_Simon_Birch_ (PG) ** 1/2 (out of ****)
Aside from the fleeting presences of big screen talent such as Ashley Judd and Jim Carrey, there's little in this modest, engaging, yet cloying drama to distinguish it from, as my guest at the screening said, "a _Hallmark_Hall_of_Fame_ movie." "Suggested by" John Irving's novel _A_Prayer_for_Owen_Meany_ (joining the ranks of Disney's other loose adaptations of books: _Up_Close_&_Personal, "suggested by" a biography on late newswoman Jessica Savitch; and, most notoriously, _The_Scarlet_Letter_, "freely adapted" from the Nathaniel Hawthorne classic), _Simon_Birch_ tells of the friendship between two very different 12-year-old boys in the 1960s: the tiny title character (Ian Michael Smith), the smallest delivery ever recorded in his town; and Joe (Joseph Mazzello). The two stick together through laughs and tears while at the same time searching for elusive answers: the identity of Joe's father and Simon's true purpose as, according to him, "God's instrument."
_Simon_Birch_ features from impressive performances by a glowing Ashley Judd (as Joe's foxy mother), Oliver Platt (as Judd's boyfriend), and especially Mazzello and newcomer Smith. The pair's emotionally charged scenes are affecting because of their unforced, heartbreaking performances, and not the often treacly, TV-movie-level writing and direction of first-timer Mark Steven Johnson, who also overdoes the slapsticky comedy scenes. _Simon_Birch_ is a sweet little film, but it may be a bit too sweet for its own good.
Michael Dequina
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Company profile - Canadian Company Capabilities
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Some of the information on this Web page has been provided by external sources. The Government of Canada is not responsible for the accuracy, reliability or currency of the information supplied by external sources. Users wishing to rely upon this information should consult directly with the source of the information. Content provided by external sources is not subject to official languages, privacy and accessibility requirements.
Fulcrum Associates
Mailing Address:
14 Shand AveEtobicoke, Ontario
M8X 1T5
Location Address:
14 Shand AveEtobicoke, Ontario
M8X 1T5
Tel.:<PHONE_NUMBER>
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Company Profile
Fulcrum Associates offers Leadership Development, 360 Profiles, Facilitation Services, and Executive Coaching to Middle/Senior Managers, to Top Leadership Teams and to High Potential Leaders
Our clients include organizations from the corporate, public, and not-for-profit sectors, as well as associations.
Fulcrum Associates Inc. was founded in 1988. We are a continental firm, headquartered in Northern Virginia, with a presence in Toronto. .
Full profile
Full profile
Contact information
Company description
Product / Service / Licensing
1. Is newly formed (or re-formed)
2. Has a brand new leader
3. Has been experiencing conflict or a decrease in effectiveness
4. Just wants to become even more effective
Fulcrum will design and facilitate a session for your group to address specific team challenges and opportunities. Typically our clients call on us to help a team increase its capacity to achieve results by developing elements such as:
Team mission and vision
Key performance benchmarks
Clear roles and responsibilities among members
Agreed-upon behavior guidelines
Productive work processes and decision-making procedures
Alignment with the direction and priorities of the wider organization
Group cohesion and motivation
Issues around leadership, communications or trust may also need to be addressed, as appropriate. Our facilitator first meets with the manager or team leader to scope the teams history, current challenges and the outcomes desired from team building.
On occasion, we may recommend that group members complete a team assessment questionnaire in advance. When the issues are particularly sensitive and relations within the team are tense, we will opt to conduct one-on-one diagnostic interviews with each team member.
Based on input we gather from the leader and the team (and, occasionally, from others not in the team), we customize a 1-2 day team building retreat that will focus laser like on the teams highest indicated priorities. Further team building may, in some cases, be required but only if the team elects to engage in it.
Fulcrum will customize and facilitate a session for your group to make your day away both productive and memorable. Depending upon your goals for the event, we have the resources to help your group
Have a high energy, engaging group experience with some fundamental learning embedded in
Learn specific skills (e.g. communications, teamwork, responding to change, dealing with conflict)
Learn one anothers personality style and how to work productively with the differences
Reduce silo mentality
Improve the way sub-units interact, collaborate and hand off work product
Craft a shared mission, vision, and values
Identify concrete ways to enhance relationships with other departments, customers, stakeholders, etc.
Build group cohesion and team spirit
Celebrate a successful and/or challenging year
We meet with you in advance to identify what you want your participants to know and be able to do, as well as how you want them to feel at the end of the session.
Regardless of what outcomes you decide on, our twin goals will be to:
1. Enhance the capacity of your unit to deliver the results you expect from it
2. Provide you with a solid return on your investment in the event
How can I ensure that both I and my team are focusing our efforts on activities that will yield maximum results and best move this unit toward its objectives?
Fulcrums KRA (Key Result Areas) Process is a proven way to get everyone in your unit aligned with your priorities and focused on the high leverage tasks.
You and each of your team members will achieve clarity around three essential aspects of your respective jobs:
1. The overall purpose of your job (in just a sentence or two)
2. The key areas of your job where you are expected to generate results
3. How you currently spend your time vs. how, ideally, you should be deploying yourself, given your KRAs.
NOTE: As an added benefit, your team members will learn that the choices they make daily (even hourly) about how they deploy themselves constitute a business investment decision!
The KRA process begins with each participant doing some pre-work analysis. This is followed by a facilitated session with you and your team to gain agreement on the above three elements.
The length of the session depends upon how many are in your team. You can expect to spend about one day for a group of 6-7 individuals. For a larger department or organization, typically the top management team goes through the process first. The managers then usually have enough understanding to roll out the process to the rest of the staff.
Outcomes you can expect:
Clear agreement between you and each team member around what his or her deliverables are
A document for you to individually coach them and address any performance shortfalls
A document they can use to better manage their time and priorities
Increased productivity from each team member
Input for a pay-for-performance system
Its a crazy work world out there
As a manager, you face shifting demands from your staff as well as from above. You cope with frequent interruptions and distractions. You are inundated with electronic messages and information. And there is always too little time to do what feels like an adequate job.
Add to this the fact that you are human! We humans face the ever-present temptation to spend our time and attention on the tasks that we do the best and like the most. We often creatively avoid the more challenging and complex parts of our job. The problem is that these usually involve the tasks that generate the greatest results.
Sometimes we need a bit of structure and clarity to keep us focused. Through the KRA process you will achieve that clarity and then watch your teams capacity to deliver soar.
The Open Space approach works wonders when your organization
Has a major, complex issue to tackle (e.g. Becoming more customer-focused, Getting to market faster, Implementing a major change)
Must move forward quickly to take practical action on it
Needs to draw from the perspectives of, and get buy-in from, a diverse group of people
Has, or anticipates having, conflict on its hands around the issue
Is genuinely open to empowering its people, utilizing their input and trusting that they will deliver solid, practical ideas and courses of action
Will commit to act upon the ideas generated and utilize the enthusiasm and commitment generated amongst the participants to make results happen
THE PROCESS begins with your organization defining the issue, creating the theme, setting any budget limitations or other boundaries and inviting the participants. Then at the event, once our facilitator has set the scene and explained the essentially self-regulating process, your group is unleashed to discuss and tackle aspects of the issue that they feel strongly about. Open Space runs on two fundamentals: passion and responsibility. Passion engages the participants and responsibility ensures that the deliverables occur.
TYPICAL OUTPUTS from an Open Space meeting, in the form of a written report generated by the end of the session, can include ideas, insights, related issues consolidated, priorities identified, proposals, initial action plans laid out, and enthusiastic task groups created from amongst the participants.
The event can last anywhere from 1 day (raise and discuss key issues only) to 2 1/2 days (generate a set of proceedings that includes prioritized issues, recommended initiatives and names of participants committed to implementing the various action plans back at work.) The Open Space methodology works well with groups of from 10 to 1000 participants. There simply is no more efficient way to bring a wide group of people together to address a complex issue and converge on focused action.
Communicating your performance expectations unambiguously
How to get the employee in touch with what motivates him/her at work
Leading the performance discussion in a non-directive way
Keeping the conversation on an "adult-to-adult" level
How to position responsibility with the underperforming individual
Recognizing good performance
Four effective assertive verbal approaches
Overview
Questions often asked about performance:
"I have an employee whose performance has been continuously and irritatingly marginal? What can I do to get him/her to do a fully satisfactory job? When should I give up?"
"What factors might motivate different people to do the job we are paying them for? How can I, their manager, tap into that motivation?"
"How can I give corrective feedback to employees so that I get my message across clearly and, at the same time, maintain their self-respect?"
"When I have to confront an employee about his/her poor performance, how do I deal with side-tracks, victim mentality and counterattacks?"
"Where does coaching fit in to all this?"
Dealing with a poor performer is the single toughest task that your managers are required to do. They don't really teach this skill at either MBA school or the "school of hard knocks." Furthermore, most managers do not understand human motivation (beyond money) and how they can leverage an employee's particular skills and motivators to generate solid performance.
Not comfortable engaging in these tough conversations, many managers avoid the poor performance issue altogether or, alternatively, come at it like a steamroller-threaten, shame, or manipulate the staffer to do better. What usually results is resistance, no change in behavior, lingering resentment on the part of both parties, and lower morale in the work group.
In this one-day, technique-packed workshop, learn how to conduct those difficult performance-correcting discussions with your employees in a non-acrimonious, problem-solving atmosphere. As a result, You will reduce your stress and position the responsibility for current performance and improvement-where it belongs-on the shoulders of the employee.
It is possible, with your influence, to turn around many employees who up-to-now have been taking up altogether too much of your time and energy. Learn how.
Points Regarding This Program
Target audience is managers who seek to address staff performance in a more effective, assertive manner.
Participants must already be proficient in fundamental communications skills, such as listening, using questions, giving feedback and reading body language.
Includes several hands-on, interactive skill practice activities.
Attendees have the opportunity to analyze and develop practical, customized strategies to deal with an actual "poor performer" in their department.
To reinforce application: Following the workshop, participants receive four short monthly e-mails with practical tips and sample scripts, not presented in class, to drive their learning deeper.
For Engaged Employees
In todays complex, volatile world, every organization seeks a sustainable edge. Companies struggle to create a marked advantage over their market rivals. Non-profit and public organizations seek to exceed their stakeholders ever-increasing expectations.
A growing body of research reveals that the surest route to a sustainable edge is a workforce of highly engaged employees.These are individuals willing to contribute discretionary effort and creativitychoosing to go above and beyond expectationsto further their organizations success.
However, resent studies by Towers Perrin and Blessing-White found that only 3 out of 10 North American workers are fully engaged. Even more distressing, close to 20% are actively disengaged! These latter are typically the ones who spread contagious negativity.
How do you create a culture of high engagement in your organization?
How do you turn around your less engaged employees and remove this drag on maximizing results?
Outstanding leadership at the top is certainly a key part of the answer but it is not enough! Your top team may be the most visionary, strategic, forward thinking, inspiring group around, but without strong leadership at all levels of your management team you cant foster highly engaged employees or the positive impact they will have on your enterprises capacity.
Your managers are the missing link.
This is where The Skillful Leader comes in.
Its your mid-level management team that turns the vision and goals into action and results. They are the ones who directly motivate and engage your employees.
We have designed The Skillful Leader to help them do exactly that.
This program covers the range of managerial skills that are essential for fostering an engaged workforce. Blending interpersonal effectiveness with a strong orientation toward business results, these competency areas include self-awareness, interacting with others, leading staff, and focusing everyone on achieving maximum performance.
10 things The Skillful Leader will teach your managers to do:
1. Increase their leadership effectiveness, generating greater results.
2. Manage themselves and their time in order to accomplish business priorities.
3. Identify and leverage their own unique leadership strengths and style.
4. Inspire their people to action through the power of shared vision.
5. Align the actions of their people with their organizations strategy.
6. Build a culture of employee engagement, personal accountability, ongoing innovation, and high productivity.
7. Know when and how to delegate in a way that ensures quality results while developing the employee.
8. Develop their direct reports to their potential.
9. Conduct honest performance management conversations that motivate, rather than demoralize, their people.
10. Engage effectively with a wider variety of personality types.
The Process
The Skillful Leader development process combines (1) group learning, (2) individualized coaching and (3) post-program reinforcement. Together, these elements promote lasting behavior change.
Group Learning
Our six-day classroom training is divided into three 2-day segments, scheduled three to six weeks apart. This phasing of sessions allows participants to implement and practice back on the job a few new behaviors at a time. Each workshop employs a rich variety of learning techniques, including:
Theory/concept presentations
Stories and examples
Hands-on skill practice
Skill demonstration by the presenter
Coaching in class
Videos demonstrating how to do (or not to do) certain skills
Small group discussions
Individual reflection
Problem-solving on real situations from participants workplace
Role-playing
Simulations
Concrete action planning for back at work
Individual Coaching
Every participant receives a one-hour coaching session with one of our facilitators after each two-day segment (a total of three hours of coaching). We help them understand any material on which they are not clear. We both challenge and encourage them to try out and practice newly learned behaviors. And we support them around any skills which they find particularly difficult to apply
Post-Program Support
Following the six-day program, we reinforce behavior change in several ways:
For a full year your participating managers receive a monthly e-mail that highlights a key lesson from the curriculum and introduces new ideas and tips not presented in class.
We conduct a debrief with your executive team to share our observations about the group and discuss ways in which you can support the transformation from new skills to permanent behavior.
For six months after the last classroom day participants are welcome to contact any of the presenters with questions or issues relating to managing their people.
Most organizations want to be among the best in their industry or their field. They want to win in the marketplace or excel as a public or non-profit enterprise.
How does your enterprise become the front-runner and maintain that position?
You may try investing in any number of elements you hope will give you a strategic advantage, such as
The latest technology
A better supply chain
Process improvements
New products or services
Outsourcing non-core functions
But the reality is that your competitors can do the same thing! Increasingly, strategic factors such as these are merely the price of admission to the game. They cant differentiate you for any length of time.
The best guarantee of an enduring edge is a group of employees who are engaged, enthusiastic, and committed to the organizations mission and goals.
Great Leadership
So, what does it take to create that kind of workforce?
Great leadership that starts at the top and permeates every layer of your organization.
Having good enough leaders at the top is, simply, not good enough
If you want to maximize your organizations capacity to deliver you need great leaders at the top. In fact, a recent study on leadership by Jack Zenger and Joseph Folkman found that the top 10% of leaders created double the net income generated by leaders in the next 80%.
The Authentic Leader* equips your executives to increase their impact on your organizations capacity.
Our four-step process carefully integrates peer feedback, one-on-one coaching and a powerful experiential workshop to help your leadership team members adopt the mindset that research has identified in extraordinary leaders. The process challenges your leaders to make a significant shift
From:
Being cautious and playing not to lose
Controlling and dictating
Criticizing others or remaining detached
Going along to be liked
To:
Achieving results and playing to win
Bringing out the best in others
Productively engaging with people
Being courageously authentic
Leadership Coaching is a series of periodic one-on-one consultations, in person or by phone, between a manager and his or her coach. The coaching process typically lasts anywhere from three to seven months but, depending upon the complexity of the issues, may continue several months longer. Generallybut not alwaysit begins with administration of a 360º feedback assessment prior to concentrated work with the coach.
You should look at coaching as a focused, scalpel strategy for the leadership development of an individual manager. For coaching to succeed, there must be two commitments established up-front:
1. By the individual manager to work hard to achieve the agreed-upon outcomes.
2. By the organization, particularly the managers immediate boss, to support his or her efforts in every way possible.
Coaching begins by clarifying among the manager (i.e. the client), his/her immediate boss, and the coach the agreed upon measurable or observable outcomes of the process. Frequently a representative of Human Resources is also involved.
Between coaching sessions the manager applies newly learned approaches, skills, and behavior at work, observes the impact, and then with the aid of the coach refines his/her approach accordingly.
What are the benefits of coaching?
The manager zeroes in on the specific skills and behaviors that are essential to his/her ability to perform.
Desired behavior change takes place quickly due to immediate, real time application of learning back on the job.
The manager begins to demonstrate improved results very soon.
Greater productivity, higher morale, and lower turnover among the managers staff, due to his/her improved effectiveness as a leader and communicator.
Where can Leadership Coaching really make a difference?
1. When performance as a leader is not meeting expectations.
For example:

