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The microfinance lender can’t offer high-interest rates. RBI

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The microfinance lender can’t offer high-interest rates. RBI

The lenders of microfinance won’t be able to charge excessive rates of interest for Borrowers who are borrowers, Reserve Bank said on Monday

Microfinance companies are not permitted to charge high rates of interest to their clients, as the instructions from the Reserve Bank said on Monday and requested the setting of a limit that is higher than the cost of loans as well as the fees associated with them.

The term “microfinance” refers to credit that can be described as one secured by collateral and is granted to a family with an income per year of no less than 3 lakh dollars.

The announcement was made of the ‘Master Direction of Reserve Bank of India (Regulatory Framework for Microfinance Loans) Instructions 2022’. RBI stated that all institutions which are subject to the regulation (REs) must implement an approved policy that was set by the board concerning the costs of microfinance loans with a maximum interest rate as well as other fees that apply to loans made by microfinance.

“Interest rate and any other fees on microfinance loans shouldn’t be excessively expensive. These will be subject to scrutiny by the supervisory department of the Reserve Bank,” the guidelines say.

In addition, every RE must give price information to potential borrowers via a simple information sheet.

“Any charges to be imposed to the microfinance borrower from the RE its agent or partner must be disclosed within the document. The borrower is not paid any amount that is not specifically mentioned in the factsheet.” The document says.

Additionally, according to PaydayNow, it is recommended that there be no penalty for the early payment for Microfinance credit.

“Penalty, if any, for delayed payment shall be applied on the overdue amount and not on the entire loan amount,” the RBI announced.

Regarding the amount that can be used to repay loans made by household members, this report recommended that every RE must be directed by a rule approved by the board about the amount of cash flow as payments to meet the monthly loans of the household and that it should be proportional to the household’s earnings.

“This shall be subject to a limit of a maximum of 50 percent of the monthly household income,” it reads.

It is recommended that you draft a standard credit contract for microfinance loans using the language of your choice and comprehended by the lender.

In line with the guidelines in effect under earlier guidelines, were in place, an NBFC which isn’t able to qualify as a Non-Banking Financial Company – Microfinance Institution (NBFC-MFI) isn’t permitted to offer microfinance credit that is greater than 10% of the amount in assets.

The amount of microfinance loans available in these kinds of non-bank financial institutions (NBFCs not MFIs that are NBFCs) has been raised to 25 % of assets.

The relationship between your hotel booking engine and your website

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The relationship between your hotel booking engine and your website


eRevMax;

Each hotel aims to increase its direct bookings. Not only do they save on commission fees paid to third parties like OTAs, but they also have full control over building customer relationships early on and building loyalty. Hotel Booking Engine is the gateway to direct bookings. The success of booking your hotel directly depends on the efficiency of your hotel reservation system and a smooth booking experience for guests. Here is the role of the hotel website.

The website is your storefront. It’s a reflection of your brand and what you promise to deliver. A slow loading website is one of the main reasons customers turn to other booking platforms like OTAs or other hotels abandoning their bookings on your website. Along with this, other reasons include boring design, clunky user interface, and immobility. The booking experience can change the whole travel plan.

It’s true that a good online hotel booking engine will improve the user experience by simplifying the process and allowing potential customers to make a reservation with just a few clicks. But only an attractive website design and interface will attract the customer to click the “Book Now” button and enter the booking page. Can a booking engine provide this with a lagging website?

Hotel booking engine and website go hand in hand

The majority of hoteliers view booking engines and websites as 2 different products and are unaware of the effect of one on the other. Even the best hotel booking engine on the internet needs the support of the hotel website it is hosted on to convert visitors into customers.

FOR YOUR INFORMATION: Your hotel’s booking engine and website are each other’s support system.

Let’s see how they are interrelated:

1. Website Design Influences Booking Engine Traffic

The look and feel of your hotel website has a significant impact on the traveler’s booking pattern. No matter how efficient or user-friendly the booking engine may be, the customer won’t be happy to click the “Book Now” button if your website is boring and slow. Thus affecting the traffic on your hotel booking engine. An unattractive hotel website design will not attract the user to the booking gateway. Therefore, it is essential to successfully integrate your hotel reservation system with an attractive website.

2. Good optimization simplifies the management of ARIs

According to a recent survey by eRevMax, 57% of hoteliers update their room rates and inventory multiple times a day. Consider manually updating pricing and availability individually on each platform whenever you change it. This will not only waste your time, but also delay the update and affect performance. With a properly optimized Internet booking engine and a hotel website of the same degree, it will be much easier and faster to update your ARI in real time. Two-way XML connectivity will automatically extract data simplifying hotel reservation management for you.

3. Seamless integration decides the user experience

If the two are not properly integrated, your potential guest may end up typing the search term over and over again and land on the wrong page. This repetitive process will increase booking time and decrease the user’s rating on the experience scale. This is why it is suggested to apply for a booking engine and website design and development by the same company as RateTiger.

4. Mobile functionality triggers booking

According Stratosjets, 70% of US travelers begin their booking journey on a smartphone. Imagine that the booking engine you use is mobile-friendly, but your website is not, or vice versa. Will it allow the user to seamlessly book a room in your hotel from their mobile phone? By limiting the user experience on your site, you will lose potential customers to the best OTAs known to deliver a mobile-friendly booking experience throughout the booking journey. Therefore, having a mobile-friendly hotel reservation system and website is key to winning direct bookings.

As a hotelier, your ultimate goal is to get the user to click the Call-to-Action button on your website. To do this, your website must be intuitive enough to grab the user’s attention and properly integrated with the hotel booking engine to provide a seamless booking experience. The hotel booking engine and brand website work together to drive direct bookings and increase revenue for your property.

About RateTiger

RateTiger by eRevMax is a market leader in hotel technology and provides Channel Manager, Booking Engine, Rate Shopper, Website Design, Digital Marketing Services as well as GDS and Metasearch Distribution solutions to large hotel chains and resorts, size groups average as well as to the self-employed. boutique properties worldwide. RateTiger connects to over 450 channel and technology partners. It has deep two-way integration with distribution channels including Booking.com, Expedia, Agoda, Airbnb, Google, HRS, Hotelbeds, among others. It connects to leading PMS, RMS, CRS, Booking Engine and other hotel technology systems for a seamless online distribution experience. Data security and privacy is a key aspect of RateTiger – it is ISO and PCI certified as well as GDPR compliant. RateTiger provides 24/7 multilingual support to hotels around the world to help them achieve their revenue generation goals.

For more details, please visit www.ratetiger.com or contact us on [email protected]

Essential guide for students – How to have fun in college AND stick to your budget

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Stay in tune with your finances

Entering college can be a busy time, filled with excitement, hopes, and dreams.

There’s a lot to look forward to – meeting new people, getting involved in societies and learning more about a course you’re passionate about. However, it can also be quite scary, especially if it’s your first time living away from home and managing your own money. You certainly won’t be alone if you’re feeling nervous about starting college, but there’s plenty of help available.

With the cost of living crisis continuing to bring more unwelcome news, it’s easy to feel overwhelmed with the thought of money – but talking about it has never been more important. Having a solid plan in place for your finances from the start will hopefully mean that you can stop worrying about money and start focusing on all the fun things.

Here are my tips for preparing your money for college:

Planning your budget probably won’t be the most exciting part of your pre-college preparation, but it could be the most important and could save you a lot of hassle. The first step in planning your budget is to calculate your income throughout the year – this could be from Student Finance, a part-time job, or perhaps family. The next step is to estimate your expenses; remember to be realistic and include non-essentials as well. Now is the time to compare. Will you have enough income to cover your estimated expenses throughout the year? If not, you may need to reconsider some of your expenses or explore other income opportunities. If you’re struggling to balance your budget, contact your university’s student services team.

Creating your budget is just the beginning – sticking to it is often the hardest part, especially since undergraduate finances are paid quarterly, not weekly. Fortunately, there are plenty of budgeting “tricks” to help you stay in control of your money. One of the most useful tricks is a technique called “drip”, where you can set up a standing order for a certain amount of money to be transferred from your main account to a second bank account every week. . This way you only need to manage your money one week at a time – much more manageable and much less scary. Managing your money is a life skill that everyone needs to learn at some point. It’s okay to make mistakes, but try not to let things get out of hand. There’s no shame in asking for help with budgeting – believe me, we’ve all been there.

Many banks offer “student bank accounts”, i.e. bank accounts exclusively for university students. Some banks offer enticing gifts or interest-free overdrafts for student bank accounts as incentives to switch. So how do you choose? While a good overdraft facility is useful if you need to borrow money short-term, the best bank account is the one that helps you manage your money most effectively.

If you prefer to talk to someone face-to-face, look for banks with branches near your campus; while if you like managing your money on the go, look for a bank with good app facilities (and if you can also set spending limits in the app, that’s a bonus!)

If you decide to switch, remember to update your bank details in your Student Finance portal to ensure you can get paid.

Even the best budgeter can deal with unexpected emergencies. The unexpected train trip home or the broken laptop screen – you can’t plan everything. Keeping a small emergency fund can be useful in these situations, even if it’s just £50 in a piggy bank. Overdrafts can be a useful alternative to an emergency fund, but if you’re starting to find that you’re spending more time in your overdraft than out of it, it’s time to seek help.

The best advice I can give is to never be afraid to ask for help.

Many universities, including Keele, offer financial advice and support for students who are experiencing unexpected financial difficulties.

This could be through a ‘hardship fund’ or there could be alternative support available. Whether you’re having funding issues or struggling to make ends meet, we want to help.

Check your university’s website for information on advice and support available to you, or contact your student services team.

Finally, good luck with your college experience.

Three years may seem like a long time right now, but time flies when you’re having fun.

The growing trend of revenue-based financing and its legal implications | K&L Gates LLP

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There is a growing need for alternative sources of capital for companies that cannot obtain or do not want traditional loans or private equity investments. Traditionally, there were basically two financing options: debt, which some entrepreneurs and small businesses couldn’t qualify for, or the sale of equity, which leads to a decrease in ownership. An expanding alternative is revenue-based financing (also known as sales-based financing and merchant cash advances), which incorporates some features of both. As with any growing financial industry, the legal framework is changing rapidly and the industry must prepare for it.

What is revenue-based financing?

Revenue-based financing is the extension of capital in exchange for a percentage of the company’s future gross revenue. For example, a revenue-based financing provider provides $100,000 to a company in exchange for 10% of the company’s revenue until the company repays the provider a set amount, usually a multiple of the financed amount (if the multiple was 1.5x, in this example the refund amount would be $150,000). Reimbursement is made periodically by direct debits from the company’s account.

Since there is no fixed monthly payment (because income fluctuates), income-based financing does not have a fixed due date. If a business has high revenue, refunds will be larger and the refund amount will be paid faster. Alternatively, if a business has lower revenues, reimbursements will be lower and the supplier will be paid more slowly. If the business fails, the funder’s repayment is in jeopardy. Thus, revenue-based financing gives businesses more flexibility, with repayment coinciding with actual revenue.

There is little regulatory framework, but this landscape is changing.

Current regulatory framework

Few states currently regulate revenue-based financing. Due to its growing popularity and opportunity for unscrupulous players, some states like Virginia, New York, Utah, and California have regulated or are attempting to regulate revenue-based financing.

On April 11, 2022, Virginia enacted HB1027. HB1027 requires “sales-based financing providers” and “brokers” to register with the Virginia State Corporate Commission by November 15, 2022. It also requires disclosure of certain terms of the sales-based financing agreement. income, such as amount financed, finance charges, repayment amount, estimated number of payments and amounts, fees, prepayment charges, guarantees, and a host of other items. While HB1027 directs the Virginia State Corporate Commission to pass implementing regulations, the law takes effect immediately.

On December 23, 2020, New York enacted the Commercial Finance Disclosure Law (CFDL), which will also require the disclosure of similar redemption terms. Unlike Virginia law, however, the CFDL is not currently in effect. While the CFDL technically went into effect on January 1, 2022, the New York Department of Financial Services does not require compliance until the implementing regulations are final.

On March 24, 2022, Utah enacted the Commercial Finance Registration and Disclosure Act (CFRDA), which requires registration of businesses engaged in “accounts receivable purchase transactions.” Like Virginia and New York, the CFRDA requires mandatory disclosures, including “full dollar cost of trade finance,” but stops short of requiring the calculation and disclosure of an annual rate. percentage. The CFRDA comes into force on January 1, 2023.

Similarly, California has enacted SB No. 1235, which requires specific disclosures for income-based funders. SB No. 1235 and the California Department of Financial Protection and Innovation’s implementing regulations are scheduled to go into effect December 9, 2022 and will require revenue-based financing providers to disclose: the total amount of funds provided; the total dollar cost of the financing; the duration or estimated duration; the method, frequency and amount of payments; a description of prepayment policies; and the total cost of financing expressed as an annualized rate.

Although repayment terms and disclosures have commonly accepted and understood meanings in traditional lending, these definitions do not necessarily correspond perfectly to revenue-based financing. Because revenue-based financing repayment is tied to actual earnings, there is no set repayment schedule and interest rates are not easily determined without estimates or assumptions. With some state regulations taking effect within the next two months, revenue-based funders should closely monitor the development of state laws to ensure compliance, and they should anticipate further scrutiny in 2022 and beyond.

Execution of individual disputes

Revenue-based funders should also be aware of traditional individual delivery methods. Whenever there is an opportunity for profit, there is an opportunity for less scrupulous players to exploit it. Although revenue-based financing is aimed at businesses, not consumers, many businesses seeking revenue-based financing are smaller and in need of capital, and could fall victim to pushy lenders. . Predatory financing could result in claims under state Unfair and Deceptive Acts and Practices (UDAP) laws, usury laws, predatory lending, fraud, good faith, and fair use , and the federal Racketeer Influenced and Corrupt Organizations (RICO) Act.

In a recent series of cases in the United States District Court for the Southern District of New York (SDNY), companies alleged that their revenue-based lenders violated RICO and antitrust laws. usury of the state.1 These plaintiffs alleged that their financings were not really revenue-based financings, but rather thinly veiled predatory lending with usurious rates and terms. Because they alleged the loans were usurious and unlawful, their origination and collection were underlying acts for the RICO civil claims. In each of these cases, liability depended on whether the transactions were genuine sales of future income or disguised loans. If the transaction was a loan, the RICO and usury claims could continue. If, however, the transaction was a genuine sale of future earnings, the claims would fail.

To answer this question, SDNY looked at three important factors to distinguish between a loan and a sale of income. First, the courts looked at the reconciliation to determine if the funding repayments were based on actual revenue received or if they were instead periodic at a fixed amount. Second, the courts have considered whether there is a specific repayment term. If a finance transaction had a set repayment term, it looked like a loan. If, on the other hand, it had an indefinite repayment period, it looked more like a revenue sale. Finally, and perhaps most importantly, the court considered the risk of non-payment. If the financier bears the risk of business failure and has no recourse against the business or the guarantors, then the transaction is more like revenue-based financing. If, on the other hand, the company has guarantees or requires admissions of judgment, then the transactions were more like loans. In each of these cases, the claims survived motions to dismiss and, in Fleetwood Services, the court granted summary judgment to the plaintiff on liability for its RICO claims.

To avoid potential liability under RICO and state usury laws, revenue-based financing providers must ensure that the structure of their financing transactions, taken as a whole, resembles genuine sales of future income and are not simply secured loans disguised as sales.

In addition, income-based funders should also be aware of state UDAP laws. State UDAP laws vary widely in scope of coverage, conduct and industries regulated, and potential exposure. Many state UDAP laws also provide for the possibility of class actions. Finally, the traditional causes of action for breach of contract, fraud and predatory lending are also potential claims.

Implications for revenue-based funders

The growing popularity of revenue-based financing and the need for regulations like those in Virginia, New York, Utah, and California, make revenue-based financing an area of ​​focus in 2022. The presence of malicious actors could have a negative effect. shine a light on an otherwise valuable and necessary source of capital, and attract close scrutiny. Revenue-based funders should closely monitor national regulations and ensure that their products retain the characteristics of revenue-based financing. To avoid costly litigation and exposure, financiers must ensure that their products do not take on the characteristics of loans.

1 See Fleetwood Servs., LLC vs. Ram Cap. Funding, LLC, No. 20-cv-5120 (LJL), 2022 WL 1997207 (SDNY 6 June 2022); Haymount Urgent Care PC, v. GoFund Advance, LLC, No. 22-cv-1245 (JSR), 2022 WL 2297768 (SDNY June 27, 2022); Lateral Recovery LLC c. Queen Funding, LLC, No. 21 Civ. 9607 (CGS), 2022 WL 2829913 (SDNY 20 July 2022).

Sanyou IP News – September 2022

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1. Sanyou successfully represented Dixsen in the second instance lawsuit involving a patent infringement dispute over a split-core current transformer

2. Sanyou IP Management System 6.0 Release Conference

3. From November 1, 2022, the online application of trademark rejection review cases will be fully implemented

1. Sanyou successfully represented Dixsen in the second instance lawsuit involving a patent infringement dispute over a split-core current transformer

Sanyou customer: Zhejiang Dixsen Electrical Co.,Ltd.

Test body: Supreme People’s Court

Test result: The court upheld patent infringement and ordered compensation of RMB 650,000.

Case Facts

Zhejiang Dixsen Electrical Co.,Ltd. was founded in 1995, mainly engaged in the production of high and low voltage transformers, electrical instruments and other products. It enjoys high reputation in the industry, with strong technical force, insists on independent innovation and a number of patents in related technical fields.

The invention patent involved in this case is a pioneering current transformer technology independently developed by Dixsen Corporation. Due to the open-closed structure, there is no need to disassemble the measured circuit when maintaining and replacing the transformer, which is easy to disassemble and has high efficiency. In addition, the wiring terminal is convenient for wiring and can meet the requirements of customers’ different wiring modes. This patent has a very high market value and technological advancement. Competitors made numerous invalidation requests to China’s National Intellectual Property Administration, and the invention patent was kept in force.

After finding infringers in the marketplace, Dixsen entrusted our team of attorneys to develop rights protection strategies and put them into practice. The team of lawyers successfully procured the controlled infringing products and cooperated closely in infringement litigation and patent invalidation proceedings. The court considers that our client’s invention patent is now within the validity period and the patent right is legally protected. Therefore, the main points of contention in this case are: 1. Whether the technical solution accused of infringement falls within the scope of Sanyou’s patent protection, and 2. Plaintiff’s request for cessation of infringement and compensation for losses is reasonable and legal.

1. According to legal provisions, the scope of protection of the patent right is determined by the content of the claims, and the description and the drawings may be used to explain the content of the claims. Therefore, to determine whether the allegedly infringing technical solution falls within the scope of protection of the patent right, all technical features recorded in the claims asserted by the right holder must be examined. If the incriminated technical solution contains technical characteristics identical or equivalent to all the technical characteristics recorded in the claims, the people’s court determines that it falls within the scope of protection of patent law. Sanyou has provided evidence and successfully proved that the infringing technical solution in dispute contains technical features similar to all the technical features recorded in our customers’ claims, and therefore falls under the protection of patent law.

2. Without the Sanyou customer’s permission, the infringing party produced, sold and offered to sell counterfeit products for commercial purposes in 2013, 2019 and 2020 even after the award of compensation, which is an infringement repeated in obvious bad faith. Its unauthorized manufacture and sale of counterfeit products without authorization and control may endanger public safety. The court accepted and upheld Sanyou’s claim.

Eventually, the court ruled that the patent infringement was established and ordered compensation of 650,000 RMB.

Typical meaning

With the strengthening of national intellectual property protection, a patentee should receive higher compensation for damages. However, the patentee must provide evidence in order to obtain higher damages. In this case, Sanyou’s lawyers collected and organized evidence based on the following five aspects:

1) Applicant’s invention patent has strong stability and high market value.

2) The financial data submitted by the defendant showed that he had made significant profits through his infringement of the plaintiff’s patent.

3) The defendant’s breach is serious.

4) The defendant had obvious malicious intentions.

5) Personal safety and the public interest may be endangered by the offence.

This case provides a positive reference on how to increase the amount of damages.

2. Sanyou IP Management System 6.0 Release Conference

Under the theme of “Integrating Data and Intelligence, Creating and Sharing the Future”, Sanyou IP Enterprise Management System Version 6.0 Launch Conference was held! Sanyou Intellectual Property Group executives, employee representatives and Sanyou partners were invited to attend the event and witnessed the opening of a new chapter of Sanyou brand building with colleagues online .

In 1993, the first version of Sanyou Enterprise Management System was officially applied, followed by the birth of the second, third and sixth editions. Repeated R&D investments have helped Sanyou build an efficient, accurate, interconnected and collaborative business structure.

The current version 6.0 is an automated and intelligent business management system. The system architecture can meet the management needs of the distributed office model. Moreover, it adopts the workflow mode which forms a closed loop. By using big data and AI, it improves accuracy and reliability and thus increases work efficiency.

Since its establishment in 1986, Sanyou has continued its high-quality development for 36 years, creating one industrial model after another. What is truly commendable is not the enterprise management system itself, but Sanyou’s concept of being prepared for danger in times of safety, continuous innovation and the belief of embracing the future without fear difficulties!

3. From November 1, 2022, the online application of trademark rejection review cases will be fully implemented

In order to further improve the electronic service level of trademark examination, strengthen the effective link between the administration and the judiciary, and promote the green development of trademark examination, the CNIPA Trademark Office has published the Notice on the full implementation of the online application for the rejection of examination cases.

It is mentioned that from November 1, 2022 (including the day), CNIPA will fully implement the online application for rejection review cases, and trademark agencies will no longer submit paper documents for rejection examinations and will use the trademark online application service system to submit electronic applications.

Red Folders helps student support

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College can be a huge stressor for students, and the cost of a rigorous academic load often exacerbates existing physical, mental, and behavioral health issues or creates new ones. Binghamton University’s renewed Red Folder initiative is a step to help faculty and staff recognize and effectively support students in distress.

Led by the University’s Healthy Campus Initiative, the dossier has been updated and is being republished this year with a complementary website. Hard copies of the new brief will be distributed across campus, and the website will be updated frequently to include new resources, examples of how faculty might respond in the types of frequently reported scenarios, and information additional.

The University adopted the Red Folder initiative over a decade ago to help faculty and staff recognize student difficulties so they can respond in a supportive manner and keep the University community safe, and also direct students to campus support systems. Universities across the country publish red folders, which serve as quick reference guides that faculty and staff can use if a student in their class or office shows signs of distress. The dossier lists common signs of student distress and, through a tier system that assigns urgent/concerning or urgent priority to various situations, directs faculty to the best methods of assistance and channels for reporting. appropriate.

The tier system outlines specific guidelines for how faculty and staff should respond to students in emergencies with respect to urgent/concerning scenarios. For example, a physical indicator of an emergency scenario might include observable signs of serious injury, such as cuts or bruises. In an urgent/worrying scenario, a physical indicator could include marked changes in physical appearance, such as sudden weight loss/gain.

“We know that our faculty and staff care about the well-being of our students and want to support them in the best possible way,” said Johann Fiore-Conte, Associate Vice President of Student Affairs and Director of Health and welfare. “These red folders are designed to make the many levels of support offered by the University clear and easy to consult in potentially difficult situations.”

Each level directs faculty and staff to specific referral responses and methods, ranging from setting the student aside for a conversation to submitting a CARE Team referral form or even making contact with the university police in extreme cases of imminent danger. The pack aims to help faculty and staff support students in the best way possible and illustrates the appropriate channels to use for that support. It also reminds faculty and staff of their obligations as private (as opposed to confidential) resources to report incidents of sexual violence to the Title IX Office.

The pamphlets and accompanying resources will be distributed in bulk to divisional and dean’s offices for University faculty and staff in late September. If additional copies are needed, contact [email protected]

Sports Development: Company Equips PLWDs With Essential Learning Skills

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1 QNETA global e-commerce based direct selling company has equipped people living with disabilities (PLWDs) with essential learning skills through sports education in the country.

2 M Biram FallQNET’s Regional General Manager for Sub-Saharan Africa said in a statement on Saturday to Lagos.

latest nigerian news today

3 Fall said the PLWDs also received school materials such as uniforms, teaching materials and learning aids to ease their financial burden.

latest nigerian news today

4 HE said the advocacy is part of QNET’s commitment to empowering people with disabilities to live their best lives.

5 The Regional Director noted that this initiative empowers hearing and visually impaired children by equipping them with valuable life skills through inclusive, accessible and quality sports programs.

6 He recalled that the African Business Honors Cooperation recently honored the tremendous efforts of one such organization – The ANOPA Project, with its prestigious 2022 Charitable Organization award.

seven The press agency of Nigeria reports that ANOPA is a not-for-profit sports intervention that aims to improve the inclusion and integration of vulnerable groups in sub-Saharan Africa.

8 Fall said ANOPA works to increase school retention rates for these children and teach them social and soft skills through sports activities such as swimming and basketball.

9 He added that the organization frequently implements awareness workshops to change social perceptions of people with disabilities.

ten Fall said, “QNET and our social impact arm, RHYTHM Foundation, have a vision to create a better future for people with disabilities through empowerment.

11 “Building an inclusive society is the first step: the future must include people of all backgrounds and abilities.

12 “Access to high quality and inclusive education for African youth and children can be challenging due to cultural, economic and social barriers.

13 “That is why the work carried out by the ANOPA project is very important in giving these children the skills they need to fulfill their potential.

14 “Congratulations to the ANOPA team for taking on this noble cause.

15 We are excited to be part of your journey,” he added.

16 Fall said that with the support of QNET’s Rhythm Foundation sponsored program, ANOPA has succeeded in enrolling children across Africa with visual and hearing impairments in special schools.

17 He said that for the past three years, the organization, through the RYTHM Foundation, has been involved in supporting one of ANOPA’s flagship projects titled: “Education through Sport for deaf and blind children.

18 According to him, to date, ANOPA has helped more than 500 children across Africa with visual and hearing disabilities to realize their full potential.

19 “It involves providing support and assistance to schools, creating a conducive learning environment and removing financial barriers to education.

20 “For people with disabilities, especially young people and children, it is essential to have good social support systems and inclusive government policies in place to enable them to lead independent and fulfilled lives.

21 “Unfortunately, this is not the reality for many disabled communities around the world,” he said.
He said the World Health Organization (WHO) reports that more than 80% of people with disabilities come from developing countries, including sub-Saharan Africa.

22 Fall noted that WHOThe World Disability Action Plan highlights that adolescents and children with disabilities face stigma, discrimination and inequality.

23 He said these factors were further exacerbated in low-income countries, as disability and poverty reinforced and perpetuated each other.

NewsSourceCredit: NOPE

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Bitcoin Was Almost Named Netcoin by Satoshi Nakamoto, Hints at Domain Data

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Finding a good name is often one of the hardest decisions to make when launching a new service or business. Historical domain name purchase data suggests that Satoshi Nakamoto, the creator of Bitcoin (BTC), had another naming option in mind that was not published in the white paper.

Bitcoin.org, the domain of the original Bitcoin-related website, was established on August 18, 2008 under AnonymousSpeech, a service in Japan that allowed users to purchase domain names anonymously. Domain purchases under AnonymousSpeech in similar time frames revealed the creation of Netcoin.org on August 17, 2008, just one day before the creation of Bitcoin.org.

After further research, crypto locksmith Or Weinberger confirmed that no content was ever present on the Netcoin.org domain “except only after it was later taken over by another person.”

The decision to stick with Bitcoin may have been crucial to its success due to many in the crypto community pointing out their dislike of the Netcoin name, such as one declared:

“It’s interesting. I’m glad they stuck with bitcoin, it sounds a lot better.

This discovery further helps Bitcoin distance itself from people who have previously claimed to be Satoshi Nakamoto. The Netcoin.org domain was later removed and re-registered with a subsidiary of Web.com in 2010.

Related: El Salvador’s Bitcoin Ruling: Adoption Tracking One Year Later

Despite the mysteries behind Bitcoin’s creation, the asset continues to dominate the financial markets. BitPay backs up this notion as its data has shown Bitcoin to be a major payment tool despite enormous price volatility.

Speaking to Cointelegraph, BitPay VP of Marketing Merrick Theobald said Bitcoin-based payments sales volumes on BitPay were up 52% ​​in the first quarter of 2022.

Most Puerto Ricans still in the dark after the hurricane…

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Some Puerto Ricans with rooftop solar panels have experienced minor issues in the past week, an inevitable part of adopting new technologies. Karla Zambrana, general manager in Puerto Rico of Sunnova Energy, said the ongoing power outage offers important lessons on how to manage equipment in difficult circumstances.

During and immediately after Fiona, heavy rain and dense clouds engulfed Puerto Rico for days. This reduced the amount of sunlight radiating onto the solar panels, in turn limiting the amount of energy stored in the batteries. Some households have drained their batteries overnight and exhausted critical charge level needed for the solar panel system to operate again once sunlight returns. Sunnova dispatched teams of technicians to essentially reboot customers’ inverters using a high-capacity portable battery so they could begin harnessing and storing solar energy.

We need to better educate customers on how to maximize battery usage and become more efficient in power management,” Zambrana said by phone from the San Juan suburb of Guaynabo. It’s part of the learning curve.

A Sunnova technician in Puerto Rico works on a Tesla Powerwall battery in the aftermath of Hurricane Fiona. (Sunnova)

Yet these households represent a fraction of Sunnova’s income 30,000 customers in Puerto Rico. Around 97 percent of customer batteries had a positive and stable charge as of Thursday, allowing them to continue to power refrigerators, cellphones, life-saving medical equipment and other essential devices that use electricity. She said she was unaware of any solar panels or batteries being damaged by the hurricane or subsequent flooding.

Having a backup solution has really become a need for Puerto Ricans – something we didn’t have before Hurricane Maria,” Zambrana said.

Another solar developer, Sunrun, said its battery fleet in Puerto Rico provided more than 15,000 hours of backup power to thousands of customers starting in September 20.

The data is still coming in, but a significant portion of our customers have seen more than 40 hours of backup power,” said Chris Rauscher, senior manager of market development at Sunrun. This figure suggests to customers were able to weather the extended outages for several days, with solar power recharging their batteries during the day,” he added.

Despite pockets of progress, the struggle to restore power throughout Puerto Rico is attracting the attention of local leaders and state officials.

Earlier this week, New York Attorney General Letitia James urged federal authorities to investigate failures” of Luma Energy, the private consortium that operates the grid’s transmission and distribution system. Casa Pueblo, a community organization in Adjuntas, Puerto Rico, sent a letter to House Speaker Nancy Pelosi (D-California) calling for federal stimulus funding to be channeled to community organizations to build a decentralized and renewable electricity system.

We urge the US Congress to avoid repeating its mistakes of the previous five years,” Casa Pueblo said in the letter.

A Closer Look at Jackson Mississippi’s Water Crisis – Black Girl Nerds

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Across America, millions of citizens take for granted the ability to rely on clean water and use it whenever they need it. Yet for 80 percent of the people of Jackson, Mississippi, the days are filled with worry and distress because all that comes from their faucets is murky, toxic water.

Flint, Michigan, has had a major unresolved water crisis affecting Black Americans since 2014. Now Jackson’s water crisis is affecting Black families and causing the most stress on single-parent households, many of which are headed by black women. News of Jackson’s water crisis has been making the rounds in the media for most of the month, but the crisis is not limited to lime-infested pipes.

Causes of the Jackson Water Crisis

It’s almost tragically poetic that the Jackson, Mississippi water crisis started with too much water. According to CNN, the Pearl River flooded after heavy rains, damaging pumps at the main water treatment facility that were previously in poor condition.

For a week after the flood, citizens of Jackson were unable to use their restrooms, use the water for cooking, bathing or brushing their teeth because there was no running water throughout the city. . During this time, people had to use bottled water as a temporary substitute.

After residents uprooted their lives to travel miles from their homes to buy water, then returned home to ration it to meet their basic needs, water started flowing through the pipes again. However, hope quickly dwindles as the water often comes out brown and smelly. If the water comes out clear, residents are advised to boil it first and shower with their mouths closed due to high levels of toxicity.

Access to clean water being a basic human right in this developed country known as the land of the free, one wonders why this is happening.

A water crisis rooted in racism

So why did the government not come to the aid of its people? The simple answer is systematic racism.

According to Zakiya Summers, a Democrat who represents Jackson in the Mississippi state legislature, Republican leaders have only provided $3 million after blocking $47 million this year for water and sanitation repairs. sewers in Jackson. Summers was further cited in the Washington Post saying, “We have certainly been victims of systemic and structural racism in the city of Jackson. And I don’t think that’s unique to Jackson. I think that’s true for majority-minority towns in the South.

When she told the Southern Poverty Law Center about her experience visiting relatives who lived two hours away, her children were shocked to see other people using tap water for everyday things.

“They never used tap water, period,” she said. “I felt bad. They thought everyone in America lived like that.

There have been many days in Floyd’s life in Jackson spent living on high alert, weary of water contamination alerts. And when that happens, she spends her day filling buckets of water to use to flush the toilet when the water no longer comes out clear but yellow and smells like bleach.

“I’m angry, I’m frustrated and I’m angry,” Floyd said. “They suffocate us. They cut us off. We are here. We are all here and we deserve to live like everyone else in the United States. We all deserve to prosper.

Some families have even more difficulties. Charity Bass and her five children also struggle to manage life with limited clean water while supporting charities such as the Poor People’s Campaign, which helps distribute water in her neighborhood.

“When you distribute the water and you see people’s faces, old people’s faces, they just look at you with tears in their eyes. It does something to you,” Bass said.

Bath time for her kids isn’t filled with a bathtub full of bubbles and rubber duckies. Instead, her children line up to be soaped up and then rinsed with water bottles while they stand in the tub.

“One thing is that I am a survivor. I have to do what I have to do,” Bass said. “But I have to ask, the water in Jackson, it’s been messed up for a while. I just feel like some people, like the governor, let us down.

How to Help Jackson’s Water Crisis

JACKSON MS – SEPTEMBER 3: Addison Place Apartment Maintenance Supervisor Rodney Moore (center) receives cases of bottled water from City of Jackson employee Dianna Davis (right) and Andrea Williams for elderly and disabled residents.

Currently, the boil water advisory has been lifted, but that doesn’t mean all the issues are resolved. There are many people on the ground who continue to support black communities.

Lea Campbell, organizer of the Mississippi Rising Coalition, wrote to BGN when asked for more information on the situation: “Jacksonians have been sounding the alarm over the worsening state of the water in Jackson over the past few years and have so far only survived through collective action resilience and self-determination Residents of Jackson have boiled their water for cooking and drinking Jackson-based NGOs have provided support bottled or filtered water to residents whenever possible prior to this most recent crisis.In our assessment, the white power structure in Mississippi has created apartheid conditions in the city of Jackson, denying the basic right of access to drinking water, and finally, the world pays attention to it.

Thanks to social media, Jackson’s water crisis hashtag has over a million views on Tik Tok and is helping to spread the word about this issue. In addition, many organizations on the ground help and accept donations to continue supporting the population.

Cooperation Jackson: An organization supporting economic democracy primarily among black and Latino organizations organizes a weekly water distribution.

Mississippi Rising Coalition is a multigenerational, nonpartisan group that seeks to empower members of its community.

The Mississippi Immigrant Alliance for Justice and Equity empowers immigrant children and families through political education and community organizing.

Kiersten Brown


Kiersten is a freelance writer and coach. As a writer, she has written for Travel Noire, Passion Passport, BAUCE mag and various travel and lifestyle blogs. As a writer, her goal is to write content that inspires others to take action. As a coach, her goal is to empower women to be their most authentic selves. In her spare time, you can find her dancing to any song anywhere.

Pittsburgh project will pave the way for technology to revolutionize the treatment of deadly brain diseases

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09/22/2022

PITTSBURGH – A collaborative group of neuroscientists from the University of Pittsburgh School of Medicine and Carnegie Mellon University has received a $6.8 million grant from the National Institutes of Health (NIH) Brain Research Initiative through Advancing Innovative Neurotechologies® (BRAIN) create an ultra-high resolution molecular atlas of the brain and develop brain cell type-specific strategies for efficient and precise gene delivery.

The research will leverage genetic information resolved with single-cell precision to establish a comprehensive database of cell types and neural circuits comprising the brain’s cognitive and reward systems. In combination with ultra-high resolution magnetic resonance imaging (MRI), the researchers plan to create brain atlases of marmosets and macaque monkeys and make them freely available to other neuroscientists around the world.

“This award enables interdisciplinary collaboration between experts in neural imaging, gene therapy, machine learning, and molecular biology to advance our understanding of the single-cell-level organization of essential brain systems,” said the principal investigator of the project, William Stauffer, Ph.D., assistant professor of neurobiology at Pitt. “We hope that this unparalleled degree of precision will eventually pave the way for the development of efficient and precise gene-editing technologies that could revolutionize the treatment of previously fatal diseases, such as Alzheimer’s disease or Parkinson’s disease.”

The recently launched BioForge initiative, supported by Pitt’s Senior Vice Chancellor for Health Sciences, Anantha Shekhar, MD, Ph.D., will be used to advance the production and large-scale commercialization of delivery vectors of genes identified through grant support.

“We are thrilled that the services of a state-of-the-art biomanufacturing facility will soon be available in Pittsburgh to help realize the noble goal of providing new and improved medical treatments for brain disorders,” said Shekhar. “It is very special to be part of a program that will not only bring life-saving treatments to our patients, but will also facilitate the dissemination of technologies developed by Pitt to research laboratories around the world and will take a great step towards the creation of products. having an economic impact on the region.”

The BRAIN® initiative was announced in 2013 to deepen understanding of the inner workings of the human mind and over the years has grown to prioritize the expansion of molecular profiling of cell types and data analysis, allowing genetic and non-genetic access to cell types across multiple species. The NIH Multi-Year Grant was awarded as part of the Armamentarium for access to precision brain cellsa large-scale project of the NIH BRAIN Initiative.

“Delivery technologies for specific brain cell types are revolutionizing experimental neuroscience by allowing researchers to probe the cells and circuits underlying complex behaviors,” said NIH Director John Ngai, Ph.D. BRAIN Initiative. “An expanded toolbox of precision brain cell access tools supported by the first phase of the Armamentarium project could ultimately inform cell- and circuit-specific therapies for human patients, for example, those suffering from epilepsy, neurodevelopmental diseases or mood disorders.”

Projects like the one led by Stauffer, which is interested in defining how different cell types contribute to behavior, as well as in studying disease processes specific to cell types, are central to the Initiative’s mission. Stauffer and his close collaborators, Leah Byrne, Ph.D., assistant professor of ophthalmology at Pitt, and Andreas Pfenning, Ph.D., assistant professor of computational biology at CMU, received a grant from the BRAIN Initiative in 2018 to start defining the molecular profiles of different types of neurons.

“Even a small piece of brain tissue contains dozens of different subtypes of neurons, each performing different functions during different behaviors,” said Pfenning, who is part of CMU’s Institute for Neuroscience. “The ability to target these populations using viruses could accelerate basic research and also pave the way for targeted therapies.”

Pfenning’s group will use custom machine learning models and evolutionary theory to identify sequences most likely to label subpopulations of neurons. His lab will also test the ability of these sequences to target specific cell types in the mouse brain.

Drawing further on molecular profiling data, Pitt’s Brain Institute scientists intend to identify cell type-specific drivers of gene expression in the forebrain and frontal lobe and develop ready-to-use, specific and efficient gene delivery vectors, including adeno-associated virus (AAV) vectors. To develop new AAVs, they will use scAAVengr, the single-cell AAV engineering pipeline developed by Byrne. The team will combine scAAVengr-optimized AAV viral envelopes with newly identified cell-type-specific activators, and the combination of these elements will generate viral vectors capable of delivering highly effective, cell-type-specific gene therapies. Afonso Silva, Ph.D., professor of neurobiology and endowed chair in translational neuroimaging at Pitt and also a member of the Brain Institute, joins Stauffer, Byrne and Pfenning on the project team. The Silva lab will create an ultra-high resolution MRI atlas of the rhesus monkey brain. This MRI-based atlas will provide the framework to detail how viral vector expression is controlled at the brain scale.

Businesses need to prepare for closer scrutiny of nature’s risks –

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Business leaders are increasingly aware of the business risks associated with the continued loss of nature, including the disruption of supply chains, particularly in highly exposed sectors such as agriculture and food production. foods and beverages. Biodiversity – and other facets of nature, such as freshwater and the ocean – are now becoming the new frontier of sustainable finance and business.

This increased attention is both justified and welcome. However, there is a risk that businesses and financial institutions will feel ahead of the curve if they start considering these issues now. Instead, nature’s business risks are already there.

More than 50% of the global economy is directly dependent on nature and the ecosystems it provides. Yet incomprehensible tracts of rainforest have already disappeared and extreme droughts are limiting the availability of fresh water in many parts of the world.

Solving the climate crisis will also depend on nature. The global race towards net zero emissions will only succeed if we race just as fast towards positive nature. By 2030, nature-based solutions could contribute to more than a third of cost-effective greenhouse gas emission reductions. If we fail to halt and reverse the loss of nature, global climate risks will intensify dramatically.

In addition to these direct physical risks, governments now recognize the urgency of the problem and the role business and finance play in destroying nature – and therefore the role they must play in protecting and restoring it. Therefore, businesses should soon expect more nature-related regulations and should prepare accordingly.

Springboard

In December this year, nature will take center stage on government agendas, as governments around the world come together for the final negotiations of the Convention on Biological Diversity’s post-2020 Global Biodiversity Framework (GBF). As Executive Secretary of the Convention on Biological Diversity, I have for several years worked closely with Heads of State and policy makers for an ambitious GBF.

Last year, in June 2021, we published a first draft of the framework. Governments then met in October 2021 for the first phase of negotiations, which culminated in the Kunming Declaration, under which 99 ministers, nine heads of state and heads of delegation committed to negotiate, adopt and implement an effective GBF this year.

This commitment provides a solid foundation as we move towards the final phase of the negotiations. The GBF is a stepping stone towards a vision of living in harmony with nature by 2050. The current draft of the framework, which is expected to be adopted by world leaders later this year at the UN biodiversity conference COP15, has several relevant objectives for institutions and companies. For example, the current draft Target 15 sets out measures to reduce the negative impacts of businesses and financial institutions on biodiversity and increase their positive impacts, including requiring them to assess and report on their impact and of their dependence on biodiversity.

This biodiversity-related assessment and reporting objective proposed by governments around the world has a close relationship and aligns with another market-driven initiative, the Taskforce on Nature-related Financial Disclosures (TNFD), which I have the pleasure of co-chairing alongside David Craig, founder of data provider Refinitiv.

TNFD is working with the market to develop a framework for companies to assess and disclose their nature-related risks, dependencies and opportunities. Following the release of a first prototype for consultation in March this year, we received over 500 comments from 138 organizations and individuals in 37 countries, which were used to update a second prototype, which was released in June. Over the next few months we will continue this open innovation approach, running through a series of new prototype builds and external feedback before launching a final framework in September next year.

Powerful synergies

As I have the pleasure of working in both the government-led post-2020 GBF framework and the market-led TNFD framework, I see a set of powerful synergies emerging.

First, the fact that major private sector players are now supporting TNFD sends a signal to world governments that halting and reversing the loss of nature is not just a human and societal imperative, but an economic and financial imperative. This increases the likelihood of an ambitious GBF after 2020 when governments meet in December.

Second, provided that Biodiversity Assessment and Reporting Target 15 remains intact in the final version of the post-2020 GBF, the TNFD framework will offer a practical guide for businesses and financial institutions to achieve and report on biodiversity. this goal.

Third, while the TNFD framework will initially be voluntary for businesses and financial institutions, over time governments and regulators may mandate disclosure against the framework. Over the past year, we have seen considerable interest in the TNFD from policymakers and regulators around the world, including endorsement from G20 and G7 members.

Ultimately, it will be up to them to decide whether or not to incorporate the TNFD recommendations into mandatory risk management and reporting requirements in their respective jurisdictions. Climate space has set a precedent for regulating environmental disclosures, and we shouldn’t be surprised to see that governments can act faster on nature than they have on climate. As the global scientific community reminds us, the 2020s are the last decade we have to protect and restore nature. After that, it will be too late.

Reverse the loss of nature

As we move forward with the post-2020 GBF framework and the TNFD framework, we must remain strictly focused on this ultimate goal: to halt and reverse the loss of nature. Asking companies and financial institutions to assess and disclose their nature-related risks is just one tool, a fundamental step that, in turn, can lead to a change in behavior and investment flows, away from negative results for nature and towards positive results for nature. .

We cannot save nature without the incredible intellectual and financial resources of the private sector. Governments around the world have already set global biodiversity targets and have failed to meet them. We committed to achieving the Aichi Targets in 2010 and, by the 2020 deadline, we had collectively not achieved any of the 20 targets in full. Although a complex array of causes led to this failure, the lack of effective engagement with the private sector was one of the main reasons.

our new nature-related frameworks must enable business and finance to serve nature and people

It’s different this time. Governments are at the center of the negotiations for global biodiversity targets, but businesses and financial institutions have been involved throughout the process. At the same time, these organizations have a much stronger appetite to contribute their resources to nature’s challenge because they see the business value of doing so. Governments, businesses and financial institutions also recognize that we will not succeed without close collaboration with scientific experts, civil society and the guardians of much of the world’s remaining biodiversity, indigenous peoples and communities. local. We are all in there.

Our new nature-related frameworks must enable business and finance to serve nature and people, while helping nature-friendly businesses thrive in the process. The GBF can provide the private sector with more political certainty and achievable targets for the protection and restoration of biodiversity, playing a similar role in the natural space to what the 2015 Paris Agreement achieved for climate change. .

The TNFD framework can provide businesses, financial institutions and businesses with the practical guidance they need to achieve these global goals. CEOs, risk managers, and strategists who are just beginning to recognize that nature is business-relevant will not be able to fully anticipate nature-related risks or opportunities. But, if they immediately begin to build capacity on nature within their teams and actively engage in the nature-related frameworks being developed by TNFD and governments around the world, their organizations can be ready for a future where governments – and the natural world itself – further increase the pressure to deliver for nature.

Elizabeth Mrema is Co-Chair of the Working Group on Nature-Related Financial Disclosures and Executive Secretary of the Convention on Biological Diversity.

Volvo will unveil its electric flagship in November

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The next top of the Volvo range will be a spacious 3-row luxury SUV. It’s not new. But the new flagship does not replace the XC90. Instead, it will be all-electric. And it will include one of the most advanced suites of driver assistance systems ever offered for sale.

The 2024 Volvo EX90 will be revealed on November 9, according to Volvo. Details are limited at this stage, but the company known for its safety innovations emphasizes its wide range of high-tech driver assistance features more than any other feature of the car.

Advanced Systems Monitor Road, Driver

“We will continue to innovate until cars are accident-free,” the company says, and “until we are 100% carbon-free as a business.”

In pursuit of this first objective, according to Volvo, the EX90 will feature what Volvo calls a “driver understanding system”. It uses eight cameras, five radars, 16 ultrasonic sensors and forward-facing LiDAR to “create a real-time 360-degree view of the world”.

He will also monitor you, said Volvo. “We know distraction and fatigue are part of life and travel with us. We know that you may not always be at your best, for whatever reason. And in traffic, it only takes seconds for the unthinkable to happen.

Thus, the system “will alert you, gently at first, then more insistently if necessary” of the dangers to come. “If the unthinkable happens and you fall asleep or get sick while driving, the EX90 is designed to safely stop and call for help,” the company says.

That’s all the detail we get for now.

Volvo Recharge Concept splits the difference between wagon and sport utility vehicle

Likely low and long roof appearance

We expect the EX90 to look a lot like the Recharge Concept the company showed off last summer. This car has blurred the line between SUV and station wagon. It used a sleek, minimalist cabin that featured slim-framed seats and an almost entirely clear floor.

An electric flagship is a natural next step in Volvo’s plan to go all-electric by 2030.

In January, the company also announced plans to sell something closer to a self-driving car than anything currently on US roads.

SAE International, a global association of engineers and related technical experts in the aerospace, automotive and commercial vehicle industries, has set the industry standard for evaluating autonomous driving systems. They organize autonomous driving systems into five levels.

Driver assistance systems currently on sale, such as Tesla’s Full Self-Driving or Ford’s BlueCruise, are all classified as SAE Level 2 systems. Volvo has announced plans to introduce a Level 3 system , which would allow a car to navigate on its own even through neighborhood streets without driver intervention, provided a driver was ready to take over at any time.

It’s unclear if Volvo sees the EX90’s “Driver Understanding System” as the first Level 3 offering. But it clearly won’t arrive here this year.

County homeless crisis reaches crisis point, shelters fill up as winter approaches

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PRESQUE ISLE, Maine (WAGM) – Community partners say the county’s homelessness crisis is at its worst. and with limited shelter space, many people are concerned about the coming winter months. Newssource 8’s Corey Bouchard takes a look at the problem the county is currently facing.

Heidi Rackliffe – Director of Programs – ACAP “It’s not something that’s going to go away tomorrow and I hate to say it but Aroostook County is just starting to see the reality of what’s going to happen, it’s going to get worse before it’s getting better”

Aroostook Homeless Services offers the county’s only general emergency shelter in Aroostook County, meaning they are the only shelter that provides beds for a wide variety of individuals and families homeless. Over the past few months they have been at full capacity.

Harold Hull – Director of Residential Services – Aroostook Homeless Services “If we get to about 37, 38 people, we’re basically full and we’ve gotten to this point over the last few months…at this point, we have to deny it and we try to do our best to direct them to other services in the community”

Community services, like ACAP, are working to address the lack of beds at the shelter in a variety of ways, including emergency rental assistance.

Heidi “I think it’s really important that we’ve done stories before where we mentioned that there are over 100 people accessing hotels in Aroostook County. What’s really important is that this program that we participated in, in which all the community action programs across the state took on this task, it was a contract to fulfill to prevent homelessness from happening in the first place, I think that’s really important we’ve given over $19 million to homeowners in Aroostook County and that’s huge and only 5% of that has been to people experiencing homelessness to be placed in a hotel, so a very small percentage of those funds.

As a last resort, they also offer tents, which Rackliffe says isn’t a sustainable solution, especially with the colder months ahead.

Lisa Mclaughlin – CEO – Homeless Services of Aroostook “All is well aware, I believe at this point, of the urgency of the situation with the cold weather ahead…And there is no easy solution to the homelessness is multi-leveled and it’s going to take a community and not just this community, it’s going to take all of Aroostook County to help with any issues.

Heidi “It’s the perfect storm, it’s a multitude of issues that have happened, not because of one specific thing, it’s long waiting lists for mental health care providers, it’s a limited access to addiction facilities, it’s a lack of affordable and safe housing”

According to ACAP, approximately 90% of the county’s homeless are from the county.

Harold “The majority of people who stay here are from Aroostook County”

Heidi “These are local individuals, we do outreach, there is no other entity in this community that looks after this population…but it’s really hard to say to send them back where they belong when they belong to Aroostook County”

McLaughin says that while there is still a lot of work to be done to address the homelessness crisis in the county, they are working on options to expand their services,

LISA “At the moment our board is discussing various options that we need to try to accommodate more people, some of them might be here, we might be able to rearrange things more, we are looking at other properties as well, but At the moment there is nothing solid, but we are definitely working on it.

In the meantime, other options for assistance and solutions are offered to homeless individuals and families, including in some cases resettlement assistance to where a family or support system is located. Corey Bouchard, NS8

High school students learn about community and future preparation on Commonwealth campuses

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MCKEESPORT, Pa. — High school students in Allegheny County are learning critical skills through Penn State’s Commonwealth Campus Community and Future Workshop Series. The workshops were made possible through a partnership with the Readiness Institute (RI) at Penn State and funding from a $100,000 grant from the Claude Worthington Benedum Foundation.

Melanie Claxton, senior program officer for the Claude Worthington Benedum Foundation, said the workshops focus on future career paths, entrepreneurship, financial literacy, digital literacy, life skills and social learning. -emotional.

“At the foundation, we believe that the Readiness Institute’s student-centered program design model has the potential to have a significant impact on the region’s approach to learning,” Claxton said. “The collaborative approach follows through on our hope that the public, private and not-for-profit sectors will mobilize resources to advance innovative practices that demonstrate measurable and lasting benefits for the communities we serve, while cultivating members of civic-minded and committed society.

