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There have been many significant developments in Aboriginal and Torres Strait island health in Australia in recent years, and perhaps the most significant has been the national Close the Gap initiative. A total of $1.6 billion has been directed to Aboriginal health in the four years ending June 2013, as part of a broader suite of initiatives also including employment, housing, education and remote services.
Progress however, as reported earlier in the year by Prime Minister Tony Abbott, has been patchy, and a new report, Economic Value of Aboriginal Community Controlled Health Services, launched recently at the National Press Club, highlights several funding issues that need urgent attention. Who would have thought that while funding for health services for Australians as a whole was uncapped and growing, funding for specific health services for Aboriginal people had been cut by the previous government in 2012-13, and was projected to fall further in real terms in the next four years? How do you "Close the Gap" by reducing funding for those with the worst health, while funding for the comparatively well-resourced majority of the population continues to increase with rising demand?
It turns out that funding for Aboriginal health services as a whole, almost uniquely among government programs, bears no relation to population size, the growth in the population, service demand or inflation. Worse, funding among states seems to have been driven largely by bid-driven processes, rather than any rational basis in terms of population size or health need, and on the face of it appears to be grossly inequitable – particularly for the majority of indigenous people who live in NSW and Queensland. Perhaps of even greater significance is the lack of any formal process for assessing which individual regions have poor indigenous health outcomes and a relative lack of services.
In short, the present funding system for indigenous health might be seen as somewhat amateurish and counterproductive in terms of closing the gap. This is not the fault of the administration, as the funding system seems to have been that way more or less from the start. But the administration has the opportunity, and the responsibility, to put the system on a rational basis – and in so doing, would reap big gains in terms of best use of public funds and in achieving the Close the Gap goals.
But why invest in specific services for Aboriginal people? Surely the mainstream services provided for the rest of the population would suffice? Well, manifestly not. If they did, there would be no need for the Close the Gap initiative in the first place and indigenous health would be far better than it is. It is unrealistic to expect that mainstream treatment and preventative services for the rest of the population could deal adequately with the needs of a very small minority with particular health and cultural needs. Most GPs see no Aboriginal patients or, at most, a handful each year, whereas services designed by and for Aboriginal people promote better access to services and offer a much more comprehensive range of services for them, tailored specifically to their needs. And the limited evidence available suggests that Aboriginal Community Controlled Health Services (ACCHS) outperforms mainstream services in terms of monitoring of risk factors, management of hypertension and implementation of systematic care for prevention and chronic disease.
Further, in terms of the broader government agenda of the Abbott government, ACCHS services are one of the largest employers of Aboriginal people in Australia, with clear benefits in terms of skill development, and a significant factor for regional development.
The report calls for fundamental reform of the funding mechanisms for Aboriginal health services so that in future funding is indexed to the size of the indigenous population, inflation, and demand for services. It wants funding in under-resourced states and territories to be brought up to an equitable level (but not by reducing funding to those states with more adequate funding), and for funding to be made available to provide the necessary services in areas which now have poor health outcomes and inadequate services. And of course, it is untenable national policy to cut funds for ACCHS services when such services produce the best results, are preferred by many Aboriginal people, provide a significant proportion of health services for them, but are now inadequately funded and poorly distributed.
There is nothing remarkable in these recommendations, which are long overdue, but addressing them would pay real dividends in terms of closing the gap and in terms of the broader government agendas of employment, education and regional development for Australia's indigenous people.
Ian Ring is a professorial fellow at the Australian Health Services Research Institute at the University of Wollongong.


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- Return to Touhou Battle Gaiden
In Touhou Battle Gaiden, you accumulate Yin Yang Orbs by clearing rows with orbs present. Orbs randomly spawn on blocks within a tetronimo. You may have up to 3 Orbs saved, and each Orb number creates a different effect. If you have three orbs, any additional orbs are lost.
You may activate a Spell Card by pressing up, it will immediately consume all orbs and activate the Spell Card based on the number you had saved. When a spell card is activated, the tetromino you and your opponent had active are lost. After the effect resolves, the first tetromino in the stack goes to the opponent, and the second goes to the one who activated the spell card.
Evil Sealing Circle, One Orb: Reimu sweeps away a row of 3 vertical columns in Reimu's stack. You may choose which columns you wish to clear.
Donations Plz, Two Orbs: Reimu brings her donation box over and shakes down her opponent, stealing their Orbs.
Duplex Barrier, Three Orbs: Reimu creates a barrier over the enemy's stack for a short period of time. Whenever they clear a line, it simply empties the line instead of dropping it down, leaving a blank empty space in midair where the row was cleared.
Milky Way, One Orb: Marisa drops 10 stars randomly on the top of an opponent's stack, creating a single block where each star falls.
Master Spark, Two Orbs: Marisa fires Master Spark at the bottom three lines of her stack, causing them to organize themselves in three full line. When she drops her next tetromino, the lines crumble and drop her stack down, giving her enemy the equivalent amount of garbage as if she had cleared 3 normally.
Dragon Meteor, Three Orbs: Marisa fires Dragon Meteor into her opponent's stack, randomly destroying many of the blocks at random points within the stack.
Help Me Tewi!, One Orb: Reisen summons Tewi, who changes all the upcoming tetrominoes to whatever tetromino Reisen had active when the Spell Card was used infinitely for a short period of time.