A key individual at a relatively senior level in your organization has reached a critical juncture. On one hand, his strong technical knowledge and experience means he has a lot to contribute. On the other hand, his interpersonal style is seriously limiting his ability to work effectively with others. Despite discussions you have had with him, he doesnt seem to know how to make the needed changes. You dont want to let him go but the negative impact of his style is now outweighing the positive elements he contributes to the organization.
2. Developing skills for growth in current and future positions.
For example:
A strong performer was recently promoted, transferred or hired into a new challenging leadership role, one that is stretching her talents.

Or, perhaps you have an identified high potential employee who has been in her current role for a while and it is now time to prepare her for advancement to a more complex leadership role.
3. Senior leader seeks a trusted advisor.
For example:
A leader has few, if any, people with whom he can talk candidly about the challenges he faces. Rather than needing regular, focused coaching conversations, what he wants is to be able to contact a coach/advisor on an ad hoc basis whenever he confronts a demanding situation or has an issue he wants to kick around and get advice on.
What needs to be in place for your investment in coaching to pay off?
Five Questions to ask before investing in coaching:
1. Will the identified changes result in significantly better performance results?
2. Is customized development required (vs. sending him/her on a skills training seminar)?
3. Are the development issues sufficiently complex to call for focused guidance over a period of time
4. Is the individual genuinely willing (i.e. without feeling coerced) to be coached?
5. Are there circumstances involved that call for a private approach, sensitivity, and confidentiality?
What process for Leadership Coaching do you use at Fulcrum?
To quote management expert Peter Block, We are born on the wrong side of our eyes. Our approach is to enable the client to see his or her own behavior, from outside himself/herself. We work not just at the skill and behavior level. We also bring into the process the clients assumptions, attitudes, habits of thought, and values which combine to significantly drive his/her behavior.
Our instruments of choice are The Leadership Circle Profile and the Myers-Briggs Type Indicator®.
Sector information
Key / Major clients:
Fulcrum Associates has served over 200 clients, including some of the largest corporations in the private sector, major trade and professional associations, small business, government, and not-for-profit organizations. For a complete list, please go to:Third-Party Information Liability Disclaimer
Some of the information on this Web page has been provided by external sources. The Government of Canada is not responsible for the accuracy, reliability or currency of the information supplied by external sources. Users wishing to rely upon this information should consult directly with the source of the information. Content provided by external sources is not subject to official languages, privacy and accessibility requirements.
Contacts
Contact information
Description
Company description
Products, services and licensing
Product / Service / Licensing
1. Is newly formed (or re-formed)
2. Has a brand new leader
3. Has been experiencing conflict or a decrease in effectiveness
4. Just wants to become even more effective
Fulcrum will design and facilitate a session for your group to address specific team challenges and opportunities. Typically our clients call on us to help a team increase its capacity to achieve results by developing elements such as:
Team mission and vision
Key performance benchmarks
Clear roles and responsibilities among members
Agreed-upon behavior guidelines
Productive work processes and decision-making procedures
Alignment with the direction and priorities of the wider organization
Group cohesion and motivation
Issues around leadership, communications or trust may also need to be addressed, as appropriate. Our facilitator first meets with the manager or team leader to scope the teams history, current challenges and the outcomes desired from team building.
On occasion, we may recommend that group members complete a team assessment questionnaire in advance. When the issues are particularly sensitive and relations within the team are tense, we will opt to conduct one-on-one diagnostic interviews with each team member.
Based on input we gather from the leader and the team (and, occasionally, from others not in the team), we customize a 1-2 day team building retreat that will focus laser like on the teams highest indicated priorities. Further team building may, in some cases, be required but only if the team elects to engage in it.
Fulcrum will customize and facilitate a session for your group to make your day away both productive and memorable. Depending upon your goals for the event, we have the resources to help your group
Have a high energy, engaging group experience with some fundamental learning embedded in
Learn specific skills (e.g. communications, teamwork, responding to change, dealing with conflict)
Learn one anothers personality style and how to work productively with the differences
Reduce silo mentality
Improve the way sub-units interact, collaborate and hand off work product
Craft a shared mission, vision, and values
Identify concrete ways to enhance relationships with other departments, customers, stakeholders, etc.
Build group cohesion and team spirit
Celebrate a successful and/or challenging year
We meet with you in advance to identify what you want your participants to know and be able to do, as well as how you want them to feel at the end of the session.
Regardless of what outcomes you decide on, our twin goals will be to:
1. Enhance the capacity of your unit to deliver the results you expect from it
2. Provide you with a solid return on your investment in the event
How can I ensure that both I and my team are focusing our efforts on activities that will yield maximum results and best move this unit toward its objectives?
Fulcrums KRA (Key Result Areas) Process is a proven way to get everyone in your unit aligned with your priorities and focused on the high leverage tasks.
You and each of your team members will achieve clarity around three essential aspects of your respective jobs:
1. The overall purpose of your job (in just a sentence or two)
2. The key areas of your job where you are expected to generate results
3. How you currently spend your time vs. how, ideally, you should be deploying yourself, given your KRAs.
NOTE: As an added benefit, your team members will learn that the choices they make daily (even hourly) about how they deploy themselves constitute a business investment decision!
The KRA process begins with each participant doing some pre-work analysis. This is followed by a facilitated session with you and your team to gain agreement on the above three elements.
The length of the session depends upon how many are in your team. You can expect to spend about one day for a group of 6-7 individuals. For a larger department or organization, typically the top management team goes through the process first. The managers then usually have enough understanding to roll out the process to the rest of the staff.
Outcomes you can expect:
Clear agreement between you and each team member around what his or her deliverables are
A document for you to individually coach them and address any performance shortfalls
A document they can use to better manage their time and priorities
Increased productivity from each team member
Input for a pay-for-performance system
Its a crazy work world out there
As a manager, you face shifting demands from your staff as well as from above. You cope with frequent interruptions and distractions. You are inundated with electronic messages and information. And there is always too little time to do what feels like an adequate job.
Add to this the fact that you are human! We humans face the ever-present temptation to spend our time and attention on the tasks that we do the best and like the most. We often creatively avoid the more challenging and complex parts of our job. The problem is that these usually involve the tasks that generate the greatest results.
Sometimes we need a bit of structure and clarity to keep us focused. Through the KRA process you will achieve that clarity and then watch your teams capacity to deliver soar.
The Open Space approach works wonders when your organization
Has a major, complex issue to tackle (e.g. Becoming more customer-focused, Getting to market faster, Implementing a major change)
Must move forward quickly to take practical action on it
Needs to draw from the perspectives of, and get buy-in from, a diverse group of people
Has, or anticipates having, conflict on its hands around the issue
Is genuinely open to empowering its people, utilizing their input and trusting that they will deliver solid, practical ideas and courses of action
Will commit to act upon the ideas generated and utilize the enthusiasm and commitment generated amongst the participants to make results happen
THE PROCESS begins with your organization defining the issue, creating the theme, setting any budget limitations or other boundaries and inviting the participants. Then at the event, once our facilitator has set the scene and explained the essentially self-regulating process, your group is unleashed to discuss and tackle aspects of the issue that they feel strongly about. Open Space runs on two fundamentals: passion and responsibility. Passion engages the participants and responsibility ensures that the deliverables occur.
TYPICAL OUTPUTS from an Open Space meeting, in the form of a written report generated by the end of the session, can include ideas, insights, related issues consolidated, priorities identified, proposals, initial action plans laid out, and enthusiastic task groups created from amongst the participants.
The event can last anywhere from 1 day (raise and discuss key issues only) to 2 1/2 days (generate a set of proceedings that includes prioritized issues, recommended initiatives and names of participants committed to implementing the various action plans back at work.) The Open Space methodology works well with groups of from 10 to 1000 participants. There simply is no more efficient way to bring a wide group of people together to address a complex issue and converge on focused action.
Communicating your performance expectations unambiguously
How to get the employee in touch with what motivates him/her at work
Leading the performance discussion in a non-directive way
Keeping the conversation on an "adult-to-adult" level
How to position responsibility with the underperforming individual
Recognizing good performance
Four effective assertive verbal approaches
Overview
Questions often asked about performance:
"I have an employee whose performance has been continuously and irritatingly marginal? What can I do to get him/her to do a fully satisfactory job? When should I give up?"
"What factors might motivate different people to do the job we are paying them for? How can I, their manager, tap into that motivation?"
"How can I give corrective feedback to employees so that I get my message across clearly and, at the same time, maintain their self-respect?"
"When I have to confront an employee about his/her poor performance, how do I deal with side-tracks, victim mentality and counterattacks?"
"Where does coaching fit in to all this?"
Dealing with a poor performer is the single toughest task that your managers are required to do. They don't really teach this skill at either MBA school or the "school of hard knocks." Furthermore, most managers do not understand human motivation (beyond money) and how they can leverage an employee's particular skills and motivators to generate solid performance.
Not comfortable engaging in these tough conversations, many managers avoid the poor performance issue altogether or, alternatively, come at it like a steamroller-threaten, shame, or manipulate the staffer to do better. What usually results is resistance, no change in behavior, lingering resentment on the part of both parties, and lower morale in the work group.
In this one-day, technique-packed workshop, learn how to conduct those difficult performance-correcting discussions with your employees in a non-acrimonious, problem-solving atmosphere. As a result, You will reduce your stress and position the responsibility for current performance and improvement-where it belongs-on the shoulders of the employee.
It is possible, with your influence, to turn around many employees who up-to-now have been taking up altogether too much of your time and energy. Learn how.
Points Regarding This Program
Target audience is managers who seek to address staff performance in a more effective, assertive manner.
Participants must already be proficient in fundamental communications skills, such as listening, using questions, giving feedback and reading body language.
Includes several hands-on, interactive skill practice activities.
Attendees have the opportunity to analyze and develop practical, customized strategies to deal with an actual "poor performer" in their department.
To reinforce application: Following the workshop, participants receive four short monthly e-mails with practical tips and sample scripts, not presented in class, to drive their learning deeper.
For Engaged Employees
In todays complex, volatile world, every organization seeks a sustainable edge. Companies struggle to create a marked advantage over their market rivals. Non-profit and public organizations seek to exceed their stakeholders ever-increasing expectations.
A growing body of research reveals that the surest route to a sustainable edge is a workforce of highly engaged employees.These are individuals willing to contribute discretionary effort and creativitychoosing to go above and beyond expectationsto further their organizations success.
However, resent studies by Towers Perrin and Blessing-White found that only 3 out of 10 North American workers are fully engaged. Even more distressing, close to 20% are actively disengaged! These latter are typically the ones who spread contagious negativity.
How do you create a culture of high engagement in your organization?
How do you turn around your less engaged employees and remove this drag on maximizing results?
Outstanding leadership at the top is certainly a key part of the answer but it is not enough! Your top team may be the most visionary, strategic, forward thinking, inspiring group around, but without strong leadership at all levels of your management team you cant foster highly engaged employees or the positive impact they will have on your enterprises capacity.
Your managers are the missing link.
This is where The Skillful Leader comes in.
Its your mid-level management team that turns the vision and goals into action and results. They are the ones who directly motivate and engage your employees.
We have designed The Skillful Leader to help them do exactly that.
This program covers the range of managerial skills that are essential for fostering an engaged workforce. Blending interpersonal effectiveness with a strong orientation toward business results, these competency areas include self-awareness, interacting with others, leading staff, and focusing everyone on achieving maximum performance.
10 things The Skillful Leader will teach your managers to do:
1. Increase their leadership effectiveness, generating greater results.
2. Manage themselves and their time in order to accomplish business priorities.
3. Identify and leverage their own unique leadership strengths and style.
4. Inspire their people to action through the power of shared vision.
5. Align the actions of their people with their organizations strategy.
6. Build a culture of employee engagement, personal accountability, ongoing innovation, and high productivity.
7. Know when and how to delegate in a way that ensures quality results while developing the employee.
8. Develop their direct reports to their potential.
9. Conduct honest performance management conversations that motivate, rather than demoralize, their people.
10. Engage effectively with a wider variety of personality types.
The Process
The Skillful Leader development process combines (1) group learning, (2) individualized coaching and (3) post-program reinforcement. Together, these elements promote lasting behavior change.
Group Learning
Our six-day classroom training is divided into three 2-day segments, scheduled three to six weeks apart. This phasing of sessions allows participants to implement and practice back on the job a few new behaviors at a time. Each workshop employs a rich variety of learning techniques, including:
Theory/concept presentations
Stories and examples
Hands-on skill practice
Skill demonstration by the presenter
Coaching in class
Videos demonstrating how to do (or not to do) certain skills
Small group discussions
Individual reflection
Problem-solving on real situations from participants workplace
Role-playing
Simulations
Concrete action planning for back at work
Individual Coaching
Every participant receives a one-hour coaching session with one of our facilitators after each two-day segment (a total of three hours of coaching). We help them understand any material on which they are not clear. We both challenge and encourage them to try out and practice newly learned behaviors. And we support them around any skills which they find particularly difficult to apply
Post-Program Support
Following the six-day program, we reinforce behavior change in several ways:
For a full year your participating managers receive a monthly e-mail that highlights a key lesson from the curriculum and introduces new ideas and tips not presented in class.
We conduct a debrief with your executive team to share our observations about the group and discuss ways in which you can support the transformation from new skills to permanent behavior.
For six months after the last classroom day participants are welcome to contact any of the presenters with questions or issues relating to managing their people.
Most organizations want to be among the best in their industry or their field. They want to win in the marketplace or excel as a public or non-profit enterprise.
How does your enterprise become the front-runner and maintain that position?
You may try investing in any number of elements you hope will give you a strategic advantage, such as
The latest technology
A better supply chain
Process improvements
New products or services
Outsourcing non-core functions
But the reality is that your competitors can do the same thing! Increasingly, strategic factors such as these are merely the price of admission to the game. They cant differentiate you for any length of time.
The best guarantee of an enduring edge is a group of employees who are engaged, enthusiastic, and committed to the organizations mission and goals.
Great Leadership
So, what does it take to create that kind of workforce?
Great leadership that starts at the top and permeates every layer of your organization.
Having good enough leaders at the top is, simply, not good enough
If you want to maximize your organizations capacity to deliver you need great leaders at the top. In fact, a recent study on leadership by Jack Zenger and Joseph Folkman found that the top 10% of leaders created double the net income generated by leaders in the next 80%.
The Authentic Leader* equips your executives to increase their impact on your organizations capacity.
Our four-step process carefully integrates peer feedback, one-on-one coaching and a powerful experiential workshop to help your leadership team members adopt the mindset that research has identified in extraordinary leaders. The process challenges your leaders to make a significant shift
From:
Being cautious and playing not to lose
Controlling and dictating
Criticizing others or remaining detached
Going along to be liked
To:
Achieving results and playing to win
Bringing out the best in others
Productively engaging with people
Being courageously authentic
Leadership Coaching is a series of periodic one-on-one consultations, in person or by phone, between a manager and his or her coach. The coaching process typically lasts anywhere from three to seven months but, depending upon the complexity of the issues, may continue several months longer. Generallybut not alwaysit begins with administration of a 360º feedback assessment prior to concentrated work with the coach.
You should look at coaching as a focused, scalpel strategy for the leadership development of an individual manager. For coaching to succeed, there must be two commitments established up-front:
1. By the individual manager to work hard to achieve the agreed-upon outcomes.
2. By the organization, particularly the managers immediate boss, to support his or her efforts in every way possible.
Coaching begins by clarifying among the manager (i.e. the client), his/her immediate boss, and the coach the agreed upon measurable or observable outcomes of the process. Frequently a representative of Human Resources is also involved.
Between coaching sessions the manager applies newly learned approaches, skills, and behavior at work, observes the impact, and then with the aid of the coach refines his/her approach accordingly.
What are the benefits of coaching?
The manager zeroes in on the specific skills and behaviors that are essential to his/her ability to perform.
Desired behavior change takes place quickly due to immediate, real time application of learning back on the job.
The manager begins to demonstrate improved results very soon.
Greater productivity, higher morale, and lower turnover among the managers staff, due to his/her improved effectiveness as a leader and communicator.
Where can Leadership Coaching really make a difference?
1. When performance as a leader is not meeting expectations.
For example:

