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Shaking Precedent
by Publius | Mar 6, 2020 | Grey Matter, History and Tradition, Politics and Goverment
By Leah Hickman| (Source)
Since the United States Supreme Court's 1973 Roe v. Wade decision, only seven of the 31 abortion cases to come before the high court had women as plaintiffs. All other plaintiffs have either been abortionists or abortion businesses.
The Louisiana abortion case the Supreme Court heard Wednesday, June Medical Services v. Russo, keeps in line with the trend.
The plaintiff is June Medical Services, a Shreveport, La., abortion business challenging a state law requiring abortionists to have hospital admitting privileges. The law, the plaintiffs say, puts an "undue burden" on women's access to abortion because it will force two of Louisiana's three abortion facilities to close. The key questions attorneys argued over: Are abortionists in a position to challenge the law on behalf of women? And are they representing women's best interests?
A decision upholding Louisiana's common-sense protection of women would not directly challenge Roe. But it would challenge the abortionists' ability to file suit against laws in the future and could challenge past precedents where women were not the plaintiffs. The decision could show where the two new Trump-appointed justices—Brett Kavanaugh and Neil Gorsuch—stand on the abortion issue. Sen. Chuck Schumer, D-N.Y., brought that aspect into focus when he threatened the justices Wednesday.
Lawyer Julie Rikelman for June Medical Services argued that, yes, abortionists have a right to sue in this case because of Supreme Court precedents. She cited a 1976 decision in which the Supreme Court ruled an alcohol vendor could sue over a law restricting alcohol consumers since regulations affected vendors' businesses. Under the same reasoning, Rikelman argued abortionists could sue over hospital admitting requirements since the law limits the abortionists' ability to do their business.
Justice Samuel Alito peppered Rikelman with questions and wondered whether June Medical Services' claim presents a conflict of interest: If women's constitutional rights are in question why are the abortion businesses allowed to bring the lawsuit?
Chief Justice John Roberts and Kavanaugh dwelt on the other part of Rikelman's argument: whether requiring hospital admitting privileges is unconstitutional. Rikelman pointed to court precedent in a 2016 case from Texas, Whole Woman's Health v. Hellerstedt. In that case, the court said the requirement was unconstitutional since it forced multiple abortion providers to close. But Kavanaugh noticed a loophole: What if admitting privileges were easy for abortion providers to get? Would the requirement still be unconstitutional? Rikelman maintained complications in abortion procedures are so rare, the requirement serves no medical benefit to the women.
But attorney Elizabeth Murrill, arguing the case for Louisiana, disputed Rikelman's assertion. She said "abundant evidence of life-threatening health and safety violations" from Louisiana abortion facilities validated the state's admitting privileges requirement. Records of failed abortions at the facilities were low because doctors don't follow up with the women and have no way of knowing their complication rates, Murrill said. That makes the requirement even more necessary.
Some of the liberal justices balked at the law's requirement to gain admitting privileges at a hospital within 30 miles of the abortion facility. "What sense does the 30-mile limit make?" asked Justice Ruth Bader Ginsburg. Answering a similar question from Justice Sonia Sotomayor, Murrill said the requirement also ensures "continuity of care" for women. Requiring abortionists to follow through in cases of botched abortions demands a greater level of responsibility from them.
Lawyer Jeffrey Wall, representing Louisiana, revisited the issue in his oral arguments. While state records show women sometimes develop complications during an abortion, he said the requirement could still benefit women who have the complications at home. "It's hard for me to believe that women in Louisiana wouldn't at least want the option to be treated by the doctor they saw at the clinic," he said. Denying women that option because abortionists can't or won't gain admitting privileges, he said, does pose a conflict of interest: "One is the interest of for-profit providers and not being regulated in particular ways. The other is the interest of women in their own health and safety."
"There's a lot riding on the case," Louisiana Right to Life's Benjamin Clapper said after he left the oral arguments. Pro-lifers can reasonably hope for a favorable ruling, but he said it was hard to read some of the conservative justices. The questions from Kavanaugh and Roberts didn't reveal a clear leaning, and Gorsuch said nothing. Meanwhile, the liberal justices seemed "interested in being the 'abortion protection agency,' doing whatever they can to ensure that abortion businesses have no regulations on them."
If you found this blog post of interest, you might want to explore these Thinker Education courses:
Is Moral Education Truly Important?
Pro-Life, Pro-Choice, or Something Else?
Was America Established As a Christian Nation?
© 2019. World Magazine.


