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Notre Dame Expected to Promote Marcus Freeman to Head Coach, Reports Say
Published December 1, 2021 • Updated on December 1, 2021 at 8:19 pm
It didn't take long for the Notre Dame Fighting Irish to reportedly find their next football coach, as multiple reports indicate that the team will promote defensive coordinator Marcus Freeman to the position.
According to Mick Assaf of On3 and Bruce Feldman of The Athletic, the 35-year-old is expected to be named the schools' next head coach:
Marcus Freeman is expected to be the next head coach at Notre Dame, a source confirmed to @BruceFeldmanCFB, first reported by @mickassaf.
The 35-year-old just finished his first season as the team's defensive coordinator.https://t.co/B7wJQbkVlm pic.twitter.com/JjaGkgGIiI
— The Athletic (@TheAthletic) December 2, 2021
Freeman was hired by former head coach Brian Kelly after spending four seasons as Cincinnati, working as the Bearcats' defensive coordinator and linebackers coach.
Reports had swirled that Kelly, who recently left Notre Dame to take the head coaching job at LSU, was trying to persuade Freeman to join him in Baton Rouge, but now it appears that he will take the reins of a Fighting Irish squad that just finished off an 11-1 regular season.
Another big retention for Notre Dame came in the form of offensive coordinator Tommy Rees, who is expected to remain at the school after Kelly's departure, according to The Athletic's Matt Fortuna:
Source: Tommy Rees is expected to inform Notre Dame his intentions to stay with the Irish as OC.
— Matt Fortuna (@Matt_Fortuna) December 2, 2021
Rees played quarterback for the Fighting Irish from 2010 to 2013. He served as the team's quarterbacks coach from 2017 to 2019, and has spent the last two seasons as the offensive coordinator for Kelly.
There is no word on when the school plans to make the decisions official, but they will not play again until they either play a bowl game or the College Football Playoff, should they finish the season in the top four of the rankings.
Seattle Kraken 8 hours ago
The drama all started Monday when it was reported that Kelly would be leaving the school. Kelly, the winningest coach in Notre Dame history, accepted a 10-year contract offer from LSU, leaving the Fighting Irish with a significant hire to make in the wake of an 11-win season.
Early speculation centered on Freeman, but plenty of other contenders had their names floated, including Jacksonville Jaguars head coach Urban Meyer and Cincinnati Bearcats head coach Luke Fickell.
Ultimately, the Irish went with the in-house promotion, reportedly locking up one of the top young names on the college coaching market.
Notre Dame Fighting IrishNotre Dame FootballBrian KellyMarcus Freeman


Wananchi Group, a leading local triple-play telco, is to launch a satellite-based DTH pay-TV for Kenyan viewers. 'Zuku' will launch in May and directly challenge South Africa's DStv. Zuku already offers up to 91 channels of cable TV to its – mostly – Nairobi subscribers.
Wananchi has as its group chairman Mark Schneider, well known to European and UJS cable players from his time with UPC, and son of Gene Schneider of United Global Com . Wananchi merged with local player Mitsumi Cable Vision back in October 2008.
Zuku has been quietly assembling new channels in readiness for its satellite launch. A month or so ago it added Fox's FX to its existing bundle of other Fox-backed channels including a cluster of Nat-Geo channels.
"The penetration of satellite pay TV is very low in Kenya and most parts of eastern Africa. Global Pay TV penetration range between 20 per cent up to 80 per cent while in Africa, the penetration is less than 0.1 per cent. The launch of the Zuku satellite pay TV starting May 2011 will see more people enjoying meaningful, quality entertainment for the entire family at an affordable price on Zuku TV," said Mohamed Jeneby, MD Wananchi Satellite.


Spotify has been a monster success since launching in the US, and one of the best parts about paying for a subscription to the service is being able to listen to music on your mobile devices.
The Spotify app is available on "the big three" mobile platforms; iOS, Android, and Windows Phone. Up until today, you've had the option for two streaming qualities on the iOS version. Those were low and high. The high being 160 kbps and the low being 96 kbps. If you're using earbuds, the higher setting probably sounds pretty good, but if you have a better set of headphones, it's not so great.
The desktop version of Spotify has always streamed at 320 kbps, which is extremely high quality. Today, the iOS version makes the jump to that same quality.
Along with being able to stream the higher quality version of songs, you're also able to sync them as well. Once you flip the switch over to extreme you'll be impressed by how great the music sounds, even through your iPhone's speaker. Be careful when you're in an area with not great cell signal, as the new highest quality stream probably won't even start for you.
Along with this mega change, the app now supports one tap login via Facebook, which doesn't seem to affect me as the app always logs me in automatically. For new users, this is a welcomed feature I'm sure.


Why can't I have more than 4GB of persistent data with LiLi?
HomeHelpFAQPersistenceWhy can't I have more than 4GB of persistent data with LiLi?
This is a limitation of the FAT32 filesystem. When a drive is formated using FAT32, the biggest file that can be created is 4GB. Persistence is a file so it follows this rule.
There is a way to have a persistence larger than 4 GB. Read this FAQ's article.
Also have a look at: Why does LiLi only uses FAT32 and FAT filesystems?


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Diary of a Mad Sportswriter
– I have the best, worst paying job anyone could ever have
I'm Stan Hudy a sportswriter with The Saratogian, Community News and Troy Record for the past two decades covering sports in the New York Capital District, or the 518.
I specialize in prep sports along with youth sports during the non-school year with a large workload in the rowing community throughout New York State, but especially on Fish Creek at Saratoga Lake, home of the New York State Scholastic Rowing Championships each spring.
The non-dating profile: Married almost 30 years to the greatest gal who could ever put up with a guy like me, Reda. She's a sports fan, a local sports fan, UAlbany alum and my biggest fan.
Children: Three, all with four legs — Skinner, the elder statesman and the two 'boys', Fenway and Wrigley.
Geography: Former Section IV kids. Reda graduated from Union-Endicott High School and myself, Hancock Central (yes, in New York, not the one in Mass.)
Reda was from one of the biggest schools in Section IV, myself, from one of the smallest.
My primary coverage area has been Southern Saratoga County and Shenendehowa High School for the first 15 years and then with downsizing, was spread out and now, after even more downsizing, I'm the Saratoga County guy. My counterpart in our publications, Joe Boyle, is 'The Rensselaer County' guy.
Two men and three papers (four when we add The Pink Sheet in August).
There will be more random thoughts than any pro insight here, my day is filled with local coverage, editing, photos, video and more. Pro sports are in the background, except for the few and I am very proud to have covered the locals playing at the next level. Those I am sure to follow.
That's enough – Thoughts, story idea, kind comments and only constructive criticism, reach out to me on the contact page.
— Stan
stanhudy@gmail.com
Saratogian, Community News and Troy Record
7 Wells Street

