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GARDNEDALE, Alabama - The Gardendale community celebrated its new fire station Tuesday morning at an open house and ribbon cutting event.
The city purchased the property last year to open a second station as part of its mission to ensure all Gardendale residents are within a 5-mile protection area, and city leaders have said they plan to open a third station in the future.
"We had over 700 houses outside the 5-mile fire district, which causes your insurance rates to rise," Councilman Greg Colvert told AL.com last fall. "It was important we got as many people within that 5-mile radius as possible."
Gardendale Fire Chief Clint Doss said the fire department has notified the Insurance Services Office, which rates fire departments.
"If we can get to homes within in 3 to 4 minutes, that's our first goal," Doss told AL.com. "The secondary benefit is by being within a 5-mile radius of these homes that brings their insurance down. We've actually done better than a 5-mile. We've got everybody within a 3-mile radius now, which is excellent."
Once the process of recording the new station is complete, insurance companies who use the ISO rating to determine premiums for residents will receive the updated information. In the meantime, Doss said he could provide a letter verifying that the station is operable and fully staffed for insurance agents already looking to confirm the information.
Fire Station No. 2 is located at 1648 Fieldstown Road on a historical piece of property that once belonged to William Alfred Fields, who settled the Fieldstown community. To save on costs, firefighters remodeled the existing house on the property to serve as sleeping quarters for firefighters. The house also includes an office, kitchen, living room area and laundry room. Also on the property is a new building for fire engines and equipment. During the open house event, the community toured the facilities.
"We couldn't have asked for a better location," Doss said. "I think the people in this area here are going to be glad and excited we're here and we're going to try to be good neighbors."


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A software developer claimed compensation from a supplier for breach of a software agreement made between them. The agreement was based on heads of terms agreed in writing before the final agreement was signed. The heads of terms provided that the supplier was to do certain things, which it subsequently failed to do, but these did not appear in the final agreement.
The final agreement contained an 'entire agreement clause' by lawyers saying it constituted 'the entire agreement and understanding between the parties' and overrode 'all proposals and prior agreements, arrangements and understandings between the parties relating to its subject matter'. The supplier therefore argued that it was not contractually bound to do the things it had failed to do, and the developer had no claim against it.
Courts interpret agreements objectively. They ask what an objective third party with all the background knowledge reasonably available at the time the agreement is entered into – what they call the 'factual matrix' - would understand it to mean.
In this case, the software developer argued that the heads of terms were part of the 'factual matrix' behind the agreement and the court should take it into account when interpreting the agreement. The High Court ruled that the heads of terms were not part of the factual matrix behind the agreement because:
- to the extent they did not have contractual force, they were simply one step in the negotiations leading up to the final agreement;
- to the extent that they did have contractual force, the entire agreement clause meant they were superseded by the final agreement.
The court noted that the agreement did have to be interpreted by reference to the factual matrix, but where a final agreement contained an entire agreement clause (the whole point of which was to make sure the parties' rights and duties were governed by one document) previous heads of terms could not be included in that factual matrix.
Businesses negotiating and signing agreements containing entire agreement clauses should ensure every right or obligation they intend to apply should be expressly set out in that final agreement, and should not rely on previous heads of terms or other documents.
Case ref: Matchbet Ltd v Openbet Retail Ltd [2013] EWHC 3067

subset: commoncrawl


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OXD Warm-up Cream 100ml
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How's this for a Monday morning pick-me-up? I just read that the third Monday of January is the most depressing day of the year. It's called Blue Monday. And it has nothing to do with the phases of the moon or the weather.
By the third Monday, over two weeks of the New Year have passed and you have already lost track of the resolutions you made. Remember those promises to yourself- exercise, read more, spend more time with family, etc., etc. Another new start and you've veered off the path to a successful new year. Humph!
Stop putting yourself down.
Besides, today is only the second Monday of the month.
The perfect day to assess if that resolution was right for you.
If you're finding it difficult to maintain a new behavior, it's because your reason for staying the same as you are is too strong. Ask yourself what you get from not exercising, from watching TV instead of reading, from working or being with friends instead of being with your family. Whatever behavior you resolved to change is too important to your current sense of identity to easily alter it.
In order to bring on lasting change, you must first see yourself as the person you want to become. Imagine every detail of what your life would be like as the person who has made this change. Each time you're tempted to not do what you say you want to do, ask yourself what would your better self do. Bring a clear picture of that you into your mind. You don't have to be accountable to anyone else. "To thine own self be true."
You have the next seven days to practice being that new you.
On Blue Monday you can smile with satisfaction. No reason for you to be depressed.
You are living the dream!
"There is no blue without yellow and without orange." Vincent VanGogh