Help Me Eirin!, Two Orbs: Reisen summons Eirin, who fires an arrow at her opponent's face. The opponent cannot rotate tetrominoes for a short period of time.
Red Moon, Three Orbs: Reisen activates her Lunatic Eyes. This appears to create random effects such as extra rows and shuffling for both sides, and is not always beneficial.
Killing Doll, One Orb: Sakuya summons a barrage of knives and hurls them at her stack, dropping it by five lines.
Unknown Spell Card, Two Orbs: Sakuya creates five rows of garbage and adds them to her opponent's queue, stacking on top of any garbage she had already created for her opponent.
Private Square, Three Orbs: Sakuya stops time for her opponent, making them unable to quickly drop tetrominoes.
Present World Slash, One Orb: Youmu slashes away the top four lines in her stack.
Two Hundred Yojana in One Slash, Two Orbs: Youmu slashes down the middle, leaving a four-column open space in the middle and pushing all the blocks to either side.
Ghostly Wheel of Pain, Three Orbs: Youmu focuses, doubling the amount of garbage she sends her opponent after clearing multiple lines.
Unknown Spell Card, One Orb: Aya blows her stack to one side, leaving a clear line on whatever side she is on (left or right, depending on the player position) and moving the other blocks together.
Unknown Spell Card, Two Orbs: Aya takes a picture of her opponent's stack, changing her own stack into a duplicate of her opponent's stack.
Wind God Girl, Three Orbs: Creates a powerful tornado that rearranges her opponent's stack, causing a number of tall single columns in the middle.
Cirno (Note: Cirno does not have a story mode and is unlocked by beating story mode with all the characters)
⑨, One Orb: Cirno forms the opponent's blocks into a 9 shape. They then return to the way they were before the Spell Card was used.
Perfect Freeze, Two Orbs: Cirno freezes herself. There is no apparent effect..
Eternal Something Blizzard, Three Orbs: Cirno freezes her enemy, killing them. They cannot use Spell Cards for the rest of the match.
- Return to Touhou Battle Gaiden

subset: commoncrawl


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To push is to move attacking units slowly forward the enemy base, using tactics similar to fire and maneuver. Roughly half the units get into a fortified position before the covering units advance ahead, fortify, and the process repeats.
Terrans in particular are known for pushes, using specific timing to take advantage of their strong mechanical ground armies. The terran soft push in the original StarCraft uses vultures, siege tanks, and sometimes goliaths to siege and maneuver towards an enemy base. The terran hard push also uses missile turrets to provide cheap, static air defense, cloak detection, and static scouts.


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We - a family of 4 - stayed at Bougainvillea for three weeks in the 2 bedroom condo. We could't have decided better. The accommodations are great. The rooms spacious, clean and decorated with taste. The kitchen had everything we needed. We enjoyed the patio area, which is in a lovely tropical garden. There is a kitchen and fridge in the living room.We had our breakfast just before our condo in the garden. The location of this property is absolutely perfect. It is literally a short 2 minute walk to the beautiful beach/boardwalk of Hollywood, there are great restaurants and good shopping opportunities near by. The service staff is very friendly and efficient. We enjoyed our stay and would highly recommend staying here at the Bougainvillea and definitely want to go back.
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- This superior Small Lodging is located only 30 yards from the beach. Featuring a beautiful,lush,tropical garden with tables and umbrellas and BBQs for dining.Plenty of lounge chairs to catch some rays while being protected from the occasional breezes that could stir up the sand on the beach.Comfortable and clean one bedroom, two bedroom and spacious studio apartments.Non smoking rooms (smoking permitted outside), in-room safe,TV,pool,free private parking, free high speed in most units,free wifi in garden and patio areas.Recommended by Frommer's and Fodor's travel guides. ... more less


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THIS RESTAURANT IS CLOSED The Foundry on Melrose Map
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Teen Challenge 137: Vampire
This week's topic is Vampire. And with that I'm talking about real vampires, not the sparkling old virgin ones.
I want vicious vampires ready to kill.
Vampires that want nothing more than to feast on human flesh.
The setting is up to you, everything from the classic gothic style to space vampires fighting aliens.
Just try not to overdo it.
This weeks focus is mood, vampires are solemn creatures of the night except when their bloodlust grips them and they go into a frenzy.
Your piece should reflect that, dark somber mood or bloodthirsty "I want to suck all your blood" mood.
The deadline is Sunday 9th of October, 23:59 GMT


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Thu., August 29, 2013 2:40am
Ga. College Football Teams Poised For Success
Two of Georgia's college football squads will be looking at conference championships come December, if you believe the media members who rank them in preseason polls. A third could be headed to its conference championship game on the strength of a new quarterback. Savannah TV's Frank Sulkowski previews the season.
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Rivalry Renewed For 107th Time
The Georgia Bulldogs and the Georgia Tech Yellow Jackets meet for their annual football rivalry game Saturday at noon, and both teams come into the game playing the best they have all year.
Mon., October 1, 2012 6:30am
Another Fan Falls At Ga. Tech Game
For the second time in two weeks, a Georgia Tech fan has fallen from the stands at Atlanta's Bobby Dodd stadium during a Yellow Jackets football game. Both times the fallen fans were treated and released from Grady Hospital with no serious injuries reported.
