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Saint Anselm College
2019 Martin Luther King, Jr. Celebratory Program
Theme: "Just Take the First Step"
Digital Exhibition
Tuesday, January 1 - 31, 2019, Geisel Library
Title: African American Voices: Dr. Martin Luther King Jr.
Location: Access the gallery on Geisel Guides
This digital gallery portrays the life and activism of Dr. Martin Luther King Jr. through a series of photographs exclusively available through Artstor. To learn more about the life, activism and legacy of Dr. King see also the list of resources featuring articles and books available at the Geisel Library.
Sponsored by the Geisel Library
Library Book Display
Monday, January 14 - 31, 2019, Geisel Library
Title: Today's Voices
Written by contemporary African American authors, thinkers and essayists, this display presents books from the Library's collection that confront issues of race and racism that persists in today's society. These works demonstrate how contemporary writers continue to advance Dr. Martin Luther King Jr.'s legacy of racial justice and social change.
Sponsored by the Geisel Library
"Is the Civil Rights Movement in America Over?"
Friday, January 18, 2019, 12:30 p.m., LLC Meeting Room
Facilitated by Professor Chris Bruell of the Criminal Justice Department.
Sponsored by the Grappone Humanities Institute
Archdiocese of Boston Black Catholic Choir
Friday, January 18, 2019, 7:30 p.m., Koonz Theater
The highly acclaimed Archdiocese of Boston Black Catholic Choir will have the audience on their feet, swinging and swaying to their incredible renditions of old Gospel music and stimulating spirituals such as "Every Praise and He's an on Time God".
The ABBCC was established in 1992 to "enhance liturgies & prayer services" and also to present concerts through the Archdiocese of Boston and beyond by raising their voices in song to the Lord. If you have never heard this group, you have a rare opportunity to experience this exciting religious form and dimension.
Sponsored by the Intercultural Center and the Fine Arts Department
The Mandal Man
Friday, January 18, 2019, 8 p.m., Jean Student Center Auditorium
Mandal is an Atlanta based comedian that is known for his high energy performance and quirky sense of humor. He is also the co host for Clown School, a podcast about life absurdities. He has opened for comedians such as Tig Notarol Jamie Lee and Donnell Rawlings. He has also performed in Orlando Undie Comedy Festival, Memphis Comedy Festival and the Laughing Skull Comedy Festival.
Sponsored by the Office for Student Engagement and Leadership
Martin Luther King, Jr. Dinner
Tuesday, January 22, 2019, 4:30 p.m., NHIOP Auditorium
Keynote Speaker: Senator Melanie Levesque
The Intercultural Center invites all staff, faculty and students to attend the Dr. Martin Luther King Jr. Dinner on Tuesday, January 22 at 4:30 p.m. in the NHIOP Auditorium. A delicious dinner will be provided.
Sponsored by the Intercultural Center, Campus Ministries and the Multicultural Student Coalition.
A Celebration of Audre Lorde
Wednesday, January 23, 2019, 5 p.m., Jean Student Center Auditorium
Film, "The Edge of Each Other's Battles: The Vision of Audrey Lorde"
The much loved and inspiring Audre Lorde, author of 15 books of poetry and prose, was an internationally influential catalyst for social justice within and among social movements including Black Liberation, Women's Liberation and Gay and Lesbian Liberation. The film includes speeches, reminiscences and footage from the conference, "I Am Yours Sisters: Forging Global Connections Across Difference," which brought 1200 activists, youth, men and women together in 1990 and used Lorde's work to address transcultural understandings of race, gender, sexuality and class.
Join us at 7:30 p.m. in the LLC for an informal after - film dinner and discussion featuring homemade lasagna and other goodies, with readings aloud from Lorde's book, "Sister Outsider," and other works and discussion of the film and the issues it raises. Twenty copies of Sister Outsider will be available free before the event, first come, first serve.
Please contact Wayne Currie or Rina Ficek in the Intercultural Center.
Sponsored by Gender Studies, TEDA and the Intercultural Center.
Lucubrations Open MIc
Thursday, January 24, 2019, sign ups begin at 7:30 p.m., LLC Classroom
Share your creative work poetry, music, photography, comedy, art that express your views or inspirations about race, identity and resistance in the post election world. You can also share YouToube or weblinks to items that you find inspiring. If you can't make it submit your art, literature, music or video to email@example.com.
Food and refreshments will be provided! Come and share or just come to watch.
Sponsored by the Sociology Department, the English Department and Gender Studies.
"Will the poor really always be with us?"
Friday January 25, 2019, 12:30 p.m., Joseph 005
Facilitated by Professor Christine Gustafson of the Politics Department
Sponsored by the Grappone Humanities Institute
MLK Jr. Discussion: RACE
Friday, January 25, 2019, 3 p.m., Bradley House Third Floor
Join the Philosophy Club for a discussion on "Race." All are welcome. Food and Refreshments will be provided.
Sponsored by the Philosophy Club
Latinxs, the Bible and Migration
Monday, January 28, 2019, 7 p.m., Perini Lecture Hall
A panel presentation featuring Drs. Jaqueline Hidalgo (Williams College), Eric Barreto (Princeton Theological Seminary), Ahida Pilarski (Saint Anselm College) and Gilberto Ruiz (Saint Anselm College), who will discuss their essays in the recently published book, "Latinxs, the Bible and Migration" (Palgrave Macmillan, 2018), followed by a response from Maria Teresa Davila (Merrimack College) and Q & A.
Sponsored by the Theology Department, Campus Ministry, the Intercultural Center, the Catholic Social Teaching Fund, the Office for Diversity & Inclusion, the Honors Program, the Latin American Studies Minor, Gender Studies and the Peace & Justice Studies.
"Blackness and Boyhood in New England" a talk by Dr. Jennifer Thorn
Wednesday, January 30, 2019 1:30 p.m., NHIOP, West Wing
"I am but a boy and all boys are bound to someone." The sixteen year old Frederick Douglass once remarked, noting the similarities between masters and parents, childhood and slavery. This talk discusses the ways that Lemuel Haynes and James Jackson (who lived in med-eighteenth-century rural Connecticut and early-nineteenth-century Boston), responded to religious and political models of deference, obedience, autonomy and value that were specific to early New England from the first settlement of Europeans through the nineteenth century. Haynes became the first black pastor of an all white church in the nation when he became the minister of West Parish Congregational Church in West Rutland, VT, in 1787. James Jackson, a student at the Abiel Smith School in Boston and part of the historic African Meeting House, became the subject of the book, often thought of as the first biography that was both by a black American and about a black American when his teacher, Susan Paul, wrote and published a memoir of him in 1833. Looking at these lives illuminates the complexities of multiracial New England history and culture, even as it also provides a lens into the denigrating of enslaved people and children so prominent in the legislation and practices of slavery throughout the United States.
Sponsored by the English Department
Should undocumented immigrants be granted amnesty? - Public Debate
Thursday, January 31, 2019, 7 p.m., Perini Lecture Hall
The Saint Anselm College Debate Team will hold a public debate as part of the Dr. Martin Luther King Jr. events. The format is rooted in college policy debate. The students will cite sources and present evidence as well as make arguments based on analysis. At the same time, the debate is designed for a lay audience, so that any member of the public can follow the arguments and hopefully will enjoy the debate.
Sponsored by the Saint Anselm College Debate Team
Mary Church Terrell, African American Women and Suffrage
Thursday, January 31, 2019, 4 p.m., Dana 1D
Panel discussion of the role of race in shaping the women's suffrage movement and specifically African American activist Mary Church Terrell's 1898 speech to the National Women's Suffrage Association, entitled "The Progress of Colored Women," in which she declares, "The progress made by colored women has never been surpassed by that of any people in the history of the world," despite obstacles that she also describes. Copies of the speech are available to pick up in the Conversatio Office, English department and History department Office, as of January 14, 2019.
Sponsored by the Coversatio Department, the English Department and the History Department
African American Voices: Jacob Lawrence - Digital Exhibition
Friday, February 1-28, 2019
One of the most prolific African American artists of the mid-20th century, Jacob Lawrence is well known especially for his documentation of the "Great Migration" of African American families from the rural South to the urban and industrial North just after World War I. With images from Artstor and resources available through the Geisel Library, this digital gallery highlights selections from Lawrence's 60-panel Migration Series and offers articles and books about Lawrence and his art.
Access the gallery with this link: https://geiselguides.anselm.edu/ExhibitLawrence
Sponsored by the Geisel Library
The Works of E.B. Lewis - Library Book Display
Friday, February 1-28, 2019
This display of books from the Library's Juvenile Collection will highlight books illustrated by E.B. Lewis, an African American illustrator who has captured the stories of Black protagonists for the past 25 years. Lewis has illustrated more than 50 picture books and has won numerous awards for his work, including: "Talking about Bessie (a 2003 Coretta Scott King Award winner); The Bat Boy and His Violoin (a Coretta Scott King Honor book); Down the Road (a Notable Book for Children by the American Library Association); and The Other Side (a Notable Book for Language Arts).
Sponsored by the Geisel Library.
Film: The Great Debaters
Monday, February 4, 2019, 7:30 p.m., Koonz Theater
"The Great Debaters" (2007, directed by Denzel Washington) is based on a true story about the debate team at Wiley College, a historically black institution that was so successful it beat the reigning debate champions at the University of Southern California, a white college, during segregation. Nominated for a Golden Globe Award for Best Motion Picture, the film garnered attention for depicting some of the realities of racism in the South.
Sponsored by the Conversatio Department.
Film: The Climb/L'Ascension
Wednesday, February 6, 2019, 6 p.m., Perini Lecture Hall
The Climb is a French film directed by Ludovic Bernard and was released in 2017. This film is a free adaption of the work Nadir Dendoune, Un Tocard sur le toit du monde/ A Looser on the Roof of the World. Samy Diakhate is a young Senegalese from the Cite des 4000 in La Courneuve (the suburbs of the Paris projects). Like many of his friends, he is unemployed but wants to get by. Since middle school, he is in love with Nadia, an employee of the neighborhood supermarket, of Maghreb origin. He tries to seduce her with his kindness but she resists him for fear of falling on a frivolous boy who would disappoint her and make her suffer. Samy tells her that our of love for her, he would be ready to climb Mt.Everest, but Nadia takes the sentence for a joke. Samy, determined to impress Nadia to conquer her, is looking for funding for his trip to Nepal. Without having any experience of mountaineering or even physical training, he throws himself into the adventure but soon realizes his weaknesses and the colossal challenge he faces. Meanwhile, the news spread in the suburbs and Paris like a wildfire: the entire suburb, radio and press is with Samy, watching his exploits hour by hour, while his family is worrying.
Sponsored by the French Club
Race and Baseball in the US with screening of the film "42"
Thursday, February 7, 2019, 5 p.m., Dana 1D
Before he was Black Panther, Chadwick Boseman played Jackie Robinson in the film "42," the number given to Robinson when he joined the Brooklyn Dodgers in 1946, integrating major league sports. Players from the Saint Anselm College Baseball Team host the screening and will introduce it with a 10 minute slide show of major turning points in the integration of baseball.
Sponsored by the Saint Anselm College Baseball Team, Gender Studies and the Intercultural Center
Campus Mass
Wednesday, February 13, 2019, 9 p.m., Abbey Church
Sponsored by Campus Ministry, The Multicultural Student Coalition and the Intercultural Center
2019 March and Candlelight Vigil
Wednesday, February 13, 2019, 8:30 p.m., Steps of the Abbey Church
Join the Multicultural Student Coalition as they celebrate the life of Dr. Martin Luther King Jr. with a peace March and candlelight vigil. The March will begin and end at the Abbey Church.
Sponsored by the Multicultural Student Coalition, Campus Ministry and the Intercultural Center
CAB MLK Jr./ Black History Month Trivia
Friday, February 16, 2019, 8 p.m., C-Shop
Come and see what you know about Martin Luther King Jr. and what was happening while he was alive! Answer questions about 60's music, social movements, MLK Jr, and more! Stop by the C-shop at 8 p.m. to win some great gift-cards!
Sponsored by Student Activities and Leadership Programs and the Campus Activity Board.
Modern African American Artists - Library Book Display
Monday, February 18-28, 2019, 5 p.m., Geisel Library
Highlighting books from the Library's collection, this display contains books that will explore the depth and breadth of the modern African American fine arts aesthetic.
Sponsored by the Geisel Library
"I'm a Good Person, Isn't that Enough?"
Thursday, February 21, 2019, 7 p.m., Dana Center
Debby Irving will be coming to do her lecture, "I'm a Good Person, Isn't that Enough?" on Thursday, February 21 from 7-8:30 p.m. in the Dana Center. The following day, she will remain for a faculty development workshop, most likely from 11 a.m.-1 p.m. Debbie Irving is the author of "Waking Up White" and has been giving NH Humanities talks and workshops around the state for a few months.
Sponsored by Grappone Humanities Institute
Unity Retreat
Friday, February 22, 2019 to Saturday, February 23, 2019, Essex Meeting and Retreat Center, Essex MA
The bus will leave the Saint Anselm College Campus at 4 p.m. on Friday, February 22, 2019. Please register in the Intercultural Center by Monday, February 18, 2019. There are only 40 spaces available so please register early.
Sponsored by .the Intercultural Center and the Multicultural Student Coalition
Community Conversation: Let's talk about race
Wednesday, February 27, 2019, 12:30 - 1:30 p.m., Event Space Student Center
Faculty, staff and students are invited to discuss their aspiration for the college, the country, and the world in the context of current events.
Joining with Community Partners for a Conversation about Equity
Wednesday, March 20, 2019, 6 p.m., NHIOP West Wing
Students, faculty and staff are invited to join the Meelia Center for Community Engagement in a facilitated dialogue with local non-profit leaders to explore how we can collaborate with the community to address issues of social injustice. Building on community expertise, participants will discuss the social, community and equity issues occurring in the greater Manchester area, the work that is currently occurring to address these issues and opportunities for continued work and collaboration.
Sponsored by the Meelia Center for Community Engagement


