title: Florida State Prison

text: Florida State Prison (FSP), otherwise known as Raiford Prison, is a correctional institution located in unincorporated Bradford County, Florida. It was formerly known as the "Florida State Prison-East Unit" as it was originally part of Florida State Prison in Raiford, Florida (now known as Union Correctional Institution). The facility, a part of the Florida Department of Corrections, is located on State Road 16 right across the border from Union County. The institution opened in 1961, even though construction was not completed until 1968. With a maximum population of over 1,400 inmates, FSP is one of the largest prisons in the state. FSP houses one of the state's three death row cell blocks, and the state's execution chamber. Union Correctional Institution also houses male death row inmates while Lowell Annex houses female death row inmates.


title: Florida State Prison

text: Lethal injection became the standard method of execution in 2000. The electric chair can still be used by request of the inmate.


title: Florida State Prison

text: FSP sits in the center of several other prisons. It is surrounded by New River Correctional Institution, New River O-Unit, FSP West Unit, and sits across the river from Union Correctional Institution. Even though Union Correctional Institution is on the same property, immediately north-west of FSP, the county line (with Union County) runs in between the two, which makes Raiford the United States Postal Service address city of Union Correctional Institution, while Starke is the USPS address city of Florida State Prison.


title: Florida State Prison

text: FSP is Florida's only prison that is officially named "prison", with the other institutions being named "Correctional Institutions" (or "Correctional Facility" if it is a privately contracted prison).


title: Dan Snaith

text: Daniel Victor Snaith (born March 29, 1978) is a Canadian composer, musician, and recording artist who has performed under the stage names Caribou, Manitoba, and Daphni.


title: Dan Snaith

text: Snaith originally recorded under the stage name Manitoba, but after being threatened with a lawsuit by Richard "Handsome Dick" Manitoba (real name Richard Blum), formerly of punk band The Dictators, Snaith changed his performance name to Caribou. Snaith's previous full-length albums were then re-released under the new moniker, and "The Milk of Human Kindness" was released in 2005 by Domino. In June that year the album topped the !earshot Campus and Community Radio Top 200 chart.


title: Dan Snaith

text: When playing gigs, Snaith usually performs with a live band and plays percussion. Ex-bandmates include bassist Andy Lloyd of Born Ruffians and drummer Peter Mitton, now a producer for CBC radio. Currently, the live band consists of Snaith, Ryan Smith, Brad Weber, and John Schmersal. Live shows also often include complex video projections on a large screen, as captured in a DVD released in November 2005. "In music I will have an idea to put some different sounds together or a melody that meshes with a chord sequence or a sonic mood," said Snaith in an interview. "I'm not the type of person who takes physical things apart and plays around with them, but I like taking mental ideas apart and playing around with them. That's what appeals to me about what I've spent my life doing."


title: Dan Snaith

text: Caribou's 2007 album "Andorra" won the 2008 Polaris Music Prize, and his DJ-influenced 2010 album "Swim" was on the 2010 Polaris Music Prize shortlist. In June 2013, Snaith's studio album, "Jiaolong", released under the moniker Daphni, was longlisted for the 2013 Polaris Music Prize.


title: Dan Snaith

text: In December 2011, Caribou curated the All Tomorrow's Parties "Nightmare Before Christmas" festival in Minehead, England, alongside co-curators Battles and Les Savy Fav.


title: Dan Snaith

text: Caribou was awarded Essential Mix of the Year in 2014 by "Mixmag" for his "Essential Mix" on 18 October 2014.


title: Dan Snaith

text: In 2015, "Up In Flames" was selected by fans to be one of the ten albums re-issued by The Leaf Label as part of the label's 20th anniversary celebrations. This saw the album released on limited edition double vinyl and made available to fans via the PledgeMusic service.


title: Dan Snaith

text: In 2021 he also received the Libera Awards as Best Dance/Electric Record 2021 for his album "Suddenly" (Merge Records) by the American Association of Independent Music (A2IM).


title: Dan Snaith

text: In 2005, Snaith received a PhD degree in mathematics from Imperial College London, for work on "Overconvergent Siegel Modular Symbols" under Kevin Buzzard. Snaith described his work ironically in a modest manner as "original, but I would still call it trivial."


title: Corey Perry

text: Corey Perry (born May 16, 1985) is a Canadian professional ice hockey player for the Tampa Bay Lightning of the National Hockey League (NHL). He played the first 14 years of his career with the Anaheim Ducks. He then played for the Dallas Stars and Montreal Canadiens. During his two campaigns with Dallas and Montreal, Perry lost consecutive Stanley Cup Finals to the Tampa Bay Lightning, before joining them in that offseason, where he proceeded to lose a third straight Stanley Cup Final. Perry is known for his goal-scoring ability and an abrasive playing style with an ability to get under his opponent's skin; the former earned him the affectionate nickname "Scorey Perry", the latter the less affectionate "the Worm".


title: Corey Perry

text: He captured a Memorial Cup with the Ontario Hockey League (OHL)'s London Knights and a gold medal with Canada at the World Junior Championships during his major junior career. Perry was drafted in the first round, 28th overall, by the Mighty Ducks of Anaheim in the 2003 NHL Entry Draft and won the Stanley Cup with the club in 2007. In 2008, he recorded 29 goals and 25 assists. He improved in 2009 to 72 points and was named to his first NHL All-Star Game. Perry continued his ascent in 2010 as he scored 27 goals and had 49 assists. In 2011, he won the Hart Memorial Trophy as the league's most valuable player for the 2010–11 season. He led the NHL with 50 goals and finished third in points behind Daniel Sedin and Martin St. Louis, with 98. He is the first player in NHL history to compete in the Stanley Cup Finals for a different team three years in a row and not win the Stanley Cup.


title: Corey Perry

text: Internationally, Perry has won gold medals with Canada at the 2010 and 2014 Winter Olympics. He became a member of the Triple Gold Club after captaining Canada to gold at the 2016 IIHF World Championships, in addition to previously winning the Stanley Cup and the Olympic gold medal. Perry is only the second player (joining Scott Niedermayer) to combine Triple Gold membership with gold at the World Junior Championships, a Memorial Cup win, and a World Cup of Hockey win.


title: Corey Perry

text: Perry was born on May 16, 1985, in New Liskeard, Ontario, the first of two boys born to Geoff and Nancy Perry. He and his brother Adam learned to skate when Corey was two. At age 10, he and his family moved from Haileybury, Ontario to Peterborough, Ontario. Growing up, his favourite NHL team was the Montreal Canadiens.


title: Corey Perry

text: Perry grew up playing hockey with the Peterborough Minor Petes AAA organization of the OMHA's Eastern AAA league. In 2001, Perry led his Petes to a victory in the inaugural OHL Cup Bantam AAA championship held in Peterborough. Perry had a stellar year offensively, scoring 73 goals in 67 games.


title: Corey Perry

text: After a standout minor hockey career, Perry was drafted fifth overall into the Ontario Hockey League (OHL) by the London Knights in the 2001 Priority Draft. He immediately produced at a point-per-game pace for the Knights, recording 59 points in 60 games in his rookie season. The following year, his NHL draft year, Perry improved to 78 points and was selected 28th overall in the 2003 NHL Entry Draft by the Mighty Ducks of Anaheim.


title: Corey Perry

text: In the 2003–04 season, Perry scored 40 goals and 73 assists for 113 points in just 66 games, becoming the first Knight to reach 100 points in a season since Jason Allison did so in 1994. During the season, the Ducks were considering trading Perry to the Edmonton Oilers for Mike Comrie. The Oilers agreed to acquire Perry for Comrie, though there was one snag in the deal; Edmonton general manager Kevin Lowe felt that Comrie should return $2.5 million of his salary. Comrie ultimately refused to do so and the trade subsequently fell through. In the OHL playoffs, Perry scored seven more goals, with his offensive prowess earning him a call-up to the Ducks' American Hockey League (AHL) affiliate, the Cincinnati Mighty Ducks, for the remainder of the 2003–04 season. Perry was later named an OHL first-team All-Star after the season.


title: Corey Perry

text: Entering his fourth and final year with the Knights in 2004–05, Perry scored a junior career-high 130 points in 60 games. He went on to post an additional 38 points in the post-season to capture the J. Ross Robertson Cup as OHL champions, en route to a Memorial Cup championship. In 18 post-season games, Perry scored 11 goals and handed out 27 assists. The Knights shut-out Sidney Crosby's Rimouski Océanic in the final.


title: Corey Perry

text: Perry made his debut with the Ducks the following season, in 2005–06. However, he was sent down to the AHL early in the year, along with fellow rookie and future linemate Ryan Getzlaf. Perry scored his first career goal against the Edmonton Oilers on October 10, managing to score a point in each of his first four career games. He recorded his first career multi-goal game against the Los Angeles Kings on January 28. Perry and Getzlaf combined for 67 points in 36 games with the Portland Pirates—the Ducks' new AHL affiliate—and were subsequently recalled by the Ducks ahead of the team's run in the 2006 Stanley Cup playoffs. In the playoffs, Perry scored no goals but managed three assists as the Ducks were eliminated in the Western Conference Final to Edmonton. Perry finished his rookie season with 25 points in 56 games with Anaheim.


title: Corey Perry

text: In 2006–07, Perry improved to 44 points in a full 82 games, playing with Ryan Getzlaf and Dustin Penner on a combination dubbed the "Kid Line". He went on in the 2007 playoffs to win the Stanley Cup with Anaheim, scoring 15 points in 21 games. He assisted on a goal in Game 1 against the Ottawa Senators in the Finals while in Game 3, he scored a goal that helped the Ducks take the lead. After the Senators tied the score, Perry assisted on Getzlaf's goal as the Ducks took the lead again. However, the Senators scored the last three goals of the game and won 5–3. In the final game, Perry scored a goal and had an assist. Anaheim went on to win the next two games, securing its first-ever Stanley Cup.