Fri., November 27, 2009 11:34pm
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Republic Services Spotter/Oregon City, OR in Oregon City, Oregon
About Us
Job Description
The Spotter is responsible for safely and efficiently directing the vehicle drivers to the proper areas, based on site fill plan, of the landfill, transfer station or materials recycling facility (MRF), ensuring that publicly-posted safety rules are followed. The position inspects incoming loads for unacceptable waste, removing such items before disposal at the site. The Spotter may also perform general laborer duties, including site clean-up, yard work and building maintenance, as necessary.
Knowledge, Skills & Abilitites
• Ability to adhere to work schedule and follows through on challenges as they arise.
• Ability to adhere to Company policies and rules that are set forth; promotes the Company's safety standards; works with a sense of honesty and trustworthiness.
• Maintains a feeling of pride in work; strives to achieve all goals.
Preferred Qualifications
• High School Diploma or GED.
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• Follow all Company safety policies and procedures, including the proper manner in which to approach oncoming vehicles; make eye contact with drivers to ensure signals are understood; maintain use of personal protective equipment at all times.
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A workforce of one. The journal of high-performance business. Talent & Organization Performance. By David Smith and Susan M.
- Grant Wilkerson
- 2 years ago
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1 This article originally appeared in the June 2010 issue of The journal of high-performance business Talent & Organization Performance A workforce of one By David Smith and Susan M. Cantrell New research shows that when it comes to managing talent, one size no longer fits all. To be competitive as the economy regains its footing and to maximize the performance of a workforce, companies need to understand and respond to the diverse needs of individual employees.
2 Given the realities of today s complex business environment, it is no longer possible to satisfy a workforce with one broad, standard approach to managing talent. A perfect storm of events and trends is pushing organizations to abandon the traditional employment compact along with the one-size-fits-all approach to human resources. Not only has technology finally advanced enough to make the customization of employment practices possible for the first time. People are now expecting even demanding an individualized experience at work based on their own encounters with customization as consumers; this is especially true of Millennials (people born from roughly the late- 1970s to the early 2000s), who have never known anything different. For their part, organizations are facing their most diverse workforce yet not only in terms of age, gender and ethnicity but in terms of life pursuits, cultural norms and key values as well. The same forces are having a similar impact on the makeup of senior management teams. To be sure, standardization has played a critical role in employment in the recent past, enabling companies to achieve some important goals consistency, efficiency and fairness, among them. In the last decade especially, as large companies implemented ambitious enterprise systems and globalized at the same time, most organizations standardized their people practices to achieve a global view of their employees and operate consistently as a unified organization. But in an era of growing diversity, more complex knowledge work in which jobs are increasingly difficult to standardize, a shortage of qualified workers and talentdriven competitive advantages, today s generic people practices will be quickly rendered obsolete and increasingly detrimental to the bottom line. Maximum performance Instead, market leaders like Best Buy, Procter & Gamble, Google, The Container Store and W. L. Gore & Associates are getting maximum performance from their employees by taking an individualized approach to talent management, treating each employee as a workforce of one. Because everyone has different abilities, work styles and preferences, as well as different motivations for working, these companies know that no single way of treating all employees is ever likely to be the best way. As the economy begins to recover, they are achieving improved workforce performance and productivity, higher levels of engagement and lower turnover while recruiting top performers who produce outstanding results (see Three workforce-of-one pioneers, page 6). Most important, by using one or more of four workforce-of-one customization approaches, these organizations are achieving customization in a highly structured, coordinated and scalable way, thereby retaining control of the management of their organizations. Moreover, the hard work organizations have done standardizing people practices remains valid and relevant; it serves as the foundation enabling companies to take the next evolutionary step toward customization. Controllable and manageable After a comprehensive study of more than 100 organizations, we have identified four distinct ways 2 This article is based on Workforce of One: Revolutionizing Talent Management Through Customization (Harvard Business Press, 2010), by Susan M. Cantrell and David Smith.
3 Custom made There are four customized approaches to creating a workforce of one (see story). Each requires a different level of human resources support. HR-driven customization (more control; less customization) Customized approach Human resources... Segment the workforce Creates a variety of practices customized for specific groups of individuals Offer modular choices Creates a variety of options from which all individuals can choose Define broad and simple rules Creates a broad and simple rule with clear boundaries that can be interpreted in a variety of ways by each individual Employee-driven customization (less control; more customization) Foster employee-defined personalization Supports individuals in defining their own personalized people practices Source: Accenture analysis 3 Even the extended workforce can be segmented. Many companies today are finding highly talented workers all over the globe by tapping Webthat an organization can customize in a structured, rules-based manner (see chart, above). These four workforce-of-one approaches to customization are built on standards that allow flexibility rather than encourage sameness, which is precisely what makes the approaches controllable and manageable. 1. Segment the workforce. Just as marketers have been deftly dissecting consumer populations for decades they have us pegged as suburban moms, clothes-conscious teens, techno-geeks and the like companies can segment a workforce into discrete groups that share similar characteristics. Employees may be grouped by any relevant criteria, such as value to the company, role or workforce, and age or generation. Advances in business intelligence and analytics have spurred a revolution in how companies are segmenting their workforces; companies are now creatively grouping their employees on such varying dimensions as learning styles, values, personality, wellness profiles, mobility, behavioral patterns, and even networking and communication styles. Accenture, for example, segments employees in part according to their overall well-being (such as how many vacation days they have taken and how much time they have spent on a project) to identify those who might be at risk of leaving or high levels of stress. One high-tech company in our study relied on extensive anthropological-style research to determine the unique behaviors of eight different types of teams based on factors including degree of interdependence and mobility; it then designed corresponding workplaces for each one.