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subset: commoncrawl


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A major police hunt was under way tonight for a missing 41-year-old college lecturer with Welsh connections.
Mother-of-four Linda Razzell was last seen parking her car on Tuesday outside Swindon College where she works.
Detectives said they have not ruled out the fact that Mrs Razzell may have left of her own accord but there was a strong suggestion she had been abducted after her mobile phone was found in a nearby alleyway.
She was reported missing on Tuesday after failing to pick up two of her younger children from an after-school club.
Family and detectives say her absence is totally out of character and are concerned for her welfare.
At a press conference today her boyfriend Greg Worrall, 43, said: "If you can see me now Linda, your children want you to come home, I want you to come home. Your family in Wales, your cousins, they all want you to come home."
Mrs Razzell is currently separated from her husband with whom she was due to appear at a court hearing today regarding financial details of their separation.
The couple have four children - Catherine, 14, Matthew, 11, Emma, nine, and Robin, five.
Mr Worrall said: "It's Matthew's birthday soon and you promised him a shopping trip. He won't hold you to it but he just wants you to come home. We love you, come home."
Mrs Razzell was seen by a resident living near to Swindon College parking her red L-registered Ford Escort.
She was then seen to lock the car and walk through an alleyway towards the college in Regent Circus.
She had dropped off three of her children and Mr Worrall on her way to work and it was the last time she was seen.
Detectives revealed today that her mobile phone had been found in the alleyway yesterday and it had now been sent away for analysis.
Detective Inspector Paul Jennings, of Wiltshire Police, said there was no visible sign of a struggle at the scene.
"At this point in time we are leaving all options open but there appears to be absolutely no reason for her going missing.
"The greater amount of time someone is missing the greater our concern," he said.
Mrs Razzell is described as 5ft 5in tall, slim build with dark curly shoulder length hair and blue eyes. She was last seen in a grey trouser suit, brown boots and a black coat.


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Tummy Trimming Pills in Kenya: Weight or Cash Lost?
Tummy trimming pills in Kenya and weight loss as a whole is a such a big issue among women all over the world today. Blame it on the close-to-skeletal look that models and celebrities parade on TV, magazines, the Internet, and in those gigantic billboards. Surrounded by celebrities that were already anointed and crowned by media as "Women with the Perfect Figure," it is no wonder that ordinary women who look up to these "icons" of female beauty are caught up in the image that is projected and marketed almost on a daily basis.
It is as if the brains of ordinary women were programmed to think that being thin is the "in thing." Due to the marketing and advertising blitz, these women have been indoctrinated to desperately seek out the thousand and one ways to shed those "flabbies." Many women have become so crazy about losing weight and tummy trimming pills in Kenya that they will stop at nothing just to achieve the skinny look that have been idealized by their respective celebrity idols.
BELL LIFESTYLE – CHOLESTEROL CONTROL | WEIGHT LOSS – 30 CAPSKSh 3,500.00 Add to cart
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XENICAL 120 (ORLISTAT 120MG) WEIGHT LOSS – 84 TABSKSh 13,900.00 Add to cart
As any weight watcher would tell you, losing weight is not an easy task and unless you have magical powers like Wonder Woman. To the relief of millions of women, there are numerous popular diet pills in Kenya that are readily available in the market. It is just so easy to grab one. But are these tummy trimming pills in Kenya really as effective and safe, as advertised?
At present, there are two kinds of diet pills: weight loss supplements and weight loss medications. Weight loss medications are pills that are only prescribed by certified physicians, an example being Xenical. Weight loss supplements on the other hand are the popular diet pills which are available over the counter (OTC). Diet pills that range from slimming tea to herbal medicines and promises instant weight loss.
Xenical, Didrex and Lonamin are some of the best selling diet pills in the Kenyan market today, and many more are coming. There's even a new weight loss pill which will be out next year that based on clinical trials, and according to scientists. the drug looks promising for weight loss fanatics. The drug is called "Lorcaserin", which will be released in the market under the brand name Belviq. According to research, the said drug will help the user to control food intake.
FORBES: Belviq Study Results May Improve The Fortunes Of Weight-Loss Drugs
Problems may surely arise once you start taking tummy trimming pills in Kenya without your physician's go signal. If you are one who believes and wants to try weight loss supplements, make sure you know all the facts before taking them. Apparently, some women used these so-called miracle cures even if they knew that these drugs had uncomfortable side effects. Somehow, their desperation and drive to achieve the thin, supermodel look was strong enough to rule them and, eventually, allowed them to ignore the side effects and other potential harm that may arise by using these so-called miracle slimming medications.
Even some of the popular, over-the-counter diet pills like Islim that are easily accessible are not necessarily safe to use. Most of these easy-to-access pills do not contain enough information on the packaging. Moreover, some of these products fail to provide facts on how the product can supposedly help you lose weight. This overpowering desire to lose weight can actually lead to possible health risks, and worse, even death. 😮
There have been reports of sleeping problems, gastrointestinal bleeding and skin reactions from people who have tried OTC diet pills. It is common knowledge that there are prominent personalities who became victims of unprescribed medications and suffered harsh consequences. At time people even go for weight loss medications without knowing how to use them, they end up losing so much weight to a point of being hospitalised.
If you are still itching to try tummy trimming pills in Kenya, there is certainly a lot to choose from. But have you ever noticed that some of these pills have specifically noted on their packaging that the product is only effective when combined with exercise and healthy diet? Without realizing it, you eat less and exercise more, thus you really lose those unwanted pounds. More often than not, these pills are really expensive ranging from Ksh3800 and above. And it should not surprise you to find out that after using these products, you've actually lost more money than weight! 🙂
Doctors will agree that a lifestyle change, regular exercise, and healthy eating is still the best health and body slimming regimen. And when this is then combined with the pills, then the results are achieved much faster and safely. So, the next time you think about popping those pills, remember this:
Not all products advertised as the "best weight loss pill" is actually best for your health. Achieving high standards of beauty is, to some, worth the months of starvation, constant exercise, and thousands of dollars spent on diet pills. But is it really worth it?
Maybe it is high time for women in Kenya to realize that beauty is not always what can be seen by the naked eye. And that having a body worthy of an FHM or Cosmopolitan cover may not always be a woman's best asset.
The information above is fully endorsed and recommended by ePharmacy Kenya.


