The Show Must Go On: Mungion To Play NYC Following Theft Of Gear

first_imgYou’ve likely heard a fair amount about Mungion in the last couple weeks after their tour van and trailer–containing all their gear, lights, merch, and other valuables–were stolen in Detroit. As the band explained in a statement, “Although we are grateful that everyone is safe, our livelihood was taken from us in the blink of an eye. After going from door to door in the neighborhood, we were able to track down some surveillance video that showed two men breaking in and stealing our van and trailer. Unfortunately, there was not much the authorities or anyone could do. After filing the police report and talking to neighbors, we piled up in a hatchback and drove six hours to New York to play because the show must always go on!”Watch Mungion rip an amazing live in-studio version of “Schvingo” from 2016’s Scary Blankets below via the band’s Facebook page:A matter of days before setting out on their first headlining tour, the band’s entire infrastructure literally disappeared overnight. However, the Chicago community, and the music community at large, banded together to help Mungion in their time on need, raising over $30,000 to replace their gear and their transportation with help from a successful GoFundMe campaign, a local benefit show in Chicago, and even a spot on NBC News Chicago about fans’ supportive response to the situation. In the latest twist of this bizarre story, security camera footage of an armed robbery executed by five men in Dearborn, MI, just a few miles from where Mungion’s van was stolen, showed several of the suspects wearing official Mungion hats—the same ones that were taken with the rest of their belongings.Stolen Mungion Merch Worn In Armed Robbery Of Beauty SalonWhile the band still has a ways to go (donations are still open for the next couple days), thanks to the overwhelming support of the community, Mungion has hit the road for their first headlining tour as planned, including a pair of stops in Colorado, on 9/7 at Globe Hall in Denver and on 9/8 at the first-ever Canyon Jam festival at the Mishawaka Amphitheatre.The Main Squeeze, Mungion, and More Ruled The World at Canyon Jam [Videos]On Wednesday, November 15th, Mungion will make their way to Manhattan for a performance at American Beauty NYC. After the crazy up-and-down saga of the stolen tour van, fans are eager to catch the Chicago quartet live, and the band will surely imbue their performance with the excitement and emotion of their current and ongoing predicament, because as the band says, “the show must always go on!”You can purchase tickets to Mungion’s New York City performance at American Beauty here.[Cover photo via Gary Sheer]last_img read more

Songkick To Shut Down, Continue Legal Battle With Ticketmaster/Live Nation

first_imgU.K.-based artist-to-fan ticketing service Songkick has announced that it will close its doors on October 31st. After a long-running lawsuit with Ticketmaster/Live Nation, the company has essentially been put out of business by its ultra-powerful market competition. In a press release, Songkick CEO Matt Jones made clear that the company is being blocked from doing business by Ticketmaster/Live Nation, and that, while Songkick is now being forced to close its doors, the legal battle will rage on.Songkick worked with artists to sell tickets directly to fans before they went on sale on major ticketing platforms like Ticketmaster/Live Nation. The giant ticketing conglomerate seemingly did everything they could to block the upstart company from making an impactful entry into the U.S. ticketing industry. Eventually, Songkick filed a lawsuit against Ticketmaster/Live Nation, claiming antitrust violations and anticompetitive practices, a suit that Jones insists “will continue unabated.” The other side of Songkick’s business—a concert discovery app and calendar—recently split off from Songkick and was purchased by Warner Music Group. That brand will “continue uninterrupted under the WMG umbrella.”Ticketmaster Will Now Be Selling Their Tickets Through SpotifyIn other somewhat-related though possibly coincidental news, Songkick competitor Bandsintown has announced a partnership with Facebook that will allow them to scan Bandsintown once a day to auto-generate Facebook events for any new tour dates. Songkick also has their own Concerts app on Facebook and has a similar app called Tourbox that works with Spotify, Bandcamp, and Hype Machine. It seems that Songkick is fighting this uphill battle on all fronts.See below for the full statement from Songkick CEO Matt Jones.Before I say anything, let me say thank you.Thank you to the artists and managers who entrusted us with their tickets and audience; to the agents, labels, promoters and venues that partnered with us to make artists’ visions into realities; and to the many – always committed and now nearly all former – employees of CrowdSurge and Songkick who worked tirelessly over the last 10 years with nothing short of a remarkable passion to better the live experience for artists and fans.With that said, I’m sad to write that on October 31, Songkick will bow to pressure from Live Nation and Ticketmaster and complete the shutdown of all ticketing operations (including the design and maintenance of artist webpages) we began earlier this year when Ticketmaster and Live Nation effectively blocked our US ticketing business. Songkick’s concert discovery app, which was sold to Warner Music Group in July, will continue uninterrupted under the WMG umbrella.Our antitrust, trade secret misappropriation and hacking lawsuit against Live Nation and Ticketmaster will continue unabated, with trial currently scheduled to begin in the second week of November, just a month from now. Many of you receiving this note have helped us immensely as we prepare for our day in court, and even as we shutter our business, we will remain focused on pursuing a legal victory and making the live music industry better for artists and fans.If you are an artist, promoter or venue for whom we have sold tickets to a show occurring on a future date, you will be contacted individually over the following three business days to arrange for payment. All outstanding amounts will be paid in full.If you are an artist, promoter or venue currently using our services to sell tickets, list shows, store customer data or power parts or all of your website, these services will become unavailable on October 27. 

