Remember Taylor Swift's police motorcades while she performed her six-show series in Toronto last month? Toronto police revealed on Thursday that the popstar's sold-out performances, including her motorcade, cost them about $1.9 million. Toronto Police Deputy Chief Lauren Pogue equated the cost per concert to what it takes to police a Toronto Raptors playoff game. For a few days in mid-November, downtown Toronto shimmered with throngs of Swifties in bejeweled outfits to watch the singer-songwriter perform. Met with some skepticism, the "All Too Well" singer was escorted by a police motorcade along the Gardiner Expressway as she made her way to the Rogers Centre. Officers would patrol the decorated arena, handing friendship bracelets to fans in the downtown core, and set up a command centre to manage crowds as well as respond to service calls during the performances. "Our police presence was highly visible and vigilant surrounding the Rogers Centre and the surrounding area, and we received many compliments on social media about the professionalism and positivity of our officers," Pogue said. Pogue told the board the "primary focus" of the service's security planning was to protect the 282,000 concertgoers, and the thousands others who visited the city to celebrate the Eras Tour. "In policing, crowds like these represent a massive 'soft target' and our deployment strategy contained sufficient personnel and measures to mitigate the risk," Pogue said. Months before her Toronto concerts, the three concerts slated in Vienna were cancelled due to a foiled terror plot. The deputy chief noted the incredible energy that pulsed throughout the city then, saying it was "really inspiring to engage directly with so many women and girls." Pogue concluded it would be an opportunity for recruitment, particularly for women. "With this goal in mind, I invited 25 women members to engage with Swift fans and talk about career opportunities for women at the Toronto Police Service," Pogue said.

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Victim in shocking pickleball attack 'lost memory for three hours'by Sunil G Wijesinha Consultant on Productivity and Japanese Style Management Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan Director, BizEx Consulting (Pvt) Ltd Email: bizex.seminarsandconsulting@gmail.com This is the season of Santa Clauses, Reindeer, Xmas cards and Gifts. This triggered my memory of a Christmas card I received long ago. I was fortunate to be selected to follow an ILO /MATCOM programme at the Vienna International Centre, Austria. The programme focused on training methodology and developing training material for managerial-level persons in Co-operative Societies through a more andragogy based methodology. It was an exhilarating experience for me, and at the end of two weeks, I had re-oriented my perceptions and attitudes on training methodology and developing training material, and acquired a vast knowledge in the area of andragogy training.. I received an interesting Xmas card from the MATCOM project at Christmas that year. It showed two Santa Clauses in conversation. The dialogue was something like this: First Santa “I taught my reindeer to sing” Second Santa : “But I have never heard your reindeer singing.” First Santa again : “I did not say he learnt to sing; I said I taught him to sing.” This hilarious exchange highlights a critical truth: teaching and learning are not synonymous. While teaching imparts knowledge and skills, learning involves internalizing, understanding, and applying what is taught. Simply put, teaching may occur without learning, and learning may happen without formal teaching. Rote Learning vs. Meaningful Learning The distinction between teaching and learning becomes even more apparent when we examine two approaches: rote learning and meaningful or active learning . Both have their place but differ significantly in their outcomes and effectiveness. Rote Learning: The Path of Memorisation Rote learning involves memorising information without necessarily understanding its meaning or context. This method emphasizes repetition, often at the expense of comprehension. While it can help recall facts, definitions, or sequences (e.g., multiplication tables or historical dates), its limitations become evident when critical thinking is required. A real-life example of Rote Learning Several years ago, we were recruiting at the executive entry level. All candidates were newly passed out university graduates of business or commerce degrees. In the written examination, one question was, “Peter Drucker states that the responsibility of communicating rests with the communicator, not with the recipient. – Discuss”. Not a single candidate discussed the quote. Still, they all reproduced the traditional communication diagram learnt in the university, showing the sender, the receiver, the message, the medium, interference, etc in a nice diagram. It was a shocking revelation. Last month, I interviewed two candidates who had received their degrees in financial engineering. Both failed to explain what the degree is all about and how a Financial Engineer could add value to our organization. Meaningful or Active Learning: The Path of Understanding Meaningful learning, in contrast, emphasizes understanding and connecting new information to prior knowledge. Active participation, critical thinking, and real-world application characterize this approach. It helps retain information longer and fosters the ability to analyse, evaluate, and create. Example of Meaningful Learning Following a course in Industrial and Systems Engineering in Japan, I was impressed with the approach used to make us understand the “time value of money”. I had completed my CIMA accountancy exams too by that time and could compare the two approaches to teaching this concept. In Sri Lanka, the lecturer came to class and wrote “Time Value of Money” on the board and explained the idea. Quite in contrast, in Japan the lecturer gave us a series of quizes, starting with a simple example where any layman could make an investment decision. We had to decide which alternative investment was more beneficial for each scenario. One by one, the examples were rolled out and became trickier. Finally, we discovered the “aha” moment when we started thinking that an amount realized now is better than the same amount a year later. We learned by experiencing different situations. We discovered the concept through guidance rather than being taught the concept. Professor Carson from Canada was one of our MBA course lecturers. He also lectured undergraduates and often said undergraduate students in Sri Lanka want to take notes rather than discuss a topic. He would joke that when he arrived at the lecture room and said, “Good Morning, Class,” most students would even write that down in their notebooks. Bridging the Gap: From Teaching to Learning The X-mas card’s humorous depiction of Santa highlights a common educational challenge: ensuring that teaching translates into learning. Effective teaching involves more than just delivering information; it requires creating an environment where students are motivated, engaged, and supported in their learning journey. Strategies to Promote Learning 1. Create a Supportive Learning Environment: Teachers can actively engage students with discussions, group activities, and problem-solving exercises. They can also use technology to enhance the learning experience, such as interactive whiteboards or educational apps. However, creating a supportive learning environment where students feel comfortable asking questions and making mistakes is not just a strategy; it’s a crucial responsibility for promoting learning. It’s about fostering a culture of learning and growth. 