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Racial stereotypes have been shown to have subtle and unintended consequences on how we treat members of different race groups. According to new research published in Psychological Science, race bias also increases differences in the brain's representations of faces.
Psychological scientists Tobias Brosch of the University of Geneva and Eyal Bar-David and Elizabeth Phelps of New York University examined activity in the brain while participants looked at pictures of White and Black faces. Afterwards, participants performed a task that assessed their unconscious, or implicit, expression of race attitudes.
By examining patterns of brain activity in the fusiform face area — a brain area involved in face perception — the researchers were able to predict the race of the person that the participant was viewing, but only for those participants with stronger, negative implicit race attitudes.
These results suggest that the ways in which Black and White faces are represented in this brain region differ for people with a stronger, implicit race bias compared to people with less or no bias. This implies that people with stronger, negative implicit race attitudes may actually perceive Black and White faces to look more different.
Brosch notes that "these results suggest it may be possible to predict differences in implicit race bias at the individual level using brain data." Phelps, a professor in NYU's Department of Psychology and Center for Neural Science, adds, "Although these findings may be of interest given the behavioral and societal implications of race bias, our ability to predict race bias based on brain data is relatively modest at this time."
This study was funded, in part, by grants from the National Institutes of Health (5R01MH062104), the Seaver Foundation, and the Swiss National Science Foundation.
Psychological Science is a journal of the Association for Psychological Science.
Source: New York University


text:
New research leads to improved bunk bed safety standards
Ryan was just four years old when he went to sleep on his bunk bed one night and never woke up. His mother found him strangled to death the next morning with his neck caught between the vertical post of his side ladder and mattress.
Ryan is not the only child to have strangled in the space between a bunk bed ladder and mattress. Since 1983, other incidents have been reported to the Consumer Product Safety Commission (CPSC). In the Forensic Ergonomics Special Issue of Ergonomics in Design: The Quarterly of Human Factors Applications, HF/E researcher Carol Pollack-Nelson, PhD, discusses how a thorough human factors/ergonomics analysis of bunk beds might have prevented Ryan's death.
Head and neck entrapments have occurred in many consumer products over the years, prompting millions of recalls and changes in standards and government legislation. The bunk bed industry tried to address the hazard by developing a standard that specifies spacing limitations intended to prevent such entrapment risks in bunk bed end panels. However, these specifications do not apply to the space between the ladder and the side of the bunk bed. As a result, the head and neck entrapment risk in this part of a bunk bed still exists and has never been addressed by any legislationuntil very recently.
"A child's sleep environmentwhether it is a crib, a toddler bed, or a bunk bedshould be a safe haven," says Pollack-Nelson. "Parents should be able to put the child to sleep without concern that the child will be injured or killed in the bed itself. Head and neck entrapment should not be permitted in any components of a bed that is intended for use by children."
Pollack-Nelson included her HF/E research on head and neck entrapment in a July 2010 petition to the CPSC to encourage revisions in a mandatory bunk bed standard that could help to prevent deaths among children like Ryan. The CPSC published the petition, which is pending action and may see a decision before the end of 2011. In the meantime, the American Society for Testing and Materials Subcommittee for Bunk Beds met in March to address the petition and is taking action to revise the standard before the end of this year.
"I am very pleased that the industry is taking this hazard seriously by amending the voluntary standard," says Pollack-Nelson. "I am hopeful that changes to the standard will prevent other children from becoming entrapped in bunk bed side structures."
The expertise of forensic human factors/ergonomics professionals is vitally important in the development of industry standards to ensure that those standards promote safe designs. Similar case studies involving the role of forensic ergonomics in safety standards, civil litigation, and government legislation are featured in the upcoming special issue of EID, now online.

subset: commoncrawl


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text:
Visit msnbc.com for Breaking News, World News, and News about the Economy
I have spent much of the day thinking of the late Sen. Ted Kennedy and of which news reports describe his legacy well. Throughout the day, I kept returning to remarks that another Catholic veteran of politics, Chris Matthews, made on MSNBC's Morning Joe. (Morning Joe has not posted a video clip of Matthews' story, but I'm embedding a solid, richly detailed obituary by NBC news anchor Brian Williams.)
Matthews told of how G. Gordon Liddy had been sentenced to prison after refusing to testify against any of the accused parties in the Watergate scandal. As Liddy sat in prison, both his daughter and Kennedy's daughter were graduating from an exclusive Catholic school for girls. Liddy's daughter was feeling like a pariah, Matthews said, and Kennedy was the one parent who took a moment to speak comforting words to her. (Matthews also told the story, though in less detail, in a tribute to Kennedy that he wrote for The Daily Beast back in February.)
On Morning Joe, Matthews choked up for a moment as he finished this story. In moments like these when much of the nation pauses to mourn, TV has an emotional advantage over print. A show like Morning Joe can bring on regular guests such as Matthews and Mike Barnicle, both of whom knew Kennedy for decades, and let them riff. The result is a mixture of endearing anecdotes, laughter and tears.
On his blog, David Frum told another story of the late senator offering comfort to Ted Olson, whose wife, Barbara, died during the terrorist strikes of 9/11. An elegant handwritten note from Kennedy to Olson, Frum wrote,
did not dishonor by ignoring or denying the political differences between the two families. It fully acknowledged them -- and through them expressed a deeper human awareness of shared mortality, pain, and grief. Not all chapters of his life revealed it equally, but the senator was a big soul, and in his last years, he lived his bigness fully.
Michael Sean Winters offered a measured reflection for America magazine's In All Things blog:
Kennedy's death is that it is personal if you are a politically engaged Catholic. His family touched ours in ways few other families do, even neighbors. How many Catholic families have a picture of Jack Kennedy on the wall next to the crucifix? And, the last one standing was Teddy. He carried on the legacy of his brothers. He was the champion, year in and year out, of so many causes at the heart of Catholic social teaching. The first thing to do in the face of this loss is to cry.
Winters acknowledged and criticized Kennedy's divergence from Catholic teaching on abortion.
On the death of a public figure such as Sen. Kennedy, I find the greatest poignancy in the small details of off-camera life. Rarely does the omnibus obituary tell me much that will move my soul. But offbeat items like these help me to remember the vulnerable and struggling person behind the legend, and to feel a deeper sense of loss at his death. When I want to better understand a figure who was larger than life, I'm thankful for the wide variety of sources made possible by a multimedia age.


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Mon, 29 October 2007
Matt Spivey… Pastor Dan Berry Cornerstone Family Church highlight the African Children's Choir returning to Des Moines November 11. "What's Love Got to Do With It? a Harvard researcher teaches parents how to talk about "it". John Chirban. Then, the 1st Annual Tribute to Veterans Career Fair. Iowa Work Force Development. Then, is Governor Culver's new diversity mandate just another affirmative action scam?
Direct download: mickelson-2007-10-29.mp3
Category:podcasts -- posted at: 7:37am CDT


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http://www.justice.gov/usao/nys/pressre ... mentpr.pdf
Holy shit! The FBI have seized the domains of Ultimate Bet, Pokerstars and Full Tilt Poker and issued arrest warrants for their owners.
charged, these defendants concocted an elaborate criminal fraud
scheme, alternately tricking some U.S. banks and effectively
bribing others to assure the continued flow of billions in
illegal gambling profits. Moreover, as we allege, in their zeal
to circumvent the gambling laws, the defendants also engaged in
massive money laundering and bank fraud. Foreign firms that
choose to operate in the United States are not free to flout the
laws they don't like simply because they can't bear to be parted
from their profits."
This is only breaking news so no info on what's happening in the rest of the world yet, but this is massive news. The US .gov have basically shut down a business that operates legally in the rest of the world simply because their activity is illegal only in the US. Mad stuff.


text: Actually, women are special, just like men are special. When someone tries to "put you in your place" by demanding you do something based on gender stereotype, and you follow it, you're not being special, you're being stupid. Unless you really want to make that sandwich. And there's nothing wrong with that.