On behalf of myself and all of my colleagues, it’s been a pleasure to work with you. Once again: thank you, for everything.All the best,MJlast_img read more

A gala for Dudley at 20

first_img Diversified At a Dudley House panel this summer, GSAS and HMS students discussed diversity issues and their paths to graduate school in front of an audience of undergraduates enrolled in summer research programs at Harvard. Reunited GSAS alumni and former Dudley Fellows Luca Marinelli, Ph.D. ’02, Oliver Dinius, Ph.D. ’04, and Jenny Liu, a former GSAS student who is now Marinelli’s spouse, returned to campus for a fellows reunion in April 2011. Chit-chat Ph.D. students Erin Henry (left) and Jessica Tollette gathered at a meeting of the W.E.B. Du Bois Graduate Society at Dudley House last year. Brushstrokes Students learn acrylic techniques in one of Dudley House’s popular series of art classes. Smiling faces GSAS students and Dudley Fellows Florin Morar (left) and Sun-Hee Bae greet the crowd at DudleyFest on Aug. 24. Harvard’s Dudley House, the center of student life at the Graduate School of Arts and Sciences (GSAS), is also a home, complete with a mother, a father, a favorite aunt, a place to eat, and a place to play.The Graduate Student Center at GSAS — its formal name — turns 20 years this month, so a house party is in order: a cocktail reception from 5 to 7 p.m. Thursday. President Drew Faust will be on hand.The party will be in the Dudley Café, one of two restaurants in the House. (The other, tucked in the basement like a Beat-era coffee house, is Café Gato Rojo.)Dudley is the first and oldest such House for graduate students in the Ivy League. “This is the Mother House,” said Dudley administrator Susan Zawalich. Yale’s McDougal Center is 14 years old. A similar graduate center at the University of Pennsylvania is even younger, and Columbia has one on the drawing board.Before Dudley opened, Harvard graduate students had only their own departments to fall back on for community — or spent long, isolating hours in libraries or laboratories.“Everyone needs a community; everyone needs a connection,” said Zawalich, who can fairly be described as the favorite aunt of Dudley House. Her third-floor office, which is complete with a sign that reads “Shambles,” is full of toys, dolls, stuffed animals, and zany hats. There is even a life-size cutout of Dr. Who.“We call it the Office of Toy Therapy,” said Harvard Medical School biophysicist James M. Hogle. He and his wife, Doreen, a partner in a Concord law firm, are co-masters of Dudley — what you might call the mother and father in charge.Hogle, who is the Edward S. Harkness Professor of Biological Chemistry and Molecular Pharmacology, looks like the dad. He has gray, mutton-chop whiskers and is burly and affable. “The building is Lehman Hall, but the spirit inside is Dudley House,” said Hogle. “We are relaxed about things. There’s a lot of laughter.”He and his wife have a message for the nearly 4,000 pressed and pressured graduate students in 57 programs, departments, and divisions at GSAS: It’s OK to relax, and to pursue interests and friendships outside your disciplines.GSAS — the only School at Harvard to offer the Ph.D. degree — embraces the interdisciplinary ethos that Dudley signifies. There are 16 interfaculty Ph.D. programs and 15 formal secondary fields for Ph.D. studies, a deliberate academic fusion of the sciences with the arts and humanities.Dudley is “a showcase of scholarly diversity,” agreed GSAS Dean Allan M. Brandt. “But it’s also a place where the global diversity of our student body is fully expressed. GSAS is home to Harvard’s largest population of international students, and they come together at Dudley to share important cultural traditions.”At Dudley House, fruitful collisions across academic boundaries happen informally. During mealtimes, the first-floor café is a stimulating bedlam of faculty, staff, and students.Dudley House fellows, who total 25 to 30 a year, oversee an expansive set of programs, parties, and events. Graduate students can go on arts outings, take planned hikes, perform public service, sit in on a knitting group, join a language table, attend writing boot camps, put on a play, write for a literary magazine, or take in free films. Dudley’s affiliates can join intramural teams that compete with Harvard undergraduate