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Brenner Children's pediatric emergency department has moved back to its original location. Learn more
In order to help protect patients, family members and health care workers from the spread of COVID-19, no visitors are allowed at any of Wake Forest Baptist Health's outpatient or inpatient facilities, except in certain situations.Learn moreMore COVID-19 Updates
Every day thousands of teens wake up afraid to go to school. Bullying is a problem that affects millions of students, and it has everyone worried, not just the kids on its receiving end. Yet because parents, teachers, and other adults don't always see it, they may not understand how extreme bullying can get.
Bullying is when a person is picked on over and over again by an individual or group with more power, either in terms of physical strength or social standing.
Two of the main reasons people are bullied are because of appearance and social status. Bullies pick on the people they think don't fit in, maybe because of how they look, how they act (for example, kids who are shy and withdrawn), their race or religion, or because the bullies think their target may be gay or lesbian.
Some bullies attack their targets physically, which can mean anything from shoving or tripping to punching or hitting, or even sexual assault. Others use psychological control or verbal insults to put themselves in charge. For example, people in popular groups or cliques often bully people they categorize as different by excluding them or gossiping about them (psychological bullying). They may also taunt or tease their targets (verbal bullying).
Verbal bullying can also involve cyberbullying — sending cruel texts, messages, or posting insults about a person on Facebook or other social sites.
One of the most painful aspects of bullying is that it is relentless. Most people can take one episode of teasing or name calling or being shunned at the mall. However, when it goes on and on, bullying can put a person in a state of constant fear.
Guys and girls who are bullied may find their schoolwork and health suffering. Amber began having stomach pains and diarrhea and was diagnosed with a digestive condition called irritable bowel syndrome as a result of the stress that came from being bullied throughout ninth grade. Mahfooz spent his afternoons hungry and unable to concentrate in class because he was too afraid to go to the school cafeteria at lunchtime.
Studies show that people who are abused by their peers are at risk for mental health problems, such as low self-esteem, stress, depression, or anxiety. They may also think about suicide more.
Bullies are at risk for problems, too. Bullying is violence, and it often leads to more violent behavior as the bully grows up. It's estimated that 1 out of 4 elementary-school bullies will have a criminal record by the time they are 30. Some teen bullies end up being rejected by their peers and lose friendships as they grow older. Bullies may also fail in school and not have the career or relationship success that other people enjoy.
Both guys and girls can be bullies. Bullies may be outgoing and aggressive. Or a bully can appear reserved on the surface, but may try to manipulate people in subtle, deceptive ways, like anonymously starting a damaging rumor just to see what happens.
Many bullies share some common characteristics. They like to dominate others and are generally focused on themselves. They often have poor social skills and poor social judgment. Sometimes they have no feelings of empathy or caring toward other people.
Although most bullies think they're hot stuff and have the right to push people around, others are actually insecure. They put other people down to make themselves feel more interesting or powerful. And some bullies act the way they do because they've been hurt by bullies in the past — maybe even a bullying figure in their own family, like a parent or other adult.
Some bullies actually have personality disorders that don't allow them to understand normal social emotions like guilt, empathy, compassion, or remorse. These people need help from a mental health professional like a counselor, social worker, psychiatrist, or psychologist.
For younger kids, the best way to solve a bullying problem is to tell a trusted adult. For teens, though, the tell-an-adult approach depends on the bullying situation.
One situation in which it is vital to report bullying is if it threatens to lead to physical danger and harm. Numerous high school students have died when stalking, threats, and attacks went unreported and the silence gave the bully license to become more and more violent. Sometimes the victim of repeated bullying cannot control the need for revenge and the situation becomes dangerous for everyone.
Adults in positions of authority — parents, teachers, or coaches — often can find ways to resolve dangerous bullying problems without the bully ever learning how they found out about it.
If you're in a bullying situation that you think may escalate into physical violence, try to avoid being alone (and if you have a friend in this situation, spend as much time together as you can). Try to remain part of a group by walking home at the same time as other people or by sticking close to friends or classmates during the times that the bullying takes place.
Here are some things you can do to combat psychological and verbal bullying. They're also good tips to share with a friend as a way to show your support:
All of us have to deal with a lot of difficult situations and emotions. When some people feel stressed, angry, or frustrated, picking on someone else can be a quick escape — it takes the attention away from them and their problems. Some bullies learn from firsthand experience. Perhaps name-calling, putdowns, or physical force are the norms in their families. Whatever the reason, though, it's no excuse for being the bully.
If you find it hard to resist the temptation to bully, you might want to talk with someone you look up to. Try to think about how others feel when you tease or hurt them. If you have trouble figuring this out (many people who bully do), you might ask someone else to help you think of the other person's side.
Bullying behavior backfires and makes everyone feel miserable — even the bullies. People might feel intimidated by bullies, but they don't respect them. If you would rather that people see your strength and character — even look up to you as a leader — find a way to use your power for something positive rather than to put others down.
Do you really want people to think of you as unkind, abusive, and mean? It's never too late to change, although changing a pattern of bullying might seem difficult at first. Ask an adult you respect for some mentoring or coaching on how you could change.
If the environment at your school supports bullying, working to change it can help. For example, there might be areas where bullies harass people, such as in stairwells or courtyards that are unobserved by staff. Because a lot of bullying takes part in the presence of peers (the bully wants to be recognized and feel powerful, after all), enlisting the help of friends or a group is a good way to change the culture and stand up to bullies.
You can try to talk to the bully. If you don't feel comfortable in a face-to-face discussion, leave a note in the bully's locker. Try to point out that his or her behavior is serious and harmful. This can work well in group situations, such as if you notice that a member of your group has started to pick on or shun another member.
Most people hesitate to speak out because it can be hard. It takes confidence to stand up to a bully — especially if he or she is one of the established group leaders. But chances are that other students witnessing the bullying behavior feel as uncomfortable as you do — they just don't speak up. Perhaps they feel that they're not popular enough to take a stand or worry that they're vulnerable and the bully will turn on them. Staying quiet (even though they don't like the bully's behavior) is a way to distance themselves from the person who is the target.
When a group of people keeps quiet like this, the bully's reach is extending beyond just one person. He or she is managing to intimidate lots of people. But when one person speaks out against a bully, the reverse happens. It gives others license to add their support and take a stand, too.
Another way to combat bullying is to join your school's anti-violence program or, if your school doesn't have one, to start one of your own.
Reviewed by: D'Arcy Lyness, PhD
Date reviewed: July 2013
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text: Friday, April 13, 2012 Heard on the Hill Special Edition: Legal Issue Pending in the US Supreme Court A special edition in the Heard on the Hill podcast series provides an overview of the pending legal issues before the Supreme Court on the Affordable Care Act. Learn about the anti-injunction act and how it could cause the court to dismiss the case for the time being, the 3 constitutional provisions that the plaintiffs used in their argument against the constitutionality of the individual mandate, and how the concept of "severability" will come into play if the individual mandate is ruled unconstitutional. The podcast also covers the less known provision of the health care law related to Medicaid expansion. A transcript accompanies the prerecorded podcast.


