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Angel Food, Devil's Style...
Sharing food in winter is one of life's quiet joys. As poet Edith Sitwell noted, "Winter is the time for comfort, for good food and warmth, for the touch of a friendly hand and for a talk beside the fire: it is the time for home."
I contemplate her words and feel an ache that is dangerously flirting with longing. As we invest more and more of our (fleeting, precious!) time into our virtual lives, connecting not by touch or even by voice, but via endless shallow streams of social media- texting, downloading, uploading, scrolling through visual tidbits of other people's lives (often strangers), privy to their breakfast, their political opinions, and goofy pictures of Fido and Kitty- I yearn to throw a party. To embrace the old fashioned ritual of baking from scratch, lighting candles, and inviting some human beings over for an evening of conversation and real time companionship.
Laughter and chocolate cake are good medicine, feeding not only our sweet tooth, but our sun deprived spirit as well. The spirit of connectivity, friendship and inclusion.
Yet for those of us living gluten-free (and dairy-free), the deep mid-winter season- with its twinkling celebrations centered around sharing food- too often feels the opposite of convivial. It feels gated. Off limits.
Look. Don't touch. Or taste. Smile graciously.
When you need not be hyper-vigilant about each and every forkful, the food centric holidays are, as the saying goes, a piece of cake. But to those of us with celiac disease and dairy allergies, a table heaped with food (glorious food) is a big steaming reminder of how different we are, a symbol of separation. Of not belonging.
This is when a gluten-free dairy-free chocolate layer cake is more than just dessert. It is a marvelous, beautiful thing. Bordering on luxurious.
Because to indulge (and share food) without worry is a true gift.
So pick a date. Text family and friends an invite. Or pick up the phone and call. Fire up your oven. Gather plates and candles.
Conviviality, connection, and cake await.
Gluten-Free Wheat-Free Chocolate Layer Cake RecipeRecipe by Karina Allrich, posted December 2012.
This dense, rich chocolate layer cake with mocha frosting is party worthy. And here's the best part. It's so deliciously decadent, no one will believe it's gluten-free. It is divine. It is fabulous. Dare I say, party worthy. Everyone will love it.
Ingredients for two 9-inch layers:
3 cups granulated cane sugar
2 cups sorghum flour
1 cup white rice flour
1 cup potato starch
1 cup unsweetened cocoa powder
3 teaspoons xanthan gum
2 teaspoons baking powder
1 1/2 teaspoons baking soda
1 teaspoon fine sea salt
4 free-range organic eggs, beaten
1/2 cup melted coconut oil, butter, or vegetable oil
2 tablespoon bourbon vanilla extract
2 cups non-dairy milk or milk
For the Mocha Frosting
1 lb. powdered sugar (4 cups)
6 tablespoons coconut oil
2 tablespoons butter or Earth Balance
2 tablespoons cocoa powder
1 tablespoon bourbon vanilla extract
1/4 cup cold strong coffee or espresso
1/4 cup non-dairy milk, or milk, as needed
1 square vegan dark chocolate, to grate for topping
Preheat the oven to 350º F. Line two deep 9-inch cake pans with a circle of greased parchment paper.
In a large mixing bowl, whisk together the sugar, sorghum flour, white rice flour, potato starch, cocoa powder, baking powder, xanthan gum, baking soda and sea salt. Add in the eggs, coconut oil, vanilla extract and non-dairy milk. Beat on medium high for 2-3 minutes until a smooth and stretchy batter forms.
Scoop the batter evenly into the two prepared cake pans and using a wet spatula, smooth out the tops. Bake on the center rack for 35 minutes, rotating half way through baking. Test with a cake tester. The center should be firm to a light touch. Cool the pans on a wire rack.
Make the Mocha Frosting:
Combine the powdered sugar, coconut oil, vegan butter, cocoa powder, vanilla extract and coffee in a medium bowl and beat until combined. The frosting will be stiff.
Add the non-dairy milk a tablespoonful at a time, beating continuously, until it you see a creamy, spreadable consistency. Beat until fluffy.
If the frosting is too thin, add more powdered sugar and beat until it thickens.
When the cakes have cooled completely, loosen the edges with a thin knife, and carefully remove the layers from the pans. Peel off the parchment. Brush off any crumbs.
Center the first layer top side down on a cake plate. Frost the top with roughly 3/4 cup of icing. Place the second layer on top of the frosted layer. Scoop about a cup of frosting onto the top of the cake and spread it evenly to the edges. Begin adding frosting to the sides of the cake, spreading it evenly over the sides.
Clean off the frosting spatula under warm water and dry it off. Smooth the sides by turning the plate as you hold the spatula firmly in place. Clean off the spatula with warm water again, dry it, and smooth out the top. Sprinkle the top with grated dark chocolate.
Allow the frosting to set by chilling the cake briefly before covering and storing the cake. This cake can be made be made a day ahead. I recommend chilling it. Leftover slices can be wrapped, bagged, and frozen.
Makes one 9-inch layer cake.
Recipe Source: glutenfreegoddess.blogspot.com. A version of this original cake recipe by
Karina Allrich appeared in Allergic Living's Winter Issue 2012.
Yes, Darling, this is a rich, sweet treat. We enjoy our sugary treats in moderation- don't we? Gluten-Free Goddess advises consuming no more than 2 tablespoons of sugar a day. xox
For substitution help, please see my guide to baking with substitutions here.


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Disable PHP-FPM
NOTE: We are in the process of modifying the file structure and configuration for many Bitnami stacks. On account of these changes, the file paths stated in this guide may change depending on whether your Bitnami stack uses native Linux system packages (Approach A), or if it is a self-contained installation (Approach B). To identify your Bitnami installation type and what approach to follow, run the command below:
$ test ! -f "/opt/bitnami/common/bin/openssl" && echo "Approach A: Using system packages." || echo "Approach B: Self-contained installation."
The output of the command indicates which approach (A or B) is used by the installation, and will allow you to identify the paths, configuration and commands to use in this guide. Refer to the FAQ for more information on these changes.
To disable an already enabled PHP-FPM configuration, follow these steps:
Disable the mpm_event module by commenting the LoadModule directive:
#LoadModule mpm_event_module modules/mod_mpm_event.so
Enable the mpm_prefork module by uncommenting its LoadModule directive:
LoadModule mpm_prefork_module modules/mod_mpm_prefork.so
Enable the php7 module by uncommenting its LoadModule directive:
LoadModule php7_module modules/libphp7.so
Restart Apache:
$ sudo /opt/bitnami/ctlscript.sh restart apache
Stop PHP-FPM:
$ sudo /opt/bitnami/ctlscript.sh stop php-fpm
Disable the PHP-FPM service: Depending on your installation type, run the following commands:
Approach A (Bitnami installations using system packages):
$ sudo mv /etc/monit/conf.d/php-fpm.conf /etc/monit/conf.d/php-fpm.conf.disabled $ sudo gonit reload
Approach B (Self-contained Bitnami installations):
$ sudo mv /opt/bitnami/php/scripts/ctl.sh /opt/bitnami/php/scripts/ctl.sh.disabled

subset: commoncrawl


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The little buttons on electrical outlets marked as "test" and "reset" are specially designed to better protect people from electric shock than ordinary outlets. GFCI's or GFI's as they are commonly called, have been used in homes since the 1970's, although most notably in the last ten years.
GFCI's are designed to shut power off to the outlet if there is a very small variance, interruption, or "leak" of any electricity, which ordinary outlets don't detect. Normal outlets turn off by a fuse or breaker if more than 15 amps flows through the breaker. Fuses or breakers prevent the wires from over heating, thus preventing fires. But fuses and breakers do not protect people from electrocution. Surprisingly enough, people can be killed by just 1 amp of electrical current. GFCI's turn off power if a variation as small as .005 amps occurs.
How do they work?
A GFCI detects a small "leak" or variance in electrical current by comparing how much electricity comes back through the neutral (white) wire to how much was sent in the hot (black) wire. If just .005 variance in amperage between the two wires is detected, the GCFI "trips" and will not allow electricity to pass through it. Appliances that are malfunctioning, power surges and moisture in the outlet can cause these variances.
People can be an excellent grounding source for a "leaking" outlet. The unsuspecting person may get a shock from a normal outlet, but is protected from a properly functioning GFCI outlet because the GFCI trips at the slightest fluctuation in electricity.
Where are they used?
GFCI's are now required by code for outdoor outlets and all areas within six feet of a water source inside the home, which includes bathrooms, laundry rooms, garages, basements, and the kitchen.
Do all GFCI's have buttons?
No. Some outlets are GFCI protected at the electric panel box with a special GFCI breaker that performs the same function as a GFCI outlet for all outlets running to that breaker. Any outlet wired in series downstream of a GFCI outlet or GFCI breaker is protected. So, some normal looking outlets may be GFCI protected. Most hardware stores sell GFCI testers that will trip a GFCI when used.
Can older houses have GFCI's?
Yes. GFCI's can be added to any electrical system. Home Check America inspectors recommend they be installed whenever they are absent in a home. Although they do not replace the grounding system of the home, some codes do allow them in place of grounding in some cases. They are more expensive than regular outlets ($10-$15 vs. 50-90 cents), but are an inexpensive protection from electric shocks.