title: Corey Perry

text: The following year, in 2007–08, Perry increased his totals to 29 goals and 54 points and was named to his first NHL All-Star Game as an injury replacement (along with Scott Niedermayer) to join Chris Pronger and Ryan Getzlaf as four Ducks on the Western Conference squad. Perry also made Ducks history during the season—on January 4, in a game against the Chicago Blackhawks, he scored a goal just 16 seconds into the game, the second fastest goal ever scored by a Duck. Despite the personal successes of the year, Anaheim were unable to replicate the previous year's playoff success, falling to the Dallas Stars in the 2008 Conference Quarterfinals. Perry played in three games and had two goals and an assist. In the subsequent off-season, on July 1, 2008, Perry signed a five-year, $26.625 million contract extension, identical to a contract Ryan Getzlaf had agreed to the previous off-season.


title: Corey Perry

text: The 2008–09 season was a break-out year for Perry. He led the Ducks with 32 goals and finished second on the team in points, with 72. On November 1, he recorded five points in a game against the Vancouver Canucks, four of which were assists, a career-high. However, on January 3, Perry was suspended for four games by the NHL after elbowing Philadelphia Flyers forward Claude Giroux during the third period of a game on January 2. Perry finished the regular season scoring four goals in the year's last five games. Continuing his scoring streak, he then contributed eight goals and six assists during the 2009 playoffs that saw the Ducks advance to Game 7 of the Western Conference Semifinals against the Detroit Red Wings, who ultimately ended the Ducks' season after their Game 7 victory. Perry scored the Ducks' second goal of that game. In Game 1, Perry scored a goal, but the Ducks lost 3–2, while the Ducks won Game 2 as Perry contributed two assists. After recording no points in a Ducks win in Game 3, Perry scored two goals and also recorded an assist in Game 4, but the Ducks lost 6–3. In Game 7, the Ducks lost the game, with Perry scoring a goal and providing an assist.


title: Corey Perry

text: In the 2009–10, Perry posted a 19-game point streak that ultimately ended on December 4, 2009, against Dallas. He ended the year with a team-leading 76 points and 111 penalty minutes. He also finished second on the club with 27 goals—trailing only Bobby Ryan's 35—and second in assists, with 49, one short of Ryan Getzlaf's 50.


title: Corey Perry

text: The following year, in 2010–11, Perry led the NHL with 50 goals, winning the Maurice "Rocket" Richard Trophy as a result, reaching the feat with a hat-trick against the San Jose Sharks on April 6, 2011. With 48 assists, he finished the season with 98 points, third-highest in the NHL. Perry was also chosen to the 2011 NHL All-Star Game, where he won the Shootout Elimination Challenge in the Skills Competition. Perry recorded his first career hat-trick in a game against the Minnesota Wild on December 12; he also recorded two assists in the game, giving him five points. His goals came at even strength, shorthanded and on the power play, making him the second player in Ducks history to score in all three situations, the other being Paul Kariya. After the All-Star Game, Perry exploded offensively—from February 2 to 18, he recorded at least one point in seven consecutive games, and recorded his second career hat-trick on February 5 against the Colorado Avalanche.


title: Corey Perry

text: Nearing the end of the season, Perry continued his torrid scoring pace. On March 9, Perry scored two more goals, his 32nd and 33rd goal of the season, surpassing his previous career-high, single-season goal tally. Perry scored another goal in a win against Colorado. In the next game, he scored the only two goals as the Ducks lost to the Phoenix Coyotes. From March 19 through April 6, Perry recorded a least a point in ten consecutive games, later taking the NHL scoring lead from Steven Stamkos of the Tampa Bay Lightning when he scored two goals against the defending Stanley Cup champion Chicago Blackhawks. He then recorded his third career hat-trick in a game against the San Jose Sharks on April 6, with his third of the game giving him 50 for the year. After reaching the mark, he became just the third Ducks player to record a 50-goal season, joining Teemu Selänne and Paul Kariya.


title: Corey Perry

text: Led by Perry's late-season scoring surge, the Ducks finished with 99 points, good for the fourth seed in the West, setting up a series with the Nashville Predators in the 2011 Western Conference Quarterfinals. After being held to no points in Game 1, Perry scored the Ducks' first goal on a power play in Game 2 against Pekka Rinne, later assisting on Ryan Getzlaf's goal that gave the Ducks a 3–1 lead. Near the end of the game, Perry then assisted on Bobby Ryan's empty-netter as the Ducks won 5–3. In Game 3, Perry recorded another two assists, but the Ducks fell 4–3. In Game 4, he set up Cam Fowler's power play goal early in the first period, and early in the third, Perry scored a short-handed goal to give Anaheim the lead in an eventual 6–3 victory. However, Perry recorded no points in the last two games, both of which the Ducks lost, eliminating them from the playoffs. Perry finished the series with two goals and six assists.


title: Corey Perry

text: At the end of the 2010–11 season, Perry won the Hart Memorial Trophy, prevailing over finalists Daniel Sedin and Martin St. Louis, as the NHL's regular season MVP. He became the first Ducks player to win the Hart Trophy and the first Ducks player to win the Maurice "Rocket" Richard Trophy since Teemu Selänne in 1998–99.


title: Corey Perry

text: For the 2011–12 season, Perry struggled early in the season, along with the rest of the team. The year was considered an off-year for Perry and his teammates. Despite the struggles, Perry was named to the 2012 NHL All-Star Game. Despite managing to score 37 goals to lead the Western Conference, the Ducks missed the 2012 playoffs after finishing fifth in the Pacific Division and 13th in the Western Conference.


title: Corey Perry

text: In the lock-out-shortened 2012–13 season, Perry and his teammates got off to a much better start than the previous season, going 7–1–1 in their first nine games. Although his teammates were finding success scoring goals, Perry struggled to find the back of the net, scoring only one goal in his first 12 games. However, as the season progressed, Perry began to find his scoring touch, ultimately finishing the season with 15 goals and 36 points. In a game against the Minnesota Wild, Perry delivered a late hit to the head of Jason Zucker. After a review of the hit by NHL executive Rob Blake, Perry was given a four-game suspension.


title: Corey Perry

text: On March 18, 2013, Perry signed an eight-year, $69 million contract extension with the Ducks, ten days after Ryan Getzlaf was signed to a similar eight-year contract. The 2013 playoffs would prove to be a disappointment for Perry, as he failed to score a single goal in the seven game loss to the Detroit Red Wings, despite firing 24 shots on goal.


title: Corey Perry

text: Perry's 2013–14 season turned out to be one of his best as he had 43 goals and 82 points, helping the Ducks win their second consecutive Pacific Division title. Perry was selected to the first All-Star team for the second time in his career.


title: Corey Perry

text: Perry was named to his fourth All-Star Game when he was named to the 2016 NHL All-Star Game, along with teammate John Gibson.


title: Corey Perry

text: Perry's goal production declined during the 2016–17 and 2017–18 seasons, falling from 34 in 2015–16 to 19 and 17 respectively in the following seasons.


title: Corey Perry

text: On September 26, 2018, Perry was ruled out for five months after undergoing surgery for a torn meniscus and MCL injury. He returned during the latter half of the 2018–19 season, contributing with 6 goals and 10 points in 31 games.


title: Corey Perry

text: On June 19, 2019, Perry's 14-year tenure with the Ducks ended after he was bought-out from the remaining two years of his eight-year contract to become an unrestricted free agent. The buyout was prompted by his knee surgery and perceived declining utility, though longtime teammate Ryan Getzlaf would later remark that it had also served to free him from expectations, saying "when you have him as a $9 million player as opposed to a million and a half player, there's a lot different expectations. It allows a player to go and be just himself and not be judged on everything else, like his cap number."


title: Corey Perry

text: On July 1, 2019, Perry signed on the opening day of free agency to a bonus laden one-year, $1.5 million contract with the Dallas Stars. On November 13, 2019, he played his 1,000th career regular season NHL game against the Calgary Flames at the Scotiabank Saddledome. He became the 340th player in NHL History to hit the milestone. During the 2020 Bridgestone NHL Winter Classic on January 1, 2020, Perry was issued a game misconduct for elbowing Nashville defenseman Ryan Ellis at 2:40 of the first period. He was subsequently suspended for five games on January 3, 2020, and forfeited $40,322.60. Perry had 5 goals and 16 assists in 57 games before the regular season was prematurely ended by the onset of the COVID-19 pandemic.


title: Corey Perry

text: The Stars were on a six-game losing streak when the season ended, but when the NHL later scheduled the 2020 Stanley Cup playoffs to take place in late summer in a bubble environment in Edmonton, things proved to be different. Playing the Calgary Flames in the first round, Perry was credited with a pivotal role in the team's victory in Game 2 after losing the opening game, including an assist on Jamie Oleksiak's game-winning goal. He went on to contribute to the team's second round win over the Colorado Avalanche, and provided the screen for Denis Gurianov's Western Conference Final-clinching goal against the Vegas Golden Knights. The Stars reached the 2020 Stanley Cup Finals, playing against the Tampa Bay Lightning. Perry's most notable feat came in Game 5 of the series when he scored the overtime-winner to stave off elimination, though the Stars were ultimately defeated in six games.


title: Corey Perry

text: Despite his strong postseason performance, the Stars opted not to re-sign Perry, a decision which would later be criticized.


title: Corey Perry

text: On December 28, 2020, Perry extended his career by signing as a free agent to a one-year, $750,000 contract with the Montreal Canadiens. Due to the ongoing pandemic, the NHL temporarily realigned all of its divisions and, to minimize travel, all teams played only within those divisions for the regular season. The Canadiens were part of the all-Canadian North Division. On January 11, 2021, Perry was waived by the Canadiens for the purpose of putting him on the team's taxi squad. Despite starting the season on the taxi squad, he would soon get opportunities for more regular play, starting with an injury to Joel Armia. On February 1, he scored his 800th career point with an assist on a Jeff Petry goal against the Vancouver Canucks. Perry had a strong showing during the regular season, finishing ninth in team scoring with 21 points.


