The latest edition of the online newsletter Touch-e-Talk is available for reading here:TOUCH-e-TALK, ISSUE 5, AUGUST EDITION 2005 This month’s edition is full of stories on the All Nations, Volunteers of the Month, a profile on Cathy Gray (a member of our National Technical Panel) and plenty more info for coaches and players.
About the authorFreddie TaylorShare the loveHave your say Chelsea boss Lampard bemoans VAR impactby Freddie Taylora month agoSend to a friendShare the loveChelsea manager Frank Lampard says VAR changes the atmosphere at football matches.The Blues had a goal disallowed in Sunday’s 2-1 loss to Liverpool at Stamford Bridge.”We have to get on with it. It is a sad thing for the celebration and the moment but if we are looking for correct decisions that is where we are at,” Lampard said after the match. “It changes the atmosphere in the crowd, on the pitch. We are slightly deflated and they get a boost. We deserved to be level at that point.”
In late March, five-star center Diamond Stone (Milwaukee, Wisc.) committed to Maryland over home-state program Wisconsin. This, obviously, did not please Badgers’ fans. Stone took a beating from various UW faithful on Twitter, message boards, etc. Wisconsin lost to Duke, 68-63, in the national championship game Monday night. This seems to please the future Terrapins’ big man. — All Eyes On Me (@Diamond_Stone33) April 7, 2015I LOVE — All Eyes On Me (@Diamond_Stone33) April 7, 2015They Do A lot Of Talking…— All Eyes On Me (@Diamond_Stone33) April 7, 2015Stone will get his chance to quiet the Wisconsin fans next season. Maryland is expected to be a top-five team in 2015-16.
Reviewed by Kate Anderton, B.Sc. (Editor)Jul 12 2019A new research network for children and youth with special health care needs (CYSHCNet), led by researchers at the University of Colorado School of Medicine, Children’s Hospital Colorado and Boston Children’s Hospital, will lead, promote and coordinate national research activities to improve their systems of care.Funded through the U.S. Department of Health and Human Services, the Health Resources and Services Administration (HRSA), the Maternal and Child Health Bureau, the 11-site research network will lead, coordinate and promote health systems research for CYSHCN. The network’s work will strengthen the base of evidence related to key components of a comprehensive, high-quality system of care for CYSHCN. It will respond to a need among CYSHCN and their families for evidence about how best to deliver and coordinate care for their conditions.The new network is led by Christopher Stille, MD, MPH, Professor of Pediatrics at the University of Colorado School of Medicine and Children’s Hospital Colorado; Jay Berry, MD, MPH, Assistant Professor of Pediatrics at Harvard Medical School and Boston Children’s Hospital; and Charlene Shelton, RN, PhD, program manager at the University of Colorado Denver. We are very proud to lead the new network. It will be a ‘big tent’ for child health research across the United States, where researchers practice, and policy groups, and patient and family groups can work together. We are kicking it off with 11 major institutions and partners, and eventually will include even more. The more diversity in the network, the better information we will get to help improve health care for children with special needs throughout the country.”Christopher Stille, MD, MPH, Professor of Pediatrics, University of Colorado School of Medicine and Children’s Hospital Colorado CYSHCNet has relationships with Family Voices, Association of Maternal and Child Health Programs (AMCHP), American Academy of Pediatrics (APA), state Medicaid programs, and the Children’s Hospital Association (CHA), as well as research networks working in other areas of child and adolescent health. These stakeholders and others have collaborated to create a national research agenda for CYSHCN, which will be published later this year. In collaboration with CHA, the network hosts teams working on secondary database projects related to important health system topics for CYSHCN, including emergency and urgent care, transition to adulthood, disability and Social Security Income, multimorbidity, neonatal care, post-acute care, and chronic medication use.Related StoriesChaos in the house and asthma in children – the connectionWhy Mattresses Could be a Health Threat to Sleeping ChildrenGuidelines to help children develop healthy habits early in lifeThe first of these secondary database projects, led by Dr. James Feinstein (University of Colorado) and Dr. Berry, focusing on opioid exposure in CYSHCN, has been published in the Journal of Pediatrics. Study findings will heighten parental and clinician awareness about choosing whether to prescribe opioids to CYSHCN and, if so, when and how follow-up should occur. Findings will also inform opioid prescribing guidelines and policies for CYSHCN at the hospital and governmental levels such as Medicaid Pharmacy and Therapeutics Committees