundation Trust
- Dr Akram Khan, GP Chair, NHS Bradford City CCG
- Dr Alistair Ingram, GP Chair, NHS Harrogate & Rural District CCG
- Dr Alistair Walling, GP Chair and Director of Primary Care, Leeds South and East CCG
- Dr Andy McElligott, Medical Director, Bradford District Care NHS Foundation Trust
- Dr Chris Welsh, Senate Chair, North Region (Yorkshire and the Humber), NHS England
- Dr David Black, Joint Medical Director North Region (Yorkshire and the Humber) and Deputy National Clinical Director for Specialised Services, NHS England
- Dr David Scullion, Medical Director, Harrogate and District NHS Foundation Trust
- Dr James Thomas, GP Chair, NHS Airedale, Wharfedale and Craven CCG
- Karen Dawber, Chief Nurse, Bradford Teaching Hospitals NHS Foundation Trust
- Dr Karen Stone, Medical Director, Mid Yorkshire Hospitals NHS Trust
- Karl Mainprize, Executive Medical Director, Airedale General Hospital
- Dr Steve Ollerton, GP Chair, NHS Greater Huddersfield CCG
- Dr Yvette Oade, Executive Medical Officer, Leeds Teaching Hospitals NHS Trust
West Yorkshire Association of Acute Trusts (WYAAT) CEO Meeting
- Julian Hartley, Chief Executive, Leeds Teaching Hospitals NHS Trust (Chair)
- Bridget Fletcher, Chief Executive, Airedale NHS Foundation Trust
- Clive Kay, Chief Executive, Bradford Teaching Hospitals NHS Foundation Trust
- Owen Williams, Chief Executive, Calderdale and Huddersfield NHS Foundation Trust
- Ros Tolcher, Chief Executive, Harrogate and District NHS Foundation Trust
- Martin Barkley, Chief Executive, Mid Yorkshire Hospitals NHS Trust
Additional attendees:
- Matt Graham, WYAAT Programme Director
West Yorkshire Association of Acute Trusts (WYAAT) Committee in Common
· All six WYAAT CEOs (see list above)
· Michael Luger, Chairman, Airedale NHS Foundation Trust
· Professor Bill McCarthy, Chairperson, Bradford Teaching Hospitals NHS Foundation Trust
· Andrew Haigh, Chairman, Calderdale and Huddersfield NHS Foundation Trust
· Harrogate and District NHS Foundation Trust currently recruiting to a new Chair
· Dr Linda Pollard, Chair, Leeds Teaching Hospitals NHS Trust
· Jules Preston, Chairman, Mid Yorkshire Hospitals NHS Trust
Mental Health Trust Collaborative Executive Group
- Rob Webster, Chief Executive of South West Yorkshire Partnership NHS Foundation Trust
- Dr Sara Munro, Chief Executive, Leeds and York Partnership NHS Foundation Trust
- Nicola Lees, Chief Executive, Bradford District Care NHS Foundation Trust
- Thea Stein, Chief Executive, Leeds Community Healthcare NHS Trust
How were they appointed and who appointed them?
The leadership is made up of existing health care leaders already working across West Yorkshire and Harrogate organisations. The only appointment made was for Ian Holmes, Director of West Yorkshire and Harrogate, Health and Care Partnership. Ian was appointed in August 2016 by a partnership panel.
When did they decide to turn the West Yorkshire and Harrogate Partnership into an Accountable Care System ? (Asked December 2017).
No decision has been made. Our leadership team have discussed the benefits of greater autonomy and control over resources, including money, from national bodies, including NHS Englanda that this would bring to West Yorkshire and Harrogate. We believe that this is a route we should consider taking.
Our ambition is to move towards this in shadow form from April 2018. This is subject to all parties, including NHS England, being content that the freedoms, flexibilities and resources match the requirements for delivery in our partnership plan.
Who are the West Yorkshire and Harrogate Partnership Programme Directors?
Catherine Thompson, Elective Care and Standardisation of Commissioning Policies
Karen Poole, Maternity
Linda Driver, Stroke
Carol Ferguson, Cancer
Emma Fraser, Mental Health
Kathryn Hilliam, Primary and Community Care
Keith Wilson, Urgent and Emergency Care
Matt Graham, Acute Care Collaboration
Corinne Harvey, Prevention at Scale
Soo Nevison, Hannah Howe, Rory Deighton, Harnessing the Power of Communities
We also have enabling programme leads, these are:
Chris Mannion, Kate Holiday, Workforce:
Alastair Cartwright, Digital
Jonathan Webb, Capital and Estates
Jonathan Booker, Business Intelligence
Dawn Lawson and Matt Ward, Innovation and Improvement:
When and where was their "priority meeting" held, that discussed the Partnership's Memorandum of Understanding and any other matters relating to the proposed Integrated Care System? (Asked December 2017).