title: Corey Perry

text: The Canadiens qualified for the fourth berth in the North Division in the 2021 Stanley Cup playoffs, entering a first round matchup with the Toronto Maple Leafs as decided underdogs. However, for the second year in a row, Perry's team would go on a surprise deep run in the postseason, ousting the Leafs in seven games before sweeping the Winnipeg Jets in the second round and then beating the Golden Knights in six games in the Conference Finals. In Game One against the Leafs, Perry attempted to jump over Leafs captain John Tavares who had earlier been knocked to the ice, however, Perry's knee clipped Tavares in the head. Tavares suffered a concussion and had to be stretchered off, and did not return for the rest of the series. After the game, Perry felt remorse for his role on the incident: "I don’t know what else to do there. I tried to jump. I know Johnny pretty well and just hope he’s OK." On reaching the 2021 Stanley Cup Finals, his second consecutive and third overall appearance, Perry reflected that "you come into this League at a young age, and you have success early. I went to the Conference Final my first year, and then we ended up winning my second year. You think it's going to happen over and over and over again. You just keep the same team together and just ride the wave, but that's not the case." Perry faced the Lightning in the Finals for the second consecutive year. The Canadiens were ultimately defeated in five games.


title: Corey Perry

text: Following the end of the regular season, Perry expressed a desire to re-sign with the Canadiens. However, general manager Marc Bergevin declined to offer Perry a two-year contract, and he opted to sign elsewhere. This was later considered by many to be one of Bergevin's worst offseason decisions.


title: Corey Perry

text: On July 29, 2021, Perry, having played in two consecutive Stanley Cup Finals losing efforts against the Tampa Bay Lightning, opted to join the back-to-back champions on a two-year, $2 million contract. On the occasion, he said "coming into a team that I've seen firsthand, the last two years. At the end of the day, where I'm at in my career, I want to win. I want to be a part of that and I'm looking forward to it." Shortly after the beginning of the 2021–22 season, he was named an alternate captain. After a 17-game scoring drought at the start of the season, he recorded his first goal with the Lighting on November 23, 2021 against the Philadelphia Flyers. He would go on to score 19 goals in the regular season, his most since 2016–17, and also 21 assists.


title: Corey Perry

text: The Lightning qualified for the 2022 Stanley Cup playoffs, and for the second consecutive year Perry faced the Maple Leafs in the first round, again beating them in seven games. The Lightning then swept the Presidents' Trophy-winning Florida Panthers in the second round to reach the Eastern Conference Final. Perry had five goals in the first two rounds, tying Ross Colton for the team lead. His role on the team increased in the course of the playoffs, as injury to Brayden Point lead to him taking Point's place on the top power play unit. The Lightning went on to beat the New York Rangers in a six-game series, advancing to the 2022 Stanley Cup Finals. Perry became only the second player in the history of the NHL to go to the Finals in three consecutive years with three different teams, after Marián Hossa. After scoring a goal in Game 3, Perry became the first player in NHL history to score a goal in the Stanley Cup Finals with four different teams. Perry went on to lose his third consecutive Stanley Cup Finals with a third different team, becoming the first player in NHL history to do so.


title: Corey Perry

text: Perry helped lead the Canadian junior team to a gold medal in the 2005 World Junior Championship, playing alongside Sidney Crosby and Patrice Bergeron on the team's first line.


title: Corey Perry

text: On December 30, 2009, Perry was selected to play for Canada at the 2010 Winter Olympics in Vancouver. On April 16, 2010, Perry was among the first group of 15 players to be named to Canada for participation at the 2010 IIHF World Championships in Cologne, Mannheim and Gelsenkirchen, Germany.


title: Corey Perry

text: In Canada's first game of the 2010 Winter Olympics, Perry helped lead the team to an 8–0 victory over Norway, scoring one goal. In the tournament quarterfinals against Russia, he scored another two goals in a 7–3 win, then scored the second goal in the gold medal game against the United States to make the score 2–0 in the second period. Canada went on to win the game 3–2 after an overtime goal by Sidney Crosby, thus winning gold.


title: Corey Perry

text: Perry contributed one assist in Canada's six games en route to a gold medal victory at the 2014 Winter Olympics over Sweden in Sochi.


title: Corey Perry

text: Perry's younger brother Adam played alongside him on the London Knights' 2005 Memorial Cup-winning team. Adam was the assistant coach of the London Nationals Junior B Team, although he is currently in law enforcement, like their father. Perry currently lives in London, Ontario, during the off-season. He married long time girlfriend Blakeny Robertson on July 18, 2015, and they have a son.


title: Jxdn

text: Jaden Isaiah Hossler (born February 8, 2001), known professionally as Jxdn (stylized in all lowercase and pronounced "Jaden"), is an American singer, songwriter and TikTok personality from Chattanooga, Tennessee. Hossler rose to prominence on the video sharing app TikTok in 2019 before beginning a music career in early 2020 with the release of his debut single "Comatose".


title: Jxdn

text: Jaden Isaiah Hossler was born in Texas and lived there until he moved to Tennessee at age 14. He attended Grace Baptist Academy for high school. Hossler was raised in a Christian household and grew up listening to classic rock and pop music. While in high school, he had performed in multiple school plays, and during his senior year of high school, Hossler listened to artists such as Juice Wrld and XXXTentacion as he battled depression. Hossler stated that he attempted suicide twice during the same year.


title: Jxdn

text: In 2019, Hossler joined social media platform TikTok. Over the course of a few months, he gained millions of followers on the app and following his success on the platform, Hossler was invited to join talent agency Talent X and join the Sway House, a Los Angeles-based collective of content creators. Hossler would later leave the Sway House in May 2020. Despite this, Hossler would continue to see success on the platform, reaching 7.6 million followers in August 2020 and by December 2020, he had accumulated over 9 million followers on the platform.


title: Jxdn

text: Hossler began his music career in February 2020, when he self-released his debut single "Comatose". The single caught the attention of American musician Travis Barker, who signed him to his label DTA Records in a joint deal with Elektra Records. In May and July 2020, respectively, Hossler released the singles "Angels & Demons" and "So What". In August 2020, Hossler released the song "Pray" in which he opens up about his depression and suicidal thoughts, using the song to fundraise for suicide prevention. In October 2020, it was announced that Hossler was signed into a global co-publishing agreement with Warner Chappell Music. On October 21, 2020, he released a collaboration with Iann Dior, titled "Tonight". On December 18, 2020, Hossler released the single "Better Off Dead", co-written by Lauv and Blackbear with co-production from Travis Barker. Jxdn also revealed the title of his debut studio album "Tell Me About Tomorrow".


title: Jxdn

text: In January 2021, Hossler appeared in Machine Gun Kelly's film "Downfalls High". Later in the same month, Hossler released a rock version of Olivia Rodrigo's debut single "Drivers License" with production from Travis Barker. The following month, Hossler was featured on Nessa Barrett's single "La Di Die". The two artists, along with Barker, performed the single live for the first time on the April 7, 2021, episode of "Jimmy Kimmel Live!" and performed the song again on "The Ellen DeGeneres Show" on April 12, 2021. During the same month, Hossler was nominated for the Social Star award at the 2021 iHeartRadio Music Awards, but lost to Olivia Rodrigo.


title: Jxdn

text: On June 4, 2021, Hossler announced the track listing and release date for "Tell Me About Tomorrow" and released the fifth single from the album, "Think About Me". The album contains 18 songs and features guest appearances from Machine Gun Kelly and Iann Dior with production from Travis Barker. The album was released alongside the single "Wanna Be", a collaboration with Machine Gun Kelly. Hossler made his live concert debut at the Roxy Theatre in West Hollywood later that month.


title: Jxdn

text: In August 2021, Hossler performed "Think About Me" as part of MTV's Push series and was nominated for Push Performance of the Year at the 2021 MTV Video Music Awards. Around the same time, Hossler was an opening act on Machine Gun Kelly's "Tickets to My Downfall" Tour, which started in fall 2021 and also headlined his own "Tell Me About Tomorrow" tour which began at the same time.


title: Jxdn

text: On June 28, 2022, Hossler released the singles "Beautiful Boy" and "Even in the Dark" in memory of his friend Cooper Noriega, who died on June 9, 2022. The songs were released on what would have been Noriega's 20th birthday and were co-written by Barker, Aldae, Nick Long, and Liza Owen.


title: Jxdn

text: On May 25, 2020, while on a road trip in Lee County, Texas, Hossler and fellow Sway House member Bryce Hall were arrested on drug possession charges. Hossler was charged with possession of a controlled substance between 4 and 400 grams and was released on bond.


title: DomainKeys Identified Mail

text: DomainKeys Identified Mail (DKIM) is an email authentication method designed to detect forged sender addresses in email (email spoofing), a technique often used in phishing and email spam.


title: DomainKeys Identified Mail

text: DKIM allows the receiver to check that an email claimed to have come from a specific domain was indeed authorized by the owner of that domain. It achieves this by affixing a digital signature, linked to a domain name, to each outgoing email message. The recipient system can verify this by looking up the sender's public key published in the DNS. A valid signature also guarantees that some parts of the email (possibly including attachments) have not been modified since the signature was affixed. Usually, DKIM signatures are not visible to end-users, and are affixed or verified by the infrastructure rather than the message's authors and recipients.


title: DomainKeys Identified Mail

text: DKIM is an Internet Standard. It is defined in RFC 6376, dated September 2011; with updates in RFC 8301 and RFC 8463.


