Throughout the past year, i have directed our staff to consider any changes that will improve finra while better serving the interests of investors and promoting strong and vibrant capital markets. Our work under finra360 also must reflect our unique identity as an sro that stands at the intersection of regulation and industry. Our mission is investor protection and market integrity, and our task is to work with our members, investors and other stakeholders to cultivate a deep expertise in the securities industry that enables a more effective regulatory framework and promotes vibrant capital markets. As an sro, for example, we are in a position to involve the industry more directly in our deliberations and thus benefit from their expertise on relevant matters, such as the different business models of firms and how they operate in practice, the complex and. We can combine what we learn from the firms we regulate with the input we actively seek from the investing public and others representing them to enrich our regulatory programs and develop solutions that are more practical, tailored and effective. And we can develop compliance tools and other resources to assist our members with fulfilling their regulatory obligations.
Grand boulevard, task, force releases progress report
That wraps up this post. . be beautiful sure to check out the source code, and start playing with. . As always, feel free contact me on my blog, connect with me on Twitter ( @brianlagunas or leave a comment below for any questions or comments you may have). We launched finra360 in March 2017 with one overarching objective: to ensure that finra is operating as the most effective and efficient self-regulatory organization (SRO) we can. The time was right for such a review. In the 10 years since resume the nasd and nyse regulation merged to form finra, the industry and financial markets have changed significantly. And in traveling around the country and meeting with a broad range of stakeholders since i became ceo in August 2016—including many of our members, as well as investors, investor advocates, regulators, trade associations and finra employees—I heard a lot about what finra is doing. One of our first steps under finra360 was to publish. Special Notice on Engagement in March 2017 to provide interested stakeholders with an opportunity to give us their input and feedback about finra. As we had hoped, a large number of parties provided us with extensive and detailed comments. Finra360 provided a framework to address this and other feedback we have received, to engage in a thoughtful analysis to determine opportunities for improvement, and to make changes that will produce a more effective, more efficient organization.
So how do we fix it? . you just have to control how many updates you are sending. . I mean, you dont have to update the ui every thesis singlle time. . you just need to give your end-user a really close estimate of completion. . so just add a simple modification to your code. If (i 1500 0) double percentage (double)i / maxRecords; port(percentage in this case, we said I will update the ui every 1500 items being generated. . The result is night and day. . Check it out: Now, thats much better!
This is not what we want. . we need the ui to remain responsive, and increment the values so that the end-user kites can see the actual progress of the operation. . so whats going on here? Youre flooding your ui with too many updates! Thats right, you are pushing way too many update to the. . Hingle McCringleberry didnt realize he was pushing 1,000,000 individual updates to the ui within milliseconds. . so fast, that the ui didnt have time to repaint. . Since messages that say go update this have a higher priority that a render/paint message, it never gets around to re-rendering /repainting the.
Here is the view: Start Process Grid w"1" Margin"15" wDefinitions rowDefinition height"Auto" / rowDefinition height"Auto" / /wDefinitions progressBar x:Name progressBar" Width"200" height"20" Minimum"0" Maximum"1" Margin"20" / textBlock x:Name progressText" w"1" Fontsize"48" FontWeight"Bold" /Grid /Grid here is the code behind: private async void StartProcess(object sender, routedEventArgs. Text (percentage).ToString 0 at first glance everything appears like it should work just fine. . When we click the Start Process button, we generate 1,000,000 items, add them to a list, and then set the ItemsSource of the listBox to the items we generated. . As you can see, we are using the. IProgress t which makes it extremely easy to report progress to the. . so as items are created, we are calculating the percentage done, and updating a textBlock and a progressBar to our end-user so they know how much longer they have until the process is complete. . But, if you run the app as it is, you will notice that when you click the Start Process button, the ui freezes until the operation is completed. When everything is done, the the ProgressBar and TextBlock suddenly go to 100. .
Halt, task, force publishes, progress, report on Subprime
I recently received a question from a person we will refer to as Hingle McCringleberry, that plan was related to an old post I did back in 2011 showing how to use the. Extended wpf toolkits BusyIndicator control, back when I was the project owner. . In that post, i showed how to use the backgroundWorker to create a multi threaded application and report progress back to the. . Of course it worked like a charm. . Well, a lot of things have changed since then, and there are new apis available to perform multithreading in wpf applications. . so, hingle McCringleberry decided to use these new apis, specifically the async/await apis, to modify the old sample. .
Should be straight forward right? . Well, yes and. The problem was that even though the multithreading code was working perfectly, the ui would freeze during the process, although it should remain responsive. . I mean, thats why we do multithreading in the first place, right. . so lets takes a look at the sample and see if we can identify the problem.
Preclinical research partnership to evaluate the potential of particle beam radiotherapy. Creation of an open access resource for sharing cancer data via the genomic Data commons. Harnessing big data to transform Veteran health through precision medicine. Tri-Agency coalition to enhance cancer care — Applied Proteogenomics Organizational learning and Outcomes (apollo) consortium. Creation of a new program to accelerate cancer product regulatory review.
