The pilot plan would close 30th Street from Polk and University Avenues and allow dining in the street to help restaurants safely reach full capacity.

SAN DIEGO COUNTY, Calif. Restaurants preparing to open for dine-in during the Phase II extension know it will be nice to get back to business, but know the restrictions will impose a challenge.

The California Restaurant Association estimates 30% of restaurants will close for good in the next 16 to 18 months.

Now there is a plan on the table in North Park that could help save businesses called an Open-Air pilot plan for businesses. The proposal calls for the closure of 30th Street, between Polk and University Avenues, and allow dining in the street.

This is lifeline we are throwing our businesses to allow them to use the public right-of-way to increase capacity, said Angela Landsberg, North Park Main Street Association Executive Director.

North Park is filled with many small and cozy restaurants and with the six-foot physical distancing rule for business that could cut their capacity to 25%.

The Open-Air plan proposed by The North Park Main Street Association, is a conceptual plan that would need approval by the city. The proposal would be over two weeks from Thursday to Saturday from 10 a.m., to 10 p.m. Other neighborhood restaurants are considering similar options such as converting parking lots into dining areas.

I think it would be nice to be spilling out in the streets, said a North Park resident.

Mixed reactions from non-restaurants.

"Im a new a business. I dont have the ability to survive again with street closures, said a business owner during The North Park Planning Committee monthly meeting on Zoom.

Other businesses say they are welcoming the idea.

Ive got my own parking lot, so it doesnt really affect me that much. If it's good for the neighborhood than it's good for all of us in the neighborhood, said Hangers Cleaners and Laundry owner Gordon Shaw.

There are concerns about bus routes and parking but there is also an outpouring of support.

We would love to see everything open back up. We would love to see it open and have a chance to go and eat at all of our favorite places again, said a North Park couple.

Landsberg presented a power point to the committee that outlined reservations would be needed, no gatherings, no more than five people at a table, six-feet physical distance, masks, and other County health guidelines. This would only be short-term.

We are not looking to rush this. We want to do it the right way we want it to work for everybody, said Landsberg.

Restaurants like Crazee Burger is only 1,700 square feet on the corner of 30th Street and Lincoln Avenue.

Being able to have an expansive outdoor space is going to be both helpful for us and finding room and being able to keep our head count up and as well as help customer last feel safe, said Crazee Burger owner, Garrett Bernard. Be open minded and just courteous and thoughtful and try to consider other people's sentiments. I think something like this is a perfect compromise.

The North Park Planning Committee unanimously approved the proposal, but the city still needs to approve it.

A spokesperson for the City of San Diego e-mailed News 8 this statement:

"North Park Main Street is getting feedback from the community to evaluate the feasibility of providing an outside dining option for City restaurants.

The City is investigatingan emergency ordinance that anticipates future revisions of County health guidelines to provide local businesses specifically restaurants limited access to public space and private, adjacent property for open-air operations.

The alternative would help facilitate the opening and safe operations of the local restaurant industry during the COVID-19 pandemic while abiding with all other social distancing, food safety, cleaning and sanitizing, employee health monitoring and personal hygiene requirements," Scott Robinson,Senior Public Information Officer, City of San Diego."

*UPDATE* North Park Planning Committee approved the Open Air pilot program. City is working on an emergency ordinance that would all public rightaway access for restaurants. Open Air proposal in North Park that would close 30th between University and Polk during peak days/hours and allow dining in the street to help businesses expand capacity during social distance rules

Read more from the original source:
Open-air dining idea on the table in North Park - CBS News 8

Just as commercial pilots presumably cant let themselves think too deeply about the environmental damage they cause by going to work, so I try not to spend too much time considering the grey morality of my own job. A celebrity interviewer gets famous people to hawk up gobbets about their private lives in exchange for promoting whatever project they have on the go. So youve made a superhero movie tell me about your divorce, is my job, paraphrased. And most of the time, its fine: they get to promote their film, and I get to tell a good story. But sometimes this transactional relationship is a little more complicated.

When I met Tony Slattery in April 2019, he wasnt promoting anything I just knew he had a good story, and he wanted to tell it. As we both expected, we discussed the substance abuse and mental illnesses that had so dramatically derailed his comedy career in the 1990s. But we also talked about something else. I asked, if his life had always been as happy as he kept saying it was, why did he have this longstanding reputation for anger issues? There was a long pause.

I have a feeling that what might have been a contributing factor is something that happened when I was very young, he replied. A priest. When I was about eight.

He had never talked about this with anyone, he said, other than his long-term partner, Mark Michael Hutchinson.

Over the next few days, I phoned him several times, asking if he was absolutely sure he wanted this to go in the piece. He was adamant he did. But I knew we were both anxious: him because he was nervous about how people would react; me because I was nervous about how he would react to his very private life becoming public knowledge. Was I helping him speak his truth or exploiting a vulnerable person? On the one hand, he was a 59-year-old man who was I to censor his past? On the other, could I really take it on trust when an alcoholic says they want to tell the world about their childhood trauma? In the end, after long discussions with my editor, I went with Slatterys wishes.

When the interview was published, there was a national outpouring of love for Slattery. So many people wanted to interview him that he became almost as ubiquitous as he had been in the 90s. Dozens of agents contacted me to ask if they could represent him, and book publishers rushed to sign him up. Since then, weve stayed in touch: he sends fond messages at unexpected times, and I check in to ask if hes OK. I wondered what he would do next. Maybe some voiceover work? Some light standup? Instead, Slattery has taken a different route.

By chance, the day of our second interview is exactly a year to the day the first interview was published in the paper. Good God, is it really? Well, hand on heart, it changed a lot for me because it did have quite a reaction, didnt it? he tells me on the phone from his home in Edgware, north London. Hes self-isolating with Hutchinson, which is quite nice because we dont have to keep two metres away from one another on the sofa. Also, Mark cut my hair yesterday really well! I still look like George Bernard Shaw and Rasputin because of the beard, but the top is okay.

One of the reactions to the interview was that a documentary crew got in touch with him, suggesting that they film him being treated by mental health professionals. Slattery is self-aware to a fault, so he was wary, not wanting to make what he calls one of those My Brave Battle Against the Past things. Sorry, that sounds terribly judgmental, doesnt it? Also, he really does want to get better, and by making the documentary he would get to see some of the best doctors around. I really dont think [the documentary] is going to do me any favours in money terms or career advancement. But it may be a good thing to have done. That sounds self-aggrandising, but I dont care I feel better for doing the documentary and our interview. But, mmmm, have you seen the documentary? OK, ummm, can I ask what you thought of it? he says, going, in characteristic form, from self-doubt to self-confidence and back in mere seconds.