text: Tuesday, January 15, 2013 AHA Calls for Creation of National Registry on Cardiorespiratory Fitness A new policy statement by the American Heart Association (AHA) encourages clinicians to assess cardiorespiratory fitness with the hope that researchers can gather more information on aerobic fitness and its related variables to identify individuals who might be at risk for adverse clinical outcomes. The AHA writing committee also advocates for the creation of a national registry that includes data on cardiorespiratory fitness that would allow researchers to track aerobic fitness over long periods of time, just as is being done with other variables such as cholesterol, blood pressure, physical activity levels, and body weight, among others. It also would provide more information on normative aerobic fitness levels in subsets of the population. According to a Heartwire article, one of the goals of the national registry is to increase awareness about the importance of cardiorespiratory fitness. Many of the assessments are performed in exercise centers and research settings, but not as frequently in clinical practice. While information is available in pockets of the country, including data from the Aerobics Center Longitudinal Study, the hope is more information would allow researchers to determine normative cardiorespiratory fitness levels, via direct measurements of VO2, in groups stratified by age, gender, and body composition in large samples representative of the US population. The registry also would help define normative values of aerobic fitness across strata of physical activity levels. Chair of the AHA policy statement, Leonard Kaminsky, PhD, told Heartwire that "physical activity is simply a behavior, and while both are inversely associated with the risk of cardiovascular disease, there are factors that contribute to aerobic fitness than other physical activity levels, including age and genetics. In addition, cardiorespiratory fitness is a more clinically meaningful measure than self-reported physical-activity levels, which are prone to considerable error." APTA member Ross Arena, PT, PhD, is a coauthor of the statement, which was published online ahead of print January 7 in Circulation. A new APTA podcast that focuses on screening for physical inactivity distinguishes between physical activity and physical fitness, explains the use of physical activity to screen for issues of impaired physical fitness, and provides information on what to do with the results of the screen. It also gives examples illustrating various types of patients and the role that physical activity plays in their overall health. Comments This is important work. Studies done to assist with clinical decision-making regarding whether-or-not to administer a treatment in oncology, i.e. to surgically excise a metastatic tumor to the brain, find that a patient's performance status is the single biggest predictor of outcome. Since performance status is a reflection of a patient's cardiorespiratory fitness, I predict the data from this registry will enable clinicians to make more informed decisions regarding their treatments in areas beyond oncology. Posted by Sarah Pedersen, PT on 1/19/2013 10:50 AM For more widespread application as we move forward with wellness I would think the modified Bruce protocol, aka the 12 min treadmill test would be a more readily available clinical tool. If APTA can work with AMA and CMS to create a code for billing wellness PTs will play a greater role in prevention of CAD and DM. Posted by George O´Malley -> EGPb on 1/23/2013 4:03 PM


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Invensis Learning's ITIL Intermediate Service Operation Training Course in Konya is delivered by highly qualified trainers with extensive IT Service Management experience. This AXELOS's ITIL Service Operation Certification is one of the most industry-recognized certifications for IT professionals globally. This ITIL SO Certification Course in Konya is ideal for individuals and enterprises that are looking to gain an in-depth understanding of principles, operational activities, functions, and processes that help organizations and individuals to manage the products and services of an organization.
The main takeaways from this ITIL SO Certification course in Konya are that you demonstrate a comprehensive understanding of how to coordinate and execute activities that managing the products or services developed during Service Strategy, design, and transition phases of the IT service lifecycle. Participants will receive course completion certificate.
We deliver ITIL Intermediate Service Operation Training in Konya through classroom and live online virtual modes. Enroll now and gain this ITIL Service Operation certification in Konya today.
|Training Modes
- Instructor-led Classroom Training ( Request for Training )
- Instructor-led Online Training ( Request for Training )
- On-site Group Training ( Request for More Information )
- Focused 1-to-1 Training
|Areas of Study
- Service management as a practice concept and service operation principles, purpose, and objectives
- How processes in ITIL Service Operation interact with other service lifecycle processes
- Roles and responsibilities within ITIL service operation to achieve operational excellence
- Measuring ITIL Service Operation, and more
|IITIL Service Operation Training
|Request for the ITIL Service Operation training in Konya
|ITIL Service Operation Course Duration
|ITIL Service Operation Course Syllabus
|ITIL Service Operation Certification Eligibility Criteria
|ITIL Service Operation Exam Format
|ITIL Service Operation Exam Fees
The ITIL Service Operation examination cost in Turkey is USD 330.
|Who Should Attend ITIL Service Operation Certification Training
Job roles that can benefit from ITIL Service Operation training course in Konya include, but are not limited to
Training delivery modes for effective learning
Live Online
1 to 1
This module focuses on the purpose, objective, scope, and value to the business of service operation, the context of service operation and service lifecycle, and the service operation fundamentals.
This chapter focuses on service operation principles such as: achieving balance in service operation; providing good service; involvement in other lifecycle stages; operational health; communication; documentation; service operation inputs and outputs.
In this module participants will learn about the purpose, objectives, scope, and value to the business of each process, policies, principles and basic concepts, process activities, methods and techniques, triggers, inputs, outputs, and interfaces, and CSFs and KPIs.
This module focuses on some of the common service operation activities such as IT operations, monitoring and control, server and mainframe management and support, network management, storage and archive, database administration, middleware management, data center management, operational activities of processes covered in other lifecycle stages.
This chapter focuses on understanding functions, service desk function, technical management, and application management function, and service operation organizational structures.
In this module, participants will learn about generic requirements, event management, incident management, request fulfillment, problem management, access management, service desk.
This module focuses on managing change in a service operation, service operation and project management, assessing and managing risk in service operation phase, operational staff in design and transition, and planning and implementing service management technologies.
This chapter focuses on challenges, critical success factors, and risks in service operation phase of the service lifecycle.
The daily agenda of the 2-day ITIL SO Training is detailed below:
At Invensis, we provide ITIL SO training in Konya in three different learning modes in instructor-led classroom training, instructor-led online training, and on-site group training.
You will achieve 3 credits for this ITIL SO training which you can use in your journey to becoming an ITIL Expert.
Yes, the examination fee is included in the course fee.
The ITIL Service Operation credential does not have an expiry period,and the certification is valid for life.
Yes, Invensis Learning is a PEOPLECERT Accredited Training Organization (A.T.O) for providing ITIL Service Operation training course worldwide.
AXELOS is the governing body for all of the ITIL training programs. Invensis Learning is an AXELOS Certified Partner for imparting ITIL Foundation, ITIL Intermediate modules, and ITIL MALC Training courses worldwide.
Individuals and Enterprises can make payment for the training through 2 different modes such as –
For more information on payment details, please contact us at email@example.com
You can call us, leave your query on Live Chat for instant support, or Request a Call Back to have your query resolved.
Select from a range of combo courses
and get amazing discounts. Enroll Today!
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Enroll for Interactive Public Classroom Sessions in Turkey and Learn from Qualified, Certified and Accredited TrainersView Training Schedule
Enroll for Instructor-led Live Online Sessions and attend from AnywhereView Training Schedule
Cost Effective and Customised Instructor led On-site Group Training for Enterprises in TurkeyRequest for Quote
Let us help you with your training requirements


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The Hope College Knickerbocker Theatre in downtown Holland will end its 2013 winter film series with the Academy-award winning "Amour" showing Monday-Saturday, April 1-6, at 7:30 p.m.
"Amour" has a simple premise. Georges and Anne, who are in their 80s, are cultivated, retired music teachers whose daughter, who is also a musician, lives abroad with her family. One day, Anne has an attack and the couple's bond of love is severely tested.
The Michael Haneke film teams up two of the leading French actors, Jean-Louis Trintignant and Emmanuelle Riva, along with Isabelle Huppert. This film was given the prestigious Palme d'Or for best film at the Cannes Film Festival. "The New York Times," "Los Angeles Times," "Time Magazine" and several others have named it the top picture of the year.
The film won the Best Foreign Language Oscar at the 85th Academy Awards, and was nominated in four other categories: Best Picture, Best Actress in a Leading Role (Emmanuelle Riva), Best Original Screenplay (Michael Haneke) and Best Director (Michael Haneke). At the age of 85, Emmanuelle Riva is the oldest nominee for the Best Actress in a Leading Role.
"Amour" is in French and English with subtitles.
Tickets for the film are $6 for regular admission, and $5 for senior citizens, Hope College faculty and children. Updated information may be obtained by visiting hope.edu/arts/knick.
The Knickerbocker Theatre is located at 86 E. Eighth St.