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"But Vietnam, although they have talked quietly to the Lao, it has not chosen the nuclear option to carry on very publicly and condemn Laos."
Hanoi to include air quality in weather forecasts next year
In Bangkok, bulk stores have begun to emerge as demands for eco-friendly products and services grow in Thailand.
What if we were to decree an "organic" state of emergency?
Let's dare dream. Dream of a country that would be known for its invaluable architectural and cultural heritage as well as its wholly-organic agricultural production.
Time 'running out' for Thailand's dwindling hornbills
Hyundai offers $420m tunnel under Vietnam's famous island-studded/UNESCO designated bay
Ha Long bay, a Unesco world heritage site, is famous for its 1,969 limestone islands and floating villages.
Marine parks in Mekong Region get Asean heritage nod
Three parks in Thailand were designated, two in Vietnam and one in Myanmar.
Vietnam's dilemma with Chinese infrastructure investment
China appeared to be a key factor in Vietnam's recent decision to stop foreign investors from funding its North-South Expressway, and ruling out Chinese tech firm Huawei from its national 5G roll-out.
Dams destroy Mekong tourism
In the past, the travel industry could escape criticism by saying it was "none of our business." Today, sitting on the fence is an unacceptable; must be more vocal to protect the region's greatest asset — the river.
Prawit lays down haze mitigation rules for North


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Sushant Singh Rajput is young at 31 years and had concurred both the small as well as the big screen. From being a garage mechanic in his soap opera days to playing the role of MS Dhoni, he has done it all. Everywhere he goes, his fans follow him like crazy. There is no doubt that he is one of the big names in the industry at the moment and there are many unknown facts about Sushant Singh Rajput!.
Here is the list of some of the most interesting facts about Sushant Singh Rajput!
He was born in Patna, Bihar on 21st January 1986.
Now he lives in Bandra, Mumbai.
His nickname: Guddu
He is 5'10'' tall.
He has four elder sisters, one of them being a national cricket player.
Favorite colour: black.
Eye colour: Dark Brown
Favourite sport: Cricket
His Favourite actors : Daniel Day Lewis, Ryan Gosling and Shahrukh Khan.
He is a foodie and loves to eat Rajma Chawal and Aloo paranthas.
One of the most interesting facts about Sushant Singh Rajput is that he is a prodigy. Sushant was a great student in his schools days. He is a national Olympiad winner in Physics.
Sushant also secured 7th rank in AIEEE 2003 (that is all over India *whoa*).
He cleared more than 11 engineering exams after his class 12th (He is a true example of "Sharma ji ka beta").
One of the most shocking facts about Sushant Singh Rajput is that he dropped out of Delhi College of Engineering (now DTU) to pursue his passion for acting.
He is addicted to black coffee.
Sushant has a great interest in automobiles. He owns a range rover and a BMW Bike.
... Read More


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Sale $34.96 - $54.95
Item # TXU003QItem # TXU003Q
Compression counts.If you're training for a race, chances are good that you've dealt with tight calf muscles in some way. Whether you're alternating between swimming, biking, and running for a tri or logging higher-than-average miles for a longer ride or race, your calves have their work cut out for them, and giving them extra support and improved circulation in the form of compression could help you train harder and prevent injury. 2XU's Elite MCS Calf Guards use 70D Invista Lycra to provide targeted compression to reduce muscle oscillation and promote circulation through the calf and shin muscles. This support helps lessen fatigue and soreness, helping you better keep up with a demanding training schedule. The quick-drying, breathable fabric will keep you cool as you train, and it resists odors and includes a UPF 50+ rating to protect your skin from the sun.
Reviews & Community
My calves feel the difference!
- Familiarity: I've used it once or twice and have initial impressions
I didn't buy this calf guards because fo the compression. I needed something to protect my shins during crossfit workouts. The moment I put them on I felt the difference. The day I first used them was for a workout that involved running and my calves didn't feel feel as sore as usual afterwards and my legs don't feel extra-hot at all because of the extra layer.
Great for running
- Familiarity: I've put it through the wringer
I have used these for trail running & they have worked great. Not too hot & have helped with my pulled calf muscle while exercising. I have also swam with them, & while not intended for it, they do work!


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The General Algebraic Modeling System (GAMS) is specifically designed for modeling linear, nonlinear and mixed integer optimization problems. The system is especially useful with large, complex problems. GAMS is available for use on personal computers, workstations, mainframes and supercomputers. GAMS allows the user to concentrate on the modeling problem by making the setup simple. The system takes care of the time-consuming details of the specific machine and system software implementation. GAMS is especially useful for handling large, complex, one-of-a-kind problems which may require many revisions to establish an accurate model. The system models problems in a highly compact and natural way. The user can change the formulation quickly and easily, can change from one solver to another, and can even convert from linear to nonlinear with little trouble.
Keywords for this software
References in zbMATH (referenced in 780 articles , 2 standard articles )
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- Andersson, Joel A. E.; Gillis, Joris; Horn, Greg; Rawlings, James B.; Diehl, Moritz: CasADi: a software framework for nonlinear optimization and optimal control (2019)
- Brikaa, M. G.; Zheng, Zhoushun; Ammar, El-Saeed: Fuzzy multi-objective programming approach for constrained matrix games with payoffs of fuzzy rough numbers (2019)
- Kallrath, Josef; Frey, Markus M.: Packing circles into perimeter-minimizing convex hulls (2019)
- Poudel, Sushil R.; Quddus, Md Abdul; Marufuzzaman, Mohammad; Bian, Linkan; Burch, Reuben F. V: Managing congestion in a multi-modal transportation network under biomass supply uncertainty (2019)
- Wang, Tong; Lima, Ricardo M.; Giraldi, Loïc; Knio, Omar M.: Trajectory planning for autonomous underwater vehicles in the presence of obstacles and a nonlinear flow field using mixed integer nonlinear programming (2019)
- Yue, Dajun; Gao, Jiyao; Zeng, Bo; You, Fengqi: A projection-based reformulation and decomposition algorithm for global optimization of a class of mixed integer bilevel linear programs (2019)
- Berthold, Timo; Farmer, James; Heinz, Stefan; Perregaard, Michael: Parallelization of the FICO Xpress-Optimizer (2018)
- Breuer, Thomas; Bussieck, Michael; Cao, Karl-Kiên; Cebulla, Felix; Fiand, Frederik; Gils, Hans Christian; Gleixner, Ambros; Khabi, Dmitry; Koch, Thorsten; Rehfeldt, Daniel; Wetzel, Manuel: Optimizing large-scale linear energy system problems with block diagonal structure by using parallel interior-point methods (2018)
- Cherri, Luiz H.; Cherri, Adriana C.; Soler, Edilaine M.: Mixed integer quadratically-constrained programming model to solve the irregular strip packing problem with continuous rotations (2018)
- Consiglio, Andrea; Tumminello, Michele; Zenios, Stavros A.: Pricing sovereign contingent convertible debt (2018)
- Fischetti, Matteo; Monaci, Michele; Salvagnin, Domenico: SelfSplit parallelization for mixed-integer linear programming (2018)
- Gergel, Victor; Barkalov, Konstantin; Sysoyev, Alexander: Globalizer: a novel supercomputer software system for solving time-consuming global optimization problems (2018)
- Jordan Jalving, Yankai Cao, Victor M. Zavala: Graph-Based Modeling and Simulation of Complex Systems (2018) arXiv
- Kallrath, Josef; Frey, Markus M.: Minimal surface convex hulls of spheres (2018)
- Lima, Ricardo M.; Conejo, Antonio J.; Langodan, Sabique; Hoteit, Ibrahim; Knio, Omar M.: Risk-averse formulations and methods for a virtual power plant (2018)
- Mazidi, Peyman; Tohidi, Yaser; Ramos, Andres; Sanz-Bobi, Miguel A.: Profit-maximization generation maintenance scheduling through bi-level programming (2018)
- Mejia-Argueta, Christopher; Gaytán, Juan; Caballero, Rafael; Molina, Julián; Vitoriano, Begoña: Multicriteria optimization approach to deploy humanitarian logistic operations integrally during floods (2018)
- Mertens, Nick; Kunde, Christian; Kienle, Achim; Michaels, Dennis: Monotonic reformulation and bound tightening for global optimization of ideal multi-component distillation columns (2018)
- Mitsos, Alexander; Najman, Jaromił; Kevrekidis, Ioannis G.: Optimal deterministic algorithm generation (2018)
Further publications can be found at: http://www.gams.com/presentations/index.htm


text:
Vancouver, BC – Vancouver Canucks General Manager Jim Benning announced today that the club has signed forward Griffen Molino to a two-year, entry-level contract.
"Griffen is a competitive two-way forward with good speed and defensive instincts," said General Manager Jim Benning. "He's made significant contributions to Western Michigan's success over two seasons and we're excited to have him join our organization and take the next step in his development."
Molino, 23, appeared in 40 games for the Western Michigan University Broncos this season ranking second in scoring with 33 points (15-18-33) en route to the NCAA East Regional Semifinals. In his freshman season in 2015.16, the 6-0, 185-pound forward led the Broncos in scoring with 25 points (11-14-25) in 36 games. He was also named to the NCHC All-Academic team.
Prior to collegiate hockey, the Trenton, Michigan native played two seasons in the USHL with Sioux Falls and Muskegon, registering 103 points (26-77-103) in 116 games.


text:
Reworking price has no real margin; they're dependent on a number of factors. We will take heed to your needs and wishes and assist you design a bathroom remodel that can suit your budget. If, for example, you have an interest in purchasing contemporary bathroom cupboards, it's essential for your tub, shower, and bathroom to also have a contemporary look.
San Antonio bathroom reworking may be used to reference all firms that providing reworking companies in this space of the world. For example, should you make the choice to have your lavatory professionally remodeled, you will have to pay knowledgeable contractor.
If you are simply trying to substitute your rest room, you will see that your transforming undertaking takes much less time than it could should you had been planning on remodeling your whole rest room. We cover the whole lot from lavatory additions, full lavatory renovations, and even small toilet reworking face lifts.
Too typically people take a look at the cash sitting of their emergency fund and determine to incorporate it of their transforming budget. A full kitchen remodel may require 250 square toes of tile, new cabinets, a quartz countertop, and gallons of paint (use a paint calculator to find out exactly how a lot you'll need).
3. Total Remodel in Tile, this is the standard means of transforming. That means that an installation in the middle of the corporate will not solely cost less in labour, however it might additionally take much less time than one on both coast because the arid setting narrows the installation window and drying time.