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California Adult Corrections Officer Core Task
This information was originally published on http://www.cdcr.ca.gov/CSA/STC/California_Adult_Corrections_Officer_Core_Task.html (California Department of Corrections and Rehabilitation). The page is no longer being hosted, so we have restored it in it's entirety to this page for archival purposes.
The following list is provided for the convenience of local corrections agencies and training providers. This list presents the job tasks and responsibilities that have been identified as necessary and important for Corrections Officers to perform their job. The list has been empirically established from research conducted by the California Board of Corrections during the original Selection and Training Standards Project completed in 1982-1985 and the subsequent Standards Revalidation Projects of 1989-1990 and 1993-1994. The Board will be conducting another revalidation project for the period of 1998-2000.
The job tasks noted below are the required statewide core tasks for all Corrections Officers (CO) employed by California's local corrections agencies. They aid in the determination of the basic knowledge, skills, abilities and other personal characteristics necessary to perform the job of a CO in California. Further, the entry core curriculum prepares new employees for the performance of these critical job responsibilities.
The original item number is included in the list. The numbers next to each job task statement are from the original research questionnaire, thus they are not presented sequentially. This is because not every job task statement in the questionnaire (300+ statements) was validated as being a statewide a core task.
Obtain information from transporting/arresting officers and inmates for intake purposes.
Review intake forms and/or court documents for accuracy, completeness, and time limits.
Fill out intake forms/cards.
Pat-search incoming, newly arriving inmates.
Strip-search incoming, newly arriving inmates.
Screen inmates to determine if medical/mental health attention is needed before intake.
Inventory and take custody of inmates' property, clothing, and/or money.
Ensure incoming inmates get to make any required phone calls.
Conduct photographing of incoming inmates/bookings/registrants.
Fingerprint/palmprint inmates/bookings/registrants using "Live Scan" or ink-rolling equipment.
Request and interpret DOJ criminal history (e.g., "Rap sheet").
Supervise showering, delousing and/or decontamination of new inmates.
Issue clothing, bedding, supplies to new inmates.
Prepare inmate identification cards or identification wristbands and give/affix to inmates.
Prepare forms, cards, file jackets necessary to initiate inmates' facility record (e.g., Facility Record Card, Housing Card).
Prepare pre-booking medical screening form.
Run warrant checks on incoming inmates and/or prior to releasing inmates.
Release inmates on Own Recognizance or Cite Release and fill out appropriate forms.
Accept and process payments for bail.
Classify inmates (e.g., according to security risk factors) and assign proper housing.
Provide inmate orientation regarding facilities' rules and procedures, meal schedules, etc.
Verify identity of inmates before releasing.
Complete paperwork necessary for "in-custody" releases (e.g., to another detention facility).
Complete paperwork necessary for "time served" releases.
Verify/review time computation information related to detention.
Turn over property and/or money for releases; get appropriate signatures and record/log.
Verify identity of officer picking up or delivering inmate.
Return or send personal property to inmates on discharge.
Escort inmates individually or in groups to and from locations within facility (e.g., to classrooms, work details, infirmary, interview, visiting, or phone rooms or from holding cells to assigned cell/dorm).
Search transportation vehicles for weapons, contraband, and/or drugs.
Search inmates for weapons, contraband, and/or drugs before and after transporting.
Plan transportation route.
Verify inmates' identity and classification before escorting or transporting.
Transport inmates individually or in groups to and from locations outside the facility (e.g., to other facilities, law enforcement agencies, hospitals, courts, airports, community work assignments).
Transport equipment and/or evidence.
Guard inmates outside the facility (e.g., in hospitals, at funerals, in court).
Conduct vehicle safety check/inspection prior to transporting inmates.
Prepare/update/file inmates' records, roster, housing cards, personal data cards.
Prepare list of inmates going to court by reviewing arrest forms, order detention cards, court calendar.
Review court orders, court disposition, O.R.'s (to determine inmates' detention status); take necessary actions and file court documents/papers.
Review bail bonds to ensure correctness.
Record disposition of inmates' property, clothing, and/or money in appropriate log.
Make security rounds/visual check of inmates.
Log inmate movement in and out of cells and facility (e.g., safety cells, holding cells, sobering cells, transportation, transfers, bookings, discharges, work details, work or school furloughs).
Log non-inmates entering and leaving the facility (e.g., attorneys, visitors, civilian workers).
Maintain list or card file of authorized inmate visitors.
Log inmates' visits.
Record relevant activities and incidents occurring during shift in daily journal or log.
Fill out inspection slips and security check slips.
Do population counts (e.g., weekly count of inmates in facility/area, number of admissions/releases).
Fill out requisition/order forms for facility supplies.
Fill out requisitions for repairs or work requests.
Write reports (e.g., incident, disciplinary, escape, crime, arrest, supplemental).
Account for facility keys; count keys, verify against key log.
Prepare correspondence, inter-departmental memos and other administrative paperwork not specifically related to inmates.
Fill out medical/mental health referral form.
Type reports/forms/correspondence.
Determine visitor's purpose and issue passes/badges to visitors.
Check visitor passes or passes of non-facility personnel entering and leaving facility/cells.
Screen, and if warranted, search visitors or their belongings; deny visit to visitors who do not pass screen.
Supervise contact and/or non-contact visits in order to prevent smuggling of contraband or other unauthorized or illegal activities.
Admit/release visitors, including attorneys, clergy, and inmates' visitors.
Search articles, packages, property, money left by visitors for inmates.
Monitor movement of vehicles within the facility or in the immediate area.
Compare information on visitor authorization forms prior to admitting visitors.
Provide security for non-inmate workers (e.g., maintenance, plumber, etc.) and account for security of tools and equipment.
Count inmates.
Verify inmate counts against roster, log, or computer-listed numbers.
Lock and unlock cells/dormitories and other gates/doors within facility.
Operate main gate(s) or sallyport(s) leading into facility, using a control panel.
Operate and control lights, power, and/or water, for cells/dormitories.
Check to see if each inmate is in his/her proper place; account for location and status of inmates.
Conduct facility security checks (e.g., cells/dorms, cell fixtures, bars, locks, windows, doors, kitchen equipment).
Conduct shakedown of cells/dorms and their contents.
Check/search facility for contraband, drugs, weapons, or other evidence or unauthorized or illegal activities.
Conduct pat search of inmates.
Conduct strip search of inmates.
Patrol areas within facility other than housing (e.g., halls).
Conduct outside/perimeter checks or perform outside/perimeter patrol duty.
Investigate disturbances or suspicious activities.
Identify, seize, preserve and/or dispose of evidence/contraband.
Identify, isolate and preserve crime scene.
Detain inmates who commit crimes in the facility.
Notify sender or receiver of seizure of unauthorized material (e.g., stickers, pornography, Polaroids, gang-related material).
Inspect cells/dorms and other areas for cleanliness.
Supervise cleaning of cells/dorms by inmates.
Supervise inmate workers working in facility areas (sweeping, cleaning, removing trash, working in kitchen, and doing laundry) or using equipment.
Supervise outside work details (e.g., vehicle maintenance, landscaping, road maintenance).
Instruct/train and supervise inmates in the safe use of tools and equipment, and in general safety procedures.
Inspect work equipment and work area for safety.
Observe inmate taking medication.
Record if inmate took or refused to take medication.
Feed/supervise inmate meals in cells or dormitories, verifying tray and/or utensil counts.
Release inmates for meals in dining hall at appropriate times.
Supervise inmate meals in dining hall, cafeteria, housing area, day room or food service area, monitoring and maintaining control, verifying tray and/or utensil counts.
Distribute/supervise distribution of commissary.
Accompany doctors or nurses during their medical rounds or visits to inmate.
Notify and prepare inmates for release or transfer.
Get inmates up and ready for work details, work furloughs, court, or hospitals (e.g., ensure proper dress, apply appropriate restraints).
Conduct/supervise clothing or bedding exchange.
Pass out and account for return of hygiene supplies (e.g., toothpaste, soap).
Supervise inmates' phone calls.
Monitor (e.g., listen to/record) inmates phone calls.
Supervise and monitor behavior of inmates in exercise or recreation room or yard.
Select inmates to be designated as inmate workers.
Recommend/make inmate work assignments.
Supervise inmates in educational, vocational, recreational and other rehabilitative programs.
Supervise inmates in library (e.g., legal library) and issue supplies (e.g., pencils and stamps) to inmates.
Supervise inmates receiving haircuts or cosmetology services.
Open, search, and/or scan and log inmates' mail.
Distribute mail to inmates or collect inmates' outgoing mail.
Observe/monitor attitudes and conduct of inmates, watching for signs of potential disturbance, medical or psychiatric needs, or signs of drug or alcohol use.
Anticipate, monitor, and intervene in dispute between inmates (before a fight occurs).
Break up "horseplay."
Respond to inmate request forms (e.g., inmate grievances, complaints, medical requests, etc.).
Apply "progressive inmate discipline."
Read for inmates (such as documents, legal correspondence).
Conduct surveillance using closed circuit television.
Prevent unauthorized inmate communications.
Advise inmates on institutional regulations, service and sources of information.
Monitor for behavioral characteristics (e.g., violence, gang affiliation).
Videotape critical or potentially critical incidents for documentation purposes.
Notice subtle changes in individual inmate behavior patterns (e.g., change in eating or sleeping behavior).
Notice subtle changes in group inmate behavior patterns (e.g., noise levels, inmate interactions, etc.).
Place and observe inmates suffering from alcohol or drug withdrawal or mental health problems (e.g., placement in safety cells, sobering cells, restraints).
Evacuate inmates from area or facility (e.g., because of fire).
Maintain discipline without causing unnecessary tension in a situation.
Call into control room, post, or switchboard at required intervals.
Talk to officers of the prior or oncoming shift to acquire or pass on information.
Phone or otherwise report count to control, receive the "all clear" for the count.
Request (in writing or verbally) repair (e.g., for plumbing, broken equipment) from appropriate individual or department.
Call control or other appropriate area to inform them of inmate movement (e.g., inmate issued pass to go somewhere, inmates sent to dining hall).
Report suspicious activity inside or outside facility.
Report urgent situations (e.g., assault/fight, medical, fire).
Answer incoming phone calls, provide information (e.g., about facility policies, court procedures, individual prisoners, etc.), route calls, or take messages.
Answer questions/provide information to individuals visiting facility.
Answer questions/provide information to various regulatory agencies and commissions (e.g., Board of Corrections).
Conduct tours of the facility.
Communicate via radio, telephone, or intercom with control, inmates, or other personnel within facility.
Communicate orally with other corrections officers regarding operations within the facility.
Communicate orally with inmates in a language other than English.
Respond to inmates' verbal questions or requests.
Monitor outside radio (e.g., county radio, patrol car radio, transport radio) for information relevant to facility operations (e.g., recent arrests).
Dispatch help in emergencies or disturbances within the facility.
Respond to and dispatch help for emergencies outside facility (e.g., requests for assistance from other law enforcement agencies).
Make announcements/give information over P.A. or paging system.
Communicate directly with court personnel (e.g., court clerk) regarding dispositions, appearances, etc.
Testify in court.
Interview inmates applying to alternative sentencing programs.
Determine an inmate's eligibility for alternative sentencing programs.
Make field checks of inmates in alternative sentencing programs.
Gather information from inmates about conflicts or personal problems.
Informally counsel inmates (e.g., regarding conduct, discipline, etc.).
Conduct communications checks (such as with designated posts or radio systems).
Instruct/train inmates in learning work-related skills not related to custody jobs (e.g., sewing, janitorial).
Conduct on-the-job training for new correctional personnel.
Give instructions/directions orally to individual inmates.
Give instructions/directions orally to groups of inmates.
Conduct formal or structured counseling sessions with inmates individually.
Conduct on-the-spot (crisis intervention) counseling with inmates.
Maintain radio contact with units in the field; dispatch units as necessary.
Verbally discourage "horseplay."
Pursue inmates on foot (running).
Walk or stand for long periods of time.
Sit for long periods of time.
Run to the scene of a disturbance or emergency.
Operate electronic gates, doors, or locks manually when the electronic mechanisms fail.
Physically subdue or restrain a resisting inmate by yourself.
Physically subdue or restrain a resisting inmate with the help of one or more other corrections officers.
Physically subdue or restrain an attacking inmate by yourself.
Physically subdue or restrain an attacking inmate with the help of another correctional person.
Physically separate two fighting inmates yourself.
Physically separate two fighting inmates with the help of another correctional person.
Defend self against an inmate armed with a weapon.
Disarm and subdue an inmate armed with a weapon.
Search areas for contraband that are not easily accessible (e.g., under beds; in, behind, and around large equipment, vehicles).
Carry heavy objects (e.g., disabled/unconscious inmate or piece of equipment).
Lift heavy objects (e.g., disabled/unconscious inmate or piece of equipment).
Drag heavy objects (e.g., disabled/unconscious inmate or piece of equipment).
Push hard-to-move objects by hand (e.g., piece of equipment).
Pull self up over obstacles.
Jump over obstacles.
Use body force to gain entrance through barriers (e.g., locked doors).
Climb up to elevated surfaces (e.g., roof).
Jump down from elevated surfaces.
Balance self on uneven or narrow surfaces.
Crawl in confined areas (e.g., attics).
Climb through openings (e.g., windows).
Secure and segregate inmates who commit crimes in the facility.
Handcuff a non-resisting inmate.
Handcuff a resisting inmate.
Apply other restraint devices (e.g., leg irons, travel chains, belly chains, leather restraints, etc.) to a non-resisting inmate.
Apply other restraint devices (e.g., leg irons, travel chains, belly chains, leather restraints, restraint chair, restraint wrap, etc.) to a resisting inmate.
Climb one or more flights of stairs.
Run up one or more flights of stairs.
Run down one or more flights of stairs.
Climb up and down stationary ladders.
Climb up and down extension ladders.
Perform cell extractions.
Operate "man-lift" equipment.
Defend oneself or others using lethal force.
Defend oneself or others using less lethal force (e.g., sting ball, taser, .37mm, OC spray).
Listen for unusual sounds or sounds that may indicate illegal activity or disturbance (e.g., whispering, scuffling, sudden quiet or change in noise level, horn honking, rattling of chain link fence).
Watch for indications of illegal activity or disturbance in relative darkness.
Watch for indications of illegal activity or disturbance in normal lighting.
Perform CPR.
Render first aid other than CPR.
Investigate accidents or crimes that occur within the facility (e.g., conduct interviews of witnesses and suspects).
Make arrests or charge inmates or others (e.g., visitors) who commit crimes within the facility.
Attend and participate in training programs, classes, and seminars.
Conduct formal individual or group training programs, classes, or seminars for correctional personnel.
Attend staff meetings or confer with supervisors concerning facility operations/functioning.
Serve on inmate disciplinary review boards (to review recommended disciplinary action before it is administered to inmate).
Assist in search for missing/escaped inmates, inside or outside of the facility.
Respond to emergencies (e.g., call for backup).
Extinguish or help extinguish fires.
Read internal memos, correspondence, reports, emails.
Read daily journal/log.
Read facility rules, procedures, regulations, and other formal written materials relevant to job performance.
Read court documents and other legal documents (e.g., penal code).
Act as court bailiff.
Give assignments and/or instructions to correctional facility support personnel.
Follow oral instructions from supervisors and others.
Observe the work of other facility personnel and give feedback directly to the individual.
Coach, train, or assist in training non-correctional personnel (e.g., medical staff, booking clerks).
Schedule the work of other detention facility personnel.
Gather information necessary to effect administrative and disciplinary transfers.
Establish inmate informants.
Obtain and secure urine samples.
Make suggestions regarding changes in policies, procedures, or rules.
Clean up and dispose of contaminated or hazardous material (e.g., blood, broken glass, feces).
Requisition and stock jail supplies.
Maintain and/or periodically update handbooks.
Conduct on-the-job training for new correctional personnel.
Drive an automobile other than to transport inmates.
Drive other vehicles (e.g., pick-up trucks, shuttle carts), other than to transport inmates.
Conduct closed circuit video arraignments.