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Snake print thin tip elastic bootiesJOEL_STPY 139.90 € 195.00 €
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Express Delivery: 24-48 Hours
If you are not satisfied, you can return your Unisas. Due to the current situation, we are extending the return period. Buy now and return when the State of Alarm ends. Consult conditions More information
Select your size
We will let you know if your size is back in stock
Need help?Phone us: 00 (800) 40 00 44 00 E-mail us: firstname.lastname@example.com
E-mail us: firstname.lastname@example.com


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Global Consumer Confidence & Spending Intentions Report – Q1 2015 - South Korea DataConsumer | 14-May-2015
AUD $3,080.00 (including GST)
Who's ready to spend? Who's saving for the future? How do we feel about our job prospects? Learn the global trends and market specifics through our quarterly Global Consumer Confidence Index Reports, the world's largest consumer sentiment survey, representing nearly two billion people across 60 countries.
Nielsen Q1 2015 Global Survey of Consumer Confidence and Spending Intentions individual country results for South Korea. The findings in the survey are based on respondents with online access and reflect claimed behavior.
The Nielsen consumer confidence index measures perceptions of local job prospects, personal finances and immediate spending intentions. Consumer confidence levels above and below a baseline of 100 indicate degrees of optimism and pessimism, respectively.The Nielsen Global Survey of Consumer Confidence and Spending Intentions, established in 2005, measures consumer confidence, major concerns and spending intentions among more than 30,000 respondents with Internet access in 61 countries.
Structure of the Report Contents:
This package includes only the individual survey response results for South Korea. The survey responses are presented in Microsoft Excel tables and do not contain charts, graphics or additional analysis./all/global-consumer-confidence-spending-intentions-report-q1-2015-south-korea-data
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text:
The finance sector's quarterly earnings period began Friday with JPMorgan and Wells Fargo reporting a profitable first quarter yet worrying market watchers as both banks showed weakness in new loan demand along with lower revenues. Both banks offset lower profit margins on loans by setting aside less money to cover bad mortgage loans.
JPMorgan Chase & Co. (JPM), the nation's largest bank, saw a 33% rise in profits to a record $6.53 billion, with earnings per share of $1.59, compared with last year's $4.92 billion and EPS of $1.19. Wells Fargo & Co. (WFC), the nation's largest mortgage lender, reported $5.2 billion in profits, up 22%, with EPS of $0.92 versus last year's $4.2 billion in profits and EPS of $0.75.
JPM's earnings beat analysts' expectations for EPS of $1.40, yet the stock fell in morning trading as the bank reported stagnant loan demand, with total loans down 1%. JPM shares were down 0.17 points, or 0.33%, to $49.15 in midafternoon trading versus Thursday's closing price of $49.31. Strong investment banking and mortgage origination helped boost the bank's bottom line, however.
"JPMorgan Chase had a very good start to the year," said Chairman and CEO Jamie Dimon (left) in a statement. "All our businesses had strong performance, and our client franchises did exceptionally well. The Corporate and Investment Bank was No. 1 in fees, global debt and equity, syndicated loans and announced M&A."
However, Dimon acknowledged continued weak spots in the economy that were a drag on the bank's performance.
"Loan growth across the industry has been softer this quarter, although year-on-year growth remained strong. Small businesses remain cautious about the recovery and fiscal uncertainty, and are not investing their capital," Dimon said.
Similarly, Wells Fargo's nearly 30% of the mortgage market helped the bank maintain its 13th consecutive quarter of profitability, yet WFC shares were off in Friday trading. WFC traded at $37.08 by midafternoon, down 0.43 points, or 1.16%, versus Thursday's $37.51 close. Revenue at Wells was down 1.7% to $21.26 billion after the bank took a 2.6% hit to its mortgage business and low interest rates hurt profitability despite an 8% rise in deposits.
"Wells Fargo delivered outstanding first-quarter 2013 results for our shareholders," said Chairman and CEO John Stumpf in a statement. "Quarterly earnings and EPS increased at double-digit rates compared with first-quarter 2012, while loans and deposits demonstrated continued growth in a challenging economic environment. In addition, expenses continued to decline as we improved efficiency across the franchise, and returns on assets and equity increased and remained among the highest in our industry."
Separately, J.P. Morgan Asset Management saw its 16th consecutive quarter of positive net long-term client flows at a record $31 billion for Q1 and record assets under supervision at $2.2 trillion, with loan balances up 27% to a record $81.4 billion. JPAM reported a 1% quarter-on-quarter loss in client advisors to 2,797 from 2,821 but a 2% rise in retirement planning services participants, to 2.01 million from 1.96 million. The asset management unit also reported a 1% year-on-year loss in advisors, who numbered 2,832 in Q1 2012, but a 4% rise in retirement participants from 1.93 million to the current 2.01 million.
Wells' Wealth, Brokerage and Retirement unit reported net income of $337 million, up 14% from a year ago but down 3% from Q412. Client assets for the retail brokerage were $1.3 trillion, up 5% quarter on quarter and up 7% year on year. Financial advisors in the retail brokerage were reported at 15,354, flat from Q412 and up 1% from a year ago.
Read Conservatives Line Up Against Big Banks on AdvisorOne.
Check out AdvisorOne's Q1 Earnings Calendar for the Finance Sector.


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St George Illawarra
Dragons 2pk High Performance Ankle Socks
or make 4 interest-free payments of $2.50 AUD fortnightly with More info
Shipping and Postage Charges
All Merchandise orders are shipped via Courier Please. All orders placed and paid for before 5pm AEST Monday to Friday will be dispatched from the Dragons Team Store the same day. Orders placed on a Saturday, Sunday or Public Holiday will be processed and dispatched the next business day.
To check your shipping status, please visit https://www.couriersplease.com.au/tools/track, and the Dragons Team Store Receipt (invoice #) in the reference field.
Standard Postage Cost $10.00
International Postage Cost $25.00
PO Boxes - DTS CANNOT SEND PACKAGES TO PO BOXES
Memorabilia Shipping
All Memorabilia items are shipped from an off site location and price of shipping is included in the purchase of each Memorabilia item.
General Shipping Information
We may occasionally provide special offers and promotions waiving delivery charges in certain circumstances. We reserve the right to vary, cancel or extend special offers and promotions regarding delivery charges.
International postage costs do not include any applicable importation charges, taxes and duties by customs in the country where the order is to be delivered. You are responsible for such taxes and duties.
Helpful Hits
Can I track my order?
Yes, you will receive an email from The Dragons Team Store once your item(s) has been dispatched with tracking details
Where is my order?
If your order hasn't arrived with-in 10 business days, please contact The Dragons Team Store - email@example.com
Are there times when you don't dispatch orders on the same day?
Yes, During peak trading times such as Christmas, Game Days and Sale Periods orders placed prior to 4pm AEST may not be dispatched on the same day.
Can I "Click & Collect"?
At the moment The Dragons Team Store does not offer a "Click & Collect" option for Merchandise item(s) or Memorabilia item(s).
We want you to be 100% happy with your purchase from the Dragons Team Store. We will Refund or Exchange your item(s) excluding sale item(s), gift cards and/or memorabilia. Refunds or Exchanges are subject to the following terms for change of mind purchases:
- The item(s) must have the original tags/ labels attached, be unworn, unwashed and in its original condition.
- The item(s) must be returned within a reasonable time period of purchase, and with the original receipt.
- Refunds will be honoured if requested. Only the purchase price (excluding any delivery charges) will be refunded via the original payment method once The Dragons Team Store have received the goods and confirmed that they meet conditions 1 & 2 of the Refund and Exchange Policy. Customer(s) are responsible for any costs associated with returning the item(s) to the Dragons Team Store.
- Exchanges will be honoured if conditions 1 & 2 of the Refund and Exchange Policy are met. Customer(s) are responsible for any costs associated with returning the item(s) to The Dragons Team Store and for the postage back to the customer(s) requested address. The Dragons Team Store will contact the customer(s) to acquire a postage payment once the item is ready for exchange.
- Shipping costs can only be refunded on faulty items that have been purchased separately. Shipping will not be refunded if there are other items listed on the invoice when a faulty item is returned.
- Stock levels vary and The Dragons Team Store may not always be able to assist with exchanging the exact item(s).
Personalised numbered Jerseys are excluded under The Dragons Teamstore Returns & Exchanges Policy, unless the jersey has a manufacturing fault.
Change of mind or incorrect size purchased, is excluded under The Dragons Teamstore Returns & Exchanges Policy.
Please be careful when personalising jerseys online, as the customer is responsible for their actions.
If a new item(s) is faulty, wrongly described or different from the sample shown then The Dragons Team Store will meet its legal obligations which may include refunding the purchase price and postage charges, or providing a replacement product, provided the item is returned:
- If a worn item(s) is faulty, The Dragons Team Store will assess the product once returned and advise the customer(s) if the item is deemed faulty by the supplier. The customer(s) must provide proof of purchase of the item(s).
Returns or Exchanges of an item(s) can be made via The Dragons Team Store either online or at the Kogarah Store.
For online Returns or Exchanges please return item(s) to
Dragons Team Store
Locked Bag 1500
Ramsgate NSW 2217
For In-Store Returns or Exchanges please visit
Dragons Team Store
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Trading Hours
Monday 9:30am to 5:00pm AEST
Tuesday 9:30am to 5:00pm AEST
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Saturday 10:00am to 4:00pm AEST
Sunday CLOSED
*The Dragons Team Store is closed all Public Holidays unless stated
*The Dragons Team Store, Kogarah is open during all home games at Jubliee Oval until kick-off of the NRL match.
Contact Numbers
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Contact Email