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I was recently asked my opinion about collaboration within an organization. Being I just completed an organizational assessment for a client, I have a fresh perspective of the topic. I was specifically asked:
"Is it healthy for Scrum teams to work in a bubble protected from the business around them? Should collaboration go beyond the team?"
There are two common threads that I see time and time again. One, what is the goal? Two, is that goal communicated? Until these two threads are tied together, you can't have good collaboration. I don't see this being unique to the world of Scrum. To help illustrate my point, I'll try to use terms people outside the Scrum community can understand.
Strategic Mission (Goals)
Executive Leadership, in order to lead, needs to communicate the strategic vision of the organization. Strategic vision translates into strategic mission or long-term goals. Strategic mission should be understood by the entire organization. If you don't know the mission, how will you be able to help the organization reach its goals? From there, the leadership needs to empower people tasked to do the work to figure out how they will accomplish the goals.
Tactical Mission (Goals)
This is where you keep lines of communication open but insert a protective buffer. If you're leveraging Scrum, that first buffer is called a Product Owner. This person understands the strategic mission of the organization and is able to translate it into tactical mission. You could also refer to this person as an organizational liaison. This person or group of people don't need to know all of the answers. But, they do need to be readily available to answer questions from the team and to reach out to the appropriation organizational subject matter expert(s) when necessary. The second buffer, when leveraging Scrum, is called the ScrumMaster. If not leveraging Scrum, they could also be known as a process manager. This person understands organizational process on a team level and is there to ensure the team consistently follows that process. They also work to keep those who do not aid in tactical execution from derailing the team from getting work down.
Collaborative Team
It's time for me to answer the first direct question. Is it healthy for Scrum teams to work in a bubble protected from the business around them? Though I do believe the team should be protected from the business directly trying to change their tactical priorities, you should never operate in a vacuum. If people from within the organization do try to change team short-term priorities, the process manager (ScrumMaster) should be right there to impress upon them the needs of the organization and to respect the agreed upon processes.
Collaborative Organization
The second question was, should collaboration go beyond the team? My short answer is, yes. Communications is different from collaboration and it needs to flow up and down the organization. With information flowing freely, I've seen good (strategic) ideas become bad ideas overnight. All it might take is one executive standing in the back of the room during a daily (stand-up) meeting. Once the appropriate information is presented to the appropriate people, real collaboration can take place. The entire organization, which includes all cost and profit centers, needs to collaborate to discover the best solutions and work toward common goals.
What do you think?
Did I miss anything?


text:
Associate of Applied Science - Electrical or Electronic Engineering Technology
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Along with taking core engineering courses, you will study digital and electronic systems, robotics and Microsystems and you will learn to design and build electrical and electronic circuits.
An associate degree is granted after the successful completion of 69-70 semester hours of coursework and prepares you for employment by allowing you to concentrate the majority of your studies in the technical and related coursework. This program transfers with no loss of credits to the College of Technology's 2+2 program for the Bachelor of Science in Industrial Technology or Technology.
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- Biomedical technician
- Engineering assistant
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Further experience in the field could lead to a position as a:
- Research technician
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- Supervisor in electronics, electrical power, manufacturing or construction technical writer
The Associate of Applied Science degree in Electrical/Electronic Engineering Technology offered at Kent State Trumbull is accredited by the Technology Accreditation Commission of the Accreditation Board for Engineering and Technology.


text:
Worldtime.io API - Developers
Worldtime is a time service that provides localized time for anywhere in the world through a search tool. The site includes the search function, different time display options, information about daylight savings time, and other functions. The Worldtime API uses REST calls, and is comprised of an IP address to time service, and a latitude to time service. These allow the user to integrate time information services into third-party applications. An API key is required with service.


text:
Local, Nar & Far Memory part 6 - Too High a Virtual Processor number has a Bad Side Effect
nagger 100000MRSJ Comments (4) Visits (21502)
The title should read "Local, Near & Far ..." - I will not correct it or links might fail.
In this entry we carry on from part 5 but we are going to look at setting the virtual processor number for the virtual machine. There is a side effect that is not obvious and after 6 years of using them, it never occurred to me so perhaps it is news to others too. The problem of virtual processors is that they are ephemeral - i.e. they don't actually exist and costs nothing. So I find most systems administrators feel they can be generous and allocate lots of them. In this AIXpert blog - I have pointed out, many times, that it would be clearer if Virtual Processor (VP) was called the "Spreading Factor". In Uncapped virtual machines, the VP number tells the Hypervisor the number of physical processors the VM can "see" (i.e. the number of CPUs AIX knows about) and can spread out the processes across. Also in previous entries we have looked at AIX CPU Folding, where AIX decides that running more CPU cycles on fewer physical CPU is more efficient and drops hint to the Hypervisor. This makes systems administrators feel there are no bad effects of high VP numbers.
So is there any harm in having a large Virtual Processor number? The Answer is YES
Here is a little reminder from part 5 of an example virtual machines (LPAR) setup:
For illustration purposes let us take a VM which averages in busy periods 16 physical CPUs, peaks regularly for a few minutes to 18 physical CPUs and we have a shared processor pool of say 48 physical CPUs. Four scenarios:
All of these involve some compromise but there are two hidden side effects that you should know about. The too low an Entitlement side effect was covered in part 5 and the Virtual Processor number side effect covered below.
Ask yourself the question what is the difference between virtual machines with VP=48 or 36 or 20?
Well, whether you are using them or not (i.e. AIX folded) the Virtual Processors have to be allocated to a physical CPU-core in the machine - it is the Hypervisor that allocates them. At last in this series of blogs, we are back to considering virtual machine placement and the memory implications - sorry for the long detour in to Processor scheduling etc.
Lets have a look at how it could be laid-out.
If we take the example of a 64 CPU-core Power 770 in diagram terms it would look like the below picture with eight POWER7 chips and 64 CPU-cores, in the four CEC drawers (brown squares with two POWER7 chips each) and a reminder about "Local, Near and Far" memory access:
Small size Virtual Machines
So if we have a virtual machine with a VP number of 8 (or less) - then if we are lucky the entire virtual machine could be placed on a single POWER7 chip with its 8 CPU-cores. This would mean every data access would be from the local memory DIMMs.
Medium size Virtual Machines
If we have a virtual machine with a VP number of 9 to 16 then (again if lucky) it would get placed on the two POWER7 chips within a single Power770 CEC drawer. This would mean the data access would be Local or Near with AIX taking every opportunity to make the process and data on the same CPU-core and minimum Far data access.
Why do I keep saying "lucky" ?
Well, if you already have virtual machines (LPAR) running the Hypervisor may have already allocated a few CPU-cores on each of the POWER7 chips and it will have to work around then. This would mean the Hypervisor can't go for a perfect placement. Below we show four different levels of "luckiness" for virtual machines using 8 virtual processors allocated to physical CPU-cores
"Do you feel Lucky, punk!":
Although, I have painted this "Very Unlucky" lay out as bad do not lose sight of the fact that the POWER7 range have VERY HIGH-SPEED memory sub-systems and can work well across CEC drawers. Those rPerf performance numbers are based on large 64 CPU-core virtual machines, where you have to deal with Local, Near and Far memory access ALL THE TIME. It will work very well with Far memory accesses but if with a little thinking and planning we can get our smaller VM's going even faster by avoiding Far memory we might as well optimise them.
Back to the larger LPAR example
In the worst case, where
In the best case, where
we may get the maximum Local memory and minimum use of Near and Far memory.
A bad idea
If we unnecessarily set VP=64 then we get the worst case every time = the VM over the whole machine :-(
Worst cases
For the worst case for VP= 20, 36 or 48 virtual processors, we end up with all Power 770 CEC drawers and all POWER7 chips.
Best cases
But for the best cases, the lower VP numbers do much better. See below for details:
With the lower VP numbers the VM does not have to be spread across so many Power 770 CEC drawers and thus gain efficiency - this only took a little monitoring and planning.
But wait there is more - there is the placement of memory in addition to the CPU-cores to consider - that will be in part 7


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Nation & World
In historic first, Pakistan's civilian government completes its term without a coup
Pakistan's Parliament completed its term Saturday and the coalition government was dissolved, the first time in the country's history that a democratically elected government has served its full five years in office.
The way is now open for elections and an unprecedented peaceful transfer of power to another elected administration, even though the country is plagued by political instability.
"This is a milestone in the political history of Pakistan," said Rasul Bakhsh Rais, a political science professor at the Lahore University of Management Sciences. "The significance is that there is consensus among all political parties that democracy must continue, no matter how good or bad."
He added, "The only way to improve the quality of democratic government is democratic continuity."
Pakistan has long been dominated by its giant military, which until Saturday had scuttled every previous Pakistan experiment with democracy. The United States, which has supported military governments in Pakistan in the past, blames the military for supporting radical Islamist groups and keeping relations tense with India and hopes that the establishment of democracy will weaken the army sufficiently to force it to give up its support for extremist groups.
Under Pakistan's constitution, a neutral interim government will rule for a two month period to oversee the election, which will take place in early May.
Civilian rule was restored in Pakistan in February 2008, when elections ended Pakistan's most recent period of military rule, under Pervez Musharraf, who seized power in 1999. During the last election campaign, the Pakistan Peoples' Party leader and two-time prime minister, Benazir Bhutto, was assassinated, leaving her husband, Asif Zardari, to lead the party and the country as president.
The PPP government that held on to power until Saturday was widely criticized for corruption, poor governance, failing to tackle extremism, and a lofty rule that disregarded the problems of most Pakistanis. But it ruled without a majority Parliament and weathered terrorist attacks across the country and insurgency in the north west. Simply surviving was an accomplishment in itself, many believe.
Parliament itself was criticized for not effectively holding Zardari's government to account, but it passed twice as many bills as the previous Parliament, a puppet assembly installed by Musharraf. Zardari's skills proved to be in knitting together coalition partners.
"For all the unhappiness with the federal government's performance, Parliament turned in a stellar performance when it came to its essential duty: selecting from among its numbers a stable government," said an opinion piece published Saturday in Dawn, Pakistan's leading English language daily.
The government's challenge lay not so much in fighting off the official political opposition, but in dueling with two institutions of state: the judiciary and the military. The executive, the Supreme Court and the army wrestled over the levers of power for the entire five year term of the government, and the limits of their individual powers are still not settled. Last year, the Supreme Court even fired the prime minister, while the army engaged in repeated public spats with the government.
Opposition leader Nawaz Sharif has won praise for not seeking to topple the PPP government, and army chief Gen Ashfaq Kayani has been lauded, especially by the United States and other Western powers, for staying out of politics more than his predecessor had.
In the 1990s, four elected governments were ousted prematurely by military-backed political maneuvering by opposition parties. The army executed Pakistan's elected prime minister, Zulfiqar Ali Bhutto, Benazir Bhutto's father, in 1979.By his own admission, Sharif learned to be wary of the military after it overthrew his last government, in 1999. He resisted pressures from many within his own party to join intrigues against the government this time, plots thought to have the support of the military.
The elections promise to be close, resulting again in no party getting a majority. But polls predict Sharif's Pakistan Muslim League-N will emerge as the single biggest party. Sharif, who in the past has ruled as a mild Islamist, would then need to forge a coalition with smaller parties. In opposition, Sharif's party has been criticized for being soft on extremist groups. Hardline religious parties could come to power in the provincial government of Northwest province, which borders Afghanistan, a development that would concern the United States.
The outcome of the election depends partly on the performance of Imran Khan, a cricket star turned politician, who is popular among the young. Khan appeals to both the young and liberal who traditionally vote for the PPP, as well as conservatives, who are usually drawn to Sharif's party. The number of seats Khan takes and from which party could be decisive, though few rate his chances of sweeping to power himself.