text:
Curriculum 2019/2020
|1st Semester
|2nd Semester
|Corporate Financial Strategy
|Logistics and Supply Chain Management
|Data Analysis for Management
|Strategic Human Resources Management
|Planning and Marketing Innovation
|Optional Courses
|Advanced Accounting
|Optional Courses
|Strategy and Corporate Development
|Optional Courses
|Research Seminar in Management
* Provisional and subject to a minimum number of students
The 1st year of the Master in Management is a full-time system, generally with classes in the morning or afternoon, depending on the decision made by the director of the Business School and the director of the Master programme.
Academic Year 2019/2020
1st Year
|1st Semester
|Welcome Day
|02 September 2019
|Kick-Off Activities
|02 - 06 September 2019
|Period of Lectures
|Christmas Break
|Exams 1st Term
|Exams 2nd Term
|Second Chance Exams
|2nd Semester
|Period of Lectures
|Carnival Break
|Easter Break
|Exams 1st Term
|Exams 2nd Term
|Second Chance Exams
Note: Some exams may be done during the courses period
2nd Year
|Research Seminar
|September to December 2020
|Delivery no later than 30th September 2021
Note: some changes can be made yet to the calendar. Students should NOT book their flight back before knowing the exact dates of all examinations, including Second Chance exams.
In the scope of this programme, ISCTE Business School provides a Welcome Day to its students, which consists in a Welcome Session with the Dean of the School, all of the Directors of masters, and a presentation from ISCTE Junior Consulting, ending with a guided visit to ISCTE's facilities.
The best and most memorable programmes are distinguished from the first moment. ISCTE Business School organizes the first day of classes for team building activities that since the beginning of his academic life, the true freshmen create team spirit and friendship.
These activities will allow the student to:
- Get to know your colleagues in a relaxed and friendly environment enabling contact and networking;
- Discover IBS reality, the environment, infrastructures and support services;
- Start the process successfully of changing a high school student to an undergraduate student mind-set;
- Realize the new challenges that expecting a student of Masters and their professional opportunities and contact with the testimonials from alumni.
Photo Reportage Welcome Day IBS 2013/2014
IBS Mentoring Programme is a personal development project, reserved for our best Masters Students. Through this programme, they can contact a former IBS Student.
The aim of this programme is to allow students to complement their academic background and training at ISCTE Business School with a better knowledge of the economic and business reality where they will integrate in the near future.
With their mentors, students have the opportunity to discuss their academic progress and career prospects, and benefit from their recognised professional experience that will help them clarify many of the most pressing issues.
For more information about IBS Mentoring Programme, contact firstname.lastname@example.com
Event Photo Report IBS Mentoring Programme 2014 >
Tiago Gonçalves, IBS Mentor
Manager planning and controlling management at EDP innovation and EDP ventures
BSc in Management 2006
"On a personal level has been truly rewarding to contribute in some way, through my career, experience and knowledge for a whole new generation of managers. It is certainly an enriching experience for Mentors, forcing them to resume contact with life and academic difficulties and concerns that students face today.
Companies Represented (Edition 2016/2017)
This programme also offers the students the opportunity to participate in unique activities such as the Kick-off weekend in Sesimbra at the beginning of the first term, a weekend in the Portuguese Navy Leadership School Experience, and finally a mid-week in Barcelona with the opportunity to further develop business skills.
Tuition Fees for National and EU students 2019/2020
|1st Year
|€ 5.750
|2nd Year (dissertation/project)
|€ 1.600
Tuition Fees for students outside of the European Union * 2019/2020
|1st Year
|€ 7.000
|2nd Year (dissertation/project)
|€ 2.800
The fee for each year can be paid at once or in installments.
For the 1st Year:
|1st installment
|€ 750
|in enrollment
|2nd installment
|€ 625
|until 15 October 2019
|3rd installment
|€ 625
|until 15 November 2019
|4th installment
|€ 625
|until 15 December 2019
|5th installment
|€ 625
|until 15 January 2020
|6th installment
|€ 625
|until 15 February 2020
|7th installment
|€ 625
|until 15 March 2020
|8th installment
|€ 625
|until 15 April 2020
|9th installment
|€ 625
|until 15 May 2020
This tuition includes:
- Free access to all IBS facilities and general services.
*The international student status is applied to students who:
- Are not nationals of a Member State of the European Union;
- Have foreign nationality different from that of a Member State and are legally resident in Portugal for less than two years, uninterrupted, on August 31 of the year in which they wish to join the ISCTE and children residing with them legally **;
- The nationality is not an African Portuguese speaking country, PALOP (As Deliberation of the Board of Management of ISCTE-IUL).
International Students must pay the whole tuition fee each year in a single lump sum at the enrolment.
** For residence time score effects in Portugal, does not fall time with a residence permit for study.
The application of international students to the masters of ISCTE-IUL is done online through the same portal as national students acess.
Rewarding Excellence
The ISCTE Business School strives to promote and develop a culture of merit. In order to highlight and reward the best students, and to value their individual effort and performance, the School has created incentives and goals for our students to strive towards.
Admission Awards*
Students who have concluded a Undergraduate Degree in an international or national university with at least one of the three international "Triple Crown" accreditations (AACSB, AMBA or EQUIS) and with a GPA (Grade Point Average) of between 15 and 20, on a scale of 0-20 are eligible to the Admission Award.
The Admission Award is indexed to the GPA as per the following table:
Undergraduate Degree GPA**
Admission Award
15 (on a scale of 0-20)
20% of the 1st year's tuition fee
16 (on a scale of 0-20)
40% of the 1st year's tuition fee
17 (on a scale of 0-20)
Full tuition fee of the 1st year's Master Programme
** Students from International universities should submit their final classification to the conversion rule between ECTS echelons and the classification scale of the ISCTE Business School (from 0 to 20), according to the following:
"A" – Final classification between 16 and 20; "B" – Final classification between 14 and 15; "C" – Final classification of 13; "D" – Final classification between12 and 11; "E" – Final classification of 10; "F" – Final classification of 9 or below. Students whose evaluation on the above scale places them between two points should be given the award indexed to the lower evaluation.
To be eligible for the Admission Award, students must be accepted for a Full-time Master Programme managed exclusively by IBS.
The information herein is additional to the general rules of ISCTE-IUL which should also be read carefully.
See the regulations here.
*Subject to approval
Best Student Award
The ISCTE Business School awards a prize of €1,500 to the best student in each IBS Masters Programme.
For further information, please contact the IBS Masters Programmes office:firstname.lastname@example.com
Among the alumni of 2014:
- 89% got their first job within a period of three months.
- 8% got an international position.
The MSc in Management has an employment rate of 100% in a period of 12 months after completion of the Programme. The sectors most frequently recruit Masters graduates are Consulting and Audit, Industry & Energy, Banking, Insurance, Telecommunications, HR Consulting, Distribution and Retail. Some companies closely targeting Masters graduates are:
EDP, EY, Deloitte, PwC, Capgemini and BDO.
Some of the companies that hire masters students of IBS:


text:
400W Wind Turbine Generator
Rated Power: 400W
Nominal Voltage: DC12-24V
Service Voltage: DC12-24V
Cut-in Wind Speed: 2.5m/s
Rated Wind Speed: 10.5m/s
Maximum wind speed: 35m/s
Rated Rotate Speed : 800r/min
battery capacity: 200AH-400AH
Output Voltage(AC): 110-220V
control system: Automatic fan dedicated controller
Inverter: Pure Sine wave Inverter
Generator style: Permanent-magento-phase A.C
Fan blade quantity: 3pcs
Wind leaf material: Carbon fibre composite
Rotor diameter: 1.2M
Tower diameter: Suggest more than 80 mm
Altitude of towe: 4.5M-10M
Pole diameter: out diameter 7.4cm, inner diameter 5.3cm
Net weight: 17.64lbs (8kg)
Packing: 27.1*14.4*8.3in (687*365*210mm)
100W Poly Solar Panel
Related power: 100W
Maximum/Peak Voltage(Vmp): 21.6V
Open Circuit Voltage(Voc): 18V
Maximum/Peak Current(Imp): 6.11A
Short circuit current (Isc): 5.55A
Output Tolerance: ±3%
Temperate coefficient of Isc: (0.10+/- 0.01) %/℃
Temperate coefficient of Voc: – (0.38 +/-0.01) %/℃
Temperate coefficient of power Voc: -0.47%/℃
Temperature range: -40℃~+80℃
Frame: Heavy duty aluminum
Guarantee of power: 90% within 10 years, 80% within 25 years
Defective Warranty:5 year warranty against material and workmanship
Kind of glass and its thickness: Low Iron, high transparency tempered glass of 3.2mm
SLA Battery Voltage: 12V
Size: 46.8*21.4*1.4in (1189*543*35mm)
Package Included:
1pc 3-Blades Wind Turbine Generator with Hybrid Controller
1pc 100W Poly Solar Panel with MC4 Connectors
1 pair MC4 Connector with 12cm Wire (which for connect the solar panel and controller)
Generally shipped in two shipments from our American warehouse, the hybrid controller is included in the turbine package.
The controller is 12v/24v autodetect, please connect the battery to the controller firstly, and then connect the solar panel and wind turbine with the controller.
Hybrid controller setting mode: 0 ≡, 2 0, 3 0, 4 8, 5 8, 6 0, 7 1, 8 A, U N.
To make this system complete, you need some electric cables (14awg suggested) to conect the wind turbine and solar panel to the controller, also you need a battery to store energy and power your appliances.
This system doesn't come with a pole, we suggest you buy one in local place. Height of tower/pole: 4.5m-10m, pole diameter: 7.4cm – out diameter, 5.3cm – inner diameter.
Frequently Bought Together
This item: ECO-WORTHY 12 Volt 500W 500 Watt Wind Solar Power System: 1pc 12V/24V 400 Watt Wind Turbine Generator + 1pc 12V 100 Watt Polycrystalline Solar Panel+ 1 Pair MC4 Connectors with 12cm Cable$442.00
ECO-WORTHY 100 Watts Polycrystalline Photovoltaic Pv Solar Panel Module 12 Volt Battery Charging for Rv Boat Caravan$117.00


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Book for 2 weeks volunteering or more by November 30th 2017 and we offer you 45€ discount. Fill in the booking request form or email us for more information. This offer is valid only for new bookings and we require a deposit of 150€ to be paid to confirm the booking.
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I was on the UIL Spelling team in his school (nerd alert). I walked in for an exam once and sat next to my classmate. She informed me that I couldn't sit next to her. I thought she was joking, so I responded in my bitchiest tone, "Whatever, Jennifer. I don't want to sit next to you anyway." She stared at me with a slight look of disgust. And though this was not a look I was entirely unaccustomed to coming from a female, I quickly realized that she'd been serious.
So, yeah. A high school academic competition probably isn't the ideal place for humor. And that's an important distinction that people often don't think about. Space can be just as important as content when it comes to comedy.
As an audience—and we're all audience all the time, but more on that later—we go into every new situation with a set of predetermined expectations. Stuffy academics (like me, sometimes) call this Audience Expectancy, and it's actually closely related to the "frames" I wrote about a couple of weeks ago.
Basically, when you walk into a comedy club, you expect to laugh. Therefore, you're more inclined to laugh. Even at things that aren't necessarily that funny. But you want to laugh. And in that case, you probably even paid to laugh. So dammit, you're gonna laugh!
And if you're about to take a test you've studied your ass off for, you probably won't find much of anything funny.
Of course, there are always exceptions. After all, laughing is a way to release tension. But there still needs to be an element within your expectations that allows for the possibility of finding something funny.
Some of this depends on the individual. People have different senses of humor. I'm one of those people that is inclined to try and find the humor in everything. Other people are more serious.
One of the things that increases the expectancy for humor is the security of the space. A comedy club is safe, because you expect to be challenged by humor. So you're more geared to adjust that frame and laugh.
The same works for TV. Sitcoms, short for situational comedy, are funny at least in part because we typically watch them sitting on our couch. It's safe, so we're more inclined to be receptive to humor.
Beyond just the feeling of safety, company is also important. Laughter is cathartic, but it's also a unifying action. It's an indication that we're all OK.
See, our inclination toward safety goes beyond the physical space into the psychological, as well. We naturally want to get along, and acknowledging to others that we're all in on the joke is important. This is again in play with the comedy club, but it works in other places, too. You may be alone when watching the latest episode of Brooklyn Nine-Nine, but the next day at work when you're talking about it "around the water cooler," or any other requisite space where you gather with co-workers and friends, you re-hash the jokes from the show to confirm that, in fact, yes it was funny and we're all OK.
Of course, this concept extends beyond just how we look at comedy. We spend so much of our life just trying to get along that we almost go into autopilot sometimes. And that's the point here.
Being aware of why we laugh can make the laughs much better and more meaningful. It can help the truly funny stuff stand out.
Because, here's the deal. We've all been out at the comedy club and heard that comic who gets most of his laughs from dropping an f-bomb in the middle of the joke. It's cheap. Bad language makes us snicker, but it's not actually funny…unless, of course, it's used as a perfectly placed punctuation to a joke. But, in general, there are a lot of people out there who get laughs simply by trying to shock it out of people.
For audience and performers both, thinking about why we laugh, and what causes us to laugh, can improve laughing. It holds all of us to a higher standard and, hopefully, raises the level of our comedy.
Look at TV comedy. Seinfeld found humor in the everyday mundanity of our lives. Key & Peele and Inside Amy Schumer particularly show what happens when the boundaries are pushed just perfectly. There is some language and racy subjects, but they're still hemmed in by network standards, so it makes them have to get laughs through the content more than the shock of broaching a taboo issue.
It's a subtle thing, granted. But thinking about the places we laugh and what expectations we bring to those places can enhance our understanding and appreciation of humor. And that increases our identification and inclusion. For anyone practicing comedy, whether in improv, stand-up, or acting, knowing how to use this to your advantage can take your performance to an entirely new level.
Think about audience. How are we an audience? What does it mean to be an audience? It's about connection. So, connect with your audience. It doesn't take much scrolling through BuzzFeed listicles to see that we all deal with the same crap day in and day out. So, use that and the audience's desire to laugh to achieve new heights in comedy.
The Top Five Places I Laugh the Most
- Dallas Comedy House (of course)
- At the bar with my friends
- Listening to the Ticket
- My apartment
- The Margo Jones Theatre
Kris Noteboom is a Level 2 student at DCH. He is working on his PhD, with a focus comedy. He went on a mini tour this summer performing his comedic one-man show, And Then I Woke Up.


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Well today has been good so far. I get to get out of the house today. Yay!! Also I get to see family. Umm I started my workout the other day. It felt good, the only problem is that Husby bought cheesecake. My 500 calorie kryptonite. I hope I can get through this week without eating too much hehe…
Cheesecake is my Kryptonite, too. It's soooo yummy! 🙂 I've been refraining from sweets pretty well, but then I forgot about some girl scout cookies I ordered a month ago. My kids are helping me eat them so I don't eat them all by myself!