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text: DOWNLOADS Article (PDF-698KB) Germany, like most countries, has been challenged by ever-rising health care costs, which now consume 10.4 percent of the country's GDP. But it has been more proactive than most countries in seeking new ways to rein in those costs. Germany's cost-control efforts reflect its firm commitment to two goals: to ensure that all its citizens receive the same level of high-quality care and to keep health care spending in line with the health system's revenues. Achieving those goals is becoming increasingly difficult, however, given mounting cost pressures and Germany's changing demographics. Population growth is stagnant, and the population is aging rapidly. The health system is funded on a pay-as-you-go basis, and unless spending is kept under control, contributions from the dwindling number of active workers could soon be insufficient to cover the cost of care for retirees. (For more, see sidebar "Fast facts about the German health care system.") Sidebar LinkedIn Twitter Facebook Email Fast facts about the German health care system General information Germany's system for universal health care coverage funded through nationwide health insurance is the oldest in Europe (it originated in social legislation passed in the 1880s). Its underlying principles remain social solidarity and pay-as-you-go financing. Like most countries, Germany has seen its health care costs rise—by an average of about 1.4 percent—in recent years. In 2007, Germany spent about $346 billion, or 10.4 percent of its GDP, on health care (an average of $4,209 per capita). Overall, Germany has been more successful than many other countries in limiting the increase in its health care spending as a percentage of GDP. The country's population, currently about 82 million, may be shrinking slowly because of a low birth rate. However, the population is also aging; about 20 percent of the population is now age 65 or older, and that number is expected to rise to 27 percent by 2030.Health insurance Health insurance coverage is mandatory. The statutory (public) health insurance funds, which cover about 90 percent of the population, are managed by independent, nonprofit, nongovernmental organizations regulated by law. Employees are free to choose among the statutory funds in their region; all the funds basically provide the same level of coverage (95 percent of health benefits are predefined), but they vary slightly from each other in the details of their benefits packages (coverage of alternative medicine, for example). Contributions to the statutory funds are based on salary. Until recently, these funds were free to set their own contribution rates. Since July 2009, however, they must use a uniform contribution rate. At present, the rate is 14.9 percent of income; 7.9 percent is paid by the employees and 7.0 percent by the employers. All contributions are centrally pooled in a new national health fund, which allocates resources to each statutory fund based on a risk-adjusted capitation formula. To opt out of the statutory funds and receive coverage through private health insurance, employees must meet a minimum income requirement, which has risen in recent years (it is €48,600 in 2009). Because civil servants and the self-employed are excluded from the public plans, they are the largest groups with private health insurance. About 24 percent of the population has supplemental coverage, which entitles them to benefits not offered by the public plans (some types of dental care, for example). Both public and private payors give patients almost complete freedom to choose providers.Ambulatory careGermany has more than 288,000 practicing physicians (about 3.5 per 1,000 people). It also has 818,000 practicing nurses and 48,000 practicing pharmacists. About 48 percent of its practicing doctors work in ambulatory care (roughly speaking, 50 percent as general practitioners and 50 percent as specialists). Most of these doctors are for-profit self-employed practitioners. Patients can consult specialists directly, but their copayments are lower if they comply with gatekeeper rules (that is, if they get a referral from a general practitioner). Reimbursement for ambulatory care is paid through fee-for-service arrangements; however, there is a strong trend toward using a flat rate per case. Under this system, doctors are paid a flat rate for each patient that presents for treatment in a given quarter of the year. The rates paid differ by type of physician (general practitioner versus cardiologist, for example) and are negotiated at the regional level.Hospital careGermany has more than 2,000 hospitals, which gives it one of the highest hospital beds densities in Europe (6.2 per 1,000 population). It also has about 11,000 nursing homes. Both hospitals and nursing homes can be public, private, or charitable institutions. Reimbursement for hospital care is based on DRGs (diagnosis-related groups) that were introduced in 2004. Hospital accreditation is mandatory; the accreditation process is the responsibility of the state health ministries.Public-health metricsLife expectance at birth: 77.2 years for men; 82.4 years for women. Infant mortality per 1,000 births: 3.8. Maternal mortality per 100,000 live births: 4.1.Source: Federal Statistical Office, Organisation for Economic Co-operation and Development, Kassenärtzliche Bundesvereinigung, Bund-esvereinigung Deutscher Apothekerverbände, Federal Ministry of Health, Private Health Insurance Association To find out more about the approaches Germany has been using to manage its health care spending, we spoke with Franz Knieps, director general for public health care, health insurance, and long-term care insurance in the German Federal Ministry of Health. Matthias Wernicke, a principal in McKinsey's Berlin office, conducted the interview.The Quarterly: As an introduction, could you tell us a little bit about how health care is funded in Germany?Franz Knieps: Health care funding is more complicated in Germany than in many other countries because we do not rely on a single source of revenue. Instead, a variety of sources are used. The statutory [public] health insurance funds, often referred to as the sickness funds, cover about 90 percent of the population. Contributions to these funds, which are based on income, are made by both employers and employees. Germany has some 180 statutory health insurance funds, and they account for approximately 70 percent of the health system's revenue. Sidebar LinkedIn Twitter Facebook Email Franz Knieps biography Education Studied law and political science at the University of Bonn and the University of Freiburg, graduating in 1981; also did graduate work in political science and German literature at the University of BonnCareer highlightsGerman Federal Ministry of Health and Social Security (2003–present)Director general for public health care, health insurance, and long-term care insuranceAOK Bundesverband (1998–2003)Managing director for social policy and health system developmentAOK Bundesverband (1989–98)Head of the policy staff unitGerman Federal Ministry for Labor and Social Affairs (1987–89)Helped prepare the 1988 Health Care Modernization ActWorked for the parliamentary committee, reforming the structure of the country's statutory health insurance systemOther professional accomplishmentsEditor of the journal Gesundheit und Sozialpolitik (Health and Social Policy)Active as a consultant on social policy and health system development for the World Health Organization, the European Union, and other organizations About 10 percent of the population has private health insurance; the premiums for these plans vary based on each patient's risk factors. Tax subsidies are used to finance approximately 10 percent of health care services. In addition, patients are required to make out-of-pocket copayments for many services, including drug prescriptions; employers underwrite the cost of a few services; and there are a handful of other, minor sources of funding.The Quarterly: Over the past decade or so, Germany has been fairly successful in containing its health care costs, especially in comparison with some other countries. What are the primary mechanisms the country has used?Franz Knieps: There was no single lever we used for cost containment. Instead, we implemented a large number of minor measures to stabilize the health system's income and expenditures. In the past 20 years, our overriding philosophy has been that the health system cannot spend more than its income. The minor measures were implemented at every level of the health system. For example, each year we establish an overall budget for the system at the national level to serve as a guide for all participants in the system. Virtual budgets are also set up at the regional levels; these ensure that all participants in the system—including the health insurance funds and providers—know from the beginning of the year onward how much money can be spent. In addition, we carefully control all types of spending. We contract with office-based doctors for their services, we use DRGs [diagnosis-related groups] to reimburse for hospital care, and we have specific regulations for drug expenditures. We have also introduced incentives that encourage everyone to avoid unnecessary expenditures.The Quarterly: Please elaborate on these incentives. How do you use them to control costs?Franz Knieps: As an example, I will describe the incentives we use to limit drug expenditures. First, we introduced small copayments for prescriptions. These copayments, which vary based on each drug's cost, discourage patients from using expensive medications that provide no real advantage over less expensive alternatives. Sidebar LinkedIn Twitter Facebook Email How Germany establishes reference prices Reference pricing is not applied automatically to all drugs in Germany; rather, decisions are made on a case-by-case basis by the Gemeinsamer Bundesausschuss (G-BA), the federal joint committee that represents all stakeholders in the health system. In making its decisions, the G-BA relies on scientific assessments made by the Institut für Qualität und Wirtschaftlichkeit im Gesundheitswesen (the Institute for Quality and Efficiency in Health Care). When it begins to investigate a drug class, the G-BA classifies each product in one of three categories: Those that have identical active ingredientsThose that have pharmacologically or therapeutically omparable active ingredientsThose that have therapeutically comparable effects The last category is important in that it enables the G-BA to create 'jumbo groups' that contain many more drugs than the molecule-based reference groups used in other countries. For example, jumbo groups can include not only drugs that have lost patent protection and their generic equivalents, but also any medications that are thought to offer no significant therapeutic advantage over similar products. Once a jumbo group is defined, the Spitzenverband der Krankenkassen (the Association of Statutory Health Insurance Funds) calculates the reference price for the group according to the 'lower-third rule.' First, it identifies the current prices being charged for all of the drugs in the jumbo group. Then, it determines the cost of the drug at the top end of the lower third of the pricing range. That amount becomes the reference price for all drugs in the class—the maximum reimbursement level that health insurers will provide for those drugs. These calculations are repeated annually. Pharmaceutical companies are free to demand higher prices for their products, but the only way they can obtain additional money is if patients agree to pay the amount out of pocket. That rarely happens, however. Furthermore, patients have another incentive to use less expensive alternatives: drugs that are priced 30 percent or more below the reference price are exempt from normal copayments. Patent-protected drugs are exempt from reference pricing if they can demonstrate clear evidence of superior effectiveness or safety, or if they have been approved for a new indication. Furthermore, reference pricing can-not be applied if a jumbo group contains only two drugs, both of which are patent-protected. We then introduced a reference price system based on therapeutic classes—groups of similar drugs used for the same condition. Under this system, we reimburse for all drugs in a therapeutic class at the same price (for more details on how this is done, see sidebar "How Germany establishes reference prices,"). Our goal was to give pharmaceutical companies an incentive to concentrate on innovation and not simply to produce follow-on medications. Reference pricing does not prevent a pharmaceutical company from demanding more money for a given drug, nor does it prevent a doctor from prescribing that drug. However, the doctor would have to explain to patients why that drug is necessary, and the patients would have to be willing to pay an added amount above the normal copayment. The pharmacists filling the prescriptions would also question the patients to make sure that they understood that less expensive alternatives were available. Because generic substitution is permitted in Germany, we have yet another check in place to ensure that expensive drugs are used only when appropriate. Last but not least, we removed most over-the-counter drugs from the benefits package. Patients who buy drugs without a prescription