to ensure the safety of opioid use in CYSHCN. A second completed study on polypharmacy in CYSHCN has also recently been published in the Journal of Pediatrics.”The secondary data and analytics core of the network is thriving,” said Dr. Berry. “Over time, the core will fuel a portfolio of impactful health systems research on CYSHCN.”Prospective network projects underway include assessing factors that boost parents’ confidence in caring for their children during times of stress; models of collaboration between academic medical centers and community clinicians for children with medical complexity; and a peer mentoring program to help youth with special health care needs transition from pediatric to adult health care. Source:Children’s Hospital Colorado
This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only. Some lawmakers say Facebook CEO Mark Zuckerberg, seen here at an April congressional hearing on personal data protection, should return to explain its deal allowing smartphone makers to access user information Facebook says Chinese phone makers got access to data (Update) “With over 184 million daily Facebook users in US & Canada, the potential impact on our privacy & national security is huge.”‘Approved experiences’ Facebook, which has been blocked in China since 2009, also had data-access deals with Chinese companies Lenovo, OPPO and TCL, according to the company, which had similar arrangements with dozens of other devices makers. Huawei, which has claimed national security fears are unfounded, said in an emailed statement its access was the same as other device makers.”Like all leading smartphone providers, Huawei worked with Facebook to make Facebook’s service more convenient for users. Huawei has never collected or stored any Facebook user data.”The revelations come weeks after Zuckerberg was grilled in Congress about the hijacking of personal data on some 87 million Facebook users by Cambridge Analytica, a consultancy working on Donald Trump’s 2016 campaign.Facebook said its contracts with phone makers placed tight limits on what could be done with data, and “approved experiences” were reviewed by engineers and managers before being deployed, according to the social network.Any data obtained by Huawei “was stored on the device, not on Huawei’s servers,” according to Facebook mobile partnerships chief Francisco Varela.Facebook said it does not know of any privacy abuse by cellphone makers who years ago were able to gain access to personal data on users and their friends.It has argued the data-sharing with smartphone makers was different from the leak of data to Cambridge Analytica, which obtained private user data from a personality quiz designed by an academic researcher who violated Facebook’s rules.Facebook is winding up the interface arrangements with device makers as the company’s smartphone apps now dominate the service. The integration partnership with Huawei will terminate by the end of this week, according to the social network.The news comes following US sanctions on another Chinese smartphone maker, ZTE—which was not on the Facebook list—for violating export restrictions to Iran.The ZTE sanctions limiting access to US components could bankrupt the manufacturer, but Trump has said he is willing to help rescue the firm, despite objections from US lawmakers. © 2018 AFP The world’s largest social network confirmed late Tuesday that China-based Huawei—which has been banned by the US military and a lightning rod for cyberespionage concerns—was among device makers authorized to see user data.Facebook has claimed the agreements with some 60 device makers dating from a decade ago were designed to help the social media giant get more services into the mobile ecosystem.Nonetheless, lawmakers expressed outrage that Chinese firms were given access to user data at a time when officials were trying to block their access to the US market over national security concerns.Senator Ed Markey said Facebook’s chief executive has some more explaining to do following these revelations.”Mark Zuckerberg needs to return to Congress and testify why @facebook shared Americans’ private information with questionable Chinese companies,” the Massachusetts Democrat said on Twitter.”Our privacy and national security cannot be the cost of doing business.”Other lawmakers zeroed in on the concerns about Huawei’s ties to the Chinese government, even though the company has denied the allegations.”This could be a very big problem,” tweeted Senator Marco Rubio, a Florida Republican.”If @Facebook granted Huawei special access to social data of Americans this might as well have given it directly to the government of #China.”Representative Debbie Dingell called the latest news on Huawei “outrageous” and urged a new congressional probe.”Why does Huawei, a company that our intelligence community said is a national security threat, have access to our personal information?” said Dingell, a Michigan Democrat, on Twitter. Huawei has been a lightning rod in Washington for concerns on national security but denies any links to the Chinese government Facebook drew fresh criticism from US lawmakers following revelations that it allowed Chinese smartphone makers, including one deemed a national security threat, access to user data. Explore further Citation: Facebook deals with Chinese firm draw ire from US lawmakers (2018, June 6) retrieved 18 July 2019 from https://phys.org/news/2018-06-facebook-chinese-firm-ire-lawmakers.html