A key individual at a relatively senior level in your organization has reached a critical juncture. On one hand, his strong technical knowledge and experience means he has a lot to contribute. On the other hand, his interpersonal style is seriously limiting his ability to work effectively with others. Despite discussions you have had with him, he doesnt seem to know how to make the needed changes. You dont want to let him go but the negative impact of his style is now outweighing the positive elements he contributes to the organization.
2. Developing skills for growth in current and future positions.
For example:
A strong performer was recently promoted, transferred or hired into a new challenging leadership role, one that is stretching her talents.

Or, perhaps you have an identified high potential employee who has been in her current role for a while and it is now time to prepare her for advancement to a more complex leadership role.
3. Senior leader seeks a trusted advisor.
For example:
A leader has few, if any, people with whom he can talk candidly about the challenges he faces. Rather than needing regular, focused coaching conversations, what he wants is to be able to contact a coach/advisor on an ad hoc basis whenever he confronts a demanding situation or has an issue he wants to kick around and get advice on.
What needs to be in place for your investment in coaching to pay off?
Five Questions to ask before investing in coaching:
1. Will the identified changes result in significantly better performance results?
2. Is customized development required (vs. sending him/her on a skills training seminar)?
3. Are the development issues sufficiently complex to call for focused guidance over a period of time
4. Is the individual genuinely willing (i.e. without feeling coerced) to be coached?
5. Are there circumstances involved that call for a private approach, sensitivity, and confidentiality?
What process for Leadership Coaching do you use at Fulcrum?
To quote management expert Peter Block, We are born on the wrong side of our eyes. Our approach is to enable the client to see his or her own behavior, from outside himself/herself. We work not just at the skill and behavior level. We also bring into the process the clients assumptions, attitudes, habits of thought, and values which combine to significantly drive his/her behavior.
Our instruments of choice are The Leadership Circle Profile and the Myers-Briggs Type Indicator®.


The contain property in CSS indicates to the browser that the element and its descendants are considered independent of the document tree as much as possible. This potentially provides performance benefits with calculations in layout, style, paint, size, or any combination for a limited area of the DOM and not the entire page.
$contain: (); $contain: map-merge( ( "none": none, "layout": layout, "paint": paint, "size": size, "style": style, "content": content, "strict": strict, ), $contain );


The calculations here are based on the Murphy-Koop formulas for equilibrium vapor pressure, provided in this publication. Details as implemented in calculations for the NSF/NCAR research aircraft are available at .this URL, page 38.
Enter the dew-point temperature (in units of oC) and the atmospheric pressure (in units of hPa), and the calculator will display the equilibrium vapor pressure, mixing ratio, and specific humidity below the entry slots. Enter the vapor pressure (in units of hPa) and the calculator will display the equilibrium dew-point temperature below the entry. When a new temperature or pressure is entered in the top entry slots, this vapor pressure will be updated to match the resulting vapor pressure.
You can also mouse-click on the plot at the right to set the temperature.
If the "enhancement factor" checkbox is not checked, the vapor pressure displayed is that in equilibrium at the supplied dew-point temperature. If it is checked, it is assumed that the dew-point supplied is a measurement from a chilled-mirror or similar instrument operating at the specified atmospheric pressure, for which the equilibrium vapor pressure is raised by a small amount by the enhancement factor described in the above publication. The "corrected dew-point temperature" is then the temperature at which equilibrium would be present without the presence of the dry part of the atmospheric pressure.
The mixing ratio is calculated using the standard formula, and the specific humidity is then calculated using the relationship q=r/(1+r) where r is the mixing ratio.


Find Your Faculty
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An unapologetically simple and lighweight chat server. Lightweight enough to run on Raspberry Pi, and easy enough for muggles to deploy!


WEST BLUE GOLF LEAGUE
General Information
- Emerald Greens requires the use of soft spikes in your golf shoes.
- Emerald Greens requires that each team pay for four tee times per week. If you cannot find a sub, feel free to invite a non-league member to fill the tee-time. This person shall not be allowed to compete for points!
- Playoff scores will count towards a players handicap.
- A player must play a minimum of 3 rounds in order to be eligible for the playoffs and any playoff awards.
- Matches canceled due to bad weather push the season back one week. Emerald Greens requires 16 weeks of golf.
- Severe weather cancellation policy/procedures:
- Severe weather is defined as weather conditions which endanger the golfer's safety. Neither light rain, high winds, or unseasonable temperatures are considered safety risks and will not result in postponement of play. Hard rain, thunderstorms, and extreme cold are all considered unsafe and will result in postponement of play. Emerald Greens holds the rights for deciding on postponement.
- Emerald Greens makes the decision whether or not to cancel play do to bad weather. In some cases, decisions to postpone matches will have to be made at the course. Always assume play is on unless you have hear otherwise.
- Rain After Play Starts - If rains starts while matches are being played, half of the field or more must have completed 5 holes or more to determine matches. Those not completing matches (5 holes) will have to make them up before season's end. If less than half of the field does not complete 5 holes, all matches will be nullified. These matches as well as an entire League cancellation will be reschedule at the discretion of the league President/Secretary. After 5 holes both players must agree to stop in order to close a match. In case one player wants to continue, the match must go on or be forfeited. Handicap will apply up to the point the match was stopped - such as any stroke to be given on a hole not played must not be used to compute the player's net score. Greens fee reimbursement will be determined by the course.
- New players to the league have four options for establishing a league handicap
- Take 1/2 of your USGA 18 hole handicap.
- Use your handicap from the West White Golf League.
- Turn in a 9 hole score from the league course.
- Turn in a 9 hole score from any course. Three strokes will be subtracted from your computed handicap as a penalty for not playing the league course. In this scenario, the maximum handicap you can begin with is 17.
- For a high-level introduction to the West Blue Golf League, feel free to see our introduction video.


@@include('./head.html', {
"title": "- Executive Room",
"header": "Gumdrop Mountains Resort & Spa"
})
@@include('./primary_nav.html', {
"active": "room-executive"
})
@@include('./breadcrumb.html', {
"one": {
"link": "index.html",
"title": "Home",
"current": ""
},
"two": {
"link": "rooms.html",
"title": "All Rooms",
"current": ""
},
"three": {
"link": "room-executive.html",
"title": "Executive Room",
"current": "current"
}
})
@@include('./room_tile.html', {
"name": "Executive Room",
"price": "799.98",
"style": "light",
"desc": {
"one": "Three Bedrooms with King Beds",
"two": "Two Bathrooms",
"three": "Walk-out Balcony",
"four": "Private Jr. Olympic Pool"
}
})
@@include('./gallery_slider.html', {
"style": "dark"
})
@@include('./room_details.html', {
"title": "Additonal Details",
"bullet": "",
"desc": {
"one": "Pets Allowed",
"two": "Mountaintop View",
"three": "No Smoking",
"four": "Handicap Accessible",
"five": "Room Service is Available",
"six": "Pillow Service is Available",
"seven": "Down Comforter available by Request",
"eight": "Minibar and Safe in room"
},
"style": "light"
})
@@include('./promo_feature.html')
@@include('./footer.html', {
"active": "rooms"
})


a weekend on the seine
I was lucky enough to spend three days visiting Paris this month! I went with a friend and we were able to see many things while we were there!Day 1
On our first day, we started by visiting Montmartre right away. Our second stop was the Eiffel Tower (check out that beautiful picture!) We ate dinner at a cute little bistroDay 2
On our second day, we went shopping on Avenue des Champs Elysees. Every single person we saw was dressed in the height of fashion. After we finished shopping, we visited some really beautiful places! We went to Notre Dame. We went on a macaron tour of Paris and ate all of the best macarons the city had to offer. After we finished shopping, we visited le Louvre.
Day 3
The picture below is of me visiting the Arc de Triomphe. It's huge! We also went to le Musee D'Orsay. Seeing the work of Renoir, Monet, and Van Gogh in person was completely breathtaking. I was surprised to see that the museum also had many sculptures including those by Auguste Rodin, Paul Gauguin, and Alfred Barye.