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My last post on the new health care reform (entitled "Congress Has Done It, Now What?"), caused quite a few comments. Mostly the feedback was good. One lady called me a right wing nut and we gladly accommodated her request to be removed from the email list. I guess in today's politically correct world, stating the obvious (that our taxes will go up and it will be more work on our practices) makes you a right wing nut.
A few concerned doctors emailed me trying to persuade me to see the "bright side of things". They argued things were not so bad, after all the ACA or ICA (depending on which one you ask) was responsible for getting anti-discriminatory language in the bill. While I commend both organizations for fighting hard for chiropractic, I'm not so sure the gain of anti-discrimination language will justify the huge stack of problems the bill will cause.
Of course if your patients are mostly Muslim, Amish, American Indian or a Christian Scientist you will likely continue on as if nothing has changed.
As for everyone else, this type of government action brings up the age old chiropractic question, "cash or insurance?"
First off, I must state I do not agree with the mentality that has been perpetuated for years by many chiropractic coaches: "we must do cash because all insurance is evil" . There are good reasons not to take insurance, some of which are philosophical, but this type of rhetoric mentioned above is usually just a cop-out for those are are scared and don't know how to bill insurance. Trust me, I know because this was me for the first 2 years in practice!
So with that said, let's look at a the biggest reasons some doctors abandon insurance for an all-cash practice.
What the Proponents of an All-Cash Practice Say:
1. Insurance is too restrictive of the services you provide.
Many chiros do away with insurance hassles because of the burden it puts on their practice. They do not like to be told what they can and can not do with their patients. If most of their insurance patients are carrying these types of restrictive plans, they will choose to convert to an all-cash practice. Do you think Obamacare will make insurance more restrictive or less for chiropractic? (Leave your comments below.)
One medical doctor sent a letter to her patients stating she will not comply to the new laws Obama has enacted.
Of course the doctor who takes insurance will rebut this argument when applied broadly to the whole United States. His reply would be that "just because there are some bad insurance pockets, or even whole states, does not justify saying all insurance is bad and only pays for 12 visits anyway, so we might as well go all-cash."
2. Insurance is too much work.
Other doctors choose not to bill insurance because they say it is too much work. They have to submit reams and reams of paperwork just to make $30 on a visit. Exams and x-rays require even more notes and paperwork. They'll have to hire another staff person just to figure out all the billing codes and how to do chiropractic insurance appeals.
What does the non-cash chiropractor say to this? He would likely reply that "while some insurance plans and contracts require an insane amount of work, this does not mean that all insurance plans do. I simply do not participate in the ones that are bad." He would also argue that whether cash or insurance, we all must have documentation. He would likely also add that many cash practices give the patient a superbill, which is essentially doing everything an insurance practice would do, except fight denials.
3. They do not pay special services.
A few doctors choose not to bill insurance because their practice is very specialized and insurance in their area does not pay chiropractors for these services. These include spinal decompression, weight loss, nutrition, cold laser, deep tissue laser, etc.
On the other side, many chiropractors will still implement these uncovered services, but also continue to offer chiropractic adjustments and therapy. So they will bill insurance for those services that are covered and do cash for those services not covered like decompression treatments, etc.
So which side of the fence do I stand on?
Neither. At the current time (and this may change in the future), I do not paint with a broad brush when it comes to this subject. Some states and areas are great with insurance, with plans giving 80-100 visits per year. I've even seen a few that allow unlimited visits to chiropractors per year. Other areas are so bad you'd have to be crazy to bill insurance there.
In my Decompression Marketing Elite program, there is one client grossing a million per year as an all cash practice. Another client has a mostly insurance practice and is doing nearly the same amount. Other clients have more of a 50/50 mixture, doing cash for decompression plans and insurance for other services.
You see, whether you choose cash or insurance, you should choose wisely. And once you make that choice, it all comes down to one thing — marketing. Insurance companies won't bring you many new patients, if they bring any at all. Simply switching your practice to all cash won't make people flock to you either.
I think too many people sit around thinking the grass is greener on the other side, when in reality they are not reaching their potential because of poor marketing choices.
What do you think about all this? Leave your comments below.


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• protect the product from heavy rain;
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Express orders are given top priority and follow the following processing time:
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For security reasons, purchases over $1,000 CAD will require signature from the recipient when delivered. If you wish to add signature to an order under $1,000 CAD, please contact our online customer service team.
We currently accept orders using Visa, Mastercard, American Express, and Discover. We do not accept international credit cards on our Canadian website.