redpajama_set_name: RedPajamaCommonCrawl


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The legal mandate of SRA is embodied in Executive Order No. 18 dated May 28, 1986 creating the Sugar Regulatory Administration. It states that the policy of the State is to promote the growth & development of the sugar industry through greater participation of the private sector and to improve the working conditions of the laborers.
RA 10659 or the Sugarcane Industry Development Act of 2015 further declares the policy of the State to promote the competitiveness of the sugarcane industry and maximize the utilization of sugarcane resources, and improve the incomes of farmers and farm workers, through improved productivity, product diversification, job generation, and increased efficiency of sugar mills.
RA 9367 or the Biofuels Act of 2006 mandated SRA as member of the National Biofuel Board (NBB) to develop and implement policies supporting the Philippine Biofuel Program and ensure bioethanol feedstock supply and security of domestic sugar supply.
"By 2040, the Philippines shall have a globally competitive sugarcane industry that supports the food, power, and other related industries through an institutionally competent SRA and committed stakeholders, for a secured future for Filipinos."
"SRA is a Government Owned and Controlled Corporation which formulates responsive development and regulatory policies, and provides RD & E services to ensure sufficient supply of sugarcane for a diversified, sustainable and competitive industry that improves productivity and profitability of sugarcane farmers and processing industries, and provides decent income for workers towards enhancing the quality of life of Filipinos."
Innovativeness
" SRA is committed to promote the advancement and competitiveness of the sugarcane industry amidst global challenges. It shall continue to improve the way it does its business, in an effort to meet the expectations of its clientele while maintaining compliance, to applicable legal requirements. It shall ensure the continual improvement of its human resource capabilities, as response to the current and strategic needs of the industry".
The Sugar Regulatory Administration (SRA) was created by virtue of Executive Order No. 18 dated May 28, 1986. E.O. No. 18 was promulgated during the Freedom Constitution or Proclamation No. 3 dated March 25, 1986 by President Corazon C. Aquino which recognized the sugar industry as a major component of the socio-economic and political structure of the country. It also reiterates that in order to protect the national interest, free market forces should be allowed to prevail in the marketing of sugar although the production of the same should be regulated and supported with an innovative research and development program and a socio-economic program which will be primarily be the private sector's responsibility.
Executive Order No. 18
Creating the Sugar Regulatory Administration
Functional Statements
CORPORATE GOALS, OBJECTIVES AND FUNCTIONS
CORPORATE GOALS AND OBJECTIVES
Pro-active and effective policies and regulations to ensure viability, food safety, environmental sustainability and global competitiveness of the sugarcane industry;
Product diversification, development and promotion;
Responsive technical assistance and extension services to sugarcane industry stakeholders;
Environment-friendly and innovative R&D technologies for the sugarcane industry stakeholders
Sustained development of expertise and human resources in the field of sugarcane industry development and related areas;
Empowered SRA supportive of its Vision, Mission and Goals.
To recommend the establishment of a sugar production coefficient and a production quota which shall be attached to the land for each planter;
To institute regulations for implementing, controlling and monitoring the production quotas;
To establish domestic, export and reserve allocations;
To explore and expand the domestic market and foreign markets for sugar and by-products, to assure mutual benefits to consumers and producers and to promote and maintain a proper balance of production of sugar and its by-products;
To institute, implement and regulate an orderly system of quedanning, disposition and withdrawals of various forms of sugar from warehouse;
To evaluate and recommend to the President new projects involving the production of sugar and its by-products and other products derived from sugarcane and sugar;
To issue permits and licenses and collect corresponding fees and levies on the processing and manufacture of sugar and its by-products and other products derived from sugarcane and sugar;
To enter, make and execute routinary contracts as may be necessary for or incidental to the attainment of its purposes between any persons, firm, public or private, and the Government of the Philippines;
To do all such other things, transact such other businesses and perform such function directly or indirectly necessary, incidental or conducive to the attainment of the purposes of the Sugar Regulatory Administration.
CORPORATE THRUSTS AND MAJOR PROGRAMS
1. Industry Safeguards
Formulation of production allocation / market distribution, import and export policies;
Enforcement of policies on the regulation and monitoring of imported high fructose corn syrup (HFCS),
Generation of digitized mill district maps, installation of automated weather stations and use of drone technology and crop modelling information systems in crop estimation and monitoring;
Registration of sugarcane farmers, farmers' associations/ federations, mills and mill associations, sugarcane consolidators, muscovado producers, distilleries using molasses, sugar or sugarcane, international and domestic sugar traders, wholesalers and repackers of sugar, muscovado and molasses traders, and CBW food processors who are importing sugar for re-export;
Formulation of policies to strengthen sugar anti-smuggling through private sector participation, LGU cooperation and improved Sugar Movement Monitoring;
Accurate physical inventory of sugar stocks and audit of sugar quedans through e-quedan tracking system;
Monitoring of production, withdrawals, coastwise shipments and prices of sugar;
Technical audit/ assessment and environmental monitoring of sugar mills and refineries;
Farm audits and assessment of production costs and price structure of sugar;
Quality assurance of raw sugar, refined sugar and muscovado;
Issuance of food safety regulations such as, Sanitary and Phytosanitary (SPS) certifications and import permits.
2. Increase in Sugar Production, Farm Productivity and Income of Farmers
Monitoring and evaluation of the Programs on Block Farm, Farm Mechanization and other farm support programs like socialized credit, technical assistance, farm management and planning;
Cost-efficient production technologies and practices through a more focused research, development, extension and production support services in collaboration with PHILSURIN, UPLB, PCAARRD, BAR and other State Universities and Colleges;
Strengthening and expanding the SRA breeding program in order to produce good ratooning, disease-resistant, high sucrose, high biomass content and climate resilient high yielding cane varieties through partnership with UPLB and PHILSURIN;
Rapid propagation of sugarcane High Yielding Varieties (HYVs) in all sugarcane mill districts through the establishment of high-yielding variety nurseries and demo farms;
Aggressive research and development program for a more competitive sugarcane industry through:
Study on the effect of different soil ameliorants in the improvement of soil condition and yield of sugarcane farms in Tarlac Mill District;
Mudpress for soil fertility and productivity;
Project on productivity improvement through dethrashing and propping practices in Pensumil Mill District;
Detailed study on the effects of eco-adaptive nutrients to boost sugarcane farm productivity;
Developing strategies and technologies to increase sugarcane yield in Cagayan Valley;
Adaptability trials of newly released sugarcane genotyped varieties;
Integrated crop management for increased sugarcane productivity;
Integrated pest management in sugarcane farming;
Study on the response of HYVs to furrow distance in Davao Mill District;
Study on the comparative performance of HYVs and different brands of fertilizers in Davao Mill Districts;
Evaluation of greenhouse gas emission (GHG) of the activities in sugarcane farming and sugar production;
Continuing development of Site-specific Soil Management and Fertilizer Requirement Guide;
Enhancing sugarcane varieties for prolonged ratooning, productivity and profitability;
Study/ demonstration on production of biogas from filtercake and other sugarcane materials;
Product and by-product development for sugarcane
Productivity improvement from 59 TC/Ha to 70 TC/Ha (crop year 2013-2014 to 2019-2020); Sugar yield from 1.96 LKG/TC to 2.0 LKG/TC and increase of small farmers income by a minimum of P20,000 per hectare or improve their competitiveness and ensure sustainability of their livelihood;
Crop financing through the socialized credit under RA 10659 and Public-Private Partnership (PPP);
Development and promotion of sugarcane-based industries such as muscovado, bioethanol and power co-generation while maintaining sugar self-sufficiency;
Improve capacity utilization of existing sugar mills and to partially supply the feedstock of the mandated requirement of bioethanol pursuant to R.A. 9367 through intensification or farm productivity improvement.
3. Welfare of Sugarcane Farmers and Workers
Development of training regulations and qualifications to upgrade the skills of sugarcane farmers and workers;
Conduct of Outreach Programs and capability building programs such as farm-based trainings on cost-efficient practices in sugarcane farming, technical trainings on fertilizer usage and application, advisory services, on-site trainings, farm visits, etc.;
Capability building of farmers in farm/block farm management, financial management, human resource management etc.;
Conduct of training needs assessment on disaster risk reduction management for the sugarcane industry
Scholarship program for the children and dependents of small sugarcane farmers and workers to generate the expertise needed for industry development;
Study on the effect of service providers to sugarcane block farms in Silay City;
Collection of liens through sugar quedans to fund for the socio-economic needs of the sugarcane industry's dependents implemented by the Sugar Industry Foundation, Inc. (SIFI);
Enforcement of lien collection through sugar quedans for the Social Amelioration Program (SAP) of sugar workers implemented by DOLE;
Bilateral arrangements with progressive sugarcane- producing countries and linkaging with international organizations;
Convergence initiatives with DAR, DA, DOLE, DepEd, DSWD, DPWH, DTI, NEDA, DOE etc. for the farmers and workers welfare and rehabilitation of calamity stricken and vulnerable areas.
4. Policy Support for the Philippine Sugarcane Industry
Formulation of policies for general safeguards and measures against the surge of imported sugar and sugar substitutes;
Formulation of policy for disaster risk reduction management for the sugarcane industry;
Enhancing the capacity and disaster preparedness of sugarcane mill districts;
Biofuel production policies for feedstock producers, feedstock traders and bioethanol producers;
Formulation of policy on the use of sugarcane syrup for bioethanol production;
Updating of the Sugar and Ethanol Blackbook.
5. Development of Infrastructure Facilities
Evaluation of the benefits of core samplers in selected sugar mills;
Upgrading of the soils laboratory of Mindanao MDDCs;
Construction of irrigation and water impounding infrastructures in sugarcane areas;
Construction/rehabilitation of farm-to-mill roads and bridges in the sugarcane mill districts.
6. Public Relations and Industry Communication Program
Conduct of Mill District Development Council (MDDC) Summit, Sugar Summit and Stakeholders' general assembly;
Conduct of sugar fora, public consultations, focus group discussions, stakeholders meetings and press conferences;
Publication of industry statistics, circularization / posting of sugar policies and guidelines, industry initiatives / updates and other relevant information in the SRA website;
Participation in international sugar and bioenergy conferences, seminars, workshops.
7. Promotion of Good Governance and Transparency in Public Service
Establishment of a monitoring and evaluation system and geotagging of the status of all projects implemented for the sugarcane industry;
Updating of the SRA transparency seal, service guide and compliance to the requirements of the anti-red tape law (ARTA);
Continuing performance assessment of and disciplinary actions to frontline personnel providing regulatory services;
Dissemination of SRA policies and industry updates such as circularization/posting of sugar policies and guidelines, industry statistics/initiatives and other relevant information in the SRA website;
Strict adherence to the Freedom of Information (FOI) law;
Improvement of SRA services specifically on matters concerning R&D, report automation, e-quedan systems, personnel development program, organizational enhancement and crop estimation improvement;
Implementation of the "No Gift Policy" Quality Management System and SRA Manual of Corporate Governance
The sugar industry of the Philippines has had a colorful and dramatic history. The industry started some two to four thousand years before the Christian era where vessels from the Celebes brought sugarcane cuttings to Mindanao. Eventually, these plants spread further north to the Visayan islands and Luzon, such that by the time of the European contact with the archipelago early in the sixteenth century, sugarcane plants could be found in various localities where the soil was tilled by the native inhabitants.
By the time Ferdinand Magellan, a Spaniard who discovered the islands, reached the Philippines in 1521, the cultivation of sugarcane was widespread in many of the islands. The extraction of juice for the cane was done in a primitive manner, that is, by the pressure exerted by hand or foot-operated lever on a wooden stationary surface. The use of wooden rolls, two in a vertical position came later. The substitution of stone cylinders came after the influx of Chinese emigrants to the islands during the first decades of the Spanish occupation. Carabaos and water buffalos supplied the motion power for these crude extractors in the Philippines up to the nineteenth century. The pressing of the cane is performed by means of two coarse stone cylinders placed on the ground and moved in opposite directions by the slow and unequal pace of a carabao. The juice is conveyed to an iron cauldron containing clay and in this the other operations of bottling, skimming and cleaning take place till the crystallization is completed. The boiled sugarcane juice near crystallization is poured into a setting clay jar called pilon which has a hook at the bottom through which excess molasses pass on to a smaller jar.