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While real estate investment trusts are not tax free, they are partially tax-deferred, which increase the effective tax-equivalent distribution (TED) when compared against many other investments. The following calculator helps REIT investors see the equivalent fully taxable investment yield they would need to achieve to match the distribution generated by a REIT they have invested in. A portion of distribution from REITs is considered a return of capital (RoC). This calculator helps investors see a REIT's hypothetical distribution and how the RoC impacts the tax equivalent distribution.
While REITs typically offer superior returns to ordinary savings accounts, some investors like to keep a portion of their capital liquid for diversification purposes & to take advantage of price mismatches driven by temporary liquidity issues.
Is your bank offering competitive rates which beat inflation and taxes? If not, you may be able to earn a better rate & make your money work harder by shopping around.
The following table lists currently available rates for savings accounts, money market accounts and CDs.
REITs allow investors to place specific bets on sectors of the economy or geographic regions.
When Amazon.com announced their plans to launch a second headquarters, some experts like Scott Galloway predicted they would choose either New York City or Washington D.C. Ultimately Amazon.com chose both locations. Investors who believe Amazon.com's real estate transactions in Crystal City will boost the value of neighboring real estate could invest in a REIT like JBS Smith Properties (JBGS) to bet on that thesis. Most REITs have lower liquidity than large corporate stock, so if an investor exits a large position they might push price significantly. While the Amazon.com HQ2 choice should be a boon for JBGS investors, Yale has a large position in the REIT and has sold a significant portion of their stake.
The value of land (and the cashflow it can produce) can change dramatically overnight depending on broader economic conditions & the local economy. The same Crystal City that is viewed as hot today, crashed about 15 years ago.
Crystal City was once a thriving hub of government agencies and military contractors, but its fortunes sank after a 2005 mandate, in part for antiterrorism concerns, to relocate thousands of jobs from suburban office buildings to nearby military bases. In the following years, Crystal City lost 17,000 jobs, and 4.2 million square feet of office space became vacant.
REITs allow investors to invest in many categorical themes. A representitive set of examples by category are listed below.
Nareit offers a searchable directory of REIT investments by category including data centers, diversified, health care, industrial, infrastructure, lodging/resorts, mortgage, office, residential, retail, self-storage, specialty & timberlands.


text:
- Home
- Government
- Departments
- County Clerk & Elections
- Elections
- Photo ID Requirements to Vote at the Polls
Every voter must show photo ID when voting in person at the polls. Individuals who vote by mail will provide either their driver's license number or a copy of their valid photo ID with their ballot application.
A registered voter who does not possess any of the approved government-issued photographic identification documents may apply for a free non-driver identification card at the Division of Motor Vehicles. The Manhattan Division of Motor Vehicles (DMV) office is located at 8200 Southport Drive Ste 105, Manhattan, KS 66502. For hours of operation, please call the DMV office at 785-296-6834.
Certification Requesting Fee Waiver for Nondriver Identification Card (pdf)
**IMPORTANT** In order to obtain a nondriver identification card, a person must present acceptable proof of identity and proof of residence to the Division of Vehicles, Kansas Department of Revenue. Qualifying individuals who lack proof of identity and desire to obtain a free nondriver identification card may obtain a Kansas birth certificate from the Kansas Office of Vital Statistics at no cost to the individual
Maker A Id Best Buy – Ohio Online Make Fake To obtain a free birth certificate in order to obtain a free nondriver identification card, all three of the following forms must be submitted to the Kansas Office of Vital Statistics by a qualifying individual:
A person voting in person in the county election office or at a satellite site is treated the same as a regular voter at the polling place on election day.
A person voting by mail may write his or her driver's license number on the application form or submit a copy of valid identification with the ballot application.
If an advance voter fails to provide identification information, or if the information provided is not valid, the county election officer may issue a provisional ballot, but the ballot is not considered valid unless the voter submits identification sometime before the county canvass.
No ID is required for Permanent Advance Voting Applications (qualifying individuals are sick or disabled).
Individuals not born in Kansas may find how to obtain a birth certificate in their state or territory at the National Center for Health Statistics website.
Individuals who were born outside of Kansas, who do not have proof of identity and do not wish to pay for such a document from their home state, may apply for a State Voter Identification Document. (NOTE: This identification document is valid only for the purpose of voting in Kansas and may not be used for any other purpose.)
To qualify, such person must:
Qualified individuals should contact the Riley County Clerk's office at 785-565-6200 or the election division of the Secretary of State's office at or 800-262-VOTE.


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TCG Rulings
Mentions in Other Rulings
- Cosmic Compass: If a Compass Token is affected by Limiter Removal it will be destroyed during the End Phase even if its ATK stayed at 0. [1]
OCG Rulings
- When this effect resolves, this effect is applied to all face-up Machine-Type monsters in your Monster Zone.[2]
- If this card is activated during the Damage Step, it can be activated from the start of the Damage Step until before damage calculation.[2]
- Applying "During the End Phase of this turn, destroy those monsters." does not start a Chain Link.[2]
- The effect of "Limiter Removal" is applied to all face-up Machine-Type monsters in your Monster Zone when the effect resolves.
- If you activate "Limiter Removal" while you control an "Ancient Gear Golem" in your Monster Zone, and you activate "Call of the Haunted" in a Chain to Special Summon "Ancient Gear Gadjiltron Dragon", then the effect of "Limiter Removal" is applied to both "Ancient Gear Golem" and "Ancient Gear Gadjiltron Dragon".[3]
Previously Official Rulings
|These TCG rulings were issued by Upper Deck Entertainment and have since been deemed unofficial by Konami.[6] They were previously considered official and can still be correct, as long as they follow the official gameplay rules, or unless Konami has issued a ruling that says otherwise. References: [7][8][9][10][11][12][13][14][15]
- When a monster's ATK is doubled with "Limiter Removal" and another "Limiter Removal" is activated, the ATK created by the first "Limiter Removal" is doubled by the second "Limiter Removal".
- Machine-Type monsters Summoned after "Limiter Removal" resolves are unaffected and are not destroyed during the End Phase.
- If an affected monster is flipped face-down or becomes an Equip Card, it is not destroyed in the End Phase.
- If a Machine-Type monster's ATK is doubled with "Limiter Removal" and afterwards its Monster Type is changed, it is still destroyed in the End Phase.
Mentions in Other Rulings
- Book of Moon: If you use "Book of Moon" on a monster that had its ATK doubled with "Limiter Removal", the monster is not destroyed at the end of the turn.
- Curse of Aging: The effect of "Curse of Aging" is not applied to face-down monsters. It is only applied to the face-up monsters on the field when "Curse of Aging" resolves. It is not applied to monsters Summoned after "Curse of Aging" resolves, either. (Similar to "Limiter Removal"). This means that even if face-down monsters are flipped face-up in the same turn, their ATK or DEF are not changed by the effect of "Curse of Aging", even if they were on the field (face-down) when "Curse of Aging" resolved.
- Cyber Shadow Gardna: If you use "Limiter Removal" on your "Cyber Shadow Gardna", both effects (destroy it because of "Limiter Removal", and change it back into a Trap Card by its own effect) happen during the End Phase in the order of the controller's preference.
- Heavy Mech Support Platform: If you have a monster, "X-Head Cannon" for example, equipped with "Heavy Mech Support Platform", and you activate "Limiter Removal", the ATK will becomes (1800 + 500) x 2 = 4600. Also, the "Heavy Mech Support Platform" will be destroyed instead of the "X-Head Cannon" during the End Phase (by the effect of "Limiter Removal") and "X-Head Cannon's" ATK will no longer be doubled.
- Interdimensional Matter Transporter: When "Karate Man", or a monster affected by "Limiter Removal", is removed from play with "Interdimensional Matter Transporter", it is not destroyed that turn because the effect of "Karate Man"/"Limiter Removal" is reset.
- Mage Power: If you control "Cannon Soldier" equipped with "Mage Power", and you activate "Limiter Removal", then the ATK of "Cannon Soldier" is (1400 + 500 + 500) x 2 = 4800.
- Metallizing Parasite - Lunatite: If you equip "Metallizing Parasite - Lunatite" to a monster that has been affected by "Limiter Removal", the monster is still destroyed during the End Phase by "Limiter Removal's" effect.
- My Body as a Shield: "My Body as a Shield" can only be used against effects that will destroy monsters at that time... Also, you cannot use "My Body as a Shield" against cards whose effects will not destroy a monster right away, so you cannot use "My Body as a Shield" against..."Limiter Removal"...
- Prime Material Dragon: ... you cannot use "Prime Material Dragon's" effect against cards whose effects will not destroy a monster right away, so you cannot use "Prime Material Dragon" against... "Limiter Removal"...
- Shrink: If "Shrink" affects a monster whose ATK is doubled by "Limiter Removal", that monster's ATK will become half of its original (printed) ATK.
- Trap Monster: If you change "Embodiment of Apophis" to Machine-Type and use "Limiter Removal", then "Jinzo" is Summoned later that turn and "Embodiment of Apophis" switches back to a Trap Card, "Embodiment of Apophis" is not destroyed in the End Phase by "Limiter Removal".
- Union Monster: If a Union Monster turns into an Equip Spell Card, or reverts back into a monster, effects are reset. ... If I use "Limiter Removal" on a Union Monster, and equip it, it is not destroyed at the end of the turn, and if I turn it back into a monster its ATK is no longer doubled.
- Weapon Change: If you use "Weapon Change" to make "Gear Golem" [sic] into a 2200/800 monster, then use "Limiter Removal" to make it 4400/800, then destroy "Weapon Change", "Gear Golem" [sic] is 800/4400.
- Y-Dragon Head / Z-Metal Tank: If "Y-Dragon Head's" ATK is doubled with "Limiter Removal", and then "Y-Dragon Head" is equipped to "X-Head Cannon", "Y-Dragon Head" is not destroyed at the end of the turn.
Judge List Rulings
- When a Machine-Type monster is equipped with equip cards like "Axe of Despair" or "Black Pendant", "Limiter Removal" will double the total ATK of the equipped Machine-Type monster. After doing so, the doubled ATK does not change if the Equipped Card is removed.[4]
- If a Machine-Type Fusion Monster has its ATK doubled, because it was Fusion Summoned with "Power Bond", and "Limiter Removal" is then activated, the monster's total ATK (doubled by "Power Bond") is doubled again by "Limiter Removal".[4]
- If you control a Machine-Type monster with its original ATK doubled by "Megamorph" and you activate "Limiter Removal", the original ATK being doubled by "Megamorph" is again doubled by "Limiter Removal". If the "Megamorph" is later removed or if there is a change in Life Points, the ATK value created by "Limiter Removal" remains. But if a monster's ATK has been doubled by "Limiter Removal" and then it is equipped with "Megamorph", then the ATK value created by "Limiter Removal" disappears and only "Megamorph's" effect applies. Additions/Subtractions of other Equip Spell Cards are still re-applied.[4]
Out of Date
Judge List Rulings
- Ring of Destruction: If "Ring of Destruction" is activated targeting "Cyber Dragon" and "Limiter Removal" is chained, then "Limiter Removal" resolves first and doubles "Cyber Dragon's" ATK, from 2100 to 4200, and then "Ring of Destruction" resolves and destroys the "Cyber Dragon", inflicting 4200 damage to both players' Life Points.[5][Notes 1]
- ↑ The latest print of "Ring of Destruction" uses Problem-Solving Card Text, which states that the damage dealt is equal to the monster's original ATK. This difference is due to a major change in the functionality of "Ring of Destruction".
- ↑ Konami Gameplay FAQ: Storm of Ragnarok -- Card Rulings <Version 1.0> ("Cosmic Compass")
- ↑ 2.0 2.1 2.2 2.3 Konami OCG Card Database: Limiter Removal
- ↑ Konami OCG Card Database: If a Machine-Type monster is Special Summoned by a "Call of the Haunted" activated in a Chain to "Limiter Removal", is the effect of "Limiter Removal" applied to that monster?
- ↑ 4.0 4.1 4.2 UDE Judge List: Limiter Removal Clarification
- ↑ UDE Judge List: Ring of Destruction vs Limiter Removal
- ↑ Konami Judge Program Forum: Individual Email Rulings VS Individual Card Rulings
- ↑ UDE FAQ: Individual Card Rulings [A-C]
- ↑ UDE FAQ: Individual Card Rulings [D-E]
- ↑ UDE FAQ: Individual Card Rulings [F-H]
- ↑ UDE FAQ: Individual Card Rulings [I-K]
- ↑ UDE FAQ: Individual Card Rulings [L-O]
- ↑ UDE FAQ: Individual Card Rulings [P-R]
- ↑ UDE FAQ: Individual Card Rulings [S-T]
- ↑ UDE FAQ: Individual Card Rulings [U-Z]
Community content is available under CC-BY-SA unless otherwise noted.


