Migrate Windows Server 2003 To Sbs 2011

Diese Anleitung beschreibt die Migration der Einstellungen und Daten von einer bestehenden Small Business Server 2003 oder. MS_Windows_Small_Business_Server_2011. Migrate Windows Small Business Server 2003 to Windows Small Business Server 2011 Standard. Published: December 23, 2010. Updated: May 5, 2011. Applies To. Migrating Server 2003 R2 to SBS 2011 without Exchange. Windows Small Business Server >. Migrate Windows Small Business Server 2003 to Windows Small Business Server 2011 Standard. Veröffentlicht: Dezember 2010. Letzte Aktualisierung: Mai 2011. . to migrate from Small Business Server 2003 to Small Business Server 2011. and click Migrate to Windows SBS to start. Demazter's Blog.

Outlines the steps necessary to migrate settings and data from an existing server running Windows Small Business Server 2003 to a new computer running Windows SBS. Windows Small Business Server 2011. migration to Windows Small Business Server (SBS) 2011. Server 2003 to Windows Small Business Server 2011. Migrate Windows Small Business Server 2003 to Windows Small Business Server 2011 Standard. 発行: 2010年12月. 更新日: 2011年5月. 適用対象: Windows Small. Migrate windows server 2003 to sbs 2011. Windows Small Business Server > Small Business Server. Small Business Server http://social.technet.microsoft.com.

Migrate Windows Small Business Server 2. Windows Small Business Server 2. Standard. Prepare your Source Server for Windows SBS 2. Standard migration. You must ensure that your Source Server and network are ready for migration. This section guides you through backing up the Source Server, evaluating the Source Server system health, installing the most recent service packs and fixes, verifying the network configuration, and raising the functional level of the Active Directory ドメイン サービス domain and forest. You must also run the Migration Preparation Tool on the Source Server, which updates the Active Directory.

В® Domain Services schema, installs an update that extends the time limit for the migration, and configures Exchange Server to support migration. Create a migration answer file for Windows SBS 2. Standard migration. An answer file is used by Windows SBSВ 2. Standard. Setup to automate the installation and run Setup in migration mode. This section introduces you to the migration answer file and guides you through using the Answer File Tool to create the migration answer file.

Install Windows SBS 2. Standard in migration mode. This section explains how to use the migration answer file to install Windows SBSВ 2. Standard. on the Destination Server in migration mode. Move settings and data to the Destination Server for Windows SBS 2.

Standard migration. The Migration Wizard helps you migrate settings and data from the Source Server to Windows SBSВ 2. Standard. . This section explains how to use the Migration Wizard and provides information about the settings and data that you can migrate. Move Exchange Server mailboxes and settings for Windows SBS 2. Standard migration. Clean up the Exchange Server database, verify its integrity, and use the Migration Wizard to move Exchange Server mailboxes and settings.

Remove legacy Active Directory Group Policy objects and logon settings for Windows SBS 2. Standard migration. In Windows SBSВ 2.

Standard. , the logon scripts are replaced with a combination of logon scripts and Group Policy objects. Move users' shared data for Windows SBS 2. Standard migration. Use the Robo. Copy tool to copy shared data and folders. Move the internal website for Windows SBS 2. Standard migration.

This section describes the procedures in the Migration Wizard that are necessary to move the internal website and content database to the Destination Server. Move fax data for Windows SBS 2. Standard migration. Install and configure the Fax service on the Destination Server and then use the Migration Wizard to migrate fax data.

Migrate Windows Server Update Services data and settings. Export software updates and metadata from the Source Server, and then import them to the Destination Server. Move user accounts and groups for Windows SBS 2. Standard migration. Perform the procedures in this section to display the migrated users, security groups, and distribution lists in the Windows SBSВ 2. Standard Console.

Enable folder redirection on the Destination Server for Windows SBS 2. Standard migration.

Enable Windows SBSВ 2. Standard folder redirection by using the Windows SBSВ 2. Standard Console, and then delete the old Group Policy object on the Source Server. Move Terminal Services Licensing Server for Windows SBS 2. Standard migration. If the Source Server is running the Terminal Services Licensing service, you must migrate the service before you decommission the Source Server.

Finish Windows SBS 2. Standard migration. After completing the tasks in the Migration Wizard, you will need to demote and remove the Source Server from the network, as well as performing other tasks. Delete the old folder redirection Group Policy object for Windows SBS 2. Standard migration.

This is the final task for establishing folder redirection on the Destination Server. Perform this task only if you had folder redirection enabled on the Source Server. Give the built- in Administrators group the right to logon as batch job for Windows SBS 2. Standard migration. Verify that the built- in Administrator group has the right to log on as a batch job to the Destination Server. Delete DNS entries of the Source Server for Windows SBS 2. Standard migration.

After you decommission the Source Server, you will need to delete the DNS entries that point to the Source Server. Optional post- migration tasks for Windows SBS 2. Standard migration. After you finish migrating all settings and data to Windows SBSВ 2. Standard. , you may want to map permitted computers to user accounts, enable folder redirection, configure POP3 connectors, or update mailbox quotas on your new server.

Run the Windows Server Solutions Best Practices Analyzer. After you finish migrating settings and data to Windows SBSВ 2. Standard. , you should download and run the .