The arrival of the Spaniards in Manila in 1572 and the increase in their numbers because the city was made the capital of the Islands resulted in the shortage of rice, sugar and other foodstuffs. Chinese traders, always sensitive to commercial trends, began importing these items to remedy the shortages.
Meanwhile, sugarcane was planted in large numbers in nearby areas such as Bulacan, Pampanga and Laguna. Sugar was so sought after that in a valley between two mountains in northeastern Pangasinan, the area was devoted to the cultivation of sugarcane. The Visayan islands kept pace with this development. By the middle of the seventeenth century, practically every region of the archipelago had small plantations devoted to sugarcane. Primitive mill for the manufacture of muscovado and molasses numbered by the scores such that one may buy 25 pounds of sugar for one teston (a Spanish silver coin with the sovereign's head on one side and equivalent in value to the English sixpence).
By the middle of the next century, in the 1750's, enough sugar was produced locally to enable the exportation of modest amounts. Prior to that time, the exportation of sugar was prohibited according to an Englishman by the name of Nicolas Norton Nicols. But as there was enough sugar to meet domestic consumption, and as there existed a foreign market for the item, the Philippines started to export sugar to China and other Asian countries by 1755.
After the British occupation of the Islands in 1764, the amount of sugar exports gradually increased. The establishment of the Royal Company of the Philippines in 1785 fomented trade in general and in the following year the company exported 860 arrobas to Spain. Ten times this amount was sent to India and China in 1788. In 1789, it was reported that the Island has exported 40 to 50,000 piculs or from 2000 to 3500 short tons. During the period 1775 to 1779, the Philippines was the largest exporter of sugar in all Asia.
The Port of Manila was gradually opened to ships of all nations starting in 1785 doing away with the monopolistic restrictions spawned by the galleon trade. At the beginning, only Asian goods in Asian ships could be brought in. Four years later, at the petition of the Royal Company, a royal decree legally opened Manila to non-Asian shipping. By 1796, the SS Astrea of Salem docked in Manila whence all restriction had been lifted. This was the start of sugar trade between the Philippines and the United States.
The opening of the Port of Manila during the later part of the 18th century triggered progress in Philippine trade with other foreign countries. Historical records on trading include sugar, hemp, indigo, rum, spices, animal hides, etc. In so far as he sugar industry is concerned this precipitated the growth and further development of the sugar industry. Aside from the raising of indigo, coffee and cotton, sugarcane cultivation received attention of those planters who not only took better care in tilling their fields but also introduced modern methods in the extraction of the sugar from the cane. The foremost of these plantations in the island of Luzon were those of Inigo de Azaola, A Spaniard, M. Vidie, a Frenchman and Domingo Roxas, a Creole located in the environs of Laguna province. These three planters hired the service of a Frenchman named Delaunay who had experience in sugar mills in the French colony of Mauritius to supervise the construction of boilers and sugar mills. The smaller sugarcane farmers in the neighboring provinces of Bulacan, Pampanga and Pangasinan immediately copied the method of the larger haciendas. When Roxas bought the Calatagan estate in 1837 he obtained the services of German Gaston, another French expert to supervise the planting of sugarcane and the construction of a mill in Batangas. The success of the endeavor was fruitfully realized when the Roxas family acquired the Lian and Nasugbu estates further north. A mill established in this area later became known as Central Azucarera de Don Pedro. Gaston emigrated to Panay where he became one of the pioneers of the sugar industry in the Visayan Islands.
Although sugarcane was raised since pre-Spanish times in the Visayan islands after its introduction, it did not become much of an industry until after 1850. There were a score of small plantation in the province of Iloilo and a few in Negros that cultivated the Saccharum officinarum but the output was for regional consumption and anything over a few thousand piculs were sent to Manila for the foreign market. Then came Nicolas Loney, Britanic Majesty's Vice-Consul to Iloilo in 1856 who acted as the catalyst that skyrocketed the sugar industry of the region to unprecedented heights. Through his firm of Loney and Kee Co., he supplied most of the capital for sugarcane growing. He convinced the American house of Russell and Skurgis to open a branch in Iloilo for the purpose of giving crop loans to sugar planters. He imported sugarcane cuttings from Sumatra and brought machinery from England and Scotland which the sugar planters could buy on easy installments. Then he built a stone warehouse in Iloilo later to become an imposing wharf which inhabitants called Muelle Loney in his honor. To transport sugar from Negros, he built at Buenavista in Guimaras Island sailing crafts called Lorchas patterned after Brixham Trawlers of Downshire used for deep-sea fishing in the English channel. The transformation of the swampy ground along the strait between the town and the Island of Guimaras into a wharf were the interisland vessels and even ocean-going ships could lie alongside made Iloilo a port of call and turned it eventually into the business seaport on the archipelago next to Manila. Meanwhile, prices of sugar in the world market kept rising in 1857. He arranged for two British Brigs, the SS Pet and The SS Camilla to call at the Port of Iloilo to load several thousand piculs of his sugar to Melbourne, Australia where the Victoria Sugar Co. was avidly waiting for them. The other British colony, New Zealand, was also a good market for unrefined sugar.
Foreseeing the great future for the sugar industry in the Visayas, Loney decided to develop adjoining Negros Islands as a source of this product by offering the same liberal terms to the few Negrense planters as those he had given the Ilonggo landowners. This started the exodus of Iloilo planters to Negros in 1857, for land values in the formers had increased while in the latter province, virgin areas could be had cheaply. Thus, prominent families from Jaro, Molo and Miegao emigrated to Negros such as Simeon Ledesma to Silay, Lucio Lacson to Minuluan, Cornelio Hilado to the Hacienda Bagacay and Matabang, the Cosculluelas, Perez, Alvarez, Sotamayor and Escanilla families to Guinigaran and Himamaylan. The municipalities of Saravia and Escalante were also opened to the sugar pioneers. The Visayan island produced mainly raw sugar exported to the United States, England and Australian while in Manila, crystal grain sugar was exported to Spain.
Consequently, in Luzon a better class of machinery was used. In 1890, five haciendas had vacuum pans installed in their mills while one refinery was constructed in Malabon. In 1885, the government also acquired a vacuum pan for the San Ramon penal colony where a pilot sugar plant had been built. Almost all of the sugar mills in Negros used European machinery while every other sugar-producing province roughly made vertical mills of wood or stone (wood in the south and stone in the north) as introduced by the Chinese centuries earlier. The outbreak of the Philippine revolution against Spain in 1896 did no affect to any great extent the agricultural products exported by the Philippines. However, the Philippine-American War of 1899-1901 covered a larger theater of conflict and the fighting followed wreaked havoc on the countryside. All of Luzon, Cebu, Panay, Negros and parts of Mindanao were included in the devastation. Sugar production dropped considerably. The sugar industry did not recover from the ill effects of the war until peace and order was restored in 1902 and not until 1913 did it reach the level of its exports during the last years of the Spanish regime.
The development of the Philippine sugar industry prospered and was encouraged during the American occupation of the country by allowing the Philippines to export sugar to the United States under preferential terms.
It will be recalled however, that the U.S. became a market for the Philippine sugar as early as 1796. From 1880 to 1889 sugar exports to the U.S. averaged approximately 200,000 metric tons annually. Then, as now the U.S. has become the country's principal export market.
In 1902, by an act of Congress, the U.S. admitted entry of the Philippine sugar, paying only 75% of the duty or 1.685 cents per pound.
In 1909, the U.S. Congress passed the Payne-Aldrich Tariff Act. This law established a limited free trade arrangements between the U.S. and the Philippines. Under this free trade arrangements, 300,000 tons of sugar can be admitted to the U.S. free of duty.
In 1913, the U.S. Congress enacted the Underwood-Simmons Tariff Law which removed the quantitative limitation on duty-free products of the Philippines entering the U.S.
Under this stimulus, the Philippine sugar industry developed and expanded. Forty seven (47) mills were established before the last world war. Production rose by 502% from 206,000 tons in the 1912-1913 crop year to an all time high of 1,565,405 tons for 1933-1934.
Before the passage of the Jones Costigan Act in 1933, the Continental U.S. imported 1,249,000 tons of Philippine sugar. At about the same time, our domestic consumption needs were barely 90,000 tons. As a result of the restrictive U.S. sugar programs of the late 1930's, imports for the Philippines were cut down to 1,088,000 tons in 1934 and were held at 980,000 tons under the then existing U.S. sugar laws. This remained to be so until the outbreak of World War II.
The Philippine legislature for its part approved the Sugar Limitation Law (Act No. 4166) which limited our sugar production to the then existing quotas – 90,000 short tons for domestic consumption and 980,000 short tons raw value for export to the United States. Executive Order No. 900 provided for the system of allotting these national quotas, on the basis of the production coefficients arrive at after an audit of the industry.
During the last World War II, the sugar industry was destroyed. When the war ended, the Philippine sugar industry started to reconstruct itself. Of the 47 mills existing before the war, only 25 were completely rehabilitated.
Under the Philippine Trade Act of 1946 extended up to 1974 by the Laurel-Langley Agreement, the Philippine basic quota of sugar for export to the U.S. was maintained at 980,000 short tons, raw value or 952,000 short tons commercial weight.
In 1956, when amendments were introduced into the 1948 U.S. Sugar Act, the Philippines did not get any increase. The first break came in 1960. Under several amendments to the U.S. Sugar Act, the Philippines received quota increases in the form of non-quota purchases. In 1962, a basic quota increase of 70,000 short tons plus the right to participate in shortfalls and the global quotas, in a "first-come first-served" basis was given to the Philippines.
The culmination of the long campaign for increased quotas came in 1965 under the 1965 U.S. Sugar Act amendments which provide for the following:
1) A basic quota of 1,050,000 short tons plus 10.86% of any U.S. consumption increase from 9.7 million to 10.4 million tons or a total basic quota of 1,126,000 short tons for the Philippines;
2) 47.22% of the deficits of U.S. domestic producers and other foreign country suppliers which conservatively is estimated to be about 200,000 tons, shall be allotted to the Philippines;
3) The encouragement, if not a requirement that the Philippines maintain in reserve the equivalent of 15% of her U.S. quotas or roughly 180,000 tons;
4) The premium recapture fee and a quarterly system of allocation during the first semester of each calendar year.
After the approval of the U.S. Sugar Act Amendments of 1965, the expansion program of the Philippine sugar industry moved forward rapidly on a scale to ensure fulfillment of Philippine consumption and U.S. import requirements and the necessary reserves even under uncertain weather conditions that have been experienced by the industry so far. Under the expansion program, total mill capacity more than doubled from 76,991 metric tons of cane daily for 24 sugar centrals in crop year 1960-61 to 150,264 tons for 36 sugar centrals in crop year 1971-72. The expansion program yielded its initial results in crop year 1972-73 with the record crop of 2.3 million short tons commercial weight from 37 sugar mills. In 1974-75 crop year, the total yield from 38 sugar mills increased to 2.396 million metric tons sugar. The last of the 42 sugar mills started operating in crop year 1978-79 increasing the total mill capacity to 188,770 tons cane per day.
Under the Sugar Act Amendments of 1971, the Philippines has been given a basic quota of 1,126,020 tons and sets the nation's share of deficit at a level (30.08 per cent) that will give the Philippines a quota of 1,314,020 tons. As of 1973, the Philippines' total quotas and prorations of 1,347,591 shot tons are more than double than that of the Dominican Republic which is the second largest sugar supplier to the U.S. The Philippines continued to have the lion's share of the foreign sugar requirements of the U.S. until the expiration of the U.DS. Sugar Act and the termination of the Laurel-Langley Agreement in 1974. This placed the Philippines in the highly competitive and volatile world free market. The euphoria of the good world prices in 1974-75 was short-lived as prices dropped form a high of U.S. 65 cents per pound in 1975 to only 6 cents per pound in 1977.