The programme directors meet as a group on a monthly basis. An important part of the way we work will be an agreement (or Memorandum of Understanding (MOU) between partners and with national bodies. This will underpin the next phase of our development, setting out shared governance and accountability arrangements, and highlighting shared commitment to working together. This is part of ongoing conversations across the WY&H leadership meetings.
Why have these meetings been held in secret, without notifying or inviting the public to attend?
The discussions to date have been exploratory and for this reason have been held in private. We are committed to openness and transparency and when firmer proposals have been developed these will be presented to the appropriate forums in public.
A progress update was given to the West Yorkshire Joint Health and Overview Scruitny Committee on the 28 November 2017 and is also in our November blog 2017 which is publically available. You can read this here.
How many hospital beds have you found are available at trusts within your footprint as part of the Partnership's planning? (Asked January 2018)
In this context, 'available' should mean 'which are available for patients to have treatment or care', per the NHS England guidance for the KH03 bed availability and occupancy data collection. This should include overnight beds and day beds, and the number of beds by sector where possible (e.g. general and acute, maternity, mental illness & learning disability). This should be the latest available data (either quarter one or quarter two of 2017/18).
This information is available through the NHS England KH03 collection which can be found here: https://www.england.nhs.uk/statistics/statistical-...
How many community beds are currently available within the footprint?
What plans are there to increase or reduce the number of beds (community and hospital) available within the footprint by 2020/21? How many beds are projected to be available by then (and again, please provide this information by sector if possible).
There are no current plans or projections in relation to the total number of beds across the West Yorkshire and Harrogate Partnership Footprint by 2020-21. Individual organisations may have their own plans but this information is not held at West Yorkshire and Harrogate level.
Please also send me any reviews, consultations, impact assessments carried out regarding the increase/decrease in the number of beds, and any evidence/clinical engagement that has been gathered or carried out to support both the assessment and the plan.
There are no reviews at West Yorkshire and Harrogate level that make a direct assessment of the number of beds required. Individual organisations may have carried out reviews / consultations on this, for example the Calderdale and Huddersfield FT public consultation includes information on future bed capacity. More information is available here http://www.cht.nhs.uk/about-us/right-care-time-pla...
Will West Yorkshire and Harrogate Health and Care Partnership become an integrated care system? (Asked February 2018)
- The members of West Yorkshire and Harrogate Health and Care Partnership are working hard to strengthen our approach to collaborating more closely to achieve the ambitions for improving the health and care of people in this area that we set out in our draft proposals in November 2016.
- As part of this we are continuing to discuss with NHS England (NHS E) and NHS Improvement (NHS I) how we might secure greater autonomy and support to progress these ambitions more quickly.
- NHSE and NHSI have not set a firm timescale for any announcement of future accountable care systems. There is no delay. We will discuss with them whether this is an appropriate direction for West Yorkshire and Harrogate to pursue when the time is right for all partners.
Developing a Memorandum of Understanding (MoU) (Asked February 2018)
Part of strengthening our partnership approach is the development of a Memorandum of Understanding (MoU). This will be an agreement between the West Yorkshire and Harrogate health and care partners, setting out the details of our commitment to work together in partnership to realise our shared ambitions. The MoU does not introduce new hierarchical arrangements. Rather, it builds on our current ways of working and will provide a new model of mutual accountability to underpin collective ownership of delivery. The MoU is at an early stage of development. We are discussing it with a range of stakeholders with the aim of finalising it later in the Spring.
Control total
The MoU is expected to commit the NHS organisations in West Yorkshire & Harrogate Health and Care Partnership to move towards a shared control for the region's annual £5bn healthcare budget. This will bring together the financial control totals that are currently set and agreed with individual CCGs and NHS providers. Financial control totals represent the minimum level of financial performance that organisations must deliver each year and for which they will be held accountable. Delivery of these financial control totals determine access to other incentive-related funds that are received by organisations in West Yorkshire and Harrogate. It is important to note that this is still in development - nothing has been agreed at this stage.
What are West Yorkshire and Harrogate Health and Care Partnership doing for stroke care ? (Asked February 2018)
Why are we looking at stroke care?