2. Encourage Critical Thinking Asking open-ended questions and encouraging debates can help students move beyond surface-level understanding. For example, analysing characters’ motivations and societal implications in literature classes fosters deeper engagement with the text. 3. Connect to Real-Life Contexts Relating lessons to students’ experiences or current events can make learning more meaningful. I still remember our school geography teacher teaching us about monsoon. I still remember his teaching that the rains during the big match in March were inter-monsoon rains. In training Co-operative Society managers, I realized that although they understood concepts such as Break-Even Analysis and Stock turnover ratios, they could not apply them to their organisation. We changed the method, so they brought their own data and practised using their own figures. This was a huge success. 4. Provide Feedback and Reflection Opportunities Feedback helps students understand what they’ve grasped and where they need improvement. Reflective practices, like journaling or group discussions, enable them to process and what they’ve learned. Conclusion: The Synergy of Teaching and Learning Teaching and learning are interconnected yet distinct. While teaching imparts knowledge, learning is acquiring and applying it. Rote learning has its place in specific contexts, but meaningful learning creates lasting understanding and fosters critical thinking. Educators must strive to bridge the gap between teaching and learning, ensuring that their efforts lead to genuine comprehension and application. As the Santa story humorously reminds us, teaching does not automatically lead to learning. Learning only occurs when we align teaching methods with learners’ needs and actively engage them. Therefore, let’s strive to make Sri Lanka a country of learners rather than of teachers. In this shift, educators have the most significant responsibility and the highest opportunity to make this difference.From the season’s outset, Timberwolves coach Chris Finch said Minnesota would leave itself the flexibility to close games with whatever lineup the coaching staff felt was needed to secure a victory. Sometimes, he noted, he’d get the choice right. Surely, there would be other times when he wouldn’t. “Hopefully, I do way more than I don’t,” Finch said this week. Sunday evening, however, was a checkmark in the “not right” column, at least based off the result. The Timberwolves didn’t score in the final 4:47 of their loss to Golden State. Finch said this week that Mike Conley’s inclusion in the closing lineup would’ve added organization to the equation. But he was quick to add that, with the ill-advised shots Anthony Edwards was taking, may not have mattered. Finch also reiterated what he said after the game, that Nickeil Alexander-Walker was playing “so well,” so he was hesitant to take him off the floor. “Maybe the other thing I could’ve done was go small,” Finch said, “but we’ve not really done that a ton.” That was the cry of many Wolves’ followers on social media on Sunday. Minnesota has proven rather inept at late-game offense when Conley isn’t on the floor. But all recognized Alexander-Walker had also earned the opportunity to close. You certainly won’t take Edwards off the floor in those situations, and the Wolves wanted Jaden McDaniels on the floor to guard Steph Curry. That left Julius Randle and Rudy Gobert as the only options to take off the court in favor of Conley, and that would’ve left Minnesota small. And, as Finch noted, the Wolves simply haven’t gone small this season. Like, at all. None of Naz Reid, Randle or Gobert have played more than 17 minutes this season without another big man next to him. It’s not something the Wolves practice, either. McDaniels said he’s only repped minutes at the four in practice when one of the bigs have been unavailable. Still, Finch said it wasn’t that he was “uncomfortable” rolling out a small-ball look Sunday. “But I worry a lot about rebounding. We struggle to rebound with our bigger lineups, at times. So, I know our smaller lineups have really struggled,” Finch said. “That’s some of the reason not to go small is really rebounding issues. But I think our guys are comfortable playing in all different combinations. But I haven’t really thought about going small, necessarily.” Indeed, Minnesota is just 12th in the NBA this season in defensive rebounding rate, grabbing 71.3% of opposing missed shots. The glass was especially an issue Sunday, as Golden State grabbed 14 offensive rebounds that led to 19 second-chance points. But it’s worth noting many of those came by guards in situations in which size was no factor on the play. McDaniels said he’s comfortable playing any position, including the power forward slot. And Minnesota certainly has the wing depth to roll out more small ball lineups if the situation ever called for it. There could be a playoff matchup that does just that, though Finch noted it could also go the other direction where the Wolves’ advantage would be to lean bigger. Versatility rules come April and May. But the Wolves don’t seem overly urgent to trot out any small-ball looks just to see how they perform at this juncture in the campaign. “Usually, it’s better with Naz at the four (than me),” McDaniels said. There is, however, at least one proponent of doing a little experimenting: Conley. “I think (small ball) kind of promotes a different level of spacing and speed to the game. You’re going to have to rely on guard-guard situations, guard pick and rolls,” Conley said. “Maybe me setting the screen and roll, Just creating different advantages for ourselves, as opposed to our typical offense or typical flow of things. I would love to see it, maybe — see how it works.”