In 1977, the country had an oversupply of sugar. With the price down, there were no buyers. While white stocks were deteriorating, new crops were waiting to be harvested. As a consequence, there were no lenders to the sugar industry as traditional bankers cut back on sugar loans to protect their investment. Planters could not pay their loans. Workers could not be paid. The sugar industry was in the verge of collapse. Decisive measures were needed to save the industry.
In July 1977, President Marcos ordered the activation of the Philippine Sugar Commission (PHILSUCOM) to act as policy-formulating body and to oversee and coordinate various industry activities. A few months later, the National Sugar Trading Corporation (NASUTRA) was organized as the country's single buying/trading agency finally forming the ranks of 70 other countries employing the single trading agency concept. And to complete the rationalization of the sugar industry, the Republic Planters Bank came into being in May 1978. It was tasked with the role of providing adequate and timely financing to the sugar industry. These organizations immediately worked to resuscitate the sugar industry. Buyers for Philippine sugar like U.S.S.R., South Korea, China, Japan, Malaysia, and Sri Lanka, among others were found. Within six months, warehouses were decongested with the shipment of over one million tons of sugar.
With the lessons of the 1975-77 sugar crisis in mind, the PHILSUCOM established a protective pricing policy to minimize the impact of wildly fluctuating world sugar prices. The Philippines entered into a four-year long terms contracts to sell 50 per cent of our export sugar at an average of U.S. 23.5 cents per pound when prevailing world prices were then above 30 cents per pound. The objective is to assure producers of a reasonable return in investment by partially insulating them from wild world market price fluctuations while allowing for flexibility to take advantage of occasionally high world prices.
These long-term contracts assured the country a steady source of foreign exchange earnings ranging from 4.72 to 16.31% of the country's total export earnings and the producers a remunerative price even as sugar producers in other countries without the benefit of long-term contacts suffered financially. This future contract did not benefit majority of the sugar planters.
During the interregnum while the long-term contracts were operating, producers realized that (a) prices in the world market was not at all improving, (b) our quota to the U.S. under the quota system was limited to 342,900 short tons raw value, (c) in the U.S. alone, sugar displacement estimates due to high fructose corn syrup usage from 500,000 to 600,000 tons on an annual basis and (d) domestic sugar prices are starting to go down.
At this point, some sectors in the sugar industry started agitation for free enterprise and through vigorous demonstrations led by the New Alliance of Sugar Producers, Presidential Decree No. 1905 was issued February 1984 placing the sugar trading under free enterprise.
In August 31, 1984 through the representation of some producers, the postponement of the effectivity of free trading was granted under P.D. 1918.
Subsequently, through the representation of the Philippine Sugar Association, export sugar trading was returned to NASUTRA by virtue of P.D. 1939 (June 29, 1984)
In the meantime, world sugar prices kept going down even below 2.7 cents per pound equivalent to around P 72 per picul at the current rate of exchange. The situation has been aggravated by the credit restrictions of the Central Bank which adversely affected crop loan financing and the carrying cost of sugar inventories.
In February 21, 1985, President Marcos issued P.D. 1971, revitalizing the Philippine Sugar Industry and reorganizing the Philippine Sugar Commission. In furtherance of the purposes and objectives of this decree, the Commission shall cause the conversion of the National Sugar Trading Corporation (NASUTRA) into a private corporation to be called the Philippine Sugar Marketing Corporation (PHILSUMA) not later than December 31, 1985. By virtue of P.D. 1984 (August 31, 1985), PHILSUMA which will be the sole marketing agency for exporting sugar will be owned 100% by the sugar producers in proportion to their actual production.
While PHILSUCOM was at the height of rationalizing the sugar industry pursuant to P.D. 1971, a political revolution broke out from February 22 to 25, 1986. On February 27, 1986, Mr. Fred J. Elizalde was appointed by the revolutionary government as Officer-in-Charge of the institutions that will regulate the sugar industry. A sugar advisory council consisting of 42 sugar industry leaders from all over the country was constituted and was instructed by the President to lay out the plans for the interest of the sugar industry. On May 28, 1986, President Corazon C. Aquino through Executive Order No. 18, created a Sugar Regulatory Administration (SRA). The objectives assigned this Office are as follows:
1) To institute an orderly system in sugarcane production for the stable, sufficient and balanced production of sugar for local consumption, exportation and strategic reserve;
2) To establish and maintain such balanced relation between production and requirement of sugar and such marketing conditions as will insure stabilized prices at a level reasonably profitable to producer and fair to consumers;
3) To promote the effective merchandising of sugar and its products in the domestic and foreign markets so that those engaged in the sugar industry will be placed on a basis of economic viability;
4) To undertake such relevant studies as may be needed in the formulation of policies and in the planning and implementation of action programs required in attaining the purposes and objectives set forth under Executive Order No. 18.
The first members of the Board of the Sugar Regulatory Administration for the term 1986 to 1989 were:
Atty. Arsenio B. Yulo, Jr. - Chairman
Mr. Carlos Ledesma - Member
Mr. Bibiano Sabino - Member
Immediately after assumption to office, these officials promulgated the following policy guidelines:
1) Sanctity of the quedan – No sugar shall be withdrawn from any warehouse without a quedan.
2) Free enterprise system – Any sugar producer can sell his/her sugar to anybody at any time subject only to government regulations.
3) Quota allocation – Production quotas attached to the land shall be assigned on the basis of national target production.
4) Research and development – Efforts towards research and delivery of extension services shall be revitalized. The utilization of sugar and sugar by-products shall be given more emphasis.
5) Social concerns – The alleviation of the living conditions of producers and sugarcane workers in their respective communities shall be the concern of SRA.
6) Rationalization of production capabilities – Efficient utilization of mills with respect to their milling capacities shall be critically evaluated.
7) Enhancement of domestic market – Efforts towards increasing local market demand is envisaged through the establishment of a more efficient sugar distribution network, campaign for more direct uses of sugar, massive information dissemination on the use of sugar and a more effective transport system.
8) Payment of proceeds of the 1984-85 crop which was not paid by the defunct National Sugar Trading Corporation (NASUTRA).
9) Sale of the Republic Planters Bank.
10)Development of export market, especially the United States.
In June 1989, the terms of the two board member expired. They were replaced accordingly.
For the term 1989 to 1992, the Board members were:
Mr. Jose Ma. T. Zabaleta - Member
Atty. Rodolfo A. Gamboa - Member
Executive Order No. 631 dated July 9, 2007 declared SRA as a Government Owned and Controlled Corporation (GOCC). The Administrative Code of 1987 provides that SRA is an attached unit of the Department of Agriculture but shall continue to operate and function in accordance with its charter. Furthermore, it provides that the Secretary of the Department of Agriculture shall serve as Chairman of the governing board of SRA. Upon the promulgation of the Administrative Code of 1987, Atty. Arsenio B. Yulo, Jr. who was discharging the duties as Chairman of the Sugar Board and SRA Administrator then served as the Administrator of SRA under the Chairmanship of Secretary Senen C. Bacani. On February 8, 1992, Administrator Yulo resigned and he was replaced by Atty. Rodolfo A. Gamboa. The position of Board member representing the planters was given to Atty. Vicente Oliva, who served the unexpired term of Atty. Gamboa.
Board MemberRoland B. Beltran (Miller's Sector) AdministratorHermenegildo R. Serafica Board MemberEmilio Bernardino L. Yulo (Planter's Sector)
The current Administrator of SRA is Hermenegildo R. Serafica concurrently sits in the Sugar Board with board members , Emilio Bernardino L. Yulo representing the planters' sector and Roland B. Beltran, representing the millers' sector, under the chairmanship of the Department of Agriculture Secretary, Emmanuel F. Piñol.
A chronology of laws and statutes which charted the significant events of the sugar industry is presented here under.
The Philippine sugar industry has sailed through rough and better times. During adverse circumstances, the industry has always been victorious. In these critical times, one note of optimism pervading the industry is that "when one reaches the bottom, there is no other way but up
SUGAR BOARD
WILLIAM D. DAR, Ph.D.
osec.da@gmail.com
ENGR. HERMENEGILDO R. SERAFICA
SRA Administrator
srahead@sra.gov.ph
(632) 3455-3376 / (632) 3455-2135 / (632) 8929-3633
ATTY. ROLAND B. BELTRAN
Board Member (Miller's Sector)
brd_mill@sra.gov.ph
ATTY. EMILIO BERNARDINO L. YULO
Board Member (Planter's Sector)
brd_plnt@sra.gov.ph
OFFICE OF THE DEPUTY ADMINISTRATOR FOR ADMINISTRATION AND FINANCE
NAME POSITION/DESIGNATION EMAIL CONTACT NUMBER
Atty. Brando D. Noroña
Office of the Deputy Administrator for Administration & Finance sra.depadm.afd@gmail.com (632)8929-7187
(Luzon and Mindanao Area)
Josephino M. Agosto, CPA Department Manager III, Administrative & Finance Department (Luzon & Mindanao Area) sra.mngr.afd.luz@gmail.com / agosto_noi@yahoo.com (632)8926-6471/(632)3455-7656
Narciso R. Cabalquinto, Jr OIC – General Administrative Division (Luzon & Mindanao Area) hrd_gsd@sra.gov.ph (632)3455-3524
Erlinda J. Abacan, CPA Chief Accountant, Accounting Division (Luzon & Mindanao Area) acctg@sra.gov.ph (632)3455-2336
Theresa G. Ricafort, CPA OIC – Budget & Treasury Division (Luzon & Mindanao Area) budgettreasury@sra.gov.ph (632)8236-0009
(Visayas Area)
Rosario F. Motus
OIC – Administrative & Finance Department (Visayas Area) sra.mngr.afd.vis@gmail.com / afd_vis@sra.gov.ph (6334)435-3557
OIC-General Administrative Division (Visayas Area) admin_vis@sra.gov.ph (6334)435-3557
Engr. Dorothy b. Rodgrigo OIC – Finance Division (Visayas Area) Property/Procurement/Bldg. & Transport Maintenance Section in concurrent capacity finance_vis@sra.gov.ph (6334)435-3759
OFFICE OF THE DEPUTY ADMINISTRATOR FOR RESEARCH, DEVELOPMENT AND EXTENSION
Atty. Ignacio S. Santillana
Office of the Deputy Administrator for Research, Development & Extension Department (Luzon & Mindanao) srardedeputy@gmail.com
Marietta Dina Padilla-Fernandez, Ph.D.
OIC, Research, Development & Extension Department (Luzon & Mindanao) sra.mngr.rde.luz@gmail.com / dina_padilla_fernandez@yahoo.com (632)8236-0001
Adel Catuira OIC, Extension & Technical Services Division (Luzon & Mindanao) extn_off@sra.gov.ph / adel2010catuira@yahoo.com (632)8929-6135
Engr. Laverne C. Olalia OIC – Research & Laboratory Division (LAREC) larec@sra.gov.ph (6345)970-0795
Ma. Lourdes I. Dormido OIC – Research, Development & Extension Department (Visayas Area) sra.mngr.rde.vis@gmail.com / (6334)433-6887
Helen B. Lobaton OIC – Extension & Technical Services Division (Visayas Area) extn_vis@sra.gov.ph (6334)433-6887
Ma. Lourdes C. Almodiente OIC- Chief Science Research Specialist, Research & Laboratory Division (LGAREC) lab_lgarec@sra.gov.ph (6334)735-0141
OFFICE OF THE DEPUTY ADMINISTRATOR FOR REGULATIONS
Atty. Guillermo C. Tejida, III Office of the Deputy Administrator for Regulations da.regulationdepartment@gmail.com (632)8926-4493/ (632)8929-9223
Luisito C. Malagkit OIC – Department Manager III, Regulation Department (Luzon & Mindanao Area) sra.mngr.rd.luz@gmail.com / lcm_0419@yahoo.com (632)8926-4493/ (632)8929-9223
Chief Sugar Production & Regulation Officer, Sugar Transaction Division (Luzon & Mindanao Area) sug_transact@sra.gov.ph (632)3455-7592/ (632)8926-4493
Rondell Ray D. Manjarres OIC – Chief Sugar Production & Regulation Officer, Licensing & Monitoring Division (Luzon & Mindanao Area) sug_monitor@sra.gov.ph (632)3455-8340
Ma. Natalia R. Tasis OIC – Sugar Regulation & Enforcement Division (Luzon & Mindanao Area) sred@sra.gov.ph (632)3455-0793
Wilfredo R. Monares Department Manager III, Regulation Department (Visayas Area) sra.mngr.rd.vis@gmail.com / rd_vis@sra.gov.ph (6334)434-1470
Wilfredo R. Monares OIC – Licensing & Monitoring Division (Visayas Area) rdmonitor _vis@sra.gov.ph (6334)434-1470
Jose Wilson V. Lamig OIC – Sugar Regulation & Enforcement Division (Visayas Area) sred_vis@sra.gov.ph (6334)434-1470
Jay Andrew T. Adrias OIC, Department Manager III, Internal Audit Department iad_mgr@sra.gov.ph/ (632)8929-6131
Atty. Guillermo C. Tejida, III Department Manager III, Legal Department legal@sra.gov.ph/ legal_vis@sra.gov.ph/ (632)8236-0063/ (6334)435-3759
PLANNING, POLICY AND SPECIAL PROJECTS DEPARTMENT
Engr. Rosemarie S. Gumera Department Manager III, Planning, Policy & Special Projects Department ppspdsra@gmail.com / ppspdsra@sra.gov.ph (632)8929-6137/ (632)3455-0446
Planning Policy and Programming Division (632)3455-4521
Digna D. Gonzales OIC, Special Projects, Project Development, Evaluation and Monitoring Division diargie@yahoo.com (632)3455-0446
Arsenio B Yulo
June 2, 1986 – February 6, 1992 Rodolfo A. Gamboa
February 7, 1992 – January 26, 1996 Rolleo L. Ignacio
January 29, 1996 – August 11, 1996 Wilson P. Gamboa
Aug. 12, 1996 – Nov. 30, 1997
Michael K. Suarez
December 30, 1997 – June 30, 1998 Nicolas A. Alonso
July 6, 1998 – March 4, 2001 James C. Ledesma
March 5, 2001 – August 31, 2007 Rafael L. Coscolluela
Sept. 1, 2007 – March 2, 2010
Bernardo C. Trebol
March 5, 2010 – July 31, 2010 Ma. Regina Bautista-Martin
August 17, 2010 – Nov 20, 2016 Anna Rosario V. Paner
November 21, 2016 – Sept 20, 2017
Hermenegildo R. Serafica
September 25, 2017 – Present