I think that its a very thoughtful and very careful show. Despite the slightly schlocky title, there is nothing prurient about Whats the Matter with Tony Slattery?, which will be on BBC Two this month. It is clear that none of the scenes were set up, but, because Slattery is so honest, every moment is strikingly revealing. In one scene, he meets Stephen Fry, whom he has known since they were at Cambridge together. Fry does his luvvie shtick: Darling thing! Gorgeous to see you! You know I would walk a thousand miles in tight shoes over broken glass to please you!

Likewise. This has always been the case, replies Slattery with deep feeling.

I might have exaggerated, says Fry breezily.

Sometimes, I think maybe one of the problems was that Slattery was just too good for showbiz.

Slattery is in the documentary as he is in life: as open and vulnerable as a freshly peeled orange. In another scene, he and Hutchinson talk to Prof Ciaran Mulholland, a consultant psychiatrist.

You mentioned an incident with a priest at the age of eight. That doesnt sound good, Mulholland says.

In all my exchanges with Slattery, he has always been as gentle as a cloud. But suddenly, in response to Mulholland, we see the anger that Slattery was notorious for in the 1990s, distorting his usually soft features. Well, it wasnt pleasant, getting fucked up the arse at the age of eight. No, it was not, he spits out, glaring at the doctor and the camera and, by extension, the viewers. He then goes into more detail about the abuse, saying things hed never even told Hutchinson, who sits next to him, devastated. By the end, Slattery is crying.

Slattery stifled this trauma for more than half a century, and theres no question he needs to talk about it to start dealing with it. But does it have to happen in the public eye? Perhaps: Slattery is an innate performer, so maybe the only way he could start to speak about it was after he was directly asked by the media. I ask him what he thinks about people who worry he is being exploited.

Im a pretty good judge of character, except for my own. If Id got that vibe of voyeurism or prurience, Id have walked out. And to anyone who thought you were exploitative, I say: Go fuck yourselves, he says. This is Slattery being solicitous, anxious that I must never feel any concern on his account, even maybe especially when I should. But it is also him being proud: one of the many reasons he struggled to talk about the abuse for so long is he has a horror of being seen as a victim.

He is continuing his therapy, even while in lockdown, and he has cut down his drinking by about a quarter. And thats a start. He hasnt quite shaken the worry that in talking about his childhood abuse hes just whingeing on. There remains a strong pull of embarrassment that this terrible thing still weighs and presses down. Please, why, after all this time, why? But he is starting to accept that it does.

Im going to go sententious and pretentious now, but I do think there may be a linear connection from the present to something way back, he says, stammering strongly over his words, as he always does when referring to the abuse. I ask if he ever thinks about naming his abuser or the institution where it happened.

It would serve no social or psychological purpose. That is my current thinking. But be assured be assured? God, what am I turning into? Im turning into Donald Trump! Whats going on with his hair these days? Has he sprayed it with bleach? No, my current feeling current feeling?! Today on Radio 4, its The Current Feeling. Anyway, your question. Oh, I dont know. All it is and now Im doing a 70s police movie: All it is, right, guv

Ive spoken with Slattery often enough by now to recognise some of his cues: when he stammers, it means he wants to discuss something but is finding it difficult. When he deflects into jokes and impressions, it means we need to move on. And so we move on.

Slatterys one complaint about my previous interview with him was there wasnt enough about Hutchinson in it. Happily, the documentary rectifies this oversight, and the love the two men have for one another Slattery still swooning over photos of Hutchinson from when they met in the 80s makes for some of the most emotional moments in the show. I ask Slattery if he minds handing over the phone to Hutchinson, and he agrees enthusiastically, once Mark has finished feeding our psychotic cat, Molly. Molly dealt with, I ask Hutchinson if he thinks Slattery has changed in the past year. I was surprised that he said what he did in the Guardian interview, and thought maybe it would take him down a black hole. But by the end of last year, for the first time in a long time, I could see the old Tony. Every day is up and down, but hes starting to believe that people do seek out his company that is an upturn, he says.

The two men got together when Slattery was a dazzling rising star. Through the 90s when Slattery was doing 10g of coke a day, followed by his complete breakdown, then his years as a recluse and now a recovering alcoholic, Hutchinson has never wavered in his devotion. I could see his vulnerability, his feelings of being lost and alone. When you love someone, you dont walk away when the going gets tough. He makes me laugh, he makes me cry no matter what, hes my constant, says Hutchinson.

So many reality shows today are predicated on the idea that one simple change will fix everything: unhappy in your marriage? Marie Kondo your flat! Unhappy in your life? Let five queer guys give you a makeover! Slattery says he sleeps better since he started to open up about the past, but these things are all relative: he still wakes up every day at 4.30am, as he has done for years, no matter what time he goes to sleep. So thats something else for them to figure out, he says larkily.

Is he able to be more compassionate to himself these days? Slattery knows journalists love a happy ending, so he says: Um, OK. The answer is yes. But with the emphasis, Hadley, on a bit. A bit. I still dont know what the right answer is when it comes to putting people like Slattery in the public eye, and Slattery specifically. But I do know that him talking about the past shows he is starting to believe he may have a future. He knows better than to expect instant change, but that he is allowing himself to think that things might change at all is something. Its a start. Its a bit. Guardian

Whats the Matter with Tony Slattery? is on BBC Two on Thursday, May 21st, at 9pm

Childline offers support to children and young people by calling 1800-666666, texting 50101 or chatting online at childline.ie. Adults concerned about a child can contact the ISPCCs support line on 01-6767960

Samaritans can be contacted on 116123 or jo@samaritans.ie

Read more:
Tony Slattery: The abuse still weighs on me, after all this time - The Irish Times

Wednesday, 20 May 2020, 3:53 pm Press Release: University of Canterbury

A simple, low-cost technology developed by University of Canterbury (UC) engineers could save thousands of patients lives around the world by doubling the capacity of ventilators in hospital intensive care units, boosting their capacity to treat surges of Covid-19 patients during outbreaks.

Distinguished Professor Geoff Chase, from UCs College of Engineering, has worked with Christchurch Hospital Senior Intensive Care Specialist Geoff Shaw, Professor Merryn Tawhai of the Auckland Bioengineering Institute, and engineers and senior doctors in Belgium and Malaysia to allow two patients to use one ventilator safely and effectively, using a novel active valve concept.