Several separate series of oath rolls, compiled as a result of various statutes from 1695 onwards which required lawyers to take oaths of allegiance to the crown or to practise honestly.
They include a series containing the signatures of attorneys being admitted to the court between 1789 and 1843; three rolls signed by Roman Catholics, 1791 to 1837, under an act of 1791 which allowed them to practise as lawyers after making a specified declaration and oath; and one roll for declarations by Quakers or Separatists under an act of 1833 which similarly enabled them to practise.
There is also a series of general qualification rolls for the period 1789 to 1847, containing signatures of persons wishing to hold civil or military office under the crown, taking the oaths of allegiance, supremacy and abjuration as well as declaring against transubstantiation.


The Calgary Baby and Tot Show is a fun and interactive event specifically designed to put everything you need for parenting under one roof!
Local and national exhibitors will showcase the latest in technology, apparel, furniture, products, and toys to assist parents and caregivers every step of the way, from pre-baby to school age and everything in between. Interactive workshops and seminars, from today's leading authorities, will be available to provide you with valuable insights and presentations on raising a family. Families will enjoy parented play areas, arts and crafts, and ongoing entertainment for the whole family. This spring, be sure to meet Chase from Paw Patrol!
General Admission is $12; kids 12 and under are free (cash at the door). Save when you buy online and share to Facebook! Tickets are valid for either the Saturday or the Sunday (single day) with re-entry only on that day.


This Level 7 programme is available to study part-time at Iron Mill College in Exeter over 8 weekends. The course is validated by University of Worcester.
A modern programme offering a fresh approach to coaching, backed by the latest research and evidence from the innovative field of positive psychology.
Ideally suited to those wishing to enhance and develop their coaching abilities. This might include Managers, Human Resources professionals, Learning and Development Specialists, Coaches, Counsellors, Psychotherapists, Organisational Psychologists and other professionals who undertake a coaching role as part of their work.
A part-time, flexible course, designed to fit with existing working commitments, with teaching taking place over 8 weekends.
Places an evidence-based, positive philosophy at the forefront, which starts from a 'what is right with people' perspective, rather than a 'what is wrong with people' one. This can be applied to individuals, groups and businesses.
Helps equip experienced professionals with the knowledge and tools to really unlock the full potential of individuals and teams, by identifying and enhancing their strengths and creating the conditions where success thrives and grows.
Enables participants to put theory into practice, by gaining detailed knowledge of the positive psychology approach, combining this with both classroom skills practice and real-world coaching experience during the course, and with opportunities for review, feedback and advancement.
Written and designed to meet European Mentoring Coaching Council (EMCC) requirements for practitioner level; however please note that this course is not EMCC accredited.
Who will either be working as an internal coach / mentor, use coaching / mentoring as part of their main job or starting up as an external coach / mentor.
Who are likely to be working with a small range of clients / contexts and within own area of experience to improve performance, build confidence and stretch capability.
Who will typically be able to apply a limited range of models, tools and process.
Candidates in related helping fields such as psychotherapy, counselling, occupational / health therapy, counselling psychology, human resources, organisational development, or learning and development roles will also be considered and assessed on an individual basis providing evidence of coaching can be shown.
A minimum of a lower second-class (2:2) Honours degree, or an equivalent professional qualification.
Evidence of practice within a relevant professional role. The course will consider applicants either with direct coaching experience or with evidence of relevant and transferable skills gained from related work experience. In all cases, previous experience will be assessed, using a short questionnaire and at interview, against EMCC Competency Criteria (2015).
Professional accountability to a relevant published code of conduct and ethical framework, checked at interview (applicants who are not yet members of a suitable professional body will be required to gain membership of the EMCC for the year of study: see 'Additional expenses' section under the 'Fees' tab.
A reference and proof of identification.
A DBS (Disclosure and Barring Service) certificate, arranged via the University on acceptance of a place, for which a fee is payable (see the 'Additional expenses' section under the 'Fees' tab).
An occupational health assessment ('SOMA') arranged via the University on acceptance of a place.
Students with relevant previous study at postgraduate level or with extensive experience may be considered eligible for recognition of prior learning regarding their entry criteria. Please contact the Registry Admissions Office for further information or guidance on 01905 855111.
Further information on Recognition of Prior Learning can be found on the University of Worcester's application web page.
Applicants will apply for a place on this programme through the link provided on the Iron Mill website, and will be required to fill in a short questionnaire and attend an interview as formal parts of the admissions process.