text:
indicates every 2 miles
West Colchester Cycle Route
|Cycle Route Details
|Route Name
|West Colchester
|Distance : miles (km)
|14.1 (22.69)
|Posted By
|D Wilson
|Calories Burned
|(login and provide your weight for more accurate calories burned)
|Cycle Steps
|Good training route. The route takes in a great round trip including the villages of Blayer de la Haye, Birch, Copford and Stanway.
|Near By Cycle Shops
|Cycle Revolution
|Cycle Revolution
|Cycling Clubs located in this region
|Colchester Rovers Cycling Club
|Cycle Harlow
|Essex Roads
|Forty Plus CC
|South East Essex CTC
|VC Oyster
|Your comments?
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This One Hand Sanitizer Kills Norovirus, & Here's Where To Get It
Nobody wants to suffer the indignities of the norovirus. As winter continues to just sort of ruin everyone's lives with the snow and the cold and the long, grey days, norovirus has been the crappy icing on top of the terrible cake. It's an awful stomach bug that's highly contagious, without a vaccine, and difficult to avoid. But there is a little, tiny bit of good news; one hand sanitizer kills norovirus, and here's where you can get it.
The general school of thought appears to be that washing your hands with good old soap and water is still the best way to avoid contracting the norovirus. Unfortunately, if you happen to have many sets of little hands around who love to touch everything, keeping their hands clean enough can be a struggle. Which is why places like day care centers and elementary schools have managed to become a breeding ground for a potential norovirus outbreaks; the virus loves well-populated areas that are also closed in. When you consider how highly contagious the virus is (it can be passed by touching contaminated food, water, or even contaminated surfaces that have not been properly cleaned), and how difficult it can be to locate a sink with hot water and soap and a public place, finding a good hand sanitizer is the way to go.
Most hand sanitizers have proven ineffective against the norovirus, particularly sanitizers that have a high rate of alcohol concentration. The issue is that traditional anti-bacterial hand sanitizers work well to combat other viruses that are "enveloped," and the effective agents can pierce the envelope to attack the virus. The norovirus is a "non-enveloped" illness, which is why most hand sanitizers won't work. The trick to finding an effective hand sanitizer is to find one containing the anti-microbial Benzethonium Chloride, an agent that has a 99.3 percent success rate against norovirus surrogates like Feline Calicivirus. Zylast Antiseptic Lotion contains Benzethonium Chloride, and can be ordered directly here.
Unfortunately, it has been difficult to cultivate the human norovirus in a lab for testing, so surrogates have been used. Benzethonium Chloride has been found to create a bacterial resistance against norovirus. Another hand sanitizer with anti-microbial agents that contributes to killing norovirus is the Clorox bleach-free hand sanitizer, which can be ordered through Amazon.
Finally, Germstar Noro has become the number one choice to combat norovirus on cruise ships.
It also promises to soften your hands whilst protecting you from the nausea, vomiting, diarrhea, fever, muscle aches, and exhaustion commonly associated with norovirus. So that's a nice little bonus, right?
Winter is going to end some day, and with it we'll see the back end of the norovirus. So just try to keep your hands clean, eat foods that are cooked properly, and keep your work surfaces disinfected with bleach if you've got it. Because believe me, the last thing you want is the winter vomiting flu.


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On December 8, 2004, the Securities and Exchange Commission approved the MSRB's proposal to create the Real-Time Transaction Price Service ("Real-Time Service") and establish a $5,000 annual subscription fee.[1] The Real-Time Service will disseminate municipal securities transaction prices in real-time as part of the MSRB's Real-Time Transaction Reporting System ("RTRS"). The Real-Time Service is expected to become operative in January 2005, as part of RTRS.
A description of the Real-Time Service may be found in the MSRB's previous notice announcing its filing with the SEC. [2]
December 10, 2004
[1] See Release No. 34-50820 (December 8, 2004).
[2] See "Proposal to Create the Real-Time Transaction Price Service and Establish an Annual Subscription Fee," MSRB Notice 2004-35 (October 26, 2004), at www.msrb.org.


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Jose Matta
Predoctoral Student
B.S., Biological Sciences
George Mason University
As an undergraduate at George Mason University, I participated in research projects involving functional genomics, specifically in drug addiction models and hepatotoxicity, using cDNA microarray technology. My research interests included ion channels involved in synaptic transmission and mechanisms and the role of synaptic plasticity. I am also interested in ion channels in peripheral terminals of sensory systems-pain & heat.
Laboratory Rotations:
Effects of polyunsaturated fatty acids on capsaicin channel function
Gerard Ahern, Ph.D.
Omega-3 (n-3) polyunsaturated fatty acids (PUFAs) are essential dietary fatty acids shown to have analgesic properties. Because of a similarity in structure to known endogenous activators of the capsaicin receptor (TRPV1), we reasoned that TRPV1 function may be regulated by n-3 PUFAs. This hypothesis was tested with TRPV1 in a Xenopus oocyte expression system and in native channels in cultured sensory neurons. We compared the ability of different dietary fatty acids (saturated, mono, and PUFAs) to modulate agonist-evoked currents. We found that all unsaturated fatty acids blocked capsaicin-induced currents. In contrast, PUFAs enhanced the current evoked by protons, which have extracellular binding sites. These results suggest that PUFAs act at intracellular site(s). Significantly, after stimulation of PKC, PUFAs activated TRPV1 and this effect was more pronounced with the n-3 PUFAs. Similarly, in capsaicin-sensitive neurons, n-3 PUFAs alone evoked inward, capsazepine-sensitive currents but did not block currents evoked by endogenous agonist Nnder normal physiological conditions, n-3 fatty acids may partially elicit their analgesic effects by first activating and then desensitizing the TRPV1 channel.
Potential role of serum-inducible kinase (SNK) in synaptic plasticity
Dan Pak, Ph.D.
Long-term changes in synaptic activity are thought to underlie the persistent behavior involved in learning and memory, and drug addiction. Recent reports show SNK induction by synaptic activity causes synaptic plasticity and changes in dendritic spine morphology. Changes in synaptic composition may involve changes of synaptic receptors at spines, so we are attempting to identify the potential role of SNK in receptor internalization. Our preliminary data indicates SNK associates with players involved in AMPA receptor internalization, such as NSF and clathrin adaptors. These interactions were found using co-immunoprecipitation by pulling down whole brain lysates with GST-SNK fusion proteins, and then probing with antibodies for NSF and clathrin adaptors in western blots.
Recent reports have shown a specific interaction between AMPA receptors with clathrin adaptors and NSF, which were shown to have effects on AMPA receptor internalization and synaptic plasticity, thus our near future goal is to determine a physiological role of SNK and receptor internalization, specially looking at glutamate receptors. We will attempt to do this using immunocytochemistry while inducing SNK or kinase dead form of SNK in neuronal cultures and cell lines expressing glutamate receptors.
Why do our cells need to express more than one NR2 subunit?
Stefano Vicini, Ph.D.(Department of Physiology)
I am currently doing my third rotation with Dr. Vicini. A major focus in this project is to determine the physiological role of NMDA receptor heterogeneity of the NR2 subunit. Using electrophysiological, molecular, and anatomical studies in transgenic mice lacking specific NR2 subunits, we will determine the role of NR2 subunits in excitatory synaptic efficacy, and possible compensatory mechanisms that may occur due to the absence of NR2 proteins. Such approaches will allow us to test our leading hypothesis that the heterogeneity of molecular forms of NMDARs at excitatory synapses has a physiologic role in determining the efficacy of excitatory synaptic transmission and, in turn, plasticity.