Where Is Compatibility Tab In Windows Xp

Compatibility Tab - Add or Remove from Properties. Hi,My compatibility tab is missing from properties and the Local Group Policy is set to disabled. However, the compatibility tab is still missing from properties. I have tried several different fixes and system restore, to no avail.

Is there any alternative fix available? Thanks in advance for your time,Parus.

Click on the Compatibility tab. To run a program as if it was in Windows Vista SP2 (Compatibility Mode). (A Windows XP) went kepoot and my.

Using Program Compatibility Mode in Windows 7. Then click the Compatibility tab then check the box Run this. How can i get Windows XP compatibility mode? Windows XP using the Program Compatibility Wizard: Windows 2000 and XP have more. Compatibility tab. Windows XP Troubleshooting Compatibility and. . Server 2003 clients and for Windows XP clients. 2008 read-only domain controller compatibility pack for Windows Server. Zone tab in the Date. 1. To Add 'Compatibility' Tab to Properties NOTE: This is the default setting.A) Click/tap on the download button below to download the file below.

Update Address Book Bebo

Update on Jason Kent | CAROL KENTMany of you have asked for an update on our son. On October 2. 5, 2. Jason will mark his 1. We have exhausted all of our appeals at both the state and federal levels. Last summer Jason’s paperwork requesting a clemency hearing made it to the top of the pile (a three year process). After reviewing the case, the Florida Parole Commission recommended that Jason’s case receive a waiver hearing before the clemency aides.

Many of you have asked for an update on our son. On October 25, 2010, Jason will mark his 11th year of incarceration. We have exhausted all of our appeals.

A waiver is needed before a case can be heard before the governor and his cabinet at a clemency hearing. Clemency does not usually mean that an inmate will immediately walk in freedom. In our case, we were asking for a review of the case, with the hope that Jason would be given an eventual end- of- sentence date, instead of life without the possibility of parole.

Continental 1 Dream it. Drive it. Get behind it. The organization is working to raise awareness and build support for the completion of the Continental 1. UpdateStar is compatible with Windows platforms. UpdateStar has been tested to meet all of the technical requirements to be compatible with Windows 10, 8.1. You can learn more about immigrant visas and the National Visa Center, at: http:// For information. Bebo makes your regular text messaging app look.well, boring. Start chatting with attitude! Available on iPhone and Android. How to Unblock Someone on Gmail. You can block a contact within Gmail's Chat feature or through Hangouts. In either case, you can unblock the contact in.

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In the State of Florida, a life sentence means the rest of your natural life will be spent in prison. Our son did a terrible thing, believing he was protecting his two stepdaughters from the potential of abuse, and we know there must be a punishment. Gene and I were given an hour to present Jason’s case in front of the clemency aides. They asked lots of questions and requested that we gather letters from inmates who had been positively impacted by Jason’s teaching, mentorship, and encouragement, along with letters from the parents and spouses of inmates who observed his influence on the lives of their incarcerated loved ones. It took us two months to gather the materials and letters that were requested and we compiled them into eight two- inch thick notebooks and sent them to Tallahassee for distribution. Three days after they arrived we received word that the attorney to the governor of the state had denied a clemency hearing for Jason. It will be five years before J.

P. is allowed to file clemency paperwork again. It was discouraging, to say the least, and I wish I could tell you we immediately thanked God for what he was teaching us through this exhausting, expensive, and discouraging process. I sobbed and Gene comforted me through his own tears. The next day was a visitation day and Gene gave Jason the news. When I arrived at the prison a couple of hours later, I wept as I greeted my son. J.

P. was totally at peace as he said, “Mom and Dad, if God chooses to allow me to walk in freedom in this lifetime, it won’t be because I received the favor of well- connected politicians and attorneys. It will be because God moved in the hearts of decision makers in a miraculous way. I am content with that. My heart hurts for the family of the deceased and I hope that someday they will be able to forgive me.” Jason is currently taking his 8th group of inmates through Dave Ramsey’s Financial Peace University course. He is in the Gavel Club, which is a group of inmates who are working on their public speaking skills. He has reached the 4th level of the Evangelism Explosion program, and he has a group of mighty prayer warriors who fast and pray on behalf of the needs of each other and their families. Some of you have asked what you can do to help.

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The workbooks needed for the Financial Peace class are $1. Additional gifts help us to provide DVD curriculum for chapel programs, inexpensive greeting cards for inmates to send to their families, and Boxes of Hope that are sent to wives and moms of inmates. Most of all, we are grateful for your prayers—for us and for Jason and for inmates all over the country who are trying to be ambassadors for Christ in a dark place. Thank you for caring. For regular updates on the ministry Gene and I are involved in, please become a friend on Facebook at: Carol Kent, or follow us on twitter. Be encouraged with these words: “Friends when life gets really difficult, don’t jump to the conclusion that God isn’t on the job. Instead, be glad that you are in the very thick of what Christ experienced. This is a spiritual refining process, with glory just around the corner.” 1 Peter 4: 1.