The Benedum Foundation grant will support 40 community and future workshops at four campuses in southwestern Pennsylvania: Penn State Beaver; Penn State Fayette, the Eberly campus; Penn State Greater Allegheny and Penn State New Kensington. The workshop series began in the spring of 2022, offering a variety of learning experiences, including artificial intelligence (AI) workshops, an entrepreneurship workshop, and a community skills and future readiness workshop. .

Shakeria Carter, academic advisor for TRIO Support Services at Penn State Greater Allegheny, was an admissions counselor at the time of the workshops and hosted the event. She said each activity in the series helps students hone their various social-emotional skills, soft skills, and understanding of financial literacy.

“Successful initiatives with Penn State Greater Allegheny and Penn State’s Readiness Institute created a monumental event that exposed students to their future in education while building their skills,” Carter said. “The initiatives we’ve done through our partnership with the Pennsylvania Office of Vocational Rehabilitation (OVR) have also been amazing. Each is specifically tailored to the demographics of the students attending, creating a personalized experience to engage, educate, and have fun!

Brett Glavey, coordinator of the OVR’s Early Reach program in Pittsburgh, said the OVR’s mission is to help Pennsylvanians with disabilities obtain and maintain employment and independence. The Early Reach program provides opportunities for students with disabilities to participate in group workshops, post-secondary and community events.

“Pittsburgh’s OVR Early Reach program partners with local colleges and universities in Allegheny County to provide local high school students with disabilities the experience of learning about life on a college campus,” Glavey said. “We have a one-day program that looks closely at the admissions process, financial aid, support for students with disabilities, and how institutions help their students secure internships and jobs. We want them to have the chance to see what that lifestyle would be like.

Justin Aglio, acting vice president of Penn State Outreach and executive director of Penn State’s Readiness Institute, said the goal of workshops held on campuses in southwestern Pennsylvania is to prepare students for personal life. , public and professional.

“The partnership and expertise of our incredible Commonwealth campus colleagues enables more than 600 students and 80 district staff to create community and future practice among educators in participating school districts,” said Aglio. “Additionally, we are working together to develop and implement a communications plan to increase future program participation and share best practices in youth-centered program design.”

Penn State’s Commonwealth Campus Community and Future Workshop Series will continue this fall.

The RI at Penn State is a service of Penn State Outreach.

Can India be a market for shipowners?

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Over the past decade, ship leasing has grown to become an important substitute as a provision for financing ship acquisition. The ship rental market is expected to grow further at a fairly significant rate in the near future with the expansion of Chinese leasing companies.[1] Indian International Financial Services Authority (Hereinafter referred to as “IFSA”) in line with global ship leasing market trends, recently released Framework for Ship Leasing.[2] The idea resulted in the acquisition, financing and leasing of vessels (Hereinafter referred to as “SAFAL”) Report that redefined ship leasing as a financial product, to be perpetuated in the global maritime game. The current framework acts as a channel through which to achieve the original objective of SAFAL.[3] Considering the increase in the number of entities establishing their operations in the Indian IFSC, after the IFSC authority issued the framework enabling aircraft leasing and ancillary services, one can naturally also predict a positive outcome of the ship rental framework. [4]

Any entity undertaking vessel leasing in the IFSC must be registered as a finance company/unit. Operations can take the form of a corporation or limited liability partnership (LLP) or a trust or branch. These IFSCA-registered entities will be governed in accordance with the IFSCA (Financial Company) Regulations 2021. prudential and differ according to the nature of the activity. Extraordinarily, the framework covers guidelines on operating lease, financial lease and a hybrid of the two or an ocean going vessel, vessel engine or any other part thereof. These leases must comply with Indian accounting standards on leases. Further, the applicable law to comply with the requirements, exceptions and regulations as notified is the Merchant Shipping Act 1958. The circular also authorizes the imposition of notifications by the competent authorities, as provided for by law, such as the Ministry of Merchant Marine or the Director General of Merchant Marine.

Paving the way for an owner’s position in the market, a lessor will be permitted to perform operating leases, asset management support services for assets owned or leased by a particular entity or its subsidiaries in wholly owned or their branches established under the IFSC in India, this includes the transfer, assignment, purchase, sale and leaseback, novation or any other similar transaction in connection with the rental of a vessel. Finally, to further stimulate investment in financing vessel leasing, a non-resident’s income from interest and royalties on the leasing of a vessel by an IFSC unit should be exempt from tax. under the new EU budget. [5]

Comparison with global jurisdictions

It should be noted that IFSCA recognizes the potential of the global vessel leasing scenario to further promote GIFT IFC and the idea of ​​a “Atma-Nirbhar Bharat”. The object can be seen end to end to make India a global hub for ship leasing and finance business. Speculation also continues to recognize Asia as a major ship finance market compared to Europe and the United States and with shipowners resorting to Chinese leasing companies, India needs to recognize this advancement and further promote the financing of the rental of vessels. To draw a parallel, India holds only 1% of the world market share against 16% for China.[6] Given India’s stellar common law system, huge workforce, large number of ports, proximity to major markets and Asia as a base of operations, countries like that of China with low tax regimes are eagerly awaiting offshore properties, making the ship rental industry a lucrative business. opportunity for India to capitalize by adopting a more owner-centric approach.[7]

Due to the fact that the Indian lessor market is focusing on a charterer approach, the already impending advance of China owning a very large number of vessels is indeed alarming. The current market position of vessel leasing makes it a prime source of finance rather than an alternative. Therefore, the IFSC should further issue guidelines that facilitate access to finance for lessors, as they should be encouraged to operate vessels and auxiliary vessels as owners. rather than tenants. [8] To put statistics in place, due to the lessee approach, the Indian shipping industry has become charterers and not owners, resulting in an annual expenditure of $75 billion for the chartering of foreign vessels. However, induction of the framework is a step towards flagging ownership of vessels in India rather than resorting to industry stakeholders i.e. Panama, Marshall Islands, Dubai, Liberia and China.[9] Will we always remain a shippers market with phenomenal growth in manufacturing and exports or should we really act today self-reliant in supporting manufacturers, traders and exporters to make India a market owners in the years to come?

Initiatives like this can also help to strengthen the financing framework for maritime transport in India, but this requires considerable investment. There have been new reports that CSSC Shipping, the leasing unit of China State Shipbuilding Corporation (CSSC) has announced plans to issue two bonds worth a total of US$800 million maturing in 2025 and 2030 and to use the net proceeds primarily to expand its leasing business and refinance its existing debt.[10]

Similarly, Japanese and South Korean financial institutions have also pledged to be prominent players in the ship rental business. In June 2020, the Hong Kong government released a rather attractive tax incentive for ship leasing to compete with favorable tax regimes in Singapore and other jurisdictions by providing tax benefits to ship leasing companies and Eligible Vessel Leasing Managers, which are applied in a similar manner by the Government of India. The incentive applies to Hong Kong-based managers using separate special purpose companies incorporated in Hong Kong to own and lease vessels for use outside Hong Kong waters on the basis of operating or finance leases entered into with affiliated or third-party tenants. The vessel charter company must have a sufficient number of full-time employees in Hong Kong (in any event, not less than two) and adequate annual operating expenses in Hong Kong (in any event, no less than around US$1 million), while the figures for a vessel leasing management company are US$1 and US$128,000 respectively. The terms would generally be less onerous than those in Singapore and were designed to help promote Hong Kong as a preferred jurisdiction for vessel charter business.11

Refreshingly, the Indian framework also offers attractive incentives, for example, all transactions made by a minus must be done in a freely convertible foreign currency, but a minus is allowed to cover all administrative expenses through a different INR account, the layout proves to be accommodating and reassuring for chartering owners. Indian units may face a lack of marine funding and insurance, they are generally referred to as non-risk, and the framework may also prove to be time-consuming. In addition, there needs to be a review of the tax regime in the context of maritime industries, as can be seen in the tax regimes of Singapore, Panama, Malta and Cyprus which are proving to be booming centers of maritime finance. The nations mentioned above operate the lesser ones without any tax burden. Similarly, GST provisions in India also require further assessment as the current framework tends to favor foreign entities rather than promoting the Make-in-India regime. A holistic approach taking into consideration the Indian legislative framework, competition from multiple maritime jurisdictions and flag states thus making investment in the maritime industry attractive is the need of the hour. Indian banks and financial institutions will also need to simultaneously explore leasing structures and business opportunities to encourage this initiative.

The objectives of the framework were previously set out in a report by the Vessel Acquisition, Finance and Leasing Pathways Development Committee, IFSC, which again played an important role in promoting an owners market. The report promised to foster the development of vessel leasing, financing and ownership within the IFSC to create job opportunities and production multipliers in the field, thereby boosting the Indian economy.12

Secret fighter jet program reaches concept stage – sort of

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AFA NEWS: Secret fighter jet program reaches concept stage – sort of

NATIONAL PORT, Maryland — The Air Force’s covert next-generation aerial dominance program has reached a new phase of development, the service’s top civilian official said Sept. 19.

Air Force Secretary Frank Kendall said the service’s next-generation jet fighter had reached its design phase, but clarified he meant it “colloquially.”

“We’re working on the actual design of the aircraft…which means we’re in the engineering and development phase of manufacturing,” he told reporters at the annual conference. ‘Air and Space Force Association in National Harbor, Maryland.

However, it did not reach what in the acquisition world is known as “Milestone B”, the Engineering, Manufacturing Development or EMD phase. This requires a professional design review, which has yet to take place, he added.

The Air Force has described the next-generation air dominance program as a sixth-generation jet fighter and family of systems that will support loyal wingman concepts where a manned aircraft will control a capable unmanned aircraft to perform various tasks. Service chiefs exploited it to replace the F-22.

Kendall said the goal was to start production of the new plane “by the end of the decade.”

Meanwhile, the stalwart winger concept is still integral to the program’s future, Kendall said.

The stalwart wingman concept will include four to five robotic jet fighters that will accompany the manned NGAD, or an F-35, into battle, he said.

“You can think of him as the quarterback or play the caller for this lineup,” he said.

Robotic wingmen can carry a variety of payloads and perform a variety of tasks, he said.

One wingman could just wear sensors, one could serve as an “explosive truck” and another could just decoy and fire, officials said.

There’s also the idea that they can be consumable, Kendall said. “There is a desire to put some of these platforms at risk in order to gain an operational advantage,” he said.

The idea is to create multiple targets that an enemy cannot ignore, he said.

Analyzes have shown that the Air Force could achieve big operational benefits from the loyal wing concept and that it could also be profitable, he said.

“We have a lot to do to develop this new area and a lot of questions about how far we can go,” he added.

He asked the Air Force Science Advisory Board to consider what kinds of tasks the next-generation air dominance system will be able to perform in its first iterations, he said.

“I think we can go pretty far,” although there will be limits, Kendall added.

“I am convinced that we have to go in this direction. And we will do it,” he said.


Topics: Air Force News

Factors Transforming India’s Digital Health and Insurtech Ecosystem

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Digital transformation is the most recent trend in healthcare as people have started leveraging digital assets for better care management and delivery. Digitization in healthcare is the process of introducing digital technologies into all aspects of healthcare business – payer operations, provider operations, member interactions, etc. It improves business agility and drives cultural change, improving operational excellence and patient experience, and reducing costs.

Purpose of digitization

Driven by the urgent need for value-based care, the Indian healthcare system has seen a phenomenal shift towards digital transformation. Digital transformation aims to have a huge impact on a patient’s health and quality of life in a positive way. This wave of digital change is not only limited to the healthcare management and delivery system, but also to the Insurtech ecosystem. How quickly this transformation can be achieved depends on the attitude and willingness of providers to adapt and learn. Today in India, only about 2% of hospitals have a structured and digitized healthcare and care delivery system. Indian doctors are generally unprepared for a drastic change in the way they operate.

Challenges

Many hospitals do not keep up-to-date records of care delivery, for example. This is one aspect where digitization can bring change. Hospitals like that of Manipal or Apollo are pioneers of Indian health. Therefore, if leaders took ownership of this transformation, it would make a huge difference.

Despite the aforementioned obstacles to digitization in healthcare and insurtech, there has been an increase in convenient mobile applications for users. However, despite the deluge of apps, very few have truly succeeded. Indeed, consumers or patients are very reactive and have not really known how to take advantage of the advantages of these applications.

Understanding the patient is essential

The best way to make healthcare applications a success is to perform a thorough analysis and investigation of the customer or patient, offering services at reasonable costs, which are also sustainable. When it comes to insurance companies, there are basically two ways to get clients: one is through agents (on a commission basis) and the second is to contact the insurance company directly. insurance through a website or mobile application. Therefore, the more channels that insurance companies open to customers, the greater the coverage and revenue will be. This is why digitalization is a must in the Indian healthcare system because then more patients will have insurance.

Increase market reach

In the Insurtech ecosystem, business is based on the degree of market access a company has. To increase market share, it is important to be thorough with a holistic understanding of the customer/patient. To further expand their reach, companies need to focus on digitization and increase value-added services where more information is collected from the market.

For Insurtech, the premium paid by the customer is never uniform – it depends on age, with older people being more at risk. It is also a necessity for the elderly to have insurance, and the many rules of insurance companies can deter young people from opting for policies, making insurance unpopular.

Obstacles for insurance companies

When purchasing an insurance policy, most people say nothing about existing health conditions, fearing that the premium will be higher.

If a patient has two or more existing health conditions, they are considered a “complex” patient. These cases automatically fall under the disease management program. Therefore, it is imperative that Insurtech companies are able to identify these “complex” patients. They would also certainly recoup more on payments with a more robust review management team reviewing claims and payments.

Most Healthcare and Insurtech companies in India would do better with more structure which can be further improved by digitalization as they offer care management and delivery services. This will also help alleviate the problems associated with fraud, waste and abuse of Indian healthcare system and insurance policies. Fraudulent claims litigation burns a hole in the pocket and can be avoided if the system is enabled by technology.

There is a need for concrete action to address issues at different levels of India’s healthcare and insurance system. A digitized support system will not only reduce errors, but also improve decision making at all levels. A national health policy that provides guidance on digitization is the absolute need of the hour. India’s dream of full digitalization should not increase patient costs; a system that understands this will help realize the country’s dream of becoming a power to be reckoned with.



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Disclaimer

The opinions expressed above are those of the author.



END OF ARTICLE



What you need to know before trying a handstand

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Many yoga practitioners tout the potential health benefits of headstands, saying the pose clears the mindenergizes the body and improves blood flow to the brain.

Also known as Sirsasanathe pear tree has a legion of celebrity fans: in a 2020 interview, Paul McCartney gushed from doing a headstand to complete his workouts at the ripe old age of 78, and Doua Lipa capped off a recent Vogue interview by doing one on camera.

But experts say you shouldn’t try just one, because a handstand can be medically risky for some people.

Doing a handstand means your head has to support up to 40-48% of your body weight, According to research.

“In a headstand, blood flow refers to the head from the legs, which could cause neurological disorders, including stroke,” says Robert Saper, a physician who chairs the department of wellness and preventive medicine. from the Cleveland Clinic. Saper is also a certified yoga teacher.

“The dangers would include significant pressure on the spine and neck,” adds Saper. “If there is disc degeneration, a headstand can make that worse.”

Stay flexible and healthy as you age

Those with osteoporosis — which could cause a bone fracture — or “poorly controlled blood pressure” aren’t good candidates for the headstand either, Saper says. Patients with glaucoma, which involves high pressure in the eye that can lead to blindness, the practice should also be avoided. A study confirmed that there is a double increase in intraocular pressure during a headstand, which may further damage the optic nerve.

“Also, if someone’s on blood thinners, headstands aren’t a good idea,” says Timothy McCall, internist and author of “Yoga as Medicine: The Yogic Prescription for Health and Healing.” And, “a handstand is not a good idea for someone with arthritis in the neck.”

But what if your doctor gives you a clean bill of health and you have no health issues — and you want to try learning the technique?

First and most important, find a qualified and professional yoga instructor and start slow.

“Head presses should only be performed under direct supervision and only by people who have developed the necessary core and upper body strength,” says Michael L. Lipton, a neuroradiologist who serves as medical director of MRI services. for Montefiore Health System in New York.

Who meets the criteria of a qualified instructor? “There is no global certification system in yoga, although Iyengar yoga certifies teachersMcCall says. “Choose an experienced instructor, as well as an instructor who knows how to observe the poses.”

This is essential, as your instructor must fully assess you, including reviewing your fitness.

Will exercise, meditation or reiki help you if you can’t find a therapist?

“This assessment doesn’t necessarily depend solely on your yoga experience,” McCall says. “A good natural neck curvature is essential to ensure that your body can support different weights, so that you don’t injure the cervical spine under pressure.”

As for how long to hold a handstand? Very briefly at first – listen to your instructor’s advice and don’t shoot for a set amount of time. If you feel comfortable, you can gradually increase the duration.

Some practitioners start with a three-point position that does not involve fully raising the legs.

“Be aware, however, that halfway up, holding an L-shape, as is sometimes taught in yoga classes, is more difficult than the full pose,” says McCall. Balancing yourself against a wall and having good support under your head is also essential.

“If you get into the pose and you don’t feel good, get out of it,” McCall says. An easier goal may be to learn a shoulder support, which is a less ambitious inversion pose. Also consult your instructor about this and only do what feels right for you.

Pear trees are not for everyone

Here is a partial list of those who should avoid do a headstand :

  • Pregnant women, due to the risk of falling (although McCall notes that pregnant people with an established handstand practice sometimes continue into the third trimester).
  • People with acute or frequent migraines.
  • Those with neck or shoulder problems or osteoporosis.
  • People with hypertension, as the pose can further increase blood pressure.
  • Those with glaucoma.
  • Anyone with heart disease.
  • Children 7 years old or younger.

Digital market distortions need quick corrections as industry grows in India: CCI

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New Delhi: As India emerges as one of the fastest growing and most important digital economies, the digital market needs quick fixes, India’s Competition Commission Chairman Ashok Kumar Gupta said on Sunday. news agency PTI. “With control over the data used and online real estate, digital platforms are in a unique position to shape and influence consumer choices on the one hand and direct consumer traffic to their businesses on the other,” he said, quoted by the news agency.

The gatekeeper position of these platforms raises concerns about their competition and contestability, he told the annual conference on competition law and practice organized by the Confederation of Indian Industry (CII). with the Competition Commission of India (CCI) in Mumbai. .

The consequences of this “so-called ecosystem” are multiplied by the opacity of the policies and the advantage they have over business users and potential competitors, Gupta said.

“As India emerges as one of the largest and fastest growing digital consumer bases, market distortions need to be addressed quickly. To address the enforcement and policy challenges in this regard, the regulatory framework needed to adapt and reflect the complexities of the digital marketplace, reframe the classic categories and concerns around personal and non-personal data and add other dimensions of quality and privacy, identify problems early on and cause faster corrective interventions,” he added.

ALSO READ: University of Chandigarh says rumors of objectionable videos are ‘completely untrue’. CM Mann Orders High Level Probe — Updates

With multi-dimensional challenges, the anti-trust, analytical and conceptual framework requires the necessary adaptations to reflect the digital complexities, he said.

Another challenge that Gupta spoke about was data-related conduct which requires not only reshaping classic antitrust around personal and non-personal data as a relevant asset, but adding other dimensions of competition such as quality and confidentiality.

Referring to proposed amendments in the new Competition Bill presented to Lok Sabha on August 5 this year, he said it aimed to provide regulatory certainty, faster market corrections and a business environment based on trust.

Going to a combined boys-girls format boosts the Jacksonville Beach Varsity Invitational

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They dodged the rain and battled the wind to finish off a glorious late-summer Florida evening as more than six dozen First Coast High School golfers made history at the Jacksonville Beach Golf Club on Saturday.

Bolles won the overall tag team title at the third annual Jacksonville Beach Varsity Invitational, hosted by Providence, with Ponte Vedra second and Nease third. It was the first time the boys’ and girls’ scores had been tallied together in an area high school tournament, with the boys’ and four girls’ low scores being added together to arrive at an overall champion.

More golf coverage

Bolles won the boys’ title at 8 of 292 and his 316 by girls was second behind Ponte Vedra (307). But the combination gave the Bulldogs a 608, passing Ponte Vedra by 13 shots.

Bolles’ depth paved the way. Dylan Ma led the Bulldogs with a 1 of 72, Luke Balskiewicz and Andrew Mogan each shot 73 and Andrew Kunkle added a 74.

Madison Balskiewicz, Violet Robbins and Chloe McGrath all shot 78 for the Bolles girls.

Episcopal’s Cam Goldkopf was the boys’ medalist with a 70 and Fernandina Beach’s Sadaly Campbell won the girls’ individual with a 73.

Rave reviews

There have been swimming meets in the past where the boys’ and girls’ results have been mixed for a single champion team. But this is a first in golf.

“We loved it,” said Emma Wells, a junior from Providence. “We don’t see the boys playing at all, with different schedules, let alone playing in the same tournament. I think it will bring the teams together.

The Saturday afternoon event also allowed many parents and other loved ones to see the student-athletes compete, instead of scrambling to get off work on a weekday.

“We’ve heard enough to want to continue like this in the future,” said Providence girls coach Dena Turner. “I think everyone likes the idea and we have the right support system. It’s great for families to combine the tournament and have a course like Jacksonville Beach, let us play on a Saturday. Now we have parents, grandparents and friends who can watch the kids play.

“Something different, something really exciting,” said Bolles girls’ coach Deb Caruso.

Different tees equalized it

Six schools sent full teams of boys and girls to the tournament: Providence, Ponte Vedra, Bolles, Nease, Fernandina Beach and Episcopal. Creekside and Beachside had a full contingent of male players.

Individuals from the men’s teams of Fletcher and Middleburg and the women’s teams of Beachside, Lake City Columbia, Fletcher, St. Johns Country Day and St. Joseph Academy also played.

The boys played 6,280 yards and the girls 5,700 yards at the par-71 club.

The combination of boys and girls was discussed shortly after last year’s event (won by the Bolles girls) when Duke Butler III, who is a volunteer coach for junior players, brought up the subject with the manager. General of Jacksonville Beach, Bruce Mohler.

“Duke was a big part of helping us get this tournament started, with rules and structure and what it takes to have a good event,” Turner said. “He said to make it bigger and better, and that was to invite the boys.”

Providence High School's Emma Wells hits her first tee shot Saturday at the Jacksonville Beach Varsity Invitational at the Jacksonville Beach Golf Club.

Ponte Vedra boys’ coach Mickey Leapley said it also offered a chance for more camaraderie between the boys’ and girls’ teams at each school. Most of them have separate workout schedules and routines and rarely interact with each other on the golf course.

“It’s a great opportunity for kids from the same school to get to know each other better in a tournament setting,” Leapley said.

“They all go to the same school and they know each other, but they’re almost never on the golf course at the same time,” Bolles boys’ coach Trey Leonard said.

A family day

The competition also brought together family members. For the first time, Bolles senior Madison Balskiewicz and her brother, second Luke Balaskiewicz, were teammates.

But their mother said they would compare the scorecards.

“They’ve been competitive with each other since Luke was 5 and Madison was 7 and I would take them to the practice green in Jacksonville [Golf and Country Club] and hold chipping contests,” said Kim Balaskiewicz, who has won numerous club championships and invitationals in the region. “Of course, I wouldn’t let them beat me. But it’s fun to watch them play on the same team for a change, even though they’re at the same school.

The idea of ​​both genders competing on the same golf course (using different tees) is not a new concept when it comes to organizing. The PGA of America allowed women’s club and teaching professionals to compete in PGA Chapter and Section tournaments, with women playing on a course representing 85% of the men’s yardage.

Indeed, First Coast PGA members such as Jennifer Borocz and Stephanie Connelly-Eiswerth have won North Chapter events under these competitive conditions and in 2003 Suzy Whaley, the current PGA of America President, won qualified for the PGA Tour Travelers Championship by winning a Section Championship. in Connecticut.

“The PGA has shown that you can run successful championships with men and women in the same fields,” said Russ Libby, volunteer assistant golf coach at Bolles, owner of Hidden Hills Golf Club and longtime officer of the PGA of America. “That’s the beauty of golf. The handicap system and the different starts make everything fair.

What about the future?

So why hasn’t this been done so far and why would it be difficult to do more of this in the future at the secondary level?

Access to golf courses is the main reason.

“It’s hard enough to get club tee times for nine-hole tournaments, boys or girls,” Caruso said. “If you double that and go 18 holes, it’s very difficult for courses in this economy. Moreover, it is a time factor. The kids come out of class and you have to be on the course at 4:30 p.m. just to get in nine holes.

Finley Leburn of Ponte Vedra High tees off the ninth green at the Jacksonville Beach Golf Club on Saturday during the Jacksonville Beach Varsity Invitational.

Among the wrinkles that could be mentioned before next year, there is the quartet game, with two boys and two girls. On Saturday, the boys and girls again played separately, in a trio, on either side of the course.

“I think it would be really cool to play in the same group with two of our guys,” said Sofia Davila of Episcopal. “It would make both teams feel even closer.”

Jax Beach steps up

The tournament was also another example of Jacksonville Beach offering its course to inclusive events.

The municipal course hosts the Jacksonville Area Golf Association Family Championship in December, with family pairs competing on equal terms, regardless of gender.

And in 2020, when it hosted the JAGA Amateur, three players participated in the event for the first time in history, Bolles graduate Tori Mouton, Fletcher graduate Hannah Stevens and 2019 USA Amateur Champion Gabriela Ruffles.

“The city has given us carte blanche to host tournaments here however we see fit and I think it’s fair to see that we’re taking every opportunity we have to be inclusive,” Mohler said. “By definition, as a municipal court, we have to cater to all demographics. This is what will make golf grow, open up to everyone as much as possible.

Turner said junior golf on the First Coast at all levels has been able to count on Mohler’s support, since he helped lead the hugely popular back to school when he was at the Ponte Vedra Inn and Club .

“Bruce Mohler does more for junior golf than any general manager in this town,” Turner said. “We will have his support as long as we want to keep having this tournament.”

Jacksonville Beach College Invitational

At Jacksonville Beach Golf Club (par-71, 6,280 yards for boys, 5,700 yards for girls)

General Championship

Bolles 608, 2. Ponte Vedra 621, 3. Nease 643, 4. Episcopal 647, 5. Providence 716, 6. Fernandina Beach 803.

girls championship

Ponte Vedra (307): Nancy Cox 74, Stella Moritz 77, Lauren Barned 78, Alexandra Drum 78, Tory Barned 87.

Bolles (316): Madison Balaskiewicz 78, Chloe McGrath 78, Violet Robbins 78, Anaiya Nahar 82, Grace Breffitt 85.

Nease (344): Shanya Arasu 79, Nyla Mayers 86, Sophie Cavanagh 87, Gabby Sartori 92, Emma Menzel 106.

Episcopal (346): Sahanna Chokshi 81, Sofia Davila 83, Ella Rhodin 86, Alexis Cattin 96, Isabella Gatewood 98.

Providence (350): Emma Wells 78, Alexa Fallis 81, Emily Burford 85, Jessee Thompson 106, Mia Kemph 116.

Boys Championship

Bolles (292): Dylan Ma 72, Andrew Morgan 73, Luke Balaskiewicz 73, Andrew Kunkle 74, Hudson Bell 84.

Nease (299): Ryan Nicholson 72, Jackson Klauk (75), Ryan Gear 75, Chase McBridge 77, Cooper Diaz 79.

Episcopal (301): Cam Goldknopf 70, Henry Robards 76, Aubrey Fellows 77, Connor Hess 78, John John Pacjic 83.

Ponte Vedra (314): Finley Lebrun 75, Lucas Slayden 77, Dylan Mason 81, Cameron Rocha 81, Braxton Worley 81.

Beachside (315): Jonah Nacional 76, Brock Wilson 77, Barton Abstein 78, Emmanuel Hakim 85, Tripp Young 96.

People

Daughters: 1. Maddie Rathjen, Beachside, 76. 2. Danielle Dailey, St. Joseph Academy, 78. 3. Ralienne Nacional, Beachside, 80. 4. Veona Osborne, Lake City Columbia, 81. 5. Addy Vogt, St. Johns Country Day, 85. 6. Mia Diaz, Fletcher 97.

Boys: 1. Chase Carroll, Middleburg 74, 2. Keanu Evans, Fletcher, 76.

Contact Garry Smits at [email protected] and follow him on Twitter @GSmitter

Iranian police fire tear gas as protests erupt at funeral of woman arrested by vice squad

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AMMAN: Rescue teams in the Jordanian capital Amman have recovered the body of a woman from the rubble of a collapsed building, bringing the death toll from Tuesday’s incident to 14, according to local authorities.

The Department of Public Safety announced on Saturday the end of the search and rescue operation at the site, amid reports that the woman whose body was found earlier this morning was the last on the list of missing persons.

At least 25 people were believed to have been in the building when it collapsed, the government said.

The four-storey residential building in Amman’s El-Luweibdeh district collapsed on Tuesday, killing 14 people and injuring 10 others, the PSD said.

At least 350 civil defense rescuers had worked removing concrete slabs and lifting debris in search of survivors, according to civil defense chief Hatem Jaber, who described the effort as a “relentless operation that lasted 85 hours”.

The Amman Attorney General opened an investigation into the incident and ordered the detention of the owner of the building, as well as maintenance and technical contractors.

Residents of the property said its owner was carrying out construction work on the ground floor, which weakened the support structure and caused cracks to appear inside the apartments.

A resident of the building, who was on the street outside washing his car when the building collapsed, told government broadcaster Al-Mamlakah that “just one day” before the disaster , he had warned the owner of the building that the construction work was damaging. his apartment on the first floor.

In sarcasm mixed with grief, the survivor said: “He (the owner of the building) told me he would finish tomorrow and tomorrow he really finished us all.

The Greater Amman Municipality said the building was nearly 50 years old.

Although the municipality has been criticized for allegedly ignoring safety issues around older buildings, GAM said it was not responsible for the collapse, which was the result of “irresponsible construction at the inside the property”.

After returning from France last Wednesday, King Abdullah of Jordan chaired a meeting at the National Center for Security and Crisis Management to keep abreast of the situation.

The king urged that all those affected by the collapse of the residential building receive the necessary medical care and support.

He also called for greater awareness of how to safely manage old buildings.

Hours before Jordanian rescue teams neared the end of their mission, criticism erupted on social media after a concert was held at the Roman Amphitheater, a venue relatively close to the site of the collapsed building.

Social media users argued it was inappropriate to hold a concert while the search for the missing was still ongoing.

The Jordanian government denied in statements to Al Arabiya having any connection with the concert, saying the event was organized by a private company. He also noted that the municipality of Amman had nothing to do with the concert.

What is G/ATOR, the Marine Corps’ first air surveillance radar?

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U.S. Marines with Marine Air Control Squadron 4, Marine Aircraft Group 36 install the AN/TPS-80G/ATOR radar system on Marine Corps Air Station Futenma, Okinawa, Japan. (US Marine Corps photo by Lance Cpl. Leo Amaro)

WASHINGTON — At a time when Ukraine’s military shocked the world with its use of unmanned aerial drones, such as Turkey’s Bayraktar TB2, the United States Marine Corps is slowly heading towards the pinnacle of its new expeditionary radar aerial surveillance.

Following its successful test as part of the Marine Corps Medium-Range Interception Capability earlier this year, the Task-Oriented Ground-to-Air Radar, or G/ATOR, received multiple rounds of applause from the highest ranks of the Marine Corps, including just this week from the service’s second-highest-ranking officer, Gen. Eric Smith, who called the program a “phenomenal success.”

Now the program office is working on a “significant test event involving [G/ATOR’s] Ground-based weapons locator radar variant” planned for release next year, according to the program office. Beyond that, a statement of full operational capability, the acquisition milestone signaling that the technology has met and fulfilled all expectations placed on it, is expected in 2025.

As the service steamed ahead on G/ATOR and officers such as Smith publicly applauded it, Breaking Defense thought the Marine Corps’ only “organic surveillance radar” was worth a closer look. .

“The missions that the United States has had for the last 30 years, we have had – kind of a dominance, right? You didn’t really worry about where you put your radar,” said John Ferrari, resident researcher at AEI and former commander of White Sands Missile Range.. “But if you go to war in the Pacific, or if you come up against China or Russia…all of a sudden it becomes really important. It’s this ability to trot and pull and have a multi-mission radar.

Produced by Northrop Grumman, G/ATOR is the Marine Corps’ all-weather “eyes” on the sky, capable of detecting drones, cruise missiles, rockets and mortars, as well as supporting counter-fire missions. and targeting to track and destroy the enemy. ammunition. Future upgrades will also help air traffic control missions by directing and regulating take-offs and landings at airfields and bases.

And while the Pentagon has no shortage of various air defense radar programs – Breaking Defense visited the production facilities of a new Army and Air Force system earlier this year – which makes G/ATOR a unique Marine Corps program is its mobility, Ferrari said.

The army has spent the past decades operating from fixed bases without worrying about being overrun by hostile forces, he said. This has resulted in the construction of larger radars which are not designed to be moved quickly once installed. But large, stagnant bases aren’t viable for the fight the Marines think they’ll face in the Indo-Pacific, and they’re definitely not viable for the Ukrainian military as it defends itself against Russia.

“Think of Ukraine,” said Ferrari. “If you have to keep the [High Mobility Artillery Rocket System], you want to put radars and counter rockets around. You can’t have something that requires a lot of power or can’t be moved because the radars themselves will be targets and will be killed.

“Something like a G/ATOR would have enormous utility in Ukraine,” he added.

And in fact, G/ATOR’s usefulness in both theaters has already been tested to some extent. Without providing further details on specific operations, the G/ATOR program office told Breaking Defense that the radar has “been used in numerous exercises and live operations over the past six months in the Pacific operating areas. and Europe”.

“The G/ATOR is the Marine Corps’ only organic surveillance radar and can operate anywhere in the world, in any climate or location, to achieve its mission objectives,” according to the program office. “Where the radar is used depends solely on which units require its particular functions and capabilities.”

The program is divided into three increments, or blocks, with Block 1 representing basic monitoring and tracking capabilities. Block 2 incorporates counterfire and targeting missions that can be powered by defensive weapon systems, such as medium-range intercept capability, while Block 4 is a future upgrade that is planned to provide air traffic control support, according to the program office. . (Upgrades formerly known as “Block 3” were incorporated via individual engineering changes; the service no longer refers to these enhancements as “Block 3”.)

As with nearly every major Marine Corps capability coming these days, G/ATOR has a specific and unique role within Commander General David Berger’s Force Design 2030 initiative, the overall redesign of the Marine Corps to make it better suited for future combat. In the case of G/ATOR, its role will be to help power the massive networks the Pentagon is trying to build that will transport and analyze battlefield and joint force data.

“The surveillance data provided by G/ATOR, along with the related systems that share this information with the broader surveillance network, are critical components that enable the [Marine Air Ground Task Force]the joint force maritime component commander and the joint force commander to sense and make sense of the operating environment,” according to the program office.

Ransomware is a Business Resilience Issue, Not an IT Issue: Be Prepared to Reduce Risk and Recover Your Data

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/ PRESS RELEASE / This content is not written by Creamer Media, but is a press statement provided.

By Kate Mollett, Commvault Senior Regional Manager, South & East Africa at Commvault

Ransomware has grown exponentially over the past few years, and this trajectory is likely to continue. Data breaches and other security events pose significant risks to businesses because lost data not only represents a loss of business, but also compliance breaches, reputational damage and generally a heavy financial burden in terms of recovery. Although ransomware affects IT infrastructure, the impact of an attack goes far beyond that and extends to every corner of a business. Ransomware is therefore a business resiliency issue, not an IT issue, and organizations need to be data-ready in order to mitigate risk and recover effectively.

The true cost of ransomware

The ultimate goal of ransomware is to extort money, and this is done by exploiting vulnerabilities in business critical data, or data vital to operations, as well as sensitive data containing personally identifiable information (PII ). Once the malware gains access to data, it deletes, encrypts or corrupts it, rendering businesses inoperable until they can regain access to that data.

Cybercriminals will hold the data for ransom and promise to return it when the money is paid, but this is often not the case. Companies that pay the ransom are often unable to fully recover the data, leading to a host of other issues. In addition, the violation of compliance rules and the resulting damage to reputation cannot be repaired.

Internal and external threats

This threat to data is a substantial business risk, and while it is often an external threat, data can also be vulnerable internally. Whether insiders intentionally act with malicious intent or data is accidentally disclosed, exposed, or deleted, the outcome is the same. With ransomware, there is often a combination of these two threat vectors. The malware comes from outside, but it spreads inside the organization. The impact on the business can be massive and any data breach should be treated as a disaster, with an appropriate disaster recovery strategy and plan in place.

Mitigate risk

Dealing with the threat of ransomware, or the risk of any data loss event, requires a strategic approach that leverages data governance to align risk with the business value of data. It is essential to weigh the cost of data management against the impact on the business if something were to happen to this data, who will decide how this data should be treated. Critical and sensitive data have special requirements, and these should be part of a data governance strategy.

Understanding vulnerabilities and threats, developing policies and procedures to manage them, and educating the people around them are also essential steps. Having an incident response plan is essential, but more importantly, this plan must be evaluated before a problem occurs, to ensure that it is robust and handles scenarios effectively. Finally, all steps and decisions should be documented and auditable, so that in the event of a compliance breach, organizations can demonstrate that they have taken all necessary steps to protect their data.

Plan for the worst

With the accelerating volume of ransomware attacks and other cyber threats, it is prudent to plan for the worst-case scenario. Using a data management framework based on best practices and designing a data architecture around it can be invaluable. This includes immutable backups that cannot be infected with malware and can be used as restore points. Additionally, organizations need to know what critical or sensitive data they have, where they are, and why they are keeping it.

Permissions must also be handled to ensure that only the right people can modify or delete data, and data must be continuously monitored for anomalies so that threats can be detected more quickly before they cause too much damage. . The key is to have a plan, evaluate the plan, and then when something happens, go back to the plan to identify what went wrong and how it can be avoided in the future. Data loss events are a matter of when, not if, and organizations must be prepared for data to ensure it can recover effectively.

Movers and Shakers week ending 9/16/22

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Chris Bourgeois

Craig Branton

Cushman & Wakefield and Greystone Hire Premier Multifamily/Financing Team in Denver

Cushman & Wakefield and Greystone Servicing Company LLC recently announced that a seasoned equity, debt and structured finance (EDSF) team led by Vice President Craig Branton, MS has joined the businesses in Denver. Branton has extensive experience in commercial real estate lending and has been responsible for incurring debt in excess of $1 billion over his career.

Previously at CBRE, EDFF’s three-member team also includes director Chris Bourgeois and financial analyst Brett Brown. Working at both Cushman & Wakefield and Greystone Servicing Company LLC, the team will specialize in multi-family loan originations, providing financing solutions to commercial real estate investors and owners. Branton and the team will also focus on helping the joint venture grow. In December 2021, Cushman & Wakefield completed its $500 million strategic investment in Greystone, acquiring a 40% stake in Greystone’s agency, FHA and service businesses.

Brett Brown

“We are delighted to welcome this high performing team led by Craig, whose extensive finance experience and exceptional track record in the industry will enhance our strong suite of EDSF and multi-family services. The strategic joint venture of Cushman & Wakefield and Greystone has created a platform of best-in-class advisory services and capital solutions to fully support our clients’ investment strategies,” said John O’Neill, President, US Multifamily Capital Markets at Cushman & Wakefield.

“It is a pleasure to welcome this first EDSF team to our offices in Denver. They are highly respected in our market and will add tremendous depth to the range and level of lending services we offer our clients,” added Steve Schwab, Managing Director for Colorado and Utah at Cushman & Wakefield.

“This new team in Denver represents a key step in growing our joint effort with Cushman & Wakefield to provide a range of capital markets solutions to real estate investors, particularly in a central market where we can add value in the multifamily sector,” said Chip Hudson, executive vice president and head of lending platform at Greystone.

In addition to his extensive experience in the multi-family sector, Branton’s work in commercial real estate has included industrial, retail, office, self-storage and parking properties. At CBRE, Branton was one of the top domestic producers in the loan business, as well as one of the top overall company production professionals in the Americas. Prior to CBRE, Branton was a director at Terrix Financial in Denver, where he was also a top producer.

Craig Branton said: “Cushman & Wakefield offers a preeminent full-service platform and being part of this beneficial joint venture with Greystone will provide our clients with direct access to Greystone’s agency loan products and will also enable the issuance of shares and debts through life insurance companies. , debt funds, regional and national banks and credit unions, and CMBS lenders.

McWhinney appoints new vice president of business development and all-rounder

Karen McShea

McWhinney, a national investment, development and property management firm with expertise in commercial, multi-family, hotel, residential and mixed-use assets, has expanded its leadership team by appointing Karen McShea, senior vice president of development commercial and mixed use.

In his new role, McShea provides leadership and management of vertical real estate development teams and projects while working closely with members of McWhinney’s acquisition, finance, design, construction and operations teams. . His responsibilities are currently focused on the McWhinney projects located in Colorado as well as Salt Lake City, Utah. McShea’s areas of expertise include site selection, complex and mixed-use project developments, real estate positioning, marketing strategy and analysis, in addition to public/private partnerships and the development of implementation strategies. work.

Prior to joining McWhinney, McShea served as senior vice president of Corporex in Colorado, successfully growing the Denver office and securing strong growth opportunities for the company. With over 25 years of experience, McShea is globally recognized for its industry expertise and has advised clients on issues relating to the implementation of complex real estate projects; asset positioning and marketing strategies; market analysis; maximize economic value for businesses and investors; Public-private partnerships; development implementation strategies; Tenders and developer selection process. Throughout her career, Karen has managed domestic and global developments in cities including Boston, San Francisco, San Juan, Puerto Rico and Cartagena, Colombia.

McShea exemplifies McWhinney’s commitment to creating sustainable communities that provide a true sense of place, promote belonging and enable connectivity for all. In Boston, she created an award-winning after-school program for Girls, Inc. of Lowell, where she led several eight-week programs for girls ages 10-12 on various aspects of commercial real estate development.

McShea reports to Krista Sprenger who was recently promoted to executive vice president of business and mixed-use development.

Andrew Steinmetz to Lead Marketing Efforts for Transwestern’s Western Region

Andre Steinmetz

Transwestern Real Estate Services (TRS) announced that Andrew Steinmetz has joined the company as regional marketing manager for the west. Based in San Francisco, Steinmetz will lead marketing and communications initiatives throughout the region, which includes offices in denverSan Francisco, Los Angeles, Orange County, San Diego, Seattle, Las Vegas and Phoenix.

Steinmetz will work with regional leaders and national marketing to develop and implement initiatives that promote the company’s full-service commercial real estate platform and unique approach to service delivery. This includes brand awareness for Transwestern and its customers, as well as supporting business development activities through channels such as digital marketing, real estate campaigns, advertising, content marketing, creative media, events and media relations.

“We are thrilled to have Andrew on board to support and give visibility to the great work our teams do on behalf of our customers every day,” said Chip Clarke, president of the West Region of Transwestern. “His exceptional industry experience makes him an excellent addition to our highly creative team, and his skills will help us effectively communicate Transwestern’s value proposition to customers across the region.”

Steinmetz joins Transwestern from Colliers International, where he served as creative director and marketing manager for the East Bay and San Francisco Peninsula markets. He has led teams throughout the Bay Area, worked with brokers, clients, and design teams to develop print and digital materials, and designed business development materials. Previously, he ran an independent consultancy providing visual design, photography and art direction services to clients in various industries.

“I look forward to working with Transwestern teams in the region to highlight the company’s many successes, while implementing strategies to establish best practices that will spark creativity and increase efficiency,” said Steinmetz. “Transwestern’s size and organizational structure provide a unique opportunity to benefit from a national marketing team while having the flexibility to focus on local opportunities and initiatives.”

India to launch its first manned spaceflight mission “Gaganyaan” in 2024

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India’s first manned spaceflight mission, “Gaganyaan”, is expected to launch in 2024, Union Minister of State (Independent Charge) for Science and Technology Jitendra Singh has said.

Previously, the mission was to be launched in 2022, but this could not be achieved due to Covid-19.

“The Covid-19 pandemic has weighed on astronaut training in Russia as well as India,” Singh added, quoted by an Indian news agency.

The first test flight will be followed by sending a female-looking humanoid robot – VyomMitra – into space probably next year.

The Indian Air Force had identified four fighter pilots as potential crew for the manned spaceflight mission. The potential crew had undergone basic training in Russia.

The Indian Space Research Organization (ISRO) will send at least two astronauts to Low Earth Orbit (LEO) in 2024 after evaluating the results of the two orbital test flights.

According to ISRO, the Gaganyaan program plans to undertake the demonstration of manned spaceflight to LEO in the short term and will lay the foundation for a sustained Indian human space exploration program in the long term.

The objective of this space program is to demonstrate indigenous capability to undertake a manned spaceflight mission to LEO.

Under this program, two uncrewed missions and one crewed mission are approved by the Indian government.

The total cost of the Gaganyaan scheme is said to be in the range of Rs 9,023 crore.

The human spaceflight program has both tangible and intangible benefits for India, including progress towards a sustained and affordable human and robotics program to explore the solar system and beyond; state-of-the-art technological capability to undertake human space exploration, sample return missions and scientific exploration and future capability to actively collaborate in the development of the global space station and conduct scientific experiments of interest to the nation.

It will also create a general framework for wider partnership between universities and industry in supporting development activities for national development.

It will create vast opportunities for job creation and human resource development in advanced science and R&D activities.

The mission will provide a unique opportunity to inspire and excite India’s youth and steer many students towards careers in science and technology into challenging jobs that encourage knowledge, innovation and creativity.

The program will strengthen international partnerships and global security through the sharing of challenging and peaceful goals. Having a dynamic manned spaceflight program can be used as a powerful foreign policy tool.

According to ISRO, the uncrewed missions are for technology demonstration, safety and reliability verification and will be heavily instrumented to study system performance before crewed flight.

The major new technologies required for the Gaganyaan program are – the human-capable launch vehicle, crew evacuation systems, habitable orbital module, life support system and crew selection, as well as training and associated crew management activities.

Officials said during the test mission that the spacecraft will be launched to an altitude of 15 km during which space scientists will simulate an abort scenario to ensure the return of the capsule crew. to Earth using parachutes.

The second orbital test flight will take the Gaganyaan crew capsule to a higher altitude and undergo a similar abort scenario to perfect the system.

The Gaganyaan program is going to be a major national effort for India. Overall program coordination, systems engineering and implementation will be handled by ISRO.

In addition, the human launcher, the crew evacuation system, the orbital module and the essential infrastructure will be realized by ISRO using in-house expertise and with the participation of industry, universities and national agencies. Private actors in the country have developed significant expertise in niche areas, and this will be effectively utilized in the program.

For the first crewed mission of the Gaganyaan program, astronaut trainees are selected from a group of test pilots, based on selection criteria jointly defined by ISRO and the Indian Air Force, which include experience of flight, physical condition, psychological and aeromedical assessment (including anthropometric parameters).

After the successful completion of the Gaganyaan program, the next step will focus on realizing the capability for a sustainable human presence in space.

ISRO also plans to launch the Chandrayaan-3 mission to the moon in 2023. Officials said there are two launch windows for the lunar mission in February and July 2023.

Ports-To-Plains Project Allocating Funds to Improve Rural Roads in Texas

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LUBBOCK, Texas (KCBD) – The Ports-Plaines Trade Corridor is Lubbock’s largest upcoming transportation project. Today, TRIP-NET highlighted a few reasons why this corridor is essential for transportation safety in rural Texas.

TRIP-NET’s Keeping Rural Texas Connected report states that roads “lack adequate capacity in some corridors to support growth in freight and passenger vehicle movement; they do not provide the levels of connectivity necessary for some communities; they lack some necessary road safety features; and they carry a higher share of large trucks than urban roads, including the large trucks needed to support energy and agricultural production, leading to increased wear and tear on these road surfaces.

“Good transport is essential in rural areas to provide access to jobs, to facilitate the movement of goods and people, to access health care and education opportunities, and to provide links to social and recreational,” noted TRIP-NET.

TRIP-NET says the new Ports-Plaines Corridor will manage funds to address many of these issues, including a focus on road safety.

Traffic accidents are a major source of death in Texas. Rural, non-interstate highways have a significantly higher fatality rate than urban areas.

“In 2020, traffic crashes claimed the lives of 3,874 people in Texas. Traffic crashes on rural non-interstate roads in Texas resulted in 1,334 fatalities in 2020, or 34% of all road fatalities in Texas,” according to the report.

Alvin New is Texas Transportation Commissioner. He said there is a dire need for rural road infrastructure and everyone in the state of Texas benefits from investments in rural Texas.

“The next thing we talked about is security. 50% of fatal accidents occur in rural areas of Texas 50%. When you have about 15% of the population, you create 50% of the fatalities,” New said. “It shows that there is a very strong need for more shoulders, wider roads and ultimately split four-lane roads, as this is the safest way to move goods and people around. ‘place to place.’

Over the next ten years, New says Texas will invest $14 billion in these kinds of changes. For more information on transportation security in Texas, visit The TRIP-NET website here.

Spotlight on ESG practices for business sustainability

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Sustainable finance webinar examines how companies can embrace a new finance landscape and increase supply chain demand

INVESTORS increasingly want to see environmental, social and governance (ESG) practices in companies.

Companies that strategize on carbon reduction aspects, for example, should see significant benefits, including increased innovation, competitiveness, risk management and long-term growth.

During a webinar, Tan Ai Chin, Managing Director, Senior Banker and Head of Investment Banking at OCBC Bank (M) Bhd said, “ESG has become a matter of survival and longevity for businesses”.

The “Sustainable Finance Series” webinar was organized by the Malaysian Institute of Chartered Accountants (MICPA) and the Sustainable Finance Institute Asia (SFIA).

Tan said OCBC had reached S$34 billion (RM109 billion) in its sustainable finance portfolio in 2021 and set a new sustainable finance commitment target of S$50 billion to be achieved by 2025.

“OCBC has become the first foreign bank to collaborate with Bursa Malaysia as part of the latter’s #financing4ESG initiative to jointly develop sustainable financing options that recognize the ESG credentials of listed companies.

“We started these best practices in 2017 and have developed our responsible finance framework to integrate ESG consideration into our finance activities,” she said.

Elaborating on the new financing landscape – decarbonisation – she explained that an estimated total capital investment of RM450 billion is needed by 2050 for Malaysia to achieve net zero.

Tan highlighted the establishment of public policies as well as legislative and regulatory frameworks to facilitate the transition to a low carbon economy.

Meanwhile, Managing Director of AmBank Islamic Bhd, Eqhwan Mokhzanee Muhammad, said sustainable finance covers all financing activities that contribute to sustainable development, including ESG aspects.

Redha Shukor, head of supply chain, operations and sustainability at PwC Malaysia, said there was growing demand for supply chains to become more sustainable.

“It is imperative that companies start rethinking their supply chains to mitigate risk and take advantage of value creation opportunities,” he said.

Regarding steps that could be taken to implement a sustainable supply chain, Redha said it would involve upskilling the workforce in the area of ​​sustainability through development and training programs. ; develop a robust and transparent supplier data framework; disclose a company’s policy on key material ESG issues and progressively apply ESG expectations to stakeholders and conduct audits on suppliers throughout the supply chain to identify potential ESG risks and issues that may arise .

In a panel discussion moderated by SFIA Chief Executive Eugene Wong titled “Towards a Zero Carbon Future: The New Financing Landscape and Supply Chain Opportunities”, Eqhwan said AmBank Islamic was examining credit risks when evaluating loan applications.

Currently, the bank conducts ESG risk assessments and this year introduced an eight-sector specific checklist in addition to a general sector checklist, Eqhwan added.

Tan said concerted efforts have been made by businesses and government-linked companies to understand what could be done and how banks could support them in their ESG initiatives.

“Carbon credit is still new to the market, but it’s actually a cash-flow generator if done right,” she noted.

UEM Edgenta Bhd’s independent non-executive director, Jenifer Thien, said: “It doesn’t matter if you’re a big or a small company, you have to decide whether this (the ESG initiative) is going to be a defensive strategy or a game-changer. .

“If you want to change the game, it will become a business strategy rather than a compliance move.

“If you want to be a survivor, you really have to decide who you want to align yourself with – which clients, funders, etc.

“Understand your supply chain. Meet your key vendors, find out what innovations they are working on or if there are any roadblocks, because collaboration is key,” Thien said.

Redha said companies that have experienced operational improvement or cost efficiencies stemming from sustainability would appreciate its value, even if it always starts with regulatory compliance or stakeholder and investor interests.