title: DomainKeys Identified Mail

text: The need for email validated identification arises because forged addresses and content are otherwise easily created—and widely used in spam, phishing and other email-based fraud. For example, a fraudster may send a message claiming to be from "sender@example.com", with the goal of convincing the recipient to accept and to read the email—and it is difficult for recipients to establish whether to trust this message. System administrators also have to deal with complaints about malicious email that appears to have originated from their systems, but did not.


title: DomainKeys Identified Mail

text: DKIM provides the ability to sign a message, and allows the signer ("author" organization) to communicate which email it considers legitimate. It does not directly prevent or disclose abusive behavior.


title: DomainKeys Identified Mail

text: DKIM also provides a process for verifying a signed message. Verifying modules typically act on behalf of the "receiver" organization, possibly at each hop.


title: DomainKeys Identified Mail

text: All of this is independent of Simple Mail Transfer Protocol (SMTP) routing aspects, in that it operates on the RFC 5322 message—the transported mail's header and body—not the SMTP "envelope" defined in RFC 5321. Hence, DKIM signatures survive basic relaying across multiple MTAs.


title: DomainKeys Identified Mail

text: The signing organization can be a direct handler of the message, such as the author, the submission site or a further intermediary along the transit path, or an indirect handler such as an independent service that is providing assistance to a direct handler.


title: DomainKeys Identified Mail

text: Signing modules insert one or more codice_1 header fields, possibly on behalf of the "author" organization or the originating service provider. The specification allows signers to choose which header fields they sign, but the codice_2 field must always be signed. The resulting header field consists of a list of codice_3 parts as in the example below:


title: DomainKeys Identified Mail

text: The most relevant ones are b for the actual digital signature of the contents (headers and body) of the mail message, bh for the body hash (optionally limited to the first l octets of the body), d for the signing domain, and s for the selector.


title: DomainKeys Identified Mail

text: An Agent or User Identifier (AUID) can optionally be included. The format is an email address with an optional local-part. The domain must be equal to, or a subdomain of, the signing domain. The semantics of the AUID are intentionally left undefined, and may be used by the signing domain to establish a more fine-grained sphere of responsibility.


title: DomainKeys Identified Mail

text: Both header and body contribute to the signature. First, the message body is hashed, always from the beginning, possibly truncated at a given length (which may be zero). Second, selected header fields are hashed, in the order given by h. Repeated field names are matched from the bottom of the header upward, which is the order in which codice_4 fields are inserted in the header. A non-existing field matches the empty string, so that adding a field with that name will break the signature. The codice_1 field of the signature being created, with bh equal to the computed body hash and b equal to the empty string, is implicitly added to the second hash, albeit its name must not appear in h — if it does, it refers to another, preexisting signature. For both hashes, text is canonicalized according to the relevant c algorithms. The result, after encryption with the signer's private key and encoding using Base64, is b.


title: DomainKeys Identified Mail

text: In addition to the list of header fields listed in h, a list of header fields (including both field name and value) present at the time of signing may be provided in z. This list need not match the list of headers in h.


title: DomainKeys Identified Mail

text: Algorithms, fields, and body length are meant to be chosen so as to assure unambiguous message identification while still allowing signatures to survive the unavoidable changes which are going to occur in transit. No end-to-end data integrity is implied.


title: DomainKeys Identified Mail

text: A receiving SMTP server wanting to verify uses the domain name and the selector to perform a DNS lookup. For example, given the example signature above: the d tag gives the "author" domain to be verified against, "example.net" ; the s tag the selector, "brisbane". The string "_domainkey" is a fixed part of the specification. This gives the TXT resource record to be looked up as:


title: DomainKeys Identified Mail

text: Note that the selector and the domain name can be UTF-8 in internationalized email. In that case the label must be encoded according to IDNA before lookup. The data returned from the query of this record is also a list of tag-value pairs. It includes the domain's public key, along with other key usage tokens and flags (e.g. from a command line: ) as in this example:


title: DomainKeys Identified Mail

text: The receiver can use the public key (value of the p tag) to then validate the signature on the hash value in the header field, and check it against the hash value for the mail message (headers and body) that was received. If the two values match, this cryptographically proves that the mail was signed by the indicated domain and has not been tampered with in transit.


title: DomainKeys Identified Mail

text: Signature verification failure does not force rejection of the message. Instead, the precise reasons why the authenticity of the message could not be proven should be made available to downstream and upstream processes. Methods for doing so may include sending back an FBL message, or adding an "Authentication-Results" header field to the message as described in RFC 7001.


title: DomainKeys Identified Mail

text: Although DomainKeys is covered , Yahoo! has licensed its patent claims under a dual license scheme: the "DomainKeys Patent License Agreement v1.2", or "GNU General Public License v2.0 (and no other version)".


title: DomainKeys Identified Mail

text: In essence, both DKIM and SPF provide different measures of email authenticity. DMARC provides the ability for an organisation to publish a policy that specifies which mechanism (DKIM, SPF, or both) is employed when sending email from that domain; how to check the From: field presented to end users; how the receiver should deal with failures—and a reporting mechanism for actions performed under those policies.


title: DomainKeys Identified Mail

text: The primary advantage of this system for e-mail recipients is in allowing the signing domain to reliably identify a stream of legitimate email, thereby allowing domain-based blacklists and whitelists to be more effective. This is also likely to make certain kinds of phishing attacks easier to detect.


title: DomainKeys Identified Mail

text: However, widespread use of DKIM can prevent spammers from forging the source address of their messages, a technique they commonly employ today.


title: DomainKeys Identified Mail

text: If spammers are forced to show a correct source domain, other filtering techniques can work more effectively.


title: DomainKeys Identified Mail

text: Conversely, DKIM can make it easier to identify mail that is known not to be spam and need not be filtered.


title: DomainKeys Identified Mail

text: If a receiving system has a whitelist of known good sending domains, either locally maintained or from third party certifiers, it can skip the filtering on signed mail from those domains, and perhaps filter the remaining mail more aggressively.


title: DomainKeys Identified Mail

text: DKIM can be useful as an anti-phishing technology. Mailers in heavily phished domains can sign their mail to show that it is


title: DomainKeys Identified Mail

text: genuine. Recipients can take the absence of a valid signature on mail from those domains to be an indication that the mail is probably forged. The best way to determine the set of domains that merit this degree of scrutiny remains an open question. DKIM used to have an optional feature called ADSP that lets authors that sign all their mail self-identify, but it was demoted to historic status in November 2013. Instead, DMARC can be used for the same purpose and allows domains to self-publish which techniques (including SPF and DKIM) they employ, which makes it easier for the receiver to make an informed decision whether a certain mail is spam or not. For example, using DMARC, eBay and PayPal both publish policies that all of their mail is authenticated, and requesting that any receiving system, such as Gmail, should reject any that is not.


title: DomainKeys Identified Mail

text: Because it is implemented using DNS records and an added RFC 5322 header field, DKIM is compatible with the existing e-mail infrastructure. In particular, it is transparent to existing e-mail systems that lack DKIM support.


title: DomainKeys Identified Mail

text: This design approach also is compatible with other, related services, such as the S/MIME and OpenPGP content-protection standards.


title: DomainKeys Identified Mail

text: DKIM requires cryptographic checksums to be generated for each message sent through a mail server, which results in computational overhead not otherwise required for e-mail delivery. This additional computational overhead is a hallmark of digital postmarks, making sending bulk spam more (computationally) expensive.


title: DomainKeys Identified Mail

text: This facet of DKIM may look similar to hashcash, except that the receiver side verification is a negligible amount of work, while a typical hashcash algorithm would require far more work.


title: DomainKeys Identified Mail

text: DKIM's non-repudiation feature prevents senders (such as spammers) from credibly denying having sent an email. It has proven useful to news media sources such as WikiLeaks, which has been able to leverage DKIM body signatures to prove that leaked emails were genuine and not tampered with—for example definitively repudiating such claims by Hillary Clinton's 2016 US Presidential Election running mate Tim Kaine, and DNC Chair Donna Brazile.


title: DomainKeys Identified Mail

text: DKIM signatures do not encompass the message envelope, which holds the return-path and message recipients. Since DKIM does not attempt to protect against mis-addressing, this does not affect its utility.


title: DomainKeys Identified Mail

text: abuse, which bypasses techniques that currently limit the level of abuse from larger domains. Replay can be inferred by using per-message public keys, tracking the DNS queries for those keys and filtering out the high number of queries due to e-mail being sent to large mailing lists or malicious queries by bad actors.


title: DomainKeys Identified Mail

text: As mentioned above, authentication is not the same as abuse prevention. An evil email user of a reputable domain can compose a bad message and have it DKIM-signed and sent from that domain to any mailbox from where they can retrieve it as a file, so as to obtain a signed copy of the message. Use of the l tag in signatures makes doctoring such messages even easier. The signed copy can then be forwarded to a million recipients, for example through a botnet, without control. The email provider who signed the message can block the offending user, but cannot stop the diffusion of already-signed messages. The validity of signatures in such messages can be limited by always including an expiration time tag in signatures, or by revoking a public key periodically or upon a notification of an incident. Effectiveness of the scenario can hardly be limited by filtering outgoing mail, as that implies the ability to detect if a message might potentially be useful to spammers.


title: DomainKeys Identified Mail

text: DKIM currently features two canonicalization algorithms, and , neither of which is MIME-aware. Mail servers can legitimately convert to a different character set, and often document this with "X-MIME-Autoconverted" header fields. In addition, servers in certain circumstances have to rewrite the MIME structure, thereby altering the "preamble", the "epilogue", and entity boundaries, any of which breaks DKIM signatures. Only plain text messages written in us-ascii, provided that MIME header fields are not signed, enjoy the robustness that end-to-end integrity requires.