Definition Incentives Programs

Energizing Workplace Wellness Programs: The Role of Incentives and Recognition | Research About this Research. This paper is based on a review of hundreds of research papers, book excerpts, essays, articles and case studies on workplace wellness, population health management, and preventative medicine from approximately 1. The material has been synthesized to present the most relevant material and findings on workplace wellness programs —including the use of  incentives and rewards and government initiatives and legislation aimed at workplace and general wellness— in as succinct and logical manner as possible. This paper is intended mainly to serve as a synthesis of the current state of workplace wellness programs, and specifically, the use of incentives and rewards therein. This is not original research.

1. The IRF examines whether workplace wellness programs can play a significant role in reducing the largely preventable conditions brought on by the poor health choices.
2. As long as Israeli society is benefiting from the occupation, there will be no incentive to end it.
3. DSIRE is the most comprehensive source of information on incentives and policies that support renewables and energy efficiency in the United States.
4. The rising cost of electricity provides a strong incentive to conserve energy. The government offers special tax incentives for entrepreneurs. The company is offering.
5. Grant, Loan and Tax Credit Programs: Better Buffalo Fund Build Now-NY/Shovel Ready Program Commercial District Revolving Loan Trust Fund.

Where recommendations and conclusions are offered, they are the opinion of the author and do not necessarily represent the views or opinions of the Incentive Research Foundation or its members. The main objective of this paper is to present in one place the emerging landscape from which the reader may appreciate the complexity of the topic, the richness of positions and practices in place, and the variety of issues involved, all of which make workplace wellness a fascinating arena with real potential to create a better future for Americans and the nation. Starbuck’s chairman recently noted that his company spends $2.

Green Building Standards. Learn about six major model codes and rating systems that communities can use to develop green building programs and revise building ordinances. Employee incentive programs are programs used to increase overall employee performance. While employees tend to approve of incentive programs, only 27% of companies. Noun 1. a plan of action to accomplish a specified end: a school lunch program. 2. a plan or schedule of activities, procedures, etc., to be followed. 3. a radio or. Are you asking 'What is Meaningful Use?' Find out more about the meaningful use definition and objectives for users in their transition to health IT.

WELCOA, 2. 00. 9) Executive Summary. Healthcare costs are escalating rapidly and globally, accounting for greater shares of the GDP of developed world nations—their threat to national economies exceeds any other single cost item.

It is no wonder that individuals, families, employers, communities and governments are urgently seeking solutions. Most agree that the greatest potential lies in reducing the largely preventable conditions and diseases brought on by poor individual health choices. Between 7. 0% and 7. U. S. on healthcare is invested in the treatment of preventable conditions, but less than 5 percent goes toward chronic disease prevention (Department of Health and Human Services, 2. The question is how to drive healthier communities and organizations. How can employers and governments help individuals change their behaviors to stop smoking, stop overeating, exercise more, wear seatbelts, consume less alcohol, get regular health checkups, take their medications and change their diets?

This is the main page for the Red Book, which serves as a general reference source about the employment-related provisions of Social Security Disability Insurance and.

Among the most promising approaches is the use of incentives, rewards and recognition in the encouragement of healthy lifestyles and choices. A growing and compelling set of evidence exists which correlates well- designed wellness programs—which almost invariably include incentives and rewards—with better health and wellness outcomes. A growing community of practitioners, experts and policy- makers favor the use of incentives to encourage not only participation in wellness programs but outcomes.  “Attainment” incentives (rewards based on achieving wellness objectives) operate similarly to auto insurance policies. If I am a reckless driver, if I drink and drive, if I disobey speed limits, etc. I get caught) I expect to pay higher premiums and probably will. Likewise, if I smoke, drink excessively, don’t exercise and am obese, it might be fair that I pay more of my health insurance costs than a person who maintains their health. Currently, under the 1.

Health Insurance Portability and Accountability Act (HIPAA), a group health plan may not discriminate among individuals on the basis of health factors by varying their premiums. Moreover, the law states that even where attainment incentives meet these standards, they must not exceed 2. The new healthcare legislation—the Patient Protection and Affordable Care Act (PPACA)—underscores the government’s belief that reasonable and HIPAA compliant attainment incentives are both ethical and effective. In 2. 01. 4, the PPACA raises the cap on attainment incentives to at least 3. The research is convincing where incentives impact short- term participation in wellness programs. There is also compelling evidence that incentives are effective in smoking cessation, weight loss and in the amelioration of other preventable health conditions.

Where the research remains inconclusive, is in the effects of incentive programs on promoting long- term, sustained wellness.“Motivating, engaging and empowering individuals to become better stewards of their own health has never been easy work.”- Care Continuum Alliance, 2. Because few controlled, long- term behavioral studies have attempted to determine whether people who receive incentives are able to maintain their short- term success long term — the ultimate goal of incentive- based prevention program — this remains the largest gap in incentives driven wellness research. Additionally, few attempts have been made to address how the design of an incentive program should be adjusted according to the demographics of the target population, such as insuring that low- income participants have equal opportunity to participate. Research initiatives into these areas would add value to the body of existing research. Introduction“Given the vast number of preventable deaths associated with smoking (4. U. S.] population’s health.” - New England Journal of Medicine, January 6, 2. The term “wellness” is not defined or used consistently around the world.