text:
The Game Of Crumble
Notation (Advanced)
Make Your Own Pieces
Online Versions
Playful Variants
If You Want To Market Crumble
2 Taking A Turn
3 Splitting
4 Joining
5 Terse Rules
6 Verbose Rules
Crumble is a two player game, where the first player controls the black pieces and the second player controls the white pieces. The game board is always entirely filled with pieces. The starting position looks like this:
No, it's not an empty chess board. Each of those black and white squares is a distinct piece, independent of all the others. When you take your turn, you'll be taking one or more of those squares, and doing something to it that affects the layout of the position. Here's an example of what the board might look like after Black's first move:
As you can see, the game doesn't look like a chess board for very long. After a few moves, the configuration of black and white pieces will have changed considerably.
In fact, it is just this configuration of color that determines the winner of the game. In fig 2 above, never mind for the moment how Black made that move; just notice that there are now two clusters of pieces that are different from the rest - Black has a cluster of four neighboring pieces, and White has a cluster of three:
The four black pieces in that central cluster all have something in common - they don't just neighbor each other on the single point of a corner, the way all the other black pieces do; they touch each other along an edge. The three white pieces have their own central cluster that also touch along their edges, unlike the other white pieces on the board.
The way that any given piece borders another is very important in crumble; in fact those relationships determine all the strategic and tactical ideas that affect the game.
If Black could somehow extend that central cluster, for example, adding more pieces to it that neighbored each other along an edge instead of just a corner, then ultimately Black might end up with a cluster long enough to touch all four sides of the game board, like this:
If that happens, Black wins the game. Likewise, from fig. 3, if White could extend it's own central cluster, adding more pieces that neighbored each other along an edge instead of just a corner, then White's cluster might end up touching all four sides of the board, and White would win the game:
It should be clear that only White or Black can have a single cluster of pieces touching all four sides of the board like this. It's impossible to construct a position in which both players have clusters touching all four sides of the board. In that regard it's fitting that obtaining such a cluster would win the game for the player who achieved it. Regardless of any of the other rules of crumble, it's obvious that any progress by one player towards that goal, must include a corresponding setback for the other player in achieving the same goal. This is the fundamental battle that rages throughout the entire game.
Aside from being the instrument of winning the game, there's another way that clusters of pieces neighboring each other's edges can exert strength. They can surround opposing pieces in order to capture them.
In fig. 6, Black has a cluster of pieces that border each other along an edge instead of just a corner. That cluster forms a ring around a white piece. Whenever that happens, the surrounded pieces become the color of the surrounding pieces.
You can capture more than once piece at a time. In fact, the surrounding ring can be as big as you like, and it captures all the pieces within it:
In fig. 8, the black ring captures 3 white pieces. There's no limit to how many pieces may be captured at once this way.
On the other hand, the ring of neighboring pieces has to be a real ring; it can't just come up against the side of the board and pretend to continue out beyond it.
In fig. 9, the white pieces don't really surround that black piece, so the black piece isn't captured. What this amounts to strategically is that the sides of the game board offer a measure of protection against capture. That's a strategic strength that pieces along the sides have, that pieces in the middle don't. A piece on the edge can stand completely alone; pieces in the middle can't.
As you can see from the above examples, these clusters of pieces that neighbor each other along their edges can be very strong. When properly placed they can capture the opponent's pieces or even win the game.
What are the rules governing the way each player can affect the position on their turn? How are these clusters of pieces formed and controlled?
In the following pages, all the powers granted to you on your turn will be explained; and we begin by describing the simple form that every single turn of the game must take.
Taking A Turn
Black always plays first; and thereafter the players alternate until one player achieves the winning condition, or resigns, or forces a draw, or both players agree to a draw without it being forced. Drawn games in crumble are relatively rare because the game resists any sort of balance.
Every turn of the game takes the following form:
You must start off with either a split or a join.
After your split or join, you have the option to also do a swap.
And that's it. We'll explain what splits, joins, and swaps are in a moment, but the main thing to remember is that at the very start of each of your turns, you have to either split some pieces or join some pieces. It's not optional, no matter how much you wish it were. From a tactical standpoint, it would be very useful to be able to skip this first phase of the turn; and that's precisely why you're not allowed to. The obligation to play a split or a join at the start of each turn is what keeps the game sharp.
Then after that, if you choose, you can do a swap. Swapping, as we'll see shortly, is the only way to change the configuration of color on the board. So while you don't technically have to do a swap on your turn, you literally can't win without it. Also, swapping is the primary way to gain territory, so if you don't do it, you run the risk of giving your opponent too much control over the board.
All of this will make sense momentarily. The main thing to remember, however, is that you have no choice but to do either a split or a join as the first part of your turn; and then at your discretion you may also choose to do a swap. Every turn has that same rigid format, and it allows a tremendous diversity of change to take place on the game board.
Splitting
The vast majority of turns in crumble start with a split, so that's what we cover first.
You can only split your own pieces. If you're playing Black, that means you can only ever split the black pieces. If you're playing White, you can only split the white pieces.
A single piece may be split by replacing it with two equal halves. A square can be split by replacing it with two equal rectangles, and a rectangle can be split by replacing it with two squares. The replacement pieces have to fit exactly in the space occupied by the piece they're replacing. So from the starting position, we can examine the first phase of Black's first move, as shown in fig. 2 above.
But the ability to split pieces would be too pedestrian if it were limited to just that. Depending on your own careful planning, and on the opportunities given to you by your opponent, the ability to split can become a much more powerful and aggressive weapon.
The official rule for splitting is this:
On the first phase of your turn, you may split as many of your own pieces at once as you like, so long as you meet the following conditions:
Each square is replaced with two equal rectangles, and each rectangle is replaced with two equal squares
The dividing line used to split any one of your pieces must be collinear with the dividing line used to split all the rest
The dividing line must not pass through any of your opponent's pieces, but it may run along the existing edges between any two pieces
How does this play out in a real position? In the following position, White might make a split this way:
In fig. 11, White is able to split three pieces at once, because the dividing line is straight, it only passes through White's own pieces, and each split piece goes from either a square to two equal rectangles, or a rectangle to two squares.
Or from the same position, White could do this instead:
In fig. 12, White is able to split two pieces because the dividing line is straight, it only passes through White's own pieces or along the existing edges of other pieces, and each split piece goes from either a square to two equal rectangles, or a rectangle to two equal squares.
Now, just because you can split lots of pieces up on the same turn, doesn't make it a good idea in all cases. Each split piece will have a new relationship with its surrounding neighbors; and that new relationship will have to be assessed on a case-by-case basis. In some cases the split pieces will be more aggressive; in some cases more defensive; and in other cases, more vulnerable to your opponent's own attack.
We've already examined some of the ways in which pieces can work together to be strong; to understand how they can also be weak you have to consider swapping. But before we come to that, we have to consider the join, which is the other option available at the start of your turn.
Joining is much less common than splitting; in fact in the starting position there are no joins available at all. You could play many games of crumble and never see a join. Likewise, you could play many games of chess and never promote a pawn. Still, the idea of pawn promotion is a very powerful strategic idea in chess, and joining is the same in crumble. You might not see it very often, but when you do, watch out!
Joining is not quite the opposite of splitting, but it's close. In splitting, one piece becomes two, or many pieces each become two. In joining, two pieces become one, or many pieces all become one. Unlike splitting, which can start with many pieces and end with many pieces, joining can start with many pieces but always ends with just one single piece. The official rule for joining is this
On your turn, you may join any number of your own pieces together to form one single piece, so long as the following conditions are met:
Taken as a group, the pieces you intend to join must have an outline that is either a square, or a rectangle that is exactly twice as long as it is wide
You may never replace one group of pieces with anything more than a single piece
You may only select a single group of pieces to join on your turn
Terse Rules
Crumble is a two-player game.
Each piece is either black or white
One person plays the black pieces, the other plays the white pieces
Each piece is either a perfect square, or a rectangle with a 1:2 ratio of length to width
There are no restrictions on piece sizes; but the dynamics of play prevent certain sizes from being created
The starting position is a 6x6 checkerboard pattern, oriented with black pieces at the upper left and lower right
The person playing the black pieces makes the first move
Players alternate turns
Types of neighbors
Two pieces are 'weak neighbors' if:
They are the same color as each other
The point of a single corner of one piece touches the point of a single corner of the other
There is no length of any side of one of the pieces that touches a length of any side of the other
Two pieces are 'strong neighbors' if:
There is a length of a side of one of the pieces, more than the single point of a corner, that touches a length of a side of the other, more than the single point of a corner
If the point of one single corner of one piece touches the point of a single corner of the other piece, there is not another single point of a corner of either piece that touches the single point of another corner on the other
Two pieces are 'pathway neighbors' if:
The points of two corners of one piece touch the points of two corners of the other piece
Two pieces are 'symmetric neighbors' if:
There is a length of a side of one of the pieces, more than the single point of a corner, that touches a length of a side of the other piece, more than the single point of a corner
The midpoint of that touching length of side, is also the midpoint of the full side of each piece
Verbose Rules