| < Day Day Up > |
The Procedural DBATo implement and manage DB2 stored procedures effectively, a new type of DBAŚa Procedural DBAŚmust be created. The reasoning behind the Procedural DBA and the roles and responsibilities required of Procedural DBAs can be found in Chapter 16, "The Procedural DBA." |
| < Day Day Up > |


{% extends "club/base.html" %} {% block content %} {% include 'club/includes/messages.html' %} Core Team Welcome, leader! For now this page will be ugly. Once we determine what info to keep here we can work on tidying it up. Leads {% for user in core_team %} {{ user.get_full_name }} | {{ user.member.group_names }} {% endfor %} Quicklinks {% for name, link in links %} {{name}} {% endfor %} {% endblock %}
For now this page will be ugly. Once we determine what info to keep here we can work on tidying it up.


float atan2 ( float $y , float $x )
This function calculates the arc tangent of the two variables x and y. It is similar to calculating the arc tangent of y / x, except that the signs of both arguments are used to determine the quadrant of the result. The function returns the result in radians, which is between -PI and PI (inclusive).
The arc tangent of y/x in radians.


| |
Weekly News Update
Good evening. You know my name. Look look look up the number. You know my name. That's right, look up the number. You you know you know my name
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Imagine there's no heaven
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It's easy if you try.  Above us only sky. Imagine all the people living for today…
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By John Lennon | Friday August 18, 2017 | 8 Comments
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Stuck inside these four walls
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Sent inside forever. Never seeing no one.  Mama you, mama you…
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By Paul McCartney | Friday August 18, 2017 | 2 Comments
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It don't come easy
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You know it don't come easy. It don't come easy. You know it don't come easy…
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By Ringo Starr | Wednesday August 16, 2017 | 0 Comments
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What I feel, I can't say
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But my love is there for you, any time of day. But if it's not love that you need. Then I'll try my best to make everything succeed…
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By George Harrison | Monday August 14, 2017 | 1 Comment
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Until next week. Sweet dreams.
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VENTURESKY IS DEDICATED TO IMPARTING A SENSE OF COMMUNITY AMONGST TODAY’S YOUTH, BY EMPOWERING THE COLLEGE GOING STUDENTS TO BECOME PART OF GLOBAL SELF-SUSTAINING COMMUNITIES. STUDENTS, EDUCATORS AND ENTREPRENEURS ARE THE WORKING ELEMENTS OF THESE SOCIETIES


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If this pattern...
September 14, 2013
If this pattern of yours was easy to find you would have found it by now. Suppose you're right and this man is leaving some sort of a trail, then this is going to come down to geography and data. So, you're good with patterns and I'm alright with maps, that's a start. But there's going to be a ton of data, and how are you going to know what's relevant and what isn't? You need someone who can remember it all. And that means Lucy. And you know what else? You have to get that data in the first place. Records, documents, files, probably restricted files at that. Jean!?
The Bletchley Circle, Season 1, Ep. 1


| Overview | Module | Use | Devguide | Index |
| Services' Summary | Interfaces' Summary | Properties' Summary | Services' Details | Interfaces' Details | Properties' Details |
| service AccessibleSpreadsheet |
|
| Exported Interfaces - Summary | |
| ::com::sun::star::accessibility::XAccessibleContext | This interface gives access to any object in the currently visible table on the desktop. (details) |
| ::com::sun::star::accessibility::XAccessibleComponent | This interface gives access to the visibility of the table. |
| ::com::sun::star::accessibility::XAccessibleTable | This interface gives access to any cell that is at least partially visible on the screen. So this interface gives access to the same things like the XAccessibleContext interface. Therefor it use more usable methods. Also it gives access to some table specific data. |
| ::com::sun::star::accessibility::XAccessibleSelection | This interface is for selecting the cells. |
| ::com::sun::star::accessibility::XAccessibleEventBroadcaster | This is the interface for listeners |
| Exported Interfaces - Details | |
::com::sun::star::accessibility::XAccessibleContext
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::com::sun::star::accessibility::XAccessibleComponent
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::com::sun::star::accessibility::XAccessibleTable
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::com::sun::star::accessibility::XAccessibleSelection
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::com::sun::star::accessibility::XAccessibleEventBroadcaster
|
Copyright © 2013, The Apache Software Foundation, Licensed under the Apache License, Version 2.0. Apache, the Apache feather logo, Apache OpenOffice and OpenOffice.org are trademarks of The Apache Software Foundation. Other names may be trademarks of their respective owners.


This page can create an arbitrary number of peer connection calls, each with an arbitrary number of auto-echoing data channels. It can run with two separate cameras.
Local Preview for Peer 1
Local Preview for Peer 2
Add Call
Remote (Incoming to Peer 1)
Remote (Incoming to Peer 2)


Ocala events
-
peers and hilton henley on thames
Time to get summer vegetable seeds going - Gardening - The ...
Feb 16, 2013 . Bill Bird, who writes the Sacramento Vegetable Gardening blog, had been . Sunday a.k.a. "Super Sow Sunday" in some gardening circles. . Commercial warming mats are a good investment, she said, but not mandatory.
http://www.sacbee.com/2013/02/16/5185502/time-to-get-summer-vegetable-seeds.htmlRoll-Out Veg Mat « SuperForest
Mar 31, 2010 . Throw this mat over a nice patch of soil, water it, and the seed patches will . Chris Chapman's Roll-Out Vegetable Patch & Herb Garden .
http://superforest.org/2010/03/roll-out-veg-mat/Area of a Square, Area of a Circle - Elementary Math | WyzAnt Tutoring
Nancy has a vegetable garden that is 6 feet long and 4 feet wide. It looks like . David has a rug that is square, and the length of one side is 5 feet. He has an .
http://www.wyzant.com/help/math/elementary_math/area_and_perimeter/area
doggett's new york city directory 1848 Upcoming events in Ocala
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Use Mulch Mats to Keep Gardens Weed-free and Tidy | Tips 'n Ideas
Mar 31, 2010 . There are even biodegradable mats and mats that come in circle shapes for . Garden Mats are designed for vegetable gardens primarily.
http://www.gardeningtipsnideas.com/2010/03/use_mulch_mats.html -
Garden - Vegetables & Ideas
How to layer material for a raised bed garden without importing expensive potting mix & topsoil: Layer: Straw mulch Compost . More DIY heat mats for seedlings . Sunflower House Plant sunflowers in a circle = instant hide out for kiddies .
http://pinterest.com/dks57/garden-vegetables-ideas/ -
Planting Guide
Seedling heating mats with thermostatic controls may be purchased. . if you are using rows in your vegetable garden. . A length of open weave wire fence can be formed into a circle about 3 to 4 ft. across and preferably no higher than 3 ft.
http://rareseeds.com/planting-guidefire fox pellet stove parts
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Comfort Mats - Area Rugs & Mats - Flooring at The Home Depot
Comfort Mats - Area Rugs & Mats - Flooring at The Home Depot. . Mulch & Landscape Supplies · Pavers & Step Stones · Raised Garden Beds · Garden Tools · Watering & Irrigation · CLEANING SUPPLIES> · Vacuums . IMPRINT Comfort Mat (47) . Semicircle (2) . Mohawk Home Vintage Vegetable 20 in. x 48 in.
http://www.homedepot.com/Flooring-Area-Rugs-Mats-Comfort-Mats/h_d1/N-5yc1vZbnh7/h_d2/Navigation?langId=-1&storeId=10051&catalogId=10053&searchNav=true -
Hoe and Shovel: Circle Garden :: Lessons in Patience
Aug 28, 2011 . Asiatic jasmine makes a dense mat or carpet of glossy greenery and helps . Oh dear, January 2011, exactly one year after the circle garden was birthed. . next to the house and place around the butterfly and veggie gardens.
http://www.hoeandshovel.com/2011/08/circle-garden-lessons-in-patience.html


|
PolyTycoon
1
UnityTransportTycoontypegame.
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This interface defines functionality for entities that need to receive products for production or use. It's the complement to IProductEmitter. More...
Public Member Functions | |
| ProductStorage | ReceiverStorage ([CanBeNull] ProductData productData=null) |
| This function makes ProductStorage accessible that holds the received products. More... | |
| List< ProductData > | ReceivedProductList () |
| This function makes all received products accessible More... | |
This interface defines functionality for entities that need to receive products for production or use. It's the complement to IProductEmitter.
| List<ProductData> IProductReceiver.ReceivedProductList | ( | ) |
This function makes all received products accessible
Implemented in AbstractStorageContainer, ProductProcessorBehaviour, ProductProcessorController, CityPlaceable, and CityMainBuilding.
| ProductStorage IProductReceiver.ReceiverStorage | ( | [CanBeNull] ProductData | productData = null | ) |
This function makes ProductStorage accessible that holds the received products.
| productData | (optional) specify the ProductStorage that you want to receive |
Implemented in ProductProcessorBehaviour, AbstractStorageContainer, ProductProcessorController, CityPlaceable, and CityMainBuilding.


ExplainPrediction: Explanation of Predictions for Classification and Regression
Models
Generates explanations for classification and regression models and visualizes them.
Explanations are generated for individual predictions as well as for models as a whole. Two explanation methods
are included, EXPLAIN and IME. The EXPLAIN method is fast but might miss explanations expressed redundantly
in the model. The IME method is slower as it samples from all feature subsets.
For the EXPLAIN method see Robnik-Sikonja and Kononenko (2008) <doi:10.1109/TKDE.2007.190734>,
and the IME method is described in Strumbelj and Kononenko (2010, JMLR, vol. 11:1-18).
All models in package 'CORElearn' are natively supported, for other prediction models a wrapper function is provided
and illustrated for models from packages 'randomForest', 'nnet', and 'e1071'.
Downloads:
Reverse dependencies:
Linking:
Please use the canonical form
https://CRAN.R-project.org/package=ExplainPrediction
to link to this page.