text:
UBS news
UBS's first quarter 2012 results
UBS first quarter adjusted pre-tax profit1 CHF 2.2 billion with improved profits in all business divisions; reported pre-tax profit CHF 1.3 billion; wealth management businesses' net new money CHF 10.9 billion; industry-leading Basel 2.5 tier 1 ratio strengthened further to 18.7%; annualized Q1 2012 costs2 down by CHF 1 billion; adjusted RoE approximately 13%.
UBS continued to successfully execute its strategy, improving performance in all its businesses to deliver adjusted pre-tax profit1 of CHF 2.2 billion. Wealth Management recorded a 24% rise in adjusted pre-tax profit3 on improved margins and continued cost control, and Wealth Management Americas delivered a record quarterly reported pre-tax profit of USD 209 million, up 34% on the prior quarter. Net new money inflows in the wealth management businesses more than doubled to CHF 10.9 billion. The Investment Bank successfully balanced revenue generation, risk reduction and cost efficiency, to achieve an adjusted pre-tax profit4 of CHF 846 million.
Strengthening its leading capital position further, reducing risk-weighted assets while remaining vigilant on costs, UBS continued to execute its strategy. The firm built its leading capital ratios significantly, reduced Basel III risk-weighted assets5 (RWA) by around CHF 30 billion and raised USD 2 billion in new Basel III-compliant loss-absorbing capital. UBS is ahead of its RWA reduction targets for 2012. The firm is on track to achieve its target of CHF 2 billion of cost savings by the end of 2013.
- Pre-tax profit CHF 1,304 million, up CHF 823 million; net profit attributable to UBS shareholders CHF 827 million; diluted earnings per share CHF 0.22
- Group operating income CHF 6.5 billion; adjusted operating income6 up 26%
- Group adjusted cost/income ratio1 improved to 72% from 88%; reported cost/income ratio improved to 80% from 92%; adjusted return on equity approximately 13%
- Group annualized costs for first quarter of 2012 down by CHF 1 billion compared with annualized costs for the first half of 2011
- Wealth Management pre-tax profit up 70% to CHF 803 million, including a CHF 237 million pension credit; net new money more than doubled to CHF 6.7 billion on strong inflows in Asia Pacific, emerging markets and Switzerland, as well as globally from ultra high net worth clients; gross margin up 2 basis points to 93 basis points
- Wealth Management Americas record pre-tax profit up 34% to USD 209 million; cost/income ratio improved further to 87%; net new money more than doubled to USD 4.6 billion
- Investment Bank adjusted pre-tax profit4 increased to CHF 846 million, reflecting higher revenues across all business areas, amidst improved market conditions, trading efficiency and cost vigilance; Basel III RWA5 reduced by an estimated CHF 21 billion to around CHF 191 billion; securities revenues7/IB VaR ratio up 58% to 76
- Global Asset Management pre-tax profit up 32% to CHF 156 million, mainly due to significantly higher performance fees, especially in alternative and quantitative investments
- Retail & Corporate pre-tax profit up 40% to CHF 575 million, including a CHF 190 million credit from pension plan changes; continued growth in client deposits as key initiatives yielded over 24,000 new private client accounts and CHF 1.6 billion in net new client assets; cost base well under control
- Capital, liquidity and funding positions remain strong:
– Basel 2.5 tier 1 ratio rose to 18.7% from 15.9%
– Basel 2.5 tier 1 capital increased by CHF 1.2 billion to CHF 39.6 billion
– Basel III RWA5 reduced by an estimated CHF 30 billion to around CHF 350 billion
– Basel III tier 1 ratio5 rose to 11.8% from 10.8%
- Invested assets CHF 2.1 trillion, up 1%
- Examples of progress against strategic objectives:
– Group Basel III RWA reduction ahead of plan; leading capital ratios increased further; adjusted cost/income ratio within target range
– Wealth Management annualized net new money growth 3.6% and adjusted cost/income ratio3 67%, both within target range; on track to deliver targeted gross margin as conditions improve
– Wealth Management Americas annualized new money growth of 2.4% and cost/income ratio of 87%, both within target range
– Investment Bank Basel III RWA reduction ahead of plan; adjusted cost/income ratio4 improved to 72% from 87%
– Global Asset Management gross margin steady and within target range at 34 basis points
– Retail & Corporate net new business volume growth 4.2%, slightly outperforming target range; adjusted cost/income ratio8 59% and net interest margin 159 basis points, both within target range
Zurich/Basel, 2 May 2012 – Commenting on UBS's first-quarter results, Group CEO Sergio P. Ermotti said, "We improved operational performance across all our businesses, strengthened our leading capital ratios further, reduced risk-weighted assets and remained vigilant on costs. The strong net new money inflows in our wealth management businesses provide further clear evidence of the trust our clients place in UBS. Given challenging market conditions, I am proud of what our employees have achieved, delivering high-quality results while deploying less risk and successfully executing our strategy. I am confident we can build on this strategic momentum to address the challenges to come, managing down costs, building capital and further improving our operational risk framework, while remaining focused on servicing our clients in the best possible way."
First-quarter net profit attributable to UBS shareholders CHF 827 million
Net profit attributable to UBS shareholders was CHF 827 million in the first quarter of 2012 compared with CHF 319 million in the fourth quarter of 2011. Pre-tax profit improved to CHF 1,304 million from CHF 481 million, reflecting increased revenues before own credit across all business divisions and the Corporate Center. The first quarter included an own credit loss on financial liabilities designated at fair value of CHF 1,164 million, primarily reflecting the tightening of our credit spreads over the quarter, compared with a loss of CHF 71 million in the prior quarter. In addition, the first quarter included a debit valuation adjustment loss on our derivatives portfolio of CHF 53 million compared with a loss of CHF 189 million in the fourth quarter. The quarter also included a reduction in personnel expenses of CHF 485 million related to changes to our Swiss pension plan, and restructuring charges of CHF 126 million compared with CHF 10 million in the fourth quarter. Excluding these four items, operating profit before tax increased by CHF 1,411 million to CHF 2,162 million due to higher operating income, partly offset by increased operating expenses. Operating expenses decreased by CHF 160 million to CHF 5,221 million. Salaries and variable compensation increased by CHF 579 million to CHF 2,813 million, mainly due to higher expenses for variable compensation and increased restructuring charges. General and administrative expenses decreased by CHF 254 million. Total restructuring charges in the first quarter of 2012 were CHF 126 million compared with CHF 10 million in the prior quarter. We employed 64,243 personnel as of 31 March 2012 compared with 64,820 personnel as of 31 December 2011. The decrease of 577 during the first quarter mainly related to our CHF 2 billion cost reduction program announced last year. The net income tax expense for the first quarter of 2012 was CHF 476 million, compared with CHF 160 million in the prior quarter.
Wealth Management pre-tax profit was CHF 803 million in the first quarter of 2012 compared with CHF 471 million in the previous quarter, and included a reduction in personnel expenses of CHF 237 million related to changes to our Swiss pension plan. Adjusted for this item and restructuring charges, pre-tax profit increased by CHF 110 million to CHF 578 million. Total operating income increased by CHF 96 million to CHF 1,769 million from CHF 1,673 million, mainly due to higher net fee and commission income, reflecting higher client activity levels from very low levels seen in the previous quarter. The annualized net new money growth rate was 3.6% compared with 1.7% in the previous quarter. Net new money was CHF 6.7 billion compared with CHF 3.1 billion due to strong inflows in Asia Pacific, emerging markets and Wealth Management Switzerland, as well as globally from ultra high net worth clients. The gross margin on invested assets increased by 2 basis points to 93 basis points, mostly reflecting an improvement in client activity levels. Invested assets were CHF 772 billion on 31 March 2012, up by CHF 22 billion from 31 December 2011 due to rising global equity markets and net new money inflows. Operating expenses decreased to CHF 966 million from CHF 1,203 million, mainly reflecting the abovementioned reduction in personnel expenses.
Wealth Management Americas achieved its highest reported quarterly pre-tax profit of USD 209 million in the first quarter of 2012 compared with USD 156 million in the prior quarter. The quarter was marked by higher transactional activity and included higher realized gains on sales of financial investments in the available-for-sale portfolio. Operating income increased by USD 64 million to USD 1,568 million from USD 1,504 million. Total operating expenses increased by USD 12 million to USD 1,359 million from USD 1,347 million due to higher personnel expenses, partly offset by lower non-personnel expenses. Annualized net new money growth for the first quarter was 2.4% compared with 1.2% in the fourth quarter. Net new money improved to USD 4.6 billion from USD 2.1 billion. Net recruiting of financial advisors contributed most of the inflows this quarter, while financial advisors employed with UBS for more than one year contributed to a lesser extent. In US dollar terms, the gross margin on invested assets decreased by 2 basis points to 80 basis points. A 4% increase in income was outpaced by a 6% increase in average invested assets.
Excluding an own credit loss of CHF 1,103 million, the Investment Bank recorded a pre-tax profit of CHF 730 million in the first quarter of 2012 compared with a pre-tax profit of CHF 99 million in the fourth quarter of 2011. This result reflects higher revenues across all business areas amidst improved market conditions. Including own credit, we reported a pre-tax loss of CHF 373 million in the first quarter compared with a pre-tax loss of CHF 14 million in the fourth quarter. Risk-weighted assets measured on a Basel 2.5 basis were reduced by CHF 21 billion to CHF 114 billion at the end of the first quarter. In investment banking, total revenues increased 41% to CHF 396 million from CHF 280 million. Advisory revenues decreased 33% to CHF 169 million from CHF 254 million, as our market share declined and the global fee pool shrank 19%. Capital market revenues grew to CHF 430 million from CHF 268 million, an increase of 60%, as both our market share and rank improved, while the global fee pool increased by 27%. Equities revenues rose 41% to CHF 992 million from CHF 704 million, with cash revenues in particular benefiting from increased commissions as volumes improved across all regions. Fixed income, currencies and commodities revenues increased 45% to CHF 1,501 million from CHF 1,035 million. Credit and emerging markets saw improved results. In macro, improved results in most businesses were more than offset by lower revenues in short-term interest rates. Total operating expenses increased 14% to CHF 2,173 million from CHF 1,901 million in the previous quarter.
Global Asset Management pre-tax profit in the first quarter of 2012 was CHF 156 million compared with CHF 118 million in the fourth quarter of 2011. Profit increased due to higher operating income, mainly due to higher performance fees in both alternative and quantitative and traditional investments, and lower operating costs, which included a reduction in personnel expenses related to changes to our Swiss pension plan. Total operating income was CHF 478 million compared with CHF 463 million. Net management fees were lower, mainly in alternative and quantitative investments, and also in global real estate where transaction fees were lower in comparison with an exceptionally strong fourth quarter. Performance fees were higher, mainly in alternative and quantitative investments and most notably in O'Connor's flagship single-manager funds, but also in traditional investments, especially equities. The annualized net new money growth rate was negative 5.7% compared with positive 0.2% in the previous quarter. Excluding money market flows, net new money outflows from third parties were CHF 2.9 billion compared with inflows of CHF 0.3 billion in the prior quarter, mostly as a number of large institutional clients reduced or redeemed mandates as part of portfolio re-alignments. Excluding money market flows, net new money inflows from clients of UBS's wealth management businesses were CHF 0.3 billion compared with outflows of CHF 0.8 billion in the fourth quarter. The total gross margin was 34 basis points, in line with the prior quarter. Total operating expenses were CHF 322 million compared with CHF 345 million. This decrease was mainly due to a reduction in personnel expenses related to changes to our Swiss pension plan.
Retail & Corporate pre-tax profit was CHF 575 million in the first quarter of 2012 compared with CHF 412 million in the previous quarter, mainly due to a reduction in personnel expenses of CHF 190 million related to changes to our Swiss pension plan. Adjusted for the this item and restructuring charges, pre-tax profit decreased 7% or CHF 28 million to CHF 392 million, primarily reflecting lower net interest income and higher levels of variable compensation accruals compared with the fourth quarter, which included downward adjustments of accruals. Total operating income increased by CHF 8 million to CHF 936 million from CHF 928 million in the prior quarter. Credit loss recoveries resulting from the release of certain collective loan loss allowances, as well as a provision release from a small number of workout portfolio cases, were partially offset by a decline in net interest income. Operating expenses decreased by CHF 156 million to CHF 361 million from CHF 517 million in the previous quarter, and included the abovementioned reduction in personnel expenses of CHF 190 million related to changes to our Swiss pension plan.
Corporate Center – Core Functions9 pre-tax result in the first quarter of 2012 was a loss of CHF 75 million compared with a loss of CHF 126 million in the previous quarter. Treasury income remaining in the Corporate Center – Core Functions after allocations to the business divisions was CHF 79 million compared with CHF 4 million in the prior quarter. The Legacy Portfolio's pre-tax profit was CHF 28 million in the first quarter compared with a loss of CHF 522 million in the previous quarter. This was primarily due to an increase in the value of our option to acquire the SNB StabFund's equity and an improved result in the remainder of the Legacy Portfolio.
Results by business division and Corporate Center
Capital position and balance sheet
Our Basel 2.5 tier 1 capital increased by CHF 1.2 billion during the first quarter and we reduced Basel 2.5 risk-weighted assets by CHF 30 billion to CHF 211 billion which led to an improvement of 280 basis points in our Basel 2.5 tier 1 capital ratio to 18.7% from 15.9% on 31 December 2011. Additionally, we issued USD 2 billion of loss-absorbing notes, which qualify as tier 2 Basel III-compliant capital. On 31 March 2012, our balance sheet stood at CHF 1,366 billion, down by CHF 53 billion from 31 December 2011, mainly due to market-driven and exposure decreases in positive replacement values.
Invested assets
Invested assets were CHF 2,115 billion as of 31 March 2012 compared with CHF 2,088 billion as of 31 December 2011. This increase was primarily due to positive market performance, partly offset by the depreciation of the US dollar against the Swiss franc and a net reduction of CHF 17 billion from the sale of parts of the CHF 25 billion of invested assets acquired from ING Investment Management in Australia in the fourth quarter, as anticipated under the terms of the acquisition agreement. Of the invested assets, CHF 772 billion were attributable to Wealth Management, CHF 728 billion were attributable to Wealth Management Americas, CHF 559 billion were attributable to Global Asset Management, and CHF 56 billion were attributable to Retail & Corporate.
As in recent quarters, progress on sustained and material improvements to eurozone sovereign debt issues, concerns regarding the European banking system and US federal budget deficit issues, as well as continued uncertainty about the global economic outlook in general, will likely have an influence on client activity levels in the second quarter of 2012. Failure to make progress on these key issues would make further improvements in prevailing market conditions unlikely and would have the potential to continue the headwinds for revenue growth, net interest margins and net new money. Nevertheless, we believe our wealth management businesses as a whole will continue to attract net new money, as our clients recognize our efforts and continue to entrust us with their assets. We are confident that the coming quarters will continue to present additional opportunities for us to strengthen our position as one of the best-capitalized banks in the world, and we will continue to focus on reducing our Basel III risk-weighted assets and building our capital ratios. We have the utmost confidence in our firm's future.
Media release available at www.ubs.com/media and www.ubs.com/investors
Further information on UBS's quarterly results is available at www.ubs.com/investors:
- First quarter 2012 financial report
- First quarter 2012 results slide presentation
- Letter to shareholders (English, German, French and Italian)
The results presentation with Sergio P. Ermotti, Group Chief Executive Officer, Tom Naratil, Group Chief Financial Officer, and Caroline Stewart, Global Head of Investor Relations, will be webcast live on www.ubs.com/media at the following time on 2 May 2012:
Webcast playback will be available from 1400 CEST on 2 May 2012.
Investor contact
Switzerland: +41-44-234 41 00
Media contact
Switzerland: +41-44-234 85 00
Americas: +1-212-882 58 57
Quarterly report
Quarterly report
Quarterly report