When asked if ESG initiatives would take a back seat to inflation risk, Tan said all companies need to get on board.

Redha said it was important for organizations to continue to drive ESG compliance, adding that “it helps organizations focus on value and prioritize their resources effectively.”

Thien emphasized that ESG practices need to be embedded across the business and that “it’s a long-term journey.”

“You need to make short-term progress to see if it’s credible and has a high level of reliability,” she said.

Buy these two stocks for short term gains, charts show strength; Nifty must hold above 17550, buy dips

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By Rahul Shah

FII bought nearly Rs 54,000 crore (including primary markets) on Aug 22, their highest since Jan 21. The DIIs, however, became sellers after 17 months and sold for around Rs 7,000 crore. Economic indicators supporting the rally, the price of oil fell to its lowest level in 7 months, strong buying interest from FII, an announcement of impressive quarterly results and strong PMI data. Even the banking system is enjoying a healthy recovery with systemic loan growth peaking at 15.3% YoY recently. The last time systemic lending grew by around 15.3% year-on-year was in November 2013.

Also Read: Nifty Support Seen Near 20-Bar Moving Average; buy and sell these two stocks to pocket gains

We expect northbound travel to continue on Indian exchanges, not only due to strong domestic factors, but also due to global indices. Global markets climbed 1-2% from the previous week’s close (the Dow’s best weekly performance since late July) despite continued tough talks from Fed members and a massive interest rate hike from the ECB (75 bps at 1.50%). This means that investors have already priced in the US Fed to aggressively raise interest rates as market watchers expect a 0.50 basis point increase – a 75 basis point increase in the benchmark lending rate – which will now be held in September. valuations with the S&P 500 trading around 16.8x forward earnings, below the average of 17.2x over the past decade.

The Cboe Volatility Index, also known as the VIX, fell below 23 after nearly hitting 28 earlier in the week and the dollar index fell to 109 from its recent high of 111. This means that the volatility in the global market will subside and the markets are looking for earnings and the latest economic data. The United States, China, Europe, Australia and India will announce CPI and IPI data next week.

Also Read: India’s Milk Export to Boost Modi’s Atma Nirbhar Bharat; Prime Minister says dairy sector employs 8 million families

Back home, expect the rally to continue in the domestic market due to a strong macro macro, continued buying interest from FIIs and the price of oil falling to an all-time low. in 7 months. Sensex gained nearly 1,000 points or 2%, the biggest weekly gain since July. Better than expected quarterly earnings along with strong PMI data and an above normal monsoon will be very positive in local stock markets. FII have been strong net buyers above Rs6000cr this week, while Sensex posted an intraday high of over 60,000 this week. Indian markets are expected to continue their ascent and any dip will be a good buying opportunity

Nifty formed an inside bar on the daily time frame, but a bullish candle on a weekly time frame with a long upper shadow. Now it needs to hold above the 17550 areas, for a bullish move towards the 17667 and 17777 areas while support is placed at the 17442 and 17350 areas.

State Bank of India (target: Rs 590)

The State Bank of India broke above the lower supply trendline on a weekly scale and is in line with the 20-week average indicating the strength of the meter. SBI has formed a strong weekly bullish engulfing candle pattern and follow-up buying is visible. The RSI oscillator is also placed positively on the weekly and monthly charts and the supports are gradually moving upwards. Looking at the overall price structure, we expect the stock to rise slightly towards 590.

Oberoi Realty (Target: Rs 1,100)

Oberoi Realty gave a consolidation break on the weekly scale and formed a strong bullish candle. On the monthly scale, it is reaching higher highs since the last 3 months and the supports are gradually moving upwards. The RSI oscillator is placed positively, which will support the move to higher levels. Looking at the overall price structure, we expect the stock to edge up towards 1100 zones.

(Rahul Shah is Senior Vice President, Group Advisory Leader-PCG, Broking & Distribution, Motilal Oswal Financial Services. Opinions expressed are those of the author.)

Giants manager Gabe Kapler thinks Evan Longoria can play beyond this season

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CHICAGO — Evan Longoria told the Chronicle earlier this summer that if the San Francisco Giants don’t choose his 2023 option, he’s considering retirement. But manager Gabe Kapler believes Longoria is more than capable of continuing to play if he chooses.

Kapler, Longoria’s former teammate in Tampa Bay, raved ahead of Sunday night’s game at Wrigley Field about the skills the team’s oldest player still possesses.

“I’ve been really fascinated by the last two years with Longo,” Kapler said. “There was this elite-level performance, and then for a few years some of that went away and he wasn’t as good as he was in Tampa.

“Over the past two years, even though the volume hasn’t been there, the performance when it has been on the pitch has been really great as a defender and as an attacking performance. What he’s shown on that trip and what he’s shown over the past two years is that he’s still a very effective player in the major leagues. So the trick now is to figure out how to keep him on the pitch as much as possible, not just this year but for whatever happens to him next year.

Kapler said Longoria, whose .778 OPS is the second-best in his Giants’ career and second-best among Giants regulars, is part of discussions about how best to balance giving him enough playing time to continue to play well while giving him adequate recovery. time. The team learned from Buster Posey’s schedule last year – designed for peak performance and health – that the most important element for an older player to get enough rest is to stick to the schedule, even if it is tempting to change it. Otherwise, Posey would have been in the lineup a lot more often and would have hit the ground.

“It really takes good planning, it takes good discipline,” Kapler said, adding of Longoria, “Whatever happens for him, wherever he lands and if he decides to stay on this journey, it will take a support system that is not only strategic but a team that supports their game less regularly.

The Giants have a $13 million option on 36-year-old Longoria for next year that includes a $5 million buyout, so essentially they have a strong defensive third baseman and midrange hitter. for $8 million. San Francisco could look to rookie David Villar, who has homered four in the last seven games, to play third, but Villar can play in multiple positions and there are few third basemen better than Longoria. A Longoria-Villar combo, with Villar also playing first and second, could be pretty nifty.

Brandon Crawford, 35, is under contract for next year, which means the Giants’ infield left side would continue to be the oldest in baseball if Longoria returns. But what if Crawford were to go second if San Francisco pursued a free agent shortstop? Or if Casey Schmidt were to fight his way into the majors next season like Villar did this year? It’s hard to imagine Crawford playing anything other than shortstop for San Francisco, but Kapler said position changes often make sense later in careers.

“I think he’s a shortstop,” Kapler said. “That doesn’t mean you have to see every step of the stair in September 2022, but there are times when players feel like it’s a good time to make an adjustment. I don’t know when that time will be for Craw, but one thing I know is that if and when that time comes, he will be intimately involved in discussions and decisions.

Susan Slusser covers the Giants for The San Francisco Chronicle. Email: [email protected]: @susanslusser

Vladimir Putin forced the EU into a long-awaited energy union

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It was clear in 2014, when Vladimir Putin first invaded Ukraine, that Europe should protect itself from being held hostage by foreign energy suppliers. That year, the idea of ​​an “energy union” won rhetorical support from leaders, some of whom continued the hard work to make their energy pipelines more resilient.

Much to their disappointment, Germany made itself more, not less, exposed to Putin by advancing the Nord Stream 2 gas pipeline. inability to secure alternatives, so energy trade does not necessarily mean geopolitical dependence.

One of the oversights has been to allow the expansion of renewable electricity to be partially offset by a decline in nuclear power. Another was not planning enough infrastructure to fully exploit the global liquefied natural gas market. Above all, too little attention was paid to improving the flow of all forms of energy in any direction across Europe, so that no supplier could take over a member country. especially.

The danger that some have warned of is now a clear reality for all. Putin’s weaponization of energy has caused a massive international transfer of wealth from energy-importing countries to exporters such as Russia itself. Politically more perilous is redistribution from consumers to energy producers, even within countries. The fact that electricity is priced at the marginal cost of production has also allowed the Kremlin to drive electricity prices to extreme levels.

Millions of energy users face serious difficulties. This could produce political paralysis, distraction from Ukraine (as Putin clearly hopes) and even civil unrest. European governments are acutely aware of the risks – “three years of these awards, and we have Hitler,” as one official told me.

That is why it is essential that countries agree on a deeper and deeper unified energy policy. There has always been a conflict between the EU’s common energy market — linked, albeit imperfectly, by physical and financial links — and national prerogatives in energy policy. For example, the whole notion of national autonomy over a country’s energy mix becomes inconsistent as electrons cross borders. The desire for national control has delayed the removal of physical bottlenecks in the continent’s energy flows. The price is being paid today in the risk that it will be difficult to get enough energy to the right places in an emergency, even if the overall supply is adequate.

While the efforts of many countries to secure new non-Russian gas supplies have been impressive, they could prove to be unparalleled successes if not accompanied by a much more integrated common policy. The risks of political division are legion: governments are outbidding each other for the same scarce supplies, as German Chancellor Olaf Scholz has pointed out; countries tempted to limit their electricity exports, as proposed by Norway; or differential price support systems that destroy the level playing field in the EU single market.

Such risks should seem realistic as it has only been two years since they last materialized. During the pandemic, countries initially rushed to hoard medical supplies. The various resources allocated to business support schemes threatened to dismantle the single market. But don’t forget either that within months EU countries signed up for the joint purchase of vaccines and a joint recovery fund.

Putin’s invasion of Ukraine is as much a common external shock as the coronavirus. The signs show that Europe remains faithful to the sense of community that prevailed then. The EU has agreed to energy sanctions. Previous plans to green the energy system have been pushed forward and reinforced. New plans to enhance energy security and connectivity and save energy have been developed.

The ideas put forward by the European Commission last week and the encouragement it received from energy ministers on Friday are a welcome final step. Brussels rightly wants governments to capture windfall profits for the most targeted support possible while letting markets work, and to retain incentives for greater efficiency. In contrast, the UK’s choice is to cap prices for everyone. Above all, EU policies show an understanding that if everyone tries to solve their energy crisis on their own, they won’t solve it at all.

Benjamin Franklin’s warning that we will “hang together or hang apart” applies to Europe today. If EU leaders can stick together through a tough winter, they will finally build the energy union they need. And if the UK knows what is in its interest, it will join the effort.

[email protected]

A look at the laws governing the electricity sector in Nigeria

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As in all other sectors in Nigeria, there are laws that regulate the electricity sector, which involves the generation, transmission and distribution of electricity.

The Nigerian Electricity Act consists of a body of laws that regulates the generation, transmission, distribution and trade of electricity in Nigeria.

The main law that regulates electricity in Nigeria is the Electricity Sector Reform Act 2005, CAP E7, Federal Acts of Nigeria 2004 (EPSRA).

This Act governs the Nigerian electricity industry, including electricity generation, transmission, distribution, trading and supply.

  • The law was enacted to allow the creation of companies to take over the functions, assets, responsibilities and personnel of the National Electric Power Authority, to develop competitive electricity markets and also to establish the NERC.
  • The law aims to enforce performance standards, it provides for the determination of tariffs and the protection of consumer rights. It also provides for licensing requirements to operate in the electricity sector.
  • The law was enacted in 2005 to “Create efficient market structures, within clear regulatory frameworks, which encourage more competitive markets for the production and sale of electricity (marketing), which, at the same time, are able to attract private investors and ensure economically sound development of the system.”
  • Section 62 of the law states that no one may produce, transport or distribute electricity without a license issued under this law. The section states that “No person, except pursuant to a license issued under this Act, shall construct, own or operate any business other than a business specified in paragraph 2 of this section, or engage in any way in the activity of;
  1. electricity generation, excluding captive generation;
  2. transmission of electricity;
  3. System operation;
  4. distribution of electricity; Where
  5. electricity trade.
  • Article 70 of the law defines the conditions for granting licenses to operate in the electricity sector for which NERC is the body responsible for issuing licenses.

Nigerian Electricity Regulatory Commission (NERC)

The Nigerian government body that regulates electricity is the Nigerian Electricity Regulatory Commission (NERC).

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NERC was established under the EPSRA as an independent regulatory body established to undertake the technical and economic regulation of the Nigerian electricity supply industry.

While Section 31 of the EPSRA established the NERC, Section 32 listed the main purposes of the Commission.

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The Board is responsible for licensing operators, determining operating codes and standards, establishing customer rights and obligations, and also setting cost-reflective industry tariffs.

Section 96 of the EPSRA gave NERC the power to make regulations necessary to give effect to the provisions of the EPSRA and, in exercising this function, NERC issued several regulations which gave effect to the provisions of the law.

Article 96 states that “To make regulations prescribing all matters which shall or may be prescribed and which, in the opinion of the Commission, are necessary or practical to prescribe to carry out or give effect to the Act”

Regulations issued by NERC

The various regulations issued by NERC include;

  • NERC Licensing and Operating Fees Regulations 2010
  • NERC (Embedded Generation) Regulations 2012
  • NERC Rules for Independent Electricity Distribution Systems (IEDN Rules) 2012
  • National Content Development Regulations for the Electricity Sector 2014
  • Regulation for investments in electricity networks 2015
  • NERC regulations for mini-grids 2016
  • NERC Eligible Customer Rules 2017
  • NERC Metering Asset Provider (MAP) Regulation 2018 and;
  • The Nigerian Handbook of Electrical Health and Safety Standards.

Other laws that regulate the electricity sector include: the National Electric Power Policy 2001 and the Nigerian Electricity Management Service Agency Act (NEMSA Act),

National Electric Power Policy 2001

Prior to the enactment of the EPSRA 2005, there was the National Electric Power Policy 2001 which provided the framework for the reform and liberalization of the Nigerian Electricity Supply Industry (NESI).

The objective of the policy was to ensure that NESI meets the demand for electricity in Nigeria. The policy also established a framework that provides for the restructuring of the former public service.

Nigeria Electricity Management Services Agency Act 2015 (NEMSA Act)

This Act established the Nigerian Electricity Management Agency as the regulatory body responsible for the enforcement of technical standards and regulations, technical inspection, testing and certification of all categories of electricity. electrical installations, electricity meters and instruments.

This is to ensure efficient production and delivery of safe, reliable and sustainable power supply and to ensure the safety of lives and property in the Nigerian Electricity Supply Industry (NESI) and other related industries/workplaces and premises.

NEMSA has a responsibility to ensure that Nigeria has stable, secure and reliable power grids.

What you should know

  • The same act that created NERC also created the Nigerian Bulk Electricity Trading Company (NBET) and paved the way for the creation of the Transmission Company Nigeria (TCN).
  • NBET was established in 2010 as a credible buyer of power generation companies.
  • The Federal Competition and Consumer Protection Commission (FCCP) also regulates the electricity sector as it protects the interests of consumers and is responsible for approving any merger or acquisition in the electricity sector.

Aging Crisis and Demographic Catastrophe in India – The New Indian Express

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For many years we have spoken eloquently of India’s future demographic dividend which will soon elevate us to the ranks of developed nations. A country benefits from the demographic dividend when the ratio of the working-age population to that of children and the elderly is high. Experts say India entered the demographic dividend window in 2005-06, and this opportunity will remain open until 2055-56. The working-age population ratio will be highest between 2021 and 2041, peaking in the early 2030s.

In other words, we are already in the golden age, and if we can harness our nearly one billion working-age population, we can change the destiny of our country and the world. However, this does not mean that we will automatically achieve prosperity because we have a billion young people. Some prerequisites for the utilization of this potential are the availability of a healthy population, education, gender equality and increased participation of women in paid employment, a skilled labor force and the creation of high quality jobs.

The rise of the United States, Japan and China after World War II was fueled by the combination of all these factors. They were equipped to reap the dividend when it happened. How prepared are we? The sad answer is that we have not prepared our young population for these advantages.

From 2001 to 2011, we added one million people to enter the labor market every year. Barely a few lakhs had the qualifications and skills, and a few thousand landed gainful employment each year. The National Family Health Survey (NFHS)-5 has shown just how grim the reality on the ground is and what the future holds if we don’t act right and fast enough.

Opinion piece by Dr K Srinath Reddy | Provide comprehensive primary health care

Sometimes you wonder what we have accomplished in 75 years of independence. What did successive governments do from 1947? As we expect NFHS-6 within the next two years, the previous survey results are sobering.

A third of our children are stunted, indicating poor health and poor education. Nearly 60% of our women are anemic. Barely 3% have had any professional training.

The pandemic has wreaked havoc on our already shaky health and education sector. Our life expectancy has fallen from 70.9 years in 2019 to 67.2% in 2021. We are not creating enough jobs and not equipping our young workers with the skills to fill those jobs. As automation and robotics make huge leaps in the next decade, even skilled labor is at risk of losing its relevance. India’s heavily populated states lag behind in social progress and skills.

No one can guess what the hordes of billions of unskilled, unhealthy and semi-illiterate young men and women would portend about the future of a country on the threshold of greatness. Alongside this worrying trend, another problem looms on the horizon. About 12.5% ​​of India’s population will be over 60 by 2030, or about 19 million people over the next eight years. By 2050, one in five Indians will be over 60.

While exaggerating the demographic dividend that awaits us, we often ignore the problem of aging. We are totally unprepared to deal with the situation. We have almost no facilities for the elderly. There is no social support system for the elderly.

A large part of the elderly population will have to depend on income generated by young people. Only a third of elderly people in India receive some sort of pension from their former employers. Pension bills from most state governments now eat up the lion’s share of state revenue. Sooner or later this boat will sink and many retirees will find that there is no Treasury check. We have seen how ill-prepared our healthcare system was during the pandemic.

An aging population means unimaginable stress on the already broken healthcare system. The concept of dedicated geriatric wards and nursing staff is unknown in India. We need to quickly build an ecosystem of caregivers and senior care facilities. It is unfortunate, however, that we have virtually no discussion in our public space about the twin crisis that lies ahead.

In short, we have let down children, young people and old people and we will continue to do so, following the trends. History has confronted these crises with wars, civil unrest and revolutions. Our greatest advantage can be our worst nightmare if we’re not careful. The clock is turning.

Anand Neelakantan is the author of Asura, Ajaya Series, Vanara and Bahubali trilogy. He can be reached at [email protected]

For many years we have spoken eloquently of India’s future demographic dividend which will soon elevate us to the ranks of developed nations. A country benefits from the demographic dividend when the ratio of the working-age population to that of children and the elderly is high. Experts say India entered the demographic dividend window in 2005-06, and this opportunity will remain open until 2055-56. The working-age population ratio will be highest between 2021 and 2041, peaking in the early 2030s. In other words, we are already in the golden period, and if we can harness our population closely one billion working age, we can change the destiny of our country and the world. However, this does not mean that we will automatically achieve prosperity because we have a billion young people. Some prerequisites for the utilization of this potential are the availability of a healthy population, education, gender equality and increased participation of women in paid employment, a skilled labor force and the creation of high quality jobs. The rise of the United States, Japan and China after World War II was fueled by the combination of all these factors. They were equipped to reap the dividend when it happened. How prepared are we? The sad answer is that we have not prepared our young population for these advantages. From 2001 to 2011, we added one million people to enter the labor market each year. Barely a few lakhs had the qualifications and skills, and a few thousand landed gainful employment each year. The National Family Health Survey (NFHS)-5 has shown just how grim the reality on the ground is and what the future holds if we don’t act right and fast enough. Opinion piece by Dr K Srinath Reddy | Delivering Comprehensive Primary Health Care Sometimes you wonder what we’ve accomplished in 75 years of independence. What did successive governments do from 1947? As we expect NFHS-6 within the next two years, the previous survey results are sobering. A third of our children are stunted, indicating poor health and poor education. Nearly 60% of our women are anemic. Barely 3% have had any professional training. The pandemic has wreaked havoc on our already shaky health and education sector. Our life expectancy has fallen from 70.9 years in 2019 to 67.2% in 2021. We are not creating enough jobs and not equipping our young workers with the skills to fill those jobs. As automation and robotics make huge leaps in the next decade, even skilled labor is at risk of losing its relevance. India’s heavily populated states lag behind in social progress and skills. No one can guess what the hordes of billions of unskilled, unhealthy and semi-illiterate young men and women would portend about the future of a country on the threshold of greatness. Alongside this worrying trend, another problem looms on the horizon. About 12.5% ​​of India’s population will be over 60 by 2030, or about 19 million people over the next eight years. By 2050, one in five Indians will be over 60. While exaggerating the demographic dividend that awaits us, we often ignore the problem of aging. We are totally unprepared to deal with the situation. We have almost no facilities for the elderly. There is no social support system for the elderly. A large part of the elderly population will have to depend on income generated by young people. Only a third of elderly people in India receive some sort of pension from their former employers. Pension bills from most state governments now eat up the lion’s share of state revenue. Sooner or later this boat will sink and many retirees will find that there is no Treasury check. We have seen how ill-prepared our healthcare system was during the pandemic. An aging population means unimaginable stress on the already broken healthcare system. The concept of dedicated geriatric wards and nursing staff is unknown in India. We need to quickly build an ecosystem of caregivers and senior care facilities. It is unfortunate, however, that we have virtually no discussion in our public space about the twin crisis that lies ahead. In short, we have let down children, young people and old people and we will continue to do so, following the trends. History has confronted these crises with wars, civil unrest and revolutions. Our greatest advantage can be our worst nightmare if we’re not careful. The clock is turning. Anand Neelakantan is the author of Asura, Ajaya series, Vanara trilogy and Bahubali. He can be contacted at [email protected]

Commentary: Four controversial statements that cannot be ignored – Exit

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Genc Pollo is a former minister and member of the Albanian parliament.

“War is too important to be left to generals” is a bon mot attributed to Georges Clemenceau, the French Prime Minister who oversaw the victory of his country and the Entente Alliance in World War I.

I would be very hesitant to apply his wisdom to diplomats dealing with the Balkans, particularly the problems of the former Yugoslavia. And diplomats here mainly mean European and American officials trying to find solutions to challenges ranging from bloody conflicts to dangerous political stalemates.

We should be grateful for their well-meaning efforts and should celebrate those who have succeeded.

Still listening to an interview with Christopher Hill, the US Ambassador to Serbia to the Atlantic Council, I was a bit perplexed (disclosure: he’s been a good friend of mine since the early 90’s when he was the cooperative and helpful Deputy Head of Mission in Tirana).

Chris Hill is a local connoisseur with extensive experience in difficult situations; he is right in most of what he says. But some of his claims could be problematic. Let’s take these problems one by one.

Number 1 : “I’m not sure it’s a valid criticism to say that Open Balkan is an effort by Serbia to dominate the others. It was said decades ago in the EU about Germany being too big”.

Germany is big, sure, but in the original EEC of six and the current #EU of 27 member states, it finds itself in a balanced structure; in terms of political power, economic weight and population. Berlin has a lot of weight but cannot/does not govern on its own. Watch the @ECB

Besides post-war, Germany is a friendly democracy (more on that below)

Contrary to this, in an open Balkan trio, especially not institutionalized, Serbia would reign supreme.

Number 2 : “(Open Balkans) supports EU standards, in terms of rule of law, in terms of regulations”

Why #OpenBalkans supporters remain silent on the Berlin Process Regional Common Market remains a mystery to many. Or throw it with The latter having all the alleged virtues of the former and none of its serious disadvantages. Simple question: would you trust the respect of European standards in a #WesternBalkans initiative where the EU (and the United States) are institutionally involved rather than in a local gathering of corrupt autocrats? Because lobbyists could paint any Potemkin village, Serbia and Albania are well along in their final trajectory to one-person rule.

Problem 3: “I would say that the Serbian relationship with Albania is as good as it probably has ever been in history”

Relations between Albania and Serbia have generally always been excellent or normal. Including ironically under the reign of Enver Hoxha and Josip Broz Tito. They went wrong when things went wrong in Kosovo. The current rapprochement, by the way, Rama and Vučić is like solving a problem that does not exist. It has not contributed significantly to any “normalization” between Kosovo and Serbia, and even less to mutual recognition, which is the crux of the matter!

Let’s deal another day with the usual view that this has complicated the Kosovo issue.

Number 4″But I think if you look at the wide range of this issue and the wide arc of the direction that Serbia is taking, it is heading west. You point to their opinion polls which suggest that many Serbs have more eastern sympathies. … if you look at where young Serbians go for their education for jobs, for their training and what kind of role model they see themselves focusing on, it’s more towards the West.

Gone are the days when Westerners believed that globalization and economic engagement would tame China and Russia, pushing them to become responsible players in the rules-based global order.

And we have seen Chinese and Russians, including the offspring of nomenclature, enjoying life or studying in the West only to return home only to embrace autocracy and imperial revisionism. Which, to some reasonable extent, applies to Serbia. For the nature of the Serbian regime has not changed much, and its propaganda has worsened.

If the model of post-Milosević Serbia applied to post-war Germany, it would mean having Joseph Goebels as Chancellor of West Germany in the 1960s. They would refuse to embrace Western policy towards the Soviets.

This is reality, and embellishing it is useless.

African creatives use NFTs to sell art

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With the increasing use of blockchain technology, African artists are harnessing its benefits to build communities of sellers and boost their creations in a global marketplace.

By Patrick Nelle, Bird Story Agency

It’s an ordinary day on the web for a diverse group of African creatives. or at least, a day as ordinary as it has been since they found an exciting new way to advance their careers.

“Ordinary” now involves a daily gathering on Twitter Space for long discussion. The creatives are mostly from Nigeria (Lagos, Enugu, Lekki, Port-Harcourt and other cities), but they rarely, if ever, see each other. Photographers, painters, animators… barely six months ago, they didn’t even know each other. Yet today they have a strong community, working together to create names and sell their art on NFT marketplaces, like OpenSea, Tezos, Foundation and others.

NFT stands for Non-Fungible Token. It is a digital asset based on blockchain technology (the same used for cryptocurrencies), which includes the name of the owner of the asset, in the blockchain. This allows the platform on which the NFT was created to know who owns or trades it – a viable solution for artists who do not have a market to create financial value from the artwork that they produce.

“It helps artists secure their work and control their income. He has access to the international market from where he is – in a country like Cameroon, for example. He will be able to get paid his royalty in perpetuity. Each time the artwork is resold, the artist will have the opportunity to earn a royalty,” explained Frisco D’Anconia aka Kofi Akosah, President of Africa Blockchain University, an organization that promotes blockchain adoption. blockchain technology across Africa.

To take advantage of NFT opportunities, African artists are creating communities to support and promote each other. One example is the Art Support System, which emerged when 24-year-old Nigerian photographer “1Jubril” saw an opportunity to promote African artists and artworks in NFT marketplaces.

“The Art Support System is a community of artist-turned-friends built from genuine vibes who love giving artists support within the blockchain ecosystem,” he said.


RELATED: Why Do You Love NFTs? — We asked 5 black artists


“The recipe is quite simple, it involves engaging with art posts on social media by sharing, liking and commenting. It also consists of sharing experiences, he further explained. The ultimate vision is to promote authentic African art and champion African values ​​on the path to becoming a force on the world stage, doing it together without leaving anyone behind,” 1Jubril explained.

1Jubril joined the NFT space on February 1.

“Like everyone else, I didn’t know anyone,” he recalls.

He followed a few people and joined spaces hosted by other artists. Although he never got to meet them in person, he was inspired to create a group focused on the opportunities of NFT art. From conversation to conversation, the space and the number of participants began to grow.

“There was overwhelming support. We have expanded our reach. On Twitter, you can only have 75 people in the group. I periodically delete inactive people. So the group today is not the original 75,” he said via Twitter messaging.

The community has attracted many young artists and has already transformed their careers. Temi OG, a pencil artist based in Nigeria, is part of the group of emerging artists.

“I entered the NFT community in February this year, through a friend on Instagram. I thought NFT was for digital artists, not traditional artists like me,” she recalled.

She had already tried but really did not understand anything, she confessed. After being introduced to the Twitter NFT community, she started connecting with people and quickly learned how to navigate the NFT universe.

“It actually took me two months to make my first sale, which was an amazing feeling,” she recalls.

The NFT appeal also strikes a chord with people who don’t initially have an artistic background. Based in Port Harcourt, Stanley Ebonine describes himself as an “entrepreneur who sees problems as an opportunity to provide solutions”.

Known on Twitter as Odogwu Stanley, Ebonine started the CruzMetaNft project. Its goal is to demystify NFTs in Africa and help energize African arts and culture, both physically and digitally – including in the metaverse.

“I am neither an artist nor a photographer,” said the 29-year-old who, in 2019, still ran the maritime trading company founded by his father in Port-Harcourt.

“My vision is to create a next generation service via an NFT Blockchain to give our community and the rest of the world an equal chance to see African culture like never before. We sincerely believe that our project can create a globally accepted service in promoting African culture and collaborate with talented African artist creators, innovators, blockchain and smart contract experts,” he said.

The Art Support System community has been very supportive of the project, Ebonine said. Since the beginning of his NFT journey, he himself has produced 15 pieces of NFT art. He is also a collector and has to date acquired 6 NFT works by African artists.

According to 1Jubril, Art Support System now has over 250 members. Since Twitter only allows 75 people per group, it is turning to other apps to scale the community. This is important as there is growing interest from Ghana and South Africa, as well as the rest of the continent.


READ ALSO: He donated over $500,000 worth of ETH to support an art and dance academy. How did he do it and why?


Cover image by Uzunov Rostislav on Pexels

Popular participation in the ‘TB-Mukt India’ campaign can help eliminate the disease by 2025

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Prime Minister Narendra Modi has often stressed the important role of jan bhagidari (people’s participation) in solving critical issues and building a prosperous nation. His words – “when compatriots of 130 billion step forward with a fixed goal and commitment to resolve, India steps forward 130 steps forward” – carry special resonance. The Swachh Bharat mission, the Covid-19 vaccination campaign and the recently concluded Har Ghar Tiranga campaign are examples of this synchronization between government and citizens. When the two come together for a common mission, the programs have a high chance of success. Can we then capitalize on jan bhagidari to free India from TB by 2025?

Prime Minister Modi has set an ambitious goal of making India TB-free by 2025, five years ahead of the global goal to eliminate the disease. Inspired by PM Modi’s commitment to the cause, we launched Ni-kshay Poshan Yojana under the National Tuberculosis Elimination Program (NTEP) to meet the nutritional needs of TB patients. Under this scheme, more than 62 lakh TB patients have received financial support amounting to Rs 1,651 crore since 2018. This includes a transfer of Rs 500 directly to the patient’s bank account.

The government has worked tirelessly to provide free diagnosis, free medicine and other types of support to those affected by the disease. However, I believe collective action will give TB-mukt Bharat unprecedented energy.

Any person or organization can register as a Ni-kshay Mitra on the Ni-kshay 2.0 portal to support those affected by the disease. The initiative aims to provide essential nutritional and social support to people with TB and to eradicate stigma and discrimination against them. Three types of support are essential. First, a kit containing appropriate foods and supplements to meet their nutritional needs. Second, support for additional laboratory diagnostic requirements. Third, to equip patients with vocational skills to help them join the labor market and lead prosperous and productive lives.

Under this initiative, individuals, organizations, businesses, co-operative organizations, elected officials and NGOs can support by adopting people with TB. You too can log in to the Ni-Kshay 2.0 portal (https://communitysupport.nikshay.in/) and commit to providing your support for between one and three years, in any block or district in the country.

This innovative adoption campaign was conceptualized by Anandiben Patel, the Governor of Uttar Pradesh. His commitment to the cause and his unshakable faith in service to the public gave a boost to our efforts.

When Lord Ram was building a bridge to Lanka, a squirrel stepped forward to help. Lord Ram appreciated even the smallest contribution. Squirrel can be an inspiration for all of us – we can contribute Pradhan Mantri TB-Mukt Bharat Abhiyaan. Encouraged by PM Modi’s mantra of Sabka Saath, Sabka Vikas, Sabka Vishwas Aur Sabka Prayas, all of us can come together and join the Jan Andolan to make India TB-free by 2025.

The author is Minister of Health and Family Welfare and Chemicals and Fertilizers, Government of India

Amazon Web Services Joins Telangana Government With Cloud Adoption Framework

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After working on key government projects such as Digital India and COWIN, Amazon Web Services (AWS) today announced that it has joined the Government of Telangana to transform its service delivery to citizens by advancing its cloud adoption framework .

AWS also plans to launch a new AWS Region – a physical location where AWS consolidates its data centers – in the Hyderabad region by the end of this year. The company today announced that it has invested $3.71 billion in local infrastructure and jobs across India since the launch of Amazon Web Services (AWS) Asia Pacific (Mumbai) Region. in 2016.

Rahul Sharma, Regional Head of Public Sector – Amazon Internet Services Private Limited, said, “We are at an inflection point, where the needs of a population come together with the capabilities that India has and the scale that India has. ‘she offers. The AWS Hyderabad Region will have three Availability Zones and in each zone, AWS will set up at least two data centers to start with.

The Telangana State Government has decided to migrate its information technology (IT) workloads to the cloud to accelerate its e-governance plans and provide faster and more reliable citizen services through its 33 departments and 289 organizations, while achieving high operational efficiency and reduced IT costs.

The Aarogyasri Health Care Trust (Aarogyasri), Greater Hyderabad Municipal Corporation (GHMC) and the Telangana State Department of Information Technology, Electronics and Communications (ITE&C) are the premier organizations of State to migrate on-premises workloads to the cloud powered by AWS. system.

Jayesh Ranjan, Principal Secretary, Industries and Commerce (I&C) and Information Technology (IT), Telangana said, “As the demand for e-governance services increases, we can easily migrate and scale our workloads. reliably and securely on AWS to help Telangana districts respond to citizen needs faster. Looking ahead, the Telangana government aims to redouble its efforts in digital transformation, improving the experience of citizens by providing faster and more reliable access to services, such as payment of property taxes.

Max Peterson, vice president, global public sector, AWS, said this will be critical to enabling businesses, governments and nonprofits to sustain customer-centric innovations. “We remain committed to this continued investment in the region. We are well prepared to help the Indian government, enterprises and startups on their journey to cloud in the post-Covid era, as the cloud becomes an integral part of every organization, big or small,” Peterson said.

The company said that by using AWS solutions for compute, storage, management, and governance capabilities, Telangana would enable its officials to improve the delivery of services to citizens, such as hospital care and patient payment. property taxes, while reducing calculation costs by 33%.

The growing demand for digital services has increased the volume of public service operational data managed by Telangana. For example, the Aarogyasri program, a free health care program serving approximately 29 million people living below the poverty line in Telangana, saw a four-fold growth in usage year-on-year during the last decade. Co-located space in the Telangana state data center could not keep pace with demand due to lack of capacity to support program growth, forcing the government to undertake a digital transformation.

The hidden toll of the Syrian war against children with disabilities

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By Emina Cerimovic
Photographs of Ali Haj Suleiman


The Syrian war, which has been raging since 2011, has claimed countless lives and disrupted the lives of millions. Children with disabilities have faced heightened risks in attacks. The essential services they need – assistive devices, education, health care and psychosocial support – are either unavailable or have been disrupted by the conflict. They have lost years of schooling and face discrimination and stigma in their communities. Bullying is common.

Human Rights Watch interviewed six children with disabilities and 22 parents and family members in Syria between October 2020 and June 2022. Most of the children interviewed were born shortly before or during the conflict. Their lives have been massively shaped by armed conflict and violence, displacement, poverty and the breakdown of essential and other services that characterize them.

In the face of these difficulties, families have taken enormous measures to keep their children safe and to support them. Children and their families are determined to build a future where the rights of persons with disabilities are guaranteed and where they have access to healthcare, assistive devices, inclusive education and psychosocial support. Here are some of their stories.


Ibrahim

In 2018, Ibrahim and his family were forced from their home in Idlib Governorate when he was two years old. “We made the decision to flee and leave our home because we couldn’t take it anymore,” her father said. “[There were] lots of bombs and airstrikes; our lives were in danger.


Ibrahim’s family has been forced to flee the conflict on several occasions. They were living in a tent in a makeshift camp on Syria’s border with Turkey in October 2020 when Human Rights Watch first interviewed Ibrahim’s father. When Human Rights Watch interviewed the father again in June 2022 and met with Ibrahim, they still had not been able to return home. Instead, they lived in a rented house in a town near the Turkish border.


Ibrahim, who is now five years old, suffers from autism and hyperactivity. His father explained that the biggest challenge is the lack of access to education and other services, including programs for parents, which would help him and his wife better support Ibrahim.


Ibrahim is very attached to his father, who worries about the family’s ability to care for and support the boy’s development:

He doesn’t know how to communicate with us, we don’t know how to communicate with him and there is nowhere to look for support. He is still young and there is probably something we can do… I look at my child and I don’t know how to support him. What can I do? Will he grow up without access to education and support?


It is difficult for Ibrahim to interact with other children and he has been bullied because he behaves differently. “When he goes out on the street to play with other children, he doesn’t know how to act, and they harass him a lot and hit him,” his father said.


Despite Ibrahim’s lack of access to education, “he tries to write, and I was so happy that he could,” his father proudly says. Education is very important to the family and Ibrahim’s parents dream that he will have access to quality and inclusive education. Unfortunately, as the conflict drags on, that dream remains elusive. “I am afraid of what will happen if Ibrahim does not have access to quality education and support.”


Shahd

Shahd and his family lived in the village of Al Hawash, in the countryside of Hama city, before the start of the war in 2011. His father, Ahmed (a pseudonym), worked and had enough income to support himself. of the family. Ahmed told us that in 2013, when Shahd was only 2 years old, their neighborhood was attacked with a barrel bomb falling just 30 meters from their home. Shahd was sleeping at the time and a fragment approached his head, causing hearing loss and weakening his auditory nerve, his father told us.

The war meant that Ahmed lost his job and the family lost their home. Since leaving Al Hawash, the family has been displaced several times as they were forced to flee the fighting. Health workers told Shahd’s parents that she needed a cochlear implant to improve her hearing, but the family could not afford it.


Today, Shahd is 12 years old and has a hearing impairment. Ahmed said he and his wife feared for Shahd’s safety as she could not hear the airstrikes. “My wife and I keep an eye on her all the time and if we hear an attack we have to physically go grab her to take her with us to the shelter,” he said.

The sudden attacks and the need to flee psychologically affected Shahd more than his five siblings. His father describes his reactions:

Every time there was an airstrike, the kids got terrified, and we started screaming and trying to run to the shelters and when she saw us in that situation, she started crying. Now whenever there is something unexpected, even if someone rushes into the house, she starts crying.


Because the war lasted for most of Shahd’s young life, she never attended school and had few opportunities to learn sign language while attending informal classes provided by a humanitarian organization. According to Ahmed, his lack of education and ongoing support has been detrimental to his development and mental health:

It’s very hard for her; she grows up and wants to be able to explain herself and say what she feels or what she needs. We don’t understand what she needs most of the time. Even other children her age don’t understand her. She then gets angry and frustrated because we don’t know what she needs or wants.

When Human Rights Watch first interviewed Ahmed in October 2020, the family was living in a Kafar Houm camp for displaced people in northwestern Syria, where they struggled to access health care, devices hearing aids and education for Shahd. When Human Rights Watch interviewed Ahmed in June 2022, after his family moved to Azaz, Aleppo, Shahd had started going to his brother’s school once a week “just to pass the time.” He said she was learning nothing due to a lack of access to qualified teachers and he feared she would grow up uneducated.


Shahd is happy with her brothers, but feels isolated from other children, unable to go to school and access services that would help her express herself and understand others. “It had an impact on his social life,” Ahmed said. “You see her isolated from the other children. She does not socialize with children of her own age; she does not play with them.


Shahd likes to draw and she is also good in other subjects. “She’s brilliant: she does arithmetic, her handwriting is excellent and she’s a good painter,” says her father.

“I hope the children [with disabilities] receive the attention they need, that humanitarian organizations [are able to] support children,” he continued. “[Children] are the builders of our future.


Ghaïth

Ghaith is 13 years old and has a visual impairment. He, his mother and two siblings have been forced to flee their home in Idlib Governorate many times due to war. However, the family eventually returned home at the time of the interview in June 2022. Her mother has been the breadwinner since her father was detained in April 2012.

Ghaith was the only disabled child included in the research who attended school. But it wasn’t easy. Running away from repeated attacks and displacement made it difficult for him to stay in school. “Each time we had to flee the area, he lost most of the [school] year, sometimes up to 9 or 10 months, then you have to start from scratch,” her mother said.


The disruption to Ghaith’s education is something experienced by many Syrian children. But Ghaith faced other obstacles based on her disability. According to the family, he was often misunderstood, rejected or bullied by his peers and even his teachers. But his mother never gave up fighting for her son. When teachers at one school suggested putting Ghaith in a lower class with younger children, she refused. “My kid isn’t stupid – he’s a smart boy – but that’s the problem we’re dealing with,” she said.

Ghaith also expressed his sadness about this:

The teacher pushed me to a lower level because of my handwriting, but I can’t see well [enough] to be able to write [quickly]. I don’t want them to keep pushing me to a lower grade; I want to stay in my class. They should have patience and give me more time to write instead.


His mother told Human Rights Watch that her current school is “more accepting” and has found ways to support Ghaith, including having someone write for him and relying on oral communication to help him learn. Ghaith’s favorite subjects are math and Arabic, and he hopes to become an Arabic teacher, like his father, one day.

His mother is proud of Ghaith’s success but remains worried about his future:

He has excellent oral marks; he works hard and memorizes a lot….

I just hope [his teachers] can help him complete his studies. I don’t want to ruin his future because he has a visual impairment. If Ghaith gets the support he needs, his future will change dramatically. First of all, he can continue his studies and be more autonomous and independent. He will not feel weak among his friends. Now he feels different from the others; he feels more inferior.


Ghaith’s disability has made him a target of bullying, both at school and at a local mosque. The bullying of children towards her son is difficult for his mother to bear:

The hardest part is witnessing bullying by other children. He also stopped going to the mosque because of [the bullying]. They point out to him that he wears glasses and say words that a child cannot stand. The same thing also happens at school.

When asked what he wanted to change for himself and other children with disabilities in Syria, Ghaith said bullying in his community must end. “[People] should not intimidate others, [including] those who are blind.





“The Center should be the sole governing authority to issue net closures”

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The Center should be the “authoritative authority” to issue internet shutdown orders and state governments should only issue such orders based on guidelines established by the Department of Telecommunications (DoT), an industry body representing some of the world’s largest technology and telecommunications companies. country said.

The current mechanism for issuing internet shutdown orders is causing “significant inconvenience to the local general public”, the Indian Internet and Mobile Association (IAMAI) said in a letter to the government. Telecom operators Bharti Airtel and Reliance Jio are members of IAMAI, which also counts Big Tech companies like Google, Meta and Apple among its members.

His comments are part of his submission to the DoT, which is finalizing a new legal framework to govern India’s telecommunications sector.

“Temporary shutdown/closure orders within an area/district/state shall only be made through a DoT approved SOP, and the telegraph being a subject of the Union, only the government central should be the governmental authority in this regard,” the letter read. “The current ad hoc requests and orders to shut down internet services in one area are causing significant inconvenience to the local public as a whole.”

Jio and Airtel did not respond to an immediate request for comment.

Currently, internet shutdown orders are governed by the Telecommunications Services Temporary Suspension (Public Emergency or Public Safety) Rules, 2017. The rules framed by the DoT state that temporary suspensions may be “due to a public emergency or public safety,” and give senior Home Office officials at central and state levels the power to order shutdowns.

Because state governments have the authority to issue internet shutdown orders, the Center does not keep any data on the number of such orders made by them. Last month, Minister of State for Communications Devusinh Chauhan told parliament that the Center does not have any centralized data on internet shutdowns, as the matter concerns law and order which is the domain of states. .

However, according to civil society estimates, India has imposed the maximum number of internet shutdowns for at least the past four years. According to a report by global digital rights group Access Now, India imposed up to 106 internet shutdowns last year. In a report released earlier this year, internet company top10vpn.com said internet shutdowns – ordered by the country’s central, state and district authorities – lasted 1,157 hours in total, resulting in a loss of 583 million in 2021. These closures affected 59.1 million people. India was third in the total duration of national internet outages, behind Myanmar and Nigeria, with outages of 12,238 and 5,040 hours, respectively.

Air Force to install new manager to oversee next-generation command and control

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Written by Brandi Vincent

According to Secretary Frank Kendall, the Air Force will soon install a new chief to oversee all of its complex command, control, and communications initiatives and ultimately empower the military branch to better support the ambitious vision of the Air Force. Pentagon for a more connected way of waging war.

Joint All-Domain Command and Control (JADC2) is the Department of Defense’s new concept for connecting sensors, gunners, and related technologies to provide battlefield commanders with the best information to make informed decisions faster. as conflicts move digital. The Air Force’s primary contribution to JADC2 is its Advanced Battle Management System (ABMS) architecture under development, which will underpin the DOD’s network-centric approach to future combat.

“We’re going to put someone in charge of this global C3 combat management enterprise for the Air Force. We will be appointing someone very soon and he will be responsible for bringing it all together and focusing all of this work and making sure that it is really joint and interoperable with our allies, as well as working together for the army of the ‘air,” Kendall said Wednesday. at the Defense News conference.

The Secretary and his team are in the process of determining the service’s budget request for fiscal year 2024. He further confirmed that some of this funding will likely be focused on obtaining JADC2 and ABMS “directly from the Air Force”.

While not going into specifics, Kendall added that the upcoming budget will focus heavily on the relatively recently conceptualized operational imperatives that the Air Force has developed to meet future war-related threats and modernize contemporary assets.

“I have just returned from the Pacific. I have visited Hawaii, Guam, Australia, Japan and Alaska – and we clearly need to take steps to make our bases more resilient and make agile combat employment a priority,” Kendall noted. “And those are things we can do relatively quickly.”

Another operational objective, and an area of ​​increased budget support planned in the coming years, is to introduce collaborative unmanned combat aircraft as components of a new family of systems for its Next-Generation Air Dominance (NGAD) program ).

These priorities and other operational imperatives were structured by Air Force officials based on existing and “very predictable” gaps in branch capabilities, the secretary noted. With this in mind, Kendall also shed light on the long-term, high-stakes technology competition of the United States with China and how it requires additional strategic investment and innovation from the industry.

“Let’s be clear on this. The strategic competitor or pace challenge is China – and China has been working for about 30 years now to develop and nurture capabilities designed to keep the United States out of the Western Pacific region,” he said.

Global Advanced Drug Delivery Systems Market Report 2022:

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Dublin, Sept. 07, 2022 (GLOBE NEWSWIRE) — The ‘Global Markets and Technologies for Advanced Drug Delivery Systems’ report has been added to from ResearchAndMarkets.com offer.

This report aims to provide a comprehensive study of the Global Laboratory Automation Systems and Processes Market, both in terms of quantitative and qualitative data, to help develop business/growth strategies, assess the market landscape, analyze current market position and inform business decisions regarding laboratory automation systems and processes.

In-depth analysis of the global laboratory automation systems and processes market includes historical data and market projections on sales by product type, application, end-user, and region. The analysis describes the various types of laboratory automation products (equipment and consumables) and the current and historical market revenue. This report examines the end users of laboratory automation (clinical laboratories, pharmaceutical and biotechnology companies, research institutes and academics, food and agricultural industry, environmental testing laboratories and other laboratories) and the applications of laboratory automation systems and processes. laboratory automation (pre-analytical/sample preparation, analytical/high-throughput screening, post-analytical/sample management and laboratory information management systems).

For a deeper understanding of the market, the report provides profiles of the competitive landscape, key competitors, and recent strategic activities. The report also discusses technology trends and new product developments.

The report includes

  • An up-to-date review and analysis of the global laboratory automation systems and processes markets
  • Global market trend analyses, with historic market revenue for 2019-2021, estimates for 2022, and compound annual growth rate (CAGR) projections to 2027
  • Real-world Laboratory Automation Systems and Processes market size estimation and corresponding market share analysis by product type, application, end-user and geographical region
  • Highlights of the current state of the Laboratory Automation Systems and Processes market, recent technologies and platforms, ongoing research activities and clinical trials
  • Discussion of the impact of COVID-19 on the demand and supply of supporting technologies and end users of laboratory automation systems and processes
  • Patent information and patent applications for laboratory automation systems and processes in each major category
  • Overview of recent industry structure, government regulations and policies, development issues, and vendor landscape
  • Updated information on major M&A deals, partnerships, collaborations and joint ventures as well as other strategic alliances within the industry

Market dynamics

Market factors

  • Current health challenges
  • Increase health spending
  • Growing demand for clinical diagnostic tests
  • Growing applications in OMICS sciences (genomics, proteomics and epigenomics) and cell biology
  • Developments in Analytical Technologies and Assay Methods
  • Expanding Lab Automation to New Market Areas
  • Move to higher spend in the value chain

Laboratory staff constraints

  • Challenges
  • High initial cost of automation

Main topics covered:

Chapter 1 Introduction

Chapter 2 Summary and Highlights

Chapter 3 Market and Technology Background

Chapter 4 Market Dynamics

Chapter 5 Market Split by Product Type

Chapter 6 Market Split by Application

Chapter 7 Market Breakdown by End User

Chapter 8 Market Breakdown by Region

Chapter 9 Government Regulation

Chapter 10 Patent Examination/New Developments

Chapter 11 Impact of Covid-19

Chapter 12 Competitive Landscape

Chapter 13 Business Profiles

Chapter 14 Appendix: List of acronyms

Companies cited

  • Abbott Laboratories
  • Accelerated Technology Laboratories Inc.
  • Agilent Technologies Inc.
  • Becton, Dickinson and Co.
  • Danaher Corp.
  • F. Hoffmann-La Roche SA
  • Hamilton Co.
  • High resolution biosolutions
  • Hudson Robotics Inc.
  • Opentrons
  • Perkinelmer Inc.
  • Qiagen AG
  • Siemens Healthineers
  • Spt Labtech Ltd.
  • Tecan Group Ltd.
  • Thermo Fisher Scientific Inc.
  • Waters Corp.

For more information about this report visit https://www.researchandmarkets.com/r/ouipr0

  • Global laboratory automation systems and processes market


Removing Stage 3 tax cuts is essential, but won’t be easy

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Repealing the Stage 3 tax cuts will not be an easy task, presenting Anthony Albanese with a unique set of challenges, writes Professor John Quiggin.

AMONG THE MANY quirks of the Westminster system of government are tradition that a newly elected Speaker of the Lower House must be dragged to the Presidency with a show of reluctance. The tradition dates back to when the Speaker had to present the views of the House to a King who could have them arbitrarily arrested and executed. Seven orators were indeed beheaded between 1394 and 1535.

A similar situation is emerging with the Phase 3 tax cuts. These cuts were legislated in 2018, as part of a three-stage program devised by then-Treasurer Scott Morrison. The first two stages were relatively modest sweeteners, aimed at low- and middle-income people. Stage 3, which was to take effect in 2024-25, involved a massive drop in the top income marginal tax rate, from 37% to 30% for incomes between $90,000 and $200,000.

Labor initially opposed Stage 3. However, after the 2019 election defeat and unwilling to reject the modest benefits for middle-income earners incorporated into the package, Labor capitulated and voted in favour. Having gone this far, Prime Minister Anthony Albanese felt compelled to guarantee he would implement the cuts once in office. Labor supporters were reassured by the idea that the effects of the cuts could be reversed if Labor could win a second term.

It was only after Labor’s election victory that attention focused on the true horror of the cuts. Of the $184.2 billion the Parliamentary Budget Office estimates Stage 3 will cost over its first seven years, $137.9 billion is for Australians with $120,000 or more. Given the gender inequality in Australian wages, men will receive the vast majority of benefits.

But it’s not just the injustice of the cuts that counts. The crucial fact is the loss of revenue which can never be recovered and will only increase over time. Those who want to distract from the cuts point to positive measures like a crackdown on international tax avoidance.

But such measures will yield at most a few billion. As long as tax cuts remain on the agenda, Labor will be unable to deliver meaningful benefits to their supporters. JobKeeper will remain below the poverty line, frontline health workers and others will suffer real wage cuts, and critical social needs will go unmet.

None of this will change if Labor wins a second or even a third term. The arguments that led Labor to swallow the tax cuts will work even more strongly against the massive tax increases needed to reverse them. If the cuts pass, former Prime Minister Scott Morrison will have won the political debate, despite being voted out by voters.

But there is no reason to despair. The case for the tax cuts is as discredited as their author, Scott Morrison. Despite a series of articles attacking the cuts, no one from the L-NP came forward to defend them; indeed, a deputy, Russell Broadbentis out against them. The only person to defend the substantive cuts has been the reliable, if not nihilistic, untruth Guy Rundle at Crikey.

The tax cut promise that must now be broken

A decision to postpone or alter the cuts would be easy to get through in Parliament with the backing of the Greens and Independents, including David Pocock and Jacqui Lambie.