have to pay for them.The Quarterly: How have patients reacted to the introduction of prescription copayments and the fact that they may have to pay additional money for some drugs?Franz Knieps: In our experience, about 90 percent of patients are willing to use a cheaper drug if their doctor explains that it is as good as the more expensive medication. If a doctor says that the more expensive drug is a bit better, about 70 percent of patients are still willing to take the cheaper medication. This suggests to us that the incentives are having the desired effect—patients are complying with our efforts to control drug expenditures.The Quarterly: How else are you using incentives to control costs?Franz Knieps: A few years ago, we introduced disease-management programs, an approach we adopted from the United States. Because that country has so many different health insurance plans, it is often a laboratory for new ideas. Some US health insurers are using disease-management programs to improve the quality of care delivery while managing costs. We were impressed by the results these insurers were obtaining, and so we decided to implement similar programs in Germany. We now have disease-management programs for patients with heart disease, diabetes, and some other common chronic conditions. The programs were designed using evidence-based guidelines, which ensures that the treatments included in the programs' protocols are the most effective ones available. To participate in the programs, patients must agree to get regular checkups from their doctors and to adhere to treatment recommendations. The doctors must agree to adhere to the programs' protocols and to educate the patients about self-care. The programs give both patients and doctors an incentive to participate. For example, doctors are given additional money for each patient they enroll, and copayments are lower for enrolled patients. The health insurers benefit as well, because the programs are designed to prevent disease exacerbations, complications, and the high costs they entail. The insurers were also given additional funding from the federal risk-adjustment scheme to cover the programs' initial costs. Clear evidence is emerging that the programs have been very successful. Millions of patients have already enrolled; all of them have agreed to abide by the program's protocols. The Quarterly: Many countries are attempting to more closely coordinate care delivery as another way to improve care quality while managing costs. What steps has Germany taken to better integrate care?Franz Knieps: Historically, the German system was strictly separated into two major fields: ambulatory care, which can be provided by either family doctors or specialists, and hospital care. However, this strict division led to a lot of money being wasted, and so we are trying to bridge the gap between ambulatory and hospital care. For example, we now encourage ambulatory-care doctors to cooperate more closely with their hospital-based colleagues, and we even permit ambulatory-care doctors to work in hospitals. Hospital doctors can also work in ambulatory-care offices. In addition, we opened up the hospitals so that their staffs could provide specialized outpatient care for certain rare diseases and very complicated cases. We have also been trying to find ways to more fully integrate the whole continuum of care, from prevention to ambulatory care, hospital care, rehabilitation, and even long-term care. To promote integrated care, we set aside money in the budget to encourage ambulatory-care doctors and hospitals to experiment with new ideas and new models of care delivery. We now have to evaluate the results of these experiments and bring the best new ideas into the system as a whole. The Quarterly: Outside these experiments with integrated care, how much success has Germany had with disease prevention?Franz Knieps: Unfortunately, Germany has not yet had much success. Our constitution gives responsibility for public health to the 16 federal states—the Länder—and there is little coordination among them, or between them and the federal government, on preventive health initiatives or laws to promote public health—antismoking legislation, for example. Compared with some other countries, we need to develop our skills in this area.The Quarterly: Germany has long experience with polyclinics, a form of primary care that other countries are now experimenting with. What has been your experience with polyclinics?Franz Knieps: Polyclinics—clusters of general practitioners who work together to form more specialized primary care centers—were used extensively and quite successfully in the former German Democratic Republic. However, many politicians in West Germany initially disliked the idea of polyclinics because they associated them with communist ideology. It took a while for many people to understand that polyclinics offer significant advantages with regard to communication, coordination, and cooperation. In the late 1990s, we reintroduced polyclinics under a new name, medical centers, and they are now seen as a very attractive form of care delivery. Many young doctors, especially those who want to have a good work/life balance, think that practicing in a medical center is preferable to working in a solo or small group practice. In Germany, medical centers first became popular in major cities such as Berlin and Munich. However, they are also now quite popular in rural areas, which have historically suffered from doctor shortages. The medical centers are staffed not only by doctors but also by nurses and other health professionals, and the centers can organize their activities so that the doctors are able to concentrate their time on patient care, the core of their work.The Quarterly: Many countries are beginning to question whether they should pay for treatments that are not very cost effective. Does Germany try to limit the use of such treatments?Franz Knieps: By law, our health insurers cannot reimburse for services that are deemed unnecessary. Thus, a doctor who provides such services will not be paid for them. To determine the value of medical services and products, Germany established a national agency, the Institute for Quality and Efficiency in Health Care [Institut für Qualität und Wirtschaftlichkeit im Gesundheitswesen (IQWiG)]. This agency is similar to the National Institute for Health and Clinical Excellence [NICE] in the United Kingdom. Like NICE, IQWiG investigates medical devices, drugs, and other forms of treatment to determine how effective they are. If IQWiG decides that a given treatment does not provide value, the treatment can be excluded from the benefits package. These decisions are made by a very special institution in our system—the Gemeinsamer Bundesausschuss [G-BA], a federal joint committee that represents doctors, nurses, other health professionals, the health insurance funds, and hospital owners. If IQWiG decides that a new device or drug is no better than existing therapies, reimbursement is set near the rate given to the existing therapies. But if IQWiG decides that a new drug or device is a real innovation, there are many fewer restrictions on reimbursement than in other countries.The Quarterly: In the United Kingdom, there has been considerable public debate about treatments that were excluded from reimbursement. How has Germany dealt with patients' expectations about coverage?Franz Knieps: In Germany, every new treatment is included in the benefits package as soon as it is approved for use, and IQWiG is then expected to determine how much value it offers. Only if the Institute's findings are negative—if it determines that the treatment has no value—is reimbursement denied. Germany does not require that IQWiG offer a positive recommendation before a new treatment can be included in the benefits package. In our experience, most patients and doctors usually accept IQWiG's recommendations. However, strong debates have arisen about a few drugs, such as the long-acting insulin analogs. IQWiG decided that these drugs provide no additional value beyond what existing diabetes treatments offer, and thus the manufacturers were not granted the additional pricing they sought. The long-acting insulin analogs were included in the benefits package, though, and the manufacturers accepted the lower reimbursement rates. The Quarterly: What does Germany do to get all participants in the health system to reach consensus about care delivery?Franz Knieps: The G-BA plays a strong role in this regard. German law states that patients have the right to get access to ambulatory care, but what does that mean? Which services are included within the definition of ambulatory care? Which services are excluded? What quality standard is expected? The G-BA is tasked with making decisions about these questions and then regulating care delivery—it is able to make what we call "soft law." Because the committee includes doctors, nurses, fund managers, and hospital CEOs, many different types of knowledge are brought together, and the decisions the G-BA makes are more likely to be accepted by all stakeholders in that system. If the decision-making process were inside the health ministry's walls, there would be much less stakeholder agreement.The Quarterly: Does Germany use waiting lists as a way to allocate services?Franz Knieps: In Germany, there are no official waiting lists. Of course, patients who want to consult well-known specialists or receive treatment at very prominent hospitals may encounter delays. But most patients can get access to any service at any time in the German system. If anything, we have too much capacity in our hospital sector, and most of our urban areas are overcrowded with specialists. So, waiting lists do not really exist.The Quarterly: Do you use claims data and other patient information to control costs?Franz Knieps: In the German system, the health insurance funds have always obtained a lot of data from doctors, hospitals, pharmacies, and other sources. However, they are now allowed to bring all this information together. Doing so has improved their ability to check whether the claims are accurate, but what is even more important is that the aggregated data enables us to steer the system more effectively. In addition, it permits the insurance funds to identify and set incentives for patients, doctors, and hospitals that encourage them to change their behavior. Information technology therefore plays a very important role in our system. Not everything about data aggregation is working well in Germany yet; for example, we have had problems with data protection. But we believe that data aggregation is quite important for the future of our system.The Quarterly: What other new ideas is Germany considering to further control health care costs?Franz Knieps: I think there are no new, revolutionary ideas in health care policy, but there are some old ideas that are still worth thinking about. When I was a young man, I met Brian Abel-Smith, an influential health economist at the London School of Economics, and I asked him what the major idea in health care policy was. His reply, in essence, was this: "My dear young friend, the only way to organize and pay for health services well is to change the system every second year so that nobody feels comfortable in it." He meant that every so often you have to rearrange the coalition of stakeholders within that system so that nobody feels complacent, nobody feels safe. In Germany, we recently tried to accomplish this type of rearrangement by introducing greater competition into the system. Patients have been given much greater freedom to choose among the various statutory health insurance funds. They also have greater freedom to choose which services they want to have covered, which doctors they consult, and which hospitals they visit for treatment. As a result, the insurance funds, doctors, and hospitals must now compete for patients. The change has brought a lot of new ideas into the system, and it has increased the pressure on payors and providers to deliver high-quality services efficiently. We believe that the increased competition, in combination with our regulatory safeguards, could enable our health system to reinvent itself, if not year by year, then at least decade by decade. Whether it makes sense to introduce this type of competition into other health systems, especially those that are centrally run, is not yet clear. It's difficult to give advice to others, but I think that we should all be willing to learn from one another and adopt successful experiments. For example, a centrally run system could introduce competition gradually, perhaps first by bringing in private hospitals. If that went well, the next step might be to increase competition between public and private insurers. Changes can be made step by step, so that the health system can see whether they work or not.The Quarterly: At this stage, can you precisely quantify the impact of the changes you have discussed, such as drug reference pricing, integrated care, and data aggregation?Franz Knieps: No, not yet. At present, it's not clear whether we have produced real cost reductions or whether we have simply slowed the rise in spending. I am convinced that the cost of health care is not going to go down, but there is much we can do to dramatically reduce the amount of money wasted. And that money can be invested in prevention, rehabilitation, and higher-quality care.