title: DomainKeys Identified Mail

text: The OpenDKIM Project organized a data collection involving 21 mail servers and millions of messages. 92.3% of observed signatures were successfully verified, a success rate that drops slightly (90.5%) when only mailing list traffic is considered.


title: DomainKeys Identified Mail

text: The problems might be exacerbated when filtering or relaying software makes changes to a message. Without specific precaution implemented by the sender, the footer addition operated by most mailing lists and many central antivirus solutions will break the DKIM signature. A possible mitigation is to sign only designated number of bytes of the message body. It is indicated by l tag in DKIM-Signature header. Anything added beyond the specified length of the message body is not taken into account while calculating DKIM signature. This won't work for MIME messages.


title: DomainKeys Identified Mail

text: Another workaround is to whitelist known forwarders; e.g., by SPF. For yet another workaround, it was proposed that forwarders verify the signature, modify the email, and then re-sign the message with a Sender: header. However, this solution has its risk with forwarded third party signed messages received at SMTP receivers supporting the RFC 5617 ADSP protocol. Thus, in practice, the receiving server still has to whitelist known "message streams".


title: DomainKeys Identified Mail

text: The Authenticated Received Chain (ARC) is an email authentication system designed to allow an intermediate mail server like a mailing list or forwarding service to sign an email's original authentication results. This allows a receiving service to validate an email when the email's SPF and DKIM records are rendered invalid by an intermediate server's processing. ARC is defined in RFC 8617, published in July 2019, as "Experimental".


title: DomainKeys Identified Mail

text: In October 2012, "Wired" reported that mathematician Zach Harris detected and demonstrated an email source spoofing vulnerability with short DKIM keys for the codice_7 corporate domain, as well as several other high-profile domains. He stated that authentication with 384-bit keys can be factored in as little as 24 hours "on my laptop," and 512-bit keys, in about 72 hours with cloud computing resources. Harris found that many organizations sign email with such short keys; he factored them all and notified the organizations of the vulnerability. He states that 768-bit keys could be factored with access to very large amounts of computing power, so he suggests that DKIM signing should use key lengths greater than 1,024.


title: DomainKeys Identified Mail

text: "Wired" stated that Harris reported, and Google confirmed, that they began using new longer keys soon after his disclosure. According to RFC 6376 the receiving party must be able to validate signatures with keys ranging from 512 bits to 2048 bits, thus usage of keys shorter than 512 bits might be incompatible and shall be avoided. RFC 6376 also states that signers must use keys of at least 1024 bits for long-lived keys, though long-livingness is not specified there.


title: DomainKeys Identified Mail

text: DKIM resulted in 2004 from merging two similar efforts, "enhanced DomainKeys" from Yahoo and "Identified Internet Mail" from Cisco. This merged specification has been the basis for a series of IETF standards-track specifications and support documents which eventually resulted in STD 76, currently RFC 6376.


title: DomainKeys Identified Mail

text: while DomainKeys was designed by Yahoo to verify the DNS domain of an e-mail sender and the message integrity.


title: DomainKeys Identified Mail

text: Aspects of DomainKeys, along with parts of Identified Internet Mail, were combined to create DomainKeys Identified Mail (DKIM).


title: DomainKeys Identified Mail

text: Trendsetting providers implementing DKIM include Yahoo, Gmail, AOL and FastMail. Any mail from these organizations should carry a DKIM signature.


title: DomainKeys Identified Mail

text: Discussions about DKIM signatures passing through indirect mail flows, formally in the DMARC working group, took place right after the first adoptions of the new protocol wreaked havoc on regular mailing list use. However, none of the proposed DKIM changes passed. Instead, mailing list software was changed.


title: DomainKeys Identified Mail

text: In 2017, another working group was launched, DKIM Crypto Update (dcrup), with the specific restriction to review signing techniques. RFC 8301 was issued in January 2018. It bans SHA-1 and updates key sizes (from 512-2048 to 1024-4096). RFC 8463 was issued in September 2018. It adds an elliptic curve algorithm to the existing RSA. The added key type, codice_8 is adequately strong while featuring short public keys, more easily publishable in DNS.


title: DomainKeys Identified Mail

text: The original "DomainKeys" was designed by Mark Delany of Yahoo! and enhanced through comments from many others since 2004. It is specified in Historic RFC 4870, superseded by Standards Track RFC 4871, DomainKeys Identified Mail (DKIM) Signatures; both published in May 2007. A number of clarifications and conceptualizations were collected thereafter and specified in RFC 5672, August 2009, in the form of corrections to the existing specification. In September 2011, RFC 6376 merged and updated the latter two documents, while preserving the substance of the DKIM protocol. Public key compatibility with the earlier DomainKeys is also possible.


title: DomainKeys Identified Mail

text: DKIM was initially produced by an informal industry consortium and was then submitted for enhancement and standardization by the IETF DKIM Working Group, chaired by Barry Leiba and Stephen Farrell, with


title: DomainKeys Identified Mail

text: Jon Callas of PGP Corporation, Mark Delany and Miles Libbey of Yahoo!, and Jim Fenton and Michael Thomas of Cisco Systems attributed as primary authors.


title: DomainKeys Identified Mail

text: Source code development of one common library is led by "The OpenDKIM Project", following the most recent protocol additions, and licensing under the New BSD License.


title: Richard Evonitz

text: Richard Marc Edward Evonitz (July 29, 1963 – June 27, 2002) was an American serial killer, kidnapper, and rapist responsible for the deaths of three teenaged girls in Spotsylvania County, Virginia, and the abduction and rape of a 15-year-old girl in Richland County, South Carolina. Evonitz has been suspected of other murders, and confessed a number of crimes to his sister shortly before committing suicide.


title: Richard Evonitz

text: Richard Marc Edward Evonitz was born at Providence Hospital in Columbia, South Carolina, to Joseph and Tess Ragin Evonitz. He was the first of three children; two sisters, Kristen and Jennifer, followed him in 1968 and 1971. Known as Marc to avoid confusion with a paternal uncle also named Richard, he graduated from Irmo High School in 1980 at age 16.


title: Richard Evonitz

text: After high school, Evonitz worked briefly as the manager of a Jiffy Lube, before joining the United States Navy. He served as a sonar technician and received a Good Conduct Medal before being honorably discharged after eight years of service.


title: Richard Evonitz

text: Following his stint in the Navy, Evonitz worked steadily at businesses that sold compressors and grinding equipment. He filed for bankruptcy in 1997, unable to keep up with bills following a divorce, and had a house foreclosed in 1999 following a failed business venture, but at the time of his death, Evonitz had been working at an air-compressor company since moving to South Carolina a few years earlier.


title: Richard Evonitz

text: Evonitz was married twice, first to Bonnie Lou Gower from 1988 to 1996, then to Hope Marie Crowley from 1999 until his death.


title: Richard Evonitz

text: In January 1987, Evonitz exposed himself and masturbated in front of a 15-year-old girl in Orange Park, Florida. He was arrested a month later when his ship returned to port. He entered a plea of no contest and was sentenced to three years' probation.


title: Richard Evonitz

text: On September 9, 1996, Evonitz abducted 16-year-old Sofia Silva from her front yard near Loriella Park in Spotsylvania County. Her decomposed body was found a month later in a creek off State Route 3 in King George County.


title: Richard Evonitz

text: On May 1, 1997, Evonitz abducted sisters Kristin, 15, and Kati Lisk, 12, from their front lawn after school. After sexually assaulting them, he strangled the sisters and dumped their bodies in the South Anna River. Their bodies were found five days later.


title: Richard Evonitz

text: On June 24, 2002, Evonitz abducted 15-year-old Kara Robinson Chamberlain from a friend's yard in Columbia, South Carolina, after holding a gun to her head and then forcing her into a plastic bin. He took her to his apartment, raped her, forced her to smoke marijuana, and tied her to his bed. Robinson was able to free herself, escape, and identify her attacker to police using information she was able to find on Evonitz's fridge. Evonitz fled after finding her gone and was tracked by the police to Sarasota, Florida. As they surrounded him, he killed himself.


title: Business process re-engineering

text: Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aims to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors.


title: Business process re-engineering

text: BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to early BPR proponent Thomas H. Davenport (1990), a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes, rather than iterative optimization of sub-processes. BPR is influenced by technological innovations as industry players replace old methods of business operations with cost-saving innovative technologies such as automation that can radically transform business operations.


title: Business process re-engineering

text: Business process re-engineering is also known as business process redesign, business transformation, or business process change management.


title: Business process re-engineering

text: Business process re-engineering (BPR) is the practice of rethinking and redesigning the way work is done to better support an organization's mission and reduce costs. Organizations re-engineer two key areas of their businesses. First, they use modern technology to enhance data dissemination and decision-making processes. Then, they alter functional organizations to form functional teams. Re-engineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs. Basic questions are asked, such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?" An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing, does it go on to decide how to best do it.


title: Business process re-engineering

text: Within the framework of this basic assessment of mission and goals, re-engineering focuses on the organization's business processes—the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved. It can also be completely redesigned or eliminated altogether. Re-engineering identifies, analyzes, and re-designs an organization's core business processes with the aim of achieving improvements in critical performance measures, such as cost, quality, service, and speed.


title: Business process re-engineering

text: Re-engineering recognizes that an organization's business processes are usually fragmented into sub-processes and tasks that are carried out by several specialized functional areas within the organization. Often, no one is responsible for the overall performance of the entire process. Re-engineering maintains that optimizing the performance of sub-processes can result in some benefits but cannot yield improvements if the process itself is fundamentally inefficient and outmoded. For that reason, re-engineering focuses on re-designing the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This drive for realizing improvements by fundamentally re-thinking how the organization's work should be done distinguishes the re-engineering from process improvement efforts that focus on functional or incremental improvement.