Shooting charity event raises £11K for air ambulance.
The event was organised by Northamptonshire based Hellidon Shooting Association and held at Shuckburgh country estate, the family home of its chairman, James Shuckburgh.
The main shooting event, a 200-bird team flush, saw 34 teams of four battling for the honours. There were also several other stands where people could try clay pigeon shooting.
The eventual winners 'Have it', captained by Eddie Bennett, were awarded the Silver Grouse trophy.
Some 470 guests attended the black tie dinner, where the main prize in the grand draw was a 4×4 all-terrain quad bike, worth £4,500.
"The event was a tremendous success and I would like to thank everyone who helped with sponsorship," said James Shuckburgh.
Do you think shooting charity events are fully appreciated?


text:
Immunization Science
Impact of Influenza Vaccination in the Elderly
Effectiveness of influenza vaccine in the community-dwelling elderly. Nichol K, Nordin JD, Nelson DB, et al. NEJM 2007; 357: 1373-81.
Explanatory note: Influenza is a major cause of illness, hospitalizations and death in the elderly. In the US, about 40,000 excess deaths/year are attributed to influenza—largely among the elderly. Many studies have demonstrated that the inactivated vaccine protects against laboratory-confirmed influenza. However, because of the variability of annual outbreaks of influenza it has been difficult to make reliable estimates of the benefits of immunization in this group.
How effective is inactivated influenza vaccine at protecting seniors from hospitalizations for pneumonia or influenza-like illness and from death from all causes?
The investigators combined the data from multiple HMOs over a period of ten years, looking at 713,872 person-seasons for members of the plans who were older than 64 years and who were not institutionalized. They determined vaccinated and unvaccinated members and any pre-existing medical conditions. Outcomes of the study were hospitalization for pneumonia or influenza and death from any cause during the influenza seasons. Influenza seasons were defined as the CDC-defined regional periods (plus two weeks) of influenza activity. They looked at the results among many subgroups of individuals.
The influenza vaccinated persons were older and had more medical conditions than unvaccinated persons. Influenza vaccination was associated with statistically significant reductions in hospitalizations for pneumonia or influenza as well as fewer deaths from any cause during influenza seasons. However, there was no difference in hospitalizations between the vaccinated and unvaccinated groups during the summer (non influenza) seasons.
There was variability in influenza activity season to season. The impact of vaccination was less in seasons when the influenza strains in the vaccine did not match well with the types of influenza circulating in the community. All sub-groupings that they examined demonstrated reduced morbidity and mortality among the vaccinated seniors, even if they assumed a large unrecognized confounding factor.
The relevance/bottom line
Influenza related hospitalizations and deaths among the elderly are reduced during influenza seasons by immunization with inactivated influenza vaccine.
NNii's comment
Inactivated influenza vaccine reduces illness and deaths among the most vulnerable population, the elderly. Although confounding factors could have had an impact on the findings, they are unlikely to have influenced the results appreciably.
Adult Immunizations (1)
Asthma and Vaccines (3)
Diabetes and Vaccines (1)
Haemophilus influenzae type b (Hib) Vaccine (2)
Hepatitis A Vaccine (2)
Hepatitis B Vaccine (4)
Influenza Vaccines (10)
Measles-Containing Vaccines (6)
Meningococcal Vaccine (1)
Mercury in Vaccines (13)
MMR and Autism (3)
Pertussis (Whooping Cough)-Containing Vaccines (4)
Pneumococcal Vaccine (10)
Polio Vaccines (1)
Rotavirus Vaccines (2)
Vaccine Misinformation (4)
Vaccines for Travelers (1)
Varicella (Chickenpox) Vaccine (9)
Barriers for Influenza Vaccination
Effectiveness of Inactivated Influenza Vaccine
Effectiveness of Influenza Vaccine in Older People
Efficacy of Injectable and Intranasal Influenza Vaccines
Influenza Vaccination and High-Risk Medical Conditions
Influenza Vaccination and Mortality in the Elderly
Influenza Vaccination During Pregnancy
Influenza Vaccine During Pregnancy and Infant Hospitalizations
Safety of the Intranasal Influenza Vaccine


Griffith's Snowberry is a stout shrub, 0.5-3 m tall. Tiny greenish white flowers are borne in many flowered clusters, 2-6 cm. Bracts are ovate to orbicular-ovate, 2-7 mm. Flowers are white, light pink, or pale green, 5-7 mm, broadly bell-shaped, hairless, petals very short, curled back. Flower-stalks are 3-9 mm, bracteoles 2, ovate, 1.5-3 mm. Sepals are triangular-ovate, 1.5-3 mm, tip blunt to pointed. Leaves are scattered, carried on 5-10 mm long hairless stalks. Leaves are oblong, elliptic, or lanceshaped-oblong, 6-17 x 2-6 cm, thickly leathery, abaxially densely punctate, hairless above, veins 3 or 4 pairs, fine veins raised on both surfaces, base broadly wedge-shaped to somewhat heart-shaped, margin closely toothed, tip long-pointed, often falling off. Fruit is a black berry, 4-6 mm in diameter, with blunt sepals. Griffith's Snowberry is found in the Eastern Himalayas, from E. Nepal to Arunachal Pradesh and Myanmar, at altitudes of 2100-3000 m. Flowering: April-June.


Rabbit anti MEK 3 (pSer189) antibody recognizes MAPK/ERK kinase 3 (MEK 3), also known as dual specificity mitogen-activated protein kinase kinase 3, MAP kinase kinase 3 (MAPKK 3) and stress-activated protein kinase kinase 2, when phosphorylated at serine 189.
MEK 3 is a dual specificity protein kinase and a member of the MAP kinase family. MEK 3 plays a key role in the MAP kinase signaling pathway. MEK 3 is activated by phosphorylation at serine 189 (Zanke et al. 1996) leading to phosphorylation on downstream targets including p38 MAPK.
Antiserum to MEK 3 (pSer189) was raised by repeated immunization of rabbits with highly purified antigen. Purified IgG was prepared from whole serum by affinity chromatography.
Zanke, B.W. et al. (1996) Mammalian mitogen-activated protein kinase pathways are regulated through formation of specific kinase-activator complexes.
J Biol Chem. 271 (47): 29876-81.


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Belle Silveira, também conhecida como Belle Silveira Gorski e Belle Silveira Bradford, (1877–1930) foi uma artista americana. O seu trabalho está incluído nas colecções do Museu Smithsoniano de Arte Americana, do Metropolitan Museum of Art, do Art Institute of Chicago e da Galeria Nacional de Arte de Washington.

Mortos em 1930
Nascidos em 1877
Artistas dos Estados Unidos

redpajama_set_name: RedPajamaWikipedia


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The Automated State
Editors: Janina Boughey; Katie Miller
Publisher: The Federation Press (Australia)
Filed Under: Administrative Law & Regulatory Practice; LAW; Public
Implications, Challenges and Opportunities for Public Law
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The Automated State quantity
Australian governments are using technology to assist in the administration of the law and delivery of services to the community in a range of contexts, including tax, social security, immigration, health and national security. Use of automation by Australian governments has a mixed record of success. It allows governments to administer complex laws and deliver services more efficiently and accurately than humans could. However, recent experiences such as 'Robodebt' have highlighted that automation carries risks – for governments and citizens.
This book explores the implications, challenges and opportunities that automating government functions presents for our system of public law. It asks whether the laws and institutions we have in place to ensure accountability and transparency in government are fit for purpose in an age of automation. The book brings together judges, senior public servants, practitioners, and law and technology academics to interrogate these issues and find solutions that are workable from legal, technology and policy perspectives.
For readers new to the field, the book provides an entry point, including explainers on technology concepts commonly found in government automation. For readers familiar with developments in government automation, the book provides an opportunity to move beyond asking questions to exploring how elements of the public law system – both those that are familiar, as well as those less studied – can be adapted to preserve accountability and transparency in the digital age.
Janina Boughey, Katie Miller
The Federation Press (Australia)
Guide to the Law and Practice of Anti-SLAPP Proceedings
By David A. Potts and Erin Stoik
Public Law at the McLachlin Court
The First Decade
Edited by David A. Wright and Adam M. Dodek
Context and Critique
By Michael Head
Public Law and Statutory Interpretation
Principles and Practice
By Lisa Burton Crawford, Janina Boughey, Melissa Castan and Maria O'Sullivan
Everyday Law
By Stella Tarakson
The Brennan Legacy
Blowing the winds of legal orthodoxy
Edited by Robin Creyke and Patrick Keyzer
Interpreting Executive Power
Edited by Janina Boughey and Lisa Burton Crawford
Justice in Tribunals
By J R S Forbes
Administrative Justice and Its Availability
Edited by Debra Mortimer
Public Law and Statutory Interpretation: Principles and Practice 2/e
By Janina Boughey, Lisa Burton Crawford, Maria O'Sullivan and Melissa Castan