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Public invited to senior care facility meeting
EAGLE COUNTY – The Eagle County Board of Commissioners and Augustana Care will co-host a public meeting regarding the Castle Peak Senior Care Community at 4 p.m. Tuesday at the Eagle County Building. All citizens interested in the project are encouraged to attend.
The county is working with Augustana to bring the senior care facility to fruition. Kathy Kopp, vice president of new business development for Augustana Care, will present a summary of the development process to date. Ample opportunity will be reserved for questions and answers.-
The Castle Peak Senior Care Community is proposed at the intersection of Sylvan Lake Road and Capitol Street, just north of Brush Creek Elementary in Eagle Ranch. Last month, the town of Eagle Board of Trustees unanimously granted the project approval for required zoning changes.
Next steps include securing financing for the development. Augustana Care has submitted a loan application to the Department of Agriculture for permanent financing, with an answer anticipated in May. In addition, Augustana has hired a local professional to coordinate a fundraising campaign.
As proposed, the facility will be comprised of 64 units, including 20 assisted living apartments, 22 skilled nursing units, 12 memory care and 10 rehabilitation suites. For more information, visit http://www.castlepeak.org.
See more


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Linda Mottram presents AM on ABC Local Radio, Monday to Friday from 8am. Join Hamish Robertson at 8am for the Saturday edition.
This is a transcript from AM. The program is broadcast around Australia at 08:00 on ABC Local Radio.
You can also listen to the story in REAL AUDIO and WINDOWS MEDIA formats.


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From Miller-McCune:
A recent poll finding nearly half of Mississippi Republicans disapprove of interracial marriage is a disturbing reminder of the continuing prejudice faced by minority groups in 21st-century America. Why is such bias seemingly immune to eradication, and why does it seem to be more prevalentamong social conservatives?
A fascinating new study from Italy suggests at least part of the answer can be traced to the way we process information and form political attitudes. Psychologists Luigi Castelli and Luciana Carraro of the University of Padua present evidence that our perception of minority groups is often distorted due to inaccurate recall of information.
This phenomenon, they add, is more pronounced among social conservatives.
Presented with a series of facts about members of two groups, "Conservatives developed more negative impressions towards the minority group," which were reinforced by "consistent memory biases," they report in the Journal of Experimental Social Psychology.
Strikingly, the researchers found this effect without making reference to race, religion or sexual orientation. All it needs to be activated, it seems, is the presence of a larger group and a smaller one.
In their first experiment, 234 students read a series of 39 sentences, each of which described an action of some sort. The person engaging in this behavior was identified as either a member of Group A or Group B.
Twenty-seven of the sentences described positive behavior (Jim gives up his seat on the bus to an elderly woman), while 12 described negative behavior (James often tells many lies).
Twenty-six of the sentences referred to someone from Group A, while only 13 referred to a member of Group B. The ratio between positive and negative behavior was the same for each group: 18 positive and 8 negative for Group A, 9 positive and 4 negative for Group B.
After reading the sentences, participants evaluated the two groups, rating the applicability of such adjectives as "intelligent," "sociable" and "lazy." They were then provided with all the sentences and asked to estimate how many of the described actions were performed by members of each group, and how many of each group's actions were negative.
Finally, the students' level of social conservativism was measured by having them give their views on five hot-button topics, including immigration and gay marriage.
The researchers found "an illusory association between Group B and negative behaviors." Specifically, "the perceived proportion of negative behaviors" was significantly higher for Group B, although in fact the two groups were identical in this regard.
"Increased levels of social conservativism were associated with more negative evaluations of Group B as compared to Group A," the researchers add. "The illusory correlation between Group B and negativity was accentuated among conservatives."
The researchers then performed the experiment a second time, with one change: The proportions were reversed, . . .
* * *
Related Situationist posts:
- Paul Bloom on Disgust
- The Situation of False Confessions
- Social Neuroscience and the Study of Racial Biases
- "Yuck!" "EWW!" and Other Conservative Expressions
- "The Situation of Political Disposition"
- "Ideology is Back!,"
- "The Situation of Confabulation,"
- "Social Psychology and the Unconscious: The Automaticity of Higher Processes,"
- "Jonathan Haidt on the Situation of Moral Reasoning,"
- System Justification Theory and Law