The NHS Shared Planning Guidance asked every local health and care system in England to come together to create their own ambitious local plan for accelerating the implementation of the Five Year Forward View (5YFV).
These blueprints, called Sustainability and Transformation Plans (STPs), are place-based, multi-year plans built around the needs of local populations. You can read more here.
These plans are also described as the local version of a national plan called the Five Year Forward View, published in 2014. This sets out a vision of a better NHS, the steps we should take to get us there, and how everyone involved need to work together.
What has been happening over the past fourteen months with stroke care?
Our focus over the past fourteen months has been on improving 'hyper acute' stroke and 'acute' stroke services (hyper-acute refers to the first few hours and days after the stroke occurs) and making sure all stroke care services are 'fit for the future'. This is one of the priority areas of work highlighted in the draft West Yorkshire and Harrogate plan. You can read more here.
Our work to date has highlighted the importance of ensuring our stroke work also focuses on the 'whole stroke pathway'. This includes stroke prevention, community rehabilitation and after care support delivered in local places to meet the needs of specific populations, locally planned with a consistent approach determined by clinicians and key stakeholders working together across the area to further reduce variations and improve quality and stroke outcomes.
Our work is also about detecting and treating people who are at risk of stroke so that around 9 in 10 people with atrial fibrillation are managed by GPs with the best local treatments available to save people's lives.
Why do we need to change stroke care?
We are using evidence from the stroke strategic case for change and our own engagement with patients, carers, staff and the public to support this work. For example, there is strong evidence that outcomes following stroke are better if people are treated in specialised centres, which treat a minimum number of strokes per year, even if this increases travelling time. This is also in line with the 7 day hospital standards specific to hyper acute stroke. In parallel, ongoing care and support should be provided at locations closer to where people live and they should be transferred to these services as soon as possible after initial treatment.
The ambitions of the West Yorkshire and Harrogate Health and Care Partnership are focused around achieving improved outcomes to address the health and well-being gap, the care and quality gap and ensuring we utilise our resources effectively.
What conversations have you had with patients, carers, staff and the public about stroke care?
In February and March 2017 we carried out initial stroke engagement work. This was led by Healthwatch and over 1,500 comments were received. You can read the report and supporting information here.
A clinical summit, made up of specialist stroke doctors, nurses, therapists etc., took place in May 2017. This highlighted there were opportunities to standardise how we provide care. Over 50 people attended this event.
On the 4 July 2017 the outcome of the engagement work and strategic case for change was presented to the West Yorkshire and Harrogate Joint Committee of the 11 Clinical Commissioning Groups (meeting in public). You can find out more about the work of the Joint Committee here.
On the 3 October 2017 the outcome of progress to date and next steps were considered by the West Yorkshire Association of Acute Trusts (WYAAT) Committee in Common.
The Joint Committee of the 11 Clinical Commissioning Groups met in public on the 7 November 2017. A stroke update was given. You can read this here.
A paper was also presented to the Joint Health and Overview Scrutiny Common the 28 November 2017.
Stroke care was also discussed at the WY&H HCP voluntary and community event in November and the unpaid carers' event in December 2017.
2018 and ongoing
We continue to talk to staff throughout the programme of the work
On the 2 February 2018 we held an Improving Stroke Outcomes workshop to seek people's views on our work to date and the development of decision making criteria for specialist stroke services. The workshop brought together a range of people from across West Yorkshire and Harrogate including colleagues working in health and social care, voluntary and community organisations, councillors, carers and people who have experienced a stroke. The outcome of these discussions are informing the next phase of our work.
We continue to incorporate feedback from other key stakeholders into our work. This includes West Yorkshire and Harrogate Clinical Forum, West Yorkshire Association of Acute Trust (WYAAT Committee in Common), medical directors and the Yorkshire Ambulance Service who provide care to our patients and also have access to the skills and expertise to carry out travel time analysis.
We are also working with stakeholders in other areas e.g. South Yorkshire and Bassetlaw and Humber Coast and Vale to learn from their work. We have had further discussions with the Yorkshire and Humber Clinical Senate to seek their views and expertise on clinical evidence to inform our work. Our work to date has been subject to review by NHS England as part of the assurance process.
What will happen next regarding stroke care?