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We replace existing crowns and fillings with restorations that look and feel like your natural teeth.
Most dentistry looks like dentistry, however our goal is to provide dentistry that is undetectable. We are renowned for the quality and longevity of our work.
When damage to a person's teeth is extreme, and seemingly beyond repair, they can often be rehabilitated to its original form and function using porcelain or porcelain fused to metal crowns.
How long does it take to fit a dental crown?
Fitting a crown requires three visits to our office. Initially, we will remove decay, shape the tooth, and fit it with a temporary crown of either plastic or metal. On the subsequent visit we will remove the temporary crown and take a final impression. Finally, we will cement the permanent crown into place and you will leave with a beautiful, natural looking tooth.
Benefits of Crowns
- Replaces missing teeth
- Offers support to misshapen teeth or badly broken teeth
- Looks completely natural
- Addresses "smile" and functional chewing problems


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High Court rules in favour of QEII National Trust
Media release
27 February 2014
High Court rules in favour of QEII National Trust
A High Court judge yesterday ruled in favour of the QEII National Trust in a case that took Canterbury farmer R H Wobben of Netherland Holdings Limited to court for breaching an interim injunction order. The order was issued to prevent him causing ongoing damage to covenants on his property.
The purpose of the injunction was to "hold the fort" while the Trust progressed its claim to restore woodland covenants that Mr Wobben extensively damaged early in 2013 by clearing large areas.
The Trust was forced to apply for the interim injunction order after Netherland Holdings Limited failed to adhere to a written agreement to stop further damaging activity in the covenants while restoration steps were being agreed. It subsequently lodged an application with the High Court after it obtained clear evidence that Mr Wobben was ignoring the injunction conditions.
Netherlands Holdings Limited's actions have severely damaged one of the last remaining pockets of undisturbed kanuka woodlands on the Canterbury Plains. Kanuka woodlands are only found in semi-arid, low nutrient environments such as the Canterbury Plains. Due to pastoral development, 99.7% of this type of woodland ecosystem has been lost here.
The primary objective of the Trust's action is to defend the covenant agreement and secure the restoration of the rare woodland remnant.
The Trust was able to prove that Mr Wobben was operating irrigation equipment in the covenant and had applied fertilizer to parts of it. Both actions are very detrimental to the natural conditions required for the restoration and regeneration of the damaged covenants and directly violated the court injunction.
Justice Rachel Dunningham found that
the defendant was in contempt of the Court by "repeated
and deliberate breaches of the order".
"I have no doubt that this was conduct which was wilful, reckless or contumacious on the part of the defendants.
"Mr Wobben
should be in no doubt that imprisonment is an available
option to punish a wilful or reckless disobedience of a
Court order," Justice Dunningham said.
Justice Dunningham recognised that the Trust's action was taken only after its strenuous efforts to come to an agreement with the landowner to halt damaging activity and reinstate the covenants had failed.
"It is an aggravating feature of this case that the Trust has had to escalate its response to the alleged breaches of the ... covenants, from informal advice, to formal undertakings and then to seeking interim orders from the Court," she said.
Trust Chair James Guild said the interim case has reinforced the Trust's position as the perpetual trustee and defender of open space covenant agreements.
"While we are still to have our day
in court for the original covenant breaches, this interim
case shows that the measures we have had to take to defend
the covenant are legally justified, and breaches of court
injunctions issued on our behalf are taken seriously and can
have serious consequences.
"We look forward to the day when work to restore this rare woodland ecosystem can start in earnest," Mr Guild said.
The case seeking full restoration of the covenanted areas is still to be heard in the High Court later this year.


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Leonard Lee
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Empathy is a huge word in therapy. It is touted as the cornerstone of emotional intelligence—a key ingredient in developing and maintaining satisfying relationships. Therapists need empathy for clients. Clients often intentionally or secondarily develop empathy for other people in their lives.
Empathy may very well be the driving force behind why some people choose a career in the mental health field. It is a great quality that predicts many positive outcomes. It is inversely related with perceived levels of loneliness, and highly correlated with prosocial behavior. Empathy helps us connect deeply with others. And when it comes to long-term change in therapy, empathy isn't enough.
Andrew Solomon's book, Far from the Tree, contains great evidence that empathy and understanding does not cross all areas of difference. Even while our own experiences of oppression, isolation, bullying, and marginalization can develop our capacity for empathy and enhance our ability to see parallels in pain, our pains are not the same. Empathy is not our end goal. It is not our last stop.
Empathy depends on our existing capacity to understand another person. It depends on having enough personal experiences which we can compare to another person's experiences. Regardless of how skillful we are with empathy, we can never fully understand another person's experience. For example, a pregnancy can be a cause for great celebration, great despair, or anything in between. A loss of a job may be experienced as liberating. Our emotions are often complex and layered. We experience things uniquely. A woman may experience various degrees of sexism and sexual harassment, just as a Person of Color may experience various degrees of racism and systematic oppression. These experiences vary and sting in different ways. Empathy is great for having compassion and tolerance for differences--especially in the people we already love. And even in the people we love, we can misunderstand and miss their pain entirely.
But what about acquaintances and strangers? Empathy is much harder to activate for a random passerby. Imagine the person who cut you off on your commute today, or the person you saw kicking their dog or yelling at their child. Imagine the person in the wheelchair with a can in their hand on the street corner, or the traveling musician busking for money downtown. Imagine someone with schizophrenia or autism or pedophilia. Imagine someone so different from you that you feel that twinge of aversion and repulsion. Does your empathy still reach that person?
If therapy's aim is to provide healing, then we must consider where empathy falls short. We must look at the lines we do not cross regarding power, privilege, and oppression. We must explore the spectrum of rejection, tolerance, and celebration. Then we can begin to address the intergenerational trauma that is carried from oppressive experiences like racism and the Holocaust--both of which have demonstrated long-term negative health and mental health impacts. Undoubtedly, audism (yes, that is spelled correctly), transphobia, and mental health stigma can have similar impacts.
As a therapist I make a point to read articles and blogs by people from various backgrounds and perspectives. It is a practice that helps me develop my understanding and empathy for people with experiences outside my own reality. Theoretically, this will enhance my capacity to sit with any client who comes into my office. Ideally, understanding and listening to various perspectives and experiences will enable me to conduct sessions non-judgementally, regardless of any conglomeration of symptoms, complaints, behaviors, attitudes, and beliefs that a client presents. A couple of weeks ago, I read this article on why empathy won't save us in the fight against oppression.
Here, Hari Ziyad (also quoted above) points out
"But the belief that empathy can solve the world's ills relies on the idea that we are all similar enough that someone else's pain can be understood through the understanding of our own.
What happens when we do not understand our own pain? What happens when we really are different, and substantially so? What happens when those differences cannot be understood? Or, at least, what happens before those differences can be understood?"
Hopefully, in this case, you can see a counselor who has exceptional practice in his/her/zir own pain and the capacity to be with someone else's pain without denying it, minimizing it, or judging it. Hopefully, you can find someone who will believe your pain, even if they do not comprehend it.
Whether you are a therapist, a therapist-in-training, a client in therapy, or a human interested in self-growth, empathy is a critical part of your ongoing emotional intelligence. It is also critical to continue to examine and challenge your assumptions, biases, fears, and internalized stigmas regarding who has value and what makes them valuable. As Michelle Alexander addresses is The New Jim Crow: Mass Incarceration in the Age of Colorblindness, which of your values and judgments justify legal, social, and economic boundaries between "us" and "them"? Remember that person you called to mind earlier, the one who elicited your aversion? This is when our empathy takes a back seat, no longer activating our mirror neurons.
Luckily, mirror neurons are activated through consistent interaction and eye contact. Therapy, therefore, can be a be a new frontier for moving beyond empathy. When you are in a therapy office, sitting across from another human, you have a unique opportunity to engage with someone who is entirely similar and entirely different from you. Whether you are therapist or client, take this opportunity to breathe and to engage with the humanity in the person across from you. Regardless of the difference, confusion, frustration, joy, relief, and support that arises in the therapeutic relationship, return to the humanity in yourself and the person across from you again, and again. It is an art and a practice. Breathe, notice, and return.
*Note for clients: If your therapist does not have the capacity to stay present with your pain, especially if you identify with one or more marginalized identities, call them out and/or find a new therapist.
*Note for therapists: If your client identifies with one or more marginalized identities and expresses a lot of anger and pain, it is not personal. If it is too much for you, get supervision and/or refer them to another therapist.