text:
Kentucky is your NCAA Division I men's basketball national champion, beating Kansas 67-59. They may or may not blow up Lexington tonight, but it's the explosion of confetti inside the Superdome that has this unidentified radio man concerned. [CBS]
This is a Deadspin Video, in which strange sports moments are slowed down to ridiculous speeds and matched with indie music. This video features "The Frightened Singers" by Elf Power. See previous episodes here.


text:
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text: Share: Comments Print July 13, 2013 at 3:08 PM South King County Puget Sound Anglers Derby is Aug. 3 Posted by Mark Yuasa The South King County Puget Sound Anglers Salmon Derby is Aug. 3, and sponsored by Larson Power Boats Northwest. The weigh in stations will be at the Des Moines Marina, Point Defiance Park Marina in Tacoma and the Narrows Marina. More than 600 anglers are expected to try their luck at catching the biggest salmon with more than $30,000 prizes. The largest fish is worth $3,500. Prizes will be given away to the Top-50 fish weighed in. The awards ceremony will be held at the Point Defiance Park Marina. Tickets will go on sale at the end of this month. For details, go to www.pugetsoundanglers.net. Comments


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The Dark Knight Rises APK Mod v1.1.6 Working +Data (Offline, Unlimited Gold)
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text:
Graphic design for award-winning
DIY Nano app for iPhone and iPad. The DIY Nano App was produced in
collaboration with the NISE Network to give kids and families an
opportunity to explore nanoscience concepts at home through hands-on activities
and videos.
high production value, especially for a free app." - Wired App Guide
"This ingenious,
uncluttered, easy-to-use app can help kids understand how tiny things act
differently." - Common Sense Media
Wired App Guide
Best DIY Apps
Parent's Choice Award
Silver Honor
New and Noteworthy
on the App Store
Common Sense Media
5-star rating
The Sciencenter is a hands-on science
museum in Ithaca, NY. They needed an updated design for their annual report,
which they had previously been handling in-house. They wanted something more
professional and polished. I created a new design and provided guidance and art
direction for photo shoots so that we were able to produce high-quality assets
to work with.
2013 Annual Report
2012 Annual Report
Nano is a 400-square-foot interactive exhibition that engages museum audiences in nanoscale
science, engineering, and technology. Hands-on exhibits present the basics of
nanoscience, introduce real world applications, and explore the societal and
ethical implications of this new technology. Seventy copies of Nano are being fabricated and
distributed to museums across the United States where it will ultimately
engage tens of millions of people.
I worked with the exhibits team at the Science Museum of Minnesota and the Sciencenter in Ithaca to design all of the graphics as well as design and prototype the hands-on interactives. Many of the graphics feature my own photography. Knowing Nano would be installed in many different locations and types of museums, we developed a design that was flexible and adaptable for different venues. The graphics are clean, concise, simple and attractive, allowing Nano to fit in seamlessly with other exhibits at a variety of different institutions targeted to different age groups, and with varied graphic treatments and color schemes.
A new DIY app about the Science of the Sun required an engaging collection of photos to show in detail 13 hands-on activities that children can participate in to learn about the sun and its properties in a fun and comprehensive way. As the photographer for this project, I worked closely with the models to capture their enthusiasm and provided colorful prop styling to allow the photos to fit in with the overall design scheme of the app.
The Nanooze newsletter is a kid-friendly
magazine about nanoscience for middle school students. Nanooze is distributed
for free to classrooms across the country with a circulation of about 100,000. Nanooze
was started in 2007 and is published about twice a year. There have been 13
issues to date. In addition, two regional issues focus on nano in the state of
West Virginia, and have been distributed to every eighth-grader in the state.
Each issue of Nanooze features
some of my own photography and illustrations that help convey the complex
concepts of nanotechnology. I work closely with the editor to create a high-quality
publication that is engaging and unintimidating. Teachers love the product, and
couldn't be more thrilled to have the free resource in their classrooms.
Nanooze is an outreach project of
the National Nanotechnology Infrastructure Network and Cornell University.
I worked with a development team at the Lawrence Hall of Science to develop sensible, friendly user interfaces and graphics for several online interactive experiences that explore science concepts.
FOSS is a research-based science curriculum for grades K-8 developed at the Lawrence Hall of Science, University of California, Berkeley. The program is used in classrooms across the US.
This online science interactive explores the different levels of complexity in living organisms. I created the user interface and the illustrations. This interactive is part of the FOSS program.
FOSS is a research-based science curriculum for grades K-8 developed at the Lawrence Hall of Science, University of California, Berkeley. The program is used in classrooms across the US.
I designed at set of posters and ad templates that museums can use to help promote their Nano Mini-Exhibition.
This set of posters was created in collaboration with the NISE Network. Primarily used in a science museum or research center setting, they are designed to encourage visitors to consider the complex societal and ethical questions that come up as new technologies are developed and disseminated. I designed the posters and shot the photos.