title: Business process re-engineering

text: BPR began as a private sector technique to help organizations rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors. A key stimulus for re-engineering has been the continuing development and deployment of information systems and networks. Organizations are becoming bolder in using this technology to support business processes, rather than refining current ways of doing work.


title: Business process re-engineering

text: In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published the article "Reengineering Work: Don't Automate, Obliterate" in the "Harvard Business Review", in which he claimed that the major challenge for managers is to obliterate forms of work that do not add value, rather than using technology for automating it. This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing processes rather than using it as an enabler for making non-value adding work obsolete.


title: Business process re-engineering

text: Hammer's claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their inability to satisfy customer needs, and their insufficient cost structure. Even well-established management thinkers, such as Peter Drucker and Tom Peters, were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world. During the following years, a fast-growing number of publications, books as well as journal articles, were dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify downsizing, i.e. major reductions of the work force, and a rebirth of Taylorism under a different label.


title: Business process re-engineering

text: Despite this critique, re-engineering was adopted at an accelerating pace and by 1993, as many as 60% of the Fortune 500 companies claimed to either have initiated re-engineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study "Made in America", conducted by MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness, time-to-market and productivity...


title: Business process re-engineering

text: With the publication of critiques in 1995 and 1996 by some of the early BPR proponents, coupled with abuses and misuses of the concept by others, the re-engineering fervor in the U.S. began to wane. Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way than originally proposed.


title: Business process re-engineering

text: More recently, the concept of Business Process Management (BPM) has gained major attention in the corporate world and can be considered a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.


title: Business process re-engineering

text: BPR is different from other approaches to organization development (OD), especially the continuous improvement or TQM movement, by virtue of its aim for fundamental and radical change rather than iterative improvement. In order to achieve the major improvements BPR is seeking for, the change of structural organizational variables, and other ways of managing and performing work is often considered insufficient. For being able to reap the achievable benefits fully, the use of information technology (IT) is conceived as a major contributing factor. While IT traditionally has been used for supporting the existing business functions, i.e. it was used for increasing organizational efficiency, it now plays a role as enabler of new organizational forms, and patterns of collaboration within and between organizations.


title: Business process re-engineering

text: BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR – organization, technology, strategy, and people – where a process view is used as common framework for considering these dimensions.


title: Business process re-engineering

text: Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy's encompassing role. The organization dimension reflects the structural elements of the company, such as hierarchical levels, the composition of organizational units, and the distribution of work between them. Technology is concerned with the use of computer systems and other forms of communication technology in the business. In BPR, information technology is generally considered to act as enabler of new forms of organizing and collaborating, rather than supporting existing business functions. The people / human resources dimension deals with aspects such as education, training, motivation and reward systems. The concept of business processes – interrelated activities aiming at creating a value added output to a customer – is the basic underlying idea of BPR. These processes are characterized by a number of attributes: Process ownership, customer focus, value adding, and cross-functionality.


title: Business process re-engineering

text: Information technology (IT) has historically played an important role in the reengineering concept. It is regarded by some as a major enabler for new forms of working and collaborating within an organization and across organizational borders.


title: Business process re-engineering

text: BPR literature identified several so called "disruptive technologies" that were supposed to challenge traditional wisdom about how work should be performed.


title: Business process re-engineering

text: In the mid-1990s especially, workflow management systems were considered a significant contributor to improved process efficiency. Also, ERP (enterprise resource planning) vendors, such as SAP, JD Edwards, Oracle, and PeopleSoft, positioned their solutions as vehicles for business process redesign and improvement.


title: Business process re-engineering

text: Although the labels and steps differ slightly, the early methodologies that were rooted in IT-centric BPR solutions share many of the same basic principles and elements. The following outline is one such model, based on the Process Reengineering Life Cycle (PRLC) approach developed by Guha. Simplified schematic outline of using a business process approach, exemplified for pharmaceutical R&D


title: Business process re-engineering

text: Benefiting from lessons learned from the early adopters, some BPR practitioners advocated a change in emphasis to a customer-centric, as opposed to an IT-centric, methodology. One such methodology, that also incorporated a Risk and Impact Assessment to account for the effect that BPR can have on jobs and operations, was described by Lon Roberts (1994). Roberts also stressed the use of change management tools to proactively address resistance to change—a factor linked to the demise of many reengineering initiatives that looked good on the drawing board.


title: Business process re-engineering

text: Some items to use on a process analysis checklist are: Reduce handoffs, Centralize data, Reduce delays, Free resources faster, Combine similar activities. Also within the management consulting industry, a significant number of methodological approaches have been developed.


title: Business process re-engineering

text: An easy to follow seven step INSPIRE framework is developed by Bhudeb Chakravarti which can be followed by any Process Analyst to perform BPR. The seven steps of the framework are Initiate a new process reengineering project and prepare a business case for the same; Negotiate with senior management to get approval to start the process reengineering project; Select the key processes that need to be reengineered; Plan the process reengineering activities; Investigate the processes to analyze the problem areas; Redesign the selected processes to improve the performance and Ensure the successful implementation of redesigned processes through proper monitoring and evaluation.


title: Business process re-engineering

text: The aspects of a BPM effort that are modified include organizational structures, management systems, employee responsibilities, and performance measurements, incentive systems, skills development, and the use of IT. BPR can potentially affect every aspect of how business is conducted today. Wholesale changes can cause results ranging from enviable success to complete failure.


title: Business process re-engineering

text: If successful, a BPM initiative can result in improved quality, customer service, and competitiveness, as well as reductions in cost or cycle time. However, 50-70% of reengineering projects are either failures or do not achieve significant benefit.


title: Business process re-engineering

text: Many unsuccessful BPR attempts may have been due to the confusion surrounding BPR, and how it should be performed. Organizations were well aware that changes needed to be made but did not know which areas to change or how to change them. As a result, process reengineering is a management concept that has been formed by trial and error or, in other words, practical experience. As more and more businesses reengineer their processes, knowledge of what caused the successes or failures is becoming apparent. To reap lasting benefits, companies must be willing to examine how strategy and reengineering complement each other by learning to quantify strategy in terms of cost, milestones, and timetables, by accepting ownership of the strategy throughout the organization, by assessing the organization's current capabilities and process realistically, and by linking strategy to the budgeting process. Otherwise, BPR is only a short-term efficiency exercise.


title: Business process re-engineering

text: Major changes to business processes have a direct effect on processes, technology, job roles, and workplace culture. Significant changes to even one of those areas require resources, money, and leadership. Changing them simultaneously is an extraordinary task. Like any large and complex undertaking, implementing re engineering requires the talents and energies of a broad spectrum of experts. Since BPR can involve multiple areas within the organization, it is important to get support from all affected departments. Through the involvement of selected department members, the organization can gain valuable input before a process is implemented; a step that promotes both the cooperation and the vital acceptance of the re engineered process by all segments of the organization.


title: Business process re-engineering

text: Getting enterprise-wide commitment involves the following: top management sponsorship, bottom-up buy-in from process users, dedicated BPR team, and budget allocation for the total solution with measures to demonstrate value. Before any BPR project can be implemented successfully, there must be a commitment to the project by the management of the organization, and strong leadership must be provided. Re engineering efforts can by no means be exercised without a company-wide commitment to the goals. However, top management commitment is imperative for success. Top management must recognize the need for change, develop a complete understanding of what BPR is, and plan how to achieve it.


title: Business process re-engineering

text: Leadership has to be effective, strong, visible, and creative in thinking and understanding in order to provide a clear vision. Convincing every affected group within the organization of the need for BPR is a key step in successfully implementing a process. By informing all affected groups at every stage, and emphasizing the positive end results of the re engineering process, it is possible to minimize resistance to change and increase the odds for success. The ultimate success of BPR depends on the strong, consistent, and continuous involvement of all departmental levels within the organization.


title: Business process re-engineering

text: Once an organization-wide commitment has been secured from all departments involved in the re engineering effort and at different levels, the critical step of selecting a BPR team must be taken. This team will form the nucleus of the BPR effort, make key decisions and recommendations, and help communicate the details and benefits of the BPR program to the entire organization. The determinants of an effective BPR team may be summarized as follows:


title: Business process re-engineering

text: The most effective BPR teams include active representatives from the following work groups: top management, the business area responsible for the process being addressed, technology groups, finance, and members of all ultimate process users' groups. Team members who are selected from each work group within the organization will affect the outcome of the re engineered process according to their desired requirements. The BPR team should be mixed in-depth and knowledge. For example, it may include members with the following characteristics:


title: Business process re-engineering

text: Moreover, Covert (1997) recommends that in order to have an effective BPR team, it must be kept under ten players. If the organization fails to keep the team at a manageable size, the entire process will be much more difficult to execute efficiently and effectively. The efforts of the team must be focused on identifying breakthrough opportunities and designing new work steps or processes that will create quantum gains and competitive advantage.


title: Business process re-engineering

text: Another important factor in the success of any BPR effort is performing a thorough business needs analysis. Too often, BPR teams jump directly into the technology without first assessing the current processes of the organization and determining what exactly needs re engineering. In this analysis phase, a series of sessions should be held with process owners and stakeholders, regarding the need and strategy for BPR. These sessions build a consensus as to the vision of the ideal business process. They help identify essential goals for BPR within each department and then collectively define objectives for how the project will affect each work group or department on an individual basis and the business organization as a whole. The idea of these sessions is to conceptualize the ideal business process for the organization and build a business process model. Those items that seem unnecessary or unrealistic may be eliminated or modified later on in the diagnosing stage of the BPR project. It is important to acknowledge and evaluate all ideas in order to make all participants feel that they are a part of this important and crucial process. The results of these meetings will help formulate the basic plan for the project.


title: Business process re-engineering

text: The business needs analysis contributes tremendously to the re-engineering effort by helping the BPR team to prioritize and determine where it should focus its improvements efforts.