Further workshops in each of our six local areas (Bradford District and Craven, Calderdale, Harrogate and Rural District, Kirklees, Leeds and Wakefield) will be taking place week commencing 26 March 2018. The sessions will include health care professionals, community organisations and importantly
people who have experienced stroke and carers who were unable to attend the 2 February 2018 workshop. The aims of these sessions are to seek people's views on our work to date and gain their views on the development of decision making criteria for specialist stroke services to further inform our next steps;
A report will be developed summarising the February and March 2018 workshop outputs to further inform our work and will be published on our website.
The Joint Committee of the 11 Clinical Commissioning Groups will meet in public in June 2018. A stroke update will be given.
Further work with partners, stakeholders including voluntary and community organisations, public, patients and unpaid carers will follow. We will involve as many people as possible in these conversations so that everyone can have their say.
We have drafted some timelines for the coming months work. Please note these are subject to change. You can read them here (make link)
It is also important to note that no decision at this stage of our review process has been made about the number of units across West Yorkshire and Harrogate. We will progress the work over the coming months with the view to making a decision in the next few months on the readiness to consult with the public if appropriate.
Are you planning to consult on the proposals for stroke care?
Establishing what people, their families and carers and members of the public feel and experience about stroke care is very important to us. We are currently carrying out further analysis and developing criteria to inform the appraisal of options for specialist stroke services. No decision has been made on readiness to consult. Consultation will follow across the area as and when appropriate. Involving staff and communities in our plans is a priority to the partnership and we are committed to being open and honest throughout.
How are local issues related to specialist stroke services currently being addressed?
As the West Yorkshire and Harrogate stroke programme is still work in progress, local operational issues and actions to address them will continue to be addressed locally by the lead commissioner and provider colleagues. There will continue to be ongoing dialogue to ensure there is a shared understanding of the work taking place at both local and West Yorkshire and Harrogate levels. Any decisions taken locally to address local issues will be factored in to the West Yorkshire and Harrogate wide work.
Has the Partnership submitted a bid to NHS England to be part of the second wave of Integrated Care Systems , If so, was the bid successful or not? (asked March 2018)
The partnership has been having an ongoing discussion with the NHS regulatory bodies over recent months about whether joining the Integrated Care System Development Programme would be an appropriate step for WY&H to take. No decision has been made to whether we will do this. We expect to reach agreement on whether or not to proceed by early summer.
What is the role of the local place-based planners? (Asked April 2018)
The place-based planners group is not a decision-making forum. It is an informal management group which meets monthly. It brings together colleagues working on the local plans for each of the six places (Bradford District and Craven; Calderdale, Harrogate, Kirklees, Leeds and Wakefield) which make up the WY&H partnership, including from the councils and clinical commissioning groups. These place-based partnerships, overseen by Health and Wellbeing Boards, are key to achieving the ambitious improvements we want to see. The group provides a regular opportunity for colleagues to share with each other the details of some of the work taking place in their local areas to transform health and care services, and for the members of the West Yorkshire and Harrogate partnership team to update them on work taking place across the whole area.
Please can you advise me if your clinical commissioning group is planning to commission one or more Hyper Acute Stroke Units (HASU) for your patients?
The Joint Committee of the Clinical Commissioning Groups is working with key stakeholders in the West Yorkshire and Harrogate Health and Care Partnership (WY&H HCP) Stroke Programme to look at how we:
• prevent strokes happening across the area;
• deliver effective care when people have a stroke; and
• ensure there is good support and rehabilitation for people after a stroke.
The focus of this work over the past fourteen months has been on improving 'hyper acute' stroke and 'acute' stroke services (hyper-acute refers to the first few hours and days after the stroke occurs) and making sure all stroke care services are 'fit for the future'. This is one of the priority areas of work highlighted in the draft West Yorkshire and Harrogate Sustainability and Transformation Plan (STP).
Has a business case been prepared for HASUs in your area? If so, please list any organisations who were paid to support the preparation of the business case and how much they were paid? (asked May 2018).
The West Yorkshire and Harrogate stroke programme are using evidence from the Stroke Strategic Case for Change and engagement that has taken place across the West Yorkshire and Harrogate area to support this work. The next phase of the work will be to develop a business case which will inform discussions with key stakeholders as part of the NHS England Stage 2 Assurance process.
Please can you send me a copy of the business case?
This will be available on the West Yorkshire and Harrogate Health and Care Partnership website following approval.
If you already have one or more HASUs in place, please can you send me any internal or external evaluations that have taken place?
West Yorkshire and Harrogate has five HASUs:
• Bradford Teaching Hospitals NHS Foundation Trust – Bradford Royal Infirmary;
• Calderdale and Huddersfield NHS Foundation Trust – Calderdale Royal Hospital;
• Harrogate and District NHS Foundation Trust;
• Leeds Teaching Hospitals NHS Trust – Leeds General Infirmary; and
• Mid Yorkshire Hospitals NHS Trusts – Pinderfields Hospital.