A project to develop, test, and initially deploy the unique system has just been awarded $150,000 from the Ministry of Business Innovation and Employments Covid-19 Innovation Fund.

A first prototype has already been made and put into action using mechanical lungs attached to a ventilator at UCs Department of Mechanical Engineering and testing will move to Christchurch Hospital soon.

The UC-led international research team plans to test, prove and then distribute the active breathing circuit system globally on an open source basis, so its software and designs would be freely available.

We believe this can, and will, save countless lives internationally by doubling ventilator capacity and sparing doctors from having to make terrible end-of-life care choices, Prof Chase says. It will provide time for health systems to weather the Covid-19 pandemic storm when major outbreaks occur by increasing intensive care capacity. In New Zealand, a doubling would mean hospitals could, in the short term, provide mechanical ventilation to something like 460 patients instead of being limited to around 230 ventilated ICU beds currently.

This is a clever technology. Its very simple, quickly implemented, and low-cost, but high impact, solution. We can have the first prototypes ready in one to three months, or faster, and pilot-trial tested quickly after that. We will develop them locally and then make them available internationally with freely available software and designs to be 3D printed in hospitals, Prof Chase says.

Worldwide there is a shortage of ventilators because critically ill Covid-19 patients need mechanical ventilation to control breathing and allow recovery, sometimes for more than three weeks. In several countries the wave of novel coronavirus patients has overwhelmed hospital resources.

Through strong early action New Zealand has so far avoided such a feared influx of patients. However, it has one of the lowest numbers of ventilated intensive care unit beds per 100,000 population in the first world, and both modelling and experience in the rest of the world has shown this capacity could be exceeded if demand increased rapidly in a major outbreak.

The new technology uses mechatronics and modern manufacturing such as 3D printing to create a pressure sensor driven active control valve system that lets each patient breathe alternately one at a time. This approach is known as in series breathing.

Despite internet popularity, using a single ventilator for more than one patient, where they all breathe together or in parallel is seen by medical experts as too risky. However, Prof Chase and Prof Shaw and their team have shown how this low-cost active breathing circuit concept using in series breathing allows it to be done safely. Their concept was just described and published in Critical Care, a leading intensive care medicine journal.

This all-new approach will require very little change to current clinical ventilation practice, Prof Shaw says. The device and active breathing circuit weve proposed is a technology extension that enables each patient connected to a ventilator to be treated individually by the machine, instead of breathing in parallel at the same time, which is higher risk to both patients. We believe our technology could also lead to improvements in other areas of ventilation care.

His team is collaborating with ICU clinicians in Christchurch, Malaysia and Belgium on testing and proof of concept, with the research led from New Zealand. This international team shares over 15 years of joint research on intensive care medicine, creating novel innovations that have significantly improved care and outcomes for many patients.

This system is another example of how clinicians and engineers can successfully work together to create innovative products that can solve urgent international problems, Prof Chase says.

The other members of the team are Prof Merryn Tawhai at the Auckland Bioengineering Institute, Dr Yeong-Shiong Chiew at Monash Malaysia, Dr Thomas Desaive at Liege University in Belgium, and Professor Bernard Lambermont and Professor Philippe Morimont at CHU de Liege Hospital ICU.

Prof Chase is Deputy Director of the New Zealand MedTech Centre of Research Excellence and the MedTech Spearhead leader for the National Science Challenge, Science for Technological Innovation (SfTI), and acknowledges their support in helping get this concept off the ground.

Scoop Media

Read more:
New UC Technology Doubling Ventilator Capacity Could Save Thousands Of Covid-19 Patients - Scoop.co.nz

Grow Your Business, Not Your Inbox

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June 17, 2016 4 min read

Opinions expressed by Entrepreneur contributors are their own.

The startup lifestyle is known to be stressful and challenging, but its also meant to be satisfying and fulfilling, with you as the entrepreneur in control of your own destiny. Unfortunately, it doesnt always work out that way, based on my many years of experience with entrepreneurs and advising startups. The business can be successful, while the entrepreneur feels like a failure.

As an example, I know one highly driven startup founder whose business is growing at a reasonable pace, but the entrepreneur regrets the toll it has extracted from his family, his health, and his ability to relax and enjoy the fruits of his labor. I know several other CEOs that were pushed out of their own successful companies by investors, leaving them feeling like failures.

The challenge is not to let success come without personal satisfaction, or at the expense of the ones you love. To do that, you need to follow a set of personal principles that drive your business principles, not the other way around. Here are some key ones that I espouse:

Your personal goals should drive your business goals, not the other way around. You will never be satisfied or happy if you are not true to your core beliefs, personal interests, and a higher purpose. Write down your goals, and then take ownership to make them happen and feel the satisfaction.

If you dont see business as one of your strengths, you likely wont be happy leading a startup. Many technologists refuse stubbornly to let anyone else take their invention from a product to a business, assuming they can easily fix their business weakness. Both they and the business end up suffering.

Dreams alone wont make you happy or successful, so start early in defining and executing against a set of milestones to celebrate progress along the way. Satisfaction is not a one-time event at the end of your career; its a series of good feelings driven by results along the way.

Related:The 3 Personal Development Goals Successful People Pursue Habitually

Many business executives can give a great talk to their team about sustaining their health and maintaining a balanced family life, but they let the business override their own needs. Similarly, dont compromise your own ethics and integrity for the sake of your business.

Related:Success vs. Happiness: Don't Be Fooled Into Thinking They're the Same

The world of entrepreneurs is ever-changing, so if you arent learning and changing, you are falling behind. In business, setbacks must be seen as normal and expected challenges, not as indications of failure. Successfully recovering from problems should be a key source of satisfaction.

Related:How Prison Became My Launching Pad for Success

Being an entrepreneur is not a one-person show, so accept that fact, and build a team that can complement you and support your weaknesses. If your business and private teams are motivated and satisfied, their happiness will radiate to you. A motivated team is a successful one.

An over-arching principle for success and satisfaction for every entrepreneur is respect for yourself, and in business respect for every customer, investor, and employee. Another generic attribute close behind in value is persistence. No amount of talent or genius can take the place of persistence. Many experts believe that one of the top reasons for startup failures, as well as personal failures, is simply giving up too early.