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If you can smile when things go wrong, you have someone in mind to blame.
It's not enough to rage against the lie. You've got to replace it with the truth.
Watching missed business opportunities is always painful. When products fall flat or sales slow down despite best efforts, it's excruciating to experience the loss of market value. And most of us can guess what comes next: the blame game. Someone must have made the wrong decision, failed to do the right thing, or both. "If only we'd had the right people on the bus, we would have succeeded," is what we say. The mental betting pools begin on who will wind up getting tossed under that very same bus.
Most often, there's some good reason for blaming people. After all, mistakes were made. "Any fool could have seen that our supplier couldn't ramp up production that fast." "Engineering missed their committed date. Simple as that." Or "Listen, they've walked before, and they've chewed gum before. All they had to do was walk and chew gum at the same time!" Well, maybe. Who is at fault is not simply an objective question; it is often a political necessity. So we play "he said, she said," pick a scapegoat for the failure, and move on. But is this useful? That is, will blaming people help any of our businesses to be successful the next time?
People aren't the core reason why strategies fail. Of course they are part of the dynamic, but we often look to blame people as if that's the whole story. If only it were that simple. When failures happen, I have seen that there are persistent, telltale patterns. As I visit Company A in the morning, Company B in the afternoon, and Company C later that same day, day after day for 10 years, I see that the failures are not simply isolated human missteps that can be avoided in the future by replacing one or two individuals. Instead, the issues are subtle variations of systemic problems. Some problems are dominant in one set of companies, and others are dominant in other firms, but the same few crop up over and over. This is great news, because in the failures we can study the systemic issues, understand them, and create a New How to go forward.
Three situations illustrate the systemic problems. All are byproducts of the Air Sandwich we covered in the introduction, where the top of the organization issues orders at the 80,000-foot level and lobs them down to the folks at the 20,000-foot level, without the benefit of feedback, questions, or even a reality check from below. As long as we're eating Air Sandwiches, we lack the meaty "how" to do an effective job of setting direction and achieving the kind of results we need.
The first situation involves limited participation, the second is about the focus on speed, and the third relates to unresolved questions.
Quick, smart, and hard working, Sue was passed over for promotion after promotion, despite good reviews. While personally frustrated at the lack of advancement, she didn't walk away like so many others would have. She wanted to work with these people and this product set. She didn't just like the company; she loved it. So, she kept aiming to do even better and crack the secret code. One day, she finally got the insight on why she was passed over for the most senior echelon of leadership. Her boss's boss shared, "You get involved and drive the things you are specifically chartered to solve, but you don't jump into stuff outside your domain." Sue was a great leader within her own discipline, but was not viewed as a company leader.
Now, we could say that Sue just wasn't that good. We could say it's an isolated incident involving one person and her individual situation. But of course that's not the whole story. Sue's story highlights a pattern of limited participation and holding back that pervaded the company. The company kept bringing in outsiders as the next echelon of leaders rather than promoting from inside. I knew of other mid-level leaders at this firm who were getting similar feedback from different managers. Each leader shared with me why they behaved as they did, and it came down to this: they hesitated to move beyond their specific assignments, out of fear of treading on others' toes. You see, this firm's culture valued "getting along." The systemic problem was that the culture norm constrained each individual to stay within unspoken, invisible lines of behavior. "Working together to solve the problem" was ranked lower than "getting along." The essential environment for supportive collaborative actions and behaviors was not yet in place.
Remarkably, the executive, Sue, was able to treat her insightful conversation as a springboard to change how the company worked. She used it to set the stage for stepping outside her own domain of expertise and engage with colleagues to drive increased collaboration across boundaries, while the senior execs saw the broader issue and changed the company culture so it was safe for Sue and others to act.
Why does an organization need to drive collaborative actions? Why do people need to step outside their own domains if the business is to thrive? It comes down to this: speed to market happens through cross-silo collaboration. That means companies must work across boundaries and silos to create new things and build greater speed for the company as a whole. The more complex the organization, the more cross-silo collaboration is needed. When members of the organization keep to their isolated sandbox, it leaves holes in the larger tapestry. So firms must seek to avoid the pattern of discouraging productive cross-discipline contribution.
The second costly pattern involves a focus on the doing without shared thinking. Ian, a general manager chartered to grow "the next big thing" for his division, was entrepreneurial and gung-ho. Working with him and a small group of people in the division, my company had identified a brand-new market where buyers had a "latent need": a deep source of pain they would pay money to solve, but that no offering could solve today. The idea, the competitive landscape, and the size of that market opportunity ($2 billion) were well vetted. The board of the company gave the green light to actively pursue this new market. So far, so good.
That's when things got off track, and perhaps you'll see a bit of your own organization in this next part. With "the big idea" approved, Ian brought together his broader management team and all the extended members of the organization responsible for execution. He shared the results of the board discussion with all the "doers": people from marketing, engineering, delivery, and so on. He finished the update, took a few questions, and then moved on to the next steps. With thinly veiled impatience, he emphasized, "Let's get going!" One person, dialed in via conference call, raised the key question: "Get going how?" Unseen by the questioner, the look on the GM's face left no doubt of his low regard for the person. You probably know the look. Intentional or not, it says, "I get it, so why don't you? What are you, s-l-o-w?" Others present, not wanting to be seen as obstructionist, bit their tongues and got focused on "let's get going."
And so it went. Ian effectively said, "Charge up that hill!" (Figure 1-1) and everyone attempted to do so. The team spent six months trying desperately to make the new market materialize, but got nowhere. People exhausted themselves trying to make it happen, but time and again, something was always amiss, and the execution failed. Ian made the mistake of assuming that what was obvious to him was also obvious to everyone else, even people who hadn't spent close to a year investigating the new opportunity. By going straight to execution without sorting out dependencies and risks, and explaining why certain things needed to happen, Ian failed to align his team. So everyone raced off at top speed with no coordination, looking like a tribute to the movie Keystone Kops. You already know where this story ends, right? Failure. After six months of zero progress, formerly committed teammates began taking other jobs. Ian was moved to another role. That particular "hill" was never seized, and a lot of business opportunity was lost. Everyone—team members, Ian, execs—was frustrated, though not all in the same way.
Of course, wanting to move fast and get a-going toward a plum of an opportunity is not a bad thing! Speed absolutely matters. But there are devils in those details that enable people to go fast, in the right direction, together! When people don't understand what is really needed, they can't make key decisions that align with all the other players. Try as they might, they each end up going in slightly different directions. Ian's 80,000-foot take was that what needed to happen next was "clear," and he wanted people to get into gear and go, go, go. Ian did not just forget to ask for thinking—he squashed the very notion. Strategic thinking, including things like understanding all that would need to change, deliberating options, making tough choices between those options, and nailing down who owns what responsibilities, does not happen in spite of a process. It needs to be driven by the process. Ultimately, it is effective collaborative thinking that completes the "how" of strategy and drives the speed of execution. You can align people by the very way that strategy is created. The thinking and "why" of what matters gets encoded into the organizational ethos, the building blocks of every future action. That's when you can outpace the competition. To fix this systemic issue, you have to change the very way strategy gets created.
The third systemic pattern of failure involves decision making near the source of the problem. A successful firm I was working with, which I'll call Livery, was expanding from a software tools company (making software programs that people use) to a platform company (making software that other developers use to create their own programs). To accomplish this big strategic shift, a lot of things at the company needed to change, from the kinds of products they built to how they built them. Their goals required getting many external software developers involved and committed to this new platform, which meant that they no longer had 100% control of their own destiny. On many levels, it would take a new approach to doing business for them to succeed.
There was no one owner of this shift; it involved everyone at Livery, so everyone had to own a part of the larger strategy. When a significant problem arose, no single party could solve it, because it affected five different leaders and their divisional responsibilities. One leader opted to research the issue, to find its root cause and make recommendations for how to move forward. So far, so good: there was a problem, and someone took responsibility for it. But when this leader came back with recommendations to share with his peers, do you know what he heard?
Rather than a meaty discussion on how to apply the recommendations, what he got instead was pushback. "We've known that for some time," "how will we know for sure" that the recommended solutions would work, and "we've tried that before" were the gist of the conversation. The responses guaranteed that many questions would go unresolved. Zero progress was made. All agreed they needed to solve the problem, but the comfortable focus on things-already-known cut short the rather messy but necessary forward-looking conversation. The five leaders were struggling with learning about the unknown and how to drive change. Each leader had well-defined individual goals, which did not add up to success. The gaps in between their roles were not owned and thus compromised the business outcome. Because all of them owned it, no one owned it. They were the right people with the perspective and judgment to make the decision, but they were not comfortable with it. They did not want to bear the risk of the decision, and had other work nagging them for attention. And so, despite clear evidence of a problem and some consensus that the problem was in their neighborhood, the leaders did nothing.
There was a side effect as well. When the leaders show that they're reluctant to tackle change, other people in the organization who start out eager to initiate change and drive new solutions get stuck. "Why bother? It's above my pay grade." They go back to their defined job title-related roles until someone tells them it's time to do something different on behalf of the company. Everyone is exasperated at the lack of progress. The leaders can't see how their subtle insistence on certainty and clear, definitive answers for a new business problem actually stall progress. That risk-averse demand for certainty undermines the collaborative problem solving and tough choices needed to enable business success.
Why does it matter who in an organization handles unresolved questions? Many companies would just let festering issues bubble up to the top echelon of the leadership, but that slows company progress. And besides, does the very top of a complex organization really have the right context to make most calls? Organizations benefit when the people nearest the issue figure out how to solve it. Luckily, when the CEO drove a new way of working, Livery was able to figure out new ways the organization could make decisions closer to the point of action. Some people left because it was so different than their command-and-control way of working, but the overall sense of responsibility within the organization grew, and with it their ability to compete in the marketplace.
Although it would be easy to look at these stories as isolated situational flaws, they are really common systemic issues companies face. They are evidence of how many firms are systemically set up to fail at strategy creation. While many people say they value collaboration, their people, processes, and organizational systems are not set up to support it. Each story highlights a particular element that was missing from the strategy creation process, namely:
The collaborative actions and attitudes that encourage people to step up and shape the organization's future together.
A way to work through the energy-consuming and often untidy process of shared strategy creation that reaches beyond the big idea, while still arriving at an end destination in a timely manner.
The organizational ability to share ownership, do shared problem solving, and make decisions nearest the source of the problem, enabling the whole organization to go fast and stay aligned.
To transform how companies set direction and achieve results, it's important to understand and tune (or in some cases, reinvent) the way we enable people to create, communicate, make decisions, work collaboratively, and take action. To support straightforward examination, it helps to translate these stories into specific warning signs that we can look for in our organizations. There are always telltale signs of the three systemic ways strategy fails, and there are key lessons in those signs.
These telltale signs are clues to your organization's larger view on strategy and the strategy creation process. It's these signs that point to surefire failure (Figure 1-2). When cooperation, co-creation, and a careful exploration of ideas are discouraged, an organization fails to tap the talents, knowledge, and experience of its people.
Consider whether you recognize any of the three signs in Table 1-1 from your own experience.
Lesson for collaborative strategy
Lesson for collaborative strategy
Lesson for collaborative strategy
We all need to avoid focusing on templates or framework outlines and instead focus on getting people to think about what matters and why. Although the people creating those strategy templates are doing good work, they often don't realize that they are not encouraging thinking. Even with well-defined outputs and things moving quickly, the business can go south because the right debates, discussions, and decisions have not yet happened. In other words, without collaboration, strategy can appear to be done well but in reality it lacks the substance to create better business outcomes.
Strategies created in these environments are incomplete and at high risk of failure during implementation and execution. The Air Sandwich gets perpetuated. Let's look at how to set up a successful strategy creation system.
For a strategy creation process to engage people and still work optimally, a host of organizational elements need to come together. We aim to create an environment that supports people working together in the dynamic tension that enables generating excellent ideas, challenging underlying assumptions, vetting those ideas, sharing ownership, gaining a deep understanding, and establishing accountability for success. What follows will paint the full picture of how organizations can come together to form strategy.
First, even bright, talented, and motivated people cannot jointly create effective strategies—ones that people can implement to produce great results—until the fundamental enablers of collaboration are in place. If responsibility-sharing, decision-making, or idea-generation protocols do not enable a co-creative and collaborative approach, individuals can't overcome the obstacles to success. The fundamental organizational enablers for collaborative strategy fall into three areas (Figure 1-3):
How do people act individually and within groups in the company?
Is there a structure or method that helps people learn the problem, create options, make tough choices, and create accountability while setting direction?
Where are decisions made within the company, what is rewarded, how are goals set, and how are disputes resolved so learning happens?
Of course, all three parts of the individual behaviors, strategic process, and organizational principles are tied to the organizational system. By establishing a set of shared attitudes, values, goals, and practices for your organization or team, you'll establish a system of collaborative, productive work. Let's explore each of these elements and how they ultimately come together to help you and your organization establish effective strategy and reach new results.
As we all know, simply telling people what needs to be done is rarely enough to produce action. Yet that's exactly what many organizations often do in the strategy process. Creating excellent strategy depends on collaboration throughout the organization.
This book will explain in detail a new holistic approach for aligning people to a direction by involving them in fully defining the "what" (the idea) and the "how" (developing options for how to deliver on the idea) and helping them all to understand the "why" (the reasons why something matters). When the what/how/why come together, then people come to own it. They believe in what they are doing.
They know how to make subtle decisions that, in aggregate, make the difference between success and failure. They know how to react a few weeks down the road when some change threatens to knock things askew. We call this new approach the New How.
This has specific implications. For collaborative strategy creation to work, we need to have a way for many people, regardless of title or rank, to participate in setting direction. And we also need their ideas to be valued and their contributions respected. Good strategies require great new ideas that can come from anyone and are often not a product of any single individual. Getting at the valuable ideas that are embedded in your team requires sharing ownership of success within the organization. The act of recognizing ideas based on their merit, not just based on who proposed them, gives some credit and recognition to the individuals or teams behind these ideas. Doing this well moves the focus to the ideas and shared ownership. As will become clear, it is important to be able to build up, tear down, and reconstruct ideas. It's best if individuals don't get too tightly bound to their ideas, or they may perceive criticisms of the ideas as personal attacks. Also, we want the full team to be comfortable adding to the ideas. So we seek shared ownership of ideas, and ranking of ideas based on their merit. We call this dynamic a "meritocracy of ideas."
Quite often, this means that people don't need to have fully formed recommendations before arriving at the table, but instead bring their thinking ability. Thinking happens "in the moment," and so often the individual nuggets and partial ideas are not airtight. Rather than criticizing and discarding incomplete ideas, leaders will build upon the useful pieces and encourage the shaping of options through an iterative process. The sources of individual ideas can see how their contributions were carried forward, which allows them to buy into the resulting strategy.
It sounds good to have a meritocracy of ideas, but it also raises the stakes for all the people involved. It means that people in the organization share a responsibility to play an active role, where they take personal responsibility for what gets created. When people are invited to participate, they need to be fully present with their points of view and willing to engage in setting direction. That means putting aside egos and politics and to stop attending meetings as observers, passively awaiting direction. Rather, the expectation on each of us is to show up as full participants in discovery and creation. It is easier said than done.
Later, when the decision is made, each of us knows we've been heard and feels as though the decision is, in a real sense, our decision. When that's true, we support the call that ultimately gets made.
Whether people choose to fully engage is deeply influenced by the behaviors and attitudes of the company's leaders. So we'll define what behaviors and attitudes are needed to enable productive collaboration.
But people's behaviors are not enough to enable a collaborative environment. We also need to set up work processes that enable people to come together.
The strategy gap represented by the organizational Air Sandwich will not be filled with more presentations from above. PowerPoint slides are just another form of air in the sandwich. What's missing from the Air Sandwich isn't repetition of high-level ideas, it's practical understanding. Getting more people involved in the process leads to two benefits. First, it increases the diversity of perspectives, which means more potential ideas that win and more potential pitfalls avoided early. And second, it means decisions aren't simply directives from above. By having two-way communication about the strategy as it is formed, follow-on decisions can be made faster and better because the people making those decisions understand the intent behind the strategy, and why X must be done and Y must not be done, and how to choose between W and Z when those decisions arise. This lets management push the decision-making process closer to execution, supporting much faster action and helping to ensure that the cascade of decisions align with one another.
To accomplish this, however, we need to go slow to go fast. We need to involve the right people, do the necessary drill-down, and flesh out the feasibility details so it will work. Unlike what Ian believed was right, people need to create the "how" of strategy. But the process cannot take forever. We need to limit it. We need a process that supports participatory investigation, yet converges in a practical amount of time and generates a concise and specific set of actions. Our strategy creation process, and the mindset of the people driving it, must meet several key criteria to ensure both understanding and quick closure:
The process and mindset must ensure a shared understanding of the current context. By surfacing both the explicit and the underlying context, all team members can have the same view, and the process will drive alignment and preempt divergence during execution.
The process must identify right-sized problems. Big problems must be deconstructed so they can be tackled by your organization. Some organizations try to take on the biggest problems all at the same time—what I call eating an elephant in one sitting (Figure 1-4). These organizations don't really know their limits, and they don't know what's involved in their tasks. They take on tasks that are too large, and consequently they fail.
The process must help translate the inherent tensions of a problem into constructive, creative energy. When debate and brainstorming are welcomed, people can both contribute and process new data, insights, and perspectives. Without debate, issues will not be surfaced, and people will find it difficult to aim toward the right target. Organizations that squash debate typically "jump the gun" by getting started on problem solving without first fully understanding the root cause of a problem.
The process should include mechanisms to identify and resolve conflict. Organizations often struggle with collaboration when the time comes to converge on a unified strategy. Many people are involved, and every idea in the pool seems to be someone's favorite. Teams tend to overinvest in trying to keep every idea alive.[4] For collaboration to work, the process must provide a way to cull the best ideas from all the options. We need to know how to spray weed-killer on some ideas and put fertilizer on others.
With an effective shared process in place, organizations can finally do the necessary discovery, debate, and elimination of ideas so they can lead the march toward progress and, in the end, success. Included in the New How is a specific yet flexible and convergent process framework.
But no process can take hold if the organization doesn't have rules and principles in place to ensure that people cooperate and align with one another. That's a crucial part of a collaborative strategy process.
The notion of harnessing the untapped talent, ideas, and insights of your people and their ideas isn't new.
But collaboration in action is rare because there is trickiness to it. It requires a mindset and a well-tuned process, and they need to mesh. It's very hard to add collaboration to an existing organization. There is a kind of quandary, the business strategy version of a Catch-22. If you're struggling, you're too busy to sort out how to switch to a new approach. If you're ahead of the pack, then why change? But occasionally a large and successful organization will not follow that faulty logic, like Tiger Woods choosing to optimize his swing. John Chambers has told us that Cisco, the dominant firm in networking, is turning the battleship by institutionalizing collaboration.[5]
Organizational rules of engagement can present pernicious problems for doing strategy collaboratively. This is because, in part, these rules are about invisible structures and abstract systems that are embedded in the fabric of the organization. The ownership of these rules feels anonymous. If these rules create motivations at odds with collaboration, then nascent efforts to encourage teamwork can be doomed. And so these rules must be examined closely. The New How identifies four principles for defining rules that enable organizations to collaborate effectively: they involve driving decisions locally, setting up incentives that reward common success, defining common goals, and making learning a key function of the organization.
One thing that helps organizations to collaborate is to view strategy creation less as a rigid turn-the-crank effort and more as a pathway to discovery. This highlights the "how" of strategy, what I refer to simply as "strategizing." Strategizing organizations view strategy as both a noun and a verb. The team members are constantly alert for ways to enhance success, knowing that some ideas will get integrated into execution quickly, and others will be pocketed until the time is right.
Organizations collaborate best when the rewards are based more on organizational success and less on individual accomplishment. Similarly, collaboration works when the results are measured, progress is tracked, and people stay in touch with what is going on. Without tracking, you get poor coordination, weak feedback, and weak accountability. Commitment and momentum will fade. You'll see that the organizational principles provide the glue that connects the people and processes into an organization-wide ability to win.
In light of all these ideas, can you look back at a strategy creation process you have been involved in—perhaps one where it didn't work out well—and see systemic patterns of weakness? Perhaps you had an experience, like the one I shared in this book's introduction, where you had an inkling that things weren't quite right. There are always early warning signs, but they can be hard to make sense of without a frame of reference. And even if you see them, addressing them is tricky unless the organization is oriented toward taking a systemic view of strategy creation.
We know now that people are not solely to blame. People are just one of the core elements that influence the dynamic of strategy creation, yet they're typically the prime targets when a strategy goes belly up. Blaming strategy breakdowns on individuals gives management the sense that they have fixed something. But when strategy is created in an impaired system, swapping out people doesn't fix much.
Good strategy creation depends on both a good system and good people. If you have a talented team and assemble the right systemic elements—individual behaviors and attitudes, processes, and organizational principles—you have the makings of a powerful organization for creating strategy. The rest of this book is organized into three parts aimed at addressing the systemic components.
Part I describes how people need to "be" in the system, both as individuals and as leaders. How we engage with one another matters a great deal, because people generate the ideas and make the decisions that determine what value we create together. How we behave toward one another is inseparable from how we work together.
Part II focuses on the methodology for doing collaborative strategy. Setting direction is an art and a practice. We need to know when and how to open up the spigot of ideas, and when to close the spigot and accomplish something. Collaborative planning and decision making has a bad rap, somewhat deserved, for never "getting there." By introducing a solid yet flexible process framework, you can be both collaborative and fast. Part II also includes the chapter on the MurderBoarding process, which is the basis of the strategy selection method. Readers interested in narrowing options may read Chapter 6 on its own.
Part III takes us up a level to think about the rules of engagement that organizations can put in place to foster a culture of collaboration and successful strategy outcomes. Changing organizational culture requires more than just bold moves and big announcements. How do you get whole groups of people to alter the way they think, work, and act? To help a new culture stick, you need a small number of big changes, and thousands of supporting small acts. This section covers the principles for incorporating collaboration into your company's dynamic.
Let's get started with Part I.
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In this Thesis experimental studies of nano-clusters using synchrotron radiation based photoelectron (UPS and XPS) and Auger Electron Spectroscopy (AES) are presented. The investigations may be divided into two parts where the first reports on the structure of heterogeneous two component clusters, and the second concerns electronic decay processes.
Using photoelectron spectroscopies as investigative tools the radial composition of heteroclusters of argon mixed with xenon, krypton or neon has been determined. Two methods of heterogeneous cluster production were employed: co-expansion and doping/pick-up. By analyzing the line shapes, energy positions, and widths of the spectral cluster features the radial composition of the clusters produced by co-expansion were found to form close-to-equilibrium structures, placing the component with larger cohesive energy in the cluster core while the second component was to varying degree segregated toward the surface. By instead using the doping/pick-up technique the opposite radial structures, i.e. far-from-equilibrium structures, may be formed. In the case of argon/krypton clusters a similar surface structure is formed regardless of production technique.
The second part of the Thesis concerns post-ionization decay processes. Experimental evidence for the Interatomic Coulombic Decay process, a theoretically predicted decay channel, is presented in a study of homogeneous neon clusters. The time scale of the decay was determined to 6±1 fs for bulk atoms and >30 fs for surface atoms in the neon cluster, showing the connection between local geometry and dynamics of the decay.
Another channel for electronic relaxation is Auger decay. This Thesis presents a method of disentangling the spectral surface and bulk responses from clusters in Auger spectra. Studies of argon clusters show that the AES technique is more surface sensitive than XPS, even at the same electron kinetic energy. Furthermore, the effect scattering of the photoelectron has on the Auger spectra was investigated. Special effort was put into explaining an experimentally observed photon energy dependent intensity appearing on the high-kinetic energy side on the Auger signal. We propose that this intensity is due to a solid state-specific photoelectron recapture process we name Pre-Auger Recapture (PAR), which affects the kinetic energy of the Auger electrons.