Hello! {{ username }} {{url_linktext}}
Sign into Checkbook and keep track of your transactions.
Checkbook is very user friendly with features that make it simple to do every task.
Checkbook has rapid response for each one of your transactions.
Copyright (c) 2012 Braxton Lyddon


Horse racing tips: Best bets for Monday at Kempton Park, Carlisle and Fairyhouse
The best bets and tips including double, NAP and next bests
by Gareth BicknellA new week starts with three horse racing meetings to get stuck into.
There's action at Kempton Park, Carlisle and Fairyhouse - and our man Newsboy has scoured the form to bring you the best bets and tips.
With some favourites and a few better value bets, as well as a more ambitious daily double, there is plenty to interest the punters.
We've also got the NAP and Next Best bet - have a look and see what tickles your interest, but please remember to always gamble responsibly.
KEMPTON PARK
12.20 TEA CLIPPER
12.55 CELTIC JOY (NAP)
1.30 OFALLTHEGINJOINTS
2.05 SAO (NB)
2.40 CAPITAINE
3.15 DEFINITELYANOSCAR
3.50 DARIYA
CARLISLE
12.45 SUNNY EXPRESS
1.20 BALLYMOY
1.55 LILY’S GEM
2.30 MIDNIGHT SHADOW
3.05 LE FRANK
3.40 ONE FINE MAN
FAIRYHOUSE
12.00 BAPAUME
12.35 AN FRAOCH MOR
1.10 ASK CORY
1.45 DEFINITE PLAN
2.20 MONKFISH
2.55 CONCERTISTA
3.30 GEORGIESHORE
DOUBLE: CELTIC JOY and SAO


This project rocks and uses MIT-LICENSE.
This is a very simple, straight use gem for integrating any Rails app with the Bing Ads SOAP Webservices.
Add to your Gemfile
gem 'bing-ads-api'
So far, I’ve just integrated some methods from
CampaignManagement
, CustomerManagement
and
Reporting
services
In all cases, you must initialize some service object with the authentication options Here’s an example with the CampaignMangement service object
options = { :environment => :sandbox, :username => "desarrollo_neonline", :password => "neonline2013", :developer_token => "BBD37VB98", :customer_id => "21021746", :account_id => "5978083" } service = BingAdsApi::CampaignManagement.new(options)
environment
can be one of two values: :sandbox
or
:production
Example of service object initialization:
options = { :environment => :sandbox, :username => "desarrollo_neonline", :password => "neonline2013", :developer_token => "BBD37VB98", :customer_id => "21021746", :account_id => "5978083" } service = BingAdsApi::CampaignManagement.new(options)
account_id = 123456789 campaigns = [ BingAdsApi::Campaign.new( :budget_type => BingAdsApi::Campaign::DAILY_BUDGET_STANDARD, :conversion_tracking_enabled => "false", :daily_budget => 2000, :daylight_saving => "false", :description => name + " first description", :monthly_budget => 5400, :name => name + " first name", :status => BingAdsApi::Campaign::PAUSED, :time_zone => BingAdsApi::Campaign::SANTIAGO), BingAdsApi::Campaign.new( :budget_type => BingAdsApi::Campaign::DAILY_BUDGET_STANDARD, :conversion_tracking_enabled => "false", :daily_budget => 2500, :daylight_saving => "false", :description => name + " second description", :monthly_budget => 7800, :name => name + " second name", :status => BingAdsApi::Campaign::PAUSED, :time_zone => BingAdsApi::Campaign::SANTIAGO) ] response = service.add_campaigns(account_id, campaigns)
In some cases the methods will return a Hash with the ‘response’ tag according to the method invoked. Like the example above.
In other cases, like this next example, the method will return an object, like an array or a object representation of the hash
campaigns = service.get_campaigns_by_account_id(123456789) # => campaigns is an array of BingAdsApi::Campaign
Example of service object initialization:
options = { :environment => :sandbox, :username => "desarrollo_neonline", :password => "neonline2013", :developer_token => "BBD37VB98", :customer_id => "21021746", :account_id => "5978083" } service = BingAdsApi::CustomerManagement.new(options)
accounts = service.get_accounts_info # => accounts is an array of BingAdsApi::AccountsInfo
For this method you can also specify a diferent customer id
accounts = service.get_accounts_info(12345) # => accounts is an array of BingAdsApi::AccountsInfo
That would give you the customer’s 12345 accounts


Plugin Information |
|---|
View Avatar on the plugin site for more information. |
The current version of this plugin may not be safe to use. Please review the following warnings before use:
This plugin allows avatar images to be uploaded and associated with Jenkins users.
Usage
A new section appears in the user configuration page. You can upload any image type that Java ImageIO understands (JPEG, PNG, BMP, GIF). Transparency (in image formats that support it) is preserved. Animated image formats (GIF, PNG) are respected (requires display support by browser).
Once an avatar has been attached to a user the avatar is displayed on the user page (e.g. http
://[jenkins-root]/user/<username>
).
The avatar is also available directly for use by other plugins and pages at:
http://[jenkins-root]/user/<username>/avatar/image
To remove an avatar simply click upload with no file selected.
 Keep image sizes to a minimum to avoid memory issues.
Tips
- You can quickly create a new user simply by going directly to that user's profile configuration page:
http://[jenkins-root]/user/<username>/configure
Changelog
Version 1.2 (June 23rd 2013)
- Reworked to retain original image format. Provides more flexibility to user (animated GIFs can now be uploaded), but puts more responsibility on user not to exhaust heap memory.
Version 1.1 (May 24th, 2012)
- Integrate with Jenkins standard avatars
Version 1.0 (Aug 7th, 2011)
- Initial release