Houses in crew. Or they can join the House jazz band, orchestra, chorus, or World Music Ensemble.Brandt said Dudley “is really a microcosm of the broader opportunities — and the extraordinary resources — of Harvard itself.”Hogle sees Dudley as “a welcoming place for students to be, to enrich their lives whenever they have time.”At the beginning of each school year, there are nearly two weeks of dinners, parties, and other events open to new and returning students. One highlight event is Discover Dudley. This year’s theme was the Roaring ’20s. (Hogle showed up as Babe Ruth.) There also is a winter formal dance, a concert by Dudley’s music groups each spring, and an annual party at Commencement.Dudley has a library, a game room, and a lounge. Students also use the GSAS Housing Services office, the Student Affairs Office, the Student Services Office, and writing tutors.“A lot of what they need is here,” said Hogle. “We make a point about being knowledgeable about resources.”Dudley Hall opened on Dunster Street in 1935 as a center for nonresident students. That building was razed to make room for the Holyoke Center, and operations moved to Lehman Hall in 1967.In 1991, then-President Neil Rudenstine presided over the October opening ceremony for the graduate student center. Dudley was quickly “a tremendous meeting ground,” said Glenn R. Brody Magid, A.M. ’96, who was in the first cohort of Dudley fellows. “It was always a part of the texture of my experience.” Magid is now assistant dean of upperclass and concentration advising. His Holyoke Center office overlooks Lehman Hall. “I can swivel” in my chair, he said, “and see my origins.”Discussions about a graduate student center started 75 years ago, said GSAS Administrative Dean Margot Gill. The first real attempt at a center came in 1950-51, she said, with the construction of the Harkness Center and its seven associated dormitories. The buildings were intended for GSAS graduate students, as well as students in law, design, education, and public administration. But by the late 1960s, said Gill, Harvard Law School assumed control of Harkness and five of the dormitories.In the mid-1980s, then-GSAS Dean Sally Falk Moore and Administrative Dean John Fox revived the idea of a graduate center. “By 1989, the idea of Dudley House was beginning to take shape,” said Gill, and then-GSAS Dean Brendan Maher was soon close to an agreement between Harvard College and GSAS. The Graduate Student Council made a plea to President Derek Bok for “A Place of Our Own,” a sentiment memorialized on buttons.By 1990, GSAS alumni had rallied behind the cause, said Gill, adding that some members of that committee “are still active and fiercely loyal.” One of them is Homer Hagedorn, A.M. ’51, Ph.D. ’55, a former grad student in history who now lives in Lexington. He’s been associated with the Harvard Graduate School Alumni Association Council since the 1970s, and was a chair of the group.“It was worth yelling about,” said Hagedorn, who put an “A Place of Our Own” button on his academic gown one Commencement. “There was really nothing being done that provided any support to socializing among graduate students. Its time had come.”Dudley House makes the GSAS experience different — open and welcoming, he said.  “It provides a social dimension to life that is not otherwise available to graduate students.” Photos by Jonathan Ruel/GSAS Dancing in the moonlight GSAS students dance the night away at the annual winter formal at Dudley House. This year’s formal is set for Dec. 3. Discovering Dudley The Babe Dudley House Master Jim Hogle calls his shot at this year’s Discover Dudley, a costume party and open house that kicks off Dudley’s social year. Harvey Dudley House administrator Susan Zawalich and Harvey, Dudley’s mascot, at DudleyFest, on Aug. 24. An international affair Dudley House coordinates the annual Host-Student Program, which pairs incoming international students with current GSAS students for friendship and advice. Just before the start of each school year, hosts and incoming students meet for a gala dinner. The 2011 dinner, held on Aug. 22, was a typically festive affair. DudleyFest DudleyFest, held each year on Orientation Day, is a chance to learn about resources at the House, the Graduate School, and Harvard. More than 700 GSAS students attended this year.last_img read more