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On the surface, it may seem like just another onerous, costly government drill: The Department of Labor's new ERISA (Employee Retirement Income Security Act of 1974) 408(b) (2) disclosure rule. It mandates that 401(k) plan service providers and others furnish plan sponsors with highly detailed transparency disclosures, especially concerning fees—or face enforcement consequences.
But the impact of the new regulations could be market-changing for the entire 401(k) industry.
Though service providers have long been required to disclose fees to participants, many obscured them by burying what employees paid in opaque disclosures. To be sure, many plan sponsors and certainly the majority of participants have been unaware of any "hidden fees."
Also see sidebar: "Public Impact."
The new fee transparency regulation is based largely on a 2007 AARP study of 1,581 participants that found 83% of them unaware of how much they were paying in plan fees and expenses.
The onus of the new rule is chiefly on the extremely competitive service provider space, which for decades has sustained strong price pressure. The fee transparency requirements will only serve to increase that fierce competition.
"The new regulations opened the door for industry leaders to benefit by providing a more compelling case for doing business with them and for laggards to keep their plan sponsor clients in the dark." So declares an in-depth study conducted by Dalbar, the Boston-based financial services consulting firm, which teamed up with Research to present its findings.
"The leaders that present a value proposition [will] make the firm more attractive to advisors who recommend them and to plan sponsors who select them," Dalbar notes.
In the extensive study, Top Honors for recordkeepers went to BB&T Retirement and Institutional Services, Great-West Retirement Services, John Hancock Retirement Services, Fidelity Investments and TIAA-CREF Financial Services. The five ranked lowest were First Mercantile, Ascensus, The Guardian Insurance & Annuity Corp., Morgan Stanley (Nationwide) and last, MassMutual.
Fidelity's disclosure stands out as one of the best in overall presentation by, for instance, using language that a typical plan sponsor would understand. It is apparent that the firm's approach wasn't merely to fulfill a paperwork obligation.
"We designed the disclosure to give us a competitive advantage. We're using it to continue to obtain new business and retain the business we have," says Krista D'Aloia, vice president-associate general counsel, Fidelity Investments, in Boston. "We tried to make it as intuitive as possible and provide things that aren't required in order to make it a useful tool."
The new regulatory regime, which went into effect July 2012, not only mandates transparent disclosures but requires plan sponsors to assess whether or not fees are reasonable for services provided.
Should they be judged unreasonable, plans must notify the provider. If the issue goes unresolved for 90 days, sponsors must then file complaints with the DOL and Internal Revenue Service.
Under the new regulations, enforcement is expected to become aggressive, a big change from the spotty activity of the past. Whistle-blowing is encouraged, and those not complying will be penalized. Sponsors are exempt from "regulatory action," Dalbar notes, "merely by reporting service provider failures." That can be conveniently accomplished via an online reporting system.
Based on the technical requirements of 408(b) (2), Dalbar's Transparency Analysis evaluated and ranked recordkeepers and others according to parameters of: overall usefulness, cost estimates, description of services, fiduciary status and conflicts of interest.
Estimating fees that plans can anticipate paying is of course crucial to sponsors' assessments. Recordkeepers that expressed estimated costs as an aggregate figure in dollars and showed the bottom line—"the best way to present cost estimates," Dalbar says—include Principal Financial, TIAA-CREF and Charles Schwab & Co.
The new requirements are intended to protect investors by allowing employers to scrutinize fees on an apples-to-apples basis and help advisors recommend plans. Data drawn from many unconnected areas must be set forth in a single document and sent to the IRS, DOL and Pension Benefit Guarantee Corp., in addition to plan sponsors.
Participants as well as employees eligible to join plans are sent a different disclosure, not as detailed as the plan document but which puts greater focus on investments. (See sidebar "Public Impact.")
The new regulation could have major impact on advisors, who "must help plan sponsors determine whether or not the fees are reasonable. We hope that when [plans] match up services with fees, they're not just going to say, 'Hey, cheaper is better!,'" says Sara Richman, vice president-product management, Great-West Retirement Services, which hired Dalbar to verify that its disclosure meets the new rule.
Joe Ready, executive vice president-director of Institutional Retirement and Trust at Wells Fargo, stresses that "assessing reasonableness is a big to-do for plan sponsors and/or the financial advisors that assist in the process."
While the regs are forecast to result, over time, in a shift of service providers, such changes aren't likely to occur at the initiation of plan sponsors themselves.
"They see the expanded powers as a burden that detracts from their primary business," says Louis S. Harvey, Dalbar's president-CEO. "But advisors will come knocking at the door, and regulators will soon follow. These forces will certainly lead to changing plans because of fees."
He continues: "Becoming embroiled in a regulatory hassle holds little appeal for a human resources manager, benefits manager or CFO. Only concern over liability will force them to take steps to enforce the DOL regulations."
So far, "there has not been a mass exodus" from providers, says Kevin Crain, head of institutional retirement and benefits services at Bank of America-Merrill Lynch, based in Hopewell, N.J. "But in two or three years you could see a pickup in activity of plans making provider changes."
This means that sponsors will be relying more heavily on financial advisors to justify fees, and to compare and choose service providers.
ERISA's 408(b) (2) has been years in the making. It was prompted partly by class action lawsuits against plan sponsors and service providers brought since 2006. These suits focused largely on revenue sharing. In the new disclosure requirements, revenue sharing is included under "Conflicts of Interest."
"Revenue sharing is that the expenses of the fund have been subsidizing the administrative costs of the plan," says Ed O'Connor, managing director-retirement services at Morgan Stanley Wealth Management, in Purchase, N.Y. "Generally, plan sponsors like that because they want to show employees fund performance, not account fees being charged."
O'Connor adds: "But if the rule leads to no revenue sharing, and fund expenses do not subsidize administrative costs, what we'll have are account fees, with participants paying directly for things like online series."
The 401(k) industry grew up based on insurance companies packaging mutual funds with a recordkeeper and a third party administrator, and sold as a lump.
"The firms weren't trying to be nefarious. Plan sponsors weren't colluding with service providers on hidden fees. This is just the way these products developed," says Celia Rafalko, managing principal-CEO of Piedmont Independent Fiduciaries, in Richmond, Va., an investment advisor and asset manager to service providers. "It's the norm—layers of costs that were not apparent. It was very difficult to parse out where all the money was going, and it continues to be."
However, adds Rafalko, former chief administrative officer of Wachovia Securities' financial services group, "as technology improved and options changed, more and more companies have started to develop a focus on full transparency."
A goal of the new rule, according to Dalbar, is to help plan sponsors "identify situations where service providers have a vested interest in an outcome that may not be in the best interest of plan participants. The best practice has been to disclose potential conflicts of interest clearly … including steps that protect the interest of participants."
Dalbar singled out disclosures from TIAA-CREF and Merrill Lynch, Pierce, Fenner & Smith as examples of achieving that.
"We leveraged the broader experience of the Bank [of America] with conflict-of-interest rules to guide us in our approach to this issue," Merrill's Crain says. "We're a large financial services firm with a broad array of products, so adherence to conflict rules is a key focus."
The new rule gives plan sponsors power to hold service providers accountable. But Dalbar points to "major flaws," among them: "Service providers are permitted to retain incomprehensible disclosure language."
That surely presents a big stumbling block to meeting the fee disclosure document's key objective.
Rafalko, in her capacity as consultant, has read disclosures from 30 firms.
"It's kind of terrifying!" she says. "I understand that companies want to make sure they're covering all their risk, but they're doing it in a way that obfuscates the point of the exercise."
Still, some are doing it the right way. Dalbar gives kudos for services descriptions to BB&T, TIAA-CREF, Great-West and Wells Fargo Institutional Retirement and Trust.
"We educated people on where participants' dollars are going," says Great-West's Richman, based in Denver. "Which entities are taking the money and what that means as dollars is something really new and useful to the plans."
Wells Fargo's Ready notes: "The regulation says we have to disclose all the services, roles and fees. We take it a step further and do the math. We boil it down to a one-page summary worksheet with a detailed breakdown of fees and services at both dollar and basis point levels. Then we provide a retirement readiness index."
BB&T's disclosure has a unique summary of plan services with a succinct explanation of each plan-option's benefits for both sponsors and employees. John Hancock opens with a three-page outline of services and a hard-to-miss presentation of costs and compensation. TIAA-CREF uses reader-friendly language and includes an educational introduction.
Other mandated information zeroes in on the critical issue of fiduciary responsibility. But the new government directive concerning that is "cloaked in mystery," Dalbar says, "since, technically, only fiduciaries are required to make a disclosure." Therefore, when not stated, plan sponsors have no way of knowing if a service provider is or is not a fiduciary. That information, for example, could have been left out accidentally.
Merrill Lynch's disclosure, positioned prominently, makes a clear statement of fiduciary responsibility; and Paychex and Morgan Stanley (Nationwide) each received perfect scores for the quality of its fiduciary disclosures.
This is a section, though, on which some recordkeepers need to brush up. Wells Fargo, for instance, uses asterisks to indicate fiduciary status but left unmarked services for which the firm does not act as a fiduciary. Dalbar deemed Great-West's and Fidelity's disclosures "Obscure" because they "require legal or mathematical analysis or multiple documents," and MassMutual's fiduciary status got a poorly rated "Omitted" because no reference was indicated.
With fee comparison now a reality, price compression is certain to accelerate. Crain says the rule makes plan sponsors "educated consumers about what they're paying for. They can either say, 'I'm comfortable with it' or 'Now that I've got this information and have looked at the market, things need to change.'
"In previous years," Crain notes, "they didn't even understand where they were in terms of fee structures. Now plans will challenge service providers to drop fees. They'll say, 'Do you want to lose this plan if you don't drop them?' The provider may say, 'I can't afford to do that,' and the plan will move."
Further, today's bundled fees could be unbundled in due course. "In some cases, that will reduce fees; but in others, it might actually increase them, depending on the services that are wanted," Ready notes.
In the months preceding 408(b) (2)'s implementation, smart service providers educated sponsors and others on the new documentation to come. Fidelity talked it up in client meetings and on webcasts. Merrill trained financial advisors, launched webinars and reached out to specific clients. Great-West even produced a video for plans, "Clarity in a Complex World," explaining that the firm's fee disclosure goes beyond simply what is required.
Despite the intent, all the work and considerable cost involved in compliance with the new regs, some experts predict that meaningful results will be minimal.
"The rules are certainly needed, and everything they require will be done; but they won't have much effect," says Saul Nirenberg, whose eponymous New York City firm advises sponsors on specific plans and how to select advisors. "ERISA will be pleased with itself, service providers will have another layer of protection and individuals will be right where they are now. Uninformed."
He continues. "The majority of companies are content to turn everything over to their service providers. They don't want to embark on programs to help employees make the right choices. They defend this non-action by saying they may get sued if things go wrong. But companies need to start taking their employees' welfare more seriously."