Citation: Recycling of photovoltaic waste boosts circular economy (2018, October 16) retrieved 17 July 2019 from https://phys.org/news/2018-10-recycling-photovoltaic-boosts-circular-economy.html This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only. Credit: ABC Photo, Shutterstock According to the EU’s Waste Electrical and Electronic Equipment (WEEE) Directive, 85 percent of PV waste must be recovered and 80 percent recycled and reused, by 2018. The Horizon2020 CABRISS project helped to transform the legal obligations under the WEEE directive into new business opportunities by pioneering a circular economy based on recycled, reused and recovered indium (In), Si and silver (Ag) materials for PV and other applications. Supported by SPIRE (Sustainable process industry through resource and energy efficiency), the consortium comprised 11 companies and 5 research institutes from 9 EU countries working in a public-private partnership. According to project coordinator David Pelletier: “CABRISS focuses mainly on a photovoltaic production value chain, thus demonstrating the cross-sectorial industrial symbiosis with closed-loop processes.” Industrial symbiosis describes a network of diverse organisations for fostering eco-innovation, long-term culture change, and improving business and technical processes. CABRISS developed this process by providing raw materials as feed stocks for other industries.Valuable materials from PV wasteResearchers used three different sources of PV waste in the project. The first involved a novel technique for delaminating and recovering all high-value materials like Ag, In, Si and high-purity glass from PV end-of-life thin film and Si-based PV modules. The second comprised solid waste from PV production, consisting of a mixture of broken Si wafers and cells. The final source is dry Si powder PV production waste, known as kerf, recovered from material lost during the cutting process. Project partners used laser technology to open the thin-film photovoltaic modules without damage, resulting in higher value for the recycled glass. “For Si-based PV modules, an innovative and water-based technology was developed which, unlike conventional shredding technologies, does not break glass resulting in the collection of all materials in Si PV modules,” says Pelletier.Economically efficient and environmentally friendlyThis approach paved the way for high-value, high-yield recycling of PV modules (thin-film and silicon) with economically efficient recovery of all reusable materials. “The result is WEEE-compliant recycling of PV wastes, increasing yield and quality of recovered materials, including silicon, indium, silver, and high-quality undamaged glass,” Pelletier explains.Furthermore, researchers tested innovative cost-effective methods for the extraction and the recovery of Ag and Si. They also demonstrated the possibility of purifying the recovered Si from broken wafers and cells to solar-grade (5N-grade) by pyro- and hydro- metallurgical processes for direct reuse in the PV industry. “Refining of silicon kerf has already led to metallurgical silicon grades of 3N to 4N,” claims Pelletier. CABRISS benefits society by avoiding the environmental impact of landfilling PV waste and the high energy invested in producing virgin Si that has not been used before in manufacturing. It also reduces the environmental impact of the recycling process itself by optimising recycling procedures according to results of the life cycle analysis. “In addition, reports on good practices of waste traceability between PV manufacturers/ PV recyclers will help to improve recyclability opportunities and collection efficiency,” Pelletier points out. An EU-funded initiative has developed methods for recovering valuable materials from photovoltaic (PV) waste such as silicon (Si) for re-use in the industry. How to improve recovery of electrical and electronic equipment waste Provided by CORDIS Explore further