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This volume continues documenting the well-known excavations at Morgantina, a Greek town in central Sicily, in a presentation of the largest body of coins ever unearthed at an Italian site and published as a group. The excavations, conducted by Princeton University, The University of Illinois, and The University of Virginia between 1955 and 1981, produced nearly 10,000 identifiable coins--most of the them of Sicilian Greek and Roman issues, struck before the end of the first century B. C.. This numismatic evidence not only made possible the initial identification of the site as Morgantina, but has subsequently opened the way to reconstructing the history of early Roman Republican coinage and the bronze coinage of Greek Sicily. The catalogue presents a full list of the coins found at Morgantina through the 1981 season, with discussion of significant issues and illustrations of 679 specimens. A complete corpus and study of the coins struck at Morgantina is also included.Butt, T. is the author of 'Morgantina Studies', published 1989 under ISBN 9780691040134 and ISBN 0691040133.[read more]
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Las Vegas City Council approves $498 million tentative budget
The tentative budget approved Monday by the Las Vegas City Council was described by Councilman Bob Coffin as "a conservative budget that accomplishes much of what we wanted, but not all." The city will spend $9 million more than it takes in, or $498 million. That's a deficit of $2 million more than the current fiscal year which ends July 1.
The tentative budget approved Monday by the Las Vegas City Council was described by Councilman Bob Coffin as "a conservative budget that accomplishes much of what we wanted, but not all."
The city will spend $9 million more than it takes in, or $498 million. That is a deficit of $2 million more than the current fiscal year, which ends July 1.
Without last year's fee increases, according to City Manager Betsy Fretwell, the $7.1 million deficit would have been more like $15 million. Nevada requires a balanced budget for governments, so the $9 million will come out of the nearly $100 million in city reserves.
Most of the fee increases have been in the area of parks and recreation, building and safety, and business licensing. Some of the fees hadn't changed in 30 years.
Improving the speed of granting business licenses is one goal. "With streamlining, we're performing better than before and we're making significant investments in technology to make sure we can continue that. We're changing how fast you can get your business licenses so people continue to start their businesses here," Fretwell said.
The budget doesn't take into account any additional revenues or expenditures that would occur if the city licenses medical marijuana operations.
"Business licensing doesn't have the staff to handle medical marijuana licensing," Fretwell said, but she noted that any additional staff additions wouldn't start until July 1, the start of the fiscal 2015 year.
Salary and benefits makes up 53 percent of the city budget, and another 26 percent goes to fund the Metropolitan Police Department. That doesn't include an extra $1.6 million that Clark County Chairman Steve Sisolak suggested the city could contribute to add a total of $5 million to the police budget.
Capital improvements take a hit with $66.5 million requested but only about $47 million approved. The $19.6 million that isn't funded would be for roads, floods and public safety.
The enhancements of $7 million includes hospital transports by the Las Vegas Fire Department, recreation fees, municipal court, business license and building and safety, according to the report presented by the city's new finance director, Venetta Appleyard.
Sixty-one new or restored positions will be added, with 30 of them in public safety. The largest boost is hiring 16 corrections officers for the isolation unit in the city jail and 12 firefighters for the new Fire Station 108.
No one from the public commented on the tentative budget, and the final budget hearing will be held May 20 so there is still time for the public to have a voice in the budget.
The municipalities must file their final budgets with the Nevada Department of Taxation by June 1.
Contact Jane Ann Morrison at firstname.lastname@example.com or 702-383-0275.


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text: BUSINESS Guiding the interactive change 4:00 AM PST 11/14/2006 by Empty , AP FACEBOOK TWITTER EMAIL ME Gemstar-TV Guide's Battista high on programming, Web future With hundreds of television channels and millions of online videos vying for the attention of consumers, Richard Battista, CEO of Gemstar-TV Guide International Inc., figures his company is in the sweet spot. After all, what better place for people to turn when making their viewing choices than TV Guide? Besides the recently remade iconic guide, the company's assets include the TV Guide Channel and Web site and its interactive programming guide. Battista recently spoke with The Hollywood Reporter West Coast business editor Paul Bond.The Hollywood Reporter: You talk of investment in exclusive programming for your TV Guide Channel. What kind of money are we talking about?Richard Battista: We don't disclose detailed programing costs for our shows. This year we had a 25% increase in our programming and marketing budget versus last year, and last year we spent 25% more than the year before. We changed basically the entire programming format of the network. … Two years ago, we made a concerted effort to create 30-minute and one-hour programs that cover the world of television.THR: How about advertisers?Battista: Historically, the channel got OK advertising, mostly infomercial and direct-response advertising. We said, again, if we create original programming that's about television, we can significantly enhance the ad opportunities. Now we have full-blown advertising coming from a number of blue-chip brands.THR: What are your highest-rated shows?Battista: The red-carpet specials with Joan and Melissa Rivers each year.THR: You've said TV will change more dramatically in the next 10 years than it did in the entire last generation. How will it change and how will you make money from those changes?Battista: We believe the world of guidance in television and media is more important than ever … there are more options than ever. Given that, what better company than TV Guide, which defined television guidance 53 years ago? What better brand than ours to help people navigate in this new world?THR: Which companies or industries will not recover from disruptive digital changes?Battista: In some ways, it's creating a renaissance. In broadcast TV, they have more competition so we have to raise their game. Obviously, the DVD market may change over time … but outside of that, the pie is getting bigger and creating more opportunity.THR: You've made moves into wireless phones and iPods. Where is the revenue potential for you there and what do consumers really want to do on their cell phones in regard to television?Battista: We're taking our guidance mission and placing it on new platforms. As it relates to mobile, Step 1 is that you're able to access your interactive program guide from your mobile phone. If you love "24" and forgot to TiVo it, we'll give you the ability from your phone and, for that matter, from the Web site.THR: You've relaunched TVGuide.com and purchased JumptheShark.com. How has your business improved since those online moves?Battista: One of the major themes for relaunching the site was to make broadband and video much more prevalent. Before we changed the site, we would get 15,000 streams per day of people watching video. We've been averaging 750,000 since we relaunched. … We've also become like IMDb.com on steroids. If you type in "24," you'll get where it's showing in your market and be able, in early 2007, to click it and record it. We'll have video that we created about "24" and also third-party video. … We'll have every TV Guide cover that we've ever done related to the show and an episode guide for every episode. And everything else IMDb.com has.THR: In Europe, teletext on TV screens is a news and information service where you hit a button on your remote and get news, sports results, etc., by typing in certain page numbers, all onscreen. Is Gemstar doing anything in that arena?Battista: We are beginning to look at the world of interactive applications. We're working with a major MSO. Not exactly like you said, but the idea that, if I'm watching the TV Guide Channel and I want to know what movies are on TV tonight, I can click a button and the 20 movies will pop up. And by the way, of the 20, here are the five that we recommend most and you can read a quick synopsis and review of each. You'll see us soon announce some more interactive applications related to the channel. It's an obvious place to go. FACEBOOK TWITTER EMAIL ME Empty firstname.lastname@example.com @thr AP firstname.lastname@example.com @thr


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Bomber's Moon is a critically acclaimed new play about hidden memories, dark secrets and the nature of faith. Former RAF gunner Jimmy and his new care assistant, David, have both been through the wars – and both have the scars to prove it. Whilst Jimmy is facing his final battle, against old age and infirmity, David is desperate to build a new future and lay his past to rest.
As Jimmy's memory increasingly snaps him back to the adrenaline-fuelled terror of his WWII bombing raids, and David's new found faith is tested to breaking point, both men fight for a lasting peace that's not easily won. This bittersweet tour-de-force, full of gritty realism and jet black humour, will be the first Belgrade production of the new autumn season.
Written by William Ivory, whose recent successes include the screenplay for the film Made in Dagenham and his TV adaptation of D. H. Lawrence's Women in Love.
Age recommendation: 14+ (contains very strong language)
Post Show Discussion: Thurs 22 Sept
Join us for a free post show discussion with director Matt Aston and the cast.
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"Bomber's Moon is explosive theatre… a touching, funny, memorable piece. This unflinching drama is William Ivory on top form." ****
— The Birmingham Post
"An unbeatable two-hander tour-de-force… offers wonderfully wicked black humour and utterly compelling performances from Paul Greenwood and Tim Dantay." ****
— The Coventry Telegraph
Read full review here
"…engrossing, beautifully-made play… excellent direction from Matt Aston."
— The Stage
Read full review here
"This play is strikingly powerful." ****
— Remotegoat
Read full review here
"Both men give towering performances of great emotional integrity." ****
— The Public Reviews
Read full review here
Video: Watch our audience review Bomber's Moon
We asked our audience what they thought of Bomber's Moon - watch audience members Doreen Foster, Shirley Fossett, Richard Elms and Pat Lester give their revi... Read more
Video: James Farncombe talks about the lighting design for Bomber's Moon
We caught up with James Farncombe, the lighting designer for Bomber's Moon to find out what we can expect from the lighting throughout the show and how him and... Read more
Bomber's Moon Production Photographs
Here are some production photographs from Bomber's Moon, taken by Alan Fletcher when it was staged at Nottingham's Lakeside Arts Centre last year. We'll be... Read more
Director Matt Aston talks about Bomber's Moon
Watch this interview with Matt Aston, director of Bomber's Moon to find out more about the play and what he has in store for the actors during the first week o... Read more
An interview with William Ivory, writer of Bomber's Moon
We caught up with William Ivory, the writer of Bomber's Moon to find out more about the play and what inspired him to write it. Read more