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Global Working Group to End SRGBV
UNESCO Global Education Monitoring Report and UNGEI launch the 2018 Gender Review entitled 慚eeting our commitments to gender equality in education? Read the report >>
Education unions in eastern and southern Africa are taking action to end gender based violence in and around schools. Join their campaign by following the hashtag #UnionsSpeak! Learn more here >>
UNESCO releases 2017/18 Global Education Monitoring (GEM) Report 'Accountability in education: Meeting our commitments' Report highlights here >>
GPE and UNGEI are pleased to launch the 'Guidance for Developing Gender-Responsive Education Sector Plans'. Download and read about the Guidance in our latest blog. More here >>
ASPBAE was established in 1964 by a group of adult educators, inspired by the idea of promoting adult education in the region.See All Partners >
Under the theme, 慓irlForce: Unscripted and Unstoppable? International Day of the Girl will this year celebrate achievements by, with and for girls since the Beijing Declaration and Platform for Action and passage of the Convention on the Rights of the Child.?/span>
This week, thousands of gender equality advocates are arriving in Vancouver for the 2019 Women Deliver Conference for the purpose of sharing knowledge, experiences and ideas to accelerate progress for girls and women everywhere. The conference theme: Power. Progress. Change.
In partnership with the Akilah Institute, ICRW, Brookings Institution, ILO and UNICEF, UNGEI is co-hosting a special one-day symposium in Washington D.C. on galvanising education, skills, and employment opportunities for women and girls around the world.
A global learning symposium on school-related gender-based violence (SRGBV) is taking place this week in Johannesburg, South Africa. Bringing together delegates from across the Eastern and Southern Africa region, the symposium will facilitate the sharing of strategies and approaches to addressing SRGBV.
This report estimates the global impact of depriving girls of education as well as showing how educational attainment can affect their life chances and choices, and the outcomes of this at an individual, family and community level. Its findings show the transformative power of education for girls in six areas: (1) earnings and standards of living, (2) child marriage and early childbearing, (3) fertility and population growth, (4) health, nutrition and well-being, (5) agency and decision-making, and (6) social capital and institutions. Findings indicate that limited educational opportunities for girls and barriers to completing 12 years of education cost countries between $15 trillion and $30 trillion dollars in lost lifetime productivity and earnings. The report also finds that primary education is not enough. Across many indicators, benefits from primary education only are limited.