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Dr. Murray Feingold: Physician burnout — all too common
Physician burnout is a serious problem. It not only affects physicians and their families, but it also has an impact on their patients. Prior studies have shown that of all workers, physicians have the highest rate of burnout.
A Medscape study completed a year ago came up with some interesting and disturbing findings on this subject. In this study, overall, there was a burnout rate of 40 percent. Burnout was defined as a loss of enthusiasm for work, feelings of cynicism and a low sense of personal accomplishment.
Those with the highest rate of burnout were doctors in emergency medicine, critical care and family practice. Physicians in the specialties of pathology, psychiatry, ophthalmology and pediatrics had the lowest percentages of burnout.
The most common causes of burnout included too much bureaucratic paperwork, long working hours, impact of the Affordable Care Act, lack of professional fulfillment and inability to provide patients the care they need.
Forty-five percent of women reported burnout in contrast to 37 percent of men. The highest rate of burnout was in physicians between the ages of 46 and 55.
Doctors who were burned out spent less time going on vacations. Forty percent spent two weeks or less on vacations, which was significantly less time than doctors who did not experience burnout.
The favorite pastimes of both groups of doctors were the same: spending time with their families.
These statistics are very discouraging. The United States is presently facing a physician shortage, which is predicted to get worse with the enactment of the Affordable Care Act. We cannot afford to lose any more physicians.
Being a physician has never been an easy life. Working long hours is a way of life and doctors were aware of this when they decided to become physicians.
However, the increasing amount of paperwork, the loss of decision-making in managing their patients and other issues have had a negative impact on physicians' happiness with their professional choice.
So, add physician burnout as one more of a long list of issues that need to be addressed to help repair an already struggling medical care system.
Dr. Murray Feingold is the physician in chief of The Feingold Center for Children, medical editor of WBZ-TV and WBZ radio, and president of the Genesis Fund. The Genesis Fund is a nonprofit organization that funds the care of children born with birth defects, mental retardation and genetic diseases.


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Origine du Groupe : North America
Style : Funk Jazz , Jazz Fusion , Acid Jazz
Sortie : 1996
From Official Site :
It's incredible that GALACTIC has never made a carnival album yet, but now it's here.
To make CARNIVALE ELECTRICOS, the members of GALACTIC (Ben Ellman, harps and horns; Robert Mercurio, bass; Stanton Moore, drums and percussion; Jeff Raines, guitar; Rich Vogel, keyboards) draw on the skills, stamina, and funk they deploy in the all-night party of their annual Lundi Gras show that goes till sunrise and leads sleeplessly into Mardi Gras day.
GALACTIC was formed eighteen years ago in New Orleans, and they cut their teeth playing the biggest party in America: Mardi Gras, when the town shuts down entirely to celebrate. CARNIVALE ELECTRICOS is beyond a party record. It's a carnival record that evokes the electric atmosphere of a whole city – make that, whole cities – vibrating together all on the same day, from New Orleans all down the hemisphere to the mighty megacarnivals of Brazil. Armed with a slew of carnival-ready guests from high-school students to 72-year-old AL "CARNIVAL TIME" JOHNSON (who remakes his all-time hit), GALACTIC whisks the listener around the neighborhoods to feel the Mardi Gras moment in all its variety of flavors.
CARNIVALE ELECTRICOS begins on a spiritual note, the way Mardi Gras does in the black community of New Orleans. On that morning, the most exciting experience you can have is to be present when the small groups of black men called Mardi Gras Indians perform their sacred street theater. Nobody embodies the spiritual side of Mardi Gras better than the Indians, whose tambourines and chants provide the fundament of New Orleans carnival music. These "gangs," as they call them, organize around and protect the figure of their chief. The album's keynote singer, WAR CHIEF JUAN PARDO, is, says Robert Mercurio, "one of the younger Chiefs out there, and he's become one of the best voices of the new Chiefs. Pardo grew up listening to the singing of the older generation of Big Chiefs, points out Ben Ellman, and "he's got a little Monk [Boudreaux], a little Bo Dollis, he's neither uptown nor downtown."
On "Karate," says Ellman, the band was aiming to "capture the power" of one of the fundamental musical experiences of Mardi Gras: "a marching band passing by you." The 40-piece KIPP RENAISSANCE HIGH SCHOOL MARCHING BAND's director arranged up GALACTIC's demo, then the band rehearsed it until they had it all memorized. The kids poured their hearts into a solid performance, and, says Mercurio, "I think they were surprised" to hear how good they sounded on the playback.
Musical energy is everywhere at carnival time. "You hear the marching bands go by," says Mercurio, moving us through a Mardi Gras day, "and then you hear a lot of hiphop." There hasn't been a Mardi Gras for twenty years that hasn't had a banging track by beatmaker / rapper MANNIE FRESH sounding wherever you go. "You can't talk about New Orleans hiphop without talking about MANNIE FRESH," says Ellman. His beats have powered literally tens of millions of records, and he and GALACTIC have been talking for years about doing something together. On "Move Fast," he's together with multiplatinum gravel-voiced rapper MYSTIKAL, who is, says Ellman, "somebody we've wanted to collaborate with forever. It was a coup for us."
Out in the streets of New Orleans, you might well hear a funky kind of samba, reaching southward toward the other end of the hemispheric carnival zone. There has for the last twenty-five years been a smoking Brazilian drum troupe in town: CASA SAMBA, formed at Mardi Gras in 1986. They're old friends of GALACTIC's from their early days at Frenchmen Street's Café Brasil, and the two groups joined forces for a new version of Carlinhos Brown's "Magalenha," previously a hit for Sérgio Mendes.
But the Brazilian influence on CARNIVALE ELECTRICOS goes beyond one song. "When we started this album, we all immersed ourselves in Brazilian music and let it get into our souls," says Mercurio. The group contributed three Brazilian-flavored instrumentals, including "JuLou," which riffs on an old Brazilian tune, though the name refers to the brass-funk Krewe of Julu, the "walking krewe" that Galactic members participate in on Mardi Gras morning. After creating the hard-driving track that became "O Côco da Galinha," they decided it would be right for MOYSÉS MÁRQUEZ, from the São Paulo underground samba scene, who collaborated with them and composed the lyric.
If you were GALACTIC and you were making a carnival album, wouldn't you want to play "Carnival Time," the irrepressibly happy 1960 perennial from the legendary Cosimo Matassa studio? Nobody in New Orleans doesn't know this song. The remake features a new performance in the unmistakable voice of the original singer, AL "CARNIVAL TIME" JOHNSON, who's still active around town more than fifty years after he first gained Mardi Gras immortality.
The closing instrumental, "Ash Wednesday Sunrise," evokes the edginess of the post-party feeling. The group writes, "There is the tension you feel on that morning -- one of being worn out from all of the festivities and one of elation that you made it through another year."
But, as New Orleanians know, there's always another carnival to look forward to, and GALACTIC will be there, playing till dawn and then going to breakfast before parading.
GALACTIC is a collaborative band with a unique format. It's a stable quintet that plays together with high musicianship. They've been together so long they're telepathic. But though the band hasn't had a lead singer for years, neither is it purely an instrumental group. GALACTIC is part of a diverse community of musicians, and in their own studio, with Mercurio and Ellman producing, they have the luxury of experimenting. So on their albums, they do something that's unusual in rock but not so controversial an idea in, say, hiphop: they create something that's a little like a revue, a virtual show featuring different vocalists (mostly from New Orleans) and instrumental soloists each taking their turn on stage in the GALACTIC sound universe.
Mostly the band creates new material in collaboration with its many guests, though they occasionally rework a classic. Despite the appearance of various platinum names on GALACTIC albums, they especially like to work with artists who are still underground. If you listen to CARNIVALE ELECTRICOS together with the two previous studio albums (YA-KA-MAY and FROM THE CORNER TO THE BLOCK), you'll hear the most complete cross-section of what's happening in contemporary New Orleans anywhere – all of it tight and radio-ready.
Despite the electronics and studio technology, GALACTIC's albums are very much band records. Mercurio explained the GALACTIC process, which starts out with the beat: "The way we write music," he says, "we come up with a demo, or a basic track, and then we collectively decide how we're gonna finish it." The result is a hard-grooving sequence of tight beats across a range of styles that glides from one surprise to the next.
What pulls all the diverse artists on CARNIVALE ELECTRICOS together into a coherent album is that one way or another, it's all funk. GALACTIC is, always was, and always will be a funk band. Whatever genre of music anyone in New Orleans is doing, from Mardi Gras Indians to rock bands to hardcore rappers, it's all funk at the bottom, because funk is the common musical language, the lingua franca of New Orleans music. Even zydeco can be funky -- and if you don't believe it, check out "Voyage Ton Flag," the album's evocation of Cajun Mardi Gras, in which Mamou Playboy STEVE RILEY meets up with a sampled Clifton Chenier inside the GALACTIC funk machine.
Theryl DeClouet - vocals
Erik Jekabson - trumpet
Robert Mercurio - bass, photography
Stanton Moore - drums
Mark Mullins - trombone
Jeff Raines - guitar
Eric Traub - tenor saxophone
Dan Prothero - programming, producer, engineer, editing, design, mixing
Raymond Pumilia - photography
Tracklist :
1. Go Go
2. Welcome To New Orleans
3. Something's Wrong With This Picture
4. Funky Bird
5. Stax
6. Church
7. On The One
8. Mystery Tube
9. Doo Rag
10. Percussion Interlude
11. Everybody Wants Some (Part 1)
12. Everybody Wants Some (Part 2)
13. Everybody Wants Some (Part 3)
14. Goodnight
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Commercial Electrical (ELE) Permits – August 2016
Commercial electrical permits issued by the Department of Building Construction and Inspections for the month; data includes address, estimated cost, contractor and sub-contractor.
The County makes a variety of information and datasets ("Data") available for download through this website, henrico.us, and other applicable Henrico County-owned web properties ("The Website"). The County does not warrant that the information is accurate, complete, or timely, and the data is offered for general information. The County assumes no liability for your use of the data.
Please see the full Terms of Use.