In fact, people giving up on unsatisfying corporate careers is one of the primary sources of entrepreneurs. Most dont realize that the same satisfaction and success principles apply in both worlds and ignoring them in both will have the same negative consequences.

Switching from either lifestyle to the other will give you a whole new set of challenges, but it wont automagically bring you happiness, satisfaction, or success. In either case, Im a believer that you make your own success. Now is the time to start.

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6 Principles for Personal and Business Success

Whether designing its landmark Campus Reimagined initiative or responding to a pandemic, Florida State University has demonstrated how using existing technology in a smarter way can lead to better outcomes.

The Tallahassee institution has long used data to inform decisions on everything from course options to library hours. In 2018, however, information management became the cornerstone of Campus Reimagineddesigned to first help students better understand their interests and goals, and then provide a personalized experience based on acquiring knowledge necessary to fulfill their personal passions.

The most recent shift in using data is toward identifying unique characteristics, goals and aspirations of students, says Associate Provost Rick Burnette. How do we use technologyspecifically datato make sure the experience is as meaningful and impactful as possible for our students?

To advance that goal, the university partnered with Microsoft to set up a data lake and manage information effectively.

The school is already using every Microsoft data visualization and management tool, says Sean Brown, chief strategy officer for Campus Reimagined. But the human factor was extremely important. We found Microsofts view of digital transformation was parallel to ours, and it had the road map for where we were headed.

Microsoft representatives provided the expertise we needed, Burnette adds. They said, Heres how to get more bang for the buck with the technologies you have. Its one thing to have a tool; its another to use it appropriately. Microsoft provided alot of focus.

Its one thing to have a tool; its another to use it appropriately.

As a result, when COVID-19 led to campus closure and wholesale remote learning for some 42,000 students, FSU was ready.

We had the technology, so people could collaborate over Teams, Brown says. We found that the things you could do six feet apart or across the quad could still be done when you were a nation apart. We were able to maintain continuity of collaboration.

That continuity was key to administrative and academic success, Burnette says, and raised an important question: How do we use technology to make sure were not just delivering the same presentation remotely, but were making it an interactive learning experience?

The schools tech partner is helping with answering that question.

Both in the Campus Reimagined partnership with Microsoft, and the broader university, it is clear that a secure digital platform with chat, video communication and document sharing is very important, Brown says. When students return to campus, well need to maintain digital collaboration and distance delivery to continue maximizing student experiences and success.

Q&A with Rob Curtin, Director of Higher Education Strategy, Americas, for the Education Industry Group at Microsoft

How has the coronavirus prompted higher ed leaders and their communities to better appreciate the importance of the campus experience? Higher ed leaders have always appreciated this, but students, faculty and staff are now feeling just how important the campus community is to their experience, and how much learning occurs in and outside the classroom. Campus leaders realize they need to foster community for distributed populations, and technology can help.

How can colleges and universities ensure remote learning remains a first-tier offering even after the COVID-19 pandemic? Colleges and universities have always focused on quality learning experiences. The pandemic showed how agile campuses can be. Their rapid transition to remote learning was impressive. Moving forward, the conversation has to focus on learning with remote inclusion as a first-tier option for any or all participantsstudents and faculty. Over the next few years, well see significant investments in learning experiences and pedagogical evolution of models designed for inclusion. Faculty and students will have options for on-campus and remote learning, and synchronous and asynchronous learning. It will be more than lecturing to muted squares over a video conferencing tool.

COVID-19 has created an urgency for project-based or active learning scenarios, continuous engagement over various modalities, and interactions that extend the classroom and give everyone a voice.

How can colleges combine first-class remote learning with crucial on-campus experiences to improve student success after the coronavirus crisis? Providing flexibility on when and how students consume information, and how they meet and interact with others is important to the entire experience. College is more than just the classroom. There are many lessons to be learned on campus: Time management, self-discipline, organization and group collaboration. Human interaction is critical. Technology should not disintermediate students and teachers. It can connect people and inform their interactions to make them more personal and effective.

How can higher ed leaders ensure that both distance and on-campus experiences promote equity and remain inclusive? Now that students have access to low-cost devices or virtual machines on the cloud, we need to ensure they have access to high-speed internet. Microsoft is working with telecoms, energy access providers and others to provide high-speed internet using TV white space. These partners are using our Airband technology to promote equity and to help close the massive digital access gap, particularly in rural and agricultural areas.

Our Immersive Reader capabilities ensure learners of all abilities can see and hear text. With rich controls for word spacing, contrast, text size and even colors, we help people overcome vision and reading challenges. Immersive Reader is also found in our Browser and Office applications, and we make it available to partners who can integrate into their interfaces and scale these inclusive experiences.

For more information, please visit aka.ms/etfhe

Interested in technology? Keep up with the UB Tech conference.

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FSU leverages technology to maximize student experience and response to COVID-19 | - University Business

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May 19, 2020

Kurt Golder

ALPENA Alpena Native and University of Michigan gymnastics coach Kurt Golder has earned unanimous Big Ten Coach of the Year honors.

The Big Ten Conference announced the 2020 Big Ten Mens Gymnastics individual award winners on Thursday, as voted upon by the conference coaches. Minnesotas Shane Wiskus took home Big Ten Gymnast of the Year for the third straight year, while Michigans Paul Juda was awarded Big Ten Freshman of the Year and Golder, the Wolverine head coach, claimed unanimous Big Ten Coach of the Year honors.

Golder was named the unanimous Big Ten Coach of the Year by his peers after the Wolverines finished the season 11-1-0 (3-1-0, Big Ten) to lead the conference. Golder helped five Wolverines earn CGA All-American honors. The award marks his fifth career Big Ten Coach of the Year honor (1999, 2000, 2013, 2014).

Golder enters his 24th season as the head coach for the mens gymnastics team at the University of Michigan. He is only the fourth coach in the programs 80-year history, following Wilbur West, the legendary Newt Loken and Bob Darden. A native of Alpena, Golder has led the Wolverines to high levels of success over the last five years, including back-to-back NCAA and Big Ten Championships in 2013 and 2014, as well as NCAA and Big Ten titles in 1999. In addition to his smashing success during the past three seasons, Golder has coached 105 NCAA All-Americans and 13 NCAA individual national champions, and has won four of U-Ms six national titles (1963, 70, 99, 2010, 13, 14).