4 4 based talent profiles of pre-screened people available for work, using test scores, experience, ratings and referrals from other users think of Amazon.com and Facebook to help them make a strong match for a particular need. Because executives specify standard practices at a detailed level for each given segment, control is maintained. 2. Offer modular choices. Just as Dell customizes computers by offering customers a menu of mixand-match options, companies can offer a predetermined list of organizationally defined options that enable employees to customize their work experience. At Capital One and Microsoft, for example, employees choose from a variety of mix-and-match work environment options based on their individual needs and changing work tasks. Other organizations have unbundled standard job descriptions and broken them down into smaller tasks that can then be reconfigured in numerous ways by the individual, based on interest and skill. And at Skyline Construction, a San Francisco based builder, eligible employees can pick their own salaries (within a certain range), choosing between lower salaries and a shot at a larger bonus, and higher salaries and the possibility of a smaller bonus. By limiting employees options to a list of organizationally defined and sanctioned standard alternatives, offering choices becomes manageable, affordable and controllable. 3. Define broad and simple rules. Alternatively, an organization can create standard organizational rules so broad and simple that they can be interpreted in many different ways by workers or managers. Just as contestants on the reality TV show The Amazing Race can take different routes to the same destination, so, too, can companies simply define the end, letting individuals and their managers customize the means based on the employee s unique strengths, preferences and needs. The organization maintains control because the rules always have clear boundaries; as long as employees stay within them, they can act in a way that suits them best. Boundaries may be constrained by strategy, values, time, money, results or organizational scope, among others. Consider how broad and simple rules can be used to customize jobs. At W. L. Gore, the Delaware-based maker of Gor-Tex and other fluoropolymer products, boundaries are constrained by organizational scope; employees determine their roles and tasks on each project, working within the loose limits of general functional or broad work areas only. Time may also be used as a constraining boundary. At Google, for example, engineers need spend only 80 percent of their time on core duties; the remaining 20 percent may be customized by working on projects that have the greatest potential to create value for their organizations. Best Buy, on the other hand, customizes jobs by using the broad and simple rule of obtaining results. Take Moira Hardek, a member of Best Buy s Geek Squad. After discovering that customers responded positively to her personal style, Hardek developed a passion for getting more females interested in technology careers, including jobs on the Geek Squad. Because Best Buy broadly defined Hardek s job as delivering superior customer service, she was able to match her job to her strengths by creating a technology summer camp with
5 unique hands-on experiences designed to demystify technology for a younger generation specifically young women. Data analysis done jointly by Best Buy and Gallup reveals that helping people play to their strengths effectively doubles the rate of increase of employee engagement. This makes a dramatic difference in Best Buy s financials, since each 0.10 increase in engagement (on a five-point scale) is worth an estimated $100,000 in incremental profit per store, per year. or salaries based on what the internal employee market can bear. Even competencies, job descriptions and career paths can be defined not from on high but rather in a bottomup fashion by employees themselves. By scanning résumés, and other electronic communications, human capital analytics software can organically tell the organization what skills, experience and knowledge each employee has to create common, dynamic and ever-evolving workergenerated profiles Foster employee-defined personalization. In the same way that today s consumers can define and create their own content using the video-sharing site YouTube or the volunteer-written reference site Wikipedia, employees can now define and create their own people practices without any centrally defined limits, choices or policies designed to serve particular employee segments. Individuals can create customized learning experiences, for example, by participating in wikis, blogs, YouTube- or Facebook-like applications, or virtual, simulated job experiences. They can also set their own schedules, as they do at Tesco and JetBlue Airways, by brokering schedule changes with fellow employees through shifttrading markets. Compensation can be employeedefined too. In the US Navy, sailors not HR set compensation levels in hard-to-fill jobs through an online job auction website. This marketbased system differs from a modularchoice approach to talent (like the Skyline Construction example cited above). Rather than having a few predefined schedule or compensation options determined by HR to choose from, this system gives people a practically unlimited ability to define their own schedules (Continued on page 7) Companies can use analytic technology, like that developed by talent management software company Taleo, to analyze promotion and transfer histories to identify common customized career paths taken by their employees. They can then use social networking technology to help those employees identify and network with people who have taken paths similar to the ones they want to take. This process will help provide some degree of structure and guidance for employees who work in complex organizations but have no clear career paths. It s true that the employee-defined personalization approach grants the organization the least amount of control. But the organization still decides which employee-defined personalization practices it will support and how through incentives, technology and cultural change enabling it to maintain some degree of control, consistency and alignment with business needs. Crafting a strategy Just as employees are different with unique needs, values and aspirations so, too, are companies, which vary in their unique strategies, histories, types of employees, values and cultures. Each company may thus decide to pursue customization