Labor’s response was equivocal. On the one hand, the PM Albanese and the Treasurer Jim Chalmers reiterated their promise. On the other hand, they reminded interlocutors that Labor opposed the cuts and only agreed to them because they were stuck with the way Morrison had set the agenda.

The obvious inference is that, as with the sham and reluctant president, Labor wants to get rid of the cuts but must be seen to be pushed. As Laura Tingle observed, the Prime Minister made it clear this week that he was happy to let a consensus build that his position is completely untenable and possibly eventually force him to give up on them.

The people who need to understand this most are the “rusty” Labor supporters whose reflexive response is to defend the government position of the day. The more they defend the government’s stated commitment to tax cuts, the harder it will be to abandon them.

Tax cuts have always been a bad idea, but the economic crisis caused by inflation, slow wage growth and shocks in energy markets have made the situation worse. Labor is expected to use its first budget in October as a basis for reorienting fiscal policy away from a handful of high earners and towards the needs of the vast majority of Australians.

John Quiggin is Professor of Economics at the University of Queensland. His new book, The economic consequences of the pandemic, is now available from Yale University Press. You can follow John on Twitter @JohnQuiggin.

Raise the corporate tax rate and kill three birds with one stone

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K-12 Education Market – Growth, Trends, Impact of COVID-19,

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New York, Sept. 05, 2022 (GLOBE NEWSWIRE) — Reportlinker.com announces the publication of the report “K-12 Education Market – Growth, Trends, COVID-19 Impact, and Forecasts (2022 – 2027)” – https: // www.reportlinker.com/p06317790/?utm_source=GNW
The Learning Trend encompasses a wide range of activities, tools, and services that aim to improve student academic achievement.

Highlights
Rising job opportunities in science, technology, engineering, and math (STEM) fields have boosted the demand for STEM education. Students who obtain high marks in the competitions can be admitted to higher education institutions. Therefore, parents, students, and various stakeholders are emphasizing basic STEM education in schools around the world.
With the advent of technology, many educational institutions have begun to implement learning management systems (LMS), software or web-based applications that provide access to a central, integrated place for resources. instructional materials, including content resources, assessment tools, grading tools, and administrative tools. According to the National Center for Scholastic Statistics, almost all public schools in the United States are connected to the Internet, providing various educational resources, connection tracking for entire classes of students, a portal through which students can easily see the homework and grades, and many more.
The Middle East and Africa region has also seen strong growth in the adoption of e-learning platforms. In December 2021, the Minister of Education of Qatar launched the Flexible Learning Paths initiative to improve professional skills for primary and secondary education, higher education and professional development. The initiative would be launched by FutureX, the national e-learning platform, in collaboration with Coursera, Edx, Udacity and FutureLearn, the international platforms.
The application of e-learning in the high school curriculum has been practiced for a long time. Additionally, the market is witnessing strategic partnerships to capitalize on the growing demand. For example, in July 2022, TMRW, an educational technology company, partnered with TCS to provide digital learning platforms for K-12 education in Indian schools. An integrated learning operating system is present in TMRW (LearnOS).
The K-12 education market includes prominent players, such as Blackboard Inc., ALMA, and Pearson Education Inc. Brand identities primarily influence the market. Strong marks mean good performance, so long-time players should have the upper hand.
The spread of COVID-19 around the world has tested academic, social and economic systems. According to UNESCO monitoring, more than 181 countries have undertaken nationwide school closures, affecting more than 1.5 billion children. It has also brought the digital divide to the forefront of the education conversation, and many school districts have traditionally discouraged virtual learning because not all students have access to it. According to the Tunisian ministry, the mobile phone was the most used service for middle and secondary education, with a penetration share of 46.1% among other devices such as tablets and computers.

Main market trends

Growing popularity of e-learning to drive market

The software solutions provide institutions with well-organized enterprise resource planning systems that help faculty members create enhanced courses and effectively manage classrooms and schools. Online teaching platforms create virtual classrooms, allowing teachers to handle large audiences without any budgetary constraints. Online education provides students with more one-on-one time with their instructors. And most online K-12 programs are inexpensive or even tuition-free.
Mobile devices are growing for smart learning due to their portability and convenience in accessing content and social interactions. Moreover, students and teachers communicate effectively and efficiently with simple clicks for feedback. Learning outcomes for skills and knowledge can be intelligently measured and observed through the latest ICT technologies.
With children getting used to using technology from an early age, everything is quickly digitizing and adapting to this new generation. When students are already used to watching YouTube videos or browsing news articles on their phones, they may struggle to sit and listen to a teacher in a classroom. Their way of consuming information has changed; therefore, the concept of being able to sit back and learn from their device is seen as a more previous and appealing method of educating oneself.
Institutions use software such as Blackboard, which allows them to manage courses and provides students with access to modular information and resources. There are now countless platforms that can help mimic the interactions of a teacher and a student in a classroom, such as Skype. While some argue that online learning lacks the social aspect or physical interaction in a classroom, social media has revolutionized this and allows students to interact in real time.
Online learning not only means that students can access information wherever they are, but also ensures that resources are always available. For example, students can access books online instead of visiting a library. Whether at the airport or on a long train journey, everything is accessible. Therefore, as young students have busier lives and are always on the move, online education may suit their lifestyle better.

Asia-Pacific will hold a large market share

In the Asia-Pacific region, the K-12 education market is growing at a rapid pace owing to the adoption of e-learning by millions of learners. Several countries are putting their entire K-12 curriculum online. The growth is mainly driven by countries like China, India, Indonesia and Malaysia, among others.
The consequences associated with these continued school closures are staggering and include loss of learning, mental distress; missed school meals and routine vaccinations; increased risk of dropping out of formal education; increase in child labour; and the increase in the number of child marriages. According to the report, education budgets in the region will need to increase by an average of 10% to make up for these losses if Asia is to meet the education targets of the United Nations’ 2030 Agenda Sustainable Development Goals over the course of the year. of the next nine years. These difficult times have prompted government agencies and public and private institutions to invest in the alternation of education technologies for a continuous flow of knowledge.
The COVID-19 pandemic has proven to be the driving force in boosting online learning. The e-learning market is driven by the growing need for EdTech & Smart Classrooms amid the COVID-19 pandemic. To overcome the challenges of adopting solutions like LMS platforms in April 2022, IBEForuM organized the Digital Learning APAC Summit to decipher the obstacles facing the education sector in the APAC region.
Leading EdTech companies, such as Panl, have collaborated with Google for Education to enable pilot schools in APAC to build a body of in-depth academic evidence demonstrating how schools can fully benefit from Google’s educational tools and improve teaching and learning. large-scale learning.
India is one of the biggest potential markets for e-learning platforms and LMS systems. New educational policies and initiatives are being taken by the government to give the student freedom. To choose from the variety of subjects they would like to study through the streams.
Recently, the Ministry of Human Resource Development was renamed the Ministry of Education, and this Ministry of Education issued a new education policy with a vision to reshape the education system of India by 2040. He proposed setting up a new national assessment center, PARAKH (Performance Assessment, Review, and Analysis of Knowledge for Holistic Development), to regularly monitor the education system.

Competitive landscape

The K-12 education market is fragmented in nature as many companies compete for market share. Major players include McGraw-Hill Education, Pearson Education Inc., Stride Inc. (k12 Inc.) and others. Here are some recent developments:

January 2022 – Pearson announced the acquisition of Credly, the leading provider of digital workforce credentials. Acquisition of Credly, in which Pearson already has a nearly 20% investment, would strengthen the company’s presence in the workforce skills sector, adding a sophisticated credentialing service to its capabilities analysis, learning and evaluation of the workforce.
November 2021 – McGraw Hill has completed the previously announced acquisition of Achieve3000, a recognized pioneer in individualized instruction and accelerated learning for K-12 students in all 50 states and 48 countries . It enables McGraw Hill to deliver a broader range of exceptional digital learning solutions that support teachers, engage students and improve learning outcomes.

Additional benefits:

The Market Estimate (ME) sheet in Excel format
3 months of analyst support
Read the full report: https://www.reportlinker.com/p06317790/?utm_source=GNW

About Reportlinker
ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need – instantly, in one place.

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Internal bill seeks to declare October National Esports Month

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Michelle Lojo – Philstar.com

September 5, 2022 | 3:56 p.m.

MANILA, Philippines — A bill submitted to Congress last August hopes to tackle the negative image that plagues esports.

Bill 01285 or legislation declaring October of each year as “National Esports Month” and for other purposes will be a month-long celebration of esports, as well as an information campaign to raise awareness of the growing industry.

The bill was introduced by Representative Christopher de Venecia of the Pangasinan 4th District. At the previous Congress, de Venecia tabled a resolution to examine the state of esports and its possible classification as a creative industry.

“Sinubukan namin intindihin kung yung esport ba is a creative industry, in addition to being a legitimate sport like sport dancing is both a sport and a creative industry, within the framework of the performing arts. Na-realizes natin dun its audience at the last Congress na esports pala is really a nexus for many different creative industries.” de Venecia explained.

Previous hearings revealed an issue that the esports industry still faces today: how esports is still viewed in a negative light, sometimes being categorized with gambling and other bad habits that lead young people astray. .

“Nag is filing a bill in Congress to declare October National Esports Month. October 23rd is World Esports Day, so we will not just be celebrating a day, but an entire month here in the Philippines. Gusto natin macombat yung stigma What the bill will do if passed into law is it will direct DepEd, CHED, PSC, National Sports Academy and Philippine News Agency to make a information campaign and also working with the private sector, like PeSO, and all the different stakeholders, we can really integrate and have a national celebration of National Esports Month in October.” adds from Venecia.

For Representative Faustino Michael Carlos T. Dy III, Chairman of the House Committee on Youth Development and Sports, the negative stigma that plagues esports stems from the lack of information provided, especially to the older generation. .

“I think kulang lang talaga sa information yung older generations [when it comes to esports]. I think we need to have a stiffer para campaign to let the older generation know that esports is – na hindi siya bisyo. He is the main source of income, the income is not shared by the family and, more importantly, the pride of the prohibition to represent the SEA Games or the Asian Games. Hopefully the sport will develop further in the years to come. It really is a big industry here that we need to push and promote for future generations,” Dy said.

The country’s esports governing body, Philippine Esports Organization (PeSO), is grateful for the government’s support as the organization continues to promote esports in the country.

“It’s good that we have someone in Congress who helps us too. Kasi before it was just purely private but now we have advice and help from the government side which we are very happy about and we are very grateful,” said Joebert Yu., Secretary General of PeSO at a press conference.

Also present at the press conference was Tony Silva, Senior Director of Marketing for MOONTON Games Esports, who thanked the two lawmakers, as well as PeSO for their support of the esports industry. He said the Mobile Legends: Bang Professional League Philippines (MPL PH) would not be where it is today without their help.

“Without their support, without putting the industry and our league in the spotlight, we wouldn’t be here. The fact that we’ve reached Congress, and that PeSO is here and is very aggressive in supporting us, shows the growth of any industry and of course, [the growth of] our league,” Silva shared.

The PeSO Executive Director commended the efforts of the local MOONTON office to ensure that the nation’s league is home to the best of the best when it comes to Mobile Legends.

“From the PeSo side, we really see MOONTON PH’s efforts to provide a very good structure for their esports title and we can see the fruits of their labor when we won the last two golds coming from Mobile Legends This shows that the Moonton teams’ footprint in the development of the esports scene [of] their game. That’s why PeSO is really happy [in partnering] with them to make sure our program is in place and we get more medals hopefully because we think Filipino Mobile Legends [players] are the best of the best,” Marcelo said.

Jackson State football coach Deion Sanders hopes the team can be the city’s support system amid Mississippi flooding

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NEWYou can now listen to Fox News articles!

Deion Sanders’ Jackson State football team has faced numerous problems amid Mississippi flooding.

He said the team was in “crisis mode” ahead of its season opener against Florida A&M – which was moved from Mississippi to Florida – because many team members lacked reasonable living conditions. , most without drinking water.

CLICK HERE FOR MORE SPORTS COVERAGE AT FOXNEWS.COM

Jackson State coach Deion Sanders is introduced before a game against Alabama A&M at Mississippi Veterans Memorial Stadium in Jackson, Mississippi.
(David E. Klutho/Sports Illustrated via Getty Images)

Sanders also had to move some of his players from campus and put them up at a nearby hotel.

But Sanders is no stranger to turbulent times as the team’s head coach – he was signed at the height of the COVID-19 pandemic in September 2020.

“The DA brought me through the pandemic. It was a hectic time then,” Sanders said. via shadow league. “Touch and go. Whether you’re going to play this week, play next week. Whether we have eligible players or not. … Faced a snowstorm. Now we’re dealing with a water crisis. A thing I’ve trimmed and gathered, Jackson, Mississippi, is resilient.”

With many Jackson natives still in need of help, Sanders believes his team — a team that went 11-1 last year — can be the heroes their city can rely on.

Jackson State University head football coach Deion Sanders speaks onstage during the Big Homecoming Event at Clark Atlanta University on June 17, 2022 in Atlanta, Georgia.

Jackson State University head football coach Deion Sanders speaks onstage during the Big Homecoming Event at Clark Atlanta University on June 17, 2022 in Atlanta, Georgia.
(Para Griffin/Getty Images)

JACKSON STATE’S DEION SANDERS SAYS TEAM IS IN ‘CRISIS MODE’ AMID MISSISSIPPI FLOODS

“All they want is a little hope. Just let them take a look and see a little light, and they’ll go on until tomorrow,” he said. “And I promise you they’ll be there. Nobody’s complaining. Nobody’s tripping. They might be uncomfortable because they want information. The governor, the mayor is doing a phenomenal job for me to support that. “

“You get sound bites, so you really don’t hear the whole story. But all they want is hope and desire. And guess what? The Jackson’s football team State University gave them that. And we plan to give them that.”

Jackson State Head Coach Deion Sanders speaks during the 2022 SWAC Football Media Day at the Sheraton Birmingham Hotel in Birmingham, Alabama on July 21, 2022.

Jackson State Head Coach Deion Sanders speaks during the 2022 SWAC Football Media Day at the Sheraton Birmingham Hotel in Birmingham, Alabama on July 21, 2022.
(Michael Wade/Icon Sportswire via Getty Images)

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More than 160,000 inhabitants of the city are still deprived of drinking water.

New apps and websites help those dealing with the logistics of a loved one’s death

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What do you do after someone dies? Most people expect to deal with intense grief, but they may not realize how many logistical details arise after a death. These tasks can seem overwhelming: deciding who to call, knowing where to get death certificates, planning memorials, and managing finances.

“It’s so daunting…knowing where to start,” grief therapist and author Claire Bidwell Smith says. Bidwell Smith’s mother died at the age of 18 and his father at 25.

Shortly before his death, he helped her make a checklist of all the things she would have to do: call the morgue, Social Security, and the bank; order as many death certificates; plan what to do with his stuff. “I sat there with tears rolling down, being like, I don’t want to do this,” Bidwell Smith says. “But the minute he died, I was so grateful to have that list.”

Now new apps and websites with names like Cake, Lantern and Empathy exist to help people navigate the tumult and confusion after a loss, offering tools ranging from curated checklists for the early days of funeral planning to resources for later concerns such as card account closure loan from a deceased person or finding a home for the deceased person’s pet.

Covid has brought death and heartache. But grief can keep loved ones lost in our hearts alive.

The creators of these apps and websites say their goal of providing easily accessible and organized help to people in distress has never been more necessary. “The pandemic has given people a better understanding of why this is important, as well as the real need” for services, says Suelin Chen, who co-founded Cake in 2017.

Cake, which says 40 million people visit its website each year, provides a list of tasks people need help with and then creates a checklist, along with guides for tasks like creating an online memorial page for a loved one. The website hosts a library of thousands of death-related articles, including how to express condolences to a friend and how to plan an eco-friendly funeral service. Cake, which is free for users, also provides help with other end-of-life needs, such as advice on talking to aging parents or writing a will.

The websites Lantern, founded in 2018, and Empathy, founded in 2021, also provide guides on what to do after a death, with information on options at each stage and when.

Lantern, whose co-founder Liz Eddy was inspired to create the website after the death of her grandmother and ended up Googling what to do next, aims to be a one-stop resource for people in grief. Among other things, it provides information on how to write a eulogy and “do a scattering of ashes ceremony”, and offers a list of the “best funeral songs”, with traditional/religious, dark and joyful possibilities. . Empathy’s “Obituary Writer” feature, meanwhile, promises that it “can create a post-ready tribute based on your answers to a few questions.” For a fee, it also offers one-on-one assistance from a professional disaster consultant who basically acts as a concierge for disaster relief tasks.

“We connect people with services and give them tools, but a lot of it is an educational platform,” says Eddy.

Other companies strive to go beyond simply providing information to create tools that will handle some of the logistical burden after death.

Created by Kat Reed Estate grid after publishing a notebook entitled “Start Here: Helping Survivors Cope to help his father deal with his mother’s death.

EstateGrid is working on creating a service that will automate much of the bureaucratic aftermath of death. It starts with the automated discovery of assets, liabilities and accounts, using the deceased person’s identity and death certificate to generate a list of what needs to be done. The platform will offer tiered levels of services, such as free tools and paid options, for automation processes.

“Every life leaves a mess,” says the website, which also offers help with selling a home, finding investment accounts, appraising valuables and finding a new home for a pet.

The Empathy mobile app, which also features an easy-to-navigate checklist, offers premium services such as an obituary who promises to create a polished obituary based on the bereaved answering a few questions. The paid option, which costs $8.99 for a month or $64.99 for a year, also includes tools that automate the closing of deceased person accounts, memberships, and subscriptions. The app uses software to pre-fill forms and streamline processes that typically require dozens of separate phone calls.

The mourning of our parents can begin before their death. Here’s how to deal with anticipated grief.

However, companies are not limited to logistics. They also include grief resources as part of their tools.

Experts say that makes sense. It is difficult to separate the logistics after a death from the grief that people have to deal with. Logistics ‘can be so overwhelming and terrifying, and in fact sometimes get in the way of the grieving process’, psychologist Jordana Jacobs said. When the tasks following a death take up so much time and energy, it can distract from grief, at least temporarily. As a psychotherapist Megan Devin says, “Logistical support does not change grief, but it reduces suffering.

Empathy provides grief meditations, journaling, and chat support (which is another premium feature). Empathy co-founder Ron Gura says his company has focused on helping people with both of these issues. “We don’t think you can separate them,” he says.

The text business grief coach focuses on the emotions that follow a death, using advice from grief experts to send personalized text messages to your phone. These messages – which range from describing breathing techniques to use when feeling overwhelmed, to reminders that grieving is not a linear process – are designed to provide extra help that family and friends often want but don’t know how to give.

Founder Emma Payne started Grief Coach after her husband died by suicide and she stopped hearing from many friends and family. Ten years later, she went to a friend’s funeral and learned how devastated many of her fellow citizens had lost touch: they just didn’t know what to say. Grief Coach costs $99 per year, which includes the addition of up to four friends and family members who also receive text messages with suggestions on how they can support the grieving person, such as reminders of the loss. birthday of the deceased.

Grief Coach does not replace human support; instead, he teaches bereaved people how to find and ask for support and helps their loved ones come forward in a meaningful way. Experts say logistical support from technology can be helpful on a stand-alone basis, but digital bereavement support is best used alongside the personal support or therapy that is often needed to process and move forward after a deep loss.

“My hesitation about technology is that we just have to make sure we don’t lose the intimacy inherent in what heals from connection through grief,” says Jacobs. “We have to make sure that we always make these tech products very human, because it’s through that humanity…that we heal the most from loss.”

Bidwell Smith, whose father made her this critical checklist, says she believes that while technology cannot replace these healing connections, it can enable people to connect with each other.

“Grieving is so lonely and can be very isolating,” she says, but she’s encouraged to see people with similar experiences reuniting in online communities like social media and new post-disaster websites and apps. “I think anything that makes someone feel more connected and less alone in what they’re going through is a good thing.”

There is no easy way to deal with what happens when a loved one passes away. But by helping to demystify essential tasks and offering resources for logistics and bereavement, these digital service leaders say they hope they can help ease some of the burden for those who are grieving, giving them a little more comfort. space to heal and connect with the support they need.

British Columbia must invest in primary care to stem the bleeding of rural family doctors – BC News

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Rochelle Baker / Local Journalism Initiative / National Observer of Canada – | History: 383482

Rural BC communities will continue to suffer from severe doctor shortages and the ripple effect of repeated emergency room closures until BC’s primary care system is modernized, according to an expert.

New doctors shun family practice, while established doctors abandon it because of the way primary health care is delivered, said Dr. Rita McCracken, family physician and researcher in the Department of Family Medicine at the University of British Columbia.

“The province is using this very outdated idea of ​​the family doctor as the primary care infrastructure provider,” she said.

The primary health care framework is still based on the medical practice of 1960s family physicians and the birth of Medicare and it is no longer a viable model, McCracken said.

The overhead, complexity and administrative burdens of private practice are dramatically different from decades past, and new doctors don’t want the heavy workloads and grueling hours associated with it, she said.

Team-based medicine in a publicly funded facility with administrative support offering comprehensive services – such as ready access to social workers, counselors, nurse practitioners and pharmacists – would ease physician workloads and improve patient outcomes.

Investing in medical centers and employing a well-resourced interdisciplinary team that support each other professionally and emotionally would help rural communities recruit and retain family physicians, she added.

“Think how much more appealing a job is than saying, ‘Please come to this community that is completely devoid of any kind of system-level primary care services. “”

One in five British Columbians, or about one million people, do not have a family doctor, a situation that has plagued rural areas for decades and is now a pressing problem everywhere.

Shortages of doctors and nurses and emergency room closures, compounded by the dire state of ambulance services in small communities, have small town mayors united in pushing Health Minister Adrian Dix to transform rural health care.

The northern region of Vancouver Island, home to more than 10,000 people, has suffered prolonged or rotating emergency department closures for much of the summer due to severe staff shortages that are expected to s worsen in the fall.

A month-long closure at the Alert Bay emergency room has just been extended for another two weeks, and the small ferry-dependent community faces the possibility that it will no longer have doctors on Cormorant Island. early December.

Other area ERs at Port Hardy and Port McNeill hospitals – which rely on family doctors for coverage – have seen repeated closures this summer and are diverting patients from one hospital to another almost daily.

Island Health announced Thursday that two new family physicians have signed two-year contracts to practice in Port McNeill. But on the same day, the health authority announced another closure of the Port Hardy ER over Labor Day weekend, beginning at 5 a.m. Friday until 7 a.m. Sunday.

“I think the North Island is most likely a community in crisis, but frankly, every community is in crisis in BC right now,” McCracken said.

The primary care infrastructure in the province is largely funded by the salaries of family physicians, she said, and disappears if they retire or leave a community.

The work differs, but surgeons are not expected to cover hospital overhead, she noted.

Nor do teachers provide the infrastructure, staff, and schools necessary for student learning in a public education system.

According to a study by McCracken, nearly half of family physicians surveyed would rather be a clinic employee than a small business owner.

And 70% of physicians want to be part of an interdisciplinary team, while 81% want planned vacations and parental leave.

The province has taken steps to establish a network of different healthcare professionals in geographic areas that doctors can call on, called Primary Care Networks (PCNs), but it’s unclear whether they’re effective or easily available across the province, she said.

“The concept of an NCP is nice, but there needs to be more consistent funding and real infrastructure behind them,” McCracken said, noting that many of the services doctors refer patients to are virtual.

“And if someone could show me how NCPs have improved access to primary care that would be amazing, but we’re not even talking about that being a metric.”

The province recently announced bridge funding for physicians while it works on a new compensation model, expected this fall.

But overhauling the primary care system must involve more than doctors want and need, McCracken said.

Healthcare professionals, service providers and patients must also have a say, she said.

“We have notoriously left out all the other people who need to be involved in this conversation, such as researchers, community members, patients with lived experience of not having a family doctor or even people who have,” McCracken said.

“I think one of the reasons we’re in this situation is that solutions are only ever negotiated between doctors and the (Ministry of Health).”

Health Minister Adrian Dix’s office did not respond to questions or repeated requests for comment from Canada’s National Observer.

North Island MP and Deputy Government Whip Michele Babchuk was also unavailable for an interview despite requests from the NWC.

British Columbia must invest in primary care to stem the bleeding of rural family doctors – Parksville Qualicum Beach News

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By Rochelle Baker, Local Journalism Initiative reporter

Rural BC communities will continue to suffer from severe doctor shortages and the ripple effect of repeated emergency room closures until BC’s primary care system is modernized, according to an expert.

New doctors shun family practice, while established doctors abandon it because of the way primary health care is delivered, said Dr. Rita McCracken, family physician and researcher in the Department of Family Medicine at the University of British Columbia.

“The province is using this very outdated idea of ​​the family doctor as the primary care infrastructure provider,” she said.

The primary health care framework is still based on the medical practice of 1960s family physicians and the birth of Medicare and it is no longer a viable model, McCracken said.

The overhead, complexity and administrative burdens of private practice are dramatically different from decades past, and new doctors don’t want the heavy workloads and grueling hours associated with it, she said.

Team-based medicine in a publicly funded facility with administrative support offering comprehensive services – such as ready access to social workers, counselors, nurse practitioners and pharmacists – would ease physician workloads and improve patient outcomes.

Investing in medical centers and employing a well-resourced interdisciplinary team that support each other professionally and emotionally would help rural communities recruit and retain family physicians, she added.

“Think how much more appealing a job is than saying, ‘Please come to this community that is completely devoid of any kind of system-level primary care services.

One in five British Columbians, or about one million people, do not have a family doctor, a situation that has plagued rural areas for decades and is now a pressing problem everywhere.

Shortages of doctors and nurses and emergency room closures, compounded by the dire state of ambulance services in small communities, have small town mayors united in pushing Health Minister Adrian Dix to transform rural health care.

The northern region of Vancouver Island, home to more than 10,000 people, has suffered prolonged or rotating emergency department closures for much of the summer due to severe staff shortages that are expected to s worsen in the fall.

A month-long closure at the Alert Bay emergency room has just been extended for another two weeks, and the small ferry-dependent community faces the possibility that it will no longer have doctors on Cormorant Island. early December.

Other area ERs at Port Hardy and Port McNeill hospitals – which rely on family doctors for coverage – have seen repeated closures this summer and are diverting patients from one hospital to another almost daily.

Island Health announced Thursday that two new family physicians have signed two-year contracts to practice in Port McNeill. But on the same day, the health authority announced another closure of the Port Hardy ER over Labor Day weekend, beginning at 5 a.m. Friday until 7 a.m. Sunday.

“I think the North Island is most likely a community in crisis, but frankly, every community is in crisis in BC right now,” McCracken said.

The primary care infrastructure in the province is largely funded by the salaries of family physicians, she said, and disappears if they retire or leave a community.

The work differs, but surgeons are not expected to cover hospital overhead, she noted.

Nor do teachers provide the infrastructure, staff, and schools necessary for student learning in a public education system.

According to a study by McCracken, nearly half of family physicians surveyed would rather be a clinic employee than a small business owner.

And 70% of physicians want to be part of an interdisciplinary team, while 81% want planned vacations and parental leave.

The province has taken steps to establish a network of different healthcare professionals in geographic areas that doctors can call on, called Primary Care Networks (PCNs), but it’s unclear whether they’re effective or easily available across the province, she said.

“The concept of an NCP is nice, but there needs to be more consistent funding and real infrastructure behind them,” McCracken said, noting that many of the services doctors refer patients to are virtual.

“And if someone could show me how NCPs have improved access to primary care that would be amazing, but we’re not even talking about that being a metric.”

The province recently announced bridge funding for physicians while it works on a new compensation model, expected this fall.

But overhauling the primary care system must involve more than doctors want and need, McCracken said.

Healthcare professionals, service providers and patients must also have a say, she said.

“We have notoriously left out all the other people who need to be involved in this conversation, such as researchers, community members, patients with lived experience of not having a family doctor or even people who have,” McCracken said.

“I think one of the reasons we’re in this situation is that solutions are only ever negotiated between doctors and the (Ministry of Health).”

Health Minister Adrian Dix’s office did not respond to questions or repeated requests for comment from Canada’s National Observer.

North Island MP and Deputy Government Whip Michele Babchuk was also unavailable for an interview despite requests from the NWC.

The Swinomish tribe builds a modern clam garden, reviving the practice

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SEATTLE (AP) — By the time you read this story, what it describes will likely have disappeared under the waves.

This is how it was supposed to be – and how it was before.

From time immemorial, as the saying goes, the people of what is now Washington and British Columbia cultivated the sea with a type of environmental engineering called clam gardening.

By the time the Europeans arrived here, the practice was lost.

“It was stolen from us,” Swinomish Tribal Senator Alana Quintasket told KUOW. “All of our teachings, all of our practices, our connection to this place, our connection to each other, our connection to all living beings was stolen from us with settler colonialism.”

Quintasket stood in the mud where Skagit Bay becomes Kiket Island.

“We are working hard to restore those practices, to bring those teachings back, and to restore our relationships,” she said.

A few dozen people wearing work gloves and rubber boots gathered on this small island about 50 miles north of Seattle during one of the lowest tides of the year.

“We’re starting to build the rock wall for our clam garden,” Quintasket said.

A clam garden – a traditional, indigenous way to boost shellfish production – is believed not to have been built in the United States for nearly 200 years.

Rock by rock, this muddy gathering is a game-changer.

As burly men struggle to push carts of rocks through the mud, adults and children form a long line to the water’s edge. Each link in the human chain twists at the waist to give a heavy stone to the next person until they approach the emerging wall. Conversation and laughter abound.

“We’re going over boulders,” said Marcia Julius de LaConner, a Swinomish Tribe historical curator and tribesman. “It seems to make more sense than all of us going back and forth.”

If you’ve ever heard the tribal saying “when the tide goes out, the table is set”, then you have an idea of ​​the importance of seashells to indigenous cultures in this part of the world.

“It’s definitely part of who we are,” said Julius, who was helping build the wall with his three children. “Our lives run better when we can eat our traditional foods.”

Gradually, 33 tons of hand-carried rock coalesce into a wall about knee-high and nearly 200 feet long. It arcs along a contour line 2 feet below typical low tide. Most of the time, the wall will be submerged, invisible to visitors to the Kukutali Reservation, co-managed by the Swinomish Tribe and Washington State Parks.

Over time, the sturdy but porous structure should capture sediment from the upland side and expand the shallow, gently sloping habitat for things like butter and littleneck clams.

As with any backyard garden, ongoing maintenance—in this case, removing rocks and algae from clam-growing areas and digging into the sediment with sticks to aerate it—will help ensure a harvest. productive.

Clam gardens grow four times as many butter clams and twice as many littleneck clams as beaches without terraces, according to a study of dozens of former clam gardens around Quadra Island, British Columbia. Young littleneck clams planted in the centuries-old terraces grew almost twice as fast, making more local protein available to shellfish harvesters.

Michael Wilson of the Pauquachin Nation on Vancouver Island came from Canada to help.

“The seaweed, the crabs, the clams, the oysters, everything comes right behind his wall, and he’s protected, and he’ll be more nutritious than when there’s no wall here,” Wilson said.

In British Columbia, a few First Nations, as Aboriginal groups are known there, have rebuilt clam gardens, traces of which had survived centuries of disuse.

“We wanted to have as much food as possible for our people,” Wilson said.

Members of these First Nations share their expertise and muscles across the invisible, watery border in Washington State.

“These teachings have been with us for thousands of years. The government didn’t want us to do this,” said Woody Underwood of the Tsawout Nation on Vancouver Island.

Carbon dating has shown that some clam gardens near Vancouver Island are as old as the Egyptian pyramids: 3,500 years or more.

Between forced resettlement and other human rights abuses, Canadian governments have nearly eradicated this ancient practice.

“In Canada, we were colonized by the plow,” Underwood said. “They wanted to make us farmers.

Underwood says it’s been a long time, but Coast Salish people on both sides of the border are bouncing back.

“So seeing us here today, guess what? Not only have we survived, but we are thriving,” he said.

“I’m just grateful that my children were able to be here and witness and be part of what will be here for generations to come,” Julius said.

It is unclear how soon all rock hauling on Kiket Island will benefit Swinomish regimes.

It takes about three years for a butter clam to reach a harvestable size, according to Marco Hatch, a marine ecologist at Western Washington University and a member of the Samish Nation.

“What we’re doing here is something that hasn’t been done in living memory, which is building a clam garden from scratch,” Hatch said. “So we don’t really know how long it takes for these sediments to fill in or what it’s going to look like.”

On the beach, the long chain of rock smugglers looks like an old-fashioned bucket brigade to fight a fire.

But it’s more like a rock brigade to fight climate change.

Pieces of crushed seashells are expected to wash up and pile up behind the wall.

They can locally neutralize some of the carbon dioxide that makes seawater more acidic and less hospitable to shellfish, as well as overheating the planet.

“We stand with our sea loved ones in times of crisis,” said Quintasket, Senator Swinomish. “It’s not just about climate change anymore. We are in crisis mode, and there is only a little work we can do to support their household to ensure they survive with us.

While the ecological benefits could take years to materialize, the human benefits have already begun.

“Our people getting to know each other is as important as the restoration work we do,” Underwood said, “because we are restoring our culture.”

The Coast Salish were cut off from many of their relatives and natural resources after the Oregon Treaty of 1846 drew a zigzag border between the United States and Canada halfway between Vancouver Island and the North American mainland.

“It’s more than just moving stones and building a wall. It brings back who we are as Coast Salish people, as Indigenous people to this place,” Quintasket said.

Quintasket says one of the biggest benefits of muddy manual labor has been working with tribal relatives across that saltwater border.

“It brought nations together that hadn’t been brought together for generations, you know?” she says.

Some walls divide communities. This unites them.

Let Serena define her legacy as she leaves tennis behind

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NEW YORK — After all of the many tributes to Serena Williams, the celebratory words and video montages, the standing ovations and the shouting of her name, it seemed fitting that she herself give the defining look at her legacy.

So the final question at the press conference after her last US Open match – and, it seems clear, her career – offered Williams the chance to say how she would most like to be remembered. ‘she.

“I feel like I really brought something and I brought something to tennis. The different looks. The punches. The intensity just crazy. … ‘Passion’, I think, is a really good low word,” she replied Friday night. “I could go on and on. But honestly, I’m so grateful that I had this moment – ​​and that I’m Serena.”

It captures so much about her so well.

And to think: Williams, who turns 41 this month, hasn’t even mentioned anything about being an elite athlete or any of the stats that help define what she’s done with a racquet. by hand.

The 23 Grand Slam tournament championships that have defined success in his sport. Another 50 titles of singles from elsewhere. The 14 majors in doubles with her sister, Venus. The 319 weeks at No. 1. The four Olympic gold medals.

So, of course, it’s impossible to rate Williams without considering his place in the pantheon of superstars, as worthy as anyone – woman or man, of this generation or any other, of this sport or any other – from the honorary title “Greatest of All Time” (a clever spectator during Williams’ 7-5, 6-7 (4), 6-1 loss to Ajla Tomljanovic held up a poster with, simply, a drawing of a goat ).

“She’s an all-time great. Obviously that’s an understatement,” said Martina Navratilova, an 18-time major winner who is certainly part of this whole conversation.

But Williams is also much more than that.

No black woman had won a Slam title since Althea Gibson in the 1950s until Williams came along and collected her first at the 1999 US Open at the age of 17. In the more than two decades since, Williams and Venus, who have won seven major singles trophies of hers, get credit for inspiring Coco Gauff and Naomi Osaka and countless others to play tennis. , yes, but also for having pushed many others to change their point of view on what can be done and what cannot.

“She embodies that no dream is too big,” said Tomljanovic. “You can do anything if you believe in yourself, love what you do, and have an incredible support system around you.”

There is more.

She won a Grand Slam title while pregnant, suffered frightening health complications after giving birth to her daughter, Olympia, in 2017, and would return to touring and reach four more major finals.

She has a venture capital firm that has raised over $100 million.

“Everyone looks at her and tries to be like Serena,” said Caroline Garcia, a 17th-seeded Frenchwoman in the fourth round of the US Open. “And I’m sure it will be for years to come.”

Williams wore what she wanted on the tennis court. She reacted as she wanted, during and outside her matches. She said what she wanted, sometimes addressing social issues, sometimes not, but there was always the feeling that she was in charge.

There were those who criticized her, of course. Those who wondered if she was doing things the right way. Just as some thought it was a mistake on the part of her father, Richard, to keep his young daughters away from the junior tennis circuit.

Uh, looks like it worked, huh?

“I will definitely miss her on the courts,” said Tomljanovic, surely echoing the thoughts of many. “It won’t be the same.”

No, tennis certainly won’t be the same without Williams. Not even close.

It’s OK, though. It’s time, as Williams wrote, that she “evolved” away from her days as a player. It’s time for her to devote more energy to being a mother and a businesswoman and all that life throws at her.

As Williams observed after hitting one final shot: “I have such a bright future ahead of me.”

___

Howard Fendrich has been the AP’s tennis writer since 2002. Email him at [email protected] or follow him on Twitter at https://twitter.com/HowardFendrich

___

More AP coverage of US Open tennis: https://apnews.com/hub/us-open-tennis-championships and https://twitter.com/AP_Sports

Capping £2 bus fares across England to save passengers money

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  • people could save more than £3 per single bus ticket to cope with cost of living pressures
  • Capping bus fares at £2 on almost all journeys across England, saving users 30% off the average fare, helping millions pay for travel costs for work and essential journeys
  • the government is providing up to £60m over 3 months to subsidize operator costs and encourage greener travel for commuters

Millions of people across England will save money thanks to a new £2 cap on single bus journeys from January to March 2023, backed by up to £60million to ensure affordable transport across the country.

The Transport Secretary announced today (3rd September 2022) that the Government will provide up to £60million from January to March next year, to help bus operators cap single adult fares at £2 each way.

The move will help passengers pay for travel costs for work, education, shopping and medical treatment during the winter months as they face the pressures of rising living costs.

Bus fares vary between parts of the country and between bus operators, and can even reach almost £6 for a single journey in rural areas. The new cap means passengers in these areas could save over £60 a month if they made 4 single journeys a week.

The average one-way fare for a 3-mile journey is estimated to be over £2.80, meaning the new fare will save passengers nearly 30% off the fare each time they travel.

The funding to keep fares low follows the Government’s announcement of £130million last month to protect vital bus routes and services across the country, which low-income people in particular rely on .

Transport Secretary Grant Shapps said:

Buses are by far the most widely used form of public transport, so ensuring almost all bus journeys are under £2 will help passengers through the winter months and provide direct support to thousands of households in across the country.

This £60million increase will allow everyone to travel to work, education, shopping and doctor’s appointments affordably.

We know people will feel the pressure of rising costs this winter, so we’ve been working hard this summer to provide concrete, practical help that will reduce day-to-day expenses.

The new initiative follows the allocation of more than £2billion to support bus services in England during the pandemic and a commitment to fund improved services, new bus priority measures and new electric buses or hydrogen as part of Bus Back Better, the ambitious national bus strategy, released last year.

During the pandemic, bus passenger numbers have dropped significantly, along with other public transport users, and figures show usage has not returned to pre-pandemic levels.

However, ensuring that the public can access affordable bus fares will encourage more people to choose buses for local journeys, which will help reduce carbon emissions as the country moves closer to Net Zero goals. It is estimated that the program will remove at least 2 million car journeys from the roads, reducing traffic congestion and pollution for everyone.

Introducing the fare cap by January allows the government to work with operators and local authorities to implement a program that most effectively delivers real savings to passengers. Operators representing approximately 90% of the bus market have expressed their support for the program and we hope that all bus operators will participate.

The fare cap is based on numerous offers across the country in areas with high bus demand, which include daily, weekly and monthly ticket options and promotional offers. One-way fares already below £2 will not be affected by the cap.

The government will continue to work closely with bus operators and local authorities and will consider future support to help passengers continue to access reliable and affordable bus services after March.

A flat fare bus pilot scheme, backed by £23.5m government funding, was launched in Cornwall in January and has already seen an indicative 10% increase in passenger numbers. The 4-year ‘Any Ticket Any Bus’ scheme includes a £3 day ticket in towns or a £9 day ticket across Cornwall, valid for different bus operators.

Dawn Badminton-Capps, England Director for Charity Bus Users, said:

The fare cap announced today will bring welcome short-term relief to the millions of people who depend on buses to access education, jobs and health services. Buses make a vital contribution to society and government support is essential to protect services for the future.

Paul Tuohy, Executive Director of Campaign for Better Transport, said:

This will be great news for the millions of people who rely on the bus to get to work, shop, get to medical appointments and communicate with friends and family. It will also encourage more people to find the nearest bus stop and try the bus… where could you go for just £2?

Buses have great potential to reduce traffic and carbon emissions, to connect communities and alleviate loneliness. This £2 fare cap – which we have been pushing for – will help put buses on the path to a bright future.

Alison Edwards, Policy Director at the Confederation of Passenger Transport:

The £2 fare caps are an eye-catching move that could help attract new passengers to the bus, particularly at a time when networks are adapting to new modes of travel, and customers and operators are facing cost of living and business cost challenges.

We look forward to understanding in detail how the proposed fare cap will work in practice to ensure it supports the long-term sustainability of bus networks, which are essential for connecting communities to jobs, education and skills, as well as friends, family and essential people. public services.

Daily Financial Regulation Update — Friday, September 2, 2022 | Paul Hastings LLP

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Federal agencies

Federal Reserve Board

Paper: The Rise of Nonbanks and the Quality of Financial Services: Evidence from Consumer Complaints

September 1, 2022

The Federal Reserve Board published an article entitled “The Rise of Nonbanks and the Quality of Financial Services: Evidence from Consumer Complaints”.

Federal Reserve Bank of New York

Report: Non-Compliant Preferences: Giant Mortgages and Big Bank Stress Tests

The Federal Reserve Bank of New York released a staff report titled “Non-Compliant Preferences: Giant Mortgages and Big Bank Stress Tests.”

Office of the Comptroller of the Currency

Acting Comptroller Discusses Importance of Community Banks; announces reduced assessment fees

September 1, 2022

Acting Comptroller of the Currency Michael J. Hsu discussed the importance of community banks, as well as the challenges and opportunities of digitization, during a meeting with the Texas Bankers Association in Dallas.

Consumer Financial Protection Bureau

Report: Consumer Finances in Rural Appalachia

September 1, 2022

The Consumer Financial Protection Bureau released a report titled “Consumer Finances in Rural Appalachia.” This report is the first in a series on rural consumer finances.

Blog: Beware of scammers posing as the CFPB

September 1, 2022

The Consumer Financial Protection Bureau published a blog post entitled “Beware of scammers claiming to be from the CFPB”.

National Administration of Credit Unions

NCUA grants will enable low-income credit unions to expand services and build capacity

September 1, 2022

The National Credit Union Administration has awarded more than $1.5 million in Community Development Revolving Loan Fund grants to help 90 low-income credit unions expand their reach to underserved communities, participate in mentorship, receive training and improve digital services and security.

Surveillance letter: updates to the interest rate risk surveillance framework

September 1, 2022

The National Credit Union Administration has sent a watch letter to federally insured credit unions regarding updates to the interest rate risk monitoring framework.

ginnie mae

Global Market Analysis Report – August 2022

September 1, 2022

Ginnie Mae released the August 2022 Global Market Analysis Report.

Blog: Reflecting on Ginnie Mae’s 54 Years of Social Impact

Ginnie Mae President Alanna McCargo posted a blog post titled “Reflecting on Ginnie Mae’s 54 Years of Social Impact.”

International

European Banking Authority

Report: EBA calls for more proactive engagement between AML/CFT college supervisors

September 1, 2022

The European Banking Authority has published its second report on the functioning of AML/CFT supervisory colleges in the EU.

bank of england

Survey: monthly data from the panel of decision-makers – August 2022

September 1, 2022

The Bank of England has released monthly policymakers’ panel survey data for August 2022.

Market notice: update of the pricing of level A guarantees under the indexed long-term pension

September 1, 2022

The Bank of England has published a market notice entitled “Updated pricing for A-level guarantees in the long-term index-linked repo”.

Market Notice: Short Term Repo

September 1, 2022

The Bank of England has published a market notice entitled “Short Term Repo”.

Market Notice: Asset Purchase Facility: Gilt Sales

September 1, 2022

The Bank of England has issued a market notice entitled “Asset Purchase Facility: Gilt Sales”.

Administrative changes

Vacant jobs

Federal Deposit Insurance Corporation

  • President – ​​Vacant (Martin Gruenberg is acting president)
  • Vice President – ​​Vacant

Office of the Comptroller of the Currency

  • Controller – Vacant (Michael Hsu is Acting Controller)

Appointments/Confirmation Hearings

U.S. Treasury Department – Janet Yellen (effective January 26, 2021)

Federal Reserve Board – Jerome H. Powell (effective May 23, 2022)

  • Vice-President Lael Brainard (sworn in May 23, 2022)
  • Vice President for Oversight Michael Barr (sworn in July 19, 2022)
  • Governor Phillip N Jefferson (sworn in May 23, 2022)
  • Governor Lisa D. Cook (sworn in May 23, 2022)
  • Statement by Federal Reserve Board Chairman Jerome H. Powell on his nomination by President Biden (November 22, 2021)
  • Statement by Governor Lael Brainard on her nomination by President Biden (November 22, 2021) (sworn on May 23, 2022)
  • Statement by Treasury Secretary Janet L. Yellen on Federal Reserve Appointments (November 22, 2021)
  • Statement from Secretary Walsh on Federal Reserve Appointments (November 22, 2021)
  • Brown’s Statement on Jerome Powell’s Renomination as Fed Chair (November 22, 2021)
  • Toomey’s Statement on Jerome Powell’s Renomination as Fed Chair (November 22, 2021)
  • Brown applauds Biden’s nomination of Governor Lael Brainard as vice president (November 22, 2021)
  • Brown Applauds Biden Nominees to Fed Board (January 14, 2022)
  • Toomey’s Statement on President Biden’s Fed Nominees (January 14, 2022)
  • Waters applauds appointments of Sarah Bloom Raskin, Lisa Cook and Philip Jefferson to Federal Reserve leadership positions (January 14, 2022)
  • Statement by Treasury Secretary Janet L. Yellen on Federal Reserve Appointments (January 14, 2022)
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DeFi Promise and Fabian Schar Pitfalls

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Decentralized finance could support new financial infrastructure if challenges are overcome

Digital innovation has brought major improvements to the financial system. But the architecture of the system remains essentially the same. It’s still centralized.

Decentralized finance (DeFi) offers an alternative. It uses public blockchain networks to conduct transactions without having to rely on centralized service providers such as custodians, central clearinghouses or escrow agents. Instead, these roles are taken over by so-called smart contracts.

Smart contracts are instructions in the form of computer code. The code is stored on public blockchains and executed under the system’s consensus rules. DeFi protocols can be designed in a way that prohibits intervention and manipulation. All participants can observe the rules before committing and check that everything is executed accordingly. Status changes (e.g. updates to account balances) are reflected on the blockchain and can be checked by anyone.

In the context of DeFi, smart contracts are mainly used to ensure the atomic transfer (simultaneous and inseparable) of two assets or to hold collateral in an escrow account. In both cases, the assets are subject to the rules of the smart contract and can only be released if the predefined conditions are met.

By using these properties, DeFi can mitigate counterparty risk and replicate many financial services without the need for intermediaries and centralized platform operators. This can reduce costs and the risk of errors. Lending markets, exchange protocols, financial derivatives and asset management protocols are just a few examples.

Smart contracts can refer to other smart contracts and use the services they provide. If, for example, an asset management protocol uses a decentralized exchange, incoming assets can be exchanged as part of the same transaction. This concept, of actions on multiple smart contracts that can take place within a single transaction, is called “intra-transaction composability” and can effectively mitigate counterparty risk (the likelihood that other parties will not fulfill their share of agreement).

Benefits of decentralization

Many of the benefits typically attributed to DeFi – or blockchains in general – can also be achieved through centralized infrastructure. Smart contracts are not limited to decentralized systems. In fact, the same standards and runtimes can be used on centralized registries. There are countless examples of the Ethereum virtual machine (a virtual machine that runs on all computers in the blockchain network and executes smart contracts) being used alongside highly centralized consensus protocols. Similarly, the same token standards and financial protocols can be used on centralized platforms. Even composability can work on such systems.

Moreover, well-managed centralized systems are much more efficient than public blockchains. This could lead to the conclusion that public blockchains and DeFi are inferior to centralized systems.

However, centralized systems are based on a very strong postulate: trust in largely opaque intermediaries and institutions. But such trust should not be taken for granted. History offers countless examples of corruption and errors within institutions. Yet when economists discuss financial infrastructure and compare the properties of public blockchains with those of centralized ledgers, they generally assume that centralized entities are benevolent, making it difficult to see the benefits of decentralization.

Public blockchains are transparent. Because they are not controlled by a single entity, they can provide a neutral, independent, and immutable infrastructure for financial transactions. The code is stored and executed on an open system. All data is available and verifiable. This allows researchers and policymakers to analyze transactions, conduct empirical studies, and calculate risk measures in real time.

More importantly, access is not restricted. This has two implications.

First, the absence of access restrictions provides a neutral foundation that cannot discriminate between use cases or stakeholders. This is in stark contrast to authorized registries, whose rules are defined by a centralized entity. Because it is so centralized, universally accepted standards can be difficult to achieve, and rights to access and use the infrastructure could easily be politicized. In anticipation of such problems, participants who feel it may be to their disadvantage will not use the centralized infrastructure in the first place. Decentralized systems can mitigate these delays, potentially avoiding the problem of no or minimal cooperation.

Second, DeFi is built on a layered infrastructure (see Schär 2021). A decentralized ledger does not mean that everything deployed on it has to be decentralized as well. There may be good reasons why access to certain tokens or financial protocols is restricted or subject to intervention. These restrictions can be implemented at the smart contract level without compromising the general neutrality of the core infrastructure. However, if the ledger itself (settlement layer) was already centralized, it would be impossible to credibly decentralize everything built on it.

It is very likely that we will see a move towards ledgers that combine payments, tokenized assets and financial protocols, such as exchanges and lending markets. DeFi is the first example of this development, but there will be similar developments in centralized infrastructure. The logic is that intra-transaction composability only works if assets and financial protocols are in the same ledger. There are strong network effects, and neither crypto assets nor central bank digital currencies would be particularly compelling if deployed on a ledger without other financial assets or protocols. It is possible to create a centralized composable infrastructure with additional financial assets and protocols, but this would be risky and difficult to manage given the challenges associated with authorized ledgers. This makes a strong case for decentralization.

Centralized systems rely on a very strong assumption: trust in intermediaries and institutions

Challenges and risks

DeFi has many advantages, but there are challenges and trade-offs to consider.

First, there is the risk of deception, or “theatre of decentralization”. What is generally referred to as DeFi is, in fact, often highly centralized. In many cases, DeFi protocols are subject to centralized data feeds and can be shaped or influenced by people with “admin keys” or a highly concentrated allocation of governance tokens (voting rights). While partial centralization isn’t necessarily a bad thing, it’s important to make a strict distinction between true decentralization and companies claiming to be DeFi when they actually provide centralized infrastructure.

Second, immutability can introduce new risks. Enforcing investor protection can be more difficult, and smart contract programming errors can have devastating consequences. Composability and complex token-wrapping schemes (Nadler and Schär, forthcoming) that resemble collateral rehypothecation contribute to the propagation of shocks through the system and can affect the real economy.

Third, the transparent nature of the blockchain and the creation of decentralized blocks can be problematic from a privacy perspective. Additionally, it enables the extraction of rents through widespread front-running – a phenomenon known as mining/maximum extractable value (MEV). Those who observe a transaction containing an order to exchange assets on a decentralized exchange may try to anticipate (or sandwich) this action by issuing their own transaction. The precursor thus benefits at the expense of the issuer of the initial transaction. There are potential solutions that can at least partially alleviate this problem, but they involve tradeoffs.

Finally, scaling public blockchains cannot be done easily without compromising some of their unique properties. Decentralized block creation inflicts significant costs. The hardware requirements to run a node cannot be arbitrarily high, as this would cost many stakeholders and undermine decentralization. This limits on-chain scalability, increasing transaction fees. This trade-off between security, decentralization, and scalability is commonly described as a trilemma. One potential solution is something called Layer 2s. These are designed to take some of the burden off the blockchain while allowing participants to assert their rights on the blockchain if something goes wrong. This is a promising approach, but in many cases it still requires trust and various forms of centralized infrastructure.