In 2019, Golder led U-M back to national relevance, taking fourth-place at NCAAs and captured a share of the first-ever Big Ten Regular Season Championship. With 11 Academic All-Big Ten members, four NCAA All-Americans and an NCAA Champship from Anthony McCallum on vault and a Big Ten title from Jacob Moore on floor-exericse, the campaign was chock full of superlatives.

The 2018 season saw the addition of freshman All-American Cameron Bock, who helped guide the Wolverines to a second-place finish at Big Tens inside U-Ms Crisler Center.

In 2015, Golder brought home three NCAA All-America citations, as the Wolverines took fourth at the NCAA Championships and boasted one Big Ten Champion (Nick Hunter, parallel bars).

The previous two seasons marked the most successful years in U-M gymnastics history as they featured two NCAA and Big Ten Titles, as well as a pair of CGA National Coach of the Year honors and Big Ten Coach of the Year accolades. Over that span, he guided 20 All-America citations at the NCAA meet, earned five NCAA Individual titles, five Big Ten champions, and the Big Ten Gymnast of the Year in Sam Mikulak in 2013-14.

At the 2014 NCAAs, U-M became the first program to win back-to-back national championships in 44 years. The Wolverines scored 445.050 to win the meet. The title is the fourth under Kurt Golder (1999, 2010, 2013), who is now tied with swimming coach Gus Stager for the third-most NCAA titles by a coach in school history. He trails only Matt Mann (13) and football coach Fielding Yost (six), and the back-to-back NCAA titles are the first for any U-M sport since 1969-70, as trampoline won in 1969-70, and mens swimming and diving also accomplished the feat in 1958-59. Overall, U-M earned a 27-2 overall record on the season, while.The margin of victory of 443.200-440.100 over second-place Oklahoma at NCAAs was the largest victory margin in 29 years.

At Big Tens the team won its first non-shared conference championship since 2000 with a team score of 438.900, which was over four points better than second-place finisher Penn State (434.050), and was the fourth of Coach Golders career. Mikulak, who won the all-around competition, gives U-M event winners in four of the last five years, (Thomas Kelley 2009, Chris Cameron 2010, Mikulak 2011), and became the second Wolverine to win a pair of all-around titles in his career. Additionally, U-M placed three gymnasts in the top-three in six events while winning floor (Ervin), parallel bars (Caesar) and high bar (Mikulak). The trio, along with de los Angeles, took home First Team All-Big Ten honors, while Mikulak was named Big Ten Gymnast of the Year for the second time in his career, and Kurt Golder took home his second Big Ten coach of the year honor.

The success began in the summer of 2012, as he served as the primary coach for the first American Olympian in program history in Mikulak, who took fifth in the world on vault at the 2012 Olympic Games. Golder served as the primary coach for one of the most popular athletes in London, and was honored with the title of assistant coach for Team USA as a result.

In 2012, Golder guided the Wolverines to a sixth place finish at the NCAA Championships after winning session one at the NCAA Qualifier round with a season-high score of 353.450 to advance to the Super Six. In addition, he earned his 25th NCAA champion, as Sam Mikulak won the NCAA high bar championship with a 15.45. Additionally, Golder aided in guiding Mikulak to All-America honors on parallel bars, high bar, and all-around competition, while freshman Stacey Ervin earned accolades on floor exercise (third) and vault (fourth). The Wolverines took second at the Big Ten Championships behind Illinois, marking the fourth straight season the Wolverines have collected a runner-up finish. Individually, Mikulak, the United States Senior National Team member, became the first Wolverine gymnast to win a pair of Big Ten titles (parallel bars, high bar) since Scott Vetere in 2000. Freshman Adrian de los Angeles also earned First-Team All-Big Ten accolades after placing fifth in the all-around competition.

The 2011 season saw Golder lead the Wolverines to a fifth-place finish at NCAA Championships and a runner-up finish at the Big Ten Championships. Freshman Sam Mikulak took the All-Around title at NCAAs and Big Tens and was named Big Ten Freshman and Gymnast of the Year. Additionally, senior Ian Makowske (high bar) and Syque Caesar (parallel bars) won individual event titles at Big Tens.

After taking over a team that went 0-16 and finished last at the Big Ten Championships in 1996, Golder quickly developed and recruited the Wolverines into national prominence. The goals of his program are to consistently be in contention for the Big Ten and NCAA team titles, as well as to produce U.S. National Team members and Olympians.

Golder has continued to turn out leading teams in the Big Ten conference producing five Big Ten team titles and 31 individual titles. Golder was awarded Big Ten Coach of the Year honors in 1999, 2000, 2013 and 2014, as well as being named the NCAA regional and national coach of the year in 1999, 2010, 2013 and 2014. Golder also mentored the 2000, 2005, 2009, 2010, 2011, 2013 and 2014 Big Ten all-around champions and Big Ten Gymnasts of the Year; Scott Vetere, Justin Laury, Thomas Kelley, Chris Cameron, and Sam Mikulak (three times) respectively.

Golder stresses the importance of community service while maintaining a high GPA to his student athletes, and the team has been recognized for such efforts. In 2010 the team had the highest team-GPA out of all mens gymnastics teams in the NCAA. In 2005-06, the squad earned the Rachael Townsend Community Service Award, and in 2007-08 and 2008-09, it received an accolade for having the highest GPA of any U-M male athletic team. Also during 2010 season, Golder produced ten student-athletes earning College Gymnastics Association academic All-America honors.

After graduating from Michigan in 1977 with his Bachelor of Science degree from the School of Education, Golder began his teaching and coaching career at Ann Arbor Huron High School where he taught and coached from 1976-79. Golder led the River Rats to claim the 1979 state championship. He returned to the Big Ten in 1979 as an assistant coach at Michigan State University, a position he held until 1984. From 1984-91, he was the boys program director and head coach of Genesee Valley Gymnastics in Flint, Mich., one of the nations most successful boys gymnastics clubs. During his duration at GVG, Golder was also a member of the Junior National coaching staff for USA Gymnastics.

In 1991, Golder joined the University of Iowa staff as an assistant coach. He was with the Hawkeye program until his appointment as the Wolverine head coach in July of 1996. International coaching appointments have taken Golder to Hungary, Romania, Bulgaria, Israel, France, Italy, Spain, Mexico, Belgium, Puerto Rico, Thailand and South Korea. He served as coach for the U.S. team at the 1995 World University Games in Fukuoka, Japan; the 1997 World University Games in Sicily; the 2003 World University Games team in Daegu, South Korea; and the 2007 World University Games in Bangkok, Thailand. He also coached the 1999 Chunichi Cup team in Nagoya, Japan, and the 2001 Pan-Am Championship team in Cancun, Mexico. He served as a personal coach to former Wolverine gymnast Daniel Diaz-Luong at the 2001 World Championships in Ghent, Belgium.