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California AG reaffirms state’s commitment to sex reassignment procedures on minorsSnowfall causes significant power outages, most are now restoredWARRINGTON, Pa., Nov. 27, 2024 (GLOBE NEWSWIRE) -- Windtree Therapeutics, Inc. ("Windtree” or "the Company”) (NasdaqCM: WINT), a biotechnology company focused on advancing early and late-stage innovative therapies for critical conditions, today reported financial results for the third quarter ended September 30, 2024 and provided key business updates. "The third quarter of 2024 was marked with significant progress. We were very pleased with the SEISMiC B study results in early cardiogenic shock showing significant improvement in many measures of cardiac function and blood pressure along with a favorable safety profile in patients with heart failure and cardiogenic shock. There have been four positive Phase 2 studies with over 300 patients treated with istaroxime resulting in a consistent, unique and attractive drug profile across a wide range of severities,” said Craig Fraser, Chairman and CEO. "With trial execution and active operations comes the need for capital and we successfully completed transactions providing resources for our near-term needs as well as secured an equity line of credit to potentially support future requirements,” Mr. Fraser added. "Looking forward, we plan to accelerate enrollments in the istaroxime SCAI Stage C cardiogenic shock study with a planned interim data read out in early Q2 2025 as well as providing guidance on our strategy and planned activities with our oncology preclinical aPKCi inhibitor assets. Given what we believe to be strong data and market need, the Company is turning attention to business development activities to secure additional licenses and partnerships for our multi-asset cardiovascular platform with the objective to secure non-dilutive capital and partner resources to advance the assets to potential commercialization.” Key Business Updates For the third quarter ended September 30, 2024, the Company reported an operating loss of $4.7 million, which was comparable to an operating loss of $4.7 million in the third quarter of 2023. Included in our operating loss for the third quarter of 2024 is $2.2 million related to the change in fair value of our common stock warrant liability and $0.7 million in expenses related to the two private placements completed in July 2024 which were allocated to the warrants issued in those transactions and expensed immediately. Research and development expenses were $2.0 million for the third quarter of 2024, compared to $2.1 million for the third quarter of 2023. Research and development expenses for both periods primarily relate to the SEISMiC Extension trial of istaroxime for the treatment of early cardiogenic shock which completed enrollment during the third quarter of 2024. General and administrative expenses for the third quarter of 2024 were $2.8 million, compared to $2.6 million for the third quarter of 2023. For the third quarter of 2024, general and administrative expenses include $0.7 million in expenses related to the two private placements completed in July 2024 which were allocated to the warrants issued in those transactions and expensed immediately. The Company reported a net loss attributable to common stockholders of $3.8 million ($4.23 per basic share) on 0.9 million weighted-average common shares outstanding for the quarter ended September 30, 2024, compared to a net loss of $4.4 million ($15.47 per basic share) on 0.3 million weighted average common shares outstanding for the comparable period in 2023. As of September 30, 2024, the Company reported cash and cash equivalents of $2.3 million and current liabilities of $14.4 million, which includes an $8.6 million warrant liability. Included in prepaid expenses and other assets as of September 30, 2024 is $0.7 million in receivables related to ELOC Purchase Agreement gross proceeds for sales made during the quarter for which we had not yet received the cash payment. The related net proceeds after the redemption of the Series C Preferred Stock was $0.5 million. In addition, subsequent to September 30, 2024 and through November 22, 2024, we sold an additional 4.3 million shares of Common Stock under the ELOC Purchase Agreement for net proceeds of $2.4 million following mandatory redemption payments on our Series C Preferred Stock. Following these financings, we believe that we have sufficient resources available to fund our business operations through January 2025. Readers are referred to, and encouraged to read in its entirety, the Company's Quarterly Report on Form 10-Q for the quarter ended September 30, 2024, which was filed with the Securities and Exchange Commission on November 26, 2024, and includes detailed discussions about the Company's business plans and operations, financial condition, and results of operations. Nasdaq Update On November 21, 2024, the Company received a letter from the Nasdaq Listing Qualifications Staff ("Staff”) of The Nasdaq Stock Market LLC stating that it was not in compliance with Nasdaq Listing Rule 5250(c)(1) as a result of it not having timely filed its Quarterly Report on Form 10-Q ("Form 10-Q”) for the quarter ended September 30, 2024 with the Securities and Exchange Commission. Based on the November 26, 2024 filing of the Company's Form 10-Q and a subsequent