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About Us
The Skees Family Foundation, a 501(c)3 private charitable foundation (EIN#83-0411607), works with nonprofits (NPOs) and nongovernmental organizations (NGOs) serving families in need around the world.
The Skees Family Foundation — family helping families — extends self-help to youth and families to end poverty worldwide. We support organizations in the U.S., Africa, Asia, Central and South America, India, and the Pacific to advance education and promote job creation and economic development. We value love in action to create equal opportunity for all. And as a diverse multigenerational group with limited time and funds, we believe that we — and you — can change the world for good.
Skees Family Foundation works to end poverty by partnering with social entrepreneurs scaling self-help models in education and job creation and leveraging storytelling for social change.
Skees Family Foundation envisions a world in which every global citizen has the opportunity to lead a healthy, productive, peaceful, and self-determined life.
Skees Family Foundation values holistic solutions that empower individuals to determine their future. SFF is a grantmaker that values patience and partnerships, but also views impact and scale as absolutely critical to long-term change. Finally, SFF values the power of storytelling as a means of personal and social change.
We wish to reach out in love and respect, to share our time and resources and to learn from other families' resilience in the face of poverty and adversity. We hope, in whatever small and large ways we can, to advance the freedom, safety, health, and happiness of other families.
Opportunity for all.
If you need a grant
We do not accept any unsolicited requests for grants. However, we sincerely wish you well in your own work alongside the Skees Family Foundation as we strive to end poverty and advance equality. Many foundations who have grants available list them with the Foundation Center.
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If you share our concern for families in poverty who deserve a chance to build a better life, please donate directly to these programs.
The family home where we were lucky to grow up in the Midwest; and some of our clients' current homes in East Africa.


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The revolutionary DGT CUBE ™ got a little brother!! The brand new DGT PYRAMID™ is the world's first multi-display game timer for up to four players. The DGT PYRAMID ™ automatically starts a player's clock after his colour is turned to the top.
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Research for
Public Good
Maroon Society is a research organization that develops evidence-based insights to help improve people's lives. We are one of the only privately held research organizations to employ rigorous methods and analysis rising to the scrutiny of peer-review by experts. This is why governments, non-profits, and private sector clients trust Maroon Society to solve their most critical problems.


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Edengrad is an advanced MMO game that stands out for a non-linear storyline and unconventional quests. Become a mercenary, set up a fraction, spearhead your town, create a trading superpower and conquer the wilderness of Arizona!
At the beginning, player's everyday responsibilities include collecting firewood, building shelters, hunting small game and hydrating the character's body. This phase finishes after finding fellow travelers and formalizing an acquaintance through formation of the fraction.


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Links in the Wake of Charlottesville
It's been a difficult week watching the events in Charlottesville, VA. Despite the importance of keeping in mind the historical grounding of white-supremacist movements, and how the electoral system was effectively designed for a Donald Trump, it is hard not to feel shock seeing Nazi flags and militia men chanting white-supremacist slogans. There's a sense of helplessness in watching the horror of, as David Duke admiringly puts it, the fulfillment of Donald Trump. I've compiled some links for us to get started thinking about how to process this current moment and what we can do to educate ourselves into thoughtful and effective action. Please take a look, share them with others, and talk to your friends and family. Much love and solidarity to you all.
Donald Trump asks, if people are taking down Confederate statues, what's next? George Washington and Thomas Jefferson? They owned slaves! Apart from demonstrating a clear lack of historical knowledge—Washington and Jefferson founded the nation while Robert E. Lee was trying to secede and found a new one based in slavery—Trump inadvertently reminds us that rejecting the blind worship of the founding fathers is a necessary part of reckoning with our present. George Washington was indeed a slavemaster, which some may mitigate by pointing out that he manumitted his slaves upon Martha Washington's death. It is quite difficult, however, to mitigate Thomas Jefferson's view on Black people and his position as a slavemaster. In Notes on the State of Virginia, Jefferson uses scientific language to list biological differences between Black and white people, justifying making people work harder and longer hours and explaining how they can tolerate brutality because "They seem to require less sleep. [. . .]. Their griefs are transient. Those numberless afflictions, which render it doubtful whether heaven has given life to us in mercy or in wrath, are less felt, and sooner forgotten with them." Can there be any doubt why we must repeat "Black Lives Matter" when a founding father explicitly denies Black grief? Take a look at this Atlantic article from 1996 in which Conor Cruise O'Brien argues that Jefferson's flaws are beyond redemption.
Did you know that many of these Confederate statues were actually mass-produced in the North? So much for preserving art or history. Furthermore, we don't need these statues for educational purposes: Robert E. Lee in a public space is not telling us anything about historical white supremacy except that it is not historical. Takiya Thompson, who was hit with a felony charge for toppling a statue in Durham, explains her motivation:
I chose to do that because I am tired of living in fear. I am tired of white supremacy keeping its foot on my neck and the neck of people who look like me [. . .]. I was inspired by a history of black activists and history of black organizing.
Scene on Radio has a great podcast series "Seeing White," hosted by John Biewen with guest appearances from Rutgers media scholar and activist Chenjerai Kumanyika. You are guaranteed to learn something new about the social, political, historical, and economic construction of whiteness in America.
Consider the different police responses to Black Lives Matter protests and the white supremacists armed with militia weapons in Charlottesville. David Whitehouse's comprehensive article on the history of the police is a good reminder that there is nothing natural about the police as the institution that exists today.
- Disobedience and the rejection of respectability politics has a long history. Why should we be beholden to unjust laws, ones that shore up our own oppression? Why should we work within a system that is explicitly designed to disenfranchise us? Take a look at this famous passage from Martin Luther King, Jr's "Letter from Birmingham Jail" (and then read the whole thing!):
I must confess that over the past few years I have been gravely disappointed with the white moderate. I have almost reached the regrettable conclusion that the Negro's great stumbling block in his stride toward freedom is not the White Citizen's Counciler or the Ku Klux Klanner, but the white moderate, who is more devoted to "order" than to justice; who prefers a negative peace which is the absence of tension to a positive peace which is the presence of justice; who constantly says: "I agree with you in the goal you seek, but I cannot agree with your methods of direct action"; who paternalistically believes he can set the timetable for another man's freedom; who lives by a mythical concept of time and who constantly advises the Negro to wait for a "more convenient season." Shallow understanding from people of good will is more frustrating than absolute misunderstanding from people of ill will. Lukewarm acceptance is much more bewildering than outright rejection.
- Ta-Nehisi Coates gives his first major interview since Trump's inauguration on Democracy Now!, tracing the genealogy of this moment and arguing that we must refuse the impulse to see white-supremacist action as something new, caused by Trump. Democracy Now! also has a roundtable with Cornell West and Traci Blackmon, who were on the ground in Charlottesville.
A lot of the discussion around the election of Donald Trump centers the white working class. Laura Renata Martin's insightful piece "Historicizing White Nostalgia: Race and American Fordism" explores the political economy of whiteness:
Nostalgia for the cultural and political institutions of mid-20th century America rarely foregrounds race, but that doesn't mean that race is not present in the ideological formulations underpinning that nostalgia. For instance, to what extent was the shared culture of white blue collar workers also based on racial identity—the shared experience of whiteness in postwar America? Of course, I am not suggesting that all blue-collar workers were white, or that industrial work and union participation were white experiences. However, to the extent that some on the left today look to the past with fond nostalgia for a lost working-class culture, I contend that such backward glances fail to examine how deeply white supremacy shaped and limited that sense of a shared culture.
- White supremacists in Charlottesville chanted, "You will not replace us!" In a settler-colonial state, this statement would be laughable were it not so terrifying. In "From Charlottesville to Santa Fe: Smash Racist Memorials, Smash White Supremacy," The Red Nation writes:
During the gathering, Spencer and other white supremacists chanted the Nazi phrase "blood and soil," as well as the racist and colonial phrase "you will not replace us." Why do we call the chant "you will not replace us" colonial? As Jodi Byrd points out, "you will not replace us" is "a rallying cry of settler imperialists who remove and displace indigenous peoples," who destroy us in order to replace us. In addition to its roots in the terrorization of Black life, white supremacy has always operated according to a genocidal logic of destroy-to-replace. Anti-Black racism and the genocide of Indigenous existence—also known as settler colonialism—are twin pillars of white supremacy at the heart of "Unite The Right," and, indeed, at the heart of U.S. nationalism.
Marco Roth's "Caucasian Nation" traces the history of political white supremacy in the wake of the Tea Party's emergence during Barack Obama's first term. Bonus: he starts the article with Andrew Breitbart's attack on Shirley Sherrod; you may remember him from such websites as the one your racist relative or friend shares on Facebook.
A lot of my work revolves around interrogating American individualism. In the long-form article "How America Lost its Mind," Kurt Andersen traces how this individualism has led to its logical conclusion of everyone being entitled to their own truth—the ultimate subjectivity.
- Speaking of #allopinionsmatter, if you have anyone coming at you about how Black Lives Matter and anti-fascists and the spectral "alt-left" are just as bad as actual fascists who believe in genocide and establishing an ethno-state, you could direct them to Robyn Urback's CBC op-ed, "There is No Moral Equivalency When it Comes to Neo-Nazi White Supremacy" or this piece in The Atlantic, "What Trump Gets Wrong about Antifa."
While toxic masculinity and white supremacy are connected through the patriarchal policing of women in the reproduction of the white nation, white women have been both complicit and active in white-supremacist movements. Here is an easily accessible article in Allure on how white women benefit from white supremacy. There are many ways to fight white supremacy, and it's imperative to be conscious of your position and what space you are taking up. For non-Black Asian POC, here is a mega-list of some resources and readings on anti-Blackness. It's on all of us to educate ourselves and be responsible in our relations and actions.
- It is easy to slip into thinking that white supremacy is an American problem, that because Canada abolished slavery earlier and has an official policy of multiculturalism that this is not a Canadian problem. But as Toronto Black Lives Matter co-founder Janaya Khan points out, white-nationalist groups are on the rise in Canada, copying the Proud Boys from America to start their own chapters, describing themselves as "Western chauvinists." In Canadaland, journalist Evan Balgord examines groups such as the Proud Boys, Soldiers of Odin, and the Three Percenters. Indeed, Noel Ransome cautions us against the kind of moral superiority that is all-too-common in Canada. A thoughtful and frequently updated resource is Anti-Racist Canada. One glimmer of hope here is the growing list of people who are cutting ties with Rebel Media, Canada's version of Breitbart.
If you're feeling overwhelmed and helpless, here is the always brilliant Ijeoma Oluo on some ways to fight white supremacy. Donating money is an important direct support if you can afford it; sharing links and contacting representatives is another support that doesn't cost money. If you can afford the time, read as widely as you can, not just mainstream media but also long-form articles and books. If living your life is work enough and you can't do anything extra at this moment, try to think about ways that you can resist white supremacy and decolonize attitudes and behaviours on a personal/familial/social level in your immediate sphere. Every little bit helps if we do it together.
- Finally, I want to say a few things about Heather Heyer, the woman who was killed by a white supremacist in Charlottesville and reportedly a member of the IWW. Many have pointed out how Heather's position as a white woman allows a different kind of visibility and a different kind of mourning. I would not argue with that. Social-justice educator José Dobles eloquently summarizes what so many of us reserving our emotional energy for Black and brown victims of white supremacy are feeling: "I can't lift up Heather Heyer the way I would like because I don't believe we would have mourned her if she was Black. I hate that this is the consciousness that white supremacy has forced upon me." Not mourning Heather with our full hearts is part of how white supremacy enacts itself upon even our most intimate feelings, how we are allowed to mourn. Heather worked as an activist, saw her responsibility as a white woman in this struggle, and must have known the risks as well as the imperatives for her to be on the front lines of such a terrifying demonstration. I would like to honour that. In a speech at Heather's memorial, her mother proclaimed, "They tried to kill my child to shut her up, but guess what? You just magnified her." Let us add our voices and our action. Rest in power, Heather.