text:
STOCKTON - Officials are still concerned about the flood of criminals handled by the local justice system since the start of a statewide shift of responsibility for some offenders known as realignment.
STOCKTON - Officials are still concerned about the flood of criminals handled by the local justice system since the start of a statewide shift of responsibility for some offenders known as realignment.
In San Joaquin County, it has sent thousands more inmates to a jail required to release inmates early to prevent overcrowding, according to a report released this week looking at the first year of realignment.
Outside of jail, realignment has put more offenders under the watch of probation officers and into programs intended to prevent recidivism.
And the county report shows these attempts at keeping low-level offenders from committing new crimes seem to be working.
"That's encouraging, and these are some good preliminary numbers," Chief Probation Officer Stephanie James said.
The Board of Supervisors will hear a presentation of the new report at its regular meeting Tuesday.
The report is the most-detailed look to date of the impact of realignment in San Joaquin County, drawing data and input from across the local criminal justice system and other county agencies from October 2011 through September 2012.
It shows the importance the county has placed on making data-driven decisions, James said, though she said there are limits to what only a year's worth of data can show.
Realignment came down from the state in an effort to relieve overcrowding in the California prison system. Also known as AB109, after the Assembly Bill that created it, the idea was that counties could handle lower-level felons more efficiently while keeping offenders from committing more crimes by providing drug treatment, counseling, help finding jobs and other services.
Realignment redefined sentencing of certain felonies so most nonviolent, nonserious and nonsexual crimes that could have landed an offender in state prison would instead bring sentences to be served locally, even if it meant a several-year stay in county jail.
There were 552 offenders sentenced under the new rules in the first year.
The inmates who were in state prison before the start of realignment in 2011 for these lower-level offenses were not moved to county jails. But upon their release, these inmates are now supervised by county probation officers instead of state parole agents. However, the category is based on the most recent offense, and these inmates could still have histories of committing violent or sexual crimes.
One part of the new report provides a detailed look at the 911 offenders who fit this category.
About 10 percent of this group committed a new crime while under supervision that first year. Some of the 93 people had multiple convictions. The most common crime committed was auto theft. And of the 142 crimes convicted, 11 were violent.
Realignment also meant parole violators would serve in county jails up to 180 days instead of being returned to prison. This applies to almost all parole violators, regardless of their original crime.
These parole violators flooded San Joaquin County Jail in the first year of realignment, far exceeding initial state estimates.
The report describes a "dramatic" impact on the jail, which processed 2,244 inmates because of realignment. Parole violators accounted for 1,998, or 89 percent, of this influx. Many are released after only days in custody, officials said.
That is because the county jail is frequently at capacity. And for the past 20 years, it has been under a court order to prevent overcrowding that results in inmates released before completing their sentences.
The county's realignment plan includes trying to reduce this pressure through sentencing that will have less-dangerous offenders serving at least part of their sentences outside the jail.
Of the 552 new offenders sentenced in the first year of realignment, 360, or 65 percent, received split sentences in the county.
A split sentence both frees up jail space and allows the released inmates to take part in programs under supervision that could help reduce recidivism, according to the report.
Programs meant to reduce recidivism increased inside the jail, too. These weren't restricted to realignment inmates and 2,062 people in the first year participated in programs for everything from anger management, to substance abuse counselling to parenting classes.
Despite efforts to make room in the jail, inmates have been released early.
Some have gone on to commit shocking crimes, either in the first year or more recently.
Jerome DeAvila was charged by prosecutors for allegedly raping and killing his 76-year-old grandmother last month, about a week after he was released early on a parole violation sentence.
Raoul Leyva was convicted in February for beating his girlfriend into a coma last April, causing significant brain damage. The attack occurred after Leyva had served two days of a 100-day sentence for violating parole.
Under realignment, all parolees are returned to county jails if they violate their parole, except in cases when the original sentence was for life, according to the report.
County officials are looking at other ways to ease crowding at the jail. The county's seeking funding to build a facility for the least-dangerous offenders that's more akin to a halfway house than a jail. And plans are in the works to relieve some of the crowding by releasing people awaiting trial.
The plan includes determining how risky it would be to release a particular inmates.
Data from the first year's report will help that, too, Chief Probation Officer James said. Realignment supervision included assessing the risk somebody might commit another crime. Based on the numbers, it looks like the risk is being accurately measured, she said.
"It tells us that our risk-assessment tool is working."
Realignment is complicated, and so is measuring its success, said Magnus Lofstrum, a research fellow with the Public Policy Institute of California and co-author of report "Evaluating the Effects of California's Corrections Realignment on Public Safety.
It has been able to reduce the population in the state prisons, but there has yet to be a comprehensive study looking at recidivism and the impact of realignment on crime, he said. And each county is different.
"I believe there are a variety of approaches and responses to realignment," and it's important for a county to look at the data along the way, he said.
"It's a very good - and necessary - use of resources," he said. Otherwise, you don't know what is working, he said.
Even if realignment solves the state's overcrowding problem, it might happen at the expense of the counties, said Ken Vogel, chairman of the San Joaquin County Board of Supervisors. He noted recent reports of inmate advocates starting to file the same kind of lawsuits over conditions that had been filed against the state.
Because of San Joaquin County's court-capped jail, Vogel said he is concerned about how realignment could be contributing to crime, he said. "I don't know if we have a full understanding of that impact yet."
Contact reporter Zachary K. Johnson at (209) 546-8258 or email@example.com. Visit his blog at recordnet.com/johnsonblog.