Netflix tells Apple: Count us out of your streaming plans This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only. Relying on subscribers, not adsPouring money into content might generate hits, but not direct profits: Netflix’s sole revenue stream is subscriptions, so its primary goal is to gain and retain subscribers. Having popular content generates buzz, and Netflix hypes its brand by using self-reported numbers to claim that its original films and series like “Bird Box” and “Sex Education” attract millions of viewers. Yet Netflix only yields the same monthly fee per household, regardless of how much subscribers watch. This makes Netflix distinct from other media companies that use highly profitable hits to generate revenue. This will then subsidize the production of new films, television shows, albums and video games. Meanwhile, competing streaming platforms Hulu and Amazon Prime Video have other revenue sources – advertising and retail, respectively – and their larger diversified companies can better leverage hits.Netflix needs to produce and acquire desirable content to make the service indispensable. But making original content is expensive. Hiring talent and producing movies and television series costs the company more than $15 billion annually. Netflix spends much more cash than it brings in, leading to consistent negative cash flow and a mountain of debt that amounts to more than $10 billion.Even though it reported a record $1.2 billion in profit in 2018, those profits are based on an accounting model that ignores many costs and debts. This has led some financial analysts, like NYU professor Aswath Damodaran, to believe that Netflix’s business model is unsustainable. “The more Netflix grows,” he wrote last fall, “the more its costs grow and the more money it burns. I’m not sure how it’s ever going to turn that around.” So with only one stable, inflexible revenue source, how might Netflix’s business model become more sustainable? More analogous to Facebook?One theory is that Netflix is playing the long game, pitting itself against social media companies like Facebook and YouTube, rather than just film studios or TV networks.Media commentator Matthew Ball argues that Netflix is in a race with the social media giants to occupy “every minute of leisure time available.”Yet Netflix’s financial model is the inverse of Facebook’s and YouTube’s. The social media giants generate huge advertising revenues from free, user-generated content. Perhaps Netflix could balance content costs with higher subscription fees and its growing global user base. It seems unlikely, however, that this model could lead to anything beyond small profit margins.But what if the parallel between Netflix and Facebook runs deeper than cost and revenue?From its inception as a DVD rental service, Netflix has touted its competitive advantage through its algorithm – the predictive engine that claims to deliver the most user-specific content from its vast library. Netflix has always been a technology firm first and foremost, invested in mining its library of vast user data to deliver what viewers want to watch.For instance, the Netflix engineering team strives “to have customers click on a show in the first 10 seconds.” Such obsessive interface tweaking helps promote programming – as Ball notes, “the most valuable real estate in the world is the top fold of Netflix home page.” But it doesn’t generate revenue.This emphasis on viewing optimization, internal promotion and maximizing engagement resonates with another recent Netflix offering: the “Black Mirror” episode “Bandersnatch.” Netflix’s highest-profile experiment in interactive narrative, “Bandersnatch” allows viewers to choose how the story unfolds from dozens of options.Netflix collects data from viewers of “Bandersnatch,” charting the narrative choices they made during the episode. Such viewer activity feeds into Netflix’s tracking efforts that it uses to make programming decisions and customize promotion to each subscriber. A logical next step would be product integration. Based on your choices within the narrative around specific brand names, Netflix could then sell customized micro-targeted product placements within programs – a strategy that could actually lead to increased revenue.A data gold mine?Based on all we know about Silicon Valley’s aggressive monetization of user data, what else could Netflix do, beyond product integration, with this valuable information?Netflix logs everything you have ever watched and how you watch – every time you pause, what programs you consider watching but choose not to and when you’re most likely to binge on “Friends” reruns. When linked to website trackers, Netflix could, for example, cross-reference that viewing data with your social media accounts, your purchasing habits, your search history and even your emails. In the age of surveillance capitalism, such data could be worth a fortune to marketers, political campaigns and advertisers.As far as we know, Netflix has not started using its data to track us online, package us to marketers or cross-reference our private messages (even though Facebook has provided Netflix access to this information). And I doubt Netflix will violate its core brand by incorporating ads into its interface. Partnering with or acquiring a marketing firm to suffuse every subscriber’s online experiences with micro-targeted ads seems more likely. All of these potential uses of viewing data are still speculative. But since profits regularly eclipse tech companies’ ethical standards, it’s