A Strategic Case for Change was developed and has been published on the West Yorkshire and Harrogate STP website:
Before the publication of the Strategic Case for Change, the Yorkshire and Humber Strategic Clinical Networks published the Hyper Acute Stroke Services Yorkshire and the Humber 'Blueprint' for Yorkshire and the Humber Clinical Commissioning Groups. This is available from their website:
We have also engaged with people, including those who have experienced a stroke, carers and community organisations. You can read the findings in our reports at https://www.wyhpartnership.co.uk/get-involved/engagement
Please can you tell me the contact information for the lead(s) within your Partnership on obesity; both childhood and adult obesity. (Asked May 20180
The vast majority of work on obesity across the West Yorkshire and Harrogate (WY&H) Partnership is carried out within the places that make up the Partnership – Bradford District and Craven, Calderdale, Harrogate, Kirklees, Leeds and Wakefield. The WY&H Public Health Coordination Group oversees this placed-based work and is Chaired by Dr Ian Cameron, Director of Public Health for Leeds City Council. Contact details: firstname.lastname@example.com
The WY&H Partnership also supports a specific programme of work at place level to reduce variation and equalise investment in bariatric surgery. The Director of this work is Michelle Turner, Director of Quality for Airedale, Wharfedale and Craven, Bradford City and Bradford Districts CCGs. Contact details: firstname.lastname@example.com
In the new Integrated Urgent Care and Core Clinical Advisory Services, how does the NHS111 bit work with the Core Clinical Advisory Services? (August 2018)
In the new Integrated Urgent Care and Core Clinical Advisory Services, how does the NHS111 bit work with the Core Clinical Advisory Services? Will NHS 111 route patient calls to clinical teams who will actually see the patient? Or will that clinical consultation be on the phone/ video/online? And how realistic is the requirement that the clinical team completes the patient's consultation without passing them on or referring them to another clinician, at A&E or elsewhere? Has the practicalities of turning intentions into reality started? What is Attains involvement and how much are they being paid?
The procurement process is underway and will confirm in due course which organisation will be awarded the contract. The new contract will deliver key elements of the nationally specified integrated urgent care service, in particular 111 call handling and clinical advice. It will take effect during 2019. Attain have been commissioned on an interim basis to work alongside existing NHS staff, to support the procurement process using a competitive dialogue process through to mobilisation of the new service. Attain are working closely with existing staff to build both capacity and capability to support to the Yorkshire and the Humber project. The cost of this engagement is £238k.
The various standardisation's of services plans rely on the Right Care 'Go Compare'-type tool - but are you aware of the criticisms that Right Care is based on dodgy statistics? (August 2018)
The various standardisations of services plans rely on the Right Care 'Go Compare'-type tool - but are you aware of the criticisms that Right Care is based on dodgy statistics? These criticisms were published in the Journal of Public Health, in an article called Right Care, Wrong Answers, on 3 Nov 2017. How do you intend to respond to this peer-reviewed criticism of the Right Care methodology in future?
RightCare should not be viewed as providing directives to health economies as to how to act; rather it is intended as a tool to support enquiry by health economies as to opportunities to improve NHS quality and provision. While a powerful tool, it needs to be combined with other data, including local environmental knowledge, to evaluate possible opportunities for improvement.


text:
2011 Toyota Sienna SE: Oregon Run, Day 1
December 23, 2010
Day 1 is history and our 2011 Toyota Sienna SE has made it some 400 miles up the road to our first stop in Walnut Creek, Ca.
Much of that distance was spent on I-5 in California's central valley -- long, straight, boring, and just two lanes in each direction. The pack moves along pretty quickly when there aren't any slow-moving semis around. And like my northbound trip in the Mazda 2 a couple of weeks ago, today's northbound leg was a flow-of-traffic run, not a max fuel economy attempt. The idea was to drive like everyone else and see how she does.
For a while it looked like we'd make it to our first overnight stop on a single tank. But with 11 miles to go, the distance-to-empty gauge was predicting roadside ruin, so I stopped and filled up short of our goal.
At 385 miles from home the Sienna gulped 16.93 gallons, which amounts to 22.7 mpg. The EPA highway rating is 24 mpg, so that performance isn't too shabby in the face of not really trying. For reference, its EPA combined rating is 20 mpg.