letter received from Nasdaq on November 27, 2024 stating the Staff has determined that the Company complies with Nasdaq Listing Rule 5250(c)(1), this matter is now closed. About Windtree Therapeutics, Inc. Windtree Therapeutics, Inc. is a biotechnology company focused on advancing early and late-stage innovative therapies for critical conditions and diseases. Windtree's portfolio of product candidates includes istaroxime, a Phase 2 candidate with SERCA2a activating properties for acute heart failure and associated cardiogenic shock, preclinical SERCA2a activators for heart failure and preclinical precision aPKCi inhibitors that are being developed for potential in rare and broad oncology applications. Windtree also has a licensing business model with partnership out-licenses currently in place. Forward Looking Statements This press release contains forward-looking statements within the meaning of The Private Securities Litigation Reform Act of 1995. The Company may, in some cases, use terms such as "predicts," "believes," "potential," "proposed," "continue," "estimates," "anticipates," "expects," "plans," "intends," "may," "could," "might," "will," "should" or other words that convey uncertainty of future events or outcomes to identify these forward-looking statements. Such statements are based on information available to the Company as of the date of this press release and are subject to numerous important factors, risks and uncertainties that may cause actual events or results to differ materially from the Company's current expectations. Examples of such risks and uncertainties include, among other things: the Company's ability to secure significant additional capital as and when needed; the Company's ability to achieve the intended benefits of the aPKCi asset acquisition with Varian Biopharmaceuticals, Inc.; the Company's risks and uncertainties associated with the success and advancement of the clinical development programs for istaroxime and the Company's other product candidates, including preclinical oncology candidates; the Company's ability to access the debt or equity markets; the Company's ability to manage costs and execute on its operational and budget plans; the results, cost and timing of the Company's clinical development programs, including any delays to such clinical trials relating to enrollment or site initiation; risks related to technology transfers to contract manufacturers and manufacturing development activities; delays encountered by the Company, contract manufacturers or suppliers in manufacturing drug products, drug substances, and other materials on a timely basis and in sufficient amounts; risks relating to rigorous regulatory requirements, including that: (i) the U.S. Food and Drug Administration or other regulatory authorities may not agree with the Company on matters raised during regulatory reviews, may require significant additional activities, or may not accept or may withhold or delay consideration of applications, or may not approve or may limit approval of the Company's product candidates, and (ii) changes in the national or international political and regulatory environment may make it more difficult to gain regulatory approvals and risks related to the Company's efforts to maintain and protect the patents and licenses related to its product candidates; risks that the Company may never realize the value of its intangible assets and have to incur future impairment charges; risks related to the size and growth potential of the markets for the Company's product candidates, and the Company's ability to service those markets; the Company's ability to develop sales and marketing capabilities, whether alone or with potential future collaborators; the rate and degree of market acceptance of the Company's product candidates, if approved; the Company's ability to maintain compliance with the continued listing requirements of Nasdaq; the economic and social consequences of the COVID-19 pandemic and the impacts of political unrest, including as a result of geopolitical tension, including the conflict between Russia and Ukraine, the People's Republic of China and the Republic of China (Taiwan), and the evolving events in the Middle East, and any sanctions, export controls or other restrictive actions that may be imposed by the United States and/or other countries which could have an adverse impact on the Company's operations, including through disruption in supply chain or access to potential international clinical trial sites, and through disruption, instability and volatility in the global markets, which could have an adverse impact on the Company's ability to access the capital markets. These and other risks are described in the Company's periodic reports, including its Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K, filed with or furnished to the Securities and Exchange Commission and available at www.sec.gov. Any forward-looking statements that the Company makes in this press release speak only as of the date of this press release. The Company assumes no obligation to update forward-looking statements whether as a result of new information, future events or otherwise, after the date of this press release. Contact Information: Eric Curtis [email protected] Consolidated Balance Sheets (in thousands, except share and per share data) Consolidated Statements of Operations (in thousands, except per share data)