6 Three workforce-of-one pioneers In the course of extensive research involving more than 100 companies, Accenture identified a number of organizations we consider workforce-of-one trailblazers (see story), either because they are pioneering novel and innovative ways to customize and individualize the work experience, or because they are extensively adopting customization practices in a strategic and holistic fashion across a wide variety of practices. Three of them are profiled below. Capital One: A pioneer in using analytics to support segmentation and modular choice Uses data analysis to segment intended hires based on criteria that distinguish top-performing employees Uses employee database (SAT scores, college GPAs, number of children, etc.) to match staffers to assignments and tailor communications and programs to employees Segments universities as sources of top-performing employees Creates innovative modular choice options related to work settings Was one of the first companies to offer employees ipods as an alternative format for learning Recognized by Fortune as a top company for developing leaders and a top company to work for PepsiCo: A pioneer in using employee-defined personalization Committed to customization, one of the company s six long-term strategic imperatives for talent sustainability Extensively uses employee-defined personalization practices in more than a dozen ways Offers modular choices with respect to total rewards Recognized by The Hay Group and Chief Executive magazine as a leader in diversity and leadership development Recognized by publications such as Working Mother, The New York Times and Asian Entrepreneur as an employer of choice Named by BusinessWeek as a 2009 Best Performer Microsoft: A pioneer in all four customization approaches Segments its workforce in 11 different ways Offers modular choices regarding work setting, time, compensation, benefits and career paths Applies broad and simple rules across six dimensions, including hiring practices Uses 10 different employee-defined personalization practices Uses technology to support many employee-defined personalization practices (informal feedback system, peer-to-peer learning programs, etc.) Customization has improved employee engagement and stemmed key defections Consistently makes Fortune s Best Places to Work list; remains one of the world s most profitable companies Source: Accenture analysis 6
7 For further reading For more about the makeup of management teams, see Vive la différence!, Outlook, June 2010 For more about analytics, see How to turn data into a strategic asset, Outlook, June 2010 (Continued from page 5) in its own unique way. Although most organizations use at least a few practices from each customization approach, they tend to favor one or more approaches over others based on their unique business conditions. Here are some factors you might want to consider when crafting your own unique customization strategy. Degree of customization versus degree of control. Whereas segmentation and modular choice allow for more control because the specifics of the people practices are defined by HR broad and simple rules and employeedefined personalization allow for less control, since the specifics of the people practices are defined more by employees with enabling guidelines and structure provided by HR. But less control means more customization employees can create a greater variety of people practices that fit them using broad and simple rules and employee-defined personalization than with the other two approaches. Amount of change. Broad and simple rules and employeedefined personalization can be adapted more easily to change. For example, instead of waiting months for the company to centrally define new learning courses based on new needs, peer-to-peer learning through wikis, blogs and other means can help employees quickly adapt to changed conditions. view this approach as less egalitarian. Broad and simple rules and employee-defined personalization approaches fall somewhere in the middle everyone is given the same opportunity to interpret or define their own people practices, but because HR doesn t centrally define the details, these practices can vary significantly from one person to another. Amount and type of resources required. More HR resources may be called on when favoring segmentation or modular choice approaches, which require HR executives to define, implement and administer not just one set of detailed talent practices for the organization but multiple ones. However, fewer resources may be required when favoring more employee-driven approaches, since these don t require a company to track and administer multiple detailed variations. Rather, the burden or privilege of defining the specifics of a people practice shifts to employees. Organizations using these approaches may shift their resource allocation to change and education, for example, or they may provide fewer HR resources altogether. If your organization operates in a low-margin business and can t afford to support things like a vast data warehouse and the analytics capability that are commonly used with the segmentation and modular choice approaches, you ll want to weigh this factor when choosing a customization approach. 7 Fairness. The modular choice approach to customization is perceived as being the fairest, since it clearly provides the same set of detailed options to everyone. Since segmentation creates different practices for different groups, some employees might
8 Although some employers are introducing choice and variation in such areas as employee benefits and job assignments in an effort to recognize the differing needs of individuals, most companies have not yet begun to tap into the depth of this opportunity. Managing your company s talent as a workforce of one involves creatively customizing your people practices and applying this principle to your entire workforce in a strategic, thoughtful, proactive way. Customization will transform your workforce and the human resources team into a strategic powerhouse and position your organization to win. About the authors David Smith is the managing director of the Accenture Talent & Organization Performance service line. Mr. Smith specializes in designing and developing talent and organization performance strategies and solutions. He is a guest lecturer at Wharton Business School and Babson College and a frequent speaker at industry conferences and events. In addition, Mr. Smith has authored and coauthored several articles and papers, and has contributed his viewpoints on talent management to various business media and industry publications. Mr. Smith is based in Hartford, Connecticut. Outlook is published by Accenture Accenture. All rights reserved. Susan M. Cantrell is a fellow at the Accenture Institute for High Performance in Boston, Massachusetts, and CEO of The Cantrell Group, a research and consulting firm that focuses on topics related to improving human performance. Ms. Cantrell is a widely published author. Together with Accenture s Talent & Organization Performance service line, she also developed an award-winning framework for measuring and managing human capital. The views and opinions in this article should not be viewed as professional advice with respect to your business. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. The use herein of trademarks that may be owned by others is not an assertion of ownership of such trademarks by Accenture nor intended to imply an association between Accenture and the lawful owners of such trademarks. For more information about Accenture, please visit 8
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text: bargylus2.jpg Arts, Culture & Media Syrian Vintner Carries On in a Time of War PRI's The World June 07, 2013 The war in Syria has been devastating in many ways: But life has to go on. That's the sense you get speaking to Sandro Saadé. Despite the war in Syria, he's managed to keep the Bargylus vineyard and winery up and running in northwest Syria.