Golder was a three-time letterwinner in gymnastics (1975-77) and a member of Michigans 1975 Big Ten championship team. In 2008, Golder was inducted into the Alpena High School Alumni Hall of Fame and was inducted into the Alpena Sports Hall of Fame in 2001.

Golder has a 26-year old daughter, Roberta, who is a graduate of U-M.

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Fear should never destroy our courage to stand against a government that threatens our freedom and allows tyranny to flourish. Our constitutional rights have been set aside without clear and defensible reasons for doing so by state and local governments, caused by a virus that has so far taken only 175 lives in San Diego County, just eight of whom had no underlying medical conditions.

The risk of being infected with the novel coronavirus and the disease it causes, COVID-19, is certainly a concern, but more concerning is the overreach by Gov. Gavin Newsom, and the heavy-handed and arbitrary restrictions on businesses, public spaces and personal protections.

We have been bombarded with dizzying daily virus updates and given worst-case scenarios, then seen coverage that explained, contradicted or challenged what we were told were the most recent facts. We have been urged to shelter in place to slow the spread of the coronavirus, with initial projections of it killing up to 1.7 million Americans, and we did.

But even with cases remaining stable, local officials became reckless with their newly discovered power and continued to pursue even more unreasonable restrictions. In Encinitas, Mayor Catherine Blakespear defended the ticketing of sunset watchers and closing trails, parks and beaches as ways to save lives and to keep us safe, and claimed these activities are dangerous to others nearby.

The irony of it all was that residents were forced to walk or jog where no sidewalks existed, along busy roads, risking getting hit by a vehicle. At the same time, doctors and scientists told us that sunshine, exercise and fresh air were necessary to strengthen the immune system and to help fight illness.

As punitive actions grew in harshness for noncompliance, I witnessed the detrimental effects on friends and local businesses and was convinced as were many others that peaceful rallies were not only justified but necessary. Arrangements were made and what I assumed would be just a small group of frustrated residents quickly grew into a very large Freedom Rally at Swamis in Encinitas.

Read more about coronavirus restrictions and protests in San Diego County:

In return, I was treated like a criminal even though Im always law-abiding, hardworking and active in my church and have been named in a local magazine for my professional and personal success.

What I find most disturbing is the intolerance by neighbors for expressing my First Amendment rights. Across the state, we see county supervisors, health officials, mayors, city councils and members of law enforcement doing what the governor insisted, without regard for the Constitution or We the people.

I have been met with fear-based tactics, public shaming, virtue signaling and bullying by the same people who urge tolerance and treating each other with respect and dignity yet leave no voice for someone who disagrees with what is happening.

Living in a vacuum, surrounding ourselves with only people who mirror our views, and censoring those with dissenting opinions is a recipe for disaster, not to mention a gross act of cowardice. Mob rule might be a convenient way to exact justice when you find yourself on the right side of the outcome. But its a slippery slope, and our entire culture and Constitution were built as a platform to guard against the resulting collapse.

I was personally characterized as a selfish, shallow person, impatient to return to beach sunbathing, and angry about the inability to get my hair and nails done nothing could be further from the truth. Some of these virtue signalers even contacted former employers and my church fellowship in an attempt to destroy my livelihood and reputation.

Coping with coronavirus

The pandemic sweeping the globe has changed everyones lives, and we want to hear how its changed yours. If youd like to write an op-ed for us on a subject related to the virus, make it 700-750 words and send it to us with your name and a phone number so we can reach you.

My closest friends own salons and are hairdressers, estheticians and personal fitness trainers, and they have been the most severely impacted and the focus of the news today. They and many of the local business owners I have talked with are afraid to speak out for fear of similar retaliation by people attempting to destroy their livelihood or governmental regulatory agencies punishing their businesses.

These people have families and bills, and cant risk arrest. Its distressing to think some may not have a place to go back to work. This should spur every American into action. Join a rally and demand the reopening of our state.

Thankfully, my livelihood is not at risk, which is why I have the privilege to focus on restoring California to normalcy not the new normalcy, the old one the one that aligns with our constitutional freedoms.

Freedoms that many Americans died to preserve. As Thomas Jefferson said, When government fears the people, there is liberty. When the people fear the government, there is tyranny.

Curtis lives in Encinitas.

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Commentary: We protested the coronavirus restrictions in Encinitas. Here's why. - The San Diego Union-Tribune

Josh Drew doesnt have to imagine it. He, along with his entire team, lived through it.

After five years at Hewlett-Packard Enterprise, Drew joined Amsterdam-based telecommunications company VimpelCom as associate general counsel of investigations in July 2016a trying time in the companys history, to say the least. Just five months earlier, VimpelComs wholly owned Uzbek subsidiary, Unitel, pleaded guilty, and VimpelCom entered into a three-year deferred prosecution agreement (DPA) with the Department of Justice for having engaged in a systemic and long-running corruption scheme in violation of the Foreign Corrupt Practices Act (FCPA). The company also was still feeling the sting from the consequential $795 million global foreign bribery settlement with U.S. and Dutch authorities.

Since that time, the company has significantly overhauled its governance structure, along with changing its name to VEON in March 2017. It was around this time of major upheaval that Drew was named acting group chief compliance officer, following the resignation of his predecessor just six months into the job and after the compliance monitorships heavy scrutiny had already begun.

All of this is to say that when Drew was offered the permanent post of group chief ethics and compliance officer in October 2017, it was not a decision to be taken lightly for both personal and professional reasons. It was definitely a family decision, Drew says of the job opportunity and having to move his family from the United States to Amsterdam. My wife has a career, and we have three kids. So, we had to evaluate how this would work from all angles.

Turns out, the family didnt need much convincing. For my wifes job, we had done a short stint in Paris. The experience of living overseas was great for our family and whetted our appetite for more, Drew says. As a family, we were very excited to move to Amsterdam.

The more substantial challenge would be on a professional level: how to right the ship at VEON. The task at handmonumental, to say the leastwas to create and implement an effective global ethics and compliance program nearly from the ground up; to shift the cultural mindset of people from all across the organization and at all levels of the organization; and to do so under a very aggressive timetable, as set forth under the terms of the DPA.