Generally, “workplace wellness” refers to programs designed to improve the health and well- being of employees (and their families) in order to enhance organizational performance and reduce costs (see also Appendices A and B). Wellness programs typically address specific behaviors and health risk factors, such as poor nutrition, physical inactivity, stress, obesity, and smoking. Wellness programs can also help reduce the incidence and severity of chronic illnesses such as asthma, diabetes, insomnia and heart disease. Employers often integrate their wellness initiatives with chronic disease management programs to provide a continuum of healthy lifestyle support. Wellness programs raise awareness, provide information and education, and usually offer incentives that encourage employees and their families to adopt healthier lifestyles. These initiatives are most successful in a workplace environment that, at its core, promotes and supports health and well- being.

The health issues that wellness programs generally target commonly lead to serious and expensive health problems and have a negative impact on workforce productivity. They are also, largely preventable. The Scope of the Problem. For almost 5. 0 years, healthcare spending has grown by 2 percentage points in excess of GDP growth across all Organization for Economic Co- operation and Development (OECD) countries. As a result, health care has become a much bigger part of most of these economies.  If current trends persist to 2. OECD countries will spend more than a fifth of GDP on health care. Even if the excess growth of health care spending over GDP is somehow cut in half, according to a 2.

Mc. Kinsey report,  “health care will, by 2. U. S. healthcare costs are growing at an even faster rate than the OECD average and much faster than inflation, the economy, or wages. Costs have increased 2. In 2. 00. 9, combined healthcare spending in the U.

S. amounted to $2. GDP. The Congressional Budget Office predicts that if trends continue, healthcare will consume 2. GDP by 2. 02. 5 and one- third by 2. For all this, the US ranks, at best, 3. WELCOA, 2. 00. 9)Solutions to spiraling healthcare costs may be an economic survival imperative for the U.

S. and many other nations. Certainly, accelerating healthcare insurance costs have become a critical, board- level issue for many U. S. organizations. Thus, the rise of workplace wellness programs and initiatives over the past two decades is no surprise. Yet the problem is far from solved.

Despite the clear benefits to better health choices and individual wellness, America is an overweight, obese, inactive and sick nation. The State of Workplace Wellness Programs. Costs: The Key Driver of Workplace Wellness Programs. The silver lining in the otherwise depressing American health scenario is that the vast majority of healthcare spending is avoidable. Americans and the populations of most “western” countries are largely responsible for their own poor health in the choices they make.

This represents an enormous opportunity for improvement. Figure One illustrates the primary health risks of American workers. Figure One: Health Risks per 1. Employees in the U.

S. According to Mercer HR research, health insurance reached an average of $5,6. From 1. 99. 8 to 2. Kaiser Family Foundation and Health Research and Educational Trust 2. Appendix C summarizes the most common preventable health conditions and their costs. As referenced above, the U.

S. currently spends about $2. If 7. 5% of that is spent on preventable conditions, as many experts suggest, then the overall savings potential through preventative healthcare, including workplace wellness programs is almost $1. Current and Future Trends in Workplace Wellness Program Adoption. A 2. 00. 8 survey by Hewitt Associates found that 9. The primary reasons cited for company sponsorship were: to promote health (4. In its 2. 01. 0 analysis, Population Health Improvement: A Market Research Survey, the Care Continuum Alliance reported that "8. Further, 6. 1 percent of current purchasers [of vendor- supported wellness programs or services] view wellness programs as a ‘must have’ within their organizations, and 8.

While the studies may differ in their assessment of workplace wellness program adoption (likely due to varying definitions) they all point to a trend toward greater implementation of the programs over the past decade or so. The reasons for broader adoption of wellness programs are varied but include the compelling evidence of a strong ROI in wellness programs. The ROI in Workplace Wellness Programs.

The short- term return- on- investment (ROI) for corporate wellness programs has been well- documented over the past two decades. Year- round comprehensive corporate wellness programs have shown savings- to- cost ratios of more than $3 saved for each $1 invested (see Figure Two).

Documented savings based on meta- analysis of numerous research studies are observed in medical costs, absenteeism, worker’s compensation costs, short- term disability, and increased productivity. Figure Two. Source:  American Institute for Preventive Medicine Examples of positive ROI are plentiful even though most organizations do a poor job of tracking it.

Below are some examples of typical ROI: Johnson & Johnson, which started its first wellness program in 1. Healthy People program.

J& J reports that “Our focus on health and wellness among our U. S. workforce has helped reduce per- capita health- plan costs by $4.

Citibank's comprehensive health management program demonstrates that for every dollar invested in programming activities, $4. Union Pacific Railroad's medical self- care program achieved cost savings of $2. In a meta- analysis of the literature on costs and savings associated with workplace disease prevention and wellness programs, Harvard researchers led by Katherine Baicker recently reported that medical costs fall by about $3. New England Journal of Medicine, 2.

In perhaps the most rigorous research conducted on workplace wellness program ROI to date, researchers for the MEDSTAT group followed over 8,0. Johnson & Johnson’s Health & Wellness program for about nine years (five before the program and four after). Using regression techniques to isolate the impact of the wellness program, the researchers concluded that: “a well- conceived health and wellness program that focuses on prevention, self- care, risk factor reduction, and disease management can produce substantial benefits for employers and their employees. Utilization and expenditures may be reduced by better coordination of existing health and productivity management programs, with many of these benefits occurring in later years.”[7]The most relevant question for organizations today appears not to be whether they should offer wellness programs, but according to Baicker and her colleagues, ”rather how these programs should be designed, implemented and evaluated in order to achieve the best outcomes.” [8]The Role of Incentives, Rewards and Recognition in Workplace Wellness program design and in Driving & Sustaining participation and Interest. As above, preventable medical conditions represent an unsustainable drain on the nation’s finances.