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text:
Cetera Financial Group has launched a new recruiting campaign this week that the 6,500-advisor network regards as unique for addressing the emotional aspects of changing firms.
Susan Theder, chief marketing officer for the El Segundo, Calif.-based broker-dealer network, says conversations about career transitions tend to focus on the advantages of making a move while ignoring the elephant standing in the room: the risks of making the move.
"What our campaign is capitalizing on is research we've conducted that shows the greatest common denominator for advisors in making a move," Theder (left) tells AdvisorOne in an interview.
That common denominator, she says, is a strong emotional response revolving around fears of loss—specifically, the loss of clients and loss of revenue as the advisor is getting up to speed in his or her new broker-dealer home.
"That loss aversion weighs far more heavily than their anticipated gains from the shiny objects dangled by firms," Theder says.
Cetera, which wants to assuage those fears by acknowledging these emotional truths, has launched a "truth campaign," centered on an interactive website that use simple relationship-based metaphors for the emotions the firm's research shows advisors are feeling.
"Breaking up is hard do," is the message of one of its pages meant to address fears that current clients won't make the transition with the advisor. "It's not you, it's me" is another that deals with advisors' inhibitions about leaving their current firm.
The insights behind the campaign are consonant with research conducted separately by Fidelity Investments, also released this week, which shows that a focus on the financial aspects of advisor transitions may be less effective than the family and emotional dynamic behind the decision.
The Fidelity study found that encouragement and discouragement from family members played a significant role in transition decisions and that risk-avoidant motivations, including fear of the unknown and stress of the move, were dominant factors in keeping fence sitters from moving.
Broker-dealers that focus on their technology platform or product offerings are therefore talking past advisors' key concerns, Cetera's Theder says.
"We believe that relationships underlie this industry, whether firm relationships or family relationships. Truth and integrity weigh more than financial benefits," she adds.
Cetera, which runs four broker-dealers, is reaching out to advisors through channels including digital advertising, email blasts, print advertising and through its Elite Advisor newsletter.
Theder says the firm determines its content strategy through a "client or spouse test," including only information the firm believes an advisors would tell their clients, wives or husbands.
"So much of marketing is 'download this whitepaper,'" Theder says. But it's really "all about engaging people. We all want to be engaged and entertained. We want [our truth campaign website] to be like a Pinterest page. We have a passion for thinking of advisors as people."


text: Monday, July 23, 2012 Lancet Series Highlights Consequences of Physical Inactivity; Calls for Global Action The high prevalence and consequences of physical inactivity should be recognized as a global pandemic, according to the fifth and final paper in The Lancet series on physical activity published last week. The article outlines key strategies and resources needed to make physical activity a global public health priority. "Although regular physical activity is critical for weight control, it is equally or more important for lowering risk of many different chronic diseases such as heart disease, some cancers, osteoporosis, and diabetes," said lead author Harold W. Kohl, III, PhD, professor of epidemiology at The University of Texas School of Public Health. In the paper, the researchers call on ministries of health to "Make physical activity an integral part of an overall disease prevention and health promotion model, including screening for physical inactivity, counseling about physical activity in prevention and disease treatment and management strategies as well as increased investment in comprehensive physical activity promotion policies, action plans, and implementation programs." According to Kohl, research on physical activity needs to be its own priority within public health research of noncommunicable diseases. "The response to physical inactivity has been incomplete, unfocused, understaffed, and underfunded compared with other risk factors for non-communicable diseases," he said. "This has put physical activity in reverse gear compared with population trends and advances in tobacco and alcohol control and diet." Speaking to members of the National Physical Activity Plan on Friday, Chair Russell Pate, PhD, said, "The Lancet has labeled physical inactivity a global pandemic, and it has documented the enormity of the human and financial costs associated with this public health crisis. Physical inactivity kills, and it is high time we respond to physical inactivity as the lethal force it is." APTA is a member of the National Physical Activity Plan Coordinating Committee. Other papers in the series address why some people are more physically active than others and how megatrends in information and communication technology and transportation directly and indirectly affect levels of physical activity across countries of low, middle, and high income. Researchers also describe physical activity levels of adults worldwide and review physical activity interventions.


text:
Riverside Unified School District prohibits discrimination, harassment, intimidation, or bullying in all district programs, activities, and employment on the basis of actual or perceived ancestry, age, color, disability, gender, gender identity, gender expression, nationality, race or ethnicity, religion, age, sex, sexual orientation, parental or marital status, pregnancy, or association with a person or a group with one or more of these actual or perceived characteristics.
If you have any complaints or questions regarding this policy you may contact
Senior Administrator for Pupil Services or the District Complaint Officer at
(951) 788-7135 or (951) 352-1200.
Remember If you see something suspicious, say something.
Contact WeTip at: 1-800-78-CRIME (1-800-782-7463) or log-on and submit a tip at www.wetip.com
For safety policy click here
Need help with drug abuse or mental health? Please visit RUSD's Care Solace page for support.


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April in Minnesota. There's nothing else like it.
It's warm – well, warm enough to no longer be cold.
For me, springtime has always meant a chance to try new business-building ideas in retirement planning-–some of which I'll highlight here.
Adopt a ___
When I was out for a walk after work last week, I passed one of the many beautiful city parks that surround my neighborhood. Suddenly, I saw the same sign in the same local park that I must have passed by a million times before—and that gave me a marketing idea.
In suburban Minneapolis, several smaller cities have Adopt-a-Park programs. For this program, volunteers work all year to keep the local parks beautiful.
How about adopting a company-based retirement plan in your area instead? It's a new way to gather assets and open a new investment-advisory relationship in 2013.
I believe it makes a great deal of asset-gathering and business-building sense. You'd probably be the only advisor in your local market with such a program.
I'm sure the many of your best clients who are still working have good-sized company retirement-plan accounts. After all, 401(k) plans, 403(b) plans and 457(b) plans make up a large part of many investors' asset base.
Most company retirement-plan menus frustrate many clients (and even financial-services professionals) who participate in company, non-profit and other organization's retirement plans.
With the stock market levels at multi-year highs, now is a great time to ask those same clients about their interest in an independent, third-party analysis of the investment options in their individual company retirement plan accounts.
Steps to Business Building
First, ask your best clients for a copy of the default menu of mutual fund options.
Second, ask them for the most recent copy of their individual company retirement plan account statement.
Third, put those mutual fund ticker symbols onto two lists and use whatever investment-management software program you have.
Fourth, separate the best mutual funds from the worst ones, and let your client know how their current company retirement plan holdings stack up.
Fifth, after collecting the ticker symbols and performing an analysis of your client's individual company retirement plan account, do the same thing for everyone else who works at the client's company.
Haven't you always wanted to know what prospects own in their portfolio before you approached them? The answer is by following the steps of this adopt-a-company retirement plan.
Maybe you've been frustrated by a client's reluctance to introduce you laterally or vertically to others in his or her company? You can push that concern aside when you adopt that company's retirement plan menu!
To recap: Be sure to gather the company-retirement plan information from an existing client relationship. Take that information, along with your analysis, and share it with key prospects at that company with which you want to strike up an investment advice relationship with.
Before you even make contact with the first prospect at your client's company, you'll know more about their company retirement-plan options than the people that work in the human resources department.
You can prospect with anyone, anywhere, at any time when you know the menu of investment options in their company retirement-plan account.
Plus, prospecting for new individual clients is a lot more productive when you know the biggest investment-management concerns in the company retirement-plan accounts before you call.
Happy prospecting this spring!
Ric Lager is the founder and president of Lager & Company, Inc, an RIA firm based in Golden Valley, Minn. He is co-creator of the "No More Pies" investment series for financial advisors and author of "Forget the Pie: Recipe for a Healthier 401(k)." For the last 12 years, Lager & Company has specialized in advising retirement-plan participants to help preserve the value of their retirement plan in the early stages of a stock market decline and to then invest in the right kinds of stocks, mutual funds and ETFs when the stock markets move back up.