DeFi still faces many challenges. However, it can also create an independent infrastructure, mitigate some of the risks of traditional finance, and provide an alternative to over-centralization. The open source nature of DeFi encourages innovation, and many talented people, academics and practitioners, are working on these challenges. If they can find solutions without compromising the unique properties at the heart of DeFi, it could become an important element for the future of finance.

FABIAN SCHAR is professor of distributed ledger technology and fintech at the University of Basel and managing director of the Center for Innovative Finance.


Opinions expressed in articles and other materials are those of the authors; they do not necessarily reflect IMF policy.

Stroppel’s ‘Last Call’ at the museum, a step back in time | Herald Community Newspapers

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Visitors to the museum’s “Last Call” exhibit on September 24 can expect to see vintage-style swing doors, quirky signs, and music that was popular at different stages of the tavern’s existence. Tables will be set up to replicate the feeling of being inside the historic tavern.

Originally located a short walk north of Glen Street station, Stroppel’s was a family business that was passed down through generations of Stroppel men. It eventually became a key location in the Glen Cove community.

In 1838, a five-room, two-story hotel opened on the property and housed visitors alighting from the train to spend the night. It later became Stroppel’s Tavern when Frederick Herman Stroppel bought the property in 1870 and added the tavern in 1890 which took up one third of the building.

There is not much information about how the tavern was

during Prohibition, but many Long Islanders and business owners sought the help of “rum runners”. These Long Island farmers and fishermen were enlisted to store liquor in their barns. When the booze arrived at Stroppel, most of the customers sat at the back entrance of the rectangular women’s room.

Frederick Herman Stroppel passed his business on to his son Frederick (Dutch) Stroppel, who then passed it on to his son, John Stroppel, who was the last owner of the tavern in 1997.

John’s son, Jack Jr. Stroppel, brother of playwright Frederick Stroppel, originally planned to take over the tavern, but died before he could, succumbing to complications from multiple sclerosis.

The Stroppel family decided to reconsider the future of the tavern. “I think the culture was changing in terms of people going out to drink and it was hard for a lot of bars to stay open at that time,” Frederick Stroppel said.

Stroppel’s is now listed as a historic monument. The building is owned by the American Community Bank, which replicated some of the original structure, such as the old porch and narrow tavern windows after it was demolished.

“If you were a Stroppel fan, or knew someone who was, you’ll feel right at home,” said Amy Driscoll, director of the North Shore Historical Museum, referring to the upcoming exhibit.

Much of the tavern’s memorabilia remains in the Stroppel family and will be donated to the museum, including the building’s original front and back doors, photos of patrons, bar stools, a photo of the many roosters that walked behind the building and softball team uniforms associated with the Stroppel Tavern.

Frederick Stroppel said his family’s business was a place where the community would get their information about events and people in the community.

“It’s one of those things that’s missing these days,” Fredrick Stroppel said. “A community center where people could really engage with each other and talk about the good old days.”

Frederick Stroppel said that during the tavern’s opening hours of 8 a.m. to 4 a.m., patrons could come in at a certain time and find out who was going to be there.

As a writer, Stroppel credits his early understanding of human nature to the time he spent working on it as a teenager. His grandparents lived in the upper part when he was growing up.

“It was a little crazy at times, but overall it was a very quiet place,” he said.

Terry Stroppel, wife of the late Jack Stroppel, said being at the tavern was like being with extended family. “Everyone got along and respected each other,” Terry recalls.

The Stroppel family saw many posts on their social media accounts from former customers or people who had relatives who frequented the tavern. People shared their memories of events like horseshoe tournaments.

“Not everyone is here, unfortunately,” Terry said. “But it’s the history of the town, and I think it will be fun to have a little event and bring back the memory for a short time.”

Stroppel’s “last call” will be at the North Shore Historical Museum, 140 Glen St., on September 24 from 6-8 p.m.

‘Blind’ expert witness clarifies misconceptions about sexual assault – by Jan Wondra

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Calling what is called a “blind” expert witness on a specific topic to educate a jury is an established practice in court cases, and is particularly important in sexual assault (SA) cases.

During the Tuesday, Aug. 30, case of the 11th People’s Judicial District of the State of Colorado against Herbert Lucas Scott, prosecutors called Steffanie Walstra, LCSW, Clinical Director of SungateKids as a blind witness. This means that she is asked to testify on the background and has no information about the case, the victim or the alleged perpetrator, other than that the victim was 20 years old at the time of the alleged incidents.

Lady Justice comes from the personification of justice in ancient Rome. With or without her blindfold, she is a symbol for all of how the justice system tries to be fair and give everyone a fair trial beyond bias and prejudice.

“My role is to educate so the jury can do their job,” Walstra said, explaining the purpose of expert testimony.
“I’m here to educate the jury as a therapist, I have no information on the case other than the survivor is about 20 years old… My testimony is my testimony,” she added. “It does not change if it is the defense or the prosecutor” [I’m working with].

While defense attorney Ernie Márquez objected, Judge Patrick Murphy overturned it, saying the information would “help the jury understand the circumstances of this case.”

Walstra has extensive experience in therapy: “Since 2010, my specialty has been sexual abuse, sexual assault and rape. Before that, I worked with young people with early sexualized behavior. Walstra confirmed that she has worked directly with hundreds of sexual assault survivors, and indirectly with thousands. She testified at six trials and provided background information on at least 50 sexual assault cases.

Walstra then exposed myths about power dynamics, myths about sexual assault, and common reactions to sexual assault among survivors:

In cases of sexual assault, victims report it quickly.

Not true: “Based on my training, most people wait until adulthood to disclose it, most often speaking with friends and family before reporting to law enforcement,” Walstra said. . “Another thing – people can identify it as sexual assault because of their shock and fear and shame.”

“You can assume you know this, but people wait years – there’s a process of testing the water…they tell what happened to them gradually, they say…they don’t come out and say ‘I was sexually assaulted.'”

Sexual assault is only real if someone fights back.

Not true. “As a culture, we’ve identified the ‘foreign danger’…but often it’s someone they know and care about who impacts the ‘fight back’ process,” Walstra said. “In a family or a community… when they feel hurt, there’s a flight, a fight, a freeze – it’s an unlearned automatic response. People who fight back often try to resist in subtle ways, and then this steal-steal-freeze takes over. »

She added that it is another myth that sexual assault must involve a weapon or extreme violence. “There is the dynamic of power and control. There is a difference between a victim who retaliates or who resists. We think about saying ‘no’, screaming for help, kicking and punching, that’s what we think about. But often the reality is more like, “I’m just going to call so I don’t get hurt.”

The resistance is much more subtle. Asked to elaborate, Walstra said: “It’s so individualized depending on the person. I saw him for ongoing abuse. Subtle resistance things like not showering so they don’t want to do this to me…it’s a way of protecting their bodies.

SA survivors will react a certain way, upset, hysterical crying

Not true: More often it is the flight-fight-freeze reaction. Not all victims of sexual assault will share what happened to them in the same way or react in a certain way. The myth is that someone will be hysterical, cry and it happens – or they can do a lot of normal things – the laughter can be normal, then it stops completely – going from hysterical to monotonous and flat and back again quickly.

“These are automatic responses. You can’t choose the response you take…it’s an animal response, our animal brain. More often than not, people try to resist, but the frost takes over – where they can’t speak or move,” Walstra explained. “Many dissociate – leave their bodies to protect themselves from the trauma they are going through. You see, often the perpetrators of sexual assault are KNOWN to them.

Among other things, when a victim of sexual assault dissociates, she feels like she is floating above her body. “They won’t be able to tell you anything, but they can give you very detailed sensory information. You will hear them say things like “now I can’t stand the smell of spaghetti anymore”, they describe it as if they are reliving the experience of those sensory impressions.

Whether the victims of sexual assault live in or come from “other” regions.

Not true: Walstra pointed out that in a therapy group she currently leads “we discussed in the group that ‘we live in a good neighborhood, we have a really great support system, so things like that don’t happen to us. – they happen to other people.” The biggest myth, she says, is that survivors do whatever it takes — drink, wear certain clothes, blame the victim, Walstra said. “But they’re like us. It can happen to all of us.”

Trauma, including past trauma, does not affect memory

Not true: “Trauma is an experience in which your brain absorbs things and cannot process them. With trauma, a person’s power to control a situation or their own body is taken away. Trauma is not linear – it rotates, causing the traumatized person to not remember sequential events, but to continually repeat the past.

“We protect ourselves with the flight-fight-freeze reaction and we disassociate,” she explained. “More recently, we have recognized another response to trauma – becoming agreeable to people – what it looks like is maintaining a relationship with someone – associating with the person who is victimizing them.”

Walstra said that while it looks like inconsistent and confusing behavior, she uses the visual of a blender full of vegetables: “So 90% is turning smoothly – that’s how adaptive memory works – we can brush teeth, go to work… but when your brain sleeps it stores long term memories For the ‘smoothed out’ part that’s fine – but that 10% chunk – that’s what memory is traumatic,” she explains. “They get stuck in frozen pieces that can’t be mixed together.”

She described people knowing they are traumatized, but without direction or purpose, with sensory details that bother them. “I had a person the other day who said the trauma felt like a splinter. It’s there, like you’re still living in the past, even though it’s over.

According to Walstra, trauma can also make things non-linear. How fear-flight-freeze instincts affect us impacts how traumatic memories are recalled. “There are breakdowns, it’s not linear. We hear a lot of “I don’t know”, things are fragmented and come out like pieces. In this area, we describe this as counter-interactive behavior – flight-fight-freeze impacts both how you experience it and how it is remembered…many won’t remember how many times the sexual abuse happened, or they might remember the season, or the smell, or what someone was cooking.

Self-blame is common – the “if only I hadn’t done, worn, said…” reaction.

That the decision to commit a sexual assault is made in the heat of the moment.

Not true: “I find that because I work with victims, I hear their stories. I hear the moment when the interaction – the behavior becomes not OK is sudden and quick,” explained Walstra, who said they may have known the abuser for a long time. “They say their view of that person was positive, they might even have a lot of past interactions that go well. Survivors often remember when things went from OK to not OK very quickly.

“Alcohol and drugs are part of those interactions when the victims are not fully functional,” she added. “It can embolden the pursuer. It impacts memory loss, increases guilt, shock, fear, worry about being believed.

Power dynamics have nothing to do with sexual assault

Not true: Power dynamics help the accused maintain control over a victim, keep it secret, maintain control, victims will feel like there is no way to fight this person because of their weight , age, status, emotional dynamics, position in community or church or family.

Walstra pointed out that it’s not uncommon for there to be good interactions at first, and for the prior relationship to confuse the victim, and when the assault occurs, they may think they won’t be believed. “Generally, the behavior of the victim can be confusing, while the attacker acts quite normally.”

Offenders exercise power and control over victims by taking advantage of their vulnerabilities; their shyness or self-consciousness, making sure they are alone, forcing drugs and alcohol, or attempting to normalize traumatic behavior with intended victims.

Grooming is the subtle way in which one person’s behavior accustoms another person to accepting their behavior, preparing for further sex acts or sexual behaviors. These days, this can include texting and Snapchat, any form of familiarizing and desensitizing a person to behavior control.

Often, Walstra says, it will only be in retrospect that a victim of abuse realizes that post-abuse interactions are designed to reinforce a lack of control and to shift blame from the abuser to themselves.

The disclosure process is liberating for victims

Not necessarily: Victims can wait a long time to file complaints, and when they do, it’s in safe environments and rarely to law enforcement. Traumatic experiences, not being the best days of our lives, are not recalled in order – pieces of pain come out. Many victims never report sexual abuse. Others internalize it – minimizing what happened due to a dozen different emotions.

Often when victims know their abuser, and because of a previous good experience, they don’t want to get anyone in trouble, so they blame themselves. This can cause panic attacks, sleep disturbances, poor self-image, risky behavior, self-harm, and even highly sexualized reactionary behavior to reclaim the power and control lost in the assault.

Essential Accessibility merges with Level Access to combine accessibility solutions

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The combined company will be based in the United States and will maintain offices in Toronto and Argentina.

Toronto-based software startup Essential Accessibility has merged with US tech company Level Access. The consolidation was originally announced in June.

Private equity firm KKR was the lead investor in the merger, through its technology growth fund. KKR previously invested $55 million in Essential Accessibility last year, and will continue to support the combined entity alongside Level Access investor JMI Equity. The amount of funds invested in the consolidated organization was not disclosed.

Led by CEO Mark Steele, Essential Accessibility offers what it describes as an “accessibility as a service” platform, enabling brands to deliver inclusive web, mobile and product experiences that comply with global regulations.

In 2020, Essential Accessibility closed a US$16 million investment round led by Lead Edge Capital.

In addition to its headquarters in Toronto, Essential Accessibility has offices in New York and São Paulo. According to the startup’s LinkedIn page, it has around 190 employees.

Following the consolidation, the combined entity will be headquartered in Arlington, Virginia, where Level Access is headquartered. The combined company also plans to invest in the growth of key offices in Toronto and Argentina.

Steele has been named president of the combined organization, while Level Access founder and CEO Tim Springer will serve as CEO of the combined company.

With the merger of Essential Accessibility and Level Access, the two companies aim to create an end-to-end digital accessibility management platform to accelerate the adoption of digital accessibility.

RELATIONSHIP: AccessNow startup receives Governor General’s Innovation Award

An increasing number of laws and regulations have been applied to enforce digital accessibility. In the United States, the Americans with Disabilities Act often applies to websites, mobile apps, and other digital experiences.

For its part, the country enacted the Accessibility for Ontarians with Disabilities Act in 2005. This legislation subsequently required private or non-profit organizations with more than 50 employees and all public sector organizations to make their website and web content compliant with the Guidelines for Web Content Accessibility.

“In our digitally driven world, online engagement is more important than ever, making equal access to digital experiences a fundamental human right,” Steele said.

“For this reason, more and more organizations are engaging and investing in digital accessibility. And whether they never prioritized it or struggled to achieve lasting results, our combined company will provide the best solution to support a long-term accessibility program,” he added.

Essential Accessibility’s Featured Image website.

Libya: political stalemate and lack of progress for the elections

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Libya’s leaders must take immediate action to resolve their political stalemate, which is spiraling into escalating violence, UN political affairs chief Rosemary DiCarlo told the Security Council on Tuesday.

The North African country was split between two rival administrations in the years following the overthrow of former leader Muammar Gaddafi a decade ago. The Government of National Accord (GNA) is based in the capital, Tripoli, located to the west, while the Libyan National Army (LNA) is to the east.

Despite relative calm in recent years, tensions have simmered following the failure to hold long-awaited elections last December and the refusal of incumbent Prime Minister Abdul Hamid Dbeibah to step down.

His rival Fathi Bashagha, who was appointed prime minister by the eastern parliament, tried to enter Tripoli.

Ms. DiCarlo expressed deep concern that the current impasse and continued delays in the implementation of the electoral process pose a growing threat to security in and around Tripoli, and potentially to all Libyans.

“Theatre of violent clashes”

“This threat materialized only a few days ago, when Tripoli was again the scene of violent clashes between armed groups supporting Mr. Dbeibah and Mr. Bashaga respectively,” she told the ambassadors. .

The violence erupted on August 27, leaving at least 42 dead, including four civilians, and nearly 160 injured, according to Libyan authorities. About 50 families were reportedly displaced, while five health centers and two detention centers for migrants were damaged.

While the fighting died down the following day, an uneasy calm reigns but it is unclear how long it will last.

“In light of the deteriorating political and security climate in Tripoli, the United Nations must continue to provide and strengthen good offices and mediation to help the Libyan actors resolve the current impasse and seek a consensual path towards the elections,” she said.

“I urge everyone to support the Secretary-General’s efforts to help Libyans chart a path to peace.”

Ms DiCarlo also expressed concern about the limited political progress towards elections, which the UN sees as the only way out of the current stalemate.

No progress

“Despite our continued efforts, no progress has been made in forging consensus on a constitutional framework for the elections,” she said. “It is essential that an agreement is reached on a constitutional framework and a timetable for elections that will allow the Libyan people to choose their leaders.”

The UN political affairs chief highlighted some positive developments, such as the ongoing efforts of the 5+5 Joint Military Commission (JMC) to preserve and strengthen the implementation of the ceasefire agreement .

The JMC brings together five military representatives from each side.

“It should be noted that on August 27, the eastern delegation to the JMC called their western counterparts to reassure them that the Libyan National Army would not be involved in the fighting,” said she reported.

Earlier this month, the JMC also met with the United Nations Mission in the country, UNSMIL, to improve the preparedness of the Libyan Ceasefire Monitoring Mechanism. They also finalized the modalities for the withdrawal of foreign forces, foreign fighters and mercenaries from the territory.

The oil is flowing again

Regarding economic developments, Ms. DiCarlo said that oil production resumed in July, after a shutdown of nearly three months. Production had reached pre-shutdown levels of 1.2 million barrels per day by the end of this month, with plans for a further increase.

However, she feared the oil fields could close again due to growing public discontent in the south over the lack of basic services and poor living conditions.

“Libya’s natural resources belong to all Libyans, and revenues from oil exports must be distributed fairly and equitably,” she said.

Smear campaigns and hate speech

In the meantime, the human rights situation in the country continues to be of concern.

Last week, armed groups affiliated with the Libyan National Army, one of the rival government structures, surrounded the town of Qasr Bouhadi. Although these “military actors” have since withdrawn, they continue to control the movements there.

Ms DiCarlo called for the immediate lifting of restrictions on the population, warning that the situation could escalate.

She reported other violations, including against people exercising their right to freedom of expression, migrants and refugees, and women activists.

“Smear campaigns targeting civil society actors, especially women, consisting of hate speech and incitement to violence, are deeply concerning and must stop,” she said.

Distributed by APO Group on behalf of the United Nations Office at Geneva (UNOG).

This press release was issued by APO. Content is not vetted by the African Business editorial team and none of the content has been verified or validated by our editorial teams, proofreaders or fact checkers. The issuer is solely responsible for the content of this announcement.

KU is seeking a design firm to develop concept plans for a football stadium and event center project near 11th and Mississippi streets

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The University of Kansas is taking improvements to its football stadium more and more seriously – and this time the plans may involve much more than football.

KU officials recently began advertising for design firms interested in providing “conceptual and schematic design” services for a new walkway project at 11th and Mississippi streets, which sits at the foot of the Mount Oread and is the current location of Kansas’ David Booth Memorial Stadium.

The RFP that KU has started advertising through its bidding system says the project would provide an “improved home” for Kansas football, but it also lists a host of other uses that could be part of it. ‘a project. These include: “A year-round, multi-purpose venue that can incorporate conference or entertainment capabilities, retail, restaurants, healthcare services or other facilities that support economic development and the academic mission of the University.”

The application document says KU leaders envision the project as a new “gateway to campus.”

The idea of ​​major renovations to the KU football stadium is not new. As we reported, KU has always kept stadium renovations in its official five-year capital improvement plan, which is approved annually by the Kansas Board of Regents. The current plan – approved this summer – includes $350 million in projects for KU’s football stadium.

However, getting a project on the capital improvement plan and having it built were two different things. KU conducted several campaigns to raise funds for football stadium upgrades, but failed to start the major project as the team continued to struggle in the win-loss column.

The idea of ​​upgrading the stadium – which opened in 1921 and is generally considered one of the oldest in college football – has been the subject of growing speculation as universities across the country seek to improve their portfolios after that the Big Ten’s recent expansion has created new hopes or worries of conference realignment.

Details of using the 11th and Mississippi site as a venue for a multi-purpose venue that can accommodate conferences and other events are a more recent idea. As we reported, KU leaders have been touting the idea of ​​holding more conferences and events on the KU campus to generate additional revenue for the university.

KU is working more closely with the City of Lawrence Convention and Visitors Bureau, and KU recently hired its own staff to manage and better assess the potential for increased events, conferences, and conventions on campus.

How a new location would play into those plans is still unclear. However, the site at 11th and Mississippi streets would place it near two venues that should be important for any event activity – the Kansas Union and its grand ballroom and the Oread Hotel, which was recently sold and will become part of the Hilton properties brand.

It wasn’t immediately clear how big of an area KU was looking at near the intersection of 11th and Mississippi. This intersection is basically at the northeast corner of the KU football stadium entrance. The area north of the intersection is densely developed with older houses, while the area to the east has been developed in recent years with the multi-storey HERE apartment complex. However, there are plots of open space, surface car parks and outdoor training grounds near the stadium which could potentially be available for the development of additional equipment and structures.

According to the bidding documents, KU intends to take bids until September 13. Hiring a design firm will not guarantee the project will go ahead, but will likely be a key step in determining a price for the installation, which in turn would be important in attracting potential donors.

The application documents note that three KU entities are actually involved in the project: the University of Kansas, Kansas Athletics, and KU Endowment, which is the private fundraising arm of the university.

I expect more details to come soon and will provide an update when they arrive.

— Matt Tait, Journal-World Sports Editor, contributed to this report.

Labor Day weather: How a tropical system could affect weekend plans

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We realize talking about your Labor Day forecast one week might be a little early, but with the tropics coming to life this week, there are some things we think should be on your radar.

The main area of ​​concern is still far out in the Atlantic, but it has the best chance of becoming our next named storm (Danielle).

The disturbance will continue to move west and then gradually move northwest towards the Leeward Islands throughout the week.

The hurricane center gives it a 50% chance of becoming a tropical system within the next 48 hours and an 80% chance of forming within the next five days.

At this time, forecast models indicate that the storm will stay north of the Leeward Islands, curve to the northeast and stay offshore.

He could have an interaction with Bermuda, but at this time (keywords “right now”) he is not a direct threat to the United States.

It could, however, create a rip current hazard for parts of the East Coast, depending on the strength of the storm and how close the storm is to the United States before moving away.

We’ve told you before, trusting a forecast model beyond seven days is something we shouldn’t do, as this is most likely a “fantasy storm”. BUT we are now in the seven day window, so the next runs of the model will be very indicative of what the storm could possibly do.

If there is in fact a hurricane offshore on Labor Day, it could have implications for the United States, even without a direct hit.

Along the east coast we could see gusty winds and even rip currents on the beaches, even if the storm remains well offshore.

The bigger the storm, the higher the seas and the stronger the rip currents.

Also, the closer the storm gets to the United States, the greater the effects will be.

I’m not saying it’s going to happen, I’m just saying it’s definitely worth watching throughout the week.

Development potential in the Western Caribbean

Closer to home, the hurricane center is monitoring an area of ​​the western Caribbean for potential development.

“Environmental conditions could support slow development of the system thereafter as it moves generally west-northwestward over the northwest Caribbean Sea and toward Mexico’s Yucatán Peninsula,” said noted the hurricane center.

Although it only has a 20% chance of developing over the next five days, it will be something to watch as we head into Labor Day weekend.

Even if the storm does not develop, it will increase precipitation in Texas by pumping additional moisture into the state.

It’s like what happened last weekend with potential tropical cyclone four. (See more on Texas flood potential below.)

Other Areas to Watch

There are two other areas the hurricane center is monitoring for potential development.

One is a tropical wave off the coast of Africa. The hurricane center gives it a 30% chance of developing in five days.

The other feature is located approximately 600 miles east of Bermuda and produces some shower activity. However, further development is unlikely.

“Strong upper winds and dry air are expected to limit significant development of this system as it drifts south and southwest over the central Atlantic over the next two days, and will likely dissipate by the end of the week,” the hurricane center predicted. .

Strong winds in the atmosphere usually kill tropical systems, as it will with this one, leading the hurricane center to say it has only a 10% chance of developing in the next five days.

With so much to look at in the tropics, it’s clear we’re approaching the peak of hurricane season, which is September 10th.

More flooding possible for Texas

After severe flooding in Texas a week ago, more rain is on the way this week. The state could once again be soaked. However, this time the center of the target is further south, along the coast.

Parts of Texas could see up to seven inches of rain this week, mostly in southern Texas in areas less affected by flooding last week.

Much of the rain will fall in areas of severe or extreme drought conditions.

The threat of flooding in the Lone Star State begins today, with areas like Houston, Galveston and Beaumont seeing a 50% chance of more than five inches of rain.

“Tropical humidity and a weak lobe of energy in the upper levels will support numerous showers and thunderstorms across the central and northern Texas coast through southwestern Louisiana today,” the Weather Prediction Center reported. .

Showers will be similar to what we saw last week in the Dallas area and around Jackson, so areas of Southeast Texas should be on high alert for the possibility of flash flooding.
Watch video of last week’s floods

“By Tuesday, energy is expected to shift inland with the threat of heavy rain moving into central and western Texas,” the Weather Prediction Center added.

Rainfall totals for central and western Texas this week are expected to reach 2 to 4 inches.

The possibility of more rain could occur during heavier showers or if the storms begin to train over a certain area; when storms move over the same area for an extended period without relief, often resulting in flash flooding.

It is impossible to determine where it might settle, so any area with potential for high-altitude flooding should be on the lookout.

With all the rain leading up to Labor Day, you might be wondering what to expect for the holiday weekend itself.

While difficult to predict so far, models show rain on the Gulf Coast continuing through Labor Day weekend.

Most showers and storms will remain over much of the Texas and Louisiana coasts, and the eastern Gulf Coast will see more patchy showers.

We are also looking at the possibility of the front crossing the Midwest, the Great Lakes and the Northeast over Labor Day weekend.

This could bring periods of rain, but also cooler temperatures behind the front.

EMTECH introduces the GREEN CBDC Framework(™)

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The announcement comes as a wide range of stakeholders, including central banks and the White House, are calling for energy-efficient methods to bring financial services to consumers and businesses, as the need to reduce the carbon footprint remains essential.

Given the unique role of central banks in the financial sector, the acronym “GREEN” specifies five key principles that EMTECH believes should contextualize their financial stability and risk management mandate. Indeed, there is unprecedented value for central banks in:

Reinventing trust through transparency

Embracing sustainable energy use in the digital world

Foster innovation with basic infrastructure

Foster inclusive and resilient ecosystems

“EMTECH is making ‘going green’ more convenient for central banks with the GREEN CBDC framework,” said Carmelle Cadet, CEO and Founder of EMTECH. “As part of this, we present an actionable and grounded approach for central banks to harness the value of building trust, adopting sustainable technology while empowering ecosystem innovation. By providing the Tier 2 an energy-efficient treasury infrastructure, central banks can make the entire financial ecosystem greener by design.We believe this is having an impact.

The launch of GREEN CBDC Framework is a natural step for EMTECH, which already uses environmentally friendly technology to power its solution. Last year, he partnered with Hedera to minimize the power consumption of his solution.

Earlier this month, EMTECH’s CEO was released by NASDAQ on how the CBDC can contribute to a greener future.

“Developed and developing economies can adopt this Framework. A CBDC solution should not put more strain on fragile power infrastructure when operating at scale, and can be a viable step to reduce carbon footprint,” says Cadet.

Cadet will speak extensively about the benefits of EMTECH’s GREEN CBDC at the CBDC 2022 conference in Frankfurt, Germany on August 30. Meanwhile, the EMTECH team is ready to support Central Banks with the GREEN CBDC Toolkit which includes: Framework Adoption, Sandbox Pilot and Ecosystem Engagement. The CBDC platform and basic pre-built APIs are also ready for piloting.

EMTECH is building the next generation API-First core banking infrastructure. EMTECH provides software, data and services that connect central banks to other regulators and financial service providers. Our platforms power the exchange of regulatory data, the issuance of currencies and the movement of currencies in financial markets.

EMTECH is a diverse global company that makes financial ecosystems inclusive and resilient by design. For more information, visit www.emtech.com.

#FeaturedPost #FeatureByEMTECH

New Career Coaching Network Offers Career Guidance and Faculty Resources to Students – Technical

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Since its inception a year ago, the Institute’s Career Coaching Network has enhanced the ability of faculty and staff to assist students with job searches and provide advice regarding
important career decisions.

As tech students prepare to enter the workforce, many face tough decisions about their next career steps.

The Career Center exists to help with these choices, but students can seek other resources like their academic advisors
or teachers.

Wanting to better prepare these members of the Tech community for students’ career-search questions, the Career Center launched its Coaching Network last fall.

“It’s a ‘train the trainer’ concept,” said Laura Garcia, director of professional education at the
Technical Career Center.

“We realize that there aren’t enough people working in a career center who can always meet the needs of students and at the exact time they need them,” Garcia said. “The goal of the Career Coaching Network is to create a forum where you can share best practices and also inform faculty and staff of a variety of resources that students have available to them.”

The Career Center recognizes that there are not enough guidance counselors to serve all students individually, so they decided to follow a national trend of better preparing other faculty and staff to answer related questions. to the career.

Students may also feel more comfortable discussing important career decisions with their professors and advisors.
the advice they give.

Career Coaching Network training programs typically take place before and after semesters and are divided
in two sections.

The first half of the program is a presentation focused on supporting students in their job search and highlights how the Career Center generally helps students. Topics covered include major and career exploration, resumes and interviews.

The second half of the program has panelists from across campus to discuss different resources and types of student needs.

Garcia said this section aims to “bring together experts in different areas on campus so they can also share their experience and answer some of the questions that come from faculty and staff.”

Shorter sessions are also offered throughout the semesters to delve deeper into specific topics.

Garcia reported that many academic advisors and professors did not know how to answer student questions, especially when faced with
of the most complex.

“Our hope is that over time more faculty and staff will take the training so they know how we can help them and also give them information they can share directly with students,” Garcia said. .

More than 50 people attended the training sessions earlier this year, and Garcia expects more faculty and staff to continue joining the Career Coaching Network.

Many faculty and staff were grateful for the opportunity to learn more about career resources for students. In an article published by the Office of Undergraduate Education, a staff member said she “wasn’t convinced that [she] including the latest job search resources and strategies”, but the Career Coaching Network can inform its participants about these supports.

Garcia also said that all participants said they were satisfied or very satisfied with the program.

While each training session has a general structure and included resources, they are also customized based on what attendees most want to learn. Garcia said they provide faculty and staff with a frame of reference throughout the training and try to address more specific issues.
problems they faced.

She also reminds attendees that the Tech Career Center is another resource for them and students at all times.

Faculty and staff who have completed the training receive stickers to show they have completed the program, and Garcia hopes this will encourage students to reach out to those people more for career advice.

Although the students are not directly involved in the training, Garcia said they can recommend faculty and staff around them to attend a training session, and she hopes the students will be more
aware of this initiative.

“Our next hope is to start offering training [sessions] to colleges,” Garcia said, because it would allow programs to be more specific and the Career Center could also appeal to potential employers for college students to speak.

“We hope it will gain more traction and that it could
develop,” Garcia said.

The next training sessions will take place on December 14 and January 25.

Before that, there will be shorter Career Conversation sessions on October 27 and November 8 to discuss how students become the best candidates and which companies are hiring.
students, respectively.

AI decision support tool accurately identifies aortic stenosis with low chance of survival

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August 28, 2022

2 minute read

Source:

Strange GA, et al. Hot Line 6. Presented at: Congress of the European Society of Cardiology; August 26-29, 2022; Barcelona, ​​Spain (hybrid meeting).

Disclosures:
The National Echo Database Australia (NEDA) and Echo IQ Ltd. funded ENHANCED-AI. NEDA has received research grants from Echo IQ, Edwards, Novartis and Pfizer. Strange reports receiving consulting fees or royalties or owning stock in Echo IQ, Edwards and Medtronic.


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In a large real-world cohort undergoing routine echocardiography, an artificial intelligence decision support algorithm identified patients with moderate to severe forms of aortic stenosis associated with poor survival in the absence of treatment.

Surgical and transcatheter aortic valve replacement is associated with reduced mortality in all subgroups of aortic stenosis, but data show that less than half of patients with aortic stenosis with an indication or potential indication of valve replacement are treated, Geoffrey A. Strange, PhD, FCSANZ, said at a press conference at the Congress of the European Society of Cardiology. An AI-based decision support system could better identify patients at risk of death, he said.

Heart Matrix_Adobe Stock
Source: Adobe Stock

“The decision support algorithm correctly identified patients at significant mortality risk, so among those with moderate disease – 1.4% of the population – when validated against a large database, we were able to show 56% mortality over 5 years,” Strange said. “In the severe group, we were able to show 67% mortality at 5 years. Within this severe group, there were two cohorts: one that met current guidelines for severe aortic stenosis, and another that fell just outside the guidelines, but the AI ​​detected a similar risk profile within this population.

Formation of a new model

For the ENHANCED-AI study, Strange and colleagues analyzed data from 1,077,145 surveys of 631,824 adults at 23 centers in Australia from 1985 to 2019, with an average follow-up of 7.2 years (mean age, 61 years old). The researchers included 70% of the population in an AI training set and 30% of the cohort in a validation group to assess the performance of the algorithm. All data has been linked to the National Death Index of Australia.

“We had a six-step process to train the algorithm,” Strange said. “The raw data from the million studies, an imputation model to support the discrete nature of echocardiography, the neural network, a Gaussian distribution of the result, an error calculation of this result, and backpropagation.”

The 5-year mortality rates were 22.9% in the low-probability group, 56.2% in those with moderate to severe aortic stenosis, and 67.9% in those with severe aortic stenosis.

Compared to the low probability group, people with moderate to severe aortic stenosis were almost twice as likely to die within 5 years (OR=1.82; 95% CI, 1.63-2.02; P .001). People with severe aortic stenosis were almost three times more likely to die within 5 years compared to the low probability group (OR=2.8; 95% CI, 2.25-3.06; P .001).

“We were able to demonstrate that the algorithm’s ability to place different patients into different risk ‘compartments’ was also associated with long-term survival outcomes,” Strange said.

In analyzes that stratified the two severe aortic stenosis groups, patients who met guidelines for severe aortic stenosis (n=2081) were only 26% more likely to die within 5 years compared to patients identified as high risk by decision support tool (n=711 OR=1.26 95% CI: 1.04-1.53; P= .021).

Predict risk in the workflow

During a Q&A session after the press conference, Strange said the decision support algorithm can be deployed directly into an echocardiography lab database.

“What we plan to do in the future is make sure there’s an alert system in the echo reports themselves,” Strange said. “This algorithm would be deployed either in retrospective time after a week or a month, depending on the establishment’s workflow, but also in real time to signal an alert to the declaring doctor.”

Russia blocks approval of final document at UN conference on nuclear treaty

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UNITED NATIONS (AP) — Russia on Friday night blocked an agreement on the final document of a four-week review of the UN treaty seen as a cornerstone of nuclear disarmament that has criticized its military takeover of the most Europe’s largest nuclear power plant shortly after Russian troops invaded Ukraine, an act that raised fears of a nuclear disaster.

Igor Vishnevetsky, deputy director of the Russian Foreign Ministry’s Non-Proliferation and Arms Control Department, said at the latest delayed meeting of the conference reviewing the 50-year-old nuclear non-proliferation treaty that “unfortunately , there is no consensus on this document”. He insisted that many countries – not just Russia – disagreed with “a whole host of issues” in the latest 36-page draft.

The final document required the approval of all countries in the conference who are parties to the treaty aimed at curbing the spread of nuclear weapons and ultimately achieving a world without them.

LOOK: IAEA chief discusses Iran nuclear deal, fighting near Ukraine’s Zaporizhzhia plant

Argentinian Ambassador Gustavo Zlauvinen, chairman of the conference, said the final draft represented his best efforts to respond to the differing views and expectations of the parties “for a gradual outcome” at a time in history when “our world is increasingly wracked by conflict, and, most alarmingly, the ever-growing prospect of the unthinkable nuclear war.

But after Vishnevetsky’s speech, Zlauvinen told delegates: “I see that at this stage the conference is not able to come to an agreement on its substantive work.”

The NPT Review Conference is supposed to be held every five years, but has been delayed due to the COVID-19 pandemic. This marked the second failure of its 191 states parties to produce an outcome document. The last review conference in 2015 ended without an agreement due to serious differences over the establishment of a zone in the Middle East free of weapons of mass destruction.

These differences have not gone away but are being discussed, and draft final documents obtained by The Associated Press reportedly reaffirmed the importance of establishing a nuclear-free zone in the Middle East. It was therefore not seen as a major stumbling block this year.

The issue that changed the dynamics of the conference was Russia’s February 24 invasion of Ukraine, which prompted Russian President Vladimir Putin to warn that Russia is a “mighty” nuclear power and that any attempt interference would lead to “consequences that you have never seen”. .” He also put the Russian nuclear forces on high alert.

Putin has since backed down, saying “a nuclear war cannot be won and must never be fought”, a message reiterated by a senior Russian official on the opening day of the NPT conference on August 2.

But the initial threat from the Russian leader and the occupation of the Zaporizhzhia nuclear power plant in southeastern Ukraine as well as the takeover of the Chernobyl nuclear power plant, scene of the world’s worst nuclear disaster in 1986, rekindled global fears of a new nuclear emergency.

The four references in the draft outcome document to the factory in Zaporizhzhia, where Russia and Ukraine accuse each other of bombing, would have caused NPT parties to express “serious concern about military activities” in or proximity to the facility and other nuclear power plants.

He also reportedly acknowledged Ukraine’s loss of control and the International Atomic Energy Agency’s inability to guarantee the safety of the plant’s nuclear materials. He backed IAEA efforts to visit Zaporizhzhia to ensure there is no diversion of its nuclear materials, a trip the agency’s director hopes to organize in the coming days.

The draft also expressed “serious concern” about the security of Ukrainian nuclear facilities, particularly in Zaporizhzia, and underlined “the paramount importance of ensuring control by the competent Ukrainian authorities”.

READ MORE: Fears of radioactive leak grow near Ukrainian nuclear power plant

After the conference failed to adopt the document, dozens of countries took the floor to express their views.

Indonesia, speaking on behalf of the Non-Aligned Movement comprising 120 developing countries, expressed disappointment at the failure, calling the outcome document “of utmost importance”.

Yann Hwang, French Ambassador to the Conference on Disarmament in Geneva, read a statement on behalf of 56 countries and the European Union reaffirming its unwavering support for Ukraine and deploring “the dangerous nuclear rhetoric, actions and statements provocative statements by Russia regarding the raising of its nuclear alert level”.

The countries expressed deep concern that Russia is undermining international peace and the goals of the NPT “by waging its unlawful war of aggression against Ukraine.”

Deputy head of the Russian delegation, Andrei Belousov, said the conference had become a “political hostage” to countries that were “poisoning the discussions” with political language on Ukraine and determined “to settle accounts with the Russia by raising issues that are not directly related to the treaty.”

“These states, namely Ukraine and supporters of the Kyiv regime, bear full responsibility for the lack of a positive end result,” he said.

Adam Scheinman, the U.S. special representative for nuclear nonproliferation, noted that the final draft never named Russia, and he said he understated the situation at the Zaporizhzhia plant.” and failed to recognize what we all know to be true – that the risk of radiological disaster only exists because of Russia’s war of choice.

“Russia is the reason why we don’t have a consensus today,” he said. “The last minute changes requested by Russia were not minor. They were intended to protect Russia’s obvious intention to wipe Ukraine off the map.

Under the provisions of the NPT, the five original nuclear powers – the United States, China, Russia (then the Soviet Union), Great Britain and France – agreed to negotiate with a view to eliminating one day their arsenals and the nations without nuclear weapons promised not to acquire them in exchange for a guarantee to be able to develop nuclear energy for peaceful purposes.

The draft outcome document would have expressed deep concern “that the threat of the use of nuclear weapons today is higher than at any time since the heights of the Cold War and the deterioration of the international security environment”. . He would also have committed the parties to the treaty “to do everything possible to ensure that nuclear weapons are never again used”.

Rebecca Johnson, a British nuclear analyst and co-founder of the International Campaign to Abolish Nuclear Weapons, which won the Nobel Peace Prize in 2017, said that “after weeks of wartime negotiations, global risks unprecedented and increased nuclear threats, it is clearer than ever now that nuclear abolition is urgent and necessary.

Daryl Kimball, executive director of the Washington-based Arms Control Association, said: “This NPT conference represents a missed opportunity to strengthen the treaty and global security by agreeing on a specific action plan with benchmarks. and timeliness which is essential to deal effectively with the growing dangers of the nuclear arms race and the use of nuclear weapons.

Faster debt relief needed as more countries seek help, says IMF’s Gopinath

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More countries are likely to seek debt relief because a stronger dollar makes repayments more difficult, and the agenda rich countries have to help poorer ones needs to be faster and broader, the deputy chief said. of the International Monetary Fund.

About 60% of low-income countries are at high risk or already in debt distress, and about 20 emerging markets have debt trading at distressed levels, First Deputy Managing Director Gita Gopinath said in an interview with Michael McKee on Bloomberg Television on Friday. .

“We will probably see more countries in need of debt relief,” she said.

The surge in prices triggered a series of interest rate hikes around the world by central banks, led by the aggressive actions of the Federal Reserve, which inflated the dollar. Meanwhile, developing countries have amassed a quarter of a trillion dollars in troubled debt that threatens to create a historic cascade of defaults.

“The depreciation of emerging market currencies against the dollar has inflationary consequences,” Gopinath said. “It makes monetary policy for them much more difficult at the moment and there are countries that have borrowed in dollars, it makes it difficult for them to repay.”

The worsening debt burden comes after the expiry in December of the so-called Common Framework adopted by the Group of 20 to suspend or reorganize debt repayments for low-income countries during the Covid-19 pandemic. The framework incorporates the Paris Club of mostly wealthy creditor countries as well as China, which is not a member but is the world’s largest official bilateral lender.

“Much faster action is needed, and the scope of the framework needs to be extended to middle-income countries,” Gopinath said.

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Study suggests strategy to ease stress-related anxiety and alcohol use

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COLUMBUS, Ohio — Clinicians and researchers have known for some time that uncertainty fuels anticipatory anxiety — that heightened sense of caution and alertness when danger lurks. Although uncertainty is universally unpleasant, some people are particularly sensitive to uncertain threats in their environment. This sensitivity can manifest as chronic anticipatory anxiety and, for some, excessive alcohol abuse.

“There are now drugs to treat anxiety and alcohol use disorders, but they are only modestly effective and don’t work for everyone,” said lead author Stephanie M. Gorka, associate professor in psychiatry and behavioral health and a researcher specializing in anxiety and addiction. troubles. “There is an urgent need for new, more effective drug therapies for these often-related conditions,” she added.

This study was designed to show whether antagonism of the human orexin system reduced objective markers of anticipatory anxiety in the laboratory. Suvorexant, an FDA-approved drug for the treatment of insomnia, has been used to manipulate the orexin system in human volunteers. Orexins are small molecules, or peptides, which are produced in the hypothalamus and regulate a range of processes such as wakefulness, arousal, energy metabolism and stress responses.
“Our results suggest that a single dose of an antagonist of the orexin system alleviates anticipatory anxiety,” said lead researcher Dr. K. Luan Phan, professor and chair of the Department of Psychiatry and Behavioral Health at Ohio State. “The results are particularly important because they suggest that the orexin system is a promising target for the development of next-generation drugs.”

The proof-of-concept study involved 21 healthy volunteers who received either the drug or an identical-looking sugar placebo. Two hours after receiving the tablets, the volunteers were given a lab task designed to induce anticipatory anxiety using the threat of a mild electric shock to the wrist.

The test included three conditions: anticipation of a predictable shock, anticipation of an unpredictable shock and no shock. A computer screen displayed text telling the volunteer what condition he was in. The amplitude or strength of the human startle reflex was recorded under each of the three conditions. Blinking is a well-validated marker of current anxiety levels in humans and animals.

A digital countdown timer was used to manipulate the predictability of the electric shock. During the predictable shock condition, participants were informed that a shock would be delivered each time the countdown reached “1”. During the unpredictable shock condition, shocks were delivered randomly so that the timing was uncertain, leading to increased anticipatory anxiety. No shock was delivered during the no-shock condition.

In addition to measuring eye blinking during the task, the researchers used questionnaires to assess subjective drug effects and participants’ mood states during the study.

“Although preliminary,” Gorka said, “our results suggest that orexin antagonism strongly attenuates anticipatory anxiety in response to uncertainty. This could be a promising strategy for treating anxiety disorders and possibly stress-related alcohol consumption Further research is warranted and our lab plans to continue this important line of work.

The collaborators on this Ohio State study were Kia J. Khorrami and Charles A. Mangler.

The study was funded by the Ohio State University Department of Psychiatry and Behavioral Health.

# # #

Written by Darrell Ward, [email protected]

Media Contact: Eileen Scahill, Wexner Medical Center Media Relations, [email protected]

Coating Systems Market Expected To Rise To A

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Luton, Bedfordshire, UK, August 26, 2022 (GLOBE NEWSWIRE) — Accuracy Consultancy, the market research and consultancy wing of Improve Digital Consultancy Private Limited has completed and published the final copy of the detailed research report in the coating systems market.

From 2022 to 2029, the coating systems market is expected to grow at a CAGR of 5.6%. From 221.28 billion USD in 2020, it is expected to exceed 362 billion USD by 2029.

A non-load-bearing layer called sheathing is used to cover the exterior of a building to shed water and protect it from the effects of the elements. Siding systems can consist of vertical or horizontal planks, sheets or smaller overlapping panels like tiles and shingles. The effectiveness of these systems, which use various techniques to keep rain and wind out of joints, varies depending on the direction, speed and intensity of the wind and the amount of rain exposure. The market is witnessing an increase in demand for cladding systems as they allow buildings to have exterior shielding and insulating cladding.

One of the key elements expected to support the expansion of global market revenue is the increasing number of construction plans in the world. Vinyl is typically used in a residential application due to its attractive appearance and finish, but siding can also be done using other materials such as wood, metal, etc. Coating Systems Market over the forecast period.

The current situation, with the development of the construction industry, has created a demand for attractive and energy-efficient buildings, which has opened up the market for coating systems.
The demand for improved cladding options and innovations is growing with increasing demand for energy efficient buildings, better insulation and optimal use of natural resources. The coating systems market is expected to enjoy growth prospects due to all these aspects.

Get a sample PDF brochure:

https://accuracyconsultancy.com/reports/5862/cladding-systems-market/#request-a-sample

Report scope

Attributes Details
Forecast period 2022 to 2029
Rate of growth 5.6%
Estimated market value 221.28 billion in 2020
Expected market value 362 billion by 2029
Analysis duration 7 years
Number of pages 138
Number of figures and tables 28 and 198
Company analysis more than 10

Regions covered

North America
Europe
Asia Pacific
South America
Middle East and Africa

Countries covered

United States, Canada, Mexico, Japan, South Korea, India, Australia, ASEAN and rest of APAC, United Kingdom, Germany, France, Italy, Spain, Russia and rest of Europe, Brazil, Argentina and rest of South America, Turkey, United Arab Emirates, Saudi Arabia, South Africa and rest of MEA

Regional scope

Due to its market dominance and 34% share of global revenue in 2021, the Asia-Pacific region has benefited from rising per capita income, rapid urbanization and growing demographics, as well as increased construction activity in emerging economies such as China, India and China. Japan.

Due to increasing residential demand and government measures to improve social infrastructure in the United States and Canada, the North American siding market is expected to expand significantly over the projected period. Additionally, raising consumer awareness of the benefits of weather protection for buildings will help the industry grow.

An increase in commercial construction activity is expected to increase demand for coatings in Europe over the projected period. Demand for the product is also expected to increase throughout the projected period due to an increase in the use of cladding to enhance a structure’s visual appeal.

Due to factors such as an increase in investments, an increase in oil production and better weather conditions, which are expected to drive the need for coating, the construction sector in the Middle East and Africa is expected to experience a rebound in growth over the projection period.

Drivers

The growing infrastructure and construction sectors are expected to be major drivers for the expansion of the coating systems market. In order to protect the original structure of the building, coating systems are used in a variety of construction projects. These layers provide the building with increased aesthetics, weather protection and thermal insulation. In order to produce coating systems, strong materials such as steel, copper, aluminum, polymers and fiber cement are used.

The coating systems market is expected to grow rapidly due to significant growth in infrastructure and development activities across the globe. The coating systems market is expected to grow rapidly due to significant growth in infrastructure and development activities across the globe. For example, according to the US Census Bureau, the amount invested in residential construction nationwide in 2016 and 2018 was approximately US$473,687 million and US$546,136 million, respectively. This increased expense has increased the need for coating systems.

Opportunities

There are several growth prospects in the coating systems market through innovation. The introduction of an advanced coating system will secure the future of the market. Moreover, the current upward trend in demand will continue. The adoption of eco-friendly cladding panels will attract a lot of attention in the years to come. Users will be interested in cladding system panels made from recycled paper and agricultural waste.

The launch of these eco-friendly coating systems will open new opportunities for growth during the forecast period. Moreover, major players in the coating systems market are striving to offer durable coating systems. In the construction sector, the durability of cladding panels is crucial. Future growth prospects will be driven by the introduction of these new products. These hybrid siding panels are heat, chemical and corrosion resistant. The many growth prospects of the coating system will result in market growth.

Recent Industry Developments

Glen-Grey Corporation’s first ceramic coating system, erracade, was created in December 2020 with the two innovative problem-solving uses in mind. The new cladding system can accommodate a variety of architectural design types as it is fire resistant, low maintenance and flexible.

Browse detailed search information with TOC:

https://accuracyconsultancy.com/reports/5862/cladding-systems-market/

Main key players

  1. DOW INC.
  2. COMPANY OF SAINT-GOBAIN SA
  3. TATA STEEL LIMITED
  4. ARCONIC
  5. WESTLAKE CHEMICAL
  6. ETEX-GROUP
  7. JAMES HARDIE INDUSTRIES PLC
  8. CSR LIMITED
  9. NICHIHA COMPANY
  10. BORAL LIMITED

Who should buy?

  • Manufacturing and construction manufacturers
  • Coating system suppliers
  • Machinery and equipment companies
  • Investors
  • Manufacturing companies
  • End user companies
  • Research institutes
  • Machinery & equipment

Key segments of the global coating systems market

By material

  • Ceramic
  • Brick & Stone
  • Metal
  • Wood
  • Vinyl
  • Stucco and EIFS
  • fiber cement
  • Others (concrete and cladding)

By use

  • Walls
  • Rooftops
  • Others (vents and gutters)

By request

  • Residential
  • Non-residential

By region

  • North America
  • Europe
  • Asia Pacific
  • South America
  • Middle East and Africa

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insulation products market

The global insulation products market is expected to grow at a CAGR of 5.7% from 2022 to 2029. It is expected to reach over USD 85.53 billion by 2029, from USD 52.38 billion in 2020.

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Regents OK $100 million to support UT Tyler School of Medicine

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This medical school will be the first for Northeast Texas and the seventh for the University of Texas system.

TYLER, Texas — The University of Texas System Board of Trustees on Thursday approved $100 million over the next 10 years to fund expenses associated with starting the medical school at UT Tyler.

The board announced that the funding will go towards capital expenditures to ensure the new medical school has the right environment to attract and retain outstanding medical school faculty and students. It will also help improve biomedical research and core residency programs.

“The opportunity for the Regents to reinvest in this unique opportunity to improve the quality of life and health of the people of East Texas is gratifying,” said Kevin P. Eltife, Chairman of the Board of administration of the UT system. Regents.

This medical school will be the first for Northeast Texas and the seventh for the University of Texas system. The future faculty of medicine should welcome its first promotion next summer.

“The Board of Regents has once again reinforced its commitment to the health of Texas at every possible opportunity,” said UT System Chancellor James B. Milliken. “This latest allocation reflects the focus on East Texas as a vital region for high-quality medical education and healthcare delivery, and today’s decision by the Regents represents a further demonstration of their commitment.”

UT Tyler President Dr. Kirk Calhoun said he and the UT Tyler community are grateful to the Regents for “constantly and generously ensuring that (the) new medical school is ready for the most successful launch imaginable”.

RELATED: UT Tyler School of Medicine Receives Preliminary Accreditation to Begin Student Recruitment

RELATED: UT Tyler School of Medicine Receives $10 Million to Support Mental Health Education

Close the door to Russian tourists – POLITICO

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Dmytro Kuleba is the Ukrainian Foreign Minister.

Since Ukrainian President Volodymyr Zelenskyy suggested Banning Russian tourists from traveling to Europe and beyond about a week ago, the idea gained momentum within the European Union, while sparking heated debate.

Simply put, Russian tourists, business people and students should be banned from traveling to the EU and G7 countries. It is an appropriate response to Russia’s genocidal war of aggression.