text:
Oscar F. Francke
Five new cave-dwelling species of Hemirrhagus Simon 1903 (Araneae, Theraphosidae, Theraphosinae), with notes on the generic distribution and novel morphological features
Jorge Ivan Mendoza Marroquín, Oscar F. Francke ,2018The suborder Mygalomorphae is generally poorly represented in the cave faunas of the world. The genus Hemirrhagus is endemic to Mexico and has 22 described species. It is the only one with epigean, troglophile and troglobitic species. Lack of urticating setae, loss of eye pigmentation and ocular reduction are interpreted as evolutionary reversals related to their troglobitic habits. From five troglobitic species in the genus, only the male of Hemirrhagus stygius is known. Five new troglobitic species are described with both sexes: Hemirrhagus akheronteus sp. nov., Hemirrhagus billsteelei sp. nov., Hemirrhaugus diablo sp. nov., Hemirrhagus kalebi sp. nov. and Hemirrhagus sprousei sp. nov. The female of Hemirrhagus chilango is described for the first time. Hemirrhagus akheronteus sp. nov. has a group of spinose setae on the opisthosoma; this setal modification was never reported in any other theraphosid spiders. Females of Hemirrhagus kalebi sp. nov. and Hemirrhagus sprousei sp. nov. lay fixed hammock egg sacs, which is an unusual behavior among species in Theraphosinae. Two stridulating setae previously reported only in epigean species are present on some of the new troglobites.
Reconciling morphological and molecular systematics in tarantulas (Araneae: Theraphosidae): revision of the Mexican endemic genus Bonnetina
David Ortiz, Oscar F. Francke ,2017Systematics has been formally implemented for about 250 years. In the last decades it has suffered great intellectual change, with the embrace of phylogenetic theory and the availability of molecular information. Here we conduct a systematic revision of Bonnetina, a group of tarantulas endemic to Mexico. Species delimitation is mainly conducted from the integration of morphological and molecular information. The mitochondrial cytochrome c oxidase subunit I (COI) marker is used as molecular barcode, and two formal molecular delimitation methods are employed: Hard-Gap barcoding and Poisson Tree Process. In a few cases, we used geographic distribution modelling for predicting the potential distribution of species. We also make a deeper than usual integration of the molecular information in the taxonomy of the group, by providing combined morphological and molecular diagnoses of the species. From our data, we provide a new diagnosis of Bonnetina and recognize the existence of 17 solidly supported species in the genus, 10 of which are newly described. We provide a COI reference alignment to ease future molecular identifications of Bonnetina species. Our work highlights the importance of using several sources of evidence to the species delimitation problem, because any single view is prone to give biased results.
Systematic revision of Brachypelma red-kneed tarantulas (Araneae: Theraphosidae), and the use of DNA barcodes to assist in the identification and conservation of CITES-listed species
Jorge Ivan Mendoza Marroquín, Oscar F. Francke ,2017Mexican red-kneed tarantulas of the genus Brachypelma are regarded as some of the most desirable invertebrate pets, and although bred in captivity, they continue to be smuggled out of the wild in large numbers. Species are often difficult to identify based solely on morphology, therefore prompt and accurate identification is required for adequate protection. Thus,weexplored the applicability of using COI-basedDNAbarcoding as a complementary identification tool. Brachypelma smithi (F. O. Pickard-Cambridge, 1897) and Brachypelma hamorii Tesmongt, Cleton & Verdez, 1997 are redescribed, and their morphological differences defined. Brachypelma annitha is proposed as a new synonym of B. smithi. The current distribution of red-kneed tarantulas shows that the Balsas River basin may act as a geographical barrier. Morphological and molecular evidence are concordant and together provide robust hypotheses for delimitingMexican red-kneed tarantula species. DNA barcoding of these tarantulas is further shown to be useful for species-level identification and for potentially preventing black market trade in these spiders. As a Convention on International Trade in Endangered Species (CITES) listing does not protect habitat, or control wildlifemanagement or human interactionswith organisms, it is important to support environmental conservation activities to provide an alternative income for local communities and to avoid damage to wildlife populations.
Taxonomic revision of the genus Crassicrus Reichling & West, 1996 (Araneae: Theraphosidae: Theraphosinae), with the description of additional keels on the embolus
Daniela T. Candia-Ramirez, Oscar F. Francke ,2017Since its original description, the theraphosid spider genus Crassicrus Reichling & West, 1996 has not been revised and no new species have been described. While reviewing material deposited in the Mexican National Collection of Arachnids (National Autonomous University of Mexico, Mexico City) and the American Museum of Natural History (New York, USA), we encountered specimens corresponding to four new species of Crassicrus from Mexico. In this revision, we include a redescription of the genus and its type species, C. lamanai Reichling & West, 1996, and describe four new species: C. bidxigui, C. tochtli, C. cocona, and C. yumkimil. Species habitat data are provided, as well as identification keys for males and females. In addition, new keels on the male embolus were identified and are described. In the Theraphosinae, the presence of one retrolateral keel has been reported, but in Crassicrus, there are two or three retrolateral keels, and a new taxonomical nomenclature for these keels is proposed. The genus Crassicrus is recorded from Mexico for the first time, increasing the number of known theraphine genera in the country to 16.
Two new species of Bonnetina tarantulas (Theraphosidae: Theraphosinae) from Mexico: contributions to morphological nomenclature and molecular characterization of types
David Ortiz, Oscar F. Francke ,2015Two new species of tarantulas from Mexico are described and illustrated: Bonnetina tenuiverpis and Bonnetina juxtantricola, from the states of Mexico and Guerrero, respectively. Male palpal bulbs, tibial apophyses and spermatheca are among the most taxonomically informative characters. Male bulb microstructure is revealed from scanning electron microscopy; both new and homologous structures to other Theraphosinae genera are identified and described. Nomenclatural changes for male tibial apophyses are also proposed. The holotype male and allotype female of one of the species are molecularly characterized and matched from CO1 partial sequence.
Species described or mentioned
- Bonnetina flammigera
- Bonnetina hijmenseni
- Bonnetina hobbit
- Bonnetina julesvernei
- Bonnetina juxtantricola
- Bonnetina malinalli
- Bonnetina megagyna
- Bonnetina minax
- Bonnetina tenuiverpis
- Bonnetina tindoo
- Bonnetina unam
- Bonnetina vittata
- Crassicrus bidxigui
- Crassicrus cocona
- Crassicrus tochtli
- Crassicrus yumkimil
- Hemirrhagus akheronteus
- Hemirrhagus billsteelei
- Hemirrhagus diablo
- Hemirrhagus kalebi
- Hemirrhagus sprousei


text:
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Metro requires pensioners and dependents to elect Medicare Part A and Medicare Part B as soon as you first become eligible to enroll - regardless of other coverage you have or your employment status outside of Metro. Medicare Parts A and B will be offered no later than age 65, but they may be offered earlier if you have certain medical conditions. Once you receive a copy of your Medicare card, you will need to send a copy to Metro Human Resources. By having Medicare Parts A and B, your insurance premiums through Metro may be reduced.
On the date that you become eligible for both A and B, Medicare will become your primary insurance carrier, and your Metro insurance carrier will become your secondary - or supplemental - coverage. If you are eligible for Medicare B but do not elect Part B, your medical insurance through Metro will process your claims as if you did have Part B, which could result in you being responsible for 80% of all your medical bills.
Metro's insurance is specifically designed to work with Medicare Parts A and B. This coordination is the reason Metro retirees have quality medical insurance that many other retirees don't. When you need care, Medicare pays its share (doctor and hospital bills), and Metro's insurance pays its share. That's also the reason you get a big discount on your Metro insurance once Medicare kicks in. Medicare and Metro's insurance combine to give you a comparable level of coverage to what you enjoyed as an employee.
Once you retire with Metro and are age 65, Metro will automatically adjust your insurance premiums to reflect that you have Medicare (if you have dependent children on your health plan, you may not be eligible for this adjustment). Since premiums are paid one month in advance, this new, lower premium will be deducted from your pension check in the month prior to your 65th birthday; you should still send a copy of your Medicare card to Metro Human Resources, however. If your spouse (or other dependent) is also receiving or becomes eligible for Medicare Parts A and B, you must notify Metro Human Resources immediately; they may also qualify you for a further reduced premium.
While Metro does require that pensioners enroll in Medicare Parts A and B, Metro does not require that you enroll in Medicare Part D coverage. Since Metro provides pensioners with prescription drug coverage through their medical insurance, it may not be in your best interest to enroll in Medicare Part D.
If you would like to speak to a Benefits Representative regarding your insurance as a Metro Government pensioner, please contact us at:
615-862-6700, Option 1
BlueCross/Blue Shield PPO
BlueAdvantage Plus
Cigna Choice Fund
© 2019 Metropolitan Government of Nashville and Davidson County, Tennessee