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Do you have contact information for one of our "missing" alumni? Fill in the form below with any contact information you may have and we will make sure they receive the latest Reunion updates.
Brad Forsythe '12N
A former airborne infantryman and fire team leader in the U.S. Army, Forsythe was inspired to seek a career in nursing after a life-changing experience during his 2009 deployment in Afghanistan. Currently pursuing his master's degree in healthcare administration, Forsythe serves as an assistant nurse manager in the Pediatric Surgical Center at Golisano Children's Hospital.
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Commenting on today's Scottish draft budget for 2016/17, CIPFA's Head of Devolved Government, Don Peebles, says:
"This is an historic budget. For the first time ever Scotland has set its own income tax.
"Even though Scots will pay no more or less, it is a locally set rate of 10p, which will generate £4.9bn and may vary in the future from the UK rate.
"The NHS gains a real terms increase of 6.5%. However, local government loses out with a real terms reduction in funding of more than 7% over one year.
"The budget also signals immediate tax reform. It proposes assigning income tax receipts to local government.
"CIPFA welcomes this swift response to the report of the Commission on Local Tax Reform."
For media enquiries contact the CIPFA press office on T: 020 7543 5600 or email E: email@example.com.


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ISBN: 9780889225428 | paperback / softback
$19.95 | 256 pages | Pub. Date: 2006
Edition # 1
6.00 W × 9.00 H × 1 D inches
Fiction | Backlist | Bisac: FIC019000
ISBN 13: 9780889225428 | Rights: WORLD
Sabaheta is a literature student at the University of Sarajevo when war breaks out in Bosnia-Herzegovina. After her brother is taken from the family by armed thugs and her mother descends into madness, she goes into the forest with her father to join the guerrillas, where she dresses like a boy and fights side-by-side with the men.
When her father is killed in combat, Sabaheta gives him a makeshift funeral and vows one day to leave her homeland and seek a country where she can pursue her studies and live in peace. Although she is not an observant Muslim, she decides once again to wear the traditional headscarf, and changes her name to Bosnia, making her way alone to Sarajevo to reunite with her friends. After many months, having burned every available piece of furniture to keep warm, they are forced to burn their books, their most precious possessions. Chapter by chapter, they consign each book to memory before setting it alight, and then recite it by heart in front of the fire.
Finally escaping their genocidal homeland, they rise from its ashes of violence and hatred, remaking themselves in the images kept in their hearts of a fabled new life in a foreign land. My Name Is Bosnia is Madeleine Gagnon's celebration of the power of the imagination to heal and remake our lives.
Long-listed 2007 IMPAC Dublin Literary Award
"Movingly captures the transformative effect of war on human consciousness …"
—Publishers Weekly
"In Gagnon's deft hands the narrative is stirring but never maudlin."
—Quill & Quire
Madeleine Gagnon has made a mark on Quebec literature as a poet, novelist, and non-fiction writer. Born in Amqui, a little village in the Matapedia Valley on Quebec's Gaspé Peninsula, she decided at the age of twelve to be a writer, and after her early education with the Ursuline nuns, went on to study literature, philosophy, and psychoanalysis at the Université de Montréal, the Sorbonne, and the Université d'Aix-en-Provence, where she received her doctorate. Since 1969, she has published over thirty books while at the same time teaching literature in several Quebec universities.
Phyllis Aronoff translates fiction, non-fiction, and poetry from French to English. The Wanderer, her translation of Régine Robin's La Québécoite, received the 1998 Jewish Literary Award for fiction. The Great Peace of Montreal of 1701, by Gilles Havard, co-translated with Howard Scott, won the Quebec Writers' Federation Translation Award. A Slight Case of Fatigue, by Stéphane Bourguignon, another co-translation with Howard Scott, was a finalist for the Governor General's Literary Award. Phyllis Aronoff is a past president of the Literary Translators' Association of Canada and currently represents translators on the Public Lending Right Commission of Canada.
Howard Scott is a Montreal literary translator who works with fiction, non-fiction, and poetry. His translations include works by Madeleine Gagnon, science-fiction writer Élisabeth Vonarburg, and Canada's Poet Laureate, Michel Pleau. Scott received the Governor General's Literary Award for his translation of Louky Bersianik's The Euguelion. The Great Peace of Montreal of 1701, by Gilles Havard, which he co-translated with Phyllis Aronoff, won the Quebec Writers' Federation Translation Award. A Slight Case of Fatigue, by Stéphane Bourguignon, another co-translation with Phyllis Aronoff, was a finalist for the Governor General's Literary Award. Howard Scott is a past president of the Literary Translators' Association of Canada.
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OtherText Code 08:
…a World at War (2003). We followed that up with My Name is Bosnia (2006), Against the Wind (2012), and then, this …


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Date Added
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Bordering KY & IN, near Evansville, IN, this brand new 48 bed, state of the art facility is seeking a Psychiatric Nurse Practitioner to work with low acuity, high functioning patients. Excellent opportunity to grow your experience and scope of patient care! Outstanding guaranteed salary plus bonus opportunity! Full benefits! Significant sign-on bonus! 401K match! And so much more! Currently interviewing candidates.
How to Apply
If you are interested and would like more information, please contact Karen Price at 270-799-3326 x244 or email us at firstname.lastname@example.com regarding job number IN344A


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This lesson introduces students to Module 4: "Water Is Life." Students consider questions about water use and then participate in a modified Gallery Walk to preview and connect the learning that will follow in future lessons.
Grade 7 ELA Module 4B, Unit 1, Lesson 1
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Common Core Learning Standards
|State Standard
|Cite several pieces of textual evidence to support analysis of what the text says explicitly as...
|Determine two or more central ideas in a text and analyze their development over the course of the...
|Analyze the main ideas and supporting details presented in diverse media and formats (e.g.,...