Managing Change in the Data Center

first_imgVCE converged infrastructure systems and management software combine several unique capabilities whose benefits, among others, include mitigating the chaos and unintended consequences of infrastructure change.First, let’s define the capabilities:Architecture-Aware Monitoring: Displays all compute, storage and network components, their relationship, dependencies, and healthWorkload Fingerprinting: Correlates all virtual machines, their underlying compute and storage resourcesConverged Key Performance Indicator Monitoring: Displays compute, storage and network components across multiple systems as pools of resourcesAutomated Firmware/Software Compliance Audits: Validates release levels on your systems, what needs to be upgraded, and if release levels have drifted out of complianceAutomated Security and Technical Alert Audits: Validates if your technology components have security vulnerabilities and technical defects addressable by patches and upgradesFirmware/Software Release Pre-positioning: Downloads multi-vendor, multi-technology firmware/software releases and patches that are fully pretested and certified for compatibilityThese converged infrastructure system and management software capabilities work in unison to address the three common change management use cases:Incident Workarounds: Policies for permissible workaround actions to prevent unintended consequences can be defined with greater accuracy and assurance because all parent-child infrastructure component as well as infrastructure-application workload relationships are knownProblem Resolution: Available capacity and health of resources across all systems is always known, so workloads and data can be pulled off components that need repair and quickly relocated in the optimal place to assure continuous operations at expected service levels and with little or no business interruptionInfrastructure Upgrades: Maintenance windows for firmware/system software release upgrades are dramatically reduced, unauthorized upgrades are easily uncovered, release incompatibility-induced outages are eliminated and bugs/defects are fixed faster To get an independent analyst’s perspective, including two real world deployment stories, download Enterprise Management Associates’ white paper: Transforming Data Centers with VCE Converged Infrastructure Systems and Management SoftwareFor additional related white papers and streaming videos, go to:  www.vce.com/vision IT professionals generally acknowledge that infrastructure configuration changes are a major source (if not the major source) of unexpected IT service degradations and, worse, unplanned outages.  Moreover, because the pace of business is so fast and meeting application service level objectives is so critical to business operations, even planned downtime (i.e., maintenance windows) to make infrastructure component and configuration changes are no longer tolerable.IT organizations implementing well-conceived policies go a long way to control change management chaos.  ISTM-oriented change management processes, change management systems, and staff (e.g., Change Managers and Change Advisory Boards) are commonplace.  More recently, a whitepaper by Enterprise Management Associates identified an unexpected source of change management innovation through converged infrastructure systems and their purpose-built management software.Let’s look at three common change management use cases:Incident Workarounds: In the heat of battle, when a service incident occurs, IT organizations following best practices have change management policies in place, giving Operations Engineers permission to immediately take prescribed actions (e.g., reboot a physical or virtual resource whose role and relationships are well-understood, divert network traffic elsewhere, invoke a command to move a workload, etc.) without having to ask permission. Take actions outside policy parameters, and you’re likely to put out one fire, only to start another somewhere else.Problem Resolution: Full root cause resolution may require pulling a faulty switch off the network fabric, a blade from a rack, or a disk from a storage array to replace them or to apply a patch or firmware to fix a component’s defect.  Here’s where maintenance windows interrupt business, and data and workloads must quickly find a new temporary home during system change (i.e., component repair/replacement).Infrastructure Upgrades: There comes a time when every IT component must be upgraded (i.e., new firmware releases to upgrade hardware and new software releases to upgrade operating systems and hypervisors). Upgrades are among the biggest sources of planned downtime (i.e., taking days to weeks to apply new releases) as well as unplanned downtime (i.e., outages often resulting from the deployment of unauthorized, incompatible releases).last_img read more