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Ducks Gameday: This Wasn't Supposed To Happen (or: Jets Fans Still Salty)
How do we get this corrected?
By Jer Jer Jer Apr 9, 2016, 10:33am PDT
Share All sharing options for: Ducks Gameday: This Wasn't Supposed To Happen (or: Jets Fans Still Salty)
Marianne Helm/Getty Images
Today the Ducks play some snow-locked non-playoff team that none really cares about. I assumed that meant were playing Winnipeg, but I guess it's actually Colorado?
Let's talk about the Jets anyway.
As you may recall, last year after Winnipeg Jets failed to win a single playoff game (as expected by all reasonable people, but hilariously not by Jets fans), I wrote a very objective an unbiased recap of their 2014-15 season. This rubbed delusional Jets the wrong way, and through all of their salt in the months that followed they tried their hardest to fight back on twitter but only served to prove my point about what petulant children they are. In fact, I found out earlier this week that one such fan has been regularly tweeting up until present time even after he was informed I muted him more than six months ago. These people aren't the brightest, and I guess with nothing else to do in that shithole, why not just virtually yell at clouds for almost a year?
Anyway, I wanted to check in on another Jets fan, upset from last year. After my Yahoo Eulogy was posted, this fan's best retaliation was to find me on Facebook and send me... memes.
Such as this very clever image macro...
Or this one, where he doesn't realize he called himself and othr Jets fans "jackasses" (hint: the dog whisperer speaks to dogs, he isn't actually a dog himself):
This went on for 10 minutes until he actually decided to try to talk to me...
Because Facebook does this thing with messages from people you aren't friends with or haven't accepted messages in the past where it hides them in a filtered spam-like folder, I didn't see this for a few months. But I did eventually respond..
To prove he was still as delusional as ever, this culminated in this exchange...
As you can see, not a smart guy.
I didn't hear from Randy again after that August exchange, so I reached out to him this week after I noticed some errors on the NHL website...
Randy has not replied.
I'm a little sympathetic to kids like Randy, young idealists stuck in Manitoban hellscape with nothing to do with his life but watch a soul-crushingly bad team... sure, he's immature now, but maybe when he grows up---
Wait, what's this?
Jesus Christ, you fucking dinosaur, get a god damn life.
Anaheim Ducks @ Colorado Avalanche
Saturday, Apr 9, 2016, 2:30 PM PDT
Pepsi Center - Denver, CO
Ducks tank in the playoffs.


this is what i returned from UT with. from escaping parties to epic sunny park days, we got it all covered. there were a few injuries, but a really great trip in the end.
back yard set up sickness!
thats my jam, turn it up!


Should VMS Video Storage Be Defragmented?
Windows Vista/7/8 defrags disks automagically every week by default.
Should this be turned off on video storage drives for the purpose of avoiding IO contention and gaps in stored video during said IO heavy defragmentation process?
Steven, you are so right! We have developed our own file system for AxxonNext to prevent defragmation. We record sector by sector, track by track to the disk like to the tape. It increases not only performance, but also hard disk's lifecycle.
The built-in defragmenter isn't very aggressive at defragmenting, particularly large files, which most VMS will use. Fragments aren't inherently bad, particularly in large files. If your VMS makes 200MB files, and they are all in 2 fragments, that's not bad.
If you see issues with the performance, then try turning it off. Or on.
In order to help the OS, file system, and defragger do their jobs, try to keep at least 10%, preferably 15% of the disk as free space. You'll get a lot less fragments.
It would seem like a good idea, Steven... problem is then, your DVR/NVR/VMS software would have to write directly to the disk rather than the file system - in essence, you'd almost have to create your own custom file system (vs. NTFS, FAT32, ext3/ext4, and so on). Then you'd have to format your video drives using that FS, which would make them inaccessible to any OS that doesn't support your FS, meaning it would be nearly impossible to backup or retrieve video on another machine without that FS support.
I believe some standalone DVRs do something like this, but they're either running a proprietary embedded OS, or some form of Linux, which to my understanding is a LOT easier to add a custom FS to than is Windows.
In the case of the Capture software, it's Windows based, so it works on any Windows-supported FS... instead of writing small video files as it went though, it simply created its "bank" files during initial setup, and then migrated the video data in and out of those. As with anything, there were advantages and disadvantages to the concept (like, there was no way to access the video directly on the disk).
Is there not a way to prevent any hard drive fragmentation? Like Matt Ion says that storage is pre-allocated in blocks. I have seen this before aswell and it seems to make sense. I suggest that all video steams be wriiten contigous to each track on hard drive. There would be not be multiple folders for each camera, but each video stream written to that track on the disk in one continous file. In the stream of each camera there would be metadata to identify it etc. There would be no trying to use any free space to write video data like windows does. So when track one is full, irt moves to track two, three, etc. Thene when hard drive is full it starts by deleting and track one and writing to it again in same manner.
Besides the above, I'd say it depends on how the VMS handles storage as well. I remember the old Capture DVRs we worked with, when you set them up, would pre-allocate its storage space in "block" files on the drive, and put the video in there... so it was never reading, writing, and deleting files directly on the file system. Something like this would never need to be defragged.
That aside, I don't think I've ever had to defrag a Vigil's data drives, and never found it to be an issue. The disk map is solid red on these things, too.
My experience is : as hard disk head already got issue to perform correct read / write task in a normal Windows system (with 10,12, 16 cameras , with often only 7200 Tpm disks not using Raid controlers. If we have to defrag it, it will kill performances like when disk parity launchs rebuild when a raid5/6/50 crash, while it tries to keep on writting. It will also bring latencies and shorten disk Mtbf (heat's up). It does only work for demo on a labtop to boost recording and multiple camera synchronization and you generallly stop on recording while you defrag.


Your Sitebeat plan includes an email hosting service that allows you to create Email Accounts for your domain. You will need to access the Hosting Manager to do this.
Hover your mouse pointer over the [+] Icon at the upper right-hand section of the page and click Control Panel.
You will now be routed to your Hosting Manager.
On the Home page, click on Email or the [v] Arrow-down Symbol beside it.
Click on the Accounts icon.
Enter the e-mail address in the Email field.
Enter a Password in the field provided and re-type the Password in the next field.
Review the Mailbox Quota. The mailbox size limit has been pre-set to 2000 MB; edit this to reduce or increase the limit.
Or, you can select Unlimited to allow the Email Account to use the maximum hosting space allocated for its service.
Your new Email Account will appear under the Email Accounts list below.
Under the ACTIONS column, click on the Key Icon to change your Password, the [↔] Icon to change your Mailbox Quota, the Trash Icon to Delete the Email Account, and the [▼] Icon to Access Webmail or Set Up Mail Client.
Note: The number of Email Accounts you can create for your Sitebeat will depend on the Sitebeat plan that you have. If you've reached the limit for your plan and you still need to create more emails, upgrade your Sitebeat plan through your Account Manager.
How many pages can I create in Sitebeat?
How to Create a Mobile Friendly Web Application?


Bluetooth fitness bracelet, 0.96 inch OLED step watch counter, 10 functions smart bracelet, compatible with iOS / Android, SoVogue - smart fitness bracelet; - connects through Bluetooth version 4.0 (wireless technology); - Nordic CPU processor nRF52832-QFAA; - sensor type KIONIK KX022-1020; - OLED screen with diagonal 0.96 inches (2.43 cm); - Compatible with Android 4.4 and iOS 7.1 (or newer) operating systems - power supply 1 x Lithium battery, capacity 65 mAh; - 3.7V voltage; - maximum transmit power 0 dBm; - frequency band 2402-2480 MHz; - protection class IP67 (water, moisture, dust); - charging method 1 x USB jack (main unit); - the loading time is 1-2 hours; - has 10 functions: pedometer, distance measurement, calorie monitoring, sleep monitoring, various modes for sports activity (15 modes), alarm, remote control, inactivity alert, alert for waiting calls, rhythm monitoring cardiac. - optimal operating temperature -10 / + 45 degrees Celsius; - battery life is up to 8 days; - sporty style, can be worn by both men and women; - it is very practical and useful in various sports activities, outdoor activities or even at the office; - The bracelet can be adjusted according to the circumference of the wrist; - The length of the bracelet is 22 cm; - the material from which the bracelet (strap) is made, flexible silicone; - the closure is done with a standard buckle; - has a weight of approx. 30 g; - main unit dimensions 4 x 2 x 1 cm; - black color.


A wallet is set of secret keys that can unlock a certain amount on the blockchain. With your wallet, you can buy, receive, store, and send Bitcoin or Bitcoin Cash. There are multiple types of wallets. Hot wallets, such as the BTC.com wallet, are connected to the internet. A hot wallet is useful when you plan to frequently check or use your cryptocurrency. A cold wallet is not connected to the internet, such as a hardware or paper wallet.
The BTC.com wallet allows you to transact with your Bitcoin and Bitcoin Cash on any device. In your wallet you can find your public addresses to which people can send you Bitcoin or Bitcoin Cash. You can create an account via the wallet.btc.com website or download the "BTC.com wallet" app for iOS or Android.