“But why punish ordinary Russians? some ask. Because an overwhelming majority of them support this war, applaud the killing of Ukrainian civilians, praise the missile strikes on Ukrainian cities and deny Russian war crimes.

And while the legal responsibility for the crimes committed is, indeed, individual, there is also a common social responsibility that all Russians should bear for the horrors that have been inflicted on Ukraine.

Yet the massive popular support in Russia for the war is a sad reality that not all European leaders seem ready to appreciate.

For example, German Chancellor Olaf Scholz continues to cling to his concept of “Putin’s war”. But Germans know better than anyone that common social responsibility exists, that assuming common guilt is the only way to overcome the common mistakes of the past. Germans have borne the guilt for what their country did in World War II for generations.

But the Russians haven’t even started. In fact, they go in the opposite direction. Let’s take off the rose-colored glasses and wake up to the reality of Russian fascism. To blame only President Vladimir Putin is dangerously naïve. Russia will not change until generations of Russians take common responsibility and guilt for what their country has done.

It is therefore imperative that all EU and G7 countries stop issuing tourist visas to Russians as a first step, to sober them up.

They must be denied the right to cross international borders until they learn to respect them.

It is true, of course, that a small minority of Russians oppose Putin and the war on Ukraine. Some of them risk being persecuted at home and must retain the possibility of seeking asylum. I am confident that all necessary procedures for the few vulnerable people will remain in place.

German Chancellor Olaf Scholz | John MacDougall/AFP via Getty Images

Likewise, entry for humanitarian reasons should also remain possible. But tourism and non-essential travel must stop now. The Russians who support the war will only have to decide: do they want to destroy Europe or spend a holiday there?

It is important to understand that those who support aggression against Ukraine, with the use of missiles and tanks, also support Russia’s aggression against Europe and the West by militarizing energy to trigger rising gas prices and inflation, fomenting political instability.

A Russian tourist taking a smiling selfie at the Brandenburg Gate or the Eiffel Tower is most likely someone who also adores Putin and wants Europeans to freeze this winter.

Take, for example, Russian pop star Philip Kirkorov who, accompanied by propaganda media, visited a military hospital in occupied Crimea to support wounded Russian soldiers, shortly before traveling to Las Vegas and Monaco to enjoy sumptuous holidays.

People like him retain their right to hypocrisy thanks to the misleading narrative of ‘Putin’s war’.

Such Orwellian doublethink is essential for any dictatorship, and Russian whataboutism is a crucial part of this double reality. For example, while Putin’s supporters may want Russia to be a world power, they simultaneously support policies that lead it to North Korea-like isolation. Although they want everyone to respect them, they themselves are disrespectful to others. And even though they can talk for hours about American wars, they support their own country’s invasion of Ukraine without even trying to create a casus belli.

Experiencing such a double reality is quite common for Russians – generations did just that in the Soviet Union. And Russia has never come to terms with its totalitarian past. He never assumed guilt for Soviet crimes after the collapse of the USSR. A poll conducted by the Levada Center last year showed that around 60% of Russians still have a positive opinion of Stalin. It is therefore not surprising that modern Russian propaganda has managed to split Russian minds in two so easily.

Russian musician Philip Kirkorov | Kevin Winter/Getty Images

And no other subject reveals Russian doublethink better than the attitude of its citizens towards Europe. They somehow manage to envy the well-being of Europeans and hate it at the same time. They like to humiliate European values ​​and fantasize about the imminent collapse of Europe, but they prefer to spend their holidays in Biarritz and send their offspring to school in London.

This double standard cannot last and banning their tourist trips will put an end to the ambiguity. Having it both ways shouldn’t be an option.

There is also a very practical side to this debate in terms of security. Russians are at high risk for hate crimes and conflict, especially now, when they are brainwashed daily with aggressive propaganda. They are already known for their notorious behavior in resorts and global tourist spots, but now those risks are even higher. Denying them will increase safety and reduce crime.

Tourism is an achievement of peace and humanity. Belligerent nations that break international peace must lose access to the privileges of peaceful coexistence.

This is exactly why, at the end of April, the United Nations World Tourism Organization (UNWTO) suspended Russia by an overwhelming majority of votes, far exceeding the required two-thirds threshold.

Following the vote, UNWTO Secretary General Zurab Pololikashvili said: “Tourism is a pillar of peace and international friendship, and UNWTO members must uphold these values ​​or suffer the consequences.” , without exception. This Emergency General Assembly shows that Russia’s actions are indefensible and contrary to the very principles of UNWTO.

Ukraine is now actively working with EU and G7 partners to persuade them to refuse Russian tourists. We see it as one of the most effective personal sanctions against Russia. Unlike some other restrictive measures, it costs next to nothing, enhances security, requires no additional legislation and sends a strong signal to all Russians. He says Putin and his followers have closed Russia’s door to Europe.

Palladium miner distributes profits to First Nations

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Impala Canada, operator of the Lac Des Iles (LDI) mine near Thunder Bay, signed a community benefits agreement with Fort William First Nation earlier this month.

The mining company and the community posted a notice of the agreement and the August 11 signing ceremony on Facebook on August 19.

The event, held at the Fort William First Nation Band Office, involved Chief Peter Collins and Impala Canada CEO Tim Hill.

According to Impala, the agreement provides a framework for ongoing consultation, communication and support for ongoing operations at the mine.

The company said the agreement is “rooted in fundamental respect for the heritage and culture of the Fort William First Nation, and recognizes the past, current and future socio-economic benefits of the LDI to the community, such as as employment, education and training, and business and contracting opportunities.

“We now have a formal agreement that sets out how we can together create new opportunities for shared prosperity and a positive future for our communities.”

LDI employs more than 700 people in its underground palladium operation, 90 kilometers northwest of the city. The company is a major contributor to Thunder Bay’s economy in terms of sourcing local supplies, services and labor.

What’s New at UTSA as Over 34,000 Roadrunners Start Classes Today | UTSA today | UTSA

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BACK TO CLASS


AUGUST 22, 2022 — The fall semester is officially underway, as today marks the first day of classes for over 34,000 UTSA students. Undergraduate, master’s and doctoral students will pursue studies in more than 180 programs to become leaders in tomorrow’s workforce.

Some of these study programs are new to the university. Starting this fall, UTSA is offering a BS in Applied Cyber ​​Analytics that will give students the skills to secure data and analyze potential threats attempting to penetrate data networks. Graduates of this program will learn cloud security, risk management, and threat intelligence. By training in data analytics and cyber security, they will gain an understanding of the cyber domain and its unique data sets and business intelligence needs.

Another new Bachelor of Science degree, in Neuroscience, is offered by the College of Science. The degree program gives students the opportunity to explore brain function and disease across multiple disciplines, including neurobiology, psychology, and computer science. The undergraduate degree is exceptional preparation for graduate school, medical or dental school, as well as a wide range of careers in biotechnology, education, artificial intelligence and other professions in the field. health.

The College of Education and Human Development will also launch its new BA in Equity and Education. Students in this program will explore what it means to be a culturally sensitive community change agent through innovative coursework and hands-on experiences. The professional knowledge and skills provided in this new degree program will prepare graduates to work with diverse learners in diverse school settings.

In addition to these new undergraduate programs at UTSA, the Margie and Bill Klesse College of Engineering and Integrated Design is launching a new MS in Aerospace Engineering. The MSc is designed to prepare degree-seeking students or degree holders in mechanical engineering or a related field with the fundamental engineering knowledge necessary for a successful career in the aerospace industry.

Along with new curricula, nearly 100 new full-time faculty debut in UTSA classrooms today. Marking another year of outstanding new recruits, they bring their talents from a host of prestigious institutions across the country and around the world. Notably, within this cohort, more than 75% of tenured and tenure-track faculty graduated from Carnegie R1 Research Institutes.

UTSA also welcomes students to the university’s Southwest campus, following the university’s integration with the Southwest School of Art. In July 2022, UTSA warmly welcomed six faculty and 25 staff members to the university who will primarily support students at South West Campus. The new campus reaffirms UTSA’s commitment to supporting the long-term continuity of high-quality arts education for the benefit of the entire San Antonio community – from youth to lifelong learners – and to honor and preserve the beauty and history of the campus. The site promotes education and enrichment and is located near other cultural and arts centers, including the Tobin Center for the Performing Arts.

UNFPA Pacific supports drought-affected women and girls in Tuvalu – Tuvalu

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Extended La Nina in the South Pacific region has impacted rainfall in Tuvalu, and there are fears that increasing water scarcity within Tuvalu communities will have a disproportionate negative impact on women, girls and children. other vulnerable populations. UNFPA, the UN Agency for Sexual and Reproductive Health, is supporting the Government of Tuvalu in the drought response, including the integration of integrated gender-based violence and sexual and reproductive health measures into response, and calling on humanitarian/development partners for concerted action and increased assistance in this regard.

Tuvalu’s islands of Nanumea, Niutao, Nui experienced drought. Naumaga, Nukufetau and Funafuti Islands are on high alert, and three outer islands of Vaitupu, Nukulaelae, Niulatika are also being closely watched. According to Tuvaluan authorities, the rainfall forecast for August and September 2022 is expected to be below normal. Drought, like all other humanitarian emergencies, affects people differently. For women and girls in Tuvalu – who make up 48% of the population – this can mean an increased risk of violence, including physical, sexual and emotional abuse and reduced access to resources. The evidence shows that limited access to clean water will indeed increase intimate partner violence and other gender-based violence. The recent Multiple Indicator Cluster Survey 2019-2020 indicated that 38.1% of Tuvaluan women served (aged 15-49) have experienced physical violence and 15.7% have experienced sexual violence in their lifetime . In the 2007 Tuvalu Demographic Health Survey, 47% of women surveyed said they had experienced violence.

In response to the drought in Tuvalu, UNFPA Pacific offered technical assistance to address gender-based violence in emergencies (GBViE), including integrating GBV-related assessment questions into tools assessment and development of key advocacy messages on GBViE, as well as providing support to civil society and local organizations to review existing GBV referral pathways to adapt to the drought context . The systematic provision of quality services and information and the strengthening of national mental health and psychosocial support (MHPSS) capacities to these women and girls who are victims of violence are also crucial.

Furthermore, in order to ensure that gender-based violence is not treated as a separate issue but rather integrated as a cross-cutting concern for all sectors, UNFPA with its technical capacity and as the secretariat of the sub -GBV cluster at regional level, stands ready to provide technical and coordination support to integrate and integrate GBV into multi-sector responses to Tuvalu drought response, including for orientation of front line service providers Prevention of Sexual Exploitation and Abuse (PSEA) line.

Further away, with a lack of water, women and girls will face increasing challenges in continuing to meet their sexual and reproductive health, menstrual and hygiene needs as well. Menstrual and hygiene supplies may become more difficult to acquire if more emphasis is placed on the physical water supply of sanitation within households and communities. To help menstruating people manage their periods safely and with dignity, UNFPA stands ready to deploy Dignity Kits, Menstrual Hygiene Management Kits, Dignity Kits for Women with Disabilities, and supplies and interagency reproductive health commodities, in collaboration with UNICEF and other development partners.

UNFPA’s support to the drought response in Tuvalu is part of its Accelerated Pacific initiative to advance humanitarian preparedness and response in the region, with a particular focus on GBV risk mitigation, GBViE coordination and continuity of essential services during emergencies. Much of this area of ​​UNFPA Pacific support has been made possible through the generous support of the United States Agency for International Development (USAID).

UNFPA appreciates the Government of Tuvalu for its strong leadership and management oversight in ensuring timely and effective measures are taken for the drought response, and stands ready to offer its support to minimize risks, building resilience and ensuring the well-being and dignity of vulnerable people. groups, especially women and girls.

Tinubu absent as Peter Obi and Atiku speak at NBA conference

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Bola Tinubu, the All Progressives Congress (APC) presidential candidate, did not attend the 62nd Annual Conference of the Nigerian Bar Association (NBA) on Monday.

His main opponents, Atiku Abubakar of the People’s Democratic Party (PDP) and Labor Party flag bearer Peter Obi, were all present at the event which took place in Lagos.

Reportedly, Tinubu’s running mate Kashim Shettima was present at the event.

The arrivals of politicians rocked the auditorium as their supporters saluted their 2023 presidential candidates with enthusiastic applause.

A video showing how former Anambra State Governor Obi was cheered on by the crowd during the conference is currently trending on social media.

Atiku, while delivering his speech, reiterated the need to restructure the country.

“I am a product of developed powers and I know what regional governments have done with these powers. That’s why I’m advocating for a restructuring,” he said.

In a post via his verified Twitter handle, Atiku said the acronyms; Unity-SEED represents unity, security, economics, education, and the devolution of power to states and local governments.

Read also: How social networks can impact election campaigns

Atiku noted that this would be the basis of his political framework if elected the next Nigerian President.

Atiku revealed that the five-pronged program is tied to the renaissance of Nigeria that the people are crying out for.

He tweeted: “I used the opportunity of the First Plenary Session of the 62nd NBA Conference to give Nigerian lawyers a glimpse of my bold policy framework which embodies unity, security, economy, education and the devolution of power to states and local governments, known by the acronym Unity-SEED.

“I have highlighted how interconnected these five policy prescriptions are. I assured them that a new Nigeria of our dreams is possible in the hands of a bold man of experience. Atiku tweeted.

Sharing risk in climate initiatives can generate sustainable returns – The Irish Times

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On July 18, Dublin’s Phoenix Park recorded the highest temperature since its weather station opened in the early 1880s. The catastrophic effects of climate change are becoming more apparent over the years and its impact is growing. come closer to us.

We know that a vast transformation is necessary. Our economy, and all others around the world, must go carbon neutral and drastically reduce greenhouse gas emissions. Governments undoubtedly have a vital role to play through their regulatory actions and programs. However, the public purse will not meet this challenge alone, nor should it be forced to do so.

Individual savers, pension plans and the asset management industry also have a vital role to play. Many Irish investors are beginning to take significant steps towards more sustainable investment portfolios. Consumer data illustrates a growing preference for sustainable products, services and solutions to life’s goals, and pensions are no different.

At Irish Life, we have already taken steps to manage the impact of our investment decisions on the environment across our proprietary portfolios, which are part of €40 billion of sustainably managed assets. Listed companies that lag behind the climate are underweighted; climate leaders are overweighted; and all are analyzed and actively pressured for continuous improvement.

Using carbon intensity as a benchmark for a portfolio’s impact on climate change, these portfolios have seen a reduction in intensity of more than 25% since 2019.

Ireland’s commitments to support the transition to a sustainable economy amount to €20 billion a year before many significant but unbudgeted costs are factored in. A major transformation is needed in our national economy – a transformation that we can neither avoid nor delay.

Substantial new investment to support Ireland’s transition to a low carbon economy is needed to ensure we can meet our climate change commitments. Critical areas include our transportation infrastructure, power generation and energy efficiency; our portfolio of residential, commercial and office buildings; water, waste and renewable energy companies; and agriculture and forestry.

In truth, every sector of our economy where carbon and greenhouse gas emissions are present requires drastic action to meet our climate challenges and commitments. These next steps will be difficult, but they are necessary and actually create an opportunity to reward invested capital and generate long-term income streams.

Most Irish investors still have a long way to go to fully participate in this new economy and enjoy the associated returns. However, there are immense investment opportunities for the private sector, given the innovation and technological developments needed for an effective transition..

These investment opportunities include the electrification of our public transportation system; charging infrastructure for our vehicles; conversion to solar energy of housing, air conditioning and heating for homes and offices; and technology for long-term energy storage. In Ireland, we are still in the early stages of the investment cycle for these critical initiatives.

Technological advances in carbon capture and hydrogen generation to manage costs and achieve efficiencies while reducing emissions, provide opportunities for further development and capital investment opportunities.

Overall, investors should also consider the risk of loss on capital that remains invested in assets and businesses that fail to make a meaningful transition.

The simplest analogy is often the one closest to home: our diesel and gasoline cars, our poorly insulated homes, our high-emission farms and businesses will all lose relative value over the next five to ten next few years, unless we manage to transition to a more sustainable future.

The same is true for our pensions and savings: if we do not take climate transition into account in the allocation of capital, we are very likely to suffer longer-term losses.

The immediate requirement is to accelerate the process of identifying and overcoming the obstacles preventing private capital – our pensions and our savings – from investing in the economy in transition. For example, most of our state’s pension capital is invested in the stocks of public companies listed on global stock exchanges and in bonds issued by governments and corporations. For the most part, these stocks and bonds can be bought and sold instantly – they are very liquid.

Most pension funds have a strong desire for highly liquid investments as this allows them to meet obligations (although in reality this flexibility is often not called upon). Thus, illiquidity is a barrier for pension funds investing in climate-focused infrastructure. Similarly, risk thresholds, duration and “J-curve” characteristics present barriers for some private sector investors.

While these issues represent a potential barrier to private sector investment, it is often a different set of challenges that are of greater concern to the state. The state, for example, has little need for high liquidity and can be very patient on “J-curve” investments. The greatest challenge for the state is often to mobilize resources, attract capital and support investments that do not fit naturally into the state balance sheet or into the public sector.

It is on these foundations – the common goal of investing in a more sustainable economy and achieving a complementary balance of our distinct investment criteria – that we can build a sustainable model of risk and reward sharing. Therefore, it is now appropriate for asset owners, pension plans and asset managers to work in partnership with government and develop risk-sharing strategies that support investment and better manage these barriers.

For example, a structure in which the state and private pension funds co-invest to support climate-focused solutions, and which includes measures in which the parties assume different elements of the liquidity premium, smoothed returns and /or different levels of capital is possible, if not essential, in order to maximize the capital available for Ireland’s transition.

The public and private sectors are already working in an integrated way to improve the coverage and adequacy of retirement savings. An incentive and progressive tax system supports our public and private pension sector. Further examination of risk-sharing opportunities would enable the national pension system to accelerate new economic growth and participate in more sustainable returns and a more sustainable future for all.

This is where the greatest opportunity lies, where long-term investors are most likely to be rewarded and where Ireland can clearly demonstrate international leadership in this essential transformation. Time is not our friend. The impact is getting closer to home.

Patrick Burke is Managing Director of Irish Life Investment Managers

What are PTSD flashbacks and how can you deal with them?

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If you are someone struggling with painful flashbacks of your trauma, there are treatment options that may be helpful to you. People who have been affected by trauma may benefit from psychotherapy, according to Discussion area. Cognitive-behavioral therapy (CBT) is strongly recommended by the American Psychiatric Association (APA) as one of the most effective methods for treating PTSD. During CBT, people living with PTSD can learn to alter their emotional associations to flashback triggers related to the initial traumatic event. A CBT counselor can help you plan and prepare for the next time you experience a flashback and can help you better understand the traumatic event. Stress inoculation training (SIT) is another form of CBT where a medical professional can teach you breathing techniques and other coping techniques to relieve symptoms.

In conjunction with therapy, there are self-care measures you can try to help you deal with flashbacks. Flashbacks usually have a specific trigger, such as encountering a person, place, or object that reminds you of the traumatic event (eg. GoodRx Health). By becoming aware of your unique triggers, you may be able to avoid unnecessary exposure to them. Keeping a journal is a great way to record your flashbacks and the triggers that led up to them. During a flashback, practicing mindfulness and using your sense of smell and touch with calming objects could help ground you.

The Ukrainian war started 6 months ago. We have 6 takeaways

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Comment

On February 24, the world united in horror as Russian missiles rained down on Ukraine. The United States, United Kingdom and European Union have launched sweeping sanctions against the Russian government and President Vladimir Putin. People lucky enough to live in a country that was not currently overrun were drawn to help in any way they could, whether it was donations of refugee essentials, charitable offerings or demonstrations. against invasion.

This coming Tuesday marks six months since that terrible day. The initial blitzkrieg is over, giving way to a slower attrition war in southern Ukraine. While the situation is no less dire, democratic governments may find it harder to convince their populations of this as they grapple with soaring energy and food prices. This is a good time to take stock of the results of the war, in six points from our many chronicles of writers around the world.

1. The innocent toll is painful

Although the worst month of civilian casualties seems to be behind us, hundreds of Ukrainian civilians continue to lose their lives each month and many more are injured:

2. Millions of refugees are scattered across Europe

Before the start of the war, it was estimated that between 1 and 5 million refugees could flee Ukraine. This prediction turned out to be too conservative. There are currently around 6.7 million registered refugees scattered across Europe, not counting those who have returned home – UNHCR has recorded around 11 million border crossings from Ukraine and 4.7 million crossings to the country.

3. Global support for Ukraine is fading

The horrors unfolding in Ukraine have brought the democratic world and its public closer together. In the UK, where I am based, Ukrainian flags are still flying as a sign of moral support. Governments sent billions of dollars to Ukraine in military, humanitarian and financial aid and imposed sanctions on Putin and his enablers.

But that hasn’t stopped the bloodshed and, as the editors point out, public support will wane as the war drags on, especially as nations struggle to deal with domestic issues such than the soaring cost of living. In a May poll of 10 European countries, 42% of respondents said their governments paid too much attention to Ukraine compared to their problems.

4. Putin is winning the energy battle

Of course, many of Europe’s problems stem from the same enemy as Ukraine’s: Putin. While it sends bombs into Ukraine, it also succeeds in militarizing energy supplies.

The outlook for energy markets is quite bleak. Javier Blas writes that whichever indicator you use, Putin is winning the energy battle. Russia still earns hundreds of millions of dollars every day selling oil to fund the invasion. That means it can afford to forgo revenue from natural gas sales and put even more pressure on Berlin, Paris and London, which are bracing for massive energy price increases and shortages. Germany’s benchmark electricity price for the year ahead has climbed to a record high over the past six months and shows few signs of slowing down:

Germany has done a good job of filling its gas stocks, with a target of 95% filling by November now looking achievable. But Julian Lee says the risk of a cold, dark winter plagued by power outages remains very real for many on the continent. That’s because physical availability is only one part of the equation, the other is price – and that gets tricky. Kosovo is already imposing power cuts after its distributor ran out of money to import electricity from Albania. Over the next six months, it’s likely more countries will follow suit – the UK is already predicting blackouts in January.

5. Switzerland is still neutral, and that’s good

The position of the democratic world against the Russian atrocities raises a delicate question about one country in particular: Switzerland. Neutrality has been part of the Swiss national identity for centuries, but can it really remain neutral and claim democratic and humanitarian values ​​in the face of this invasion? Andreas Kluth says it has to. After all, peace will eventually have to be negotiated, and for that, a truly neutral framework is essential. Lake Geneva is currently the best option we have.

6. The next six months will be very different from the first six

What next? On the subject of war, Hal Brands wrote earlier this month that the war was now entering a decisive third phase. To recap, phase one was Russia’s blitzkrieg failure and phase two was Moscow’s push to seize the entire Donbas region along the border.

The third phase will include a Ukrainian counter-offensive in the south. If he can regain enough territory, time will be on his side. It will be as much a question of psychology as of tactics.

Putin, meanwhile, has been so focused on reinventing the past and surviving the present for six months that he has forgotten about the future. So far he has managed to maintain apparent public support:

It’s mainly because the Russians don’t expect to pay the price for this war. But it’s inevitable that reality will eventually bite, says Clara Ferreira Marques – and hard. The country faces a future of shoddy products with low safety standards, paltry foreign direct investment and declining real incomes. McDonald’s, for example, has been replaced by Vkusno i Tochka, but there are no fries.

It is reminiscent of the end of the Soviet Union, if it ever really ended. The union itself may cease to exist, but war is only the latest and worst of its death pangs. Brands explains that Ukraine’s declaration of independence in 1991 contributed to the initial dissolution of the regime. It is sadly symbolic that Ukraine is now at the center of Putin’s desperate attempt to reassert Russian dominance.

It’s safe to say that the past six months have changed countless lives – and the world order – immeasurably. The only thing to say for sure is that the next six months threaten to do the same.

Russian émigrés would do well to accept that many European countries have good reasons not to welcome Russian tourists, says Russian émigré Leonid Bershidsky.

Maria Tadeo has already started writing her Christmas list. First element: a confrontation with reality for Europe.

Britain could have another crisis on its hands unless it fixes its booster vaccine strategy. Therese Raphael gets the information from Sam Fazeli.

More data from Bloomberg Opinion:

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“A lot of requests for money are coming”: how many Bucovinians will be able to get grants to start their own business

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The program has been running for over a month “Work“where you can apply for a grant to set up your own business.

A total of 748 applications for state grants have already been approved in Ukraine. 172.5 million hryvnias will be transferred to them, as reported in the “MB” publication.

For data “savings bank“, in Bukovini, 131 people submitted applications for robots, programs. Among them, all stages of verification passed 89 applications worth 20.6 million hryvnias.

Among the candidates, 68% have a positive commercial reputation, 32% a negative reputation.

84% of applicants spend the amount of the grant on the purchase of equipment, 15% on the purchase of raw materials and materials, 1% on the rental of equipment.
Among them 58% – OFAP, 32% – natural persons and 10% legal persons.

Another direction in terms of the number of applicants is support for processing companies. Residents of Bucovinci submitted 15 grant applications in this area. Among them, 11 requests were satisfied.

With the help of the funds received, the Bucovinians are modernizing their own enterprises for the production of finished products.

In addition, three applications came from agrarians for subsidies for the development of greenhouse agriculture and horticulture. Two of them are satisfied.

“In the early days, people applied in droves“

Nataliya Gerzhetska, deputy head of the Chernivtsi regional administration branch, told about the process of verifying the application at the first stage in Oschadbanku. “savings bank“.

– During the verification, many aspects are taken into account: the positive reputation of the client, his credit history, the presence of a tax debt before the state, executive proceedings, court decisions and other factors that affect the customer’s business reputation. Є part of the applications that are already at the first stage vidsivayutsya. After all, a client is not eligible for a subsidy if, for example, he has outstanding loans with banks,” says Nataliya Gerzhetska.

Nataliya GAVRADA, head of the information robot sector of the Chernivtsi Regional Center for Employment, explains the procedure for checking the business plan and obtaining a grant for the establishment of your company.

– First, the app is verified “savings bank“. There, they visualize the project and give an opinion. If it is positive, the request will be forwarded to us. We review a business plan. If you don’t have it, or if you miscalculated taxes and fees, we even invite someone for an interview. If the plan is more or less okay, it’s just calculations, then we’ll have a conversation. My main focus during the interview is on the business plan. After examination, we transfer this application to the National Center for Employment. They will review the recommended applications and make a final decision. If the request is approved, the persons “Shares“ there is a message about it. After that, she should turn to “savings bank“ sign a contract with them, – says Natalia Gavrada.

He says the highest number of applications were submitted in the early days when the program started operating.

– We receive a large number of requests. The first wave was the most massive. People were afraid that the funds would run out and they wouldn’t have time to get a grant. They have already created two commissions for me, because one of them physically did not have time to conduct so many interviews. During the first wave, from July 1 to 10, there were nearly a hundred requests. 54 people invited me to the first interview. About half of this number were recommended to the National Center for Employment. They only affected 16 people. In the next wave, from July 11 to 24, fewer people were guessed – only 6. After all, a lot more clarifications came to us about how we should evaluate the applications, – says the envious woman from the sector information robots from the Chernivtsi regional center employment.

“I calculated the most errors“

Many applications are rejected due to calculation errors. After all, people who start their business only understand this at the end.

– There were a lot of powerful business projects. But some small errors in my calculations. People, especially those who don’t have an accountant and are only considering starting their own business, make mistakes when calculating salaries, taxes, and fees. Most of those recommended to me are people who want to grow their own business. For example, a man who grows mushrooms. He already has a camera, but he wants to buy 3 more. They also gave me a business plan for the creation of a new chair production line in Chernivtsi. They started making wooden toys. The entrepreneur already has a carpentry production. And there are possibilities to make a cord toy. There are many business plans for creating bakeries, cafes, pizzerias, craft beer pubs, and other catering establishments. But many people make mistakes in their calculations, and the spirit of the project is quite strict – says Nataliya Gavrada.

A subsidy is granted for the purchase of equipment and raw materials. Yet people sign up there and repair the premises, huge sums of rent and advertising services, says Ms Nataliya.

– Bukovinci wants to expand his business or start a new one. People are ready to invest their money in it.
On Wednesday August 17, the Council of Ministers introduced changes to the procedure for receiving micro-grants.

Now there was an opportunity to update the business plan and review it. In addition, the list of purposes for using the grant has been expanded. Money can also be spent on advertising and marketing services (no more than 10% of the grant), rent of non-residential premises (no more than 25%), equipment returned (no more than 10% ).

Advice on obtaining micro-grants is held daily from 9:00 a.m. to 5:00 p.m., Monday to Friday, on the Telegram channels of the online support of the Chernivtsi Regional Center for Employment or by telephone number: 52- 32-50.

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GM, Ford and Dodge electric muscle cars face latest EV transition test

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Dodge CEO Tim Kuniskis unveils the Charger Daytona SRT concept electric muscle car on August 17, 2022 in Pontiac, Michigan.

Michael Wayland/CNBC

PONTIAC, Michigan — At an event featuring upbeat ’80s music and $2 beers this week, Dodge unveiled a concept for its first electric muscle car that featured an exhaust system and transmission with several speeds.

The features are not necessary for an electric vehicle, but could be essential to appeal to die-hard performance vehicle enthusiasts.

“Sound is an essential component,” said Dodge CEO Tim Kuniskis. “And the gear change is key…we’ve been driving in circles the longest. It doesn’t make the car any faster…but it’s a lot more engaging and a lot more fun to drive.”

As Detroit’s legacy automakers rush to switch to electric vehicles, they’re also trying to win over longtime auto fans who love the sound of growling V-8 engines and the feel of shifting gears that gives them a visceral connection with cars.

The heyday of muscle car sales dates back decades, but the vehicles have become cultural touchstones that create mass awareness for brands and their customers remain loyal ambassadors. This hype can create a halo effect for other models that translates into sales.

In recent years, Tesla has created a cult following for its electric vehicles thanks to its sleek, state-of-the-art vehicles and buzzing motors. But Detroit’s Dodge, Chevrolet and Ford brands have loyalties stretching back generations in the family, and traditional automakers are still looking to engage those enthusiasts as they electrify their fleets.

Dodge shows his hand

Dodge this week became the first of Detroit’s traditional performance brands to announce plans for how to retain muscle car customers. At the event in Pontiac, Michigan, the company showed off its Charger Daytona SRT concept ahead of its first production electric muscle car in 2024.

Kuniskis called it the one that regulators and environmentalists who support electric vehicles “don’t want you to have” because of its performance, modernized retro styling and new patent-pending technologies.

“It was important to visually bring back something that they were going to watch and become sacred—, they did it well!” Kuniskis told CNBC this week.

Aspects of the concept car’s design, including an exhaust system and multi-speed transmission, are expected to negatively impact the vehicle’s electric range, but Kuniskis said that’s not something Dodge wants. cared. He said the goal was to make the car feel and drive like a traditional muscle car.

Josh and Darla Welton of Detroit stand near a muscle car on display at a Dodge event on August 17, 2022 in Pontiac, Michigan.

Michael Wayland/CNBC

It’s essential for automotive fans like Josh and Darla Welton, who own several vehicles, including the infamous Dodge Challenger SRT Demon, which some condemned during its production due to its power as a race car. legal dragsters.

“To keep the excitement going, you’re going to have to engage the driver rather than having a self-driving, self-driving car,” said Josh Welton, 44, who wore limited-edition “SRT Demon” sneakers made in partnership with Dodge and Warren Lotas. “They want to be involved in what’s going on.”

Pete Seguin, a 62-year-old auto technician from Ottawa, Ont., was also on hand at the event to show his support for Dodge’s SRT Hellcat with an “SRT” and Hellcat logo tattooed on his right forearm.

Pete Seguin (L), of Ottawa, Ontario, shows off his “SRT” Hellcat tattoo while standing with his brother Robert Seguin, of Gatineau, Quebec, at a Dodge event on August 17, 2022 in Pontiac, Michigan.

Michael Wayland/CNBC

In transition

Ford Motor and General Motors have yet to unveil their plans for their respective brands and performance vehicles.

GM has confirmed plans to produce hybrid and all-electric models of its acclaimed Chevrolet Corvette sports car in coming years, but Detroit’s largest automaker has remained silent on the future of the Chevy Camaro, which has suffered a drop in sales since a redesign of the vehicle in 2016. Performance enthusiast websites such as Muscle Cars & Trucks have said the company is expected to end production of the Camaro in 2024.

The Chevrolet Camaro ZL1 costs around $62,000 and is powered by a 650 horsepower V8 engine, a huge improvement over the base model of around $26,000.

Source: General Motors

Ford is expected to unveil the next generation of its iconic Mustang car next month, but it has given no hint that the car will be electric as part of its strategy to electrify its “most iconic nameplates”.

Since 2020, Ford has offered an all-electric crossover called the Mustang Mach-E, which is the only production vehicle other than the sports car to bear the company’s prancing horse logo.

“Dodge really played to its own strengths with its concept,” said Paul Waatti, director of industry analysis at research firm AutoPacific. “It will be interesting to see what Ford and GM have up their sleeves for that as well. I think Dodge has established a pretty good track record for those types of cars.”

People visit Ford’s Mustang Mach-E all-electric SUV at the 2019 Los Angeles Auto Show in Los Angeles, the United States, November 22, 2019.

Xinhua via Getty Images

He said a big challenge for automakers in moving on from today’s muscle cars with rumbling V-8s, and creating that same kind of emotional connection.

Representatives from GM and Ford declined to discuss plans beyond what was announced.

Market down

Sales of Detroit’s mainstream performance cars are down.

Current cars enjoyed popularity after the Great Recession, peaking at more than 394,000 vehicles in 2015, according to industry researcher Edmunds. But sales have since declined, including a drop of almost 50% for two-door coupes like the Challenger, Camaro and Mustang.

Many vehicles have evolved to offer smaller engines with less power, but they can still be stigmatized as noisy, gas-guzzling cars. There is also increased competition from automakers outside of Detroit, including electric vehicle makers; a shift away from cars by consumers for more practical crossovers; and a potential shift in performance culture.

“Performance has definitely felt like it’s taken a back seat lately, in this shift to electric cars, which have a different kind of performance,” said Jessica Caldwell, executive knowledge manager at Edmunds.

Combined sales of the Ford Mustang, Chevrolet Camaro and Corvette, as well as the Dodge Charger and Challenger were down about 35% last year compared to 2015. They were down 25% from compared to 2019 – the last year of pre-pandemic automakers’ sales before they were hit by ongoing global supply chain issues, including a shortage of semiconductor chips.

To continue to attract buyers, Detroit automakers will have to “find a niche and a brand image,” Caldwell said.

Ford’s Mustang Mach-E, for example, did well for the automaker despite taking the form of a larger crossover rather than the sleek muscle car of its gas-powered predecessor. And Dodge’s plans, at least for now, seem to have satisfied at least some of its most loyal fans with the Charger Daytona SRT concept.

“When it unfolded, and you could see all the lines of the body and the design, I got chills,” said Darla Welton, 43.

As a lifelong Detroiter whose family worked in the auto industry, she noted the excitement of witnessing the transition from muscle cars like the Demon to electric vehicles.

“I can’t wait to get behind the wheel,” she said.

The Charger Daytona SRT concept electric muscle car was unveiled on August 17, 2022 in Pontiac, Michigan.

Michael Wayland/CNBC

“Heart disease is the number one cause of premature death globally” – Interview – The Guardian Nigeria News – Nigeria and World News

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Dr. Tom Frieden is President and CEO of Resolve To Save Lives, an international NGO. In this interview with CHIJIOKE IREMEKA, he talked about the organization’s efforts to fight heart disease and other heart conditions.

BEFORE talking about Resolve To Save Lives and its activities in Nigeria, could you share with us your background, who is Dr Tom Frieden?
I am currently President and CEO of Resolve to Save Lives, and previously worked as Director of the United States Centers for Disease Control and Prevention, where I led CDC’s response to the outbreak of Ebola. I also worked as the New York City Health Commissioner, helping to prevent smoking-related deaths and spurring national and global action for better epidemiological understanding and control of public health issues, including HIV, tobacco control, nutrition and the integration of healthcare and public health. health.

While working with WHO in India, I helped support India’s TB program to rapidly improve diagnosis and treatment, saving at least 3 million lives. When I’m not working, I enjoy spending time with my family, reading, and staying physically active.

What is the idea behind Resolve To Save Lives, what motivated the decision to create the NGO?
Resolve to Save Lives is a global nonprofit public health organization whose goal is to prevent 100 million deaths from heart disease and make the world safer from epidemics. We are committed to saving lives from these preventable causes by partnering with government and civil society to implement scalable and proven strategies.

Your organization recently partnered with the Nigeria Center for Disease Control (NCDC) and the African Field Epidemiology Network (AFENET) to set up the Revolving Epidemic Investigation Fund (ROIF). Can you tell us a bit more about this initiative?
The Revolving Epidemic Investigation Fund (ROIF) was founded through a partnership between the NCDC, the African Field Epidemiology Network (AFENET) and Resolve to Save Lives (RTSL). Prior to the establishment of ROIF, NCDC struggled to obtain emergency funds quickly during health emergencies, due to issues with contracts, legislation, personnel, and transfer of funds.

This led to delays in the deployment of disease detectives, which increased the risk of the disease spreading and the possibility of someone dying from a new health threat. The three organizations worked together to develop rapid funding procedures, determine qualifying events and chains of approval, and report on how funds contributed to the response.

What has been the impact of the ROIF on the activities of the NCDC, could you shed more light on the achievements so far?
The speed with which a rapid response team is deployed is critical to controlling outbreaks and preventing regional and national health systems from being overwhelmed. After the creation of the ROIF, the median time between verification of an infectious disease threat and the initiation of deployment of a rapid response team fell from six days to two days.

Unlike other forms of funding, the structure of the ROIF is flexible, so that the NCDC was able to use its financial and technical resources immediately to respond quickly to COVID-19 when it emerged and help prevent the explosion of cases. that have taken place in other countries. ROIF’s innovation serves as a model that other countries and partners can adopt to support life-saving strategies in outbreak response.

How can the Nigerian government and private sector participants adopt the ROIF model for the health sector?
Resolve to Save Lives uses the ROIF program in Nigeria as a model and applies lessons learned to improve the financing and effectiveness of epidemic response globally. Early, rapid and flexible funding for outbreak investigations and responses is not always readily available and yet it is essential to save lives and prevent outbreaks from becoming epidemics.

The ROIF approach is an intervention recommended in the WHO IHR guidance document for countries to develop mechanisms that rapidly receive and distribute funds to public health emergencies. Having ROIF already operational means Nigeria has a head start.

To sustain this gain, the national government should create a similar budget line in its annual budgets to complement the ROIF program. In addition, private actors should dedicate part of their annual corporate social responsibility (CSR) funding to the existing ROIF program. The Dangote Foundation and MTN Nigeria have already contributed to the ROIF programme.

Lassa fever continues to rise in Nigeria, despite efforts to curb its spread. The country is also battling Monkeypox. In your experience, what more should the Nigerian government do to curb the spread of these diseases?
Every time there is an outbreak, we should carefully consider detection, reporting and response times. Even with optimal response, the new Monkeypox variant would have been difficult to contain, and clearly many aspects of the response in many countries could have been better.

Improving public health takes time and sustained funding. This is why the global goal, 7-1-7, is so important: the goal is for every outbreak to be identified within 7 days of emergence, reported in one, and all essential control measures be implemented within 7 days. I am delighted that the Nigerian government is working towards the implementation of this goal alongside partners.

RTSL’s focus areas appear to be pandemics and cardiovascular health. Any reason why you focus on these aspects of health issues?

These are two areas where life or death hangs in the balance. When we launched Resolve to Save Lives, the goal was to save as many lives as possible – fighting heart disease and supporting epidemic preparedness are both key areas where we believe it is possible to have an impact.

Heart disease is the leading cause of premature death worldwide; high blood pressure alone kills more people worldwide than all the usual infectious diseases combined.

Very few organizations work in the area of ​​cardiovascular health and even fewer in prevention and treatment. There is a tremendous amount of work to be done, with limited political attention and global health funding.

Resolve to Save Lives is positioned to help countries close this gap and save 100 million lives over the next 30 years, by reducing global sodium intake, helping countries eliminate trans fats and supporting the control of high blood pressure.

Every country must be able to detect, stop and prevent epidemics. But many are not sufficiently prepared, as demonstrated by the COVID-19 pandemic, recent outbreaks of Monkeypox and other emerging diseases. COVID-19 has revealed gaps in global preparedness and the terrible danger that comes with not controlling those gaps.

Heart disease and epidemic prevention are serious public health issues in Nigeria. At present, 11% of all deaths in the country are due to cardiovascular diseases, with as many as 30% of the adult population suffering from high blood pressure and 1,300 deaths expected in the country from coronary heart disease each year. directly related to the consumption of trans fats. The country has made significant progress in addressing preparedness gaps.

‘We need everyone’: How two former incarcerated firefighters started a movement

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Royal Ramey (left) and Brandon Smith are co-founders of the Forestry and Fire Recruitment Program, which provides training and employment connections to people who have worked in California fire camps. (Courtesy of Forestry and Firefighting Recruitment Program)

On the heels of the biggest wildfire season in modern California history, Royal Ramey traded his job on the scorched mountainsides for an office in San Bernardino.

He had been battling wildfires for a decade, among the thousands of incarcerated Californians who had been trained by the corrections system and paid well below minimum wage to help contain the state’s increasingly deadly blazes.

Now, with temperatures in Southern California hitting triple digits, Ramey says his air-conditioned office at the bottom of the dried The San Bernardino National Forest is significantly better than the concrete box where he once spent nearly 24 hours a day.

Not only does he go home to his family after work; it also helps people use the skills they learned in prison to build full-time, fully paid careers in wildfire fighting.

Looking at a set of perfectly clean firefighting tools on the floor of his office, Ramey said: “I have a desire and a love for fire, but also a love and a desire to help people. people.”

Ramey has helped more than 170 formerly incarcerated people join the ranks of professional firefighters in the National Fire Service through his non-profit organization, the Forestry and Fire Recruitment Program.

Co-founded in 2015 with Brandon Smith, who trained with Ramey at the Bautista Adult Conservation Fire Camp in Riverside County, the program provides training and employment connections to people who worked in California Prison Fire Camps.

Ramey said his program meets many critical needs: tackling the most frequent impacts of climate disasters, while helping formerly incarcerated people re-enter the workforce. It also reminds the world that no one should be defined by their biggest mistake.

“There are different ways to achieve your goal, and when we think about the environment, climate change and building community, we need better examples of how to do it,” Ramey said.

“We are here to build structural support for people to succeed and make a difference in this world despite the obstacles in front of them.”

Disposable earth, disposable lives

More … than 5,000 forest fires ravaged California this year. This number could increase by about 20% over the next two decades, according to a study 2021, demanding a growing workforce to help disaster recovery and make homes and power grids more resilient to climate change.

Through his own work tackling the impacts of climate change, Ramey said he’s learned that it’s “very imperative that we become stewards of the land we stand on.”

It also revealed a deep connection between man-made climate change, the country’s use of the prison system, and racial inequality.

“In black and Latino communities, we’re told our lives are disposable,” he said, “just like the earth is.”

This relationship between availability and climate change has made it even more complicated to rely on incarcerated people to fight fires. For decades, California has relied on fire crews made up of quickly trained convicts — mostly black or Latino — to do some of the most backbreaking jobs in firefighting: plowing and cutting through brush at stifling temperatures to create perimeters to contain the flames.

Imprisoned people make up about a third of the California wildfire fighting workforce.

The United States has a history of using its black citizens to do the dirty work of fighting fires. During World War II, when the Japanese army used “explosive balloons“In attempts to destroy the forests of western America, a group of all-black US Army paratroopers known as ‘smokejumpers’ spent months”save the american west” and fight fires.

But there are benefits to California prison fire camps, Ramey says. While incarcerated, he and Smith fell in love with firefighting and feeling needed.

“We need firefighters, and doing work that the world needs makes it more rewarding,” he said. “The goal is something they take you to jail; that makes it.

Firefighting is one of the highest paying jobs for state prisoners: inmates at fire camps earn about $5 a day, with an additional $1-2 an hour when assigned to active fires.

Conditions at the camp are also better than the average state-run facility. Namely, participants can be in the “real world” rather than in a cell all day.

“It works in [the state’s] favor and ours,” Ramey said. “As an incarcerated person, you already have the mindset, ‘I’m already in prison. I’m already in an environment where there are threats every day, so maybe I better take a chance on this threat [of firefighting].”

But many advocates argue that incarcerated workers should be paid a living wage, saying the pay doesn’t match the dangers of the job. Several inmates in the program have was seriously injured and even died in the field over the past decade.

The program has also opened up conversations about race and privilege in the field of wildfire fighting. While incarcerated workers are predominantly black or Latino, professional firefighters working the same fires are almost exclusively white.

Using prison labor pretty much saves the state $100 million per year compared to what professional firefighters are paid.

An untapped labor pool

Seeing the racial disparities on the ground, Ramey and Smith knew they wanted to continue to fight the fire after their release. But they ran into a troubling reality: Once out of prison, there was no roadmap for incarcerated workers to build careers from the skills they learned.

One of the biggest hurdles, Ramey explained, is a California law that prohibits people with felony convictions from obtaining the emergency medical certification required by most municipal fire departments.

It was “blatant,” Smith said in a 2020 interview with KQED News. “You have this labor pool of people who are just sitting here and underutilized just because [of] a matter of perception.

Despite their training and experience in the field, Smith and Ramey had to start at square one to build a career in wildfire fighting after being released. It would take them about three years to regain a position equal to their role while incarcerated.

After being refused by a handful of crews, it was not until the summer of 2015 that a declaration of state of emergency opened an easier path for hundreds of people, including themselves, to join the professional ranks.

Needing more bodies to fight what was at the time a record fire season, the hiring process was temporarily made much easier.

Throughout the ordeal, the couple prioritized the prison’s fire camps and talked to those incarcerated about getting Forest Service jobs once they were released. They saw the need to put their “work to paper” and institutionalize a program linking recently released prisoners to professional firefighting positions.

Through their nonprofit, they partner with local governments to provide on-the-job training to formerly incarcerated individuals, assist those with state firefighting claims, and offer a system of community support for people going through the difficult process.

In less than six months, participants in the FFRP program receive the same training they would receive at a year-long state firefighting academy – and they are paid at least $15 from the hour. Training includes field work, hiking, practice plowing and cutting fields, and equipment training at their new San Bernardino office.

In addition to paid transition work in fire prevention, the program provides formerly incarcerated individuals with access to social workers who facilitate their reintegration process, life skills seminars, and access to housing and mental health care.

In 2020, Ramey and Smith were instrumental in getting California Governor Gavin Newsom to sign a law this made it easier for prison camp fire crews to have their records expunged in hopes of removing a significant obstacle to finding firefighting employment.

In April, the couple received a Private Foundation Grant of $250,000 to expand the program to other parts of the state beyond Southern California.

“I think the world is finally accepting that we’re going to need everyone, even abnormal and complex people, to deal with the situations that we’ve created and tried to keep quiet,” Ramey said.

“We have to recognize our weaknesses and our mistakes and say that it’s good to work on them as individuals because we need everyone to fight against the problems of the world.”

Adam Mahony

This kind of community rehabilitation, he says, will help smother and contain more fires than those ravaging California.

“What do we do if we don’t try to make this world a better place? »

This article by Adam Mahoney, writer for Capital B, was originally published earlier this month. The Crime Report is pleased to reprint it here through the Journalism Solutions Exchange, part of the Solutions Journalism Network’s programs to disseminate rigorous reporting on problem responses. Follow Adam @AdamLMahoney

UK pledges millions to help world’s most vulnerable on World Humanitarian Day – Reuters

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The UK has announced £36 million in humanitarian funding to help people in Ukraine, East Africa and Syria.

  • UK funding of £36million has pledged to provide emergency care for those suffering from conflict in Ukraine and Syria and food shortages in East Africa.

  • The UK continues to be a global leader in supporting vulnerable people facing devastating conflict, extreme weather and the lasting effects of the pandemic.

  • Tributes paid to aid workers helping to deal with unprecedented humanitarian disasters caused by global instability and exacerbated by Putin’s invasion of Ukraine.

People whose lives have been turned upside down by the Russian invasion of Ukraine, drought and food shortages in East Africa and the conflict in Syria will be among those to benefit from the £36million in UK humanitarian funding announced today.

The announcement comes on the occasion of the United Nations World Humanitarian Day (Friday August 19), when parts of the world are under increasing strain from the lasting effects of the pandemic, the growing impact climate change and conflict in Europe, Africa and the Middle East.

Local aid workers are at the forefront of efforts to mitigate the disastrous consequences of these crises by providing humanitarian assistance to communities around the world. The UK funding announcement will help them continue their vital work.

In Ukraine and Poland, where the majority of Ukrainians who have fled the conflict have travelled, UK funding of £15m will support up to 200,000 of the most vulnerable affected by the Russian invasion. This includes children, the elderly and people with disabilities. The international aid organization Mercy Corps will work with grassroots civil society groups to provide emergency assistance to cover basic needs, including food, water and sanitation, psychological support and child care services.

In East Africa, where severe food insecurity threatens more than 48 million people, the UK has allocated an additional £14 million to countries on the front lines of the world’s worst humanitarian crisis. These new expenditures, which will work immediately to save lives and prevent more people from experiencing near-starvation conditions, include:

  • A £5million boost to the UK’s Somalia programme, which provides lifesaving health, nutrition, food security, water and sanitation assistance to over half a million people belonging to some of the most vulnerable families.

  • £6 million for the Ethiopian Humanitarian Fund, which will provide lifesaving aid to underfunded emergencies across Ethiopia, including areas affected by drought and conflict.

  • £3 million in emergency humanitarian funding to the World Food Programme, Sudan, helping to reach around 120,000 vulnerable people with food aid.

Lord (Tariq) Ahmad of Wimbledon, Minister of State for South and Central Asia, North Africa, the UN and the Commonwealth and Prime Minister’s Special Representative for the Prevention of Sexual Violence in Conflict, said :

In 2022, millions more people are in desperate need of humanitarian assistance.

The UK funding ensures that the UN and its local partners can reach people affected by Russian aggression in Ukraine, drought in East Africa and ongoing conflicts in Syria, Yemen and Afghanistan. We thank those on the ground who so often risk their own lives to help and protect them.

Britain has a proud humanitarian tradition and we will continue to support the most vulnerable, wherever they are.

The Russian invasion is exacerbating the global food crisis, which is hitting the poorest hardest, particularly in East Africa. The UK and its allies have been pushing for the UN Grain Initiative and the world is watching for Russia to comply, so that food continues to flow from Ukraine and feed the hungry .

The UK is also providing £1.5million to deploy technology to determine whether grain sold by Russia on the global market has been stolen from Ukraine. A rail support package for Ukraine will also ensure the smooth running of grain trains. Additionally, the UK is providing Ukraine with the military capability to protect its ports, which is essential for the grain deal to be a success.

Minister for Africa, Vicky Ford said:

In the Horn of Africa, around 700,000 people are experiencing starvation conditions – and in Somalia, more than 386,000 children are expected to be severely malnourished and at risk of death by the end of the year.

British aid in East Africa provides vital support to the most vulnerable people in the hardest hit countries.

We must now bring new stakeholders to the table to strengthen our international response to the worst humanitarian crisis in the world today.

The UK is also announcing a £7million package to support Syrian refugees who have fled the conflict to Lebanon, distributed through the World Food Programme. This funding will help provide more than 150,000 people with food, water and nutrition. It’s part of the UK’s pledge to provide up to £158m earlier this year at the Brussels Donors’ Conference for the Syria crisis, which will support food production, protect women and girls violence and guarantee humanitarian access to northeast Syria, where the situation is deteriorating.

The UK is the third largest bilateral donor to the Syria crisis, having committed more than £3.8bn to date as part of our largest-ever response to a single humanitarian crisis. This includes supporting the governments of Jordan, Lebanon and Turkey to address the protracted presence of refugees by supporting displaced Syrians until they can safely return to Syria.

Since 2012, across Syria and the region, the UK has provided over 28.3 million food rations, over 24 million medical consultations, 6.3 million cash grants/vouchers, 11 million parcels supplies and more than 15.2 million vaccines. Our aid provides vital support to millions of Syrians, helping refugees stay in countries across the region and enabling their host communities to shelter them.

The UK has always been one of the largest bilateral humanitarian donors in the world and has been at the forefront of driving more effective and innovative approaches to crisis prevention, preparedness and response. Since 2015, the UK has provided humanitarian aid to 32.6 million people, saving lives and alleviating suffering in places like Syria, Ethiopia and Afghanistan.