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Distinct ONC RPC/XDR for Java vs RMI, Sun RPC RMI comparison
When is Distinct ONC RPC/XDR for Java a better choice than RMI and why?
Distinct ONC RPC/XDR for Java is the clear winner when any of the following is important:
Whenever you need to interoperate with C or C++
When compatibility with legacy systems is required
When ease of programming is an issue. RPC is smaller and much easier to program with compared with CORBA based programs
When your distributed application is requesting the execution of functions on a remote system and speed is an issue.
A typical procedure call in a distributed application constists of a function call issued by the client to a server. The server executes the function and reutrns the result to the client. In most cases the call itself and the returned resilts require transmission of just a fre packages, with the workload being the processing done on the server side.
We have taken some time to write test applications in both Distinct's Java RPC and RMI to illustrate the speed issue. In all our tests Distinct ONC RPC/XDR for Java resulted 40% to 50% faster than RMI. We are making available two of the
test programs
used in this analysis.
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100% Pure Java
Distinct RPC Toolkit was awarded 100% Java Certification by Sun Microsystems signifying true cross platform capability of distributed applications. "We are thrilled that Distinct has chosen to provide the market with a 100% Pure Java version of their ONC RPC/XDR Toolkit," said George Paolini, director of corporate marketing at Sun Microsystems Java Software Division".
"Our evaluation has completed successfully. We are satisfied that the product meets our current requirement and have recommended purchase. We found the API well designed and very straightforward to use."
Paul Mapstone, Tokyo-Mitsubishi International
Who uses RPC:
EMC Corp.
Spring Tide Networks
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Analog Devices
E*Trade UK
Scientific Atlanta
Ernst & Young
General Instruments
US Army TACOM
Jet Propulsion Labs
DST Innovis
and many others
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©2015 Distinct® Corporation
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One in the Gun (2010)
Take a twisty, turny stroll down neo-noir lane in the LA thriller One in the Gun (2010). Surrealism and Lynchian ambiance are the order of the day in this tale of Mickey Lewis (Steven Man), a down-on-his-luck artist who is hired to paint the home of seductive millionaire Katrina Webb (Katherine Randolph). A series of double, triple, hell, even quadruple-crosses lead Mickey to a fateful desert motel filled with secrets about his past, present and future. There might be One in the Gun, but you'...Join Mr. Skin for the full review >>
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By Anthony Breznican, USA TODAY
What does it take to be a modern Bond girl?
"In my case, it takes a lot of courage," says Olga Kurylenko, 29, who co-stars in Quantum of Solace as Camille, a rogue agent of Russian and Bolivian descent who is seeking revenge against the terrorist group targeted by 007.
The character has a self-destructive side that requires lots of stunts, which the Ukrainian actress finds intimidating. "I was incredibly afraid. I had a stunt double, but they always try to do it with you."
Whether she's rocketing across rough waters in a speedboat or leaping from a tall building, a kind of ritual unfolds, she says. "Each time it started with me saying, 'OK, I can't do this,' and then the stunt guys come and teach me and explain everything to me. And then I end up doing it. So everything I thought I couldn't do, I actually did. So I constantly overcome my fears."
Bond star Daniel Craig says Kurylenko is part of a new breed of fearsome Bond actresses.
"As long as the women in his life are equal, that's a far sexier and far more interesting thing to experience. If it's a one-sided, chauvinistic thing, I don't think that's particularly interesting," he says. "The world's moved on, thankfully. What was right then is not right now."
Kurylenko started her career as a model and appeared in the 2006 anthology drama Paris Je t'Aime and the video-game adaptation Hitman.
She says Camille is "definitely different from other Bond girls."
"Bond would use girls to get his way. In this movie, Camille does the same thing," Kurylenko says. "She's not just this candy a man walks around with. Definitely not that. … She's not into that falling-in-love thing. It doesn't mean she doesn't have heart. She's still a woman. But she's very serious about what she does. She's like a soldier."
Guidelines: You share in the USA TODAY community, so please keep your comments smart and civil. Don't attack other readers personally, and keep your language decent. Use the "Report Abuse" button to make a difference. Read more.


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Let us know when your receive great advice so we can thank our lawyers and point others with similar questions in the right direction.Got it!
If a foreclosure defendant files amended affirmative defenses and counter-claims in a foreclosure case and the plaintiff files an answer to the affirmative defenses but service is defective what are the implications?
Clearly a motion to strike the answer should be filed but what about the affirmative defenses themselves. Are they somehow enhanced or "proven" because of the failure to answer them?