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2013 taxes levied on real estate became past due on January 6, 2014. A tax notice was mailed to the property owners to announce the pending advertisement prior to the actual publication. Unpaid taxes levied on real estate should have been paid no later than March 1, 2014 to avoid advertisement. The actual advertisement in the Winston-Salem Journal and other local newspapers will occur during the week of March 31, 2014.
In the case of property which has been conveyed to another, tax notices have been mailed to both the January 1 and new owner of the property. The owner of record as of January 6 or any subsequent owners is responsible for the payment of taxes. Transfer of ownership relieves the owner of record as of January 1, 2013 of the 2013 tax liability. Proration agreements between buyers and sellers are just that - an agreement between the buyer and seller. Taxes that remain unpaid on January 6, 2014 are now the responsibility of the current owner, according to Session Law 2006-106. This advertisement is the first step toward the foreclosure of the tax lien.


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The military team that killed Osama Bin Laden is an elite special forces group unofficially called SEAL Team 6.
Officially, the team's name is classified and not available to the public, technically there is no team 6. A Tier-One counter-terrorism force similar to the Army's elusive Delta group, Team 6's mission rarely make it to paper much less the newspaper.
It shows how important the publicity about Bin Laden's killing is to the U.S. that this morning, Team 6 is front page news.
The members of Team 6 are all "black" operatives. They exist outside military protocol, engage in operations that are at the highest level of classification and often outside the boundaries of international law. To maintain plausible deniability in case they are caught, records of black operations are rarely, if ever, kept.
The development of SEAL Team 6 was in direct response to the 1980 attempt to rescue the American hostages held in Iran. The mission was a terrific failure that fell apart at many points and illustrated the need for a dedicated counter-terrorist team capable of operating with the utmost secrecy.
The Team was labeled 6 at the time to confuse Soviet intelligence about the number of SEAL teams in operation at the time. There were only two others.
Team 6 poached the top operatives from other SEAL units and trained them even more intensely from there. Even among proven SEAL's the attrition rate for Team 6 is reported to be nearly half.
There are no names available for current Team 6 members, but the CIA does recruit heavily from their numbers for their Special Operations Group, so it makes sense that they were chosen to work with the CIA on this mission.
Team 6 is normally devoted to missions with maritime authority: ship rescues, oil rigs, naval bases or land bases accessible by water. There are no waterways near Bin Laden's compound.
When a former Navy SEAL was called for a comment about this article all he could say was: "You know I'd love to help you man, but I can't say a word about Team 6. There is no Team 6." [Photo credit: Wikipedia commons]
To check out our full coverage on the successful raid of Osama Bin Laden's compound—from the planning to the aftermath—head here.


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Bays, Trojans advance to district championship
BRIMLEY — The top two teams in the Eastern U.P. Conference will meet again.
Cedarville and Brimley advanced as both favorites won their Class D district boys basketball openers Wednesday night at the Karl Parker Gym.
Brimley dispatched Pickford 64-43 in the first game, while Cedarville knocked out DeTour 71-52 in the second game.
Brimley (18-3) will face Cedarville (20-1) in the district championship game at 7 p.m. Friday.
Dan Lothrop piled up a double-double with 22 points and 13 rebounds for the Bays in their win over the Panthers. The Bays were an efficient 16-of-22 from the free throw line, led by Lothrop's 12-of-13 effort.
Shane Beaune scored 13 points, while Jason Aikens had 11 points, Tommy Aikens had 10 points and Dakota Bowen added eight potions for the balanced Bays.
"I liked the way we played," Brimley coach Matt Bathey said. "We didn't look past Pickford at all, and we worked hard on offense and defense.
"He (Lothrop) was dominant inside tonight," Bathey said. "He played big."
Phil Coullard scored 11 points and Camden Ledy added 10 points for the Panthers, who finished 10-11.
"Brimley played well," Pickford coach Drew Paquin said. "They deserved to win and they were the better team.
"We prepared for everything they would do, but Brimley just executed better than we did. I wish them well in the next round."
The Bays led 34-23 at halftime and 46-33 after three quarters. Bowen injured his shoulder early in the fourth quarter and did not return to the game.
PICKFORD — Lavigne 5, Portice 6, Slater 2, Ledy 10, Coullard 11, McBain 5, Leach 4. FT: 5-7 F: 3PFG: 4 (Ledy 2, Lavigne 1, McBain 1).
BRIMLEY — Beaune 13, Bowen 8, Lothrop 22, J. Aikens 11, T. Aikens 10. FT: 16-22; F: 5.
Cedarville 71, DeTour 52: The Trojans struggled at the start with their shooting, but took control with their defense Wednesday night.
Leading just 15-14 after the opening quarter, the Trojans started the second quarter with a 12-1 run. Cedarville's defensive intensity repeatedly forced the Raiders into turnovers, which generated points off the Trojans' fast break.
The Trojans led 41-25 at halftime, and did not let the Raiders back within single digits the rest of the way.
Josh Hester scored 19 points to lead four players, and nearly six, in double figures for the Trojans. Brad Causley and Joe Duncan added 10 points each, while Joe Duncan had 10 points. Keith Bouschor and Dan Stenback added nine points apiece.
"Mr. Duncan really stresses defense in practice," Hecht said. "That's a big part of Cedarville basketball. That's what we do."
Stephen Pack scored 11 points and Nick Newell had 10 points for the Raiders (14-6).
"We came out hard, and had some good looks at the basket early on," DeTour coach John Fountain said. "Whatever happened, we got away from that in the second quarter and took too many shots from the perimeter. Cedarville took their level up a notch and we just didn't match their intensity."
The Raiders lose six seniors to graduation, including Pack, Nick Newell, Kaden Barbeaux, Kirk Peffers, Devin Livingston and Aaron Newell.
DeTOUR 14 11 11 16 — 52
DeTOUR — B. Bailey 6, Barbeaux 4, Pack 11, Peffers 5, Fravala, N. Newell 10, Melvin, A. Newell 3, Gratowski 1, M. Bailey 5, Livingston 4, Fravala 1, Wiltsie 2. FT: 6-10; F: 21; 3PFG: 5 (Bailey 2, Pack 1, A. Newell 1, M. Bailey 1).
CEDARVILLE — Causley 11, Hecht 10, Williams 2, Duncan 11, Bouschor 9, Stenback 9, Hester 19. F: 14; FT: 24-42; 3PFG: 3 (Hecht 2, Hester 1)