| Package | org.flixel |
| Class | public class FlxObject |
| Inheritance | FlxObject FlxRect FlxPoint |
| Subclasses | FlxGroup, FlxPanel, FlxSound, FlxSprite, FlxTileblock, FlxTilemap |
FlxSprite
, FlxText
, etc).
It includes some basic attributes about game objects, including retro-style flickering,
basic state information, sizes, scrolling, and basic physics & motion.
| Property | Defined by | ||
|---|---|---|---|
| acceleration : FlxPoint
How fast the speed of this object is changing.
| FlxObject | ||
| active : Boolean
If an object is not alive, the game loop will not automatically call
update() on it. | FlxObject | ||
| angle : Number
Set the angle of a sprite to rotate it.
| FlxObject | ||
| angularAcceleration : Number
How fast the spin speed should change.
| FlxObject | ||
| angularDrag : Number
Like
drag but for spinning. | FlxObject | ||
| angularVelocity : Number
This is how fast you want this sprite to spin.
| FlxObject | ||
| bottom : Number
The Y coordinate of the bottom of the rectangle.
| FlxRect | ||
| colHullX : FlxRect
These store a couple of useful numbers for speeding up collision resolution.
| FlxObject | ||
| colHullY : FlxRect
These store a couple of useful numbers for speeding up collision resolution.
| FlxObject | ||
| collideBottom : Boolean
Flag for direction collision resolution.
| FlxObject | ||
| collideLeft : Boolean
Flag for direction collision resolution.
| FlxObject | ||
| collideRight : Boolean
Flag for direction collision resolution.
| FlxObject | ||
| collideTop : Boolean
Flag for direction collision resolution.
| FlxObject | ||
| colOffsets : Array
An array of
FlxPoint objects. | FlxObject | ||
| colVector : FlxPoint
These store a couple of useful numbers for speeding up collision resolution.
| FlxObject | ||
| dead : Boolean
Handy for tracking gameplay or animations.
| FlxObject | ||
| drag : FlxPoint
This isn't drag exactly, more like deceleration that is only applied
when acceleration is not affecting the sprite.
| FlxObject | ||
| exists : Boolean
Kind of a global on/off switch for any objects descended from
FlxObject . | FlxObject | ||
| fixed : Boolean
If an object is 'fixed' in space, it will not budge when it collides with a not-fixed object.
| FlxObject | ||
| _group : Boolean
Dedicated internal flag for whether or not this class is a FlxGroup.
| FlxObject | ||
| health : Number
Handy for storing health percentage or armor points or whatever.
| FlxObject | ||
| height : Number | FlxRect | ||
| left : Number
The X coordinate of the left side of the rectangle.
| FlxRect | ||
| maxAngular : Number
Use in conjunction with
angularAcceleration for fluid spin speed control. | FlxObject | ||
| maxThrust : Number
Used to cap
thrust , helpful and easy!
| FlxObject | ||
| maxVelocity : FlxPoint
If you are using
acceleration , you can use maxVelocity with it
to cap the speed automatically (very useful!). | FlxObject | ||
| moves : Boolean
Set this to false if you want to skip the automatic motion/movement stuff (see
updateMotion() ). | FlxObject | ||
| onFloor : Boolean
Flag that indicates whether or not you just hit the floor.
| FlxObject | ||
| origin : FlxPoint
WARNING: The origin of the sprite will default to its center.
| FlxObject | ||
| right : Number
The X coordinate of the right side of the rectangle.
| FlxRect | ||
| scrollFactor : FlxPoint
A point that can store numbers from 0 to 1 (for X and Y independently)
that governs how much this object is affected by the camera subsystem.
| FlxObject | ||
| solid : Boolean
If an object is dead, the functions that automate collisions will skip it (see
FlxG.overlapArrays() and FlxG.collideArrays() ). | FlxObject | ||
| thrust : Number
If you want to do Asteroids style stuff, check out thrust,
instead of directly accessing the object's velocity or acceleration.
| FlxObject | ||
| top : Number
The Y coordinate of the top of the rectangle.
| FlxRect | ||
| velocity : FlxPoint
The basic speed of this object.
| FlxObject | ||
| visible : Boolean
If an object is not visible, the game loop will not automatically call
render() on it. | FlxObject | ||
| width : Number | FlxRect | ||
| x : Number | FlxPoint | ||
| y : Number | FlxPoint |
| Property | Defined by | ||
|---|---|---|---|
| _flashPoint : Point
This is a pre-allocated Flash Point object, which is useful for certain Flash graphics API calls
| FlxObject | ||
| _flicker : Boolean
Internal helper used for retro-style flickering.
| FlxObject | ||
| _flickerTimer : Number
Internal helper used for retro-style flickering.
| FlxObject | ||
| _point : FlxPoint
This is just a pre-allocated x-y point container to be used however you like
| FlxObject | ||
| _rect : FlxRect
This is just a pre-allocated rectangle container to be used however you like
| FlxObject |
| Method | Defined by | ||
|---|---|---|---|
|
FlxObject(X:Number = 0, Y:Number = 0, Width:Number = 0, Height:Number = 0)
Creates a new
FlxObject . | FlxObject | ||
|
If you don't want to call
FlxU.collide() you can use this instead. | FlxObject | ||
|
destroy():void
Called by
FlxGroup , commonly when game states are changed. | FlxObject | ||
|
flicker(Duration:Number = 1):void
Tells this object to flicker, retro-style.
| FlxObject | ||
|
flickering():Boolean
Check to see if the object is still flickering.
| FlxObject | ||
|
Call this function to figure out the on-screen position of the object.
| FlxObject | ||
|
Called when this object's bottom edge collides with the top of another
FlxObject . | FlxObject | ||
|
Called when this object's left side collides with another
FlxObject 's right. | FlxObject | ||
|
Called when this object's right side collides with another
FlxObject 's left. | FlxObject | ||
|
Called when this object's top collides with the bottom of another
FlxObject . | FlxObject | ||
|
hurt(Damage:Number):void
Call this function to "damage" (or give health bonus) to this sprite.
| FlxObject | ||
|
kill():void
Call this function to "kill" a sprite so that it no longer 'exists'.
| FlxObject | ||
|
onScreen():Boolean
Check and see if this object is currently on screen.
| FlxObject | ||
|
Checks to see if some
FlxObject object overlaps this FlxObject object. | FlxObject | ||
|
overlapsPoint(X:Number, Y:Number, PerPixel:Boolean = false):Boolean
Checks to see if a point in 2D space overlaps this
FlxObject object. | FlxObject | ||
|
preCollide(Object:FlxObject):void
FlxU.collide() (and thus FlxObject.collide() ) call
this function each time two objects are compared to see if they collide. | FlxObject | ||
|
refreshHulls():void
Called by
FlxObject.updateMotion() and some constructors to
rebuild the basic collision data for this object. | FlxObject | ||
|
render():void
Override this function to draw graphics (see
FlxSprite ). | FlxObject | ||
|
reset(X:Number, Y:Number):void
Handy function for reviving game objects.
| FlxObject | ||
|
toString():String
Convert object to readable string name.
| FlxPoint | ||
|
update():void
Called by the main game loop, handles motion/physics and game logic
| FlxObject |
| Method | Defined by | ||
|---|---|---|---|
|
updateFlickering():void
Just updates the retro-style flickering.
| FlxObject | ||
|
updateMotion():void
Internal function for updating the position and speed of this object.
| FlxObject |
| Constant | Defined by | ||
|---|---|---|---|
| _pZero : FlxPoint
[static]
A handy "empty point" object
| FlxObject |
| acceleration | property |
public var acceleration:FlxPoint
How fast the speed of this object is changing. Useful for smooth movement and gravity.
| active | property |
public var active:Boolean
If an object is not alive, the game loop will not automatically call update()
on it.
| angle | property |
public var angle:Number
Set the angle of a sprite to rotate it. WARNING: rotating sprites decreases rendering performance for this sprite by a factor of 10x!
| angularAcceleration | property |
public var angularAcceleration:Number
How fast the spin speed should change.
| angularDrag | property |
public var angularDrag:Number
Like drag
but for spinning.
| angularVelocity | property |
public var angularVelocity:Number
This is how fast you want this sprite to spin.
| colHullX | property |
public var colHullX:FlxRect
These store a couple of useful numbers for speeding up collision resolution.
| colHullY | property |
public var colHullY:FlxRect
These store a couple of useful numbers for speeding up collision resolution.
| collideBottom | property |
public var collideBottom:Boolean
Flag for direction collision resolution.
| collideLeft | property |
public var collideLeft:Boolean
Flag for direction collision resolution.
| collideRight | property |
public var collideRight:Boolean
Flag for direction collision resolution.
| collideTop | property |
public var collideTop:Boolean
Flag for direction collision resolution.
| colOffsets | property |
public var colOffsets:Array
An array of FlxPoint
objects. By default contains a single offset (0,0).
| colVector | property |
public var colVector:FlxPoint
These store a couple of useful numbers for speeding up collision resolution.