There needs to be more facts to answer your question. With the information provided thus far, the Plaintiff would only need to serve its answer to your amended affirmative defenses by US Mail to you and provide a copy to the clerk of court. Nevertheless, affirmative defenses do not need specific responses. They are deemed denied generally is no specific response is filed. Regarding your other question, even if you filed a motion to strike and your motion is based upon defective service, because it appears the case has been ongoing, and unless you showed prejudice, judges oftentimes will deny those types of motions on the basis that the underlying policy in cases is that they are decided on their merits, not technical defects. Again, each case is different, but I would definitely retain an attorney in your case.Ask a similar question
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The Northern Mountains is the name is given to the vast range in the north-eastern most corner of Khul.
The infamous Krill Garnesh are merely a small offshoot to the south-east of this range. They are for the most part uncharted but are known to be home to settlements of mountain men and other humanoid species.
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An epic saga of the upstairs and downstairs residents of an English country house which spans some 240 years and includes the stories of its original architect, a Victorian family that shared four decades of family history, soldiers billeted in the house during World War I, and a young couple who restores the house in the 1950s.
Available copies
- 7 of 7 copies available at OWWL. (Show)
- 0 of 0 copies available at Dansville Public Library.


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Must Visit
The Gandhi Sagar Dam located in the Mandsaur district near Neemuch in Madhya Pradesh is among the major tourist attractions of the state. Being a major dam built on the Chambal River,the foundation stone of this dam was laid on 7th march 1954 by none other than the then Prime Minister of India Pandit Jawaharlal Nehru.
Travel Talk
- Will Suggest 102
- My Favourite 57
- Been There 54
- Will Plan 52
- Will Avoid 23
Want to share your reaction with friends?
Having the second largest reservoir of India, the Gandhi Sagar Dam provides shelter to thousands of migratory birds thus resulting in certifying the reservoir by International bird life agency. The dam is 204 feet high and 514 feet long. It also has a splendid hydro electric power station on the right bank. The fact that a spillway of the dam discharges 21,238 cubic meters per seconds, shows that the dam is extremely huge.
In the context of both research and tourism, the Gandhi Sagar Dam is of immense importance.


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Hunter has a serious mission during African safari
Keppinger unanimous All-SEC pick
'Friends' cast inks mega-buck deal
What will happen to Niles and Daphne?
FBI interviews professor in academic fraud case
Beans Kelly resigns as UGA golf coach
Struggling Morrison key to NCAA hopes
FDA wants doctors to heed drug warnings; new labels eyed
Books for little gardeners offer cool projects
Belly up to five-star salad bar in your garden
Including youngsters in gardening
Not all bugs in the garden are bad
Nutrient-rich turf guards against bad bugs
Tips for planting 7 rows of flavor
Know these four beneficial insects
Good gardener needs soil that is loose and crumbly
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Kidscaping: Back yards get child-friendly touch
Water problem cleared up in Brookwood Subdivision
Business conspiracy seen in Elian affair
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Reader offers thoughts on recent Rick Dunn column
Homer Hale remembered as true humanitarian
WalkAmerica participants thanked for their support
Confederate Memorial Day coverage is appreciated
Son's 20th birthday prompts observations
New superintendent must have vision for schools
Knight's fate will be determined today
Litke: Knight will tighten noose before too long
Point guard White latest Bulldog to be sent packing
Federal Reserve expected to hike interest a half point
Mothers push for tougher gun laws
A-C budget is up for public scrutiny
ACLU takes Ten Commandments dispute to court
Holloway called 'visionary' but faced opposition
Denisar moved forward but was seen as outsider
Ray Lewis' murder trial to begin
Policeman still covers his beat on foot
Oconee residents lapping up results of water taste test
Mothers march to state Capitol to push gun laws
Columbine report says 12 students were dead within minutes
Walk for Wellness plans 15th-anniversary events
Forum to examine causes, impact of poverty
School chief finalists offer experience
Athens man charged with rape, aggravated assault
Sapelo Island's historic First African Baptist Church to reopen
Revival wraps up first year: Worshippers 'let it go' on anniversary
Hunter has a serious mission during African safari
Holloway called 'visionary' but faced opposition
Lady Dogs will carry torch: Georgia women cruise to California
Oconee facing growing pains: Lack of affordable housing is possible roadblock
Revival wraps up first year: Worshippers 'let it go' on anniversary
UGA parking areas to close for summer: University to start construction on new Student Learning Center
Denisar moved forward but was seen as outsider
Gibbons: Are humans the only animals that celebrate Mother's Day?
Emergency Medical Services personnel earn our respect
Legislative liaison idea merits approval after minor issues resolved
Don't let Internet be excuse to keep court records from public
Dramatic production puts focus on teen pregnancy
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Boone, Griffey homer as Reds take down Astros
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Alomar, Hirschbeck have come long way
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The Good Shepherd Catholic Montessori
5.00 (1 review)
4460 Berwick St
Cincinnati, OH 45227
Cincinnati, OH 45227
Tel: (513)271-4171
- The mission of Good Shepherd Catholic Montessori School is to offer an outstanding education to children ages 3-14 in an atmosphere faithful to the teachings of the Catholic Church.
- Good Shepherd Catholic Montessori School uniquely integrates the proven success of a Montessori education with children's spiritual and moral formation.