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"Thanks to you guys that my family didn't have to go through any trouble while I was getting my treatment. Cheers to the entire team."
Centre For Sight
JP International Hospital
BLK Hospital
STAR Hospital
Manipal Hospital
Global Hospitals
Narayana Hrudayalaya
Kokilaben Hospital
Lilavati Hospital
Jaslok Hospital
Sir Ganga Ram Hospital
Hiranandani Hospital
Wockhardt Hospital
Asian Heart Institute
Medanta Hospital
Nova Hospital
Max Hospital
Artemis Hospital
Fortis Hospital
Apollo Hospital
HealGuru India Pvt Ltd, established by Praveen Kumar Singh (Founder & Director), is the name to reckon for trusted medical treatments. The company has acquired a distinguished position amidst the leaders when it comes to health tourism in India. We have become the sough-after name for our clients who are looking for lucrative deals for medical treatments and thereafter tourism in India.
The medical tourism or health tourism is basically a practice of going to other country for treatment. After the treatment and recovery, you can also opt for travel. India is one of the favorite destinations for people looking for options for health tourism.
In India, HealGuru India Pvt Ltd is the name to bank upon for lucrative deals on medical tourism. We help you with:
To hire us as a Medical Tourism Company, the steps are very simple. You just need to follow the steps given below and relax as the entire process will be taken care by us.
Fill the enquiry form available on the website. You can also call us on +91-97111-30969, +91-73032-00696, or drop an email at firstname.lastname@example.com, firstname.lastname@example.com. WhatsApp chat option is also available.
Our team of experts will get back to you to guide you and see the best medical treatment plan to treat the diseases.
Select your Medical Treatment Plan
Have a discussion (telephonic/video) with the Doctor and the selected Hospital team.
Plan your Travel to India
On arrival in India, you will be guided by us on every step right from the treatment to recovery and post recovery.
Post treatment / surgery follow-ups are also scheduled by us.
There is no alternate available when it comes to choosing the best Medical Tourism Company. We offer the best of the benefits to our clients and ensure speedy recovery. The major reason to choose us as Medical Tourism Company are as mentioned below:


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About Shawn: Shawn Rhodes leveraged his former life as a war correspondent to become an international expert in how the best teams pivot when change enters their plans. He's a Tampa-based TEDx speaker and his work studying teams in more than two dozen countries – some the most dangerous places on the planet – has been published in news outlets around the world including TIME, CNN, NBC, Forbes, the Wall Street Journal and INC. His clients have included Deloitte, ConAgra, Coca-Cola and dozens of similar businesses. Shawn is also a nationally-syndicated columnis
In times of crisis, it's easy to feel lost – especially dealing with the crisis of COVID-19. At the California Association of Health Plans, they know that many of us feel like we're in the wilderness without a map or way home — dealing with furloughing or laying off workers, business continuity and for some of us, wondering if we'll even be in business this time next year. The folks at California Association of Health Plans also know that the same skills that keep someone alive in the crisis of being lost in the wilderness are the same skills that can help us survive the crisis we're currently facing.
For instance, whether we're in the wilderness or in the crisis of COVID-19, we have to find our bearings, avoid panicking, make a plan and execute it to survive – and eventually, thrive.
While many of us have actually been lost in the wilderness, we're all experiencing it anew with COVID-19's impact on the world as we know it.
In my work studying the highest performers on the planet, I had an opportunity to live with people whose job it was to parachute into the wilderness, survive on their wits, and make it home as a team. Here's what they learned about survival and how you can use it to ensure our businesses survive the current pandemic:
- Don't panic
In an unknown situation, the first few minutes are the most critical. In these early stages of a crisis, leaders emerge and decisions are made that can affect the success or failure of an entire group.
If you're a leader in an organization and find yourself lost in dealing with COVID-19's impact, charging ahead without a plan could be a fatal mistake. Take the time to get your bearings and check supplies – find out where all your employees are at personally and professionally. Make sure their phones/internet work if you need them to work from home.
- Define roles
In the wilderness, whether it's a group of one or twenty, everyone has specific tasks that need to be completed in order to be successful. Whether those roles are formal job titles or more ad-hoc, take the time to map out your current team and understand who is responsible for doing what.
Taking a few seconds to do this now will save hours down the road and ensure the right tasks go to the right people – because our clients still need us (or at least need to know we'll be there for them when the pandemic resolves).
- Clarify your objective
Whether you're trying to get a group over the mountain or through COVID-19, folks need to know where they're going to be successful.
Once your group is assembled, take the time to define the objective you're all trying to reach together to get your organization through this. Getting everyone on the same page will keep the group together as you begin your journey to success.
- Assign tasks
As you, your team, and your organization begin bushwhacking through the obstacles to get remote workers set, inform clients or where you are and map a road to the future, take the time to assign clear roles to your team members. Accountable goals that collectively get folks to the objective will allow you to be a leader and not someone who leads the group astray or makes a bad problem worse.
The benefit of specific, actionable tasks is that your teams will know exactly what they are responsible for producing – whether it's a hot meal or keeping your company viable.
Surviving the wilderness of crisis can always help you find your way home. Expect more information from Shawn Rhodes on a regular basis from your leaders at California Association of Health Plans in the coming weeks.
More about Shawn and his work with companies in navigating change can be found at www.shoshinconsulting.com


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Go Industries 52656B Black Painted Headache Rack Ford F-150 1997-2003
You can buy this GO Industries 52656B Ford F-150 (1997-2003) Black Painted Headache Rack here at MudFlaps.com at the lowest price online.
GO Industries P/N: 52656B
Headache Rack Type: Painted
Rack Finish/Color: Black
Vehicle Application: Ford F-150 (1997-2003) Special Order Flareside
The 52656B GO Industries commercial grade painted headache rack is designed for easy installation on your Ford truck.
GO Industries 52656B Features
- Pre-Drilled Steel
- Protects Back Window From Shifting Cargo
- Stainless Steel louver to shade window
- 3 Year Go Industries Warranty against materials and workmanship
- Optional Sliding Window Feature
The Go Industries 52656B Black Painted Headache Rack uses pre-drilled steel feet angled at 90 degrees to anchor the Headache Rack to the top and inside edge of the bed rails. This two-directional, double bolting design provides extra rigidity and support. The Chrome Round Tube Headache Rack is rust free and is constructed of 16-gauge steel to protect the back window glass from shifting cargo and stainless louver to shade window and keep the cab cool. The chrome finish is available with optional sliding window design, without the middle louver section. The Round Tube Headache Rack is also available in black powder coat with black louvers. The Round Tube Headache Rack is covered by a three-year warranty on materials and workmanship, excluding finish. The chrome and black finish is protected by a one-year warranty.
Shipping Information
- Item Requires Shipping
- 36.0 lbs.
- W27.0000" x H9.0000" x L71.0000"
- Free Shipping!