| dead | property |
public var dead:Boolean
Handy for tracking gameplay or animations.
| drag | property |
public var drag:FlxPoint
This isn't drag exactly, more like deceleration that is only applied when acceleration is not affecting the sprite.
| exists | property |
public var exists:Boolean
Kind of a global on/off switch for any objects descended from FlxObject
.
| fixed | property |
public var fixed:Boolean
If an object is 'fixed' in space, it will not budge when it collides with a not-fixed object. Fixed objects also shortcut out of updateMotion by default.
| _flashPoint | property |
protected var _flashPoint:Point
This is a pre-allocated Flash Point object, which is useful for certain Flash graphics API calls
| _flicker | property |
protected var _flicker:Boolean
Internal helper used for retro-style flickering.
| _flickerTimer | property |
protected var _flickerTimer:Number
Internal helper used for retro-style flickering.
| _group | property |
public var _group:Boolean
Dedicated internal flag for whether or not this class is a FlxGroup.
| health | property |
public var health:Number
Handy for storing health percentage or armor points or whatever.
| maxAngular | property |
public var maxAngular:Number
Use in conjunction with angularAcceleration
for fluid spin speed control.
| maxThrust | property |
public var maxThrust:Number
Used to cap thrust
, helpful and easy!
| maxVelocity | property |
public var maxVelocity:FlxPoint
If you are using acceleration
, you can use maxVelocity
with it
to cap the speed automatically (very useful!).
| moves | property |
public var moves:Boolean
Set this to false if you want to skip the automatic motion/movement stuff (see updateMotion()
).
FlxObject and FlxSprite default to true.
FlxText, FlxTileblock, FlxTilemap and FlxSound default to false.
| onFloor | property |
public var onFloor:Boolean
Flag that indicates whether or not you just hit the floor.
Primarily useful for platformers, this flag is reset during the updateMotion()
.
| origin | property |
public var origin:FlxPoint
WARNING: The origin of the sprite will default to its center. If you change this, the visuals and the collisions will likely be pretty out-of-sync if you do any rotation.
| _point | property |
protected var _point:FlxPoint
This is just a pre-allocated x-y point container to be used however you like
| _rect | property |
protected var _rect:FlxRect
This is just a pre-allocated rectangle container to be used however you like
| scrollFactor | property |
public var scrollFactor:FlxPoint
A point that can store numbers from 0 to 1 (for X and Y independently) that governs how much this object is affected by the camera subsystem. 0 means it never moves, like a HUD element or far background graphic. 1 means it scrolls along a the same speed as the foreground layer. scrollFactor is initialized as (1,1) by default.
| solid | property |
public var solid:Boolean
If an object is dead, the functions that automate collisions will skip it (see FlxG.overlapArrays()
and FlxG.collideArrays()
).
| thrust | property |
public var thrust:Number
If you want to do Asteroids style stuff, check out thrust, instead of directly accessing the object's velocity or acceleration.
| velocity | property |
public var velocity:FlxPoint
The basic speed of this object.
| visible | property |
public var visible:Boolean
If an object is not visible, the game loop will not automatically call render()
on it.
| FlxObject | () | constructor |
public function FlxObject(X:Number = 0, Y:Number = 0, Width:Number = 0, Height:Number = 0)
Creates a new FlxObject
.
X:Number (default = 0 ) — The X-coordinate of the point in space.
|
|
Y:Number (default = 0 ) — The Y-coordinate of the point in space.
|
|
Width:Number (default = 0 ) — Desired width of the rectangle.
|
|
Height:Number (default = 0 ) — Desired height of the rectangle.
|
| collide | () | method |
public function collide(Object:FlxObject = null):Boolean
If you don't want to call FlxU.collide()
you can use this instead.
Just calls FlxU.collide(this,Object);
. Will collide against itself
if Object==null.
Object:FlxObject (default = null ) — The |
Boolean |
| destroy | () | method |
public function destroy():void
Called by FlxGroup
, commonly when game states are changed.
| flicker | () | method |
public function flicker(Duration:Number = 1):void
Tells this object to flicker, retro-style.
ParametersDuration:Number (default = 1 ) — How many seconds to flicker for.
|
| flickering | () | method |
public function flickering():Boolean
Check to see if the object is still flickering.
ReturnsBoolean — Whether the object is flickering or not.
|
| getScreenXY | () | method |
public function getScreenXY(Point:FlxPoint = null):FlxPoint
Call this function to figure out the on-screen position of the object.
ParametersPoint:FlxPoint (default = null ) — Takes a Point object and assigns the post-scrolled X and Y values of this object to it.
|
FlxPoint —
The Point you passed in, or a new Point if you didn't pass one, containing the screen X and Y position of this object.
|
| hitBottom | () | method |
public function hitBottom(Contact:FlxObject, Velocity:Number):void
Called when this object's bottom edge collides with the top of another FlxObject
.
Contact:FlxObject — The FlxObject you just ran into.
|
|
Velocity:Number — The suggested new velocity for this object.
|
| hitLeft | () | method |
public function hitLeft(Contact:FlxObject, Velocity:Number):void
Called when this object's left side collides with another FlxObject
's right.
Contact:FlxObject — The FlxObject you just ran into.
|
|
Velocity:Number — The suggested new velocity for this object.
|
| hitRight | () | method |
public function hitRight(Contact:FlxObject, Velocity:Number):void
Called when this object's right side collides with another FlxObject
's left.
Contact:FlxObject — The FlxObject you just ran into.
|
|
Velocity:Number — The suggested new velocity for this object.
|
| hitTop | () | method |
public function hitTop(Contact:FlxObject, Velocity:Number):void
Called when this object's top collides with the bottom of another FlxObject
.
Contact:FlxObject — The FlxObject you just ran into.
|
|
Velocity:Number — The suggested new velocity for this object.
|
| hurt | () | method |
public function hurt(Damage:Number):void
Call this function to "damage" (or give health bonus) to this sprite.
ParametersDamage:Number — How much health to take away (use a negative number to give a health bonus).
|
| kill | () | method |
public function kill():void
Call this function to "kill" a sprite so that it no longer 'exists'.
| onScreen | () | method |
public function onScreen():Boolean
Check and see if this object is currently on screen.
ReturnsBoolean — Whether the object is on screen or not.
|
| overlaps | () | method |
public function overlaps(Object:FlxObject):Boolean
Checks to see if some FlxObject
object overlaps this FlxObject
object.
Object:FlxObject — The object being tested.
|
Boolean — Whether or not the two objects overlap.
|
| overlapsPoint | () | method |
public function overlapsPoint(X:Number, Y:Number, PerPixel:Boolean = false):Boolean
Checks to see if a point in 2D space overlaps this FlxObject
object.
X:Number — The X coordinate of the point.
|
|
Y:Number — The Y coordinate of the point.
|
|
PerPixel:Boolean (default = false ) — Whether or not to use per pixel collision checking (only available in FlxSprite subclass).
|
Boolean — Whether or not the point overlaps this object.
|
| preCollide | () | method |
public function preCollide(Object:FlxObject):void
FlxU.collide()
(and thus FlxObject.collide()
) call
this function each time two objects are compared to see if they collide.
It doesn't necessarily mean these objects WILL collide, however.
Object:FlxObject — The FlxObject you're about to run into.
|
| refreshHulls | () | method |
public function refreshHulls():void
Called by FlxObject.updateMotion()
and some constructors to
rebuild the basic collision data for this object.
| render | () | method |
public function render():void
Override this function to draw graphics (see FlxSprite
).
| reset | () | method |
public function reset(X:Number, Y:Number):void
Handy function for reviving game objects. Resets their existence flags and position, including LAST position.
ParametersX:Number — The new X position of this object.
|
|
Y:Number — The new Y position of this object.
|
| update | () | method |
public function update():void
Called by the main game loop, handles motion/physics and game logic
| updateFlickering | () | method |
protected function updateFlickering():void
Just updates the retro-style flickering. Considered update logic rather than rendering because it toggles visibility.
| updateMotion | () | method |
protected function updateMotion():void
Internal function for updating the position and speed of this object. Useful for cases when you need to update this but are buried down in too many supers.
| _pZero | constant |
protected static const _pZero:FlxPoint
A handy "empty point" object