All applicants who are successful at interview and accept an offer will be required to complete the University Occupational Health assessment form and apply for a DBS certificate (both arranged via the University of Worcester).
Evidence of coaching or mentoring experience, or similar.
The professionalism and expereince required for the role of coach.
A well-established career within related roles.
The ability to access coaching clients through employment or self-employment.
A relational, non-judgemental and empathetic approach to others.
Familiarity with, and adherence to, a relevant published code of conduct, ethical framework or code of practice.
IMPP4001 - Perspectives on Positive Psychology Coaching (30 credits).
IMPP4002 - Positive Psychology Coaching in Practice (30 credits).
Introduction to the models, tools and techniques informed by positive psychology research and practice.
The purpose and practice of coaching within individual, group, educational, health and organisational settings.
Development of a coherent model of coaching based on a range of established contemporary methods.
Relational aspects of forming and maintaining a coaching alliance.
Awareness of ethical practice, contracting, boundaries and professional standards.
Co-created processes and reflective practices.
Coaching individuals, groups and within organisations.
The use of supervision / mentors in coaching practice.
Contractual issues and lines of responsibility.
Difference, diversity and the balance of power in coaching.
Positive psychology coaching: approaches and methods.
Dealing with challenges and ethical complexities .
The journey of change and the facilitation of transformation across the lifespan.
The use of assessment in positive psychology coaching.
The programme integrates both theory and practice. Students should expect to participate in a lively learning environment with a wide variety of learning opportunities including: lectures, seminars, group tutorials, discussions and debates, audio / video materials, experiential and creative exercises, case study analysis and discussion, demonstrations, reflecting teams exercises and skills practices.
Students are also expected to participate in substantial learning outside of teaching time. As well as attending timetabled teaching days at the college (8 weekends), students will spend time during the programme gaining coaching experience (36 hours), take process notes on their work with those they are coaching and attend their own monthly (at least) supervision. Students will also need to read widely, work towards assignments and other focused learning activities, prepare for attended days and take time for reflective practice.
In total, the course entails around 600 hours of study, including teaching days, coaching practice and both self-directed and guided learning.
Coaching case study demonstrating your philosophy of coaching and integration of learning.
Presentation including analysis, reflection and critical evaluation of theory and practice relating to a recording of a coaching session.
A minimum of 36 hours of coaching practice, with accompanying monthly supervision / mentor log and report.
Students are expected to attend all taught sessions throughout the module and all additional requirements. Students who are unable to achieve at least 80% attendance will be required to discuss with the Module Leader how they will independently address the missed element of the module. Some parts of the programme relating to assessment have a mandatory attendance requirement, and where this applies it will be stated clearly in the relevant Module Specification.
Postgraduate Certificate in Positive Psychology Coaching (Level 7) with 60 credits.
Starts with a Welcome Day.
Please see the University of Worcester's course fees page here.
Enhanced DBS (Disclosure and Barring Service) Certificate (previously known as the Enhanced CRB): £44. This is an entry requirement and students will be contacted by the University about how to make a DBS application after accepting a place on the course.
Membership of the European Mentoring Coaching Council (EMCC): £100 plus VAT or membership of a similar professional body with a relevant code of conduct (assessed at interview).
Realise2 Strengths Profiler assessment: £30.
Professional Indemnity Insurance for those undertaking coaching in private practice: approximately £25-£90 per year. Monthly payment options are usually available.
Is there an interview as part of the application process for the Postgraduate Certificate in Positive Psychology Coaching? / What are you looking for at the Postgraduate Certificate in Positive Psychology Coaching application interview?
I have previously obtained a DBS Certificate. Will I need to undergo another DBS check when I apply for the Postgraduate Certificate in Positive Psychology Coaching?
How much time should I allow for studying / what are the extra-curricular requirements on the Postgraduate Certificate in Positive Psychology Coaching?
Do I need to find my own coaching opportunity for the required 36 hours of coaching practice?
Is Iron Mill College planning to get this course EMCC accredited?
The course requirements for coaching practice, and what arrangements would and would not be suitable, is also discussed at interview. It is expected that applicants are able to bring some initial thoughts about their own possibilities and preferences for coaching practice, for discussion at the interview.
Yes, all applicants of the Postgraduate Certificate in Positive Psychology Coaching will need to obtain an Enhanced DBS (Disclosure and Barring Service) Certificate (currently costing £44) as part of the application process. The cost of this will need to be met by applicants and is not covered by Iron Mill College.