Drew says he accepted this challenge with a sense of both excitement and humility. I wanted to be the chief compliance officer, but I also understood the size of the challenge and that it was going to take a tremendous team effort if the company was going to succeed, he says. It was not going to be all about what I could do. It was really going to be much more about how I could help channel all the resources in the organization in the right direction to help the company succeed.

In the following weeks and months, he would tackle that challenge head on. It is for those rebuilding efforts that he earned the distinction of winning Compliance Weeks first-ever Compliance Comeback of the Year Award.

Current and former colleagues credit the effortless way Drew took the helm, even in uncharted waters, and note that its not inconsequential that he wasnt yet at the company when the settlement terms were negotiated. He inherited them, says Yvonne Hilst, ethics and compliance officer at VEON. If he ever doubted himself, he never let it show. Thats a characteristic of a good leader.

Drew says he was able to leverage his former experience at Hewlett-Packard in his role as vice president and associate general counsel. Hewlett-Packard had also gone through an FCPA investigation, settlement, and post-settlement reporting obligations. So, I had a skillset that was transferable to VEON and what the company needed, he says.

The hallmarks of an effective compliance program are virtually the same from one company to the next, adds Drew, who was also a former trial attorney in the Fraud Section of the Justice Departments Criminal Division. Its not rocket science. You need to make a work plan and start executing on it, and that was a very high priority [at VEON] from the start.

Drew says the first step in that process was to make sure I understood the state of play with the existing compliance program and have a full understanding of the problems and historical compliance failures that had led the company to that point. No company that is under a DPA has a compliance program that can continue operating in the same way it has been historically, he says. VEON was no exception.

There was a lot of work to be done, for sure, Hilst says of the compliance program when she joined VEON in September 2017. It needed to change and improve basically everything. In the first three months that I was with the company, we had to either revise or introduce more than 20 compliance governance documents, including the Code of Conduct.

Drew understood that engagement and commitment from the board and senior leadership would be an essential part of VEONs compliance comeback. I spent quite a bit of time with our board, with our audit and risk committee, with the senior management team, to make sure they were fully engaged and that they were prepared to play their critical role as champions of the compliance program, he says.

I wanted to be the chief compliance officer, but I also understood the size of the challenge and that it was going to take a tremendous team effort if the company was going to succeed. It was not going to be all about what I could do. It was really going to be much more about how I could help channel all the resources in the organization in the right direction to help the company succeed.

Joshua Drew, Group Chief Ethics and Compliance Officer, VEON

Drew also focused on building not only a bigger compliance team, but the right compliance team, making sure that we had the right skills, that we had the right people in the right roles to do the joball of those areas needed prompt attention, he says. That required recruiting and hiring new talent, seeking those who had direct experience in the field, embedded within VEONs operating companies.

Under his leadership, the compliance function grew from a small team of four to a team of over 100, made up of ethics and compliance professionals with diverse backgrounds from all over the world, including places like Uzbekistan and Russia. It really is a testament to what he was able to achieve, to do exactly what he said, which is to create a structure that just didnt exist before, says Alison Howell, who headed VEONs Monitor Liaison Office, responsible for developing the monitoring and testing program to assess the effectiveness of the ethics and compliance program.

Fundamental to Drews success is his unwavering integrity. Josh is a person of outstanding personal integrity, such that he embodies the values that underlie an effective compliance program, says Mark Rochon, a member of law firm Miller & Chevalier who, together with Tom Firestone at Baker McKenzie, served as VEONs outside counsel.

He is a person who always does exactly what he says he is going to do, and that steadiness is an essential part of why he is such a good leader, Rochon adds. He worked throughout the organization to instill necessary change, and he did so through building a good team and using teamwork in bringing about that change.

And colleagues appreciated that Drew was not a yes-man type of leader. He really considered the views of everyone, right down to the most junior person on the team, Howell says.

Thats how he is as a person both inside and outside the walls of the company. If he had his team flying economy, he would decline his business-class seat, which he was entitled to as an executive, and instead would sit with his team, says Pat Garcia, then-group chief compliance officer at VEON and Drews No. 2 deputy during the companys three-year DPA. More important than any leadership skill is genuine caring for others. He is a person dedicated to his family and loyal to his friends. He is a good person. Josh is not a politician. What you see is what you get.

Another great leadership quality is that he would let his leaders lead, Garcia adds. He allowed me to manage my global responsibilities without being a micro-manager.

That level of trust filtered into the compliance teams relationship with the monitor as well. Josh trusted his direct reports to have an open and transparent dialogue directly with the monitor team itself, so communication didnt necessarily have to be filtered through Josh or Alison, Hilst says. He also set the tone from the beginning that dialogue between the company and the monitor wouldnt be filtered through outside counsel, which also helped create greater transparency, she says.

We really had to make sure that the relationship and engagement with U.S. enforcement authorities was on solid footing, that we had a clear line of communication, that we were doing what we needed to do, Drew says. You have to develop an effective, collaborative relationship with your monitor or youre just not going to be successful as a company getting through your post-settlement period.

Facilitating interactions between the monitor, senior management, and the board to ensure those meetings were productive was also important. It was really important to communicate openly and be responsive with the monitor and at the same time establish myself as a credible and trusted adviser for the board, for the executive team, and sort of lead them through the process so that the monitor was getting what he needed and we were on good footing to be successful.

We understood from the outset that if we tried to drive change as a mandate from compliance that we would not be successful, Drew says. Thus, it was critical that all leaders throughout the business were on board with what the company was trying to do and could effectively articulate the need for compliance and the need for strong internal controls.

Josh is not a politician. What you see is what you get.

Pat Garcia, Drews No. 2 deputy during three-year DPA

During the term of the DPA and compliance monitorship, VEON underwent several changes to its senior leadership team, including the appointment of a new chief executive officer, chief financial officer, and board chairman. But colleagues say Drew managed these changes and various relationships with ease, keeping the compliance programs development and implementation on track. He was particularly effective in his work with the board and involving them in the companys compliance transformation, which was essential to success, Rochon says.

Another key focus was shifting the culturemoving people away from thinking about compliance to thinking about ethics and compliance. There is a real art to implementing change in a way that it will stick, in a way that it will become embedded into the culture of the company, and that is what we had to do, Drew says.

Ultimately, VEON rebranded its function from compliance to ethics and compliance and incorporated much more content on integrity and values and the importance of ethical decision-making in our communications and into our training, Drew says. It is absolutely the wrong approach to try to have a rule that covers every scenario.