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|By PR Newswire
Article Rating:
|February 25, 2013 01:00 PM EST
SAN FRANCISCO, Feb. 25, 2013 /PRNewswire/ --
News Summary:
- EMC's new Pivotal HD™ is an Apache Hadoop distribution that natively integrates the industry-leading EMC Greenplum massively parallel processing (MPP) database technology with the Apache Hadoop framework.
- The engineering innovation and technology called HAWQ™, brings Greenplum's decade of research and development on the industry's best MPP analytical database platform to Apache Hadoop, the open-source Big Data platform.
- New HAWQ technology brings more than 100X performance improvement (in some cases up to 600X) to a wide range of query types and workloads, making Pivotal HD the single most powerful Hadoop distribution in the industry.
- Pivotal HD with HAWQ represents the world's first true SQL processing for Hadoop, expanding the platform's reach to SQL programmers and developers, as well as enabling compatibility with traditional BI tools.
Full Story:
EMC® Corporation (NYSE: EMC) today announced a new distribution of Apache Hadoop: Pivotal HD. Pivotal HD features native integration of EMC's industry leading Greenplum® massively parallel processing (MPP) database with Apache Hadoop—the most cost-effective and flexible open source Big Data platform ever developed. The new EMC Greenplum-developed HAWQ™ technology brings 10 years of large scale data management research and development to Hadoop and delivers more than 100X performance improvements when compared to existing SQL-like services on top of Hadoop, making Pivotal HD the single most powerful Hadoop distribution in the industry.
Hadoop has rapidly emerged as the preferred solution for Big Data analytics applications that grapple with vast repositories of unstructured data. It is flexible, scalable, inexpensive, fault-tolerant, and enjoys rapid adoption rates and a rich ecosystem surrounded by massive investment. However, customers face high hurdles to broadly adopting Hadoop as their singular data repository due to a lack of useful interfaces and high-level tooling for Business Intelligence and datamining—components that are critical to data analytics and building a data-driven enterprise. As the world's first true SQL processing for Hadoop, Pivotal HD addresses these challenges.
By offering the full spectrum of the SQL interface, and by extension, the entire ecosystem of products that support SQL, customers no longer need an army of developers to build a dashboard or run a report. Unlike competitive Hadoop distributions, Pivotal HD does this without moving data between systems or using connectors that require users to store the data twice. Pivotal HD cuts out the complexity of using Hadoop, thus expanding the platform's potential and productivity, and allowing customers to enjoy the benefits of the most cost-effective and flexible data processing platform ever developed.
About HAWQ
HAWQ (pronounced hawk) represents the EMC Greenplum engineering effort that brings 10 years of large-scale data management research and development to the Apache Hadoop framework. Leveraging the feature richness and maturity of the industry leading Greenplum MPP analytical database, this innovation has resulted in the world's first true SQL parallel database on top of the Hadoop Distributed File System (HDFS). HAWQ is the key differentiating technology in making Pivotal HD the world's most powerful Hadoop distribution. Capabilities of note include Dynamic Pipelining, a world-class query optimizer, horizontal scaling, SQL compliant, interactive query, deep analytics, and support for common Hadoop formats.
Pivotal HD and HAWQ Deliver:
- True SQL Query Capabilities – With Pivotal HD's advanced database services (HAWQ) enterprises can now unlock the potential of Hadoop's scalable, fault-tolerant storage capabilities by bringing to bear the vast pool of "data worker" tools and languages into the Hadoop ecosystems. With Pivotal HD's support for true, SQL-standards compliant query interfaces data mining tools, SQL-trained data analysts, and standard BI tools can now easily connect to, query, and analyze data sets stored in the Hadoop file system (HDFS).
- Unprecedented Query Performance – Bringing over 10 years of parallel database processing technology to Hadoop, Pivotal HD delivers query response time improvements that are up to 600x faster than current SQL-like interfaces for Hadoop.
- Robust Operational Support – Command Center enables administrators and developers to easily install and manage large clusters from interactive web user interfaces. Command Center also exposes Command Line Interface for scripting and programmer friendly web services API for complex automation tasks. Using Command Center administrators can deploy large cluster, configure services/roles, manage services and monitor HDFS jobs and tasks.
Hadoop -- The Foundation for Change
EMC believes that Hadoop has the potential to reach beyond Big Data to catalyze new levels of business productivity and transformation. As the foundation for change in business, Hadoop represents an unprecedented opportunity to improve how organizations can get the most value from large amounts of data. Businesses that rely on Hadoop as the core of their infrastructure can not only do analytics on top of vast amounts of data, but can also go beyond analytics and the foundation for that data layer to build applications that are meaningful, and that have a very tightly coupled relationship with the data. Consumer Internet companies have reaped the benefits of this approach, and EMC believes more traditional enterprises will adopt the same model as they evolve and transform their businesses.
Pivotal HD is expected to be available at the end of the first quarter of this year as a software-only or appliance-based solution, backed by EMC's global 24x7 support infrastructure.
Executive Quotes:
Scott Yara, senior vice president of products, Greenplum, a division of EMC
"Hadoop is a big deal and poised, for many enterprises, as the key to unlock Big Data's transformational potential. Marrying the extraordinary capabilities of the Greenplum technology—essentially the Greenplum crown jewels—with this amazing open-source phenomenon has been no small feat. But we're 'all in' — investing in a manner that no other company is — to help catapult Hadoop into wide-scale adoption."
Steven Hirsch, chief data officer, SVP Global Data Services, NYSE Euronext
"With Pivotal HD, we can check off many of the items on our Hadoop wish-list—things like plug-in support for the ecosystem of tools, improved data management and greater elasticity in terms of the storage and compute layer. But above all, it provides true SQL query interfaces for data workers and tools—not a superficial implementation of the kind that's so common today, but a native implementation that delivers the capability of real and true SQL processing and optimization. Having a single Hadoop infrastructure for Big Data investigation and analysis changes everything. Now add to all of this functionality the fact that the SQL performance is up to 100x faster than other offerings and you have an environment that we at NYSE Euronext are extremely excited about."
Jeff Kelly, Big Data analyst, The Wikibon Project
"By integrating the Greenplum database natively within Hadoop, Pivotal HD opens up Big Data analytics to a new class of practitioner – the savvy business user –providing both real-time query responsiveness via a familiar SQL interface and eliminating the need to move data back and forth between Hadoop and separate analytic databases. Most importantly, by providing both real-time and batch analytics capabilities in a single environment, Pivotal HD moves Hadoop several steps closer to realizing its full potential as the de facto, comprehensive Big Data platform of the 21st century."
John Myers, senior analyst, Enterprise Management Associates
"The Pivotal HD release reflects the results of recent Enterprise Management Associates Big Data Research and our vision for the Hybrid Data Ecosystem. With the sharing of a common data store via HDFS and processing information based on business requirements via either a SQL or NoSQL access, Pivotal recognizes that different analytical challenges require different processing/access layers."
Sam Grocott, vice president of marketing and product management, EMC Isilon
"The introduction of Pivotal HD, combined with EMC Isilon's native integration of the Hadoop Distributed File System (HDFS) protocol, continues the evolution of the industry's first and only enterprise-proven Hadoop solution on a scale-out NAS architecture. This powerful combination succeeds in reducing the complexities traditionally associated with Hadoop deployments and allows enterprises to easily extract business value from unstructured data."
Partners Supporting the Pivotal HD announcement:
Find out what our partners are saying about Pivotal HD by clicking here.
Additional Resources
- Learn more about Pivotal HD
- Read more about Pivotal HD on EMC Pulse, EMC's news and technology blog
- Read the blog from Greenplum Solutions Architect Donald Miner: Introducing Pivotal HD
- Interview: Former CTO for the Obama 2012 Campaign Harper Reed on the Power of Data, at Hadoop: the Foundation for Change
- For the latest industry news, research, webcasts and use cases covering Big Data, analytics, and the data scientist community visit the Greenplum Media Center
- Connect with EMC via Twitter, Facebook, YouTube, LinkedIn and Greenplum
About Greenplum, a division of EMC
Greenplum, a division of EMC, is driving the future of Big Data analytics with breakthrough products that harness the skills of data science teams to help global organizations realize the full promise of business agility and become data-driven, predictive enterprises. The division's products include Greenplum® Unified Analytics Platform, Greenplum® Data Computing Appliance, Greenplum® Database, Greenplum® Analytics Lab, Greenplum® HD and Greenplum® Chorus™. They embody the power of open systems, cloud computing, virtualization and social collaboration, enabling global organizations to gain greater insight and value from their data than ever before possible. Learn more at www.greenplum.com
About EMC
EMC Corporation is a global leader in enabling businesses and service providers to transform their operations and deliver IT as a service. Fundamental to this transformation is cloud computing. Through innovative products and services, EMC accelerates the journey to cloud computing, helping IT departments to store, manage, protect and analyze their most valuable asset — information — in a more agile, trusted and cost-efficient way. Additional information about EMC can be found at www.EMC.com.
EMC, Greenplum, HAWQ, Pivotal HD, and Chorus are trademarks or registered trademarks of EMC Corporation in the United States and/or other countries. All other trademarks used are the property of their respective owners.
This release contains "forward-looking statements" as defined under the Federal Securities Laws. Actual results could differ materially from those projected in the forward-looking statements as a result of certain risk factors, including but not limited to: (i) adverse changes in general economic or market conditions; (ii) delays or reductions in information technology spending; (iii) the relative and varying rates of product price and component cost declines and the volume and mixture of product and services revenues; (iv) competitive factors, including but not limited to pricing pressures and new product introductions; (v) component and product quality and availability; (vi) fluctuations in VMware, Inc.'s operating results and risks associated with trading of VMware stock; (vii) the transition to new products, the uncertainty of customer acceptance of new product offerings and rapid technological and market change; (viii) risks associated with managing the growth of our business, including risks associated with acquisitions and investments and the challenges and costs of integration, restructuring and achieving anticipated synergies; (ix) the ability to attract and retain highly qualified employees; (x) insufficient, excess or obsolete inventory; (xi) fluctuating currency exchange rates; (xii) threats and other disruptions to our secure data centers or networks; (xiii) our ability to protect our proprietary technology; (xiv) war or acts of terrorism; and (xv) other one-time events and other important factors disclosed previously and from time to time in EMC's filings with the U.S. Securities and Exchange Commission. EMC disclaims any obligation to update any such forward-looking statements after the date of this release.
SOURCE EMC Corporation
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Emily Badger
Emily Badger is a former staff writer at CityLab. Her work has previously appeared in Pacific Standard, GOOD, The Christian Science Monitor, and The New York Times. She lives in the Washington, D.C. area.
Smart phones have fundamentally changed the way most people navigate around cities (oftentimes, as our Sarah Goodyear wrote earlier this year, with negative consequences for our collective grasp of "street smarts"). Smart phones can get you anywhere, from anywhere, by just about any route or transportation mode imaginable, effectively eliminating the lost art of getting lost in the city.
Now that you're probably tethered to one of these things, it may be too much to ask of you to leave your smart phone in your pocket. But what if you used it to help you lose your way in the city, instead of finding it? This is the premise behind a new app from the Broken City Lab in Windsor, Ontario.
The tool, called Drift, wants to help you "unfamiliarize" yourself with your neighborhood, as one of its developers, Justin Langlois, puts it. He didn't necessarily set out to make a commentary on smart-phone technology by inverting its traditional use. But the idea behind Drift dovetails with a growing suite of apps trying to recreate serendipity in the world – some more successfully than others – when modern technology has largely extinguished it.
Drift will offer you a random series of creative cues to guide you on your own "psychogeographic walk" through the city. Maybe it'll ask you to head two blocks to the west, then look for a crack in the sidewalk, then head in the opposite direction until you stumble across something terrible. The app invites you to photograph your findings – something "undervalued," something "warm," something "out of the ordinary" – to upload into a group photostream that Broken City Lab plans to curate on its website. The directions are all meant to be broadly interpreted ("Find an exchange"? This may mean to one person an exchange of glances on the sidewalk, or to another an exchange of cash at a hot-dog stand.)
All of these idiosyncratic directions won't literally make you "lost." Drift is trying to use that word playfully.
"The experience is not the same as getting a cab from La Guardia and showing up on some random intersection and trying to figure out your way to the hotel from there," he says. "It's a lot more about how can you regain that sense of being lost."
Getting "lost" is a means to an end on Drift, not the end in itself. Rather, by recreating that feeling of disorientation, Langlois hopes, you'll start looking for things you never notice when following the same route to work, or to school every day.
"It's a lot more using that as a starting point to understand that even though you think you know this place, there's a lot of things you are probably missing on an ongoing basis," he says. "When you're lost somewhere, you really go out of your way to pay attention to these visual cues that become significant markers in your mind."
Broken City Lab originally designed these walking tours with instructions on old-fashioned sheets of paper. But the app allows for so many more possibilities (there are more than 100 cues), and, more importantly, it gives users the opportunity to photograph their findings for others to see as well. In that sense, this is almost a community art project, inviting you to not only view your neighborhood differently, but to see how it looks through the eyes of your neighbors as well.
"What that does in a larger sense," Langlois says, "is hopefully it gets people understanding that a city, a street and a neighborhood are more than just places to pass through on your way to somewhere else."
This, for instance, is a photo by user Dnessd of "something warm":
Here's one from Eli Grimson of "an example of change":
Bob Hsiung thinks this is "something terrible":
And user Emily caught this intimate snapshot of "an exchange":
The troubled coworking company is the largest office tenant in New York City. What happens to the city's commercial real estate market if it goes under?
In the 1930s big auto dreamed up freeways and demanded massive car infrastructure. Micromobility needs its own Futurama—one where cars are marginalized.
Chicago's most dangerous neighborhoods saw a crime decline, but recently, their violent crime rates have rebounded while other areas continue to improve.
A just-approved plan will redesign Market Street to favor bikes, pedestrians, and public transit vehicles. But the vote to ban private cars didn't happen overnight.
Members of the Democratic Socialists of America have been elected to local office on platforms that reject capitalism and promote working-class interests.