The Postgraduate Certificate in Positive Psychology Coaching is a part-time course, which requires attendance at college over 8 weekends (Saturday and Sunday). The course, however, involves a high degree of self-directed learning as well as other commitments beyond the taught element of the course. Each of the two (30 credit) modules of the course comprises of about 300 hours of study, including teaching days, coaching practice and both self-directed and guided learning.
36 hours of coaching practice gained during the programme.
Yes, it is expected that a student will undertake 36 hours of coaching practice during the programme, either within their current workplace or existing private practice if appropriate, or alternatively they will need to locate a work based learning placement allowing them to offer coaching on a voluntary basis. This is in addition to 24 hours of classroom-based coaching practice during the course.
The course requirements for practice will be discussed at the course application interview and all coaching practice and placements will need to adhere to the criteria set out in the Practice Hours Handbook, which will be issued to students on the introductory day of the course. This includes a four-way contract that details and clarifies the nature and limits of the work to be offered by the student, the roles and responsibilities of placement managers, supervisors, and the College.
Students will be guided and supported through the process of arranging coaching practice by the course tutor and the College's Placement Coordinatior.
We hope to be in a position to apply for EMCC accreditation in the future for this course, but current applicants should be clear that the course as it currently stands will not be EMCC accredited.
Applicants with postgraduate levels of achievement are increasingly being sought, and this contemporary training is likely to boost the employability prospects and possibilities for graduates. It provides opportunity for advancement in a variety of careers within both organisational settings and within the helping professions.
By incorporating EMCC competency indicators and EQA quality standards, this programme offers an excellent platform for graduates seeking employment opportunities and a career path towards senior practitioner level coaching and executive level coaching, as well as membership of a professional body such as EMCC.
Coaching within Professional Services and Consulting organisations.
Coaching as a Human Resources and Learning & Development professional.
Coaching as an Organisational Development specialist.
Coaching within Educational institutions: schools, colleges and Universities.
Coaching within Local Authority employee services programmes.
Coaching within Health and Social Care settings.
Coaching within Probation and Social Work.
Exeter: October 2019 Weekend intake TBC.


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Grab your trainers, throw on a vest and head outdoors with Rabble www.joinrabble.com – the best way to have fun, get fit and reboot your social life. Based on traditional playground games like Dodgeball and Capture the Flag, these mixed group sessions are suitable for every level of fitness but still satisfy the demands of even the most extreme athletes.
In 2019 you can wave goodbye to tedious, isolated gym sessions – with Rabble the focus is firmly on having fun which is proven to be 70%* more beneficial than any other factor in developing lasting habits which result in sustained fitness.
Rabble was created by elite triathlete Charlotte Roach when her career was ended by a near fatal cycling accident. She has since turned disaster in to an opportunity by taking exercise back to basics and making work outs fun. Rabble sessions incorporate high intensity interval training (HIIT) within the rules of old school team games, giving players an all-round, effective workout, whilst also making sure everyone has a great time.
The games improve all round fitness really quickly. Sprinting for bases, hurdling dodge balls and catching vortexes for example, all lead to increased speed, agility, coordination, strength and endurance. Players will burn up to 1000 calories and cover up to 8k in one game, but most are too busy having fun to count.
For most players this isn't just about improving fitness – choosing Rabble is a great way to meet new friends, socialise and have fun without the pressures of a traditional fitness environment.
Charlotte says, "We know that we have a huge problem as a nation, not just in terms of our physical wellbeing, but also our happiness and peace of mind – obesity and mental health cost the UK £40bn and £70bn respectively*. Research proves that if you exercise with likeminded individuals and feel part of a group then you're more likely to stay the course and our players turn up on average six times a month.
"Our success speaks for itself, we're currently training 80 instructors a month and on track to be training 400 a month by the end of 2019. We've rolled out sessions in 30 cities so far and expect to have 750 sites across the country by the end of 2019".
Recent research conducted by Loughborough University found that over 99% of participants enjoyed Rabble sessions with 94% reporting improved physical health. Vitally Rabble also provided the catalyst for three quarters of participants to also increase their overall levels of exercise.


(Reuters) - Bank of America Corp (BAC.N) said on Thursday that it was cutting up to 4,200 mortgage jobs as fewer borrowers refinance, and fewer home loans go bad.
The layoffs are the latest round of job cuts at major banks as rising mortgage rates cut into demand for refinancing home loans. Wells Fargo & Co (WFC.N), JPMorgan Chase & Co (JPM.N) and Citigroup Inc. (C.N) have announced thousands of layoffs among them in recent months.