National Institutes of health (NIH) public-private partnership for accelerating cancer therapies. Forging new partnerships to catalyze new drug discovery and development. Patents 4 Patients: Establishment of fast-track review for cancer treatment-related patents. Crowdsourcing intellectual property data to guide cancer investments. Making clinical research trials more accessible to cancer patients. Strengthening and clarifying the requirements for public availability of clinical trial information. Promoting human papilloma virus (HPV) vaccination as cancer prevention. Partnership to avoid carcinogenic risks by reducing radon exposure. Improving patient access to medications and information New federal incentives for coordinated cancer care Improving cancer survivorship through art Plans for year 2 and beyond Strengthen interactions among agencies and engage additional partners in support of multidisciplinary basic cancer research Expand the implementation of mobile devices.
Toward automatic task design: a progress report
The Affordable care Act has provided a unique opportunity for opening the door to health reviews coverage to ensure that patients have access to resources and support throughout their cancer journey. Under Strategic goal 5, the task force is building on this foundation and identifying areas with the greatest potential for meaningful impacts for patients by: Improving efficiencies of existing programs and expanding current efforts to increase access to health care; Translating knowledge into workable policies. Finding new ways of ensuring each and every patient receives summary quality care during treatment and survivorship. With these goals in mind, the task force launched a series of activities in 2016 and developed plans to serve as a blueprint for future Administrations (summarized below). Ultimately, through the creation of new paradigms for generating, sharing, and integrating research and clinical data to enhance patient care, the cancer moonshot can accelerate the delivery of effective cancer prevention strategies, diagnostics, and treatments to patients in communities around the world. Cancer moonshot Implementation Plan: At-a-glance, year 1 Accomplishments and Plans, expediting researchers access to cancer compounds for research — National Cancer Institute (NCI) Drug Formulary. Strategic computing partnership between the department of Energy (DOE) and nci to accelerate precision oncology. Department of Defense (DoD) launching groundbreaking longitudinal study to revolutionize precision oncology.
Under Strategic goal 3, the task force is accelerating this transformation by: Finding efficiencies in the regulatory review and licensing processes; Enhancing data sharing across sectors and incentivizing pre-competitive collaborations; and. Strengthening the oncology clinical research enterprise. Strategic goal 4: Strengthen Prevention and diagnosis. As we gain an increasing understanding of the causes of cancer, the public can gain cumulative benefits from the broader arsenal of tools for combating this devastating disease. Under Strategic goal 4, the task force is strengthening the nations efforts around cancer prevention and diagnosis by: Advancing health programs, policies, and outreach to marine help Americans reduce their cancer risk; Strengthening our understanding of environmental determinants of cancer; and. Enhancing the cancer screening continuum. Strategic goal 5: Improve patient Access and Care.
the task force is advancing the pace of scientific discovery by: Fostering interdisciplinary approaches for elucidating the biological mechanisms underlying cancer onset and treatment; Aligning research and care as a seamless and iterative process; and. Maximizing the collection and research use of longitudinal data and biospecimens. Strategic goal 2 : Unleash the power of Data. Today researchers are working with an unprecedented amount of data, in part due to the explosion of genomic information, increasing use of electronic health records, and large datasets of clinical, environmental, and public health information. Under Strategic goal 2, the task force is maximizing access to and usability of these data to enhance, improve, and inform the journey of every cancer patient by: Enabling a seamless data environment for clinical and research data through shared policies and technologies; Unlocking scientific. Developing a scientific workforce capable of using the open and connected data environment. Strategic goal 3 : Accelerate Bringing New Therapies to Patients. The process by which lifesaving products are moved into clinics is poised for transformation, especially given the access to new and innovative strategies for moving an idea from bench to bedside.
By leveraging decades of scientific understanding from the study and care of cancer, creating and aggregating immensely powerful datasets, and developing unprecedented science and technological capabilities, we as a nation are positioned to end cancer as we know. In pursuit of this mission, President Obama established the cancer moonshot Task force charged with leveraging federal investments, targeted incentives, private sector efforts, patient engagement initiatives, and more, to support cancer research and enable progress in prevention, diagnosis, and treatment. Never before have so many government agencies come together — committing their leadership and uniting their focus — to tackle the challenges along the spectrum of cancer research and care to improve outcomes for patients. Private sector collaborations and other efforts spurred by the vice Presidents leadership, in addition to his vision for igniting new innovation within the biomedical research enterprise, are outlined in an accompanying executive report. A blue ribbon Panel was also formed, which recommended areas of scientific opportunity to complement and the task forces activities. These collective efforts are not intended to replace existing cancer programs, initiatives, and policies already underway, but rather are focused on areas in which a coordinated effort can dramatically accelerate the pace of progress in the fight against cancer. This report presents the task forces Implementation Plans for accelerating progress, including actions launched under the cancer moonshot this year, as well as longer-term plans for continuing momentum into the future.
Progress - 1997, progress, report
Open the assigned task. Update the, status and, complete boxes. Click, send Status Report. Add additional names or email addresses in the. To and, cc boxes. The person who assigned you the task is automatically added. In the message body, type any status information you want to include. In his 2016 State of the Union Address, President Obama called on Vice President Biden to lead a new, thesis national Cancer moonshot to dramatically accelerate efforts to prevent, diagnose, and treat cancer — to achieve a decades worth of progress in 5 years.