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This product has been discontinued and only limited inventory now remains. Please see FindTape TEPT Tamper Evident Packaging Tape or FindTape TEL Tamper Evident Labels [Take-Out Food Packaging] as an alternative.
JVCC TEV-OV Tamper Evident Carton Sealing Tape is a premium, unique red or blue solid colored carton sealing tape. A hidden message, "OPENED VOID" for 2-inch wide rolls or "VOID" for 3-inch wide rolls, is deposited on the container if the tape is removed or tampered with. It is not suitable for recycled cartons and it must be on the box for at least 6 hours before removing in order to reveal the legend. It discourages tampering with and pilfering of the contents of the sealed carton. Used in applications where high security is critical: pharmaceuticals, chemical & medical equipment, crime evidence & independent labs, currency handlers, money bags, credit card/security bags, shipping and cargo handlers, transportation in food items; and products of high cost and/or high demand, such as electronics, clothing and sporting goods. Matted Polyester backing for high strength. Solvent based acrylic adhesive for all weather adhesion. Made in the U.S.
Please note that tape rolls are NOT guaranteed to be splice-free. Tape rolls are typically cut to standard tape industry metric-cut sizes - or approx 5% narrower than the nominal size (i.e. 24mm per 1-inch of nominal width ordered).
Single Roll (1-7 Rolls)
½ Case (8-15 Rolls)
1 Case (16-31 Rolls)
2+ Cases (>= 32 Rolls)
$28.58a 1% discount
$27.57a 5% discount
$26.13a 10% discount
Tape rolls are cut to standard tape industry metric widths of approx. 24mm per 1-inch of nominal width ordered. As a result ACTUAL tape widths are normally 5% narrower than the NOMINAL width shown in inches. Examples:
Note that tape rolls are NOT guaranteed to be splice-free.
Cellophane Tape (Biodegradable & Static-Free)
Gummed Paper Tape (Water-Activated)
Kraft Flatback Paper Tape (Hand-Tearable)
Label Protection Tape
Packaging Tape Return Strips
Polyester (High Performance, Adhesion Testing, Etc.)
Prints, Message & Tamper Evident Carton Sealing
Standard Carton Sealing (Clear & Colored BOPP Film)
Strapping Tape (Filament, Appliance-Grade, Bidirectional, Etc.)
Stretch Film & Shrink Wrap
UPVC (Bag Sealing, Noiseless Unwind)
Newsletter Signup
Sign up today to be notified of upcoming deals and exclusive offers! Email Address


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By read Make Elegant Bathroom Design Tips will give you more design inspirations to decorate your home such as Trend Simple Bathroom Design Model 2022. Full size of the picture: 840 × 630 px
Do you have determined the type of Home Design that you will use to build your dream home? To build a comfortable home, you should make sure the house like what would you wake up. For that you need to know the latest design ideas that are popular today.
Here we present some information on the latest home design to help you build a comfortable home for your family. A variety of tips, advices, and we present examples of images to improve your inspiration about comfortable home decor.


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Keynsham Area Telephone Numbers
From the Local BT Exchange
Choose a genuine BT Local Exchange number from Keynsham
You can choose the last digits of the number or have one automatically generated for you
Where should we direct your call?
please enter the telephone number where you would like us to divert your calls
Find a Local Exchange Number
Need Help? 0345 0178 179
Calls answered in the UK 24/7
Buying a Virtual Number on the Keynsham BT Exchange
- 80% of services bought in the Keynsham area are within a 10 mile radius of where we live or work.
- 77% of buyers prefer to buy a local Keynsham area code to where they love.
- Advertise a local Keynsham BT number and connect to your Keynsham customers
- BT Exchange numbers in Keynsham are known and trusted locally
- No installation required
- Inclusive minutes,call features and no contract call plans available
Keynsham Landline Numbers For Your Mobile
Your Keynsham Mobile Landline Number diverts calls directly to your mobile, office or home.
You can make calls as well as receive them from your Keynsham number using your mobile or fixed line, with the Keynsham number showing as your caller ID. Find out more about other Mobile Landline Numbers
How easy is it to set up a Keynsham Virtual Number on the BT Exchange?
We take care of everything, from setting up the number on the Keynsham exchange to building call management APPs on your number – getting numbers and charges confirmed within 1-3 hours.
Your Keynsham virtual number can be diverted to a mobile, home, office or overseas and can even be installed to a phone system anywhere in the world - it's a totally future proof purchase.
Once built, you have the option of controlling your Keynsham telephone number and APPs via your online control panel, where routing is controlled in real time - but remember, we're always there to help.
Will I be tied in to a long contract?
Our standard 30 day term means there is no nasty tie in or long term commitment - click on an Keynsham exchange number and check out our great value call plans for more information.
Receiving Incoming Calls
Incoming Calls - The Facts About Keynsham BT Exchange Numbers
- No Credit Checks, No Contracts – just simple, rolling monthly agreements made with Smart Numbers Ltd not with BT
- Divert to mobile, landline and international phones – we only Tier 1 telecom networks for guaranteed quality.
- Phone Numbers are initially built by us rather than leaving you to try and do it! We are also happy to carry out any call management requests for free too.
- We provide you with a dedicated web portal for free, if requested, where you can control the routing and management of your numbers and APPs, many of which are included free of charge in our call plans along with free incoming calls.
- Bespoke Agreed Rates can be negotiated and you can choose your own number on the exchange. Call 0345 0178 179 to discuss your needs.
- Live Call Answering now available on all discounted call plans – a real live person answering your calls, supporting your business from as little as 69pence per call
- An easy to use & revealing call stats package comes free with every Smart Number. Make the most of free features in the call plans by contacting one of our team.
- Per second billing. Every call itemised to 100th of a penny accuracy.
Reasons to Buy a Keynsham Landline Numbers
- 80% of the things we buy in Keynsham are within a 10 mile radius of where we live or work. Advertising yourself with a number from the Keynsham BT Exchange connects you with your local customers.
- 77% of people in Keynsham prefer to call a local area code number close to where they live than any other type of number. By presenting a Keynsham local area number on your website, business cards, letterheads and advertising material, you could appear more familiar to your local target market and get more calls.
- Mobile Landline Numbers (link to mobile landline page) are available for every Town, City & County across the UK – not just Keynsham. We can help you identify the relevant numbers and call management features required for your advertising and business needs.
- Virtual numbers, meaning no extra phones, lines or equipment needed – deliver calls to your mobile or landline regardless of your network.
- Buy a Keynsham BT Exchange Number and future proof your business - you can move them to different destinations as often as you like and even install them into your premise anywhere in the world.
- If you have an existing BT Landline in Keynsham - or on any other exchange – we can port the number in and manage it for you.
- Port Numbers away from us, should you wish to leave us yet retain the number.
Making Outgoing Calls
Making Calls - Displaying Your Mobile Landline as the Caller ID
Our latest product development allows you to make calls from your Mobile Landline Number as well as receive them.
- You selectively dial out from your mobile landline number, we overwrite or "Mask" your phone's actual caller id with that of your Smart Number.
- The calls you make to mobile or UK landlines are included free with in our discounted call plans.
- We don't ask you to change your mobile phone or network provider, you still keep your mobile number and we don't want you to change your SIM either - Both your personal 07 mobile number and your Mobile Landline from Smart Numbers work seamlessly together.
- It's simple and easy to use, no additional technology required – simply press a key to activate the product before a call.
- Create contacts or speed dials on your existing handsets for calls you want to make regularly.
Why Make Calls Using The Mobile Landline Number?
Following a survey of 2000 UK consumers, assessing how they would respond to calls from certain number types, the following information was found:
- 71% were unlikely or would not answer a call from a withheld or unfamiliar number.
- 75% said they would or were more likely to answer a call from a local geographic number.
By overwriting or "Masking" your mobile or home number with your "Business" Number as your caller ID, you are more likely to get answered, it is a more trusted number and hopefully familiar to those new or prospective clients that you are returning missed calls and messages from.
When calling someone's mobile, it is likely they will save your "Calling From" number to their contacts. If you are setting up a Smart Number for your incoming calls, taking advantage of our incoming call management products, presenting your Mobile Landline will keep calls coming in to your main/managed business numbers rather than on a private mobile, which could be turned off, out of signal or just not a convenient time to talk.


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Antique Wine Rack - Burrows Patent 238 Bottles
+44 (0)1254 389559
+44 (0)7866 370030
Third quarter 20th Century
United Kingdom
Third quarter 20th Century
By phone: +44 (0)1254 389559
Mobile: +44 (0)7866 370030
HAES ANTIQUESBy Appointment Only
Edward Haes has been dealing in architectural elements and antiques for the past 20 years, initially sourcing most of his stock from disused public buildings and demolition sites. Some of his architectural pieces can be found on The Hoarde.
He enjoyed the social history of these places and wishes all his later purchases could have the same perfect provenance.
He continues to buy a diverse range of antiques, with a speciality in lighting, mainly from the UK and sells to dealers, commercial and private clients. He is happy to "tune in" to customers projects and help advise on selecting the correct pieces. You can also find some of Haes other items on the Decorative Collective website as well.
Viewings are welcome by appointment only.
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