title: Business process re-engineering

text: The business needs analysis also helps in relating the BPR project goals back to key business objectives and the overall strategic direction for the organization. This linkage should show the thread from the top to the bottom of the organization, so each person can easily connect the overall business direction with the re-engineering effort. This alignment must be demonstrated from the perspective of financial performance, customer service, associate value, and the vision for the organization. Developing a business vision and process objectives rely, on the one hand, on a clear understanding of organizational strengths, weaknesses, and market structure, and on the other, on awareness and knowledge about innovative activities undertaken by competitors and other organizations.


title: Business process re-engineering

text: BPR projects that are not in alignment with the organization's strategic direction can be counterproductive. There is always a possibility that an organization may make significant investments in an area that is not a core competency for the company and later outsource this capability. Such re engineering initiatives are wasteful and steal resources from other strategic projects. Moreover, without strategic alignment, the organization's key stakeholders and sponsors may find themselves unable to provide the level of support the organization needs in terms of resources, especially if there are other more critical projects to the future of the business, and are more aligned with the strategic direction.


title: Business process re-engineering

text: Researchers consider adequate IT infrastructure reassessment and composition as a vital factor in successful BPR implementation. Hammer (1990) prescribes the use of IT to challenge the assumptions inherent in the work process that have existed since long before the advent of modern computer and communications technology. Factors related to IT infrastructure have been increasingly considered by many researchers and practitioners as a vital component of successful BPR efforts.


title: Business process re-engineering

text: These are vital factors that contribute to building an effective IT infrastructure for business processes. BPR must be accompanied by strategic planning which addresses leveraging IT as a competitive tool. An IT infrastructure is made up of physical assets, intellectual assets, shared services, and their linkages. The way in which the IT infrastructure components are composed and their linkages determine the extent to which information resources can be delivered. An effective IT infrastructure composition process follows a top-down approach, beginning with business strategy and IS strategy and passing through designs of data, systems, and computer architecture.


title: Business process re-engineering

text: Linkages between the IT infrastructure components, as well as descriptions of their contexts of interaction, are important for ensuring integrity and consistency among the IT infrastructure components. Furthermore, IT standards have a major role in reconciling various infrastructure components to provide shared IT services that are of a certain degree of effectiveness to support business process applications, as well as to guide the process of acquiring, managing, and utilizing IT assets. The IT infrastructure shared services and the human IT infrastructure components, in terms of their responsibilities and their needed expertise, are both vital to the process of the IT infrastructure composition. IT strategic alignment is approached through the process of integration between business and IT strategies, as well as between IT and organizational infrastructures.


title: Business process re-engineering

text: Most analysts view BPR and IT as irrevocably linked. Walmart, for example, would not have been able to reengineer the processes used to procure and distribute mass-market retail goods without IT. Ford was able to decrease its headcount in the procurement department by 75 percent by using IT in conjunction with BPR, in another well-known example. The IT infrastructure and BPR are interdependent in the sense that deciding the information requirements for the new business processes determines the IT infrastructure constituents, and a recognition of IT capabilities provides alternatives for BPR. Building a responsive IT infrastructure is highly dependent on an appropriate determination of business process information needs. This, in turn, is determined by the types of activities embedded in a business process, and their sequencing and reliance on other organizational processes.


title: Business process re-engineering

text: Al-Mashari and Zairi (2000) suggest that BPR involves changes in people's behavior and culture, processes, and technology. As a result, there are many factors that prevent the effective implementation of BPR and hence restrict innovation and continuous improvement. Change management, which involves all human and social related changes and cultural adjustment techniques needed by management to facilitate the insertion of newly designed processes and structures into working practice and to deal effectively with resistance, is considered by many researchers to be a crucial component of any BPR effort. One of the most overlooked obstacles to successful BPR project implementation is resistance from those whom implementer believe will benefit the most. Most projects underestimate the cultural effect of major process and structural change and as a result, do not achieve the full potential of their change effort. Many people fail to understand that change is not an event, but rather a management technique.


title: Business process re-engineering

text: Change management is the discipline of managing change as a process, with due consideration that employees are people, not programmable machines. Change is implicitly driven by motivation which is fueled by the recognition of the need for change. An important step towards any successful reengineering effort is to convey an understanding of the necessity for change. It is a well-known fact that organizations do not change unless people change; the better the change is managed, the less painful the transition is.


title: Business process re-engineering

text: Organizational culture is a determining factor in successful BPR implementation. Organizational culture influences the organization's ability to adapt to change. Culture in an organization is a self-reinforcing set of beliefs, attitudes, and behavior. Culture is one of the most resistant elements of organizational behavior and is extremely difficult to change. BPR must consider current culture in order to change these beliefs, attitudes, and behaviors effectively. Messages conveyed from management in an organization continually enforce current culture. Change is implicitly driven by motivation which is fueled by the recognition of the need for change.


title: Business process re-engineering

text: The first step towards any successful transformation effort is to convey an understanding of the necessity for change. Management rewards system, stories of company origin and early successes of founders, physical symbols, and company icons constantly enforce the message of the current culture. Implementing BPR successfully is dependent on how thoroughly management conveys the new cultural messages to the organization. These messages provide people in the organization with a guideline to predict the outcome of acceptable behavior patterns. People should be the focus of any successful business change.


title: Business process re-engineering

text: BPR is not a recipe for successful business transformation if it focuses on only computer technology and process redesign. In fact, many BPR projects have failed because they did not recognize the importance of the human element in implementing BPR. Understanding the people in organizations, the current company culture, motivation, leadership, and past performance is essential to recognize, understand, and integrate into the vision and implementation of BPR. If the human element is given equal or greater emphasis in BPR, the odds of successful business transformation increase substantially.


title: Business process re-engineering

text: Many organizational change theorists hold a common view of organizations adjusting gradually and incrementally and responding locally to individual crises as they arise Common elements are:


title: Business process re-engineering

text: In conclusion, successful BPR can potentially create substantial improvements in the way organizations do business and can actually produce fundamental improvements for business operations. However, in order to achieve that, there are some key success factors that must be taken into consideration when performing BPR.


title: Business process re-engineering

text: BPR success factors are a collection of lessons learned from reengineering projects and from these lessons common themes have emerged. In addition, the ultimate success of BPR depends on the people who do it and on how well they can be committed and motivated to be creative and to apply their detailed knowledge to the reengineering initiative. Organizations planning to undertake BPR must take into consideration the success factors of BPR in order to ensure that their reengineering related change efforts are comprehensive, well-implemented, and have a minimum chance of failure. This has been very beneficial in all terms


title: Business process re-engineering

text: Many companies used reengineering as a pretext to downsizing, though this was not the intent of reengineering's proponents; consequently, reengineering earned a reputation for being synonymous with downsizing and layoffs.


title: Business process re-engineering

text: In many circumstances, reengineering has not always lived up to its expectations. Some prominent reasons include:


title: Business process re-engineering

text: Others have claimed that reengineering was a recycled buzzword for commonly-held ideas. Abrahamson (1996) argued that fashionable management terms tend to follow a lifecycle, which for Reengineering peaked between 1993 and 1996 (Ponzi and Koenig 2002). They argue that Reengineering was in fact nothing new (as e.g. when Henry Ford implemented the assembly line in 1908, he was in fact reengineering, radically changing the way of thinking in an organization).


title: Business process re-engineering

text: The most frequent critique against BPR concerns the strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative. Very often, the label BPR was used for major workforce reductions. Thomas Davenport, an early BPR proponent, stated that:


title: Business process re-engineering

text: "When I wrote about "business process redesign" in 1990, I explicitly said that using it for cost reduction alone was not a sensible goal. And consultants Michael Hammer and James Champy, the two names most closely associated with reengineering, have insisted all along that layoffs shouldn't be the point. But the fact is, once out of the bottle, the reengineering genie quickly turned ugly."


title: Business process re-engineering

text: "I wasn't smart enough about that. I was reflecting my engineering background and was insufficiently appreciative of the human dimension. I've learned that's critical."


title: Har Dil Jo Pyar Karega

text: Har Dil Jo Pyar Karega () is an 2000 Hindi-language romantic comedy film directed by Raj Kanwar, produced by Sajid Nadiadwala, written by Rumi Jaffrey, and edited by Sanjay Verma. Salman Khan, Preity Zinta and Rani Mukerji are featured in lead roles. The film is the Hindi remake of the Malayalam film "Chandralekha" (1997) starring Mohanlal. The film marked the first of four collaborations between Zinta and Mukerji, who went on to co-star in "Chori Chori Chupke Chupke" (2001) (also starring Khan in the lead), "Veer-Zaara" (2004) and "Kabhi Alvida Naa Kehna" (2006).


title: Har Dil Jo Pyar Karega

text: "Har Dil Jo Pyar Karega" was the third consecutive hit between Khan and Nadiadwala's collaboration after "Jeet" (1996) and "Judwaa" (1997) as well as one of the year's top-earnings films with a gross of worldwide. The film entered the top 10 chart in the UK.


title: Har Dil Jo Pyar Karega

text: At the 46th Filmfare Awards, "Har Dil Jo Pyar Karega" received 2 nominations – Best Supporting Actress (Mukerji) and Best Female Playback Singer (Preeti & Pinky for "Piya Piya").


title: Har Dil Jo Pyar Karega

text: Raj (Salman Khan) is a singer trying to make his way in the big city of Mumbai. He rescues a young woman who has fallen in front of a train and stays with her when she is rushed to a hospital. Pooja Oberoi (Rani Mukerji), the daughter of a wealthy family, survives but falls into a coma. Her family rushes to the hospital and, finding Raj there, assumes that he is Pooja's husband, Romi, with whom she had eloped to marry and whom they had never met. Since Pooja's father has a higher chance of a heart attack, Raj lies and says he is Romi.