At Bank of America, the third largest U.S. mortgage lender, about 1,200 employees were notified this week that they would be terminated. Most were full-time workers in the division that processes new mortgages, a spokesman said.
Before the end of the year, the bank is looking to cut another 3,000 jobs in the division that collects payments from borrowers who are behind, the spokesman added. Most of the layoffs in that division are contractors.
Five years after the financial crisis, many of the loans that should never have been made have already gone bad, leaving banks with fewer troubled loans to manage.
For Bank of America, mortgage loans that were delinquent by more than 60 days fell by 94,000 to 398,000 in the third quarter. The bank expects a further decline to below 375,000 by the end of 2013.
Mortgage lending volume at Bank of America was down 11 percent in the third quarter from the second quarter. The number of applications the bank had received but not yet processed was down 60 percent in the end of September from the end of June.
The bank expects to make fewer home loans in the fourth quarter and will look to cut more mortgage jobs, Chief Executive Officer Brian Moynihan said during an October 16 quarterly conference call with analysts.
The job cuts at the bank follow another round of layoffs— in the third quarter, the second-largest U.S. bank eliminated more than 9,000 full-time positions, or 3.6 percent of its total staff.
Finance chief Bruce Thompson said on the October 16 call that the reductions were concentrated in the unit that collects payments on home loans, the unit that makes new home loans, and in many of the bank's branches.
A majority of the latest cuts will affect employees based in California, Texas and Florida.
News of the layoffs was first reported by the Wall Street Journal.
Rising interest rates have weighed on mortgage refinancing at banks since the spring. The average interest rate on a prime 30-year mortgage stood at 4.39 percent in the week that ended Friday, according to the Mortgage Bankers Association (MBA), down from a high of 4.80 percent in September but above the 3.59 percent rate in early May.
With rates having recently come down from their September highs, demand for refinancing has increased by one third, and overall mortgage applications are up by 18 percent, according to MBA data. But even with that pick-up, applications are down by 52 percent from their level in early May.
With these declines, Wells Fargo & Co (WFC.N), the largest U.S. mortgage lender, said on October 17 that it was cutting 925 mortgage jobs. That is in addition to the 5,300 Wells Fargo mortgage employees who were notified that they would be laid off in the third quarter.
Bank of America was the third-largest U.S. mortgage lender in the first six months of 2013, making 5.2 percent of all U.S. home loans, following JPMorgan Chase, according to Inside Mortgage Finance, an industry publication.


Here you can find all info about Alien 'D' from Pacific NW Roots. If you are searching for information about Alien 'D' from Pacific NW Roots, check out our Basic Infos or Lineage / Genealogy for this cannabis variety here at this page and follow the links to get even more information. If you have any personal experiences with growing or consuming this cannabis variety, please use the upload links to add them to the database!
Alien 'D' is an indica/sativa variety from NW Roots and can be cultivated indoors and outdoors. NW Roots' Alien 'D' is/was never available as feminized seeds.
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KANSAS CITY, Mo. — The Kansas City Land Bank is selling 25 homes to public employees for just $100 to help create homeowners and rid the city of vacant houses.
The unique sales start Monday, April 23. It comes after the success of the Dollar Home Sale and the #HeartofKChome sale.
Ted Anderson is the executive director of the Land Bank of Kansas City. He said these homes are structurally sound but need a considerable amount of work. He said the Land Bank hopes to offer public workers the benefits of homeownership.
"Once the house is fixed up, all of these houses will become more valuable. It will be a better house, obviously. It'll be a better street. The city will be better off," Anderson said.
Jamaica Collins purchased a home for $1 as part of the Dollar Home Sale in 2016. For the past two years, it's been a family effort fixing up their dream home. Collins said it hasn't been an easy road after experiencing vandalism.
"We would come in and we'd fix something, fix a window, knock something out and repair it and when we'd come back it would be completely destroyed," said Collins.
Though their progress had some setbacks, Collins said the process is well worth it and encouraged others to apply for the program.
"We bought the house for $1 and when we're done, it will be worth $150,000 says the appraisal, so I think that's a pretty good investment," said Collins.
In order to qualify for the house, buyers need to pass a background check, have no delinquent property taxes, and have access to $8,500 to do the repairs. People eligible for the $100 homes include Kansas City workers, Jackson County employees, KCPD, state and federal employees and employees of the school districts inside Kansas City, Missouri, city limits.