Now for the frustrating part: turns out we could have made it -- easily. The Sienna's gas tank holds 20 gallons, meaning I had three gallons and 70 miles yet to run. Sure, I don't like to push it untill it runs dry, but another 25 miles or so would have been no trouble, no risk. Now I know.
Like all modern minivans (and the Flex), a deep storage well is revealed when the 3rd row is in use. Here the "60" half is up, and our four suitacases are standing in the well, 2-by-2, with the top third visible. They alone would have filled the Crosstour to about 90 percent of its "seats up" capacity. Gifts are stacked eveywhere else, but there's enough space that I didn't have to play Package Tetris, and I can still see easily through any of the windows.
Tracy's big gripe about the Sienna SE was its distinct lack of seat heaters. Don't ask me, because I don't get it. But they're something she really likes, and she leaves them on almost all the time in cars that have them.
Our SE also lacks rear seat video screens, so we brought our own. There's no 120V outlet back here, so the kids had to leave the Wii console at home. And the SE has no navigation system, and it's not even on the option sheet. That's less of a problem at the moment, because I have an iPhone, Tracy carries a Droid and both have Google maps guidance.
This is where I have a problem with Toyota's SE option strategy. Who says you don't want navigation, seat heaters or video support just because you prefer the SE's sportier look, bigger tires and firmer suspension? But if one moves "up" to the trim grades that offer these features, the SE goodies are lost. That's a problem for me.
As for the drive itself, the SE's firm(er) suspension feels just about right. There's no float, no wallow and the steering is nicely weighted around center. It tracks straight and true, and no one remembers feeling the least bit woozy at any point during the day.
Tomorrow's roads climb into the coastal mountains, where the flowing corners of Highway 101 will give us a more complete picture of the SE's suspension and tire package and its level of puke resistance.
Dan Edmunds, Director of Vehicel Testing @ 2,755 miles


text:
Complaint about iPod: Remote Cable sheathing recedes
I have an iPod and it's worth every penny, no doubt..
BUT I have a huge complaint, the sheathing on my remote unit has receded and has exposed the delicate and tender wires underneath. I was wondering if any of my readers or if anyone that finds this comment in the Google Cache has experienced the same issue.
I have pictures here.


text:
We can still 'Nail' security in the IoT
So how do we eradicate Nail? It's a tall order, and I'm not convinced we can do it completely.
After all, you would expect naïveté to dissipate in the face of countless headlines about other products' security fiascoes. I haven't noticed that happening. Naïveté and a bit of misplaced hubris are a dangerous combination.
Ignorance can be overcome, and there are many security guys like me who'd gladly help software developers learn about the security controls they can deploy with their products. That, however, requires the developers to actually attend some training and then put it into practice.
As for laziness - well, there we're up against a very formidable foe, human nature.
Despite that assessment, I'm an optimist. I'm convinced that if you've assembled the right staff, armed them with knowledge and inculcated a culture of putting quality and security first, things will change - especially after my recent encounter with a top-notch security organization. Which of you product developers wants to be first?
Source: Computerworld
Sign up for Computerworld eNewsletters.


text:
Quick Saturday PM update:
Cottonwoods/PC is on the northern periphery of what could be some wrap around precip tonight. It's an incredibly tough call, but it's not out of the question that we see 1-3″ from I-80 south tonight along the Wasatch Back and crest. Radar returns showing a bit of snow moving into the Wasatch Back right now south of Sundance. Southern/Eastern Utah can expect continued off and on snow in the high elevation through midday tomorrow.
Low pressure continues to pass to our south. SoCal, Arizona, Southern Utah, New Mexico, and Southwest Colorado have been inundated with rain and high elevation snow over the past two days. The Wasatch has been just north of the action and will continue to be so through the weekend. Occasional clouds and even a couple showers will be possible as far north as SLC, with gusty easterly winds continuing.
Southern Utah has seen lots of snow and that will continue at least through today. Here's a look at Brian Head this morning:
Looks good, eh?
After this low finally exits the desert southwest by Monday, we'll see a drying and warming trend across the state. Looks like another closed low is going to drop down off the California coast next week and possibly bring a few showers to Utah late on Thanksgiving day or on Friday.
Unfortunately, there are no major systems showing up in the next 10 days or so. Models continue to try to bring a pattern change into the area during the first week of December, let's hope that does the trick.
Stock up on gear (supporting WSF in the process) with Backcountry.com's Thanksgiving Sale! Just click the icon below!