Rape reported

first_imgA sexual assault was reported to the University’s deputy Title IX coordinator, according to Wednesday’s Notre Dame Security Police (NDSP) crime log.The alleged rape occurred in a North Quad men’s dorm early Sunday morning, according to an email from NDSP sent to students Tuesday evening.Information about sexual assault prevention and resources for survivors of sexual assault are available online from NDSP and from the Committee for Sexual Assault Prevention (CSAP).Updated Wednesday at 11:36 a.m.Tags: committee on sexual assault prevention, NDSP, sexual assaltlast_img read more

Merchants Bancshares earnings down

first_img### “urn:schemas-microsoft-com:office:smarttags” />SOUTHBURLINGTON, VT – MerchantsBancshares, Inc. (NASDAQ: MBVT), the parent company of Merchants Bank, todayannounced net income of $2.67 million, or diluted earnings per share of 42cents, for the quarter ended June 30, 2006. This compares with net income of$3.06 million, or diluted earnings per share of 48 cents, for the quarter endedJune 30, 2005. The return on average assets was 0.96% and the return on averageequity was 16.62% for the second quarter of 2006, compared to 1.15% and 18.89%,respectively, for the second quarter of 2005. Merchants declared a dividend on July20, 2006, of 28 cents per share, payable August 17, 2006, to shareholders of record as ofAugust 3, 2006. For more information on the quarter please refer to Merchants’quarterly Form 10-Q, which will be filed on or about August 1, 2006, and will beavailable on the SEC website at www.sec.gov(link is external).Mr. Joseph Boutin,Merchants’ President and Chief Executive Officer; Ms.JanetSpitler, Merchants’ Chief FinancialOfficer; and Mr. Michael Tuttle, President and Chief Executive Officer ofMerchants Bank will host a conference call to discuss these earnings results at10:00 a.m. Eastern Time on Thursday August 3, 2006.  Interested parties may participate inthe conference call by dialing (800) 230-1085; the title of the call is Earnings Release Conference Call forMerchants Bancshares, Inc. Participants are asked to call a few minutes prior to register.  A replay will be available until noon onThursday August 10, 2006. The U.S. replay dial-in telephonenumber is (800) 475-6701. The international replay dial-in telephone number is(320) 365-3844. The replay access code is806414.Thecontinuing mission of Merchants Bank is to provide Vermonters with a truecommunity bank. It fulfills this commitment through a branch-based system thatincludes 35 bank offices and 42 ATMs throughout Vermont, personal bankersdedicated to top-quality customer service, and streamlined products:FreedomLYNX® Banking, which consists of Free Checking forLife®, a Money Market Account, Free Online Banking and Bill Pay,Overdraft Coverage, Direct Deposit, a Free Debit Card and Free Automated PhoneBanking; TimeLYNX® Certificates of Deposit; HomeLYNX® HomeEquity Loans; RealLYNX® Residential Mortgages and CommerceLYNX®Business Banking. Merchants Bank also includes a trust and investmentdivision, known as Merchants Trust Company, serving individuals andinstitutions. For more information about Merchants Bank, visit mbvt.com.Merchants’ stock is traded on the NASDAQ National Market system under the symbolMBVT. Member FDIC. Equal Housing Lender.Some of the statements contained in this press release mayconstitute forward-looking statements. Forward-looking statements relate to expectations, beliefs, projections,future plans and strategies, anticipated events or trends and similarexpressions concerning matters that are not historical facts.  The forward-looking statements reflectMerchants’ current views about future events and are subject to risks,uncertainties, assumptions and changes in circumstances that may causeMerchants’ actual results to differ significantly from those expressed in anyforward-looking statement. Forward-looking statements should not be relied on since they involveknown and unknown risks, uncertainties and other factors that are, in somecases, beyond Merchants’ control and which could materially affect actualresults.  The factors that couldcause actual results to differ materially from current expectations includechanges in general economic conditions in Vermont, changes in interest rates,changes in competitive product and pricing pressures among financialinstitutions within Merchants’ markets, and changes in the financial conditionof Merchants’ borrowers.  Theforward-looking statements contained herein represent Merchants’ judgment as ofthe date of this release, and Merchants cautions readers not to place unduereliance on such statements.  Forfurther information, please refer to Merchants’ reports filed with theSecurities and Exchange Commission. MessageBODY { MARGIN-TOP: 25px; FONT-SIZE: 12pt; MARGIN-LEFT: 25px; COLOR: #800080; FONT-FAMILY: Myriad Pro}P.msoNormal { MARGIN-TOP: 0px; FONT-SIZE: 10pt; MARGIN-LEFT: 0px; COLOR: #ffffcc; FONT-FAMILY: Helvetica, “Times New Roman”}LI.msoNormal { MARGIN-TOP: 0px; FONT-SIZE: 10pt; MARGIN-LEFT: 0px; COLOR: #ffffcc; FONT-FAMILY: Helvetica, “Times New Roman”}For Release: August 1, 2006Merchants Bancshares,Inc. Announces 2006 Second QuarterResultslast_img read more