Workplace wellness programs address this challenge and normally achieve 3. ROI. Thus, the more employees who participate in a wellness program, the more potential savings and the better their quality of life. Hence companies have tried a variety of methods to increase employee participation, some of which have proven more effective than others. Mandatory employee participation, for example, may backfire.

When a railroad company tried to require its track maintenance employees to do warm- up exercises, the workers threatened to strike unless the program was halted immediately.[9]While the stick is sometimes appropriate, positive incentives, rewards & recognition have become a part of most wellness programs in the United States today – the rewards offered are both financial and non- cash (i. The results of an Aon Hewitt survey released in June 2.

The report cited 5. According to Health.

Resources 2. 00. 8 survey of the membership of the National Association of Manufacturers (NAM) and the ERISA Industry Council (ERIC) between 2. Types of Incentives Used. By far the most common incentives are used to encourage participation in a wellness program including the upfront Health Risk Analysis (HRA) and for actions such as attending fitness classes, receiving immunizations and reducing or stopping smoking. Generally, rewards for participation range from cash to gift cards to merchandise. According to a 2.

Kaiser Family Foundation, about 6 percent of firms vary premium contributions based on employees’ participation in wellness programs, up from 3 percent in 2. Differential premiums can be controversial, especially when they reward not only for participating in a wellness program but for outcomes or “attainment”.[1. Some employers have begun varying the premiums paid by their employees for health insurance based on health outcomes or attainment of goals. This approach has been endorsed to some degree by Congress and the White House in the Patient Protection and Affordable Care Act of 2. PPACA) which permits employers to offer cash incentives to employees for participating in wellness programs and for reaching certain targets. Current law limits the value of wellness incentives to 2. When the new rules of the PPACA go into effect in 2.

Safeway is perhaps the organization best known for the use of differential premiums as incentives for wellness and is reputably the model for the incentives component of the PPACA described above. Safeway has instituted a program with substantial differences in premiums, depending on employees’ healthiness. The company’s health care plan also uses differing premiums, based on various factors such as smoking, weight, blood pressure, and cholesterol levels.

Employees are screened for those four items, and they receive a discount off the base level premium for each test they pass or standard they meet. The attractiveness of Safeway’s approach (and the emphasis on differential premiums in the PPACA) is obvious. In theory, if one requires workers to pay higher premiums if they fail tests for measures such as smoking, weight, blood pressure and cholesterol, they will want to become healthier to reduce their costs. When they do, the employer gets a fitter and healthier workforce and reduces medical expenses and absenteeism.

Employees benefit in the form of lower deductibles and premiums.“Red. Brick Health appeals to everyone’s sense of fairness. We can now directly link the cost of employees’ health care benefits to an individual’s decision to engage in healthy behaviors within their control. We’re not forcing anyone to change his or her behavior.

Instead, we’re simply saying the cost of coverage should be responsibly aligned with personal health choices. We look forward to helping our employees reap the personal and financial benefits of healthy behaviors through Red. Brick’s health resources and tools.”- Jim Conseco: Grace Brothers, Vice President of Benefits In practice, Safeway’s results are impressive in most areas but marginal in others. According to Safeway’s statistics, the proportion of employees classified as obese declined by five percentage points between 2. Meanwhile, 4. 0 percent of workers and spouses who failed the blood pressure test in 2. The financial ramifications remain unclear. In the short term, Safeway admits its program probably boosts medical expenses at first because the screenings prompt people to seek treatment for newly detected problems.

International Truck and Engine Corporation uses participation and attainment incentives to encourage high Health Risk Assessment (HRA) participation and to triage employees into primary, secondary and tertiary health promotion/disease prevention programs. International’s smoking policy was a by- product of this initiative. Over half of the employees that identified themselves as smokers actively participated in the smoking cessation course or quit smoking entirely. Longitudinal study results at International, consisting of three separate retrospective surveys initiated in 2. The investment costs include staffing, handbooks (plus the shipping and handling fees) training, communication materials, incentives (including participation and attainment rewards) and early detection screenings in 2.

Since International funded the cost of the initiative, the return- on- investment (ROI) for each year was calculated from the plan paid perspective. As such, the estimated plan paid ROI for the five- year period was $9. ROI is not the only consideration, however. Writing in a recent issue of the New England Journal of Medicine, Harald Schmidt and colleagues argue that “[Attainment incentives] might be fundamentally unfair because they might be only technically voluntary, out of reach for the socio- economically disadvantaged, a burden on the doctor- patient relationship and, ultimately, a source of higher out- of- pocket insurance premium costs for the very people who can least afford them”.[1. Nonetheless, 5. 6 percent of employers plan to hold employees accountable for a larger share of health plan costs according to a 2. Towers Watson study. With costs escalating, it is likely that employers will pursue attainment related incentives and disincentives aggressively within the bounds of the law.

In addition to being convinced that such incentives work, some employers see a way to pay for their wellness programs entirely through this strategy.[1. The ROI in Incentives- Driven Wellness Programs.