title: Har Dil Jo Pyar Karega

text: As the family gets to know the pretend Romi, Pooja's best friend, Jahnvi (Preity Zinta) starts spending a lot of time with him. They both fall in love with each other, who is regarded as a second daughter by Pooja's family. Then Pooja revives from her coma and complicates matters by falling for Raj. In a conversation, Pooja and Jahnvi both reveal that they both love Raj using signs (Hand up) but Jahnvi realises that Pooja loves Raj resulting in her putting her hand down. Raj and Jahnvi put their relationship to an end. On the day of their engagement, Jahnvi unknowingly takes Pooja's cell phone (Her and Pooja's cellphone look the same). Knowing that Raj will never marry Pooja if she's there, she decides to leave. When Jahnvi's cell phone rings, Pooja picks it up and it ends up being Raj's best friend who pleads Jahnvi to break this wedding and come back to Raj. Pooja then reveals to everyone about Raj and Jahnvi and Raj and Jahnvi are once reunited. Pooja chooses Rahul (Shah Rukh Khan) to marry her.


title: Har Dil Jo Pyar Karega

text: The music of the film was composed by Anu Malik. According to the Indian trade website "Box Office India", with around 22,00,000 units sold, this film's soundtrack album was one of the highest-selling soundtracks of the year. "Har Dil Jo Pyar Karega", "Piya Piya", "Ek Garam Chai Ki Pyali Ho" and "Aisa Pehli Baar Hua Hai Satrah Athrah Saalon Mein" garnered special popularity, and the soundtrack album was positively received. "Screen" rated the soundtrack album number one for the third week of August 2000. As of 2020, fans are petitioning for all the songs to be on TikTok.


title: Har Dil Jo Pyar Karega

text: Interestingly, the movie featured a special appearance by Anu Malik and Sameer who were to compose Raj's album in the movie.


title: Har Dil Jo Pyar Karega

text: The film was generally well received by the critics, with the performances of the three leads receiving particular praise.


title: Har Dil Jo Pyar Karega

text: Film journal "Screen" praised the performances of Khan and Zinta and wrote, "The director deserves to be commended for his efforts to spring a few surprises in the film and extract better performances from the lead players." Aparajita Saha of "Rediff" wrote that the film is "guaranteed to give audiences everywhere that mushy, gooey, everything-is-all-right-with-the-world sensation they crave." Vinayak Chakravorty of "Hindustan Times" praised Zinta and noted Kanwar for his "treatment is frothy in the romantic first half and sensibly balanced in the mushy second."


title: Har Dil Jo Pyar Karega

text: Dinesh Raheja of "India Today" wrote, "a fluorescent feel-good film, with everything from the psychedelic sets to the multitude of outfits being as colourful as a candy wrapper." Madhur Mittal of "The Tribune" was particularly fond of the "devastating, delightful, delicious duo" of Zinta and Mukherji", noting their comic timing.


title: Keith Levene

text: Julian Keith Levene (18 July 1957 – 11 November 2022) was an English musician who was a founding member of both the Clash and Public Image Ltd (PiL). While Levene was in PiL, their 1978 debut album "" reached No 22 in the UK album charts, and its lead track "Public Image" broke the top 10 UK singles chart.


title: Keith Levene

text: Levene was born and raised in London, and although initially influenced by progressive rock, his musical taste changed after meeting fellow Clash founder Mick Jones. His punk and post punk guitar sounds have been described as "both melodic and discordant, sonorous and violent".


title: Keith Levene

text: Levene was born in Muswell Hill, London on 18 July 1957. His father was Jewish. He was an early fan of Ska, The Beatles and progressive rock; at fifteen he worked as a roadie for Yes on their "Close to the Edge" tour, "cleaning Alan White's cymbals" amongst other mundane duties.


title: Keith Levene

text: He became a founding member of the Flowers of Romance and notably the Clash, when in 1976, he helped persuade Joe Strummer to leave the pub rock band the 101ers and join the Clash. Although he left the band before their first studio recordings, he co-wrote "What's My Name", which appeared on their first album. Rob Lang of MusicRader reported that Levene wrote about his experiences about his time in the Clash in his autobiography "I Was a Teen Guitarist 4 the Clash!"


title: Keith Levene

text: After the late 1970s British punk group the Sex Pistols disbanded, Levene and their lead singer John Lydon co-founded Public Image Ltd (PiL) in May 1978. He played on Travis Bean metal-neck guitars. He was involved in the writing, performing and producing of PiL's early albums: "First Issue", "Metal Box" and "Flowers of Romance". While playing with PiL, their 1978 debut album "" reached No 22 in the UK album charts, while the lead track "Public Image", broke the top 10 single chart.


title: Keith Levene

text: Levene left PiL in 1983 due to creative differences over what would eventually become the band's fourth album, "This Is What You Want... This Is What You Get". In 1984, he released the original versions of the songs on his own label under the title "Commercial Zone"; the original working title of the album. In 1985 he moved to Los Angeles where he formed a company with his second wife, journalist Shelly da Cunha.


title: Keith Levene

text: In mid-1986, Levene was asked to produce demos for the album "The Uplift Mofo Party Plan" by the Red Hot Chili Peppers at Master Control in Burbank with engineers Steve Catania and Dan Nebenzal. Also in 1986, Levene worked with DJ Matt Dike, experimenting with sampling techniques and hip-hop for Ice T and Tone Loc on their early recordings for Delicious. In 1989, he released his first solo release, "Violent Opposition", on which members of the Red Hot Chili Peppers performed.


title: Keith Levene

text: At an impromptu appearance at the Musicport Festival in Bridlington Spa on 24 October 2010, where they were joined by vocalist Nathan Maverick, Levene returned with former PiL bassist Jah Wobble. In 2011 Levene contributed to three tracks on the album "Psychic Life", a collaboration between Wobble and Lonelady.


title: Keith Levene

text: In early 2012, after some planned Japan gigs were cancelled because of visa issues, Levene and Wobble played various venues in England, Wales and Germany as "Metal Box in Dub", followed by the release of a four-song EP, "Yin & Yang". In 2014 Levene travelled to Prague to record the album "Commercial Zone 2014", funded by a crowdsourcing campaign at Indiegogo. Tim Peacock of "Record Collector" noted that it was "recorded in isolation at Prague's Faust Studios", and that the album is in actuality an offering of new material. Peacock stated: "It's primarily instrumental in design, veering from the chilled, scene-stealing Behind the Law to the synth-heavy Kraftwerk-ian noir of They Came to Dance."


title: Keith Levene

text: Levene married his first wife, Lori Montana, an American musician. The two had a son named Kirk and later divorced. Keith's second marriage was to Shelly da Cunha, though it also ended in divorce. He later lived with his partner Kate Ransford.


title: Keith Levene

text: He first listened to the Beatles a lot. He cited guitarist Steve Howe of Yes as one of his main influences and "the greatest fucking guitarist in the world", and prog rock as a genre he particularly liked.


title: Keith Levene

text: Describing the evolution of his style, he said in a 2001 interview than "once I got good enough to know the rules, I didn't want to be like any other guitarist. I didn't go out of my way to be different. I just had an ear for what was wrong. So if I did something that was wrong, i.e. made a mistake or did something that wasn't in key, I was open-minded enough to listen to it again."


title: Keith Levene

text: According to John Frusciante of the Red Hot Chili Peppers, Levene's style was "spectacular...[and he]...explored the possibilities of what you can do with the guitar". Upon his passing, Massive Attack described Levene as an "artist, architect and re-inventor of punk rock". Andy Bell of Ride and Mike Scott of the Waterboys also paid tribute to him on social media.


The Constitution of the People's Republic of China is the supreme law of the People's Republic of China. It was adopted by the 5th National People's Congress on December 4, 1982, with further revisions about every five years. It is the fourth constitution in PRC history, superseding the 1954 constitution, the 1975 constitution, and the 1978 constitution.


The first Constitution of the People's Republic of China was declared in 1954. After two intervening versions enacted in 1975 and 1978, the current Constitution was declared in 1982. There were significant differences between each of these versions, and the 1982 Constitution has subsequently been amended five times. In addition, evolving constitutional conventions have led to significant changes in the structure of the Chinese government in the absence of changes in the text of the Constitution.


title: Constitution of the People's Republic of China

text: There had been five major revisions by the National People's Congress (NPC) to the 1982 Constitution. The 1982 State Constitution provided a legal basis for the broad changes in China's social and economic institutions and significantly revised government structure. The posts of President and Vice President (which were abolished in the 1975 and 1978 constitutions) are re-established in the 1982 Constitution.


text: Prior to 1982 there were no term limits on key leadership posts. Deng imposed a two-term limit (10 years total) on all but the chair of the Central Military Commission.


text: Much of the PRC Constitution is modeled after the 1936 Constitution of the Soviet Union, but there are some significant differences. For example, while the Soviet constitution contains an explicit right of secession, the Chinese constitution explicitly forbids secession. While the Soviet constitution formally creates a federal system, the Chinese constitution formally creates a unitary multi-national state.


text: The 1982 Constitution is a lengthy, hybrid document with 138 articles. Large sections were adapted directly from the 1978 constitution, but many of its changes derive from the 1954 constitution. Specifically, the new Constitution de-emphasizes class struggle and places top priority on development and on incorporating the contributions and interests of non-party groups that can play a central role in modernization.


text: Article 1 of the Constitution describes China as "a socialist state under the people's democratic dictatorship" meaning that the system is based on an alliance of the working classes—in communist terminology, the workers and peasants—and is led by the Chinese Communist Party (CCP), the vanguard of the working class. Elsewhere, the Constitution provides for a renewed and vital role for the groups that make up that basic alliance—the CPPCC, democratic parties, and mass organizations.