Panama Canal expansion moving full steam ahead

first_img End criminalization and mass incarceration of drug users; Redirect money currently dedicated to the counter-narcotics fight toward public health projects aimed at drug users; Make sterile syringes available and offer treatment programs, such as opioid substitution therapy for heroin users; Better report hepatitis C cases by improving surveillance systems and other measures; Reduce the cost of medicines that can treat hepatitis C by negotiating with pharmaceutical companies and making the drugs more widely available. “We have two catastrophes that we are managing. The first is the hurricane and the second is cholera,” Préval said in a speech broadcasted nationally. Currently, the maximum dimensions for Panamax vessels are 32.3 meters wide by 294.1 meters long with the capacity to transport 4,000 containers, whereas the maximum dimensions for post-Panamax vessels are 49 meters wide by 366 meters long. Testing Internal link here Post-Panamax ships can carry between 12,000 and 13,000 containers. These huge ships are comparable to the length of the Empire State Building, or four soccer fields long by three basketball courts wide, according to Muschett. “No to al-Shabaab” video by Waayaha Cusub. The new locks will be 427 meters long by 55 meters wide. The current locks are 320 meters long by 33.53 meters wide. Thanks to the project, giant vessels will be able to cross the 80-kilometer shortcut in a single day, instead of the 18 to 20 days that it currently takes to transit from one ocean to the other by having to sail through the Northwest Passage or around South America. So far, the expansion project has generated 28,000 direct jobs throughout its various stages. It is expected to create about 250,000 indirect jobs by the end of the project, according to Muschett. Specifically, the commission is recommending governments: “This investment will double the canal’s capacity, increase operational efficiency and provide economic benefits that will improve the quality of life for Panamanians,” said Daniel Muschett Ibarra, executive manager of Resource Planning and Project Control for the Panama Canal Expansion Program. “With the expansion of the canal, revenues are estimated to exceed US$6 billion per year during the first 11 years of operation.” After the expansion, post-Panamax ships that are twice as large as Panamax ships will be able to cross from one ocean to the other through the canal within 24 hours. By Dialogo May 09, 2013 However, Central America lacks the road and port infrastructure to meet the demands of large ships that will pass through the canal beginning in 2015, according to a report by the Inter-American Development Bank (IDB) released in March. The expansion consists primarily of constructing new locks or compartments that serve as “lifts” to raise the water level so ships can cross the canal, Muschett said. “At the moment, structural concrete is being poured for the construction of lock gates and walls,” he added. center_img This video is hosted on our server. The impact In addition to being a landmark change in world trade relations, the canal’s expansion will bring “huge benefits” to the isthmus by way of toll fees and other related services in ports and shipyards, according to Halman. While the majority of countries see the canal as a means to shorten trade routes, Panama views it as the nation’s largest source of income, as it generated US$1.032 billion in profits in 2012. Since 2000 when it was officially turned over to the Panamanian government, the canal has contributed US$7.6 billion to Panama’s coffers, according to Muschett. This is a title using Title Tag Halman added the money generated by the canal is allocated to initiatives to reduce poverty and improve public services and public safety. PANAMA CITY, Panama – The expansion of the Panama Canal, a massive, US$5.2 billion project, is a little more than halfway done. The project, which started in 2007 and should be complete by mid-2015, will allow the Panama Canal to handle vessels much larger than those that currently transit the waterway, known as Panamax, according to Irvin A. Halman, president of the Panama Chamber of Commerce. Rushing to modernize The expansion also has sparked a “race” among the region’s ports to increase capacity so they can handle the needs of post-Panamax ships, according to Muschett. It is expected that once post-Panamax ships are able to use the expanded canal, ports in the region benefit. But first, they must be adapted to receive these megaships, Muschett said. “Those ports that are prepared to handle post-Panamax ships passing through the expanded canal will be the ones that will benefit from this expansion,” he added. “This will bring progress – not only to our ports but also to the region, as the benefits will result in more cargo and therefore more jobs.” “In Central America and the Caribbean, only two countries have ports adequately equipped to handle the new vessels that will cross the canal after its expansion,” the report stated. Those ports are Balboa, on Panama’s Pacific Coast; Manzanillo, Colón, and Cristóbal, on Panama’s Atlantic Coast; and Caucedo, in the Dominican Republic. Carlos Urriola, vice president of the Manzanillo International Terminal (MIT) in Colón, said the company plans to invest US$270 million in 2013. Meanwhile, Giovanni Benedetti, commercial director of Cartagena’s Regional Port Authority (SPRC) in Colombia, said they plan to invest US$400 million in the next three years to double the handling capacity of the port to attract more ships from Asia.last_img read more