Now in Ukraine, the UK is working alongside trusted partners to deliver on its £220million humanitarian pledge.

Mercy Corps Ukraine Response Director Michael Young said:

In Ukraine and Poland, we have partnered directly with local organizations that know their community’s needs best and work quickly to provide humanitarian assistance.

With this funding, our partners will continue to provide emergency assistance and ship essential supplies such as food and hygiene items to people affected by heavy fighting, as well as provide reliable information on the access to basic services, safe routes, legal rights of refugees and internally displaced persons in Ukraine.

ENDS

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Chennai Takes Inspiration From Kochi’s Integrated Public Transport Plan – The New Indian Express

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Express press service

KOCHI: Officials of the Chennai Unified Metropolitan Transport Authority (CUMTA) are full of praise for the initiatives taken by Kochi to improve city transport. This was conveyed by the CUMTA team, who concluded a two-day visit to Kochi on Wednesday.

During his two-day visit, delegates were impressed with the concept of the integrated ticketing system introduced by Kochi Metro which can be used in different modes of transport to get around using a single “Kochi1 Card”. The CUMTA team also discussed the measures taken by the Kochi Metropolitan Transport Authority (KMTA) to improve public transport in the city.

“The government of Tamil Nadu is keen to establish the mode of urban transport through CUMTA in Chennai. To achieve this, we visit the metropolitan cities where the unified metropolitan transport authorities have been constituted. As part of the peer-to-peer knowledge sharing program, we visited Kochi,” said CUMTA Special Officer I Jeyakumar.

Kerala Transport Principal Secretary KR Jyothilal, Kochi Mayor M Anilkumar, KMTA Managing Director S Shanawas and other officials took part in the discussions. “One of the key takeaways for KMTA’s CUMTA is the integrated ticketing system of Kochi Metro, Private Buses and Sea Metro (which has yet to start service). Chennai has the largest commuter rail network in the country and we will try to integrate it with Chennai metro and road transport company for seamless mobility using one card so that passengers can travel cashless in any mode of transportation,” Jeyakumar said.

Appreciating KMTA for onboarding stakeholders such as rickshaws, private buses and taxi drivers, Jeyakumar said it was a new thinking and learning experience for the CUMTA team. . He said Chennai can also introduce service along its coastline from north to south of Chennai, such as Kochi Water Metro, to improve transportation and tourism.

According to one source, what the Kerala government needs to learn from CUMTA is how the body was formed structurally. After a big launch in 2020, KMTA struggled to stay afloat due to lack of staff and expertise. “As a first step in establishing UMTA as the statutory body in charge of the comprehensive mobility plan for the city of Chennai, the government has appointed transport experts and recruited employees to carry forward the authority. It has also allocated a separate budget for the body, while at KMTA, the proposal to hire more staff still needs to get ministry approval,” a source said. After a boring start, KMTA is reviving and will soon launch the AuSa (Auto Savari) application and plan other projects.

KOCHI: Officials of the Chennai Unified Metropolitan Transport Authority (CUMTA) are full of praise for the initiatives taken by Kochi to improve city transport. This was conveyed by the CUMTA team, who concluded a two-day visit to Kochi on Wednesday. During his two-day visit, delegates were impressed with the concept of the integrated ticketing system introduced by Kochi Metro which can be used in different modes of transport to get around using a single “Kochi1 Card”. The CUMTA team also discussed the measures taken by the Kochi Metropolitan Transport Authority (KMTA) to improve public transport in the city. “The government of Tamil Nadu is keen to establish the mode of urban transport through CUMTA in Chennai. To achieve this, we visit the metropolitan cities where the unified metropolitan transport authorities have been constituted. As part of the peer-to-peer knowledge sharing program, we visited Kochi,” said CUMTA Special Officer I Jeyakumar. Kerala Transport Principal Secretary KR Jyothilal, Kochi Mayor M Anilkumar, KMTA Managing Director S Shanawas and other officials took part in the discussions. “One of the key takeaways for KMTA’s CUMTA is the integrated ticketing system of Kochi Metro, Private Buses and Sea Metro (which has yet to start service). Chennai has the largest commuter rail network in the country and we will try to integrate it with Chennai metro and road transport company for seamless mobility using one card so that passengers can travel cashless in any mode of transportation,” Jeyakumar said. Appreciating KMTA for onboarding stakeholders such as rickshaws, private buses and taxi drivers, Jeyakumar said it was a new thinking and learning experience for the CUMTA team. . He said Chennai can also introduce service along its coastline from north to south of Chennai, such as Kochi Water Metro, to improve transportation and tourism. According to one source, what the Kerala government needs to learn from CUMTA is how the body was formed structurally. After a big launch in 2020, KMTA struggled to stay afloat due to lack of staff and expertise. “As a first step in establishing UMTA as the statutory body in charge of the comprehensive mobility plan for the city of Chennai, the government has appointed transport experts and recruited employees to carry forward the authority. It has also allocated a separate budget for the body, while at KMTA, the proposal to hire more staff still needs to get ministry approval,” a source said. After a boring start, KMTA is reviving and will soon launch the AuSa (Auto Savari) application and plan other projects.

Dollar supply weighs on peers

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Charts: trading view

(Italics: previous analysis)

EUR/USD:

From a technical standpoint, chart studies indicate that additional selling could materialize.

The longer-term structure of the weekly and daily periods remains unchanged. Accordingly, the following text serves as a reminder of where I left the overview in recent writing (italics):

The weekly timeframe shows price action rejecting resistance at $1.0298, in a market that has been trending decidedly south since 2021. Many chartists will label this move as a primary downtrend, with pullbacks rare. Combine that with daily flow past a whisker south of resistance at $1.0377 (and cross trendline resistance, taken from the high of $1.1495), and the potential to explore as far south than the 1.272% Fibonacci projection of the weekly time frame at $0.9925 and the daily support from $0.9919, EUR/USD is a bear market. As for my position on the daily chart’s Relative Strength Index (RSI), we are south of the 50.00 midline (negative momentum), which further supports slowing demand for the Euro. .

The lackluster trading of late has seen buyers and sellers establish a potential bearish pennant pattern on the H4 scale, forged between $1.0122 and $1.0195. Also note that we have nearby support set just south of the formation at $1.0125. If a breakout to the north emerges, resistance at $1.0279 is visible, coupled with an ascending support level turned resistance, drawn from the low of $0.9952.

A closer look at the price action on the H1 time frame has the unit turning below $1.02. The surrounding time frames indicate that we may continue to work below the aforementioned round number, targeting H1 Quasimodo support at $1.0108 (and $1.01), but traders are encouraged to consider the possibility of a break above of $1.02 and subsequent moves towards resistance at $1.0275.

Technical expectation:

The clear downtrend, weekly resistance at $1.0298, daily resistance at $1.0377, daily trendline resistance, and possible bearish H4 pennant pattern signals that sellers still have the upper hand.

As a result, a breakout of the lower side of the H4 pennant pattern could form to take the H4 support at $1.0125, indicating at least the H1 Quasimodo support at $1.0108.

AUD/USD:

The risk-sensitive Australian dollar was on the ropes on Wednesday, weighed by a weaker-than-expected Labor Price Index reading, a clear risk tone and upbeat US retail sales year-on-year for July, which ultimately strengthened the buck .

Hopes of holding above support on the weekly time frame at $0.6996 were dashed amid yesterday’s one-sided decline, shifting focus to weekly support between $0.6632 and $0.6763. Lower down, the price movement on the daily time frame is at the door of support from $0.6901; breaking the aforementioned support swings the pendulum in favor of support at $0.6678. The recent decline follows a near test of the 200-day simple moving average at $0.7144.

Moving to the lower time frames, H4 is about to shake hands with the supply-turned-demand zone at $0.6901-0.6862. Note that the upper edge of this area represents the daily timeframe support ($0.6901). The aforementioned H4 demand submergence highlights space to approach the Quasimodo supports at $0.6761 and $0.6710, respectively.

As for my H1 ladder position, $0.69 calls attention to the downside and resistance is $0.6947. You will notice that $0.69 has strong support from the upper edge of H4 demand, as well as daily support ($0.6901). Climbing above resistance shows limited resistance up to $0.70 and trendline resistance, extended from the high of $0.7123.

Technical expectation:

Attention is focused on $0.69 at the moment. An H1 rejection demonstrates bullish curiosity of H4 demand at $0.6901-0.6862 and daily support at $0.6901. A downside breakout, on the other hand, puts a question mark over rated domains and opens the door to continued selling opportunities.

USD/JPY:

It was another positive session for USD/JPY on Wednesday, adding 0.5%.

The technical structure of the upper delay remains unchanged (in italics):

According to the weekly and daily calendars, the technical evidence suggests new purchases. The daily timeframe responded well to supply-facing demand at ¥131.93-131.10, with a decisive push likely to shed light on support-facing resistance at Quasimodo at ¥139.55. Note that ¥131.93-131.10 is an area that is stuck to the upper boundary of a weekly decision point at ¥126.40-131.30 with weekly resistance drawn at ¥137.23, set below. of daily resistance noted.

As I said in a previous post, until the weekly decision point at ¥126.40-131.30 is reversed, I don’t expect to see much calls for USD/JPY shorts. A break in daily timeframe supply has turned demand at ¥131.93-131.10, however, would likely be a talking point for technical analysts as limited support is seen until reaching support at ¥125.54 (a weekly support level positioned just south of the current week’s decision point). Therefore, ¥131.93-131.10 is likely to be watched closely.

But for now, buyers remain in the driver’s seat.

The H4 period sees the bearish AB=CD pattern at ¥136.95 (a 100% Fibonacci projection), accompanied by a 78.6% Fibonacci retracement at ¥137.48, rising support turned at resistance, taken from the ¥134.27 low and trendline resistance. , pulled from the top ¥139.38. On the H1 time frame, key resistance at ¥136.21-135.87 is above, with any downside attempts likely to target ¥134 and trendline support, etched from the lows at ¥131.73. .

Technical expectation:

Given the space needed to increase the weekly and daily timeframes, a test of the bearish pattern H4 AB=CD at ¥136.95 could be seen. Before buyers attempt to trade higher, however, a retest of ¥134 in the H1 timeframe may unfold to entice buyers to target the H4 pattern.

GBP/USD:

In the 12 months to July, inflation in the UK rose to 10.1% from 9.4% in June, according to the Office for National Statistics on Wednesday. Yields on short-term gilts have rallied in response to the latest inflation figures amid growing expectations that the Bank of England (BoE) will continue to aggressively hike its rate discounts to stem the rise in consumer prices.

The British Pound immediately hit a high of $1.2142 against the US Dollar following the inflation data, rallying within a hair of first-half trendline resistance (taken from the high of 1 $.2277) before declining in European and US exchanges. This took the currency pair through $1.21 a stone’s throw from the widely watched psychological figure of $1.20.

Price action on the weekly timeframe echoes a vulnerable frame around support at $1.1958, in a bearish market since 2021. Upside interest highlights weekly resistance at $1.2719 while clearing $1.1958 reveals the pandemic low of $1.1410. However, to navigate south, the daily flow must confront (and engulf) support-facing trendline resistance drawn from the high of $1.3639, as well as the H4 reverse head and shoulders pattern. ($1.1876; $1.1760; $1.1890) neckline (from top $1.2056).

Technical expectation:

GBP/USD is technically exposed.

Short-term action points to at least a test of $0.20, while a break below that level could trigger a breakout sell and pull the price towards H4 support at $1.1933, which shares a link close with the support of the trendline of the daily period.

DISCLAIMER:

The information in this document is intended for general guidance only. It does not take into account your investment objectives, financial situation or special needs. FP Markets has made every effort to ensure that the information is accurate at the date of publication. FP Markets makes no warranties or representations as to the Material. The examples included in this document are for illustrative purposes only. To the extent permitted by law, FP Markets and its employees shall not be liable for any loss or damage arising in any way (including negligence) from or in connection with any information provided or omitted from this material. The features of FP Markets products, including applicable fees and charges, are described in the product disclosure statements available on the FP Markets website, www.fpmarkets.com and should be considered before deciding to trade these products. Derivatives can be risky; losses may exceed your initial payment. FP Markets recommends that you seek independent advice. First Prudential Markets Pty Ltd trading as FP Markets ABN 16 112 600 281, Australian Financial Services License Number 286354.

Lyme WNY raises awareness of Lyme disease

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Chuk Roll was diagnosed with a tick-borne disease in 2013. At the time, he and his wife felt they had little support. They are on a mission to change that.

WEST SENECA, NY – As a Lyme disease vaccine enters its final clinical trial, a local couple who have lived with the disease for nearly a decade have made it their mission to help others.

West Seneca’s Chuk and Rebecca Roll are high school sweethearts, who have now been married for 18 years and have two beautiful daughters. But nine years ago, their lives changed forever when Chuk, the owner of a landscaping company, started having a very high fever and flu-like symptoms.

“I kept calling the doctors and we were continually being fired. They just didn’t feel at the time that it was a problem in that county and there was no way that he could have Lyme disease. He’s never seen a tick on him. He’s never had the classic rash on his face. So how is that possible,” said Rebecca, a teacher freshman from the Maryvale School District. “We were told it was anything from lupus to cancer to fibromyalgia and chronic fatigue syndrome. The list goes on and on. Eventually we were told that he had something called reactive arthritis and it didn’t sound good.”

So Rebecca and Chuk fought back and demanded more tests, and eight weeks later Chuk was confirmed to have the tick-borne disease for which there is no cure.

“At the time, we were relieved because it was finally diagnosed,” Rebecca said. “We didn’t realize this was the start of our nightmare.”

Once a month for four years, Chuk traveled to Pennsylvania for the antibiotics and treatment he needed.

“My quality of life was next to zero. There were times in my life that I hardly remember. I always tell people it was like I had blinders on. I could only focus on one thing. The brain fog was bad. I was losing my sight. The joint pain was extremely bad. Extreme headaches. It’s a very depressing disease. And lonely, because no one understands what you’re going through,” said Chuk said.

Chuk and Rebecca said when it comes to Lyme disease, you don’t get it until you get it.

“When Chuk first got sick, I was desperate to find someone else who had Lyme to help us through this journey because it was very, very lonely,” Rebecca said.

So in 2016, they started the nonprofit Lyme WNY, which was basically the support system they never had for themselves.

“We said what we could do that we didn’t,” Rebecca said. “We are just a small group. Every penny that goes to our organization goes directly to people in our community to help them navigate this journey.”

They teach Lyme prevention in local schools, raise awareness at events, raise money for patient grants since insurance doesn’t cover Lyme doctors or long-term treatments, and their group of support meets once a month at the East Seneca Fire Company.

The Rolls have helped thousands physically and emotionally cope with an often misunderstood disease.

“To sit and do nothing, I don’t want to leave this earth knowing that I did nothing. I want to leave knowing that we helped others,” Rebecca said. “I’ve had people I didn’t even know hug me and say, ‘You saved my daughter’s life.’ Or, ‘If it wasn’t for your husband or your organization, I don’t know where I would be right now. So I think that’s a reward in itself.”

Chuk said it feels good to help, but they couldn’t do it without support.

“Lyme WNY wouldn’t exist without the support of the community, friends and family, board members, and we want to thank them for making it possible to help others,” he said. he declares.

As for the vaccine, the Rolls said they remain cautiously optimistic until more is known.

Physically, Chuk said he felt 90% better thanks to a change in his diet, but he knows this is an illness he will live with for the rest of his life.

If you would like to know more or have any questions about the disease or the Roll family journey, contact them by emailing [email protected]

Visit their Facebook page here.

Visit their website here.

If you know anyone who should be featured in the “Selfless Among Us” series, email the details to [email protected]

To see others featured in the “Selfless Among Us” series, click on the videos below.

Nelson-Tasman motorists urged to avoid travel unless essential

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Tasman District Police are advising motorists to limit travel to essential journeys only as the current severe weather event has closed several roads in the area with more closures likely.

© Scoop Media

When it comes to funding and managing public transport, should local government or central government bear the bulk of the responsibility for providing a quality service? Taxpayers or taxpayers? These fundamental questions resurfaced yesterday, after the government announced its intention to abandon the public transport operating model (PTOM) imposed by the last national government in 2013. This model had forced councils to use private contractors to operate the buses, via a cut-off competitive bidding process…
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How SMBs Reap the Benefits of Listing – BusinessToday

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Let’s go back a decade. Second, India already had a vibrant stock market with many well-known business families and conglomerates having listed their companies on the stock exchange. But a missing link was a dedicated platform for small and medium-sized enterprises (SMEs), often seen as the backbone of any economy. For context, government data shows that there are almost 9.8 million micro, small and medium enterprises or MSMEs registered in the country.

Such a platform has always been on the minds of market participants – something like the Alternative Investment Market or the London Stock Exchange’s AIM platform – where these companies could benefit from a set of listing rules flexible, which would prepare them to migrate to the main exchange after a few years.

Eventually, such a segment was launched – both on the BSE and the National Stock Exchange (NSE) – in March 2012. Shortly after, the first SME was listed. If the numbers are anything to go by, the segment has seen steady growth since its inception. That’s commendable, given that its revenue pales in comparison to benchmarks. For example, on the BSE SME, the average daily deal turnover in July is pegged at Rs 18.5 crore with the cumulative turnover at almost Rs 315 crore; on BSE, the comparable figures are Rs 3,211 crore and Rs 54,588 crore respectively. The segment has also helped companies grow and scale up by providing them with the benefits of listing, such as increased visibility, better access to funding, and better compliance and process, as well as the respect an entity enjoys. listed.

THE ADVANTAGES OF REGISTRATION

Brothers Rahul and Varun Batra are directors of Beta Drugs, an SME listed on NSE Emerge. It was a business like any other family business, and it was doing pretty well before it went public. But listing changed the business for good. “The best thing to come with listing is the level of professionalism in our business,” says Rahul Batra. “When we decided to go public, we hired a professional financial manager who helped us save a lot on interest charges. We have experts in HR, sales, data management and almost everything. Once you’re listed in the market, you have to deliver good results and that pressure has helped us perform better. If we hadn’t been listed, we wouldn’t have brought that kind of professionalism,” he adds.

One of the reasons for the improved professionalism is that listing brings with it institutional investors, as the SME field has been attracted to them.

“The SME segment has grown significantly year on year, particularly during the pre-Covid-19 period. Many of our IPOs have seen the participation of mutual funds, alternative investment funds and ultra HNI,” says Mahavir Lunawat, founder of Pantomath Capital, an investment bank that has managed more than 100 SME issues.

He adds that the issues have provided exits for PE/VC funds, while there have been instances of acquisitions, new fundraising and significant post-listing expansions in several cases. “This segment has become a real alternative for start-ups to raise growth capital without the burden of interest,” he says.

THE NUMBERS GAME

When the segment launched, each of the two exchanges wanted to achieve supremacy by enticing more companies to list on their respective platform. The BSE took the lead in the first four years, with nearly 120 SMEs referenced on its platform compared to 11 on NSE Emerge; NSE said it focused on quality, not quantity. While the BSE has maintained its lead for most of the years since its launch, the NSE managed to overtake it in 2017 and 2018, securing a total of 159 SMEs on its platform compared to 118 for the BSE.

Until June 2022, a total of 383 SMEs had entered the capital markets by listing on BSE SME, while NSE Emerge had 257 listings. And in terms of the number of companies migrating from the SME segment to the main board, the BSE leads with 147 entities against 109 for the NSE.

Ajay Kumar Thakur, Head of BSE SME & Start-up, BSE, attributes the trend to the exchange’s outreach efforts with market regulator Sebi, state governments, investment bankers and industry associations. “We have companies listed in 20 states… This will help them get equity, create visibility and transparency, and unlock their value,” he says, adding that growing the sector will create jobs. .

In the current calendar year to June, up to 45 SMEs have launched IPOs – nearly three times the number of issues on the main board – to be listed, with the cumulative size of public issues being pegged at nearly Rs 800 crore. The first six months of CY22 have already seen the amount of funds raised exceed last year’s total of Rs 746 crore, according to data from Prime Database. The amount, however, is lower than that seen in 2018 when 141 SMEs entered the capital markets while raising a record Rs 2,287 crore.

STORMS WINDS

The numbers may show that the SME segment is robust and growing, but it has had its own share of controversy.

In 2015, a few companies in the segment, along with their directors and promoters, were barred from the markets for allegedly using exchanges for money laundering, tax evasion and manipulation.

“The schemes, plan, device and artifice employed in this case, in addition to being a possible case of money laundering or tax evasion which could be viewed separately by the law enforcement authorities concerned, are prima facie also securities market fraud as to the extent that it involves manipulative securities trading and misuse of the securities market,” said an 80-page order issued by Sebi in June. 2015.

In total, nearly 240 entities were debarred from the securities market after the regulatory investigation. “It appears that the entities…have created demand for the stock offering from the Pre-IPO Pre-IPO assignees and provided them with a highly profitable exit at an unrealistic price achieved through price manipulation” , said Order Sebi, pointing to the fact that the unusual price increase took place without significant improvement in the financial situation of the companies.

Even today, the platforms are seeing a number of instances where stock prices are taking a huge spike, although market participants believe that wrongdoing in the SME segment is a thing of the past, with the current regulatory framework being much more evolved and strict than what he was using. be during the early days of the segment.

“Apart from a few stray cases, we haven’t encountered any such adverse cases. A more pertinent question, in my opinion, is how vulnerable companies are and whether they are sustainable. The quality of companies is a very critical barometer, especially considering that early stage investment is high risk and high return We need to think of a more robust mechanism to ensure that sustainable businesses are presented to the public to fight for growth next level,” says Lunawat.

STRONG POTENTIAL

As for those who have taken advantage of the platform diligently, the benefits are many. “The SME platform prepares you to migrate to the main board and since the regulatory framework for the SME segment is a little lenient compared to the main board, a company has two to three years to make the necessary changes and be ready to move to the main board. main board,” says Ashish Saraf, chairman of Manorama Industries, a Chhattisgarh-based SME that moved to the main board after being listed in the SME segment.

Respect and prestige definitely increase after migration, Saraf adds, pointing to the fact that he receives inquiries from many Chhattisgarh-based SMEs as they want to understand the experience and benefits of registration. Companies can migrate to the main board after remaining listed on SME platforms for at least three years, of which they must be profitable for at least two years.

Since listing has its advantages and many SMEs want to be listed, there is great potential for growth for both SMEs and the segment. With exchanges doing a lot in terms of awareness, the coming years should be interesting for the segment, provided good quality companies enter the arena and stock prices are influenced by fundamentals rather than entities with vested interests.

@ashishrukhaiyar

Donnalyn Bartolome amid ‘kanto birthday party’ criticism: ‘Not just a concept, it was my life’

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Donnalyn Bartolome’s “kanto” birthday party. Image: Facebook/Donnalyn

Donnalyn Bartolome is being slammed for throwing a “kanto-themed” birthday party, though the vlogger said the theme was “not just a concept” but her life years ago.

Bartolomé’s birthday party was a roadside party that included street food, one-piece chairs, karaoke, and a burnt rice cake. The guests, who all wore simple clothes, included fellow vloggers and celebrities Mikee Quintos, Paul Salas, Zeinab Harake, Jelai Andres, Mika Salamanca and Ella Cruz, as seen on her Facebook page on Sunday, August 14.

“Pinakasimple pero pinakamasayang birthday ko (My simplest but happiest birthday). My Kanto birthday party is not just a concept, it was my life when I left home abroad where my life was comfortable,” she explained.

For Bartolomé, her life when she arrived in the Philippines was an “adventure” although it was difficult, so she wanted to “relive” those moments in her life.

THANK YOU FOR MAKING US #1 TRENDING ON ITS FIRST DAY!! Pinakasimple pero pinakamasayang birthday ko.. 🥹 My Kanto…

Posted by Donnalyn on Sunday, August 14, 2022

Prior to that, Bartolome also posted a vlog about his “kanto birthday party” via his YouTube channel on August 11. It drew mixed reactions from netizens, with some calling Bartolome’s birthday theme “irresponsible.”

“When you romanticize poverty, you allow corrupt officials to take away their responsibility, allow bad traffic, you allow things that are the result of a societal problem caused by government neglect, without adding the capitalist system who exploits us all. The memory thing? It’s a selfish excuse for an irresponsible statement to the public,” one @jtartsea said.

“When the poor celebrate, they are called ‘cheap’ and ‘jejemon’ because they don’t have enough food on their table.[…] Meanwhile, Donnalyn is seen as ‘humble’ and ‘condemned’ for momentarily pretending to be poor,” said fellow netizen Joum Malonosan.

A simple way to understand the inherent classism and double standards of Donnalyn Bartolome’s “Birthday sa Kanto” theme….

Posted by Joum Malonosan on Sunday, August 14, 2022

“It’s actually crazy how disconnected people can be when they’re rich… It’s not a theme for most people but their reality. This is the same girl who did this rich and poor family swap, like she’s seriously acting like poverty is a costume she can put on for fun,” one @gabbivillarama lamented.

Bartolomé was also recently arraigned for ‘activating pedophile culture’ due to her sexy baby-themed photo shoot last month. The vlogger has since apologized for said shoot and admitted it was an “honest mistake” on his part. /ra

RELATED STORIES:

Donnalyn Bartolome Sorry For Sexy Baby-Themed Photoshoot: ‘An Honest Mistake’

Donnalyn Bartolome defends her luxury car purchase: ‘Nagtatrabaho akong tao’

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1400m² sunken show court canopy, a superb addition to the historic tennis club

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MakMax Australia designed and installed a tensile membrane roof for the new sunken show court created as part of the second stage of the Memorial Drive Tennis Center redevelopment in Adelaide, SA.

Entirely spanning the tennis court and recessed seating area in front of the Bill Cossey Pavilion, the show court structure below is designed to match the large stretched membrane roof above center court. Memorial Drive’s second canopy is a square structure, created with a high translucency PTFE membrane and supported by an elegant lightweight diagrid structure.

The Brief

The second stage of the Memorial Drive redevelopment project was a $44 million investment to rejuvenate the historic sports facility into a world-class venue capable of hosting international sporting and entertainment events.

Tennis South Australia approached MakMax Australia, working with local Adelaide construction company Kennett Builders, to design and install the tensile membrane roof for the new show ground below. The awning was to have a similar high quality look and feel to match the upgraded facilities during the first phase of the refit (completed in 2019).

MakMax Australia offered a lightweight PTFE membrane roof to cover the performance pitch and sunken seating areas. The canopy spans the viewing area in front of the Bill Cossey Pavilion, a multi-purpose hall that overlooks the performance field. Adding the tensioned membrane canopy would protect players and create a comfortable viewing experience for spectators.

The concept

The MakMax Australia team applied extensive industry experience and in-depth knowledge to every stage of this project, from initial design and engineering through to final fabrication and installation. The team based their canopy design on a diagrid support shell rather than a truss design to provide the structure with a lower overall canopy profile. By reducing the amount of support steel sitting below the membrane, the canopy allows for a much higher clearance above the net (much needed for backyard lob shots by players). To support a wide-open canopy with only 4 corner brackets, a three-column pillar with 3-point diagonal struts evenly balances the load, while maintaining the sleek, lightweight look of the structure.

Custom-designed low-profile gutters have been integrated into the exterior facade, while siphonic sumps located in each corner are able to collect and channel a large amount of rainwater out of the roof. This ensures that the minimum gutter area can support the volume of rainwater runoff over the large roof area.

Access to the top of the roof is made possible through an innovative access hatch. Located above the viewing area and accessed via an EWP, the bespoke roof gantry is located within the PTFE membrane and not attached to a support beam. The lightweight access hatch is fully supported by the tensioned PTFE membrane.

One of the main challenges to overcome in the construction phase of the project was access to the site. Built as part of Stage 2 of the Memorial Drive redevelopment, the Sunken Court site had significant constraints on all sides with Adelaide Oval to the east, cricket nets to the north, Center Court and War Memorial Drive to the west, and the parking lot to the south. It was important to protect the newly renovated court surface and minimize damage from heavy vehicles and cranes accessing the site. This required a creative solution to cover the surface of the courts with rubber mats and plywood or steel plates to distribute the loads, creating a pathway from the grass courts to the north. This allowed the MakMax team to bring in the lightest slewing crane and EWP to install the structure and canopy.

The materials

MakMax Australia designed, supplied and installed the 1,400m² PTFE membrane roof, including gutters and fascias, roof safety lines, access hatch, siphon system and downpipes. The fabric panels were created using high translucency PTFE coated fiberglass (Chukoh Skytop FGT-800) and supported by painted steel beams.

Chukoh Skytop FGT-800 is a dynamic tensile material unmatched for its flexibility, durability and aesthetics, making it the ideal fabric for the show ground sunken roof. Chosen for its excellent UV protection, luminous translucency and low surface friction (self-cleaning) properties, FGT-800 PTFE offers light transmission of up to 15%, making it ideal for sports facilities as it provides naturally diffused light with minimal shadows. The bright white canopy reflects much of the sun’s energy, helping to create a comfortable atmosphere under the canopy, keeping athletes and spectators cool in extreme heat and dry in inclement weather.

The result

Built under incredibly tight timelines between border closures and COVID outbreaks, the team managed to complete the job on time and under budget in December 2021, ready for the Adelaide International Tournament 2022 in January. .

Photography: © Tennis SA, Ben Macmahon

UPHEALTH, INC. Management’s Discussion and Analysis of Financial Condition and Results of Operations (Form 10-Q)

0
Unless otherwise indicated or the context otherwise requires, references in this
report (this "Quarterly Report") to "we," "our," "us," "UpHealth" or the
"Company" and other similar terms refer to UpHealth, Inc. and its consolidated
subsidiaries. The following discussion and analysis of our financial condition
and results of operations should be read in conjunction with the condensed
financial statements and the notes thereto contained elsewhere in this Quarterly
Report. Certain information contained in the discussion and analysis set forth
below includes forward-looking statements that involve risks and uncertainties.

Special note regarding forward-looking statements

This Quarterly Report includes "forward-looking statements" within the meaning
of Section 27A of the Securities Act of 1933 and Section 21E of the Exchange Act
that are not historical facts, and involve risks and uncertainties that could
cause actual results to differ materially from those expected and projected. All
statements, other than statements of historical fact included in this Quarterly
Report including, without limitation, statements in this "Management's
Discussion and Analysis of Financial Condition and Results of Operations"
regarding the company's financial position, business strategy and the plans and
objectives of management for future operations, are forward-looking statements.
Words such as "expect," "believe," "anticipate," "intend," "estimate," "seek,"
"may," "might," "plan," "possible," "potential," "should, "would" and similar
words and expressions are intended to identify such forward-looking statements.
Such forward-looking statements relate to future events or future performance,
but reflect management's current beliefs, based on information currently
available. A number of factors could cause actual events, performance or results
to differ materially from the events, performance and results discussed in the
forward-looking statements. For information identifying important factors that
could cause actual results to differ materially from those anticipated in the
forward-looking statements, please refer to the "Risk Factors" section in our
Annual Report on Form 10-K for the fiscal year ended December 31, 2021 filed
with the SEC on April 18, 2022 (our "Annual Report") and in any more recent
filings with the SEC. The company's securities filings can be accessed on the
EDGAR section of the SEC's website at www.sec.gov. Except as expressly required
by applicable securities law, the company disclaims any intention or obligation
to update or revise any forward-looking statements whether as a result of new
information, future events or otherwise.

UpHealth, Inc. Company Overview

UpHealth Services, Inc. was formed on November 5, 2019, and effectively began
operations on January 1, 2020. It was formed for the purpose of effecting a
combination of various companies engaged in digital health, and commenced
negotiations with a number of companies, including those that are discussed
below as having been acquired. UpHealth Holdings, Inc. ("UpHealth Holdings")
became the sole shareholder of UpHealth Services, Inc. through a reorganization
with UpHealth Services, Inc.'s original shareholders when UpHealth Holdings was
formed on October 26, 2020 as a Delaware corporation. UpHealth Holdings then
entered into a series of transactions to develop its business across three
segments: (a) Integrated Care Management-through its subsidiary Thrasys, Inc.
("Thrasys"); (b)Virtual Care Infrastructure-through its subsidiary Glocal
Healthcare Systems Private Limited ("Glocal"); and (c) Services-through its
subsidiaries Innovations Group, Inc. ("Innovations Group"), Behavioral Health
Services, LLC ("BHS") and TTC Healthcare, Inc. ("TTC"). On June 9, 2021,
UpHealth (fka GigCapital2, Inc.) acquired UpHealth Holdings and its subsidiaries
and Cloudbreak Health, LLC and its subsidiaries ("Cloudbreak"), which added
Cloudbreak to the Virtual Care Infrastructure segment.

Integrated care management segment – Thrasys

Overview of Thrasys

Thrasys provides its customers with an advanced, comprehensive, and extensible
technology platform, marketed under the umbrella "SyntraNetTM," to manage
health, quality of care, and costs, especially for individuals with complex
medical, behavioral health, and social needs. Thrasys focuses on both the United
States and international markets. SyntraNetTM is offered as a
software-as-a-service ("SaaS") platform. Information, analytics, and
applications are delivered to care team members on desktops, tablets, and
phones, as needed. An advanced protected health information ("PHI") framework
controls access to information based on roles, rights, policies, and scope of
consent. The platform includes innovations in a number of areas: application and
information models for connected care communities (an extension of multi-tenant
architectures), integration and normalization of heterogeneous data sources,
configurable software services and open application programming interfaces
("APIs"), advanced analytics and intelligence, scalable workflows and rules,
protected health information management, and user interfaces ready for the
proliferation of device types and interaction modes.

Thrasys Key Business Indicators

Revenue

Thrasys derives revenue broadly from the sales of (a) products-with associated
license, subscription, and hosting fees and (b) services-largely to implement,
configure, and extend the technology, and train and on-board users on the use of
the platform and applications.
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Licenses and Subscriptions Revenue. License revenues are typically associated
with rights granted to customers to deploy the platform to a certain number of
care communities of a certain size, usually measured as the total population of
patients that can be included within a care community. License revenues are
recognized based on the nature of the license provided, either fully on the date
license rights are granted to the customer if there are no further performance
obligations or ratably over the license term beginning on the effective date of
each contract, the date the customer takes possession of the license rights.

Subscription fees are recurring fees charged for access to the platform and
applications. Subscription fees are typically pegged to a measure of use, such
as population size, number of providers, members enrolled in programs, or number
of members managed by applications. Subscription fees can grow as customers
subscribe to additional application features or launch additional programs.
Revenues from subscription fees are recognized ratably over the subscription
term.

Services. The majority of Thrasys' contracts to provide professional services
are priced either on a time and materials basis, whereby revenues are recognized
as the services are rendered, or as a fixed monthly retainer based on an
estimate of the number of hours of work over the contract term, whereby revenues
are recognized on a straight-line basis over the contract term. In some cases,
Thrasys enters into professional services contracts where professional services
fees are defined for specific milestones, whereby revenues are recognized upon
achievement of the milestones.

Cost of goods and services

Cost of goods and services for Thrasys include: costs related to hosting
SyntraNetTM in a HIPAA-compliant cloud environment; costs of third-party product
licenses embedded with SyntraNetTM; costs of a core professional services team,
amortization of capitalized internal-use software development costs, and an
allocation of facilities, information technology, and depreciation costs. Added
compliance requirements for security infrastructure is likely to add some
additional costs for hosting services. Thrasys also anticipates added costs for
third-party licenses that will be added as the scope and footprint of the
technology platform expands.

Hosting Infrastructure. Thrasys' technology and solutions are designed to be
agnostic to any particular cloud services provider. Currently, customer
environments are hosted through contracts with two cloud service providers.
Thrasys anticipates capabilities of cloud service providers to grow, and costs
to become increasingly competitive, and will continue to evaluate offerings in
the marketplace to determine the optimum mix of security, reliability,
scalability, and performance to meet customer needs. Hosting infrastructure
costs for Thrasys are related to the number and size of environments deployed
for customers and also on the service level agreements ("SLAs") negotiated with
customers. As the average size of customers continues to grow, hosting
infrastructure costs are expected to grow as a percentage of revenue.

Third-Party Product Licenses. SyntraNetTM embeds certain third-party technology
components to support some of its technology capabilities. There are multiple
vendors for these components, and Thrasys is not dependent on any specific
vendor.

Professional Services Team. Thrasys' professional services team works closely
with the product team and is best understood as an "A-team" created to lead
showcase implementations. The goal is to keep the professional services team
small in order to focus it on deploying reference customers and facilitating the
on-boarding and coaching of systems integration partners.

Operating Expenses
Sales and Marketing ("S&M") Expenses. S&M expenses include an internal sales and
marketing team and contracts with business development consultants to generate
and qualify leads, and an allocation of facilities, information technology, and
depreciation costs.

Research and Development ("R&D") Expenses. Thrasys continues to invest in R&D.
The core R&D team consists of a small team of very experienced software
developers. Beginning in 2019, Thrasys added considerable capacity via a
consulting group with whom it has been working for over ten years. The team,
based in Chicago, functioned much like the Thrasys internal team, until they
were brought in-house in June 2021. R&D expenses attributed to internal-use
software development are capitalized and amortized to cost of goods and
services. R&D expenses also include an allocation of facilities, information
technology, and depreciation costs.

General and Administrative ("G&A") Expenses. G&A expenses include compensation
and benefits expense, and other administrative costs, related to its executive,
finance, human resources, legal, facilities, and information technology teams,
net of allocations to cost of goods and services, S&M expenses and R&D expenses.

Depreciation and Amortization Expenses. Depreciation expense relates to the
depreciation of computer equipment, purchased software, furniture and fixtures,
and office equipment, net of amounts allocated to cost of goods and services.
Amortization expense relates to the amortization of intangible assets from the
acquisition of Thrasys.

Virtual Care Infrastructure Segment – ​​Glocal and Cloudbreak

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Overview

Glocal is a technology and process-based healthcare platform providing its
customer comprehensive primary care and specialty consultations for a fraction
of the cost of traditional healthcare delivery systems, through telemedicine,
digital dispensaries, and technology-based hospital centers. Glocal has been
awarded by the United Nation's ("UN") Innovation Exchange with the Public
Appreciation Award 2020 as a cutting-edge technology to meet the sustainable
development goals of the UN.

Glocal pioneered the development of a semantic algorithm and AI-based clinical
decision support system called LitmusDX, which helps deliver healthcare through
telemedicine in its HelloLyf CX digital dispensaries and HelloLyf HX digital
hospital, utilizing a telemedicine terminal called LitmusMX and an automated
medicine dispenser called LitmusRX.

LitmusMX is used for recording the vitals of the patient, consultations with a
doctor over video conferencing from miles away, and routine card-based
point-of-care tests, and also contains a fully automatic biochemistry analyzer.
The software may also suggest further investigations. If the doctor agrees, they
can order further rapid tests, such as for dengue or malaria, for which kits are
available. When the doctor selects a prescription, LitmusMX talks to the
LitmusRX automated medicine dispensing unit, which delivers the required dosages
of the medicines. Theoretically, the algorithm can be fine-tuned to arrive at a
final diagnosis and prescription on its own. In addition to these solutions is
one of the world's top end-to-end Clinical Decision Support System ("CDSS"),
named LitmusDX, along with a web interface, named HelloLyf, which integrates
practice management with diagnostic algorithms, investigation interpretation,
treatment protocols, drug safety checks, and electronic medical records.

Glocal's HelloLyf CX digital dispensary was selected by United Nations AID as a
cutting-edge technology solution to reach the UN's sustainable development
goals. Unlike other telemedicine centers seen today, Glocal's HelloLyf CX
digital dispensary is an innovative, hybrid, brick-and-mortar center, which
provides complete primary and emergency healthcare solutions, such as
consultation, confirmatory tests, and medicines, from a single point through the
use of LitmusMX and LitmusRX. During the COVID-19 pandemic, Glocal's innovative
HelloLyf CX digital dispensaries successfully used ultraviolet C light
disinfection, acrylic separation, and positive air pressure to create the first
line for defense of health workers and patients against all forms of infectious
and contagious diseases, including COVID-19.

In September 2021, Glocal delivered its first digital hospital in the Indian
state of Nagaland, providing 88 e-ICU beds with connected ventilators and
injection syringe pump. This digital hospital utilizes Glocal's HelloLyf patient
management, digital health, and decision support software to provide and
coordinate outpatient care, emergency care, radiology and imaging, intensive
care, high-dependency care, inpatient care, and dialysis.

While Glocal's customers are located in regions in India and Southeast Asia,
Glocal generates the majority of its revenue in India. Glocal's
telemedicine/HelloLyf CX digital dispensaries have been functional in India
mainly through the government and are primarily housed in government facilities,
which provide services that are free to the beneficiaries. After successful
implementation of projects in the Indian states of Rajasthan, Odisha, and West
Bengal, Glocal won a contract to set-up 550+ HelloLyf CX digital dispensaries in
the Indian State of Madhya Pradesh, resulting in a total of 750+
government-placed nodes across India.

Glocal has begun focusing on a business-to-business ("B2B") model where the
HelloLyf CX digital dispensaries are sold to B2B partners/customers, who operate
them with a revenue-share to Glocal. This results in lower revenues but higher
margins.

Glocal also owns nine hospitals, four of which it operates and five of which it has contracted with third parties to operate, with Glocal receiving a share of the revenue.

Glocal Key Business Metrics

Revenue

Services. Service revenue is derived primarily from the operation of hospitals and clinics, including pharmacy and drug sales, and telemedicine consultation transaction fees.

Some products. Product revenue mainly comes from the sale of HelloLyf CX digital dispensaries and the construction of HelloLyf HX digital hospitals.

Cost of goods and services

Cost of goods and services consists primarily of costs of building and operating
hospitals, including costs for the purchase of medicines, professional/doctor
fees, the cost to build HelloLyf CX digital dispensaries and HelloLyf HX digital
hospitals, and an allocation of information technology and depreciation costs.

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Functionnary costs

Sales and Marketing Expenses. S&M expenses are comprised of compensation and
benefits related to Glocal's sales personnel, travel expenses, and expenses
related to advertising, marketing programs, and events, and an allocation of
facilities, information technology, and depreciation costs.

General and administrative expenses. General and administrative expenses include compensation and benefits expenses, as well as other administrative expenses, related to its management teams, finance, human resources, legal, facilities and information technology, net of allocations to the cost of goods and services and S&M expenses.

Depreciation and Amortization Expenses. Glocal's operations are capital
intensive. Depreciation expense relates to the depreciation of buildings,
computer equipment, purchased software, furniture and fixtures, and office
equipment, net of amounts allocated to cost of goods and services. Amortization
expense relates to the amortization of intangible assets from the acquisition of
Glocal.

Cloudbreak Overview

Cloudbreak is a leading provider of unified telemedicine solutions and digital
health tools aimed at increasing access to healthcare and resolving health
disparities across the care continuum, at each stage of healthcare acuity.
Cloudbreak powers its client's healthcare digital transformation initiatives and
provides digital health infrastructure enabling its partners to address
healthcare disparities and implement unique, private-label, telehealth
strategies customized to their specific needs and markets.

Cloudbreak's core offering, known as Martti™, is a video remote interpreting
solution that puts qualified and certified medical interpreters at the
fingertips of clinical care teams nationwide through Cloudbreak's proprietary
software platform. Having one of the largest installed bases of video endpoints
in the nation, Cloudbreak has expanded its operations to include other
telemedicine use cases as well, including tele-stroke, tele-psychiatry,
tele-urology, and tele-quarantine, among others, all over the same
infrastructure. Cloudbreak has also recently launched a home health virtual
visit platform enabling its healthcare system partners to see their patients
remotely on any device, at anytime, anywhere the patient may be, and in any
language they may speak. Cloudbreak's client base spans the entire healthcare
continuum including hospitals and health systems, Federally Qualified Healthcare
Clinics, urgent care centers, stand-alone clinics and medical practices,
employers, and schools.

Cloudbreak's Telemedicine-as-a-Service ("TaaS") business model aligns interests
between Cloudbreak and its clients, creating a partnership targeted towards
forming long-term agreements with sustainable and mutually beneficial growth
models for all stakeholders. Cloudbreak has specifically structured itself to
not have a captive medical group as it believes that creates a conflict of
interest with its client base, as local health systems do not want to suffer
patient leakage to a technology partner or be forced to use a provider network.
As a result, Cloudbreak has the freedom to match its partners with centers of
excellence on its network, who can satisfy their specific needs and strategy
without fear of competing for the patient's attention, and thereby avoid the
employment and maintenance of a medical group, which is a lower margin and a
more labor intensive activity.

Cloudbreak Key Business Metrics

Revenue

Services. Services revenue is generated primarily from the sale of
subscription-based fixed monthly minute and variable rate per unit of service
medical language interpretation services. Cloudbreak also records ancillary
revenue from the rental of Martti™ devices and from the provision of information
technology services that include connectivity and ongoing support of the Martti™
software platform. Generally, Cloudbreak's medical language interpretation and
information technology services are invoiced monthly. Fixed monthly minute
medical language interpretation subscription and information technology services
fees are invoiced in advance in the period preceding the service. Variable rate
per unit medical language interpretation and information technology services
fees (including overage fees related to minutes used by the customer in excess
of the fixed monthly minute subscription) are invoiced monthly in arrears.
Martti™ device leases are invoiced monthly in advance in the period preceding
the usage. Invoiced amounts are typically due within 30 days of the invoice
date.

Some products. Product revenue consists of the sale of Martti™ appliances to its customers. Sales of Martti™ appliances are generally invoiced upon execution of the contract (50%) and upon delivery of the appliances to the customer (50%). Invoiced amounts are generally due within 30 days of the invoice date.

Cost of goods and services

Cost of goods and services primarily consists of costs related to supporting and
hosting Cloudbreak's product offerings and delivering services, and include the
cost of maintaining Cloudbreak's data centers, customer support team, and
Cloudbreak's professional services staff, in
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in addition to third-party service provider costs such as data center and networking charges, amortization of capitalized internal-use software development costs, inventory cost of purchased equipment sold to customers, and an allocation of facilities, information technology and depreciation costs.

Functionnary costs

Sales and Marketing Expenses. S&M expenses consist of costs related to
advertising, marketing programs, and events including related wages, commissions
and travel expenses, and an allocation of facilities, information technology,
and depreciation costs.

General and Administrative Expenses. G&A expenses consist of compensation and
benefits expense, and other administrative costs, related to its executive,
finance, human resources, legal, facilities, and information technology teams,
net of allocations to cost of goods and services and S&M.

Depreciation and Amortization Expenses. Depreciation expense relates to the
depreciation of computer equipment, purchased software, furniture and fixtures,
and office equipment, net of amounts allocated to cost of goods and services.
Amortization expense relates to the amortization of intangible assets from the
acquisition of Cloudbreak.

Service Segment – Innovation GroupTTC and BHS

Innovations Group Overview

Innovations Group is the parent company of the following wholly-owned operating
subsidiaries: MedQuest Pharmacy, Inc. ("MedQuest Pharmacy"), WorldLink Medical,
Inc ("WorldLink Medical"), Medical Horizons, Inc. ("Medical Horizons"), and
Pinnacle Labs, Inc. (doing business as MedQuest Testing Services ("MTS")).

MedQuest Pharmacy is a full-service retail and compounding pharmacy licensed in
50 states and the District of Columbia that has relationships with both
prescribers and patients, dispenses patient-specific medications, and ships
directly to patients. The business model is driven by cash-pay and prescription
volume-based revenue generated by physician electronic prescription order entry,
as well as traditional prescriber-patient-pharmacist interactions, mailed,
verbal, and faxed orders. It delivers both compounded and legend (also referred
to as manufactured) drugs and is capable of serving as a retail or national
fulfillment center, as a personalized medication administration partner with
prescribers, and as a lifestyle wellness direct-to-consumer offering. Its
proprietary software and operating system, eMedplus, is Electronic Prescribing
of Controlled Substances ("EPCS") certified by the U.S. Drug Enforcement
Administration ("DEA") and provides prescribers with a full-service prescription
management system. In January 2020, eMedplus became SureScripts certified
(SureScript's process is to validate that the software meets certain industry
standards related to sending and receiving electronic messages and that it is
providing open choice for medication selection and dispensing location),
allowing any user of the SureScripts platform to prescribe medications dispensed
by MedQuest Pharmacy.

MedQuest Pharmacy is accredited and recognized by the Accreditation Commission
for Health Care and its Pharmacy Compounding Accreditation Board, among other
high-quality providers and suppliers. MedQuest Pharmacy has achieved this elite
level of quality by exceeding standards set by national accreditation bodies and
quality-centered organizations.

MedQuest Pharmacy is currently working on expanding its prescriber base, through
both current prescribers and new prescribers, through the SureScripts platform
and testing services with new and existing lab companies and relationships.
Medical Horizons is also expanding their sales of supplements through the new
NutraScriptives-Direct program, which allows physicians and others to use the
NutraScriptives-Direct program to service their patients' needs and thus expand
their services and provide growth opportunities for their practices.

Also under the Innovations Group suite of services is WorldLink Medical, Medical
Horizons, and MedQuest Testing Services. WorldLink Medical is the educational
services arm of Innovations Group, providing Continuing Medical Education
("CME") educational courses accredited as a joint provider through the
Accreditation Council for Continuing Medical Education ("ACCME"). Medical
Horizons specializes in customized formulations and contract dietary supplement
and nutraceuticals manufacturing as an own label distributor with its brand
NUTRAscriptivesTM, as well as other brands. Its turnkey solutions include label
design, printing, and application; custom packaging; daily packs; a selection of
capsule sizes and colors; and convenient auto-reorder services. It features a
staff of experts that is committed to excellence and outstanding customer
service. MedQuest Testing Services focuses specifically on facilitating
diagnostic testing between lab companies, such as LabCorp and Quest Diagnostics,
patients, and providers.

Innovations Group Key Business Indicators

Revenue

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Products. Products revenue is generated primarily from the sale of prescription
medications directly to patients, as well as through the sale of supplemental
products to providers. The majority of the customer revenue is billed and
collected before the medications and products are shipped from the facility.
MedQuest Pharmacy is Innovation's largest subsidiary in terms of revenue and
generates approximately 60% of its revenue from sales of compounded medications
and approximately 40% of its revenue from sales of manufactured medications and
supplements.

Services. Service revenue is primarily derived from CME training courses provided by WorldLink Medical.

Cost of goods and services

Cost of goods and services primarily consists of costs of raw ingredients and
materials to compound various drugs and supplements, the cost of manufactured
product purchased directly from the distributors for resale, the cost of
fulfillment and shipping services, amortization of capitalized internal-use
software development costs, and an allocation of facilities, information
technology, and depreciation costs. MedQuest Pharmacy purchases these items
through a large industry distributor with many suppliers and also sources
products and supplies directly with manufacturers. MedQuest Pharmacy is also
able to leverage the size of its operations to purchase larger quantities of
certain ingredients and materials at lower prices.

Functionnary costs

Sales and Marketing Expenses. S&M expenses consist of costs related to
advertising, marketing programs, and events including related wages, commissions
and travel expenses, an allocation of facilities, information technology, and
depreciation costs.

General and administrative expenses. General and administrative expenses include compensation and benefits expenses, as well as other administrative expenses, related to its management teams, finance, human resources, legal, facilities and information technology, net of allocations to the cost of goods and services and S&M expenses.

Depreciation and Amortization Expenses. Depreciation expense relates to the
depreciation of computer equipment, lab equipment, purchased software, furniture
and fixtures, office equipment, and leasehold improvements, net of amounts
allocated to cost of goods and services. Amortization expense relates to the
amortization of intangible assets from the acquisition of Innovations Group.

Presentation of the TTC

TTC provides inpatient and outpatient mental health and substance abuse
treatment services for individuals with behavioral health issues, including
post-traumatic stress disorder and drug and alcohol addiction. TTC offers a
complete continuum of care from its detoxification services, residential care,
partial hospitalization programs, and intensive outpatient, and outpatient
programs. During the COVID-19 pandemic, outpatient programs have been virtual
for a majority of visits.

In March 2020, TTC formed Transformations Mending Fences, LLC to provide mental
health and substance abuse disorder treatment, including equine therapy, to
patients. TTC has an 80% controlling interest in the entity with the remaining
20% interest owned by an unrelated party. Operations began in December 2020,
with the admission of the first patient occurring in January 2021.