important to be asking these questions before, rather than after, the damage is done. Even in the wake of a recent mixed earning report and volatile stock prices, Netflix remains the media success story of the decade. The company, whose user base has grown rapidly, now boasts almost 150 million global subscribers. Provided by The Conversation Explore further But as someone who studies the television industry, I’ve always wondered how Netflix can provide so much unlimited ad-free content for such a low monthly rate, which currently averages around US$14. After all, didn’t MoviePass just fall apart using a similar model of offering ad-free content for a monthly subscription fee? And Netflix is burning through cash, with negative cash flow of $3 billion in 2018 alone. What if we’re looking at Netflix through the wrong lens? What if its primary long-term business model is not as a media content or distribution company, but as a data aggregation company? Seeing Netflix this way might better explain its current strategy and clue us into the company’s future plans, while raising red flags about ethics and privacy.Spending more and charging lessFor a century of screen entertainment, there were only a few ways for Americans to pay for media:You could purchase a book, album or DVD, “lease” a movie theater seat or rent a tape at a video store;You could pay with your attention by consuming ads alongside “free” radio or television programming;Or you could subscribe to cable TV, and pay a large monthly fee to access an array of scheduled programming.Netflix doesn’t follow any of these three models. Instead it most resembles HBO’s subscription service, which similarly provides ad-free original programming alongside a library of older content for a monthly fee. While they may seem analogous, there are key differences. HBO is part of a larger media company, which gives it access to vast content libraries. And even though HBO charges more than Netflix, it spends far less for original content. In 2017, HBO spent $2.5 billion to Netflix’s $8 billion. The latter’s spending grew to $13 billion in 2018. Credit: CC0 Public Domain Citation: Will Netflix eventually monetize its user data? (2019, April 22) retrieved 17 July 2019 from https://phys.org/news/2019-04-netflix-eventually-monetize-user.html This article is republished from The Conversation under a Creative Commons license. Read the original article.
The aim of the project is to enhance consumer convenience and rationalise electricity consumption SHARE January 09, 2019 COMMENT power and distribution Energy Efficiency Services Ltd (EESL), the energy services company under the Union Ministry of Power, has announced the completion of the project to replace 50,000 conventional electricity meters with smart meters in the New Delhi Municipal Council (NDMC) area.The aim of the project is to enhance consumer convenience and rationalise electricity consumption. The adoption of smart meters will lead to total annual savings of ₹12.47 crore to NDMC, said an official statement. ‘Affordable power’ “India is making rapid strides in providing universal access to affordable power. The Centre is accelerating the adoption of smart meters to ensure efficient management of electricity by checking data-entry errors, billing inefficiencies, and cutting the costs of manual meter reading through web-based monitoring system,” said RK Singh, Minister for Power, New and Renewable Energy, on Wednesday. The event also witnessed the launch of smart meter feature on NDMC 311 mobile application enabling consumers to access various services at the tap of a finger. The smart meter tab has been added to NDMC app’s home screen. Through this, consumers can now get clarity on their energy habits and consumption through detailed and personalised insights. “We aim to play a vital role in India’s journey towards becoming a lower-carbon economy and an energy-secure nation. And, as the first municipal body to implement 100 per cent smart metering solution, we hope to encourage our counterparts in the rest of the country to follow suit,” said Naresh Kumar, Chairman, NDMC. EESL has funded and built the smart metering solution in the project area. It will also operate and manage the system enabling NDMC to benefit from smart meters with zero upfront financial investment. NDMC’s repayment to EESL will be through the monetisation of energy savings, resulting from enhanced billing accuracy, avoided meter reading costs and other efficiencies. This includes the immediate elimination of the cost of manual meter readings. These savings further enable NDMC to invest in value-added services for its consumers. Under its Smart Meters National Programme, EESL aims to replace 25-crore conventional meters with smart meters in India.EESL and NDMC also signed an MoU to install public e-charging stations. The initiative is to promotie Electric Vehicles (including two-wheelers) in the NDMC area. New Delhi Published on SHARE SHARE EMAIL COMMENTS