- Using the philosophy and techniques of the Montessori approach, including religious education through the Catechesis of the Good Shepherd, we enable your child to develop as a well-integrated human being: spiritually, intellectually, socially, physically, and emotionally.
- Good Shepherd Catholic Montessori strives to make its unique educational opportunities affordable to many families who could not otherwise afford a private Montessori education.
- We accomplish this by carefully controlling tuition costs, offering significant sibling discounts, and working to enlarge an existing scholarship fund.
School Overview
|School Type
|Montessori School
|School Membership(s)School Assoc.
|American Montessori Society (AMS)
|Religious Affiliation
|Roman Catholic
|Grades Offered
|Grades Prekindergarten-8
|Learning Difference Programs
|Learning Programs Supported
|Dyslexia, Verbal Processing, Speech, some autism
|Year Founded
Student Body
|Total Students
|186 students
|Student Body Type
|% Students of Color
State avg.: 21%
|Students by Grade
Academics and Faculty
|Total Classroom Teachers
|22 teachers
|Student : Teacher Ratio
National avg.: 13:1
|% Faculty w/Advanced Degree
Finances and Admission
|Admission Deadline
|None / Rolling
|Total Sports Offered
|3 sports
|Basketball, Soccer, VolleyballBasketball, Soccer,
|Total ExtracurricularsTotal Extra-curric.
|4 extracurriculars
|Boy Scouts, Choir, Destination Imagination, Drama Club Boy Scouts, Choir, Drama Club, Destination Imagination,
School Notes
- Good Shepherd Catholic Montessori uses some of the best educational practices:
- Excellence in Writing: a superb program to help children develop strong writing skills
- Spanish: all children take 3 Spanish classes per week starting at age 3
- Orton-Gillingham Language: our teachers have special training to apply this premier method for systematic instruction in spelling and reading.
- Arts Residencies: an annual program with the Ohio Arts Council brings artists of various disciplines to our school for multi-week residencies with students
- Orff Music Program: a hands-on approach to music education
- Virtues Program: to help our students develop life-long habits of virtue Plus much more
Profile last updated: 08/24/2015
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People that viewed The Good Shepherd Catholic Montessori also viewed these schools: Childrens Meeting House.
Show me:
- School Location Miles Grades Students
LovelandGrades: PK-6 | 268 students
10.5 miles
927 Obannonville Rd
Loveland, OH 45140
School Reviews
|5 3/16/2017
What a fantastic school to learn, play and grow! Love the outdoor campus
- Posted by Parent - Parent
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July 25, 2017
A table comparison of the three popular early childhood education approaches.
July 25, 2017
How do I know how this school compares with the others I am considering? Has anybody ranked private schools?
July 20, 2017


text: Texas Instruments unveils new RF software development kit for base stations12 Jun 2014 11:12 AM New RF software development kit from Texas Instruments enables small cell and backhaul developers to achieve 'first call' in one day, significantly reducing development timeTexas Instruments (TI) has announced the addition of the RF software development kit (RFSDK) to its Base Station SoftwarePac at the Small Cells World Summit in London this week (11 June 2014).The move is designed to enable small cell developers to configure the baseband-to-radio communication and achieve first call or system verification in just one day compared to the weeks or months it took previously.With the new RFSDK, TI's KeyStone-based TCI6630K2L small cell system-on-chip (SoC) and TCI6631K2L backhaul SoC can now seamlessly implement digital radio functions like digital pre-distortion (DPD) and crest factor reduction (CFR), and use a JESD204B interface to communicate with TI's analog front end transceiver, the AFE7500, to maximize performance and system power efficiency. In addition, the RFSDK enables the TCI6630K2L SoC to communicate with TI's analog high speed data converters for industrial solutions.The RFSDK should speed customers' time-to-market by providing a complete integration code that connects to TI's baseband processor and RF solutions. By providing simple APIs and a web-like interface, the RFSDK abstracts hundreds of radio specific parameters into easy to use system level configurations. In deployment, the RFSDK provides OEMs and operators with the ability to field debug by monitoring and measuring the complete radio chain which is critical in SON deployments. "By adding a production grade RFSDK software product to our Multicore Software Development Kit and carrier grade LTE PHY, we are providing customers a fuller, more complete Base Station SoftwarePac," said Cal Parsons, product manager, communications processors, Texas Instruments."Developers will also find that their system testing and performance evaluations are greatly simplified with the test suite, benchmarks and performance reports included with the RFSDK."The RFSDK is available today as part of TI's Base Station SoftwarePac. It is also available for TI's previously announced high performance small cell development platform and in the Hercules solutions platform offered by TI and Purewave Networks.James Atkinson EditorLinkedIn |Google + |Email Leave a CommentPlease write code to prove you're humanMore on... Small cellsParallel Wireless expands indoor vRAN small cell solution MWC 17: ip.access to unveil latest Viper small cell platform Italian service provider Fidoka Srl to deploy DragonWave Harmony radiosMore on... Critical CommunicationsFinland and Norway sign cross-border TETRA communication dealCC Europe 2017: Hytera showcasing new base station and handheld radioLatest in Mobile infrastructureQuortus and Expeto announce PaaS virtual LTE networks for enterprisesMWC17: Zyxel to debut new LTE and Wi-Fi indoor gatewayMWC17: Ericsson expands 5G access and transport portfolio


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