Ready to win the fight

first_img J-85 Engines Technician Course Corrosion Control Course Once an aircraft has completed its engine run and other maintenance checks, it is normally ready for takeoff. However, without a pilot that is trained to fly under instrument flight rules (IFR), missions that will encounter instrument meteorological conditions (IMC) cannot be flown. That is the knowledge IAAFA’s Pilot Instrument Courses provide during the demanding 11-week, 330-hour course taught by eight permanent party instructor pilots from the United States, Argentina, Colombia, Ecuador, and Paraguay. The Pilot Instrument Procedures Course (PIPC) focuses on teaching flight instrument procedures to basic military pilots from Latin America and the Instructor Pilot Instrument Procedures Course (IPIPC) focuses on teaching experienced Latin American pilots how to teach instrument procedures as instructor pilots. Students receive over 140 hours of classroom instruction and 78 hours of training in ten CR-12 King Air Advanced Aviation Training Device (AATD) flight simulators. The CR-12 AATDs are the latest technological innovation incorporated into the course, which allow for individualized instruction, greater fidelity in the flight controls, and the ability to fly anywhere in the world using the world-wide GPS database. It is quite typical to witness partner nation instructors paired to fly with Colombian Army helicopter pilots, Ecuadorian Naval aviators, Dominican Air Force fighter pilots, or Mexican National Police pilots, all of whom are performing a fix-to-fix, flying instrument approaches or executing holding patterns in accordance with Federal Aviation Administration (FAA) and International Civil Aviation Organization (ICAO) rules and procedures. By Dialogo March 06, 2014 Pilot Instrument Coursescenter_img For over 70 years, the Inter-American Air Forces Academy (IAAFA), located at Joint Base San Antonio-Lackland in Texas, has lead the way in building partner-nation capacity through the training and education of over 45,000 Latin American military and civilian personnel. The curriculum offered at IAAFA is as diverse as the students who attend, offering 34 courses that directly support the Intermediate Military Objectives (IMO) of U.S. and Partner Nation forces in Latin America. Threats from violent extremist organizations (VEO) and narcoterrorists continue to pose challenges on the front lines of Latin America every day. While brave men and woman are fighting the enemy on the war-front, IAAFA is doing its part to ensure Latin American personnel are properly trained on the home-front. The J-85 Engines Technician, Pilot Instrument, and Corrosion Control Courses, which are taught completely in Spanish by hand-selected subject matter experts from IAAFA, help to do exactly that. Through these courses, partner nation military and civilian forces improve their ability to safely launch, fly, and recover missions supporting counterdrug, counterterrorism, and humanitarian operations throughout Latin America. Following is an explanation of those courses in order to highlight the integral role IAAFA plays to ensure partner nations are ready to win the fight. Once counterdrug, counterterrorism, and humanitarian missions are complete and the aircraft has returned safely to the ramp, the danger does not subside. Technicians must constantly ensure that the aircraft is free from the effects of corrosion. Corrosion is an unmerciful enemy that wages war on all metal structures, and it will destroy an aircraft by slowly eating away at its structural integrity. Therefore to win the fight against corrosion, one must first understand the enemy. That is the knowledge the Corrosion Control instructors provide to the students that attend the six-week, 180-hour course offered at IAAFA. From the time the students enter the state-of-the-art training facility, equipped with the new virtual STAR4D software, all the requirements for detecting, preventing, and treating corrosion on aircraft are taught with an emphasis on Technical Orders and safety procedures. Students complete laboratory experiments that demonstrate real life scenarios on how corrosion starts and propagates in different types of metals, as well as learn the