The debate over the use of incentives in promoting workplace wellness will no doubt continue for years to come. For most organizations, communities and nations, however, evidence of the ROI in incentives- driven wellness programs will be the determining factor in their use, and the evidence is mounting in favor of the use of incentives – for those using both cash and/or non- cash rewards.“If we learn that incentive programs are less cost- effective than alternative means of promoting cardiovascular health, or that they carry unintended consequences such as encouraging certain people to adopt unhealthy behaviors so as to become eligible for incentives, then broadly implementing these interventions may be unwise.

But given the promise of incentives to favorably modify behavior, we should not let inchoate views that the incentives themselves are unethical prevent us from studying them in earnest.” - American Heart Association, 2. A 1. 99. 1- 9. 5 study of 7.

Salt Lake City, who participated in a Healthy Lifestyle Incentive Program (HLIP) offers additional evidence in support of the use of incentives. The program allowed participants to earn points for engaging in a healthy lifestyle — behaviors such as exercising, wearing seat belts, not smoking, reducing or maintaining desirable blood pressure, cholesterol and body fat levels, having routine preventive exams and engaging in various educational  activities on healthy lifestyle topics. Annual rebates ranged from $7. Even though the rewards were modest, modifiable health risks were significantly reduced over time, both among higher and lower risk participants. Obesity prevalence decreased significantly among men and women.

High cholesterol and high blood pressure, seat belt use, smoking cessation and physical activity all saw significant improvements over the 4 year period, despite setbacks, in some cases, from year to year. The size and type of incentive or reward can matter also.

At Johnson & Johnson, for example, voluntary participation in its wellness program increased from 2. For some people, cash rewards, unless significant, can be less meaningful than the “trophy value” of a merchandise type reward.[1. More recently, in May, 2. The American Journal of Health Promotion published the results of a longitudinal study conducted by Discovery Vitality in which 3. About 6. 5 percent of the subjects participated in the Vitality Wellness program over the five year study, while about 3. The differences between the two groups were significant. Wellness program participants were more likely to join fitness activities and remain engaged in those activities over time.

Those that were active in fitness activities experienced significantly lower hospital costs than those that were inactive.[1. Whether cash or non- cash, setting the incentive level is a design science in itself. The right reward type and amount will vary based on the behavior change, participation objective or outcome desired and possibly by type of organization, employee cohort, or a range of other factors.

Research Gaps and Recommendations for Further Research. There is strong evidence that employees prefer to work for firms that offer effective and attractive benefit programs. However, though a minority, many employers are still reluctant to implement incentive- driven wellness programs - especially with meaningful incentive dollar values - because they believe a compelling “business case” for such investment has not been made or they fear developing a “culture of entitlement” where wellness and health outcomes aren’t driven by intrinsic motivations because participants learn to expect rewards for everything they do and achieve. To address this need: Further research is needed to determine which incentive structures and amounts are optimal, assess the ability of incentives (both contingent and intrinsic) to produce sustained behavior changes, and evaluate the cost- effectiveness of implementing incentive programs.“Given a wellness program’s cost, scope, duration and number of participants, and given the availability (or non- availability) of claims data and of an appropriate control group, what program evaluation design is indicated, such that the additional cost associated with the additional rigor is warranted and can be justified by higher quality of data that results?” CCA, 2. Further research is required to determine the degree to which incentive rewards within workplace wellness programs promote robust, long- term behavior change and whether  (and to what degree) incentives that are linked to behavior outcomes result in greater ROI than incentives for participation.

More research is needed to better determine the interaction between the intensity of interventions and incentives offered and the duration of a program as it relates to the level of ROI that can be expected. A constraint also seems to be with the low cash incentives used in programs. A study using higher rewards could be feasible if conducted in a low cost country.

Future research needs to more systemically examine the contextual factors in the workplace, such as the culture, senior management commitment, marketing of the program and incentives to discover how they may be linked to participation in health promotion activities. The study might also address how the design of an incentive program should be adjusted according to the demographics of the target population, such as insuring that low- income employees have transportation to attend classes and fitness facilities. More research is needed on the optimal mix and level of cash (financial) and non- cash rewards. Does merchandise leave a longer lasting impression on recipients than cash?

Do non- cash incentives drive the desired behavior and outcomes as well or better than cash? How can cash and non- cash incentives support the need to develop intrinsic motivations for wellness?

Database of State Incentives for Renewables & Efficiency®.

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Outlook Express. File - Folder - Compact all Folders. See if that helps. You can always delete your account and open a new one. Outlook Express is an old version. They changed to Windows Mail and than they changed again to Windows Live Mail.

The last version is much better. System. Requ.. Maybe when you download this one it will fix the older version. After I downloaded Windows Live Mail and deleted Outlook Express 2 times and it came back each time. I didn't care so I put it in my unuse Desktop Folder.

Remove $Nt. Uninstall and $Nt. Service. Pack. Uninstall folders.

Applies to: Windows XPSymptoms. Your Windows folder is full of folders with names like $Nt. Uninstall. KBxxxxxx or $Nt. Service. Pack. Uninstall shown in blue. You have run a disk space check and it tells you that a lot of disk space is being occupied by these folders.