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text:
To facilitate the creation and use of complex data structures such as trees and graphs on both the host and device a convenient and arguably essential requirement for dynamic parallelism this article will focus on a set of macros that can be used in a broad spectrum of C++ classes to mimic the convenience of mapped memory. Use of the presented
SHADOW_MACRO() avoids the two order-of-magnitude decrease in CUDA performance when data in mapped memory is heavily reused, as demonstrated in the previous article in this series, Atomic Operations and Low-Wait Algorithms in CUDA.
NVIDIA is clearly moving toward a unified virtual environment, where objects will be transparently accessible from both host and GPU devices. NVIDIA does not currently support the caching of mapped memory on the device (as of CUDA 5), which is why I focus on a general method to move data reasonably transparently between the host and device.
I provide a complete working histogram example that shows how simple it is to use
SHADOW_MACRO() in real applications. The histogram is implemented using the
ParallelCounter class from the previous article, which preserves highly parallel performance even when confronted with pathological situations where every thread is simultaneously trying to increment a single
ParallelCounter object.
Why Use a Macro Instead of C++ Inheritance?
Guaranteeing that all the devices can use the layout of a C++ object is constant challenge for CUDA C++ programmers in a multi-device environment. The use of
cudaMemcpy() to transfer data is analogous to the use of
memcpy() (or
read and
write operations) to transfer data to/from disk or between multiple devices. As a result, CUDA C++ developers can leverage existing work by the C++ standards committee and the C++ compiler development community to define the conditions when sequential byte-oriented copy operations can be used without affecting the usability of a C++ object.
The previous article discussed
POD_structs, which is an early C++98 definition of a stringent set of conditions where layout compatibility is guaranteed after a byte-copy operation. Unfortunately,
POD_structs do not allow user-defined destructors and require that all data be declared public (meaning no
protected or
private data) among the loss of other very useful C++ capabilities.
More recently, the C++ community has clarified and relaxed to a certain degree the conditions in which a C++ object can be safely byte-copied. For more information, see Bjarne Stroustrup's discussion of generalized
PODs in the C++11 FAQ and Beman Dawes' POD's Revisited; Resolving Core Issue 568 (Revision 4).
The end result of this discussion has been a revision to the C++
type_traits definitions. Key to this article are the
is_standard_layout() and the more general
is_trivially_copyable() methods to check the copyability of a C++ class:
is_standard_layout(): A standard-layout type is a type with a simple linear data structure and access control that can easily be used to communicate with code written in other programming languages, such as C, either
cv-qualified or not. This is true for scalar types, standard-layout classes, and arrays of any such types.
is_trivially_copyable(): A trivially copyable type is a type whose storage is contiguous (thus, its copy implies a trivial memory block copy, as if performed with
memcpy), either
cv-qualified or not. This is true for scalar types, trivially copyable classes, and arrays of any such types.
A useful discussion regarding the differences between these types is available in Standard Layout Classes and Trivially Copyable Types, Part I and Standard Layout Classes and Trivially Copyable Types, Part II.
While waiting to get a full C++11
type_traits implementation, CUDA C++ programmers can use the existing GNU C++ front-end methods to check C++ type traits. Calling compiler front-end methods is certainly not the most desirable solution, but is acceptable because these methods are used to check the type of a class rather than perform some functional operation. In particular, the GNU
__is_standard_layout(), and
__has_trivial_copy() methods are useful to check that C++ classes used with
SHADOW_MACRO() are byte transferable. Microsoft users can utilize the i
s_pod(), i
s_standard_layout(), and
has_trivial_copy() methods.
C++ classes that conform to the
__has_trivial_copy() traits are certainly the most general, while the classes that meet the
__is_standard_layout() criteria provide a lowest common denominator that can work with both C and C++ code. Listing One illustrates the differences.
Listing One: Example of a POD, standard layout, and has_trivial_copy class.
#include <iostream> using namespace std; struct A { public: int i; }; struct B : public A { public: }; struct C : public A { public: float f; }; int main() { cout << boolalpha << "struct A " << endl << "\t__is_pod(A): " << __is_pod(A) << endl << "\t__is_standard_layout(A): " << __is_standard_layout(A) << endl << "\t__has_trivial_copy(A): " << __has_trivial_copy(A) << endl; cout << boolalpha << "struct B " << endl << "\t__is_pod(B): " << __is_pod(B) << endl << "\t__is_standard_layout(B): " << __is_standard_layout(B) << endl << "\t__has_trivial_copy(B): " << __has_trivial_copy(B) << endl; cout << boolalpha << "struct C " << endl << "\t__is_pod(C): " << __is_pod(C) << endl << "\t__is_standard_layout(C): " << __is_standard_layout(C) << endl << "\t__has_trivial_copy(C): " << __has_trivial_copy(C) << endl; return 0; }
Compiling and running this example shows that the most common (and general) case of a derived class that contains internal data is still byte-copyable, but is not usable as a C
struct. For the greatest generality, this article avoids the use of inheritance with the use of a macro to preserve standard layout compatibility with C.
Listing Two: Compile command and output to test C++ layout traits.
$ nvcc testLayout.cc -run struct A __is_pod(A): true __is_standard_layout(A): true __has_trivial_copy(A): true struct B __is_pod(B): false __is_standard_layout(B): true __has_trivial_copy(B): true struct C __is_pod(C): false __is_standard_layout(C): false __has_trivial_copy(C): true
To conform to the lowest common denominator of C structure compatibility, the source code for
ParallelCounter.hpp (Listing Three) implements most of the code to transparently move data between the host and device as a macro:
SHADOW_MACRO(). Be aware that using a macro can cause name conflicts, among other issues.
The macro is passed the type of the class via the variable
TYPE, which acts much like a C++ template argument and gives
SHADOW_MACRO() the ability to be used in many classes, structures, and C++ templates. This macro specifies the variable
my_d_ptr that points to the device-side memory. The Boolean variable
usrManaged flags whether this code is performing the memory management or an external, user-allocated memory region is being used for the host and device transfers with
cudaMemcpy(). Public methods include:
d_ptr(): This method is called to get the device-side pointer. As needed, it performs any data allocation and/or initiates the data transfer between the host and device.
set_d_ptr(): This sets the device pointer to a user-allocated region of memory and sets
trueso this code will not call
free_d_ptr(): This frees the device pointer when appropriate.
cudaMemcpy(). If needed, memory is allocated on the device.
cpyDtoH(): This copies data from the device to the host with
The supporting macros
SHADOW_MACRO_INIT and
SHADOW_MACRO_FINI define code for inclusion in the constructor and destructor.
ParallelCounter class from the previous article is modified to make use of
SHADOW_MACRO. Note that the
TYPE passed to the macro is
Listing Three: Source code for ParallelCounter.hpp.
// Rob Farber #ifndef PARALLEL_COUNTER_HPP #define PARALLEL_COUNTER_HPP #include <iostream> #include <vector> using namespace std; #include <cstdio> #include <cassert> // parallel counter class definitions #include <stdint.h> #define SHADOW_MACRO(TYPE) \ private: \ bool usrManaged; \ TYPE *my_d_ptr; \ public: \ inline __host__ void set_d_ptr(TYPE* pt) { \ if(!usrManaged && my_d_ptr) cudaFree(my_d_ptr); \ my_d_ptr = pt; usrManaged=true; \ } \ inline __host__ TYPE* d_ptr() { \ if(!my_d_ptr) {cudaMalloc(&my_d_ptr,sizeof(TYPE));usrManaged=false;} \ cpyHtoD(); \ return my_d_ptr; \ } \ inline __host__ void free_d_ptr() { \ if(!usrManaged && my_d_ptr) cudaFree(my_d_ptr); \ my_d_ptr = NULL; usrManaged=false; \ } \ inline __host__ void cpyHtoD() { \ if(!my_d_ptr) my_d_ptr = d_ptr(); \ cudaMemcpy(my_d_ptr, this, sizeof(TYPE), cudaMemcpyDefault); \ } \ inline __host__ void cpyDtoH() { \ if(!my_d_ptr) my_d_ptr = d_ptr(); \ cudaMemcpy(this, my_d_ptr, sizeof(TYPE), cudaMemcpyDefault); \ } #define SHADOW_MACRO_INIT() my_d_ptr=NULL; usrManaged=false; #define SHADOW_MACRO_FINI() free_d_ptr(); template <uint32_t N_ATOMIC=32> struct ParallelCounter { private: uint32_t count[N_ATOMIC]; ///////////////////////////////////////////////////////// // Transparent data movement SHADOW_MACRO(ParallelCounter<N_ATOMIC>) public: __host__ __device__ ParallelCounter<N_ATOMIC>() { SHADOW_MACRO_INIT() } __host__ __device__ ~ParallelCounter<N_ATOMIC>() { #if !defined(__CUDA_ARCH__) SHADOW_MACRO_FINI() #endif } inline __device__ uint32_t operator-=(uint32_t x) { return atomicSub(count + (threadIdx.x % N_ATOMIC), x); } inline __device__ uint32_t operator+=(uint32_t x) { return atomicAdd(count + (threadIdx.x % N_ATOMIC), x); } // spread the counts across the counter __device__ __host__ void set(uint32_t x) { for(int i=0; i < N_ATOMIC; i++) count[i]=x/N_ATOMIC; for(int i=0; i < x % N_ATOMIC; i++) count[i] += 1; } inline __device__ __host__ uint32_t getCount() { #if !defined(__CUDA_ARCH__) this->cpyDtoH(); #endif // simplest slow method for right now. uint32_t sum=0; for(int i=0; i < N_ATOMIC; i++) { sum += count[i]; } return sum; } }; // end of class definitions #endif
It is important to note that this code is predicated on the assumption that the object size and layout are identical between the host processor and the GPU. It is crucial to check that the classes that include
SHADOW_MACRO() are at least trivially copyable.