In addition to inpatient and outpatient substance abuse treatment services, TTC
performs screenings, urinalysis, and diagnostic laboratory services, and
provides physician services to clients. TTC operates three subsidiaries located
in Delray Beach, Florida and one facility in Morriston, Florida. These
facilities consist of inpatient substance abuse treatment facilities, standalone
outpatient centers, and sober living facilities focused on delivering effective
clinical care and treatment solutions.

Key TTC Trade Indicators

Revenue

Services. TTC generates revenue primarily through services provided to clients
in both inpatient and outpatient treatment settings. TTC bills third-party
payors weekly for the services provided in the prior week. Client-related
services, such as inpatient and outpatient programs, are generally recognized
over time as the performance obligation is satisfied at the estimated net
realizable value amount from clients, third-party payors, and others for
services provided. TTC receives the majority of payments from commercial payors
at out-of-network rates. Client service revenue is recorded at established
billing rates, less adjustments to estimate net realizable value. Provisions for
estimated third party payor reimbursements are provided in the period related
services are rendered and adjusted in future periods when actual reimbursements
are received. A significant or sustained decrease in reimbursement rates could
have a material adverse effect on operating results.

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Laboratory Testing. TTC provides diagnostic laboratory testing services for its
clients, which are recognized over time as the performance obligation is
satisfied at the estimated net realizable value amount from clients, third-party
payors, and others for services provided. Diagnostic laboratory service revenue
is recorded at established billing rates, less adjustments to estimate net
realizable value. Provisions for estimated third party payor reimbursements are
provided in the period related services are rendered and adjusted in future
periods when actual reimbursements are received.

Cost of goods and services

The cost of goods and services primarily includes facility operating costs, professional/physician fees and an allocation of information technology and depreciation costs.

Functionnary costs

Sales and Marketing Expenses. S&M expenses include costs related to advertising, marketing programs and events.

General and administrative expenses. General and administrative expenses include compensation and benefits expenses, as well as other administrative expenses, related to its management teams, finance, human resources, legal, facilities and information technology, net of allocations to the cost of goods and services and S&M expenses.

Depreciation and Amortization Expenses. Depreciation expense relates to the
depreciation of computer equipment, purchased software, furniture and fixtures,
office equipment, and leasehold improvements, net of amounts allocated to cost
of goods and services. Amortization expense relates to the amortization of
intangible assets from the acquisition of TTC.

BHS Overview

BHS operates through Psych Care Consultants, LLC, BHS Pharmacy, LLC, and
Reimbursement Solutions, LLC, wholly-owned subsidiaries of BHS. Psych Care
Consultants, LLC is a medical group that has four medical offices located in the
St. Louis Metropolitan area (Missouri) and provides psychiatric and mental
health services. BHS Pharmacy, LLC provides retail pharmacy services
specializing in behavioral health through services, such as medication
management, screenings, online portals, and delivery. Reimbursement Solutions,
LLC provides billing services for Psych Care Consultants, LLC (which has allowed
for more efficient payment for BHS clinicians) and third-party customers.
Services include billings, collections, verification of benefits, authorization,
and credentialing.

BHS provides its patients and providers with a reliable platform where a
provider can address their patients' needs efficiently with an infrastructure
built to support the providers and address patient needs. This infrastructure
consists of medical offices placed strategically for the convenience of
providers and patients and trained staff to assist providers and patients in the
delivery of quality health services that is timely and efficient, provide
prescription dispensing for patients that is convenient to maintain compliance,
and assist providers with billing and collection services through Reimbursement
Solutions, LLC.

BHS providers work in collaboration with multiple area hospital systems (both in
leadership and clinical positions) to provide and direct inpatient treatment.
BHS' business is generated by various referral sources developed over the years
by BHS' providers and their presence in the market for over twenty-five years.
BHS offers in-office, virtual, and in-patient treatment. Common conditions
treated by BHS practitioners include depression, bipolar disorder, attention
disorders, schizophrenia, substance use disorders, post-traumatic stress
disorder, Alzheimer's disease and related disorders, and personality disorders.

BHS Key Business Metrics

Revenue

Services. Services revenue is generated primarily by providing psychiatric and
mental health services and billing services. Although the underlying tasks will
vary by service and by patient, medical professionals perform inquiries, obtain
vital statistics, perform certain lab tests, administer therapy, and provide any
additional goods and services as necessary depending on the information
obtained.

Some products. Product revenue is generated primarily by providing retail pharmacy services through BHS Pharmacy, LLC.

Cost of goods and services

Cost of goods and services consists primarily of provider compensation expenses,
the cost of pharmaceutical medications sold to patients, and an allocation of
facilities, information technology, and depreciation costs. Provider
compensation expenses include consulting payments to BHS' healthcare providers,
including medical doctors in psychiatry, psychologists, nurse practitioners, and
clinical social workers. BHS has adopted an incentive-based compensation plan
with provider agreements that compensate the providers based upon a percentage
of
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revenue generated and ultimately collected for services provided. BHS primarily
purchases pharmaceutical medications through a large industry distributor with
many suppliers, but also purchases some directly from other suppliers.

Functionnary costs

General and administrative expenses. General and administrative expenses include compensation and benefits expenses, as well as other administrative expenses, related to its management teams, finance, human resources, legal, facilities and information technology, net of allocations to the cost of goods and services.

Depreciation Expense. Depreciation expense relates to the depreciation of
computer equipment, purchased software, furniture and fixtures, and office
equipment, net of amounts allocated to cost of goods and services. Amortization
expense relates to the amortization of intangible assets from the acquisition of
BHS.

Critical Accounting Policies

The preparation of financial statements and related disclosures in conformity
with accounting principles generally accepted in the United States of America
("GAAP") requires management to make estimates and assumptions that affect the
reported amounts of assets and liabilities, disclosure of contingent assets and
liabilities at the date of the financial statements, and income and expenses
during the periods reported. These estimates and assumptions are based on
current facts, historical experience, and various other factors that we believe
are reasonable under the circumstances to determine reported amounts of assets,
liabilities, revenue and expenses that are not readily apparent from other
sources. To the extent there are material differences between our estimates and
the actual results, our future consolidated results of comprehensive income
(loss) may be affected.

Among our significant accounting policies, which are described in Note 2, Summary of Significant Accounting Policies, in the Notes to the Condensed Consolidated Financial Statements of this Quarterly Report, the following specific accounting policies and estimates involve a greater degree of judgment and complexity :

•Business combinations;

•Goodwill and intangible fixed assets;

•Revenue recognition; and

•Income taxes.

There have been no changes to our significant accounting policies and estimates described in our annual report that have materially affected our condensed consolidated financial statements and accompanying notes.

UpHealth, Inc. Consolidated operating results

Operating results

As of June 30, 2022 and for the three and six months then ended, UpHealth's
operating results consist of the results of operations for UpHealth and its
subsidiaries Thrasys, BHS, TTC, Glocal, Innovations Group, and Cloudbreak. As of
June 30, 2021 and for the three and six months then ended, UpHealth's operating
results consist of (1) the results of operations for UpHealth Holdings and its
subsidiaries Thrasys, BHS, TTC and Glocal and (2) the results of operations for
its subsidiaries Innovations Group and Cloudbreak subsequent to their
acquisitions on April 27, 2021 and June 9, 2021, respectively.
                                       35
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The following table sets forth the consolidated results of operations of
UpHealth:


(Unaudited, in thousands)            Three Months Ended June 30,                                                         Six Months Ended June 30,
                                       2022                  2021            $ Change            % Change                 2022                  2021            $ Change            % Change
Revenue:
Services                         $       28,096          $  15,448          $ 12,648                    82  %       $       53,782          $  23,586          $ 30,196                  128  %
Licenses and subscriptions                6,812              9,145            (2,333)                  (26) %                8,593             12,803            (4,210)                 (33) %
Products                                  8,760              7,289             1,471                    20  %               17,265              8,309             8,956                  108  %
Total revenue                            43,668             31,882            11,786                    37  %               79,640             44,698            34,942                   78  %
Cost of goods and services:
Services                                 14,762              9,590             5,172                    54  %               29,207             14,063            15,144                  108  %
License and subscriptions                   217              6,173            (5,956)                  (96) %                  450              6,670            (6,220)                 (93) %
Products                                  6,296              4,727             1,569                    33  %               12,286              5,643             6,643                  118  %
Total cost of goods and services         21,275             20,490               785                     4  %               41,943             26,376            15,567                   59  %
Gross margin                             22,393             11,392            11,001                    97  %               37,697             18,322            19,375                  106  %
Operating expenses:
Sales and marketing                       3,486              1,695             1,791                   106  %                6,212              2,580             3,632                  141  %
Research and development                  1,782              2,273              (491)                  (22) %                3,369              3,843              (474)                 (12) %
General and administrative               14,632              7,306             7,326                   100  %               28,291             11,029            17,262                  157  %
Depreciation and amortization             4,700              2,966             1,734                    58  %                9,936              3,870             6,066                  157  %
Stock-based compensation                  1,088                  -             1,088                     -  %                2,462                  -             2,462                    -  %
Lease abandonment expenses                    -                  -                 -                     -  %                   75                  -                75                    -  %
Goodwill and intangible asset
impairment                                    -                  -                 -                     -  %                6,174                  -             6,174                    -  %
Acquisition, integration, and
transformation costs                      6,749             32,653           (25,904)                  (79) %                9,133             35,339           (26,206)                 (74) %
Total operating expenses                 32,437             46,893           (14,456)                  (31) %               65,652             56,661             8,991                   16  %
Loss from operations                    (10,044)           (35,501)           25,457                   (72) %              (27,955)           (38,339)           10,384                  (27) %
Other income (expense):
Interest expense                         (6,603)            (4,904)           (1,699)                   35  %              (13,598)            (5,615)           (7,983)                 142  %
Gain on consolidation of equity
method investment                             -                  -                 -                     -  %                    -                640              (640)                (100) %
Gain on fair value of derivative
liability                                 1,841                  -             1,841                     -  %                6,670                  -             6,670                    -  %
Gain on fair value of warrant
liabilities                                  95              1,075              (980)                  (91) %                  190              1,075              (885)                 (82) %
Gain on extinguishment of debt                -                151              (151)                 (100) %                    -                151              (151)                (100) %
Other income (expense), net,
including interest income                    14               (256)              270                  (105) %                   (2)              (219)              217                  (99) %
Total other expense                      (4,653)            (3,934)             (719)                   18  %               (6,740)            (3,968)           (2,772)                  70  %
Loss before income tax benefit          (14,697)           (39,435)           24,738                   (63) %              (34,695)           (42,307)            7,612                  (18) %
Income tax benefit                        2,232              6,646            (4,414)                  (66) %                4,525              7,052            (2,527)                 (36) %
Net loss before loss from equity
method investment                       (12,465)           (32,789)           20,324                   (62) %              (30,170)           (35,255)            5,085                  (14) %
Loss from equity method
investment                                    -                  -                 -                     -  %                    -               (561)              561                 (100) %
Net loss                                (12,465)           (32,789)           20,324                   (62) %              (30,170)           (35,816)            5,646                  (16) %
Less: net loss attributable to
noncontrolling interests                    (27)                (6)              (21)                  350  %                 (287)               (84)             (203)                 242  %
Net loss attributable to
UpHealth, Inc.                   $      (12,438)         $ (32,783)         $ 20,345                   (62) %       $      (29,883)         $ (35,732)         $  5,849                  (16) %





                                       36
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The following table presents the consolidated operating results of
UpHealth as a percentage of total turnover:

                                                         Three Months Ended June 30,                 Six Months Ended June 30,
                                                          2022                 2021                  2022                 2021
Revenue:
Services                                                      64  %                 48  %                68  %                53  %
Licenses and subscriptions                                    16  %                 29  %                11  %                29  %
Products                                                      20  %                 23  %                22  %                19  %
Total revenue                                                100  %                100  %               100  %               100  %
Cost of goods and services:
Services                                                      34  %                 30  %                37  %                31  %
License and subscriptions                                      -  %                 19  %                 1  %                15  %
Products                                                      15  %                 15  %                15  %                13  %
Total cost of goods and services                              49  %                 64  %                53  %                59  %
Gross margin                                                  51  %                 36  %                47  %                41  %
Operating expenses:
Sales and marketing                                            8  %                  5  %                 8  %                 6  %
Research and development                                       4  %                  7  %                 4  %                 9  %
General and administrative                                    34  %                 23  %                36  %                25  %
Depreciation and amortization                                 11  %                  9  %                12  %                 9  %
Stock-based compensation                                       2  %                  -  %                 3  %                 -  %
Lease abandonment expenses                                     -  %                  -  %                 -  %                 -  %
Goodwill and intangible asset impairment                       -  %                  -  %                 8  %                 -  %
Acquisition, integration, and transformation costs            15  %                102  %                11  %                79  %
Total operating expenses                                      74  %                147  %                82  %               127  %
Loss from operations                                         (23) %               (111) %               (35) %               (86) %
Other income (expense):
Interest expense                                             (15) %                (15) %               (17) %               (13) %
Gain on consolidation of equity method investment              -  %                  -  %                 -  %                 1  %
Gain on fair value of derivative liability                     4  %                  -  %                 8  %                 -  %
Gain on fair value of warrant liabilities                      -  %                  3  %                 -  %                 2  %
Gain on extinguishment of debt                                 -  %                  -  %                 -  %                 -  %
Other income (expense), net, including interest
income                                                         -  %                 (1) %                 -  %                 -  %
Total other expense                                          (11) %                (12) %                (8) %                (9) %
Loss before income tax benefit                               (34) %               (124) %               (44) %               (95) %
Income tax benefit                                             5  %                 21  %                 6  %                16  %
Net loss before loss from equity method investment           (29) %               (103) %               (38) %               (79) %
Loss from equity method investment                             -  %                  -  %                 -  %                (1) %
Net loss                                                     (29) %               (103) %               (38) %               (80) %
Less: net loss attributable to noncontrolling
interests                                                      -  %                  -  %                 -  %                 -  %
Net loss attributable to UpHealth, Inc.                      (28) %               (103) %               (38) %               (80) %


Due to the timing of UpHealth's acquisitions of TTC, Glocal, Innovations Group,
and Cloudbreak, the numbers presented above are not directly comparable between
periods.

Three months completed June 30, 2022 and 2021

Revenue

In the three months ended June 30, 2022, revenue was $43.7 million, an increase
of $11.8 million, or 37%, compared to $31.9 million in the three months ended
June 30, 2021. Services revenue increased $12.6 million, primarily due to a
$10.6 million increase in the Virtual Care Infrastructure segment resulting from
a full period of operations in the three months ended June 30, 2022 at
Cloudbreak, which was acquired in the second quarter of 2021. Products revenue
increased $1.5 million, primarily due to an increase in the Services segment
resulting from to a full period of operations in the three months ended June 30,
2022 for Innovations Group, which was also acquired in the second quarter of
2021. Licenses and subscriptions revenue declined $2.3 million, primarily due to
Thrasys' loss of a contract with a European customer, net of increased revenue
from an amended contract with an existing customer.
                                       37
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We expect revenue to increase in fiscal 2022 as compared to fiscal 2021 due to a
full year of operations for TTC, Glocal, Innovations Group and Cloudbreak, which
were acquired in the first half of 2021. In addition, we expect revenue to
increase for the foreseeable future as we invest in advertising and marketing,
as well as in the integration and development of our technology platforms across
each of our segments.

Cost of Goods and Services

In the three months ended June 30, 2022, cost of goods and services was $21.3
million, an increase of $0.8 million, or 4%, compared to $20.5 million in the
three months ended June 30, 2021. Cost of services increased $5.2 million,
primarily due to a $4.5 million increase in the Virtual Care Infrastructure
segment resulting from a full period of operations in the three months ended
June 30, 2022 at Cloudbreak, which was acquired in the second quarter of 2021.
Cost of products increased $1.6 million, primarily due to an increase in the
Services segment resulting from a full period of operations in the three months
ended June 30, 2022 for Innovations Group, which was also acquired in the second
quarter of 2021. Cost of licenses and subscriptions declined $6.0 million,
primarily due to Thrasys' loss of a contract with a European customer.

We expect cost of goods and services to increase in fiscal 2022 as compared to
fiscal 2021 due to a full year of operations for TTC, Glocal, Innovations Group,
and Cloudbreak, which were acquired in the first half of 2021. In addition, we
expect cost of goods and services to increase for the foreseeable future,
commensurate with the growth in our revenue. Our cost of goods and services may
fluctuate as a percentage of our total revenue (gross margin %) from period to
period due to the changes in the percentage of revenue contributed by each of
our segments.

Operating Expenses

Sales and Marketing. In the three months ended June 30, 2022, S&M expenses,
which primarily consisted of advertising, marketing programs, and events,
including related wages, commissions and travel expenses, were $3.5 million,
compared to $1.7 million in the three months ended June 30, 2021. The increase
in S&M expenses was largely due to a $1.6 million increase in S&M expenses at
Innovations Group and Cloudbreak, which were acquired in the second quarter of
2021, as well as corporate S&M expenses related to additional headcount.

We expect S&M expenses to increase in fiscal 2022 as compared to fiscal 2021 due
to a full year of operations for TTC, Glocal, Innovations Group, and Cloudbreak,
which were acquired in the first half of 2021. In addition, we expect our S&M
expenses to increase for the foreseeable future as we invest in advertising and
marketing. Our S&M expenses may fluctuate as a percentage of our total revenue
from period to period due to the timing and extent we promote our brands through
a variety of marketing and public relations activities.

Research and Development. In the three months ended June 30, 2022, R&D expenses,
which primarily consisted of compensation and benefits expense and other
administrative costs related to the Thrasys' software development teams, were
$1.8 million compared to $2.3 million in the three months ended June 30, 2021.
The decrease in R&D expenses was largely due to an increase in the
capitalization of internal-use software development costs.

We expect R&D expenses to increase in fiscal 2022 as compared to fiscal 2021,
and for the foreseeable future, as we continue to invest in the development and
integration of our technology platforms across each of our segments. Our R&D
expenses may fluctuate as a percentage of our total revenue from period to
period due to the timing and extent of our technology and development expenses,
including the ability to capitalize software development costs. Historically,
the majority of our technology and development costs have been expensed, except
those costs that have been capitalized as software development costs.

General and Administrative. In the three months ended June 30, 2022, G&A
expenses, which primarily consisted of compensation and benefits expense and
other administrative costs related to the executive, finance, human resources,
legal, facilities, and information technology teams, net of allocations to cost
of goods and services and S&M and R&D expenses, were $14.6 million, compared to
$7.3 million in the three months ended June 30, 2021. The increase in G&A
expenses of $7.3 million was largely due an increase of approximately $5.8
million in corporate expenses, primarily related to increased professional and
legal fees and increased compensation and benefits due to increased headcount,
and to a lesser extent, due to a full period of operations for Innovations Group
and Cloudbreak, which were acquired in the second quarter of 2021.

We expect G&A expenses to increase in fiscal 2022 as compared to fiscal 2021 due
to a full year of operations for TTC, Glocal, Innovations Group, and Cloudbreak,
which were acquired in the first half of 2021, and an increase in expenses at
corporate as we build out our executive, finance, human resources, legal,
facilities, and information technology teams, net of savings we expect to
realize as we continue to integrate and centralize G&A functions across our
segments. In addition, we expect our G&A expenses to increase for the
foreseeable future as we continue to grow our business. Our G&A expenses may
fluctuate as a percentage of our total revenue from period to period due to the
timing and extent of our G&A expenses.

Depreciation and Amortization. In the three months ended June 30, 2022,
depreciation and amortization expenses were $4.7 million, primarily consisting
of $4.2 million of amortization of intangible assets and $0.7 million of
depreciation related to property, plant and equipment, net of allocations to
cost of goods and services. In the three months ended June 30, 2021 depreciation
and amortization expenses
                                       38
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were $3.0 million, primarily consisting of $2.7 million of amortization of
intangible assets and $0.3 million of depreciation related to property, plant
and equipment, net of allocations to cost of goods and services. The increase in
depreciation and amortization expenses was largely due to a full period of
operations for Innovations Group and Cloudbreak, which were acquired in the
second quarter of 2021.

We expect depreciation and amortization expenses to increase in fiscal 2022 due
to a full year of amortization of intangibles assets and depreciation of
property, plant, and equipment related to TTC, Glocal, Innovations Group, and
Cloudbreak, which were acquired in the first half of 2021.

Stock-Based Compensation. In the three months ended June 30, 2022, stock-based
compensation expenses were $1.1 million, related to grants under equity
incentive plans. There were no stock-based compensation expenses in the three
months ended June 30, 2021. We expect stock-based compensation expenses to
increase in fiscal 2022 as we continue to make grants under our equity incentive
plan to new and existing employees.

Acquisition, Integration and Transformation Costs. In the three months ended
June 30, 2022, acquisition, integration and transformation costs were $6.7
million, primarily consisting of consulting, legal, and severance costs incurred
to integrate and transform the businesses. In the three months ended June 30,
2021, acquisition, integration and transformation costs were $32.7 million,
primarily consisting of one-time transaction expenses related to the
acquisitions of Thrasys, BHS, TTC, Glocal, Innovations Group, and Cloudbreak and
UpHealth Holdings' merger with UpHealth. While we do not expect to incur
additional acquisition costs in fiscal 2022, we will incur additional
integration and transformation costs in fiscal 2022, and for the foreseeable
future.

Other Expense

In the three months ended June 30, 2022, other expense was $4.7 million,
primarily consisting of $6.6 million of interest expense, partially offset by a
$1.8 million of gain on fair value of derivative liability and a $0.1 million
gain on fair value of warrant liabilities. In the three months ended June 30,
2021, other expense was $3.9 million, primarily consisting of $4.9 million of
interest expense and $0.3 million of other expense, net, partially offset by a
$1.1 million gain on fair value of warrants and a $0.2 million gain on
extinguishment of debt.

Tax benefit

Within three months June 30, 2022the tax benefit was $2.2 million. Within three months June 30, 2021the tax benefit was
$6.6 million.

Income tax benefit reflects management's best assessment of estimated current
and future taxes to be paid. The objectives for accounting for income taxes, as
prescribed by the relevant accounting guidance, are to recognize the amount of
taxes payable or refundable for the current year and deferred tax assets and
liabilities for future tax consequences of events that have been recognized in
the financial statements.

Six months ended June 30, 2022 and 2021

Revenue

In the six months ended June 30, 2022, revenue was $79.6 million, an increase of
$34.9 million, or 78%, compared to $44.7 million in the six months ended June
30, 2022. Services revenue increased $30.2 million, primarily due to an increase
of $25.4 million in the Virtual Care Infrastructure segment resulting from a
full period of operations in the six months ended June 30, 2022 at Cloudbreak
and Glocal, and due to an increase of $7.7 million in the Services segment
resulting from a period of operations in the six months ended June 30, 2022 at
Innovations Group and TTC, all of which were acquired in the first half of 2021.
Products revenue increased $9.0 million, primarily due to a full period of
operations in the six months ended June 30, 2022 at Innovations Group and TTC,
which were acquired in the first half of 2021. Licenses and subscriptions
revenue declined $4.2 million, primarily due to Thrasys' loss of a contract with
a European customer, net of increased revenue from an amended contract with an
existing customer.

We expect revenue to continue to increase in fiscal 2022 as compared to fiscal
2021 due to a full year of operations for TTC, Glocal, Innovations Group, and
Cloudbreak, which were acquired in the first half of 2021. In addition, we
expect revenue to increase for the foreseeable future as we invest in
advertising and marketing, as well as in the integration and development of our
technology platforms across each of our segments.

Cost of goods and services

In the six months ended June 30, 2022, cost of goods and services was $41.9
million, an increase of $15.6 million, or 59%, compared to $26.4 million in the
six months ended June 30, 2021. Cost of services increased $15.1 million,
primarily due to an increase of $12.3 million in the Virtual Care Infrastructure
segment resulting from a full period of operations in the six months ended June
30, 2022 at Cloudbreak and Glocal, and due to an increase of $2.6 million in the
Services segment resulting from a full period of operations in the six months
ended June 30,
                                       39
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2022 at Innovations Group and TTC, all of which were acquired in the first half
of 2021. Cost of products increased $6.6 million, primarily due to a full period
of operations in the six months ended June 30, 2022 at Innovations Group and
TTC, which were acquired in the first half of 2021. Cost of licenses and
subscriptions revenue declined $6.2 million, primarily due to Thrasys' loss of a
contract with a European customer.

We expect cost of goods and services to increase in fiscal 2022 as compared to
fiscal 2021 due to a full year of operations for TTC, Glocal, Innovations Group,
and Cloudbreak, which were acquired in the first half of 2021. In addition, we
expect cost of goods and services to increase for the foreseeable future,
commensurate with the growth in our revenue. Our cost of goods and services may
fluctuate as a percentage of our total revenue (gross margin %) from period to
period due to the changes in the percentage of revenue contributed by each of
our segments.

Operating Expenses

Sales and Marketing. In the six months ended June 30, 2022, S&M expenses, which
primarily consisted of advertising, marketing programs, and events, including
related wages, commissions and travel expenses, were $6.2 million, compared to
$2.6 million in the six months ended June 30, 2021. The increase in S&M expenses
was largely due to a full period of operations in the six months ended June 30,
2022 for Innovations Group and Cloudbreak, which were acquired in the second
quarter of 2021, as well as TTC and Glocal, which were acquired in the first
quarter of 2021.

We expect S&M expenses to increase in fiscal 2022 as compared to fiscal 2021 due
to a full year of operations for TTC, Glocal, Innovations Group, and Cloudbreak,
which were acquired in the first half of 2021. In addition, we expect our S&M
expenses to increase for the foreseeable future as we invest in advertising and
marketing. Our S&M expenses may fluctuate as a percentage of our total revenue
from period to period due to the timing and extent we promote our brands through
a variety of marketing and public relations activities.

Research and Development. In the six months ended June 30, 2022, R&D expenses,
which primarily consisted of compensation and benefits expense and other
administrative costs related to the Thrasys' software development teams, were
$3.4 million compared to $3.8 million in the six months ended June 30, 2021. The
decrease in R&D expenses was largely due to an increase in the capitalization of
internal-use software development costs.

We expect R&D expenses to increase in fiscal 2022 as compared to fiscal 2021,
and for the foreseeable future, as we continue to invest in the development and
integration of our technology platforms across each of our segments. Our R&D
expenses may fluctuate as a percentage of our total revenue from period to
period due to the timing and extent of our technology and development expenses,
including the ability to capitalize software development costs. Historically,
the majority of our technology and development costs have been expensed, except
those costs that have been capitalized as software development costs.

General and Administrative. In the six months ended June 30, 2022, G&A expenses,
which primarily consisted of compensation and benefits expense and other
administrative costs related to the executive, finance, human resources, legal,
facilities, and information technology teams, net of allocations to cost of
goods and services and S&M and R&D expenses, were $28.3 million, compared to
$11.0 million in the six months ended June 30, 2021. The increase in G&A
expenses of $17.3 million was largely due an increase of approximately $12
million in corporate expenses, primarily related to increased professional and
legal fees and increased compensation and benefits due to increased headcount,
and to a lesser extent, a full period of operations in the six months ended June
30, 2022 for Innovations Group and Cloudbreak, which were acquired in Q2 2021,
as well as TTC and Glocal, which were acquired in the first quarter of 2021.

We expect G&A expenses to increase in fiscal 2022 as compared to fiscal 2021 due
to a full year of operations for TTC, Glocal, Innovations Group, and Cloudbreak,
which were acquired in the first half of 2021, and an increase in expenses at
corporate as we build out our executive, finance, human resources, legal,
facilities, and information technology teams, net of savings we expect to
realize as we continue to integrate and centralize G&A functions across our
segments. In addition, we expect our G&A expenses to increase for the
foreseeable future as we continue to grow our business. Our G&A expenses may
fluctuate as a percentage of our total revenue from period to period due to the
timing and extent of our G&A expenses.

Depreciation and Amortization. In the six months ended June 30, 2022,
depreciation and amortization expenses were $9.9 million, primarily consisting
of $9.3 million of amortization of intangible assets and $0.4 million of
depreciation related to property, plant and equipment, net of allocations to
cost of goods and services. In the six months ended June 30, 2021 depreciation
and amortization expenses were $3.9 million, primarily consisting of $3.5
million of amortization of intangible assets and $0.4 million of depreciation
related to property, plant and equipment, net of allocations to cost of goods
and services. The increase in depreciation and amortization expenses was largely
due to a full period of operations in the six months ended June 30, 2022 for
Innovations Group and Cloudbreak, which were acquired in the second quarter of
2021, as well as TTC and Glocal, which were acquired in the first quarter of
2021.

We expect depreciation and amortization expenses to increase in fiscal 2022 due
to a full year of amortization of intangibles assets and depreciation of
property, plant, and equipment related to TTC, Glocal, Innovations Group, and
Cloudbreak, which were acquired in the first half of 2021.
                                       40
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Stock-Based Compensation. In the six months ended June 30, 2022, stock-based
compensation expenses were $2.5 million, related to grants under equity
incentive plans. There were no stock-based compensation expenses in the six
months ended June 30, 2021. We expect stock-based compensation expenses to
increase in fiscal 2022 as we continue to make grants under our equity incentive
plan to new and existing employees.

Lease Abandonment Expenses. In the six months ended June 30, 2022, we recorded a
lease abandonment accrual in the amount of $0.1 million related to office spaces
we vacated during the period. There were no lease abandonment expenses in the
six months ended June 30, 2021.

Goodwill and Intangible Asset Impairment. In the six months ended June 30, 2022,
we recorded a goodwill and intangible asset impairment of $6.2 million,
primarily consisting of a $5.5 million measurement period adjustment at Glocal
that was immediately impaired, and a $0.7 million trade name intangible asset
impairment at TTC. No impairment charge was recognized in the six months ended
June 30, 2021.

Acquisition, Integration and Transformation Costs. In the six months ended June
30, 2022, acquisition, integration and transformation costs were $9.1 million,
primarily consisting of consulting, legal, and severance costs incurred to
integrate and transform the businesses. In the six months ended June 30, 2021,
acquisition, integration and transformation costs were $35.3 million, primarily
consisting of one-time transaction expenses related to the acquisitions of
Thrasys, BHS, TTC, Glocal, Innovations Group, and Cloudbreak and UpHealth
Holdings' merger with UpHealth. While we do not expect to incur additional
acquisition costs in fiscal 2022, we will incur additional integration and
transformation costs in fiscal 2022, and for the foreseeable future.

Other expenses

In the six months ended June 30, 2022, other expense was $6.7 million, primarily
consisting of $13.6 million of interest expense, partially offset by a $6.7
million of gain on fair value of derivative liability and a $0.2 million gain on
fair value of warrant liabilities. In the six months ended June 30, 2021, other
expense was $4.0 million, primarily consisting of $5.6 million of interest
expense, partially offset by a $1.1 million gain on fair value of warrant
liabilities and a $0.6 million gain on consolidation of equity method
investment.

Tax benefit

In the six months ended June 30, 2022the tax benefit was $4.5 million. In the six months ended June 30, 2021the tax benefit was $7.1 million.

Income tax benefit reflects management's best assessment of estimated current
and future taxes to be paid. The objectives for accounting for income taxes, as
prescribed by the relevant accounting guidance, are to recognize the amount of
taxes payable or refundable for the current year and deferred tax assets and
liabilities for future tax consequences of events that have been recognized in
the financial statements.

Segment Information

We evaluate performance based on several factors, of which revenue and gross margin by operating segment are the primary financial measures.

Revenue

Revenue by segment consisted of the following:

                                                      Three Months Ended June 30,               Six Months Ended June 30,
In thousands                                            2022                 2021                 2022                2021
Integrated Care Management                        $        7,823          $ 11,280          $      10,435          $ 17,569
Virtual Care Infrastructure                               16,815             6,964                 32,445             7,554
Services                                                  19,030            13,638                 36,760            19,575
Total revenue                                     $       43,668          $ 31,882          $      79,640          $ 44,698


Three Months Ended June 30, 2022 and 2021. Revenue from the Virtual Care
Infrastructure segment increased $9.9 million, primarily due to a full period of
operations in the three months ended June 30, 2022 at Cloudbreak, which was
acquired in the second quarter of 2021. Revenue from the Services segment
increased $5.4 million, primarily due to a full period of operations in the
three months ended June 30, 2022 at Innovations Group, which was acquired in the
second quarter of 2021. Revenue from the Integrated Care Management segment
decreased $3.5 million, primarily due to Thrasys' loss of a contract with a
European customer, net of increased revenue from an amended contract with an
existing customer.
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Six Months Ended June 30, 2022 and 2021. Revenue from the Virtual Care
Infrastructure segment increased $24.9 million, primarily due to a full period
of operations in the six months ended June 30, 2022 at Cloudbreak and Glocal,
which were acquired in the first half of 2021. Revenue from the Services segment
increased $17.2 million, primarily due to a full year of operations at
Innovations Group and TTC, which were acquired in the first half of 2021.
Revenue from the Integrated Care Management segment decreased $7.1 million,
primarily due to Thrasys' loss of a contract with a European customer, net of
increased revenue from an amended contract with an existing customer.

Gross margin

Gross margin by segment consisted of the following:

                                                      Three Months Ended June 30,               Six Months Ended June 30,
In thousands                                            2022                 2021                 2022                2021
Integrated Care Management                        $        6,894          $  4,504          $       8,531          $  9,723
Virtual Care Infrastructure                                8,179             2,634                 15,588             2,933
Services                                                   7,320             4,254                 13,578             5,666
Total gross margin                                $       22,393          $ 11,392          $      37,697          $ 18,322


Three Months Ended June 30, 2022 and 2021. Gross margin from the Virtual Care
Infrastructure segment increased $5.5 million, primarily due to a full period of
operations in the three months ended June 30, 2022 at Cloudbreak, which was
acquired in the second quarter of 2021. Gross margin from the Services segment
increased $3.1 million, primarily due to a full period of operations in the
three months ended June 30, 2022 at Innovations Group, which was acquired in the
second quarter of 2021. Gross margin from the Integrated Care Management segment
increased $2.4 million, primarily due to Thrasys' increased revenue with minimal
cost from an amended contract with an existing customer, net of the loss of a
contract with a European customer.

Six Months Ended June 30, 2022 and 2021. Gross margin from the Virtual Care
Infrastructure segment increased $12.7 million, primarily due to a full period
of operations in the six months ended June 30, 2022 at Cloudbreak and Glocal,
which was acquired in the first half of 2021. Gross margin from the Services
segment increased $7.9 million, primarily due to a full period of operations in
the six months ended June 30, 2022 at Innovations Group and TTC, which were
acquired in the first half of 2021. Gross margin from the Integrated Care
Management segment decreased $1.2 million, primarily due to Thrasys' loss of a
contract with a European customer, net of increased revenue with minimal cost
from an amended contract with an existing customer.

Cash and capital resources

As of June 30, 2022 and December 31, 2021, we had free cash on hand of $40.6
million and $58.2 million, respectively. As of June 30, 2022, we had restricted
cash of $0.5 million, representing funds held at our Glocal business. As of
December 31, 2021, we had restricted cash of $18.6 million, representing
$18.1 million of funds held in an escrow account as agreed in a forward share
purchase agreement (see Note 10, Capital Structure, for further information) and
$0.5 million of funds held at our Glocal business.

We believe our current cash, restricted cash, and expected cash collections will
be sufficient to fund our operations for at least twelve months after the filing
date of this Quarterly Report on Form 10-Q.

Cash flow

The following tables summarize cash flows for the six months ended June 30, 2022
and 2021 (unaudited):

                                                                        Six Months Ended June 30,
(In thousands)                                                         2022                   2021
Net cash used in operating activities                            $       (7,841)         $    (37,228)
Net cash (used in) provided by investing activities                      (3,783)                3,859
Net cash (used in) provided by financing activities                     (23,580)              129,801

Effect of changes in exchange rates on cash, cash equivalents and restricted cash

                                                            (460)                  (99)

Net increase (decrease) in cash, cash equivalents and restricted cash

                                                  $      (35,664)               96,333


As UpHealth Holdings actually started operations on January 1, 2020 and the operations of UpHealth’s subsidiaries are included from their acquisition dates, as described above, the figures presented above are not directly comparable between periods.

In the six months ended June 30, 2022, cash used in operating activities was
$7.8 million, primarily attributed to the net loss of $30.2 million and gain on
fair value of derivative liability, gain on fair value of warrant liabilities,
partially offset by $16.1 million of non-cash items
                                       42
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(impairments, depreciation, intangible amortization, debt issuance cost
amortization, and stock-based compensation) and the changes in operating assets
and liabilities, net of effects of acquisitions, of $6.2 million. The changes in
operating assets and liabilities, net of effects of acquisitions, was primarily
due to a decrease in accounts receivable of $6.2 million due to net collections
of receivables and an increase in accounts payable and accrued expenses of $7.9
million due to delayed payments to vendors. In the six months ended June 30,
2021, cash used in operating activities was $37.2 million, primarily attributed
to the net loss of $35.8 million and the changes in operating assets and
liabilities, net of effects of acquisitions, of $1.1 million, partially offset
by $2.5 million of non-cash items (depreciation, deferred tax adjustments, gain
on extinguishment of debt, loss on fair value of warrant liabilities, and debt
issuance cost amortization). The changes in operating assets and liabilities,
net of effects of acquisitions, was primarily due to an increase in accounts
receivable of $21.0 million due to billed and unbilled receivables from two
customers during the quarter that were not collected as of June 30, 2021,
partially offset by an increase in accounts payable and accrued expenses of
$15.6 million due to delayed payments to vendors, and proceeds from Provider
Relief Funds of $0.5 million.

In the six months ended June 30, 2022, cash used in investing activities was
$3.8 million, primarily consisting of purchases of property and equipment. In
the six months ended June 30, 2021, cash provided by investing activities was
$3.9 million, primarily consisting of net cash acquired in acquisition of
businesses.

In the six months ended June 30, 2022, cash used in financing activities was
$23.6 million, primarily consisting of the repayment of the forward share
purchase of $18.5 million, payments of capital lease obligations of $1.6 million
and repayments of debt obligations of $3.2 million. In the six months ended
June 30, 2021, cash provided by financing activities was $129.8 million,
primarily consisting of proceeds from convertible debt of $164.5 million and
proceeds from merger and recapitalization transaction of $83.4 million,
partially offset by repayments of seller notes of $88.1 million, repayments of
debt of $17.3 million and payments of amounts due to members of $4.3 million.

long-term debt

See Note 8, Debt, in the Notes to the Summary Consolidated Financial Statements of this Quarterly Report for our long-term debt.

On August 12, 2022, we entered into senior secured convertible note subscription
agreements with certain institutional investors, pursuant to which we agreed to
issue and sell $67.5 million in aggregate principal amount of a new series of
variable rate convertible senior secured notes due December 15, 2025 (the "2025
Notes") to holders of our 6.25% convertible senior notes due June 15, 2026 (see
Note 8, Debt) in a private placement transaction, raising approximately
$22.5 million in gross cash proceeds, after paying for a repurchase of $45.0
million of the 2026 Notes, which proceeds will be used in part to fully repay
the seller notes. The 2025 Notes are convertible into shares of UpHealth common
stock at a conversion price, subject to the occurrence of certain corporate
events, of $1.75 per share. The 2025 Notes will be senior secured obligations of
UpHealth, secured by substantially all of our assets and those of our domestic
subsidiaries, and will accrue interest at a rate equal to the daily secured
overnight financing rate ("SOFR") plus 9.0% per annum, with a minimum rate of
10.5% per annum, payable quarterly in arrears. The 2025 Notes will mature on
December 15, 2025, unless earlier repurchased, redeemed or converted. Holders
will have the right to convert their 2025 Notes at any time. Upon the occurrence
of certain corporate events, holders of the 2025 Notes can require UpHealth to
repurchase for cash all or part of their 2025 Notes in principal amounts of
$1,000 or an integral multiple thereof at a repurchase price that will be equal
to 105% of the principal amount of the 2025 Notes to be repurchased, plus
accrued and unpaid interest thereon, if any. In the event that UpHealth sells
assets with net proceeds in excess of $15.0 million, then it will make an offer
to all holders of the 2025 Notes to repurchase the 2025 Notes for an aggregate
amount of cash equal to 20.0% of the net proceeds of such asset sale, at a
repurchase price per 2025 Note equal to 100.0% of the principal amount thereof,
plus accrued and unpaid interest, if any. UpHealth may not otherwise seek to
redeem the 2025 Notes prior to June 16, 2024. UpHealth will settle conversions
solely in shares of its common stock, except for payments of cash in lieu of
fractional shares.

Contractual obligations and commitments

See Note 11, Commitments and Contingencies, in the Notes to Condensed
Consolidated Financial Statements of this Quarterly Report for information about
our operating lease obligations and our non-cancellable contractual service and
licensing obligations.

Off-balance sheet arrangements

As of June 30, 2022, we have not entered into any off-balance sheet financing
arrangements, established any additional special purpose entities, guaranteed
any debt or commitments of other entities, or purchased any non-financial
assets.

Recent accounting pronouncements

See Note 2, Summary of Significant Accounting Policies, in the Notes to the Summary Consolidated Financial Statements of this Quarterly Report for recently issued accounting standards that may affect us.

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© Edgar Online, source Previews

Decades of work preserve a priceless treasure

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A small community grant from BHP Nickel West is making a big impact in the Goldfields, with more than 60 years of work by two linguists, Dawn and Brian Hadfield, culminating in the Cundeelee Wangka Dictionary, published with the Goldfields Aboriginal Language Center Aboriginal Corporation with support from BHP.

Cundeelee Wangka is a Pitjantjatjarra-based language that developed on the Cundeelee mission in the Goldfields in the mid-1900s.

First Nations people from multiple language groups lived on the Cundeelee Mission beginning in the 1940s, and a contemporary, inclusive Indigenous language was formed that included parts of all languages.

Linguists Dawn and Brian Hadfield worked with Cundeelee Wangka speakers from 1958 through the 1980s to record, analyze, and document the language. They then began working with the Goldfields Aboriginal Language Center Aboriginal Corporation to launch a dictionary, saying it was an absolute honor to work on this language.

The important dictionary was launched on August 2 in the Goldfields with the Hon. Wilson Tucker MLA, Jody Broun CEO of the National Indigenous Australian’s Agency, senior linguists from Goldfields Aboriginal Language Center Aboriginal Corporation and Jacinta Parsons from BHP’s Kalgoorlie Nickel Smelter celebrate with the authors and their families.

“This dictionary represents the preservation of a dying language that is important not just to Indigenous peoples, but to everyone,” said Jacinta Parsons, Acting General Manager of Kalgoorlie Nickel Smelter.

“Nickel mining has a long history in the Goldfields area, with BHP having operated there for over 60 years – but that time is only a drop in the ocean compared to the longevity of the Aboriginal language celebrated here today.”

BHP provided $10,000 in financial support to Goldfields Aboriginal Language Center in 2020, through our localized community grants program.

Aboriginal languages ​​are used by 3,200 Aboriginal people in the Goldfields area. For about 60% of people, an Aboriginal language is their first language.

Language is the fundamental means by which Indigenous peoples share their knowledge, communicate their understanding of the world, and connect with their spirituality. It is not only a means of communication, it is a means of expressing knowledge about everything: law, geography, history, family and human relations, philosophy, religion, anatomy, childcare, health, concern for the country, planning territory, astronomy, biology and food.

Evidence suggests that language also plays a critical role in the well-being of Indigenous peoples, including their mental health and sense of community belonging, and this grant recognizes the importance of language in Indigenous communities.

“Language preservation is an essential part of ensuring that Aboriginal culture is protected and shared for generations to come,” said Meath Hammond, BHP’s Corporate Affairs Manager in Western Australia.

“We are very proud to help support the preservation of the Cundeelee Wangka language of the Goldfields.”

Sharjah launches ‘holiday home project’ to diversify sources of growth

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Stunning views of Sharjah, a major destination for local and global tourists.

Staff Journalist, gulf today

The Sharjah Trade and Tourism Development Authority (SCTDA), in cooperation with several government and private agencies and institutions in the emirate, has launched a regulatory framework – the Sharjah Tourism “Holiday Home Project” – which aims to provide a formal facilitation and control framework in Sharjah residents who wish to rent out places they own as holiday homes to tourists and visitors.

Under the terms and standards approved by the SCTDA as stipulated by the holiday home project, the residential units can be rented on a rotational basis, on a regular basis.

The project is successfully developing a formal facilitation framework in line with international best practice for operating vacation homes, and registering them under a unified umbrella and database. The project will also provide potential users with a new source of revenue recognized by the government of Sharjah, offering official guidance on operating requirements, classification criteria, violations and other mechanisms.

Khalid Jasim Al Midfa, Chairman of SCTDA, said: “With Sharjah Tourism’s holiday home project, the emirate’s aspirations to continue to advance this sector have reached an important milestone, as the initiative not only introduces an innovative new service in the tourism landscape, but also puts Sharjah homeowners at the forefront to enjoy a ride that is poised to attract more visitors from around the world to the emirate.

“Through the Sharjah Tourism Holiday Homes project, we seek to maximize the visitor experience by ensuring high quality classification standards and providing additional options for stay in the emirate of Sharjah. It will further strengthen the cooperation between the Authority and holiday home providers by developing a legislative and regulatory system. This will help diversify the sources of growth in the hotel sector.

It is estimated that there are currently over 300 holiday homes in Sharjah. The first year of the project will see the registration and licensing of 150 holiday homes. Around 15 operating companies will be involved in the process and holiday home owners will have three months to complete the documentation process. The first phase of the project includes the organization of field visits and inspection campaigns, as well as the electronic or digital monitoring of second homes, their operators and owners.

The Authority is also working to strengthen cooperation and coordination with several government agencies in Sharjah for the development of regulatory procedures for holiday homes. These entities include the Department of Economic Development, the Municipality of Sharjah, the Department of Planning and Investigation in Sharjah, the General Directorate of Civil Defense in Sharjah, and the Sharjah Police.

Meanwhile, recently the Board of Directors of Sharjah Asset Management Company, the investment arm of the Sharjah government, approved the new institutional strategic plan for the period 2023-2025, which aims to enhance economic and social development of the emirate of Sharjah, in partnership with various public and private sectors. The promotion of investment and social responsibility is encouraged through the optimal use of resources to meet the needs of the emirate’s society and ensure its sustainable well-being.

The new strategy was outlined in a meeting held recently, chaired by Waleed Al Sayegh, CEO of Sharjah Asset Management, in the presence of Ibrahim Al Houti, CEO of Osool Services, Naila Al Meraikhi, Executive Director of the Strategy Department and of excellence. Senior company executives, executives, heads of departments and sections, employees of the company and subsidiaries were also present.

Al-Sayegh: Practical experience and young national executives are the two main assets of the company.

During the meeting, His Excellency Waleed Al Sayegh said, “Since the launch of Sharjah Asset Management 15 years ago, we have perfected our recipe for success through thoughtful and balanced investments, while setting high standards of sustainability, governance, transparency and flexibility in dealing with local and international events and variables in our considerations. We have further managed to build two core wealth streams, First is the product of the rich experiences and expertise the company has acquired over the past few years in numerous investments, market management, partnerships, support institutional and real estate development, which ultimately became an element of strength for the company. We have been able to continue to develop, invest and take advantage of this wealth to achieve qualitative experiences that enhance the vision and mission of the Emirate of Sharjah. The company strives to contribute to the economic and social development of the emirate, to provide decent living and employment opportunities for citizens, as well as distinctive infrastructure projects.

He added: “The second wealth achieved by the company is that of the young national executives who have made the country proud. The company considers them to be our winning bet, because for the past 5 years, we have been able to invest and support talented and ambitious new graduates. We have qualified as well as awarded many opportunities for them to prove their caliber. Sharjah Asset Management today includes an elite group of ambitious and creative young leaders, whom we rely on to lead the business into the future.

Speech rights | Special report

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Sadaf Khan
Sadaf Khan

In 2016, the Electronic Crimes Prevention Act was passed and monitoring of the digital landscape in Pakistan officially began. Not that the internet hadn’t been policed ​​or policed ​​before – the YouTube ban, for example, came long before PECA – but PECA quickly became a legal tool that could be misused and abused to silence dissenters. Over the past few years, the FIA ​​has lamented the lack of resources to tackle real cybercrime against women, but has also been proactive in filing complaints and opening investigations against various journalists and political workers active on social media.

Apart from activating such control tools, the Internet in Pakistan has also become a place of toxicity; hate speech is endemic; misinformation is disseminated through organized networks; incitement to violence against marginalized communities increases; and online violence against women is common. However, it won’t be fair to paint an entirely negative picture – progressive rights-based groups have also begun to use the internet more often and more effectively. From closed forums used by activists to stage demonstrations and protests to open Twitter spaces where topics too sensitive for mainstream media are openly discussed, the internet, even in its surveilled and controlled form, is used as an effective instrument to push to change. Such use is not limited to media professionals or human rights groups; individual citizens are also effectively using social media to highlight issues with the legal justice system. For example, families of victims of domestic violence have used social media to lobby for registration and prosecution of cases. Since 2021, many citizens have also taken to court for strategic disputes over internet freedoms, cases that will hopefully help set a more progressive precedent for the internet in Pakistan.

— Sadaf Khan, digital rights activist and co-founder, Media Matters for Democracy

Fauzia Viqar
Fauzia Viqar

As we celebrate the 75th anniversary of the founding of Pakistan, it is important to take stock of the fruits of independence for almost 50% of the Pakistani population, that is, women. The status of women and girls has improved on almost all development indicators. Women’s education has shown an upward trajectory, rising from a literacy rate of 12% in 1947 to 49% in 2022; life expectancy has improved to 68 and women’s participation in the labor market has risen from around 11% in 1990 to over 22% today. Unfortunately, these improvements have not prepared women to participate in today’s world characterized by a technological revolution. Our women are not equipped to fully engage in the new categories of jobs and processes due to their low participation in the fields of education and training related to science, technology, engineering and to mathematics. Their enrollment is mainly in the fields of arts, social sciences and medicine due to the societal perception of the “relevance” of these fields for women and their role in society. As a result, while economic realities are pushing more and more women into employment, the lack of qualifications restricts their commitment to non-formal and/or non-technical jobs and, almost always, to manual and repetitive low-paying functions. .

To prepare the women of Pakistan for the world of today and tomorrow, it is imperative that society and the state invest in their scientific and technical education. This will require increased enrollment of women and girls in STEM disciplines, from school to university. New employment and entrepreneurship opportunities are now available through digital platforms that provide flexibility and circumvent the barriers of physical mobility and national commitments. However, adoption is still very low for girls, even in the tech sector where women make up only 14% of the IT workforce. Increasing female participation in STEM degrees can lead to a better transition from education to employment for female university graduates, less than 25% of whom enter the workforce. It will also require tackling the perception of gender roles in Pakistan which has remained entrenched despite the fact that women have to work to support families in large numbers. Above all, we must operationalize the legal equality of women and men, enshrined in the constitution, to enable all its citizens to realize their full potential.

— Fauzia Viqar, Senior Gender Advisor

Pierre-Jacob
Pierre-Jacob

The 75th anniversary of Pakistan’s independence should be an occasion for a thorough and serious review as a nation regarding our performance in realizing peoples’ rights, as that was the purpose of Pakistan’s request. We must discern the weaknesses and failures to provide basic rights and basic necessities to large numbers of Pakistanis.

A continued lethargy with respect to the values ​​and principles inherent in the fundamental framework of human rights contributes strongly to the massive disregard for human rights in general and religious freedom in particular. Even though the concepts of inviolable dignity of the human person and equality of human beings are part of our constitution and other documents, we have not discussed them enough, therefore, Pakistan needs a real discourse on these concepts in order to embrace them in letter and spirit. The propaganda and misconception that human rights are a foreign concept will need to be dispelled through nuanced intervention.

Second, our parliamentary practices, our education and justice systems will have to fully recognize and realize the equality of citizens. Third, human rights can only flourish in a democratic regime. Only democratic standards will contribute to building a culture conducive to the exercise of civil liberties, namely freedom of thought and expression, freedom of peaceful assembly and freedom of association for human rights.

Although it sounds like a mammoth task, the distance to this destination can be shortened by revisiting the ideal of a state that we would like to make of Pakistan. Pakistan must prosper away from the deceptions of a security state and a theocratic model. Moving out of fear and the perpetual state of conflict, religious and sectarian intolerance, regional tensions and gender disparity will be necessary to transform Pakistan into a welfare state.

— Peter Jacob, researcher and human rights activist