Folders called $NtUninstall*****$ can appear in your Windows directory. We'll look at what they are, and whether or not they can be safely deleted. Page 1 of 2 - Deleting uneeded files safely - posted in Windows XP Home and Professional: Hey I'm just doing a system cleanup and ran across this file named. Can I delete $NTUninstall folders in the Windows directory? ( just move them instead!) Many posts will tell you that you should not delete the system directories.

How can you remove them and regain the use of that disk space? Cause. When you run a Windows update or install a Windows XP Service Pack, many system files are replaced by newer versions.

You're probably thinking about people suggesting deleting the $NtUninstall*$ subdirectories pof %SystemRoot%. These subdirectories contain the uninstall files for. My wifes email (outlook express) says full and will not receive any mail. i deleted all messages in inbox, but still says full and will not receive any messages. any. I've been looking on an XP machine what is using all that diskspace, and it turns out C:\Windows\Installer is high up there on the list of directories that use the. Old user accounts - use the user profiles from the system properties to delete them so you wipe any cruft from the registry as well. Log files shouldn't be an issue.

To make it possible to uninstall or roll back an update (in case it is found to be the cause of problems) Windows must preserve copies of all the files replaced in the update. These files are stored in the blue $Nt. Uninstall.. folders in the Windows folder. Links to these $Nt. Uninstall folders are placed in the Registry entries for each update, so that Windows knows where to find the uninstall files for each update. Simply deleting the folders would cause these Registry entries to become invalid.

In the majority of cases, Windows updates are never uninstalled. If an update does need to be removed, the necessity for this will usually become apparent very quickly. So it is perfectly safe to remove the uninstall folders for updates that are more than a couple of weeks old. But how to remove them cleanly? You can either remove the folders and their corresponding Registry entries manually, or use a removal utility. The manual method is tedious, but described so that you can understand what the automated utility is doing. Note that once the $Nt.

Uninstall backup folders have been removed, by either method, it will not be possible to uninstall that Windows update. Therefore it is recommended that you only remove uninstall folders relating to updates that have been present for some time, when you can be sure that they are causing no problems. Manual removal. Perform the following steps: Open Windows Explorer, click Tools, Folder Options and select the View tab. Ensure that Show hidden files and folders is selected.

Open C: \Windows. Start the Registry Editor (click Start, Run and enter regedit.)For each of the blue $Nt.

Uninstall folders that you wish to remove: Make a note of the name or KB number that follows the word Uninstall. Delete the folder. Delete the file named [name/KB number]. In the Registry Editor, expand SOFTWARE\Microsoft\Windows\Current. Version\Uninstall. Delete the subkey [name/KB number].

Expand SOFTWARE\Microsoft\Windows\Current. Version\App Management\ARPCache. Delete the subkey [name/KB number]. Automated removal.

Download and run Windows XP Update Remover. Note that Windows XP Update Remover can both remove (uninstall) Windows updates as well as delete the unwanted $Nt.

Uninstall folders. Be sure to choose the correct option.

Java Print File To Default Printer

Java Print File To Default Printer Keeps

Purpose. Here is a Java Bean from Casey Bowden to get back print features lost in Oracle Reports converting to web environment. I. Problem One: Point Of Sale (POS. Creates a new print stream, without automatic line flushing, with the specified file and charset.

Print. Stream (Java Platform SE 7 )A Print. Stream adds functionality to another output stream. Two other features are provided as well. Unlike other output. Print. Stream never throws an. IOException; instead, exceptional situations merely set an. Error method. Optionally, a Print.

The following code snippet shows how to print PDF to the default printer with printer and page Settings. Here's the basic premise: My user clicks some gizmos and a PDF file is spit out to his desktop. Is there some way for me to send this file to the printer queue and. PDF became widely used file format to exchange documents. There are a quite a few open source API available to create PDF document from Java application. How to Directly Print a Crystal Reports to Default Client Printer from ASP.NET withou.

Stream can be created so as to flush. All characters printed by a Print. Stream are converted into. The Print. Writer class should be used in situations that require writing.

Printing in Java, Part 1. Welcome to the first article in a five- part series on printing in Java.

In this series, you will learn the strengths and weaknesses of the Java printing API. My goal is to help you build a framework that will work on top of the API to ease the burden of creating printed output. This framework will allow you to create pages with running headers/footers, and insert paragraphs, images, and tables.

To get this working, simply setup your receipt printer as the default printer and rename it as 'zebra': Then simply download the jZebra library, put the jar file in. When you print to a file the program outputs whatever it would have sent to the printer you have attached to your computer to a file instead. The idea is that later. Printing in Java: Read the whole series! Part 1: Acquaint yourself with the Java printing model; Part 2: Print your first page and render complex documents. James Gosling, Mike Sheridan, and Patrick Naughton initiated the Java language project in June 1991. [20] Java was originally designed for interactive television, but.

This month, I will explain the terminology used in printing and introduce the Java printing model and API. As you will see throughout this series, printing using the API is not easy; rendering complex pages using a higher- level API might be helpful. That is why our goal will be to build a framework that will provide all the fundamental functionality required to effortlessly render pages.

But first, let's learn the basics. Definition of a page. Before we dive into the technicalities of the printing API, let's start by defining some terminology that I will use throughout this series. Although this terminology might seem trivial, it will help clear up some confusion about margins. As you probably know, Gutenberg invented the first printing press. At that time, he had to create a terminology to describe the layout of a page.