Employees wont always find themselves in situations that are covered by a specific policy, procedure, or rule that tells them what theyre supposed to do. In those circumstances, they need to use other resources and their own judgment to decide what is the best approach, Drew adds.

In large part due to Drews leadership, the monitor certified to the effectiveness of the companys anti-corruption compliance program late last year, and the Justice Department dismissed VEONs DPA right on time.

Any time a company faces great challenges, stress, and difficulty, its an opportunity for compliance professionals to demonstrate their value and leadership in the organization, Drew says. Especially with the coronavirus pandemic, the biggest challenge for VEONs ethics and compliance team has been to go cold turkey and not travel at all, he says. A lot of the value we bring, especially the headquarters team, is being able to travel to our operating companies, to meet with local leaders, to have town hall type of events, to deliver training, to meet with the local ethics and compliance team. Its been a big adjustment to have to do all of that virtually and not lose effectiveness.

But at the same time, Drew says he believes the pandemic will elevate the compliance function. Effective compliance teams change and adapt to the business, and certainly businesses of all sizes and types are going to have to do that post-pandemic, he says.

In all respects, those who know Drew say he leads by example. He would remind us about his three rules for doing great work and what his expectations were of us and his team: Be accountable. Be a problem solver. And innovate, Hilst says. He also reminded us to have fun.

That approach is as applicable now as it was pre-pandemic, Drew concludes. If compliance professionals can do those things, they will be effective in their role, and theyll provide what the company needs, when it needs it most.

Link:
Josh Drew led by example in getting VEON through DPA - Compliance Week

The Studio Physical Location Classes will be closed due to the Covid-19 shutdown. We will reopen as the local authorities allow. Date will be announce as soon as possible.

Facebook Live Classes for this Covid-19 shutdown (FB live videos are also saved on the Facebook page in the video section for viewing at anytime.)

Anyone may view these classes. We recognize that many of you may have financial needs during this crisis and as such there is no dedicated fee for Facebook live. If you are able to continue to support us at this time so that we may also keep our local community business strong for you you can sign into these classes with your regular class session packages and member ships or purchase on online drop-in ($10) by clicking on the button below, or by sending a donation to the studio via Paypal: info@boundlessyogastudio.com or via Venmo: @BoundlessYoga

If you wish for us to pause a membership package until regular classes resume please contact Emma Kate

Note: Teacher Training Programs are still running as scheduled. We will go Live on Zoom during the shutdown. Students who have registered will receivetheirprivate login information via email. Only one training has been rescheduled (The Restorative Training at our sister location Just Plain Yoga in Camp Hill, PA will now be in August)

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Boundless Yoga - HOME

Namaste.

In keeping with prevailing general advisory for safe health of everyone and for a near future free from community spread, COVID-19, we are temporarily closing entrance to Arsha Vidya Gurukulam, Saylorsburg, PA till May 21, 2020. That means for the first time in over 33 years we are compelled to suspend all visitation for Temple Worship, Food (Kitchen & Dining) and Weekend classes, starting now. Our prayers to Lord Daksinamurti for well being of all.

With updated advisory from the state of Pennsylvania that all but life-sustaining businesses in Pennsylvania must shut down, Arhsa Vidya will suspend all ongoing events starting March 22, 2020. Ashram will broadcast Pujya Swami Dayananda Saraswati classes from 11:00 AM 12:00 PM everyday.

Meditation, Yoga and other in temple sessions are cancelled.

Best Regards

Upcoming events we will Livestream the following events on our youtube channel

5:45am-6:45am: Abhishekam [Dhanvantari Maha Mantra]

April 03 June 07 7:15 AM Meditation with Pujya Swami Dayananda Saraswati

May 18- May 30 11:00 AM-12:00 PM Nirvanashtakam with Pujya Swami Dayananda Saraswat

May 23- May 25 Virtual Memorial day weekend with Swami Viditatmananda Saraswati

May 19th 4:30 PM-5:30 PM: Pradosha Puja ; Abhishekam to Medha Dakshinamurthy

May 23rd 4:15 PM-5:30 PM: Bhagavad Gita Chapter 2 with Brahmacari Suryanarayana

June 7th 10:00 AM 12:30 PM: Bhagavad Gita Weekend Classes by Swami Viditatmananda Saraswati

5:30pm-6:00pm: Evening Arati

Virtual Memorial day weekend Camp: The classes will be live streamed on our youtube channel

Saturday, May 23

5:45 6:45 am Morning Abhiseka to Lord Dakshinamruti

7:15- 7:45 am Guided Meditation with Pujya Swamiji (Ongoing online classes)

9:00 -10:00 am Class I with Swami Viditatmanandaji onTarati ShokamAtmavit (Ch. Up 7.1.3)

11:00 -12 Noon Class with Pujya Swami Dayanandaji ( Ongoing online classes)

04-15 -5:15 pm Class II with Swami Viditatmanandaji

05:30- 6:00 pm Evening Aarati

Sunday, May 24

5:45 6:45 am Morning Abhiseka to Lord Dakshinamruti

7:15- 7:45 am Guided Meditation with Pujya Swamiji

9:00 -10:00 am Class I with Swami Viditatmanandaji onTarati Shokam Atmavit(Ch. Up 7.1.3)

11:00 -12 Noon Class with Pujya Swami Dayanandaji

04-15 -5:15 pm Class II with Swami Viditatmanandaji

05:30- 6:00 pm Evening Aarati

Monday, May 25 Concluding day

5:45 6:45 am Morning Abhiseka to Lord Dakshinamruti

7:15- 7:45 am Guided Meditation with Pujya Swamiji

9:00 -10:00 am Class I with Swami Viditatmanandaji onTarati Shokam Atmavit(Ch. Up 7.1.3)

11:00 -12 Noon Concluding Class with Swami Viditatmanandaji.

Previous classes

March 22 April 07 11:00-12:00pm Bringing Vedanta to Day to Day Problems with Pujya Swami Dayananda Saraswati

April 08 April 14 11:00 AM-12:00 PM Upadesa Saram: Ramana Maharshi with Pujya Swami Dayananda Saraswati

April 15 April 21 11:00 AM-12:00 PM One Gita Sloka with Pujya Swami Dayananda Saraswati

April 22 May 16 11:00 AM-12:00 PM Essence of Bhagavad Gita with Pujya Swami Dayananda Saraswati

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