various stages of corrosion. Laboratory curriculum also includes how to remove and treat corrosion while emphasizing cost-effective, organic coating application techniques. Using the STAR4D software, a paint simulator that is capable of fixing structural defects utilizing different techniques, tools, paints, and textures, students are provided with instant feedback on the efficiency of the coating application. The system allows students to hone their coating application techniques to become effective and efficient painters, while also providing an eco-friendly and hazard free learning environment. Students then use the learned skills to practice paint application on simulated aircraft parts in a modern, downdraft paint booth that is designed to remove 80 percent of volatile organic compounds. While violent extremist organizations (VEOs) and narcoterrorists continue to pose challenges on the front lines of Latin America every day, IAAFA has played an integral role in ensuring military and civilian personnel are properly trained to face those threats. Once an aircraft has completed its engine run and other maintenance checks, it is normally ready for takeoff. However, without a pilot that is trained to fly under instrument flight rules (IFR), missions that will encounter instrument meteorological conditions (IMC) cannot be flown. That is the knowledge IAAFA’s Pilot Instrument Courses provide during the demanding 11-week, 330-hour course taught by eight permanent party instructor pilots from the United States, Argentina, Colombia, Ecuador, and Paraguay. The Pilot Instrument Procedures Course (PIPC) focuses on teaching flight instrument procedures to basic military pilots from Latin America and the Instructor Pilot Instrument Procedures Course (IPIPC) focuses on teaching experienced Latin American pilots how to teach instrument procedures as instructor pilots. Students receive over 140 hours of classroom instruction and 78 hours of training in ten CR-12 King Air Advanced Aviation Training Device (AATD) flight simulators. The CR-12 AATDs are the latest technological innovation incorporated into the course, which allow for individualized instruction, greater fidelity in the flight controls, and the ability to fly anywhere in the world using the world-wide GPS database. It is quite typical to witness partner nation instructors paired to fly with Colombian Army helicopter pilots, Ecuadorian Naval aviators, Dominican Air Force fighter pilots, or Mexican National Police pilots, all of whom are performing a fix-to-fix, flying instrument approaches or executing holding patterns in accordance with Federal Aviation Administration (FAA) and International Civil Aviation Organization (ICAO) rules and procedures. last_img read more

Metrics on mobile adoption

first_img 23SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr What they mean for credit unionsby: Mark SievewrightIt’s shaping up to be a memorable year for mobile technology in the credit union industry. We’ve witnessed a more powerful consensus emerge on the need for innovative and scalable mobile technology, which can deliver an enhanced member experience in tandem with growth.That’s good news when you consider that many studies, including our soon-to-be released 2014 Fiserv Consumer Trends survey, show that interest in and demand for mobile banking and payments is growing across the board.Fiserv conducts its consumer trends study annually. The 2014 results are representative of 106 million U.S. households that use the Internet. Let’s examine what the new metrics tell us about the demand for mobile banking, and what credit unions might do about it.The number of mobile banking users continues to increase in tandem with smartphone ownership. In 2014, 68 percent of households owned a smartphone, a 7 percent increase from 2013. Of these households, 48 percent–approximately 35 million households–reported using mobile banking in the past month. For credit unions, this means member demand for high-quality mobile banking is greater than ever before and now is the time to deliver an exceptional mobile experience. continue reading »last_img read more

Reports of leisure’s demise are premature

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