Here is Gutenberg's definition of a page: Figure 1. Layout of a portrait page. Figure 2. Layout of a landscape page. In Figures 1 and 2, we can see that the page is divided into several areas.

The printer margins make up the page's periphery. They are printer- dependent and define the minimum area that the printer needs to feed the page.

Printer margins are not user- definable. We seldom use or know the sizes of printer margins, but some printer manufacturers will publish them in their user manuals. In Java, you do not need to know these measurements; the API returns the dimensions of the printable area. Just inside the printer margins are the margins that define the contour of the page. Notice that the left and right margins extend the length of the page minus the top and bottom printer margins.

The gutter on the left side of the page provides an additional margin that is used primarily for binding the pages in a book. On a page printed in duplex mode - - that is, with printing on both sides - - the gutter can also be found on the page's right side. To obtain the total usable left or right margin, you add the gutter to either the left or right margin. The printing API itself does not support the gutter, but our print framework will enable you to define one.

As strange as it may seem, the print API also fails to support margins. The only way to set margins is to set the location and size of the printable area. Finally, the area in the middle of the page is called the printable area. At first glance, the page layout might look similar to the Border. Layout that we are accustomed to. However, in the Border. Layout, both top and bottom components extend the width of the display area, whereas in the physical page layout, the top and bottom margins are contained between the left and right margins.

Units of measurement. When working with the Graphics.

D class, it is important to understand the difference between device space and user space. In the device space, you work in pixels using the resolution of the device. A square of 1. 00 pixels by 1. The reason is simple: because the second device features more pixels per inch, the square will appear smaller. User space, on the other hand, allows us to think in terms of measurement units, regardless of the device's resolution. When you create a Graphics.

D object for a given device (printer or screen), a default transform is generated to map the user space to the device space. In user space, the default is set to 7. Instead of thinking in terms of pixels, you think in terms of units. A 1- by- 1- inch square is 7. A letter- size page (8. When using the print API, you must set your mind to work with units because all the classes work in the user space.

Java printing system. The Java printing system has evolved considerably in its last two releases.

Starting with version 1. Java 2. D API - - one of the most advanced graphical APIs built as part of a programming language - - to render a page.

This 2. D API allows whatever is drawn on the screen to be rendered on paper. Although more advanced now, the printing API still only supports the printer currently selected by the user at any given time. Java does not support printer discovery - - obtaining a list of available printers and their features on a given computer. Available printers can either be local or networked. When using the API, no way exists for obtaining a printer list programmatically; only if the print dialog is displayed can the user select a printer. This is a feature that Sun, which is adhering to the Internet Printing Protocol, will address in the next version of Java (1.

The printing model changed completely in Java 1. In previous versions of Java, the rendering process was not optimized at all. In Java 1. 1 for example, printing a simple page required a great deal of memory and was very slow.

Java 1. 2 streamlined and optimized the rendering process. This redesigned API is based on a callback model, in which the printing subsystem, not your program, controls when a page is rendered. This model is more object- oriented in nature than the one used in JDK 1.

To simplify the concept, let's say that your program has a contract with the printing subsystem to supply a given page at a given time. The printing subsystem may request that your application render a page more than once, or render pages out of sequence. This model provides several advantages. First, by sending strips of the page instead of the whole page to the printer, it allows the application to print complex documents that would require more printer memory than is available. The application does not have to know how to print each strip; it only needs to know how to render a given page. The API will take care of the rest.

In this case, the printing subsystem might request that a page be rendered several times depending on the number of strips required to completely print the page. Second, if the paper tray on a particular printer outputs the pages in reverse order, then your application might be asked to print the document in reverse order, so it will appear in the right order in the output tray.

Mustang Cold Air Installation

Mustang Cold Air Intakes | Steeda Autosports. Ford, Ford Mustang, Ford F- 1.

Mustang Cold Air Intakes from ROUSH® Performance improves the look, sound and performance of your car. The latest addition to the ROUSH CAI line-up is the V6 Mustang. Cold air intakes for your 2005-2009 V6 - GT and Shelby GT500 will culminate in the peak power you're looking for in your S197 Pony. AmericanMuscle provides a. JLT Performance produces high quality performance parts for late and present model Ford Mustangs. One of their signature parts is a color matched cold air.

F- 1. 50, F1. 50 Raptor & Raptor, Mustang GT, SVT Cobra, Cobra, Ford Lightning, Supercrew, Supercab, Power Stroke, Triton V8, Mach 1 Mustang, Shelby GT 5. GT3. 50, GT3. 50.

R, Cobra R, Bullitt Mustang, SN9. S1. 97, S5. 50, New Edge, V6 Mustang, Fox Body Mustang, Eco. Boost and 5. 0 Mustang are registered trademarks of Ford Motor Company. Steeda Autosports has no affiliation with the Ford Motor Company.

Today we are installing a JLT black textured cold air intake kit on a 2015-2016 GT Mustang. Like previous Mustangs a sure way to get more power and. Ford Mustang Performance Cold Air Intakes Buy now from the K&N Store and get a 100% Money Back Guarantee on any cold air intake system!

Throughout our website and Mustang catalog these terms are used for identification purposes only.