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Everton: Going Nowhere Fast
Posted on March 16, 2019 July 25, 2019 by michael greenall
Well, the title kind of sums it up if I'm honest. I'd love for Silva to come good, but it's becoming quite clear that Everton are going nowhere fast and come July I'd be immensely surprised (and disappointed) if 'Head Coach' and 'Marco Silva' are still adjoined together on the managers office at Finch Farm.
During the initial period of the season, glimpses of progress were there for all to be seen, but the small indications were just that, small. An ok start and a decent October-November shouldn't paper over the cracks that demonstrate that Silva's just not good enough to manage this football club and no matter how much time he is given, that's not going to change. Yes, at a glance, we might have improved our passing and our rotational movement off the ball but that's not hard to achieve considering on paper we arguably have the 7th/8th best squad in the league, but it's not hard to please our fans sometimes. Two or three progressive passes in a row and you've got the Park End thinking we're prime Barca, fair play to them after we had just suffered 6 months of prime time Sam Allardyce.
So primarily, it probably wasn't that hard to look fairly decent considering who his predecessor was. Though that then sums up how bad of a job he's doing currently, that even after the trauma caused by Big Sam himself, Silva still comes out of the current situation looking like another incompetent coach in comparison.
Unfortunately for Marco, the current failures are hardly surprising.
Please enter; our dear friends at understat.com.
The rule of Expected Goals is quite simple, it's the go-to stat for most analytical-lovers at the moment, with the belief that no team nor player can outrun the grasp of the xG Gods (sorry Lucien Favre) and overperformance is just simply unsustainable as Silva's found out and eventually so will a certain Ole Gunnar Solskjær.
The overall xPts for Everton this season has been quite ominously average, and that's at a push considering the state the league is in at the moment. Points wise, Everton are exactly on what they should be (37.16), but this comes after the side somehow picked up results in games such as Bournemouth (away – 2.59-0.54) and Chelsea (1.16-0.20). For those not aware, these numbers aren't good, especially the overall points part. If Everton had at least underperformed this season, there'd at least be a fair explanation for people wanting to give Silva another chance next year, but based on xG, we should be sat 12th just ahead of West Ham, Southampton and Burnley.
https://twitter.com/ToffeeAnalysis/status/1093194519900762112
And all of this comes after the somewhat varied performance from numerous players. Not only are both Gylfi Sigurdsson and Richarlison exceeding their xG this season, all while contributing to not much else on the pitch, but both on-the-eye and statistically the likes of Andre Gomes and Theo Walcott have flattered to deceive. I like Gomes, and he progresses the ball quite well in comparison to the rest of the squad, but both his xG Assisted (0.3 p90) and xG Buildup (0.43 p90) are minimal and when you combine this with the attacking failings of Idrissa Gueye, it's not hard to figure why the side is faltering so much.
But how much of this is down to Silva's coaching? A personal answer? A lot of it. Marco's tactics (or lack of) and refusal to switch away from the overused 4-2-3-1, a formation in which we just don't have the players for are seemingly holding the team back.
Expected Numbers (Expected Goals and Goals Against) for every formation Everton have used since the start of the 2014/15 season. Average numbers galore. (Source: understat.com)
However as each games goes by, as well as it being easier to establish that the club should have taken the money and ran when PSG came in with big money for Gueye in January, or that Theo Walcott and Seamus Coleman just aren't good enough to be Everton's right side combination, it's obvious Silva just can't set out a side capable of rivalling Wolves or Watford for 7th place nevermind challenging for the top 6. Defensive vulnerabilities and the incapability to control a game of football without it forming into an end-to-end cup-esque game, continuing with Silva will just lead to a continuation of mid-table stagnation with the odd individual brilliance dragging us along.
It's understandable why some would want Silva to carry on into next season, to be given the opportunity to go into the season with a full summer window with the help of Marcel Brands, especially with the possibility that this seasons downfalls are down more so to the failings of the players rather than his tactical naivety, but when there's a chance you could have Paulo Fonseca or Marco Rose (or even Mikel Arteta) at the helm next year, I'd like to think Brands and Moshiri would have the sensibility and cojones to make the right decision.
PreviousMatch Analysis: Everton 1-3 Wolves
NextWest Ham 0-2 Everton: Everton rampant on the counter and used the wide spaces well


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The Djugun (also spelt Jukun, Tjunung) are an Aboriginal Australian people of the Kimberley region of Western Australia.

Writing in 1974, Norman Tindale stated that by his time the Djugun had become almost extinct. However, their descendants live on and intermarry with the Yawuru tribe.

Language
According to the Japanese linguist and authority on the Yawuru language, Hosokawa Kōmei, the Djugun spoke a dialect of Yawuru.

Country
Djugun traditional lands extended over some  along the northern coast of Roebuck Bay, up the coast to Willie Creek. Their lands reached inland roughly 15 miles.

Modern Period
The Jukun people, by reason of their modern historical fusion with the southern Yawuru, formed one of the parties in the Yawuru native title holding group, which had its claim to native title recognized by a Federal Court in 2010 for the area around Broome.

Alternative names
 Tjugun
 Tjukun
 Djukun
 Tjugan
 Djukan
 Jukan
 Tjunung
 Kularrabulu
 Jukannganga

Notes

Citations

References

Aboriginal peoples of Western Australia
Kimberley (Western Australia)


It hurts when your children grow up and don't seem to need you anymore. You've gone from being their hero and the most important person in their lives to someone whom they rarely call or talk to. When you do try to ask them how they are or give them some advice, they back off in resentment or refuse to listen to you.
This scenario happens all too easily when your children enter adulthood if your relationship with them doesn't evolve too. As long as you continue to treat your kids as kids and not as adults and equals, there will always be a chance for a distance to grow in your relationship with them.
Here are some of the most important areas in which most parents need to recalibrate their expectations and interactions in order for their relationships to grow with their children.
Careers and work paths today are no longer as clearly mapped as they were a generation or 2 ago. Getting a degree or a tertiary qualification no longer guarantees a great job and what you study in college no longer determines what you'll be doing in your career in 10 years time.
With this in mind, you need to be able to allow your kids to explore their interests, inclinations, strengths, weaknesses, likes and dislikes. It takes about 5 to 10 years for most people to map out a career path. So hold back on making early judgements and from trying to steer your kids too aggressively down a specific career path. The reality is that the "truths" that shaped your career are probably no longer valid in the workplace today.
Avoid using money to control your kids. If they need financial support, help them, but try to avoid a "hand out" situation. It doesn't help their self-esteem and it distorts the relationship which you are trying to build with them. Instead try to support them by opening up your home to them and by sharing in some other responsibilities if possible.
This is really hard. Every parent worries that their child will make a mistake and get hurt. Most parents will also feel that no-one could possibly be good enough for their child. However, you need to know that as your children grow up, they need to explore their feelings and that eventually, when they do get married, their relationship with their spouse will be private, special and separate from their relationship with you.
Respect their decisions. Be there to support them when things don't work out. Try not to take sides when there are issues and always try to include their partners in any family events and get-togethers.
When your kids are young, it is natural to expect that they should tell you everything and that you have the right to ask them anything. But as your children reach adulthood, there may be some areas in their lives which they don't want to share with you. They may also feel that they want to have more time to be on their own or to spend with friends away from the family. Weekends will no longer automatically be "family days". Respect their need to grow as individuals, but continue to let them know that you love them and include them in activities that they enjoy and that allow you as a family to relax together.
FFL Countributor Tan Chin Hock shares a heartfelt tribute to his father and shares about his father with us in celebration of Father's Day 2017.
Make Grandpa and Grandma feel loved and valued by showing your appreciation to them. Here are 7 things they woud love to hear from you.
Meet 4 Singaporean grandparents as they share what it means to be a grandparent, their favourite memories and their hopes for the future of their grandchildren.


An IOL is an intraocular lens. This is an artificial lens that is approximately one-third the diameter of a dime. The lens is implanted into the eye to replace a natural lens that has become clouded by cataracts.
Monofocal intraocular lenses are structures that are made with a prescription for a single distance. For example, a monofocal IOL can improve the clarity of distance vision, but not up-close vision. By choosing a monofocal lens set at distance vision, a patient continues to need reading glasses, if they have difficulty seeing up-close. Conversely, a monofocal IOL can be prescribed to improve up-close vision, if so desired. The limitation of this type of IOL is that it is not adjustable from near to far vision.
Who Is a Candidate for a Monofocal IOL?
Patients who are interested in cataract surgery are good candidates for monofocal IOLs. For most patients, this type of IOL achieves optimal results when both eyes are being treated, rather than just one.
Clearer vision is the primary benefit of any type of lens replacement, including the monofocal IOL. Another benefit is that monofocal lenses minimize glare and halos around lights in comparison to multifocal lenses. Additionally, patients may find that their health insurance benefits extend at least partial coverage for their monofocal lens replacement while they do not cover multifocal lenses.
Often, people who undergo cataract surgery wear eyeglasses when they drive, especially at night. The insertion of a monofocal IOL may improve distance vision, reducing this need. Toric IOLs are a premium type of monofocal intraocular lens that can correct astigmatism as well as overall visual clarity, often enabling patients to be able to see to drive or read without glasses.
Dr. Sondheimer has helped many people manage their vision needs alongside the aging process and the progression of cataracts. Many patients choose to have cataract surgery performed with femtosecond laser His expertise in laser eye surgery is sought by patients in Skokie, IL and environs. Lens replacement surgery is conducted as an outpatient procedure. Numbing drops are administered to anesthetize the eye.
Most patients feel minimal, if any, discomfort during their procedure. Usually no shots or needles are necessary. After anesthetizing the eye, Dr. Sondheimer makes precise incisions in the cornea and lens. The cloudy crystalline lens is broken up into fragments using ultrasound waves. Gentle suction then removes the fragmented pieces. The selected IOL is then inserted into the lens capsule. Because the procedure is conducted through specifically-constructed incisions, there is usually no need for stitches, the incision will heal on its own.
Most patients achieve optimal results from the placement of a monofocal IOL after cataract surgery. This technique improves vision at a single distance. In most cases, patients choose a monofocal IOL that sharpens their distance vision.
What Is the Difference Between Monofocal and Multifocal IOLs?
The monofocal lens is designed to improve visual clarity at a single distance, usually farther distance versus up-close vision. This IOL is believed to provide the clearest image but leaves a patient needing eyeglasses for certain tasks. Multifocal IOLs are designed to improve near, intermediate, and distant vision. This choice is appealing for people who desire to see without the need for corrective lenses. , making this choice appealing for people with presbyopia, or age-related farsightedness. Multifocal IOLs are more likely to produce halos than monofocal IOLs.
Toric IOLs are monofocal lenses, but they work differently than the monofocal intraocular lens. A Toric lens is made to correct astigmatism, a common refractive error in which the spherical curvature of the front of the eye is astigmatic. To accurately focus light on the retina to correct astigmatism. This IOL is implanted using special marks that align the lens at the appropriate part of the eye.
Lens replacement surgery itself is safe and effective in more than 99 percent of cases. One of the primary risks of cataract removal is that vision will continue to be slightly blurry even with a new lens. In most cases, patients achieve satisfactory results with their chosen IOL. Monofocal IOLs usually require the patient to continue needing eyeglasses for certain tasks.
If you believe you are a candidate or would like more information about monofocal IOLs, contact our office today! Call 847-677-2794 to schedule a consultation.