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I was actually thinking about the mountain views, like the one below. It was taken about 5-6 miles east of Hurricane Ridge, at the Obstruction Point trailhead. Olympic National Park is very rugged. The Indian tribes stayed out of the mountains for the most part, believing there was a central valley with cannibals and fierce animals.
As for bears, for all of the time I've spent in the park, I've only seen one little black bear and he was making tracks across a slope. The park does have the occasional bear problem, but that is usually on on backpacking trails where people have been stupid with their food. You will see lots of deer and, if you are lucky, Roosevelt elk. They are the largest in North America.
If you end up taking 101 around the peninsula, Lake Quinault and Lake Crescent make good stopping points for stretching legs or having a meal in a scenic and historic location.


text: Main Content Section 500.100 friendly link Printer Friendly THE INSURANCE CODE OF 1956 (EXCERPT)Act 218 of 1956500.100 Insurance code of 1956; short title. Sec. 100. This act shall be known and may be cited as "the insurance code of 1956". History: 1956, Act 218, Eff. Jan. 1, 1957 Compiler's Notes: For transfer of the Department of Insurance and Office of the Commissioner on Insurance from the Department of Licensing and Regulation to the Department of Commerce, see E.R.O. No. 1991-9, compiled at MCL 338.3501 of the Michigan Compiled Laws.For transfer of authority, powers, duties, functions, and responsibilities of the insurance bureau and the commissioner of insurance to the commissioner of the office of financial and insurance services and the office of financial and insurance services, see E.R.O. No. 2000-2, compiled at MCL 445.2003 of the Michigan compiled laws.Popular Name: Act 218Popular Name: Essential Insurance © 2017 Legislative Council, State of Michigan


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The Aoyama Palacio Tower was designed by the famous Spanish architect Ricardo Bofill Levi. Truly a glamorous building, the "Palacio" in Aoyama Palacio Tower came from the word "Palace" and its tenants do justice to the name: high-end fashion brand companies, top beauty institutions, major insurance companies and banks. Omotesando station is directly connected to the building and its location right on Omotesando crossing, make it a popular meeting point.
Stretching eight hundred metres and lined by majestic Zelkova trees, Omotesando-dori joins the city's main arteries of Meiji-dori and Aoyama-dori. Enjoy a pleasant walk while window shopping or have a lunch-break on one of the many terraces. Other than the luxury brand related businesses, the area is also a most sought-after address for creative, media, internet and consulting companies. Omotesando is a modern and stylish area with some of the most impressive architectures Tokyo has on offer.
From Narita International Airport: 85 min by Narita Express to Shibuya Station, 5 min by Subway from Shibuya Station to Omotesando Station. 85 min by Airport Limousine bus to Shibuya Excel Hotel Tokyu, 5 min by Subway from Shibuya Station to Omotesando Station. From Haneda Airport (Tokyo International Airport): 16 min by Keikyu Line to Shinagawa Station, 20 min by Train from Shinagawa Station to Omotesando Station. 50 min by Airport Limousine bus to Shibuya Station, 5 min by Subway from Shibuya Station to Omotesando Station.
Direct connection from exit B5 of Omotesando Station on Tokyo Metro Ginza line, Hanzomon line, or Chiyoda line.
Fuji Express: Omotesando Hills Bus Stop (2 min walk): HACHIKO BUS SHIBU1. TOEI BUS: Omotesando Bus Stop (4 min walk): SOH81/IKE86. Minami Aoyama 5-Chome Bus Stop (4 min walk): SHIBU 88.


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Non-acidic Ester-C is a breakthrough patented formula that contains naturally-occurring Vitamin C metabolites and is quickly absorbed. Its unique manufacturing process neutralizes pH, making it gentle on the digestive system. Ester-C along with Citrus Bioflavonoids delivers advanced antioxidant protection, remaining active in the immune system for up to 24 hours!
For adults, take one (1) vegetarian tablet two times daily, preferably with a meal.
Vegetable cellulose, croscarmellose, calcium silicate, vegetable stearic acid, vegetable magnesium stearate, vegetable cellulose coating.
No gluten, no yeast, no wheat, no milk or milk derivatives, no lactose, no soy, no egg, no grapefruit, no sugar, no preservatives, no artificial color, no artificial flavor, no sodium.
Non-GMO. Suitable for vegans.
If you are pregnant, nursing or taking any medications, consult your doctor before use. Discontinue use and consult your doctor if any adverse reactions occur.
Keep out of reach of children. Store in a dry place and avoid excessive heat. Tamper resistant: Do not use if seal under cap is broken or missing.