text:
Airstream 'Glamping' in Andalucia!
Airstream 'Glamping' in Andalucia!
THE AIRSTREAM INTERNATIONAL CCD 25'ss
is a Christopher Deem Limited Edition.
Set in the beautiful mountain range 'Sierra de las Nieves' in Southern Spain - this is an outdoor adventure you're not likely to forget!!
Offering all the comforts of home with the luxury of a 5 star hotelroom - the airstream is an oasis of luxury in the middle of Nature. Modelled on the original 1930's classic, she's the perfect combination of retro nostalgia and contemporary design. The interior is sleek and stylish, and is equipped with everything you could possibly need to enjoy your glamping experience to the full. Facilities include: fully fitted kitchen with oven/hob/microwave/fridge-freezer; shower room with wc & washbasin; bedroom with cosy double bed; dining area; living area with comfy sofas and flat-screen TV/DVD; i-pod/i-phone docking station, CD player with surround-sound stereo; Wi-Fi internet access; and air con and heating. But perhaps the 'cherry on the cake' is the outdoor plunge pool - the ultimate in glamorous camping!! Laying in the pool or next to it on a warm summer's night as you gaze at the stars is a memory which is sure to remain..
The airstream is perfectly suited both for singles and couples - and provides the ideal setting for romantic or solitary retreat. The surrounding scenery is stunning, and there are plenty of nature trails and treks to be explored. Owner Trevor lives close by, and is always happy to lend a hand with trip planning and advice etc.
A 20 minute walk down the mountain track will lead to the nearby village of 'Alozaina' - a typically Spanish 'pueblo blanco' which has retained much of its rustic charm. Life is slow here, and not to be rushed! There are several tapas bars, cafes, and a couple of decent restaurants, as well shops and even a small supermarket.
Further afield, there is much to explore. Nearby excursions include the historical town of Ronda - and the oldest bullring in Spain, the elegant city of Malaga, Seville, Marbella & jet-setting Puerto Banus, and the picturesque 'pueblo blanco' of Ojen. Car hire is essential in order to fully enjoy the area.
If you have any questions about the glamping experience, or the airstream itself - please ask. I have a good knowledge of the local area, and a deep love for the mountain - affectionately known to the locals as 'magic mountain'! You'll understand why when you visit - there is indeed something special and perhaps even magical about this place, just waiting to be discovered...
I look forward to hearing from you!
Warm regards,
Binada ücretsiz otopark
Yok: Karbonmonoksit alarmı
Uygunluk Durumu
Alozaina, Endülüs, İspanya
Unutulmaması gerekenler
Ev Kuralları
- Çocuklar ve bebekler için uygun değil
- Sigara içmek yasaktır
- Parti veya etkinlik düzenlenemez
- Evcil hayvan kabul edilir


text:
Last week, IBM announced that it was selling its low-end server business to Chinese hardware manufacturer Lenovo. The deal has been widely summarized in the trade press as the logical result of the commoditization of x86-based servers, in much the same way PCs were commoditized a decade ago. And because IBM tends not to compete in low-profit product lines, this transaction was inevitable and makes simple, straightforward sense. If only things were that simple!
While it's true that IBM has been steadfastly moving out of commoditized hardware sales, the timing of those moves has been significant. When it sold off its disk-drive business, disks were still good business, but the company saw a future of declining margins and shed its HDD unit. Then came the sale of its PC division to Lenovo in 2005. Eight years ago, PCs were not yet the low-profit, commodity items they are today. (Only three years before, HP purchased Compaq in large part because of its PC market share.)
The pattern here is that IBM gets out of profitable businesses before they start a steep descent. Industry analyst IDC projected in 2013 that IBM grossed $3.3 billion in the low-end server market and affirmed that the company was the largest vendor in the space, slightly ahead of HP and significantly ahead of Dell. For IBM to pull out of a market sector in which it held the top spot something more than a simple, logical event must have occurred. The company must have seen something others didn't see or didn't recognize. And, in fact, it did.
What it foresaw was the steady erosion of servers by the cloud. Hence, keeping a low-margin business that has little prospect of growth because of the cloud made perfectly good sense. It's interesting to note that Big Blue kept its proprietary server lines: the iSeries (formerly AS/400) and the mainframes. The mainframes are core hardware elements because they provide nearly ideal hosts for clouds. (Let's not forget the first commercial roll-out of virtualization was on IBM mainframes.)
That IBM, the enterprise vendor par excellence, is anticipating such an important shift gives us important insight. It truly expects data centers to move to the cloud. In fact, IBM has pinned its future on this vision. But it is by no means alone in this perception. Microsoft, HP, Google, ATT, and many other IT vendors are committed to this same direction (Microsoft especially).
Curiously, I find among programmers, especially older programmers, a certain kind of nonchalant lack of interest in this coming wave of cloud-hosted solutions. The principal strain is laced with suspicion: "Yet another technology like SOA and ESB that's a silver bullet for IT's problems and then steadily disappears from view. I've seen this too many times before."
Given that all of us have seen such solutions arrive with noisy fanfare and then just disappear, why is the cloud different? The first thing to clarify is how the cloud will find its way to the datacenter. It's not likely to be the result of companies migrating existing apps to the cloud. Let's be clear here: As Rakesh Malhotra of cloud infrastructure vendor Apprenda points out, the cloud in and of itself does not provide a cost savings. What it does deliver is flexibility in deployment, scalability at run time, and the ability to try out and test new apps quickly. It's a quick-onboarding, fast deployment, dynamically reconfigurable, easily managed environment that does not incur up-front hardware costs. Not too bad.
Most vendors in the cloud space expect that the cloud will become the default platform for greenfield (that is, brand new) projects: Web apps, services consumed by mobile devices, and enterprise apps that don't require significant access to existing databases. At any other time, a platform that is ideal for new apps would probably achieve traction only slowly. However, we're at an important moment in software development's history, in which many, many new apps are being written the mobile revolution is one key driver and the cloud itself is another.
It's safe to say that five years from now, IT departments will view their portfolios as including cloud-hosted apps and legacy software. And there will be a sensed pressure to eventually migrate the remaining legacy apps to the cloud whenever the opportunity conveniently presents itself.
This is where the future is heading and IBM, as well as most enterprise vendors and consultants, see the cloud as the true path forward. Says Karen Padir of Progress Software, a vendor of integrated cloud software, consultants building solutions at SMBs prefer developing for the cloud: The low cost of onboarding, the ease of deployment, the scalability, easier management and configurability make it too attractive.
IBM's doubling-down on the cloud by getting rid of its profitable, but low margin, division signals the arrival of the era in which cloud hosting of applications will become the new norm for enterprises. Prepare accordingly.
Andrew Binstock
Editor in Chief
[email protected]
Twitter: platypusguy