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Friday, June 29, 2012
Fall Splendor 6 x 6 Acrylic Colorado Landscape Painting by artist John K. Harrell
Painting from essentially my own back yard is quite a treat. This is a scene from Kenosha Pass in Colorado. I live in the city of Denver but, with 45 minutes I can be taking pictures of such beautiful scenery such as this. How fortunate I am.
John K. Harrell Fine Art
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Ahead of Huawei's Mobile World Congress 2017 press conference, the press render of its next flagship smartphone, the P10, has been leaked online by smartphone leakster Evan Blass. We have seen renders of the smartphone earlier, so there aren't any surprises here.
The P10's design appears to be a slight evolution compared to the P9 from last year, with only a few major differences. Perhaps the most noticeable change on the front is that the P10 features a physical home button, with the fingerprint scanner embedded inside it. The P9 doesn't have any physical home button on the front and the fingerprint scanner is mounted at the back. At the rear, things aren't very different from the P9, except for the lack of a fingerprint scanner. Instead of a circular fingerprint scanner, Huawei has placed its company logo in the same position.
The Huawei P10 is expected to feature a 5.2-inch AMOLED display with 1440 x 2560 Quad HD resolution and run on the Kirin 960 octa-core chipset clocked at 2.4 GHz. Rumors suggest the smartphone will be available with either 4GB or 6GB of RAM, depending on the variant. In terms of storage, options will range from 32GB on the base storage up to 128GB on the top end model. At the back, the P10 is going to be equipped with a 20MP + 12MP dual-camera setup with Leica-branded lenses, similar to the one seen on the Mate 9 last year.
Source: @evleaks


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I did a ton of research on where to get my hair did….FINALLY, I decided to ask other girls in the beauty industry. AND I AM CONFIDENT MY RESEARCH WILL BE REWARDED! Stand by for a full review and AFTER shots.
Here is the OFFICIAL before picture:
Mostly dark, a few highlights (WHY DO I PAY FOR BARELY THERE HIGHLIGHTS!!!?????)
Things I have taken for granted in the past:
My bestie at the time cut my hair for a few years. Having someone you trust to cut your hair is worth its weight in gold and Xanax ;). THAT SAID:
To my 876 readers in Texas (TEXAS I LOVE AND APPRECIATE YOUR CONTINUED SUPPORT)….GO TO SATORI SALON (Houston, Galleria) ask for Mariko: 713 869 2444 You won't be sorry.
To my 503ish MN readers: GO TO JOHN CHARLES SALON (Uptown or Wayzata) ask for Steven: 612-724-2444 or 952-767-9977 –Ask him for the "porn star hair-ala Malia"
To my readers around the world, I would love to hear what hair styles are trending in your area. I know there are quite a few of you in Madrid, Australia, Asia and the UK. Don't be stingy! Tell me everything!
Hug your stylist…they deserve it. Seriously, that industry is under recognized!