Using external sources – linking to and copying from sources in other files
Referring to source descriptions in other files
A source shared by a number of files does not have to be described in each file, duplicating the information about it. Instead, the source description in one file may be retrieved by other files.
In the above example, the works X and Y, located in separate
files, are sharing the source C. Work X, however, only has a
placeholder for the source C, retrieving the actual source description
from work Y.
Assuming that you already have the source description you want to link
to (i.e. work Y in the example above), follow these steps to indicate
that source information for work X is to be retrieved from an external
file:
- Create or open for editing the work that will be using the external source (i.e. work X in the example)
- At the Source tab, create a new source by clicking an existing source's add button (if there are no sources defined yet, you will need to create a regular source first, as external source linking is - for now - available only from add buttons next to an existing source; this has purely technical reasons. Once you have created the external source link, you may delete the empty source created first).
- From the menu, choose "Add link to external source"
- This opens the source browser. It lists all works having sources. You may limit the number of works displayed by selecting a specific file collection (series) or enter search terms such as the title. Please note that the file browser may need some time to load and to update.
- Click the work that has the desired source description to
show a list of its sources.
- Click the source you want to link to. This will close the
source browser. In the list of sources, you will see a "Go to linked
resource" icon on the source, indicating that
this is a reference to a source description kept in an external file.
Clicking it will close the file you are working on and open the file
containing the link target for editing instead. A warning is displayed
to remind you that you are about to open another file.
When creating a reference to an external source, a copy of the source's title is placed in your file for your information. This title does not update automatically if you change the source title in the linked file. Therefore, an update button is provided next to the source link's title to let you update the title if necessary. - In the HTML preview, an external source will be displayed exactly as if the source description had been entered in the file itself.
- Be aware that files using references to external sources are not entirely self-contained, i.e. the source information in your file is dependent on having to access the referenced file, and the application using the file must be capable of handling this reference in order to retrieve all source information.
Copying source descriptions from another file
Instead of referring to a source description contained in another file, you may want to copy the external source description into the current file. This is convenient if you need to change something in the source description in order to adapt it to the current file.
To copy a source, simply choose "Copy from external source" instead of "Add link to external source" from the source adding menu. This places an independent copy of the external source description in your current file, which can be freely edited.


US Stealing Syria's Oil, Its 'Regime' is Akin to Nazis - Assad
US President Donald Trump said Wednesday that the United States intended to retain control over oil fields in Syria’s northeast, despite scaling down its military presence in the area.
Syrian President Bashar al-Assad stated Thursday that the US "regime" was akin the one in Nazi Germany as the country just stealing oil from Syria.
"The US is a state, based like any regime on gangs of bandits. The US president doesn't represent the country, he is just an executive director of a company that has its board of directors, who represent other companies that it fact own the country," Assad said.
In October, US President Donald Trump, who had previously announced his intention to withdraw all US forces from the area, said that some troops would remain to "guard oil" from Daesh fighters. Trump defended his moves by saying that the goal was to provide the Kurds with some "cash flow" in a conversation with reporters in the White House in late October.
About 90 percent of Syria’s oil reserves are concentrated east of the Euphrates River, which was previously a stronghold and the main source of income for Daesh* terrorists, and is now mainly controlled by the Syrian Democratic Forces (SDF). Turkish media earlier cited eyewitnesses as saying that US forces have already begun construction of two military bases in strategic locations in Syria’s oil-rich east.
*Daesh [ISIS, ISIL, the Islamic State] - a terrorist organisation banned in Russia and many other countries


Quick learner ,Extremely motivated and confident enough in taking up responsibilities and facing challenges .I enjoy helping people around me .love carrying the responsibilities of a team .My Unconvential thinking,analytical skills help me in handling and solving challenges uniquely and efficiently.
Advancements in web technologies and exploration of Technology Enabled Learning(TEL) led to the development ofthe most important advancementin the field of e-learning : MOOCs (Massive Open Online Courses). With MOOCs gaining huge momentum in this knowledge exploration era, the traditional problem : “finding the bestlearning resources?... ” remains unanswered. This project was aimed to recommend Massive Open Online Courses from over 73 MOOC aggregators to the students based on their institute curriculum, peer performance. This project was approved by AICTE and was sponsored by Department of Science, India.
CGPA : 9.15
Percentage : 93.4%
Percentage: 84.16%


This map allows to visualize a zipped Shapefile to view its location, as well as the corresponding UTM zone it falls in.
Upon clicking the UTM layer, it is also possible to see the corresponding EPSG codes of 3 datums (WGS84, Arc 1960 and NAD83) for that particular UTM zone.


RASC Robots
Robotics and Autonomous Systems Center
Home
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RASC members are an interdisciplinary mix of USC faculty, research staff, and students at all levels, as well as interdisciplinary affiliates from USC and elsewhere. To find out more about our members, please follow the links below:
Faculty
Nora Ayanian
Computer Science
<EMAIL_ADDRESS>Bekey, George (emeritus)
Computer Science
<EMAIL_ADDRESS>Heather Culbertson
Computer Science
<EMAIL_ADDRESS>SK Gupta
Aerospace and Mechanical Engineering
<EMAIL_ADDRESS>Laurent Itti
Computer Science
<EMAIL_ADDRESS>Lim, Joseph
Computer Science
<EMAIL_ADDRESS>Gerald Loeb
Biomedical Engineering
<EMAIL_ADDRESS>Maja Matarić
Computer Science
<EMAIL_ADDRESS>Stefanos Nikolaidis
Computer Science
<EMAIL_ADDRESS>Perez-Arancibia, Nestor
Aerospace and Mechanical Engineering
<EMAIL_ADDRESS>Aristides Requicha (emeritus)
Computer Science
<EMAIL_ADDRESS>Savla, Ketan
Civil and Environmental Engineering
<EMAIL_ADDRESS>Sha, Fei
Computer Science
<EMAIL_ADDRESS>Wei-Min Shen
Computer Science and ISI
<EMAIL_ADDRESS>Sukhatme, Gaurav
Computer Science
<EMAIL_ADDRESS>Valero-Cuevas, Francisco
Biomedical Engineering
<EMAIL_ADDRESS>Affiliates
David, Caron
Biology
<EMAIL_ADDRESS>Flashner, Henryk
Aerospace & Mechanical Engineerging
<EMAIL_ADDRESS>Khoshnevis, Behrokh "Berok"
Industrial and Systems Engineering
<EMAIL_ADDRESS>Sven Koenig
Computer Science
<EMAIL_ADDRESS>Lerman, Kristina
Computer Science and ISI
<EMAIL_ADDRESS>McLaughlin, Margaret
USC Annenberg School of Communication and Journalism
<EMAIL_ADDRESS>McNitt-Gray, Jill
Kinesiology and Biomedical Engineering
<EMAIL_ADDRESS>Shri Narayanan
Electrical Engineering
<EMAIL_ADDRESS>Winstein, Carolee
Biokinesiology & Physical Therapy
winstein@hsc.usc.edu


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