"We want to help people move from renting a home to owning a home," Anderson said.
Anderson also said the Land Bank is only offering 25 homes because it's already sold the majority of the properties on its website.
"We had maybe 1,200 houses a few years ago. We've been selling houses, sometimes up to 80 a month. And so here we are, almost out," Anderson, said.
In addition to making the repairs, the buyers have to commit to living in the house for at least three years.
Applications for the $100 homes will be taken until May 28.


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Epic Doom Metal band Well Of Souls was formed by vocalist John Calvin in December of 1997. The band began by covering their mentors Solitude Aeturnus, Candlemass, and Black Sabbath among others but they quickly developed their own style of classic metal mixed with European metal and doom metal. After a number of line-up changes and a decision to become more serious with the project, the band spent the next eight months writing and recording their original five-song demo CD EP released in 2000, the now out-of-print and sought after "Black Reign" Demo which contains different versions of what would appear on the debut full length CD as well as unreleased songs.
As Well Of Souls built their live fanbase they were compared to everything from Fates Warning to Iron Maiden to Blind Guardian to Solitude Aeturnus as they employed a crushing guitar sound with progressive drumming and John's very unique, clean vocal style. In 2003 the band recorded their official debut CD after working out a deal with Texas-based Brainticket Records run by legendary guitarist John Perez of Solitude Aeturnus. The self titled CD was released in January 2004 and Well Of Souls began another onslaught of live shows with international recording artists Savatage, Helloween, Fates Warning, Seven Witches, Omen, Steel Prophet, Helstar, Destinys End, Reverend Bizarre & Solitude Aeturnus among others. For their 2005 East Coast tour the band released the very limited edition "Pilgrimage of Doom EP" which contains 2 live songs and 2 rough demos that would appear on the bands next release.
After the band's 2 years of supporting the debut release live across America, they began writing the follow-up CD to their successful debut. It would be five long years of writing and recording as the lineup changed and longtime members departed.
After a long hiatus from music, Tim Wayne returned to the band in 2010 and new bassist, Michael "Dr. Froth" Millsap (Six Minute Century/Gathered In Darkness/Helstar/ Axe/Rusty Cooley) joined in 2011. The good Dr. quickly re-cut the bass tracks and finally the 4th release and 2nd full length CD titled "Sorrow My Name" was released on Brainticket Records on October 9, 2012 to rave reviews. Christopher Lee Kotlarz (drummer of Echo Temple) joined the band shortly thereafter for live shows in 2013 and 2014.
Well Of Souls then began writing their 3rd full length release tentatively titled "The Depths of Depravity". Unfortunately, in early 2015 the band went on hiatus as Dr. Froth joined Rusty Cooley's band and Chris went on to play in several cover bands and focus his time on Echo Temple. Tim Wayne decided to retire from music permanently.
OJ and John Calvin went through a serious of personal issues, and OJ played guitar in a small local band for a spell. In early 2020 the guys found a new rehearsal space and began playing with song ideas for a long overdue followup album. They plan to recruit new members or possibly use session musicians to release new music, hopefully in 2021. They also plan to re-issue the original Demo, first CD and tour EP in 2020 with bonus materials.

redpajama_set_name: RedPajamaCommonCrawl


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Iran agreed to give the "black boxes" of the downed Ukrainian Boeing
BY Flyn Braun	 March 11, 2020 9:22 pm GMT+0300 April 3, 2020 11:12 pm GMT+0300 427 Views
The Iranian authorities agree to transfer the "black boxes" of the downed Boeing 737-800 to Ukraine, Ukrainian Ambassador to Canada Andriy Shevchenko said.
"Iran's representative Farhad Parvaresh at the Council session in Montreal: Iran agrees to send "black boxes" to Ukraine with the subsequent transfer to France in case additional expertise is needed, " Shevchenko wrote on Twitter.
A Boeing 737-800 operated by Ukraine International Airlines, which was flying to Kyiv, crashed shortly after leaving Tehran airport early on January 8. According to official data, 176 people were killed: citizens of Iran, Ukraine, Canada, Great Britain, Germany, Sweden, and Afghanistan.
The Iranian military said on January 11 that the Ukrainian Boeing was shot down by accident, the fault was the human factor: the plane flew near a military facility in Iran and was mistaken for an" enemy target," namely a cruise missile, they said. At the same time, Iran noted that it expected an attack from the United States, in connection with which the country's air defense systems were put on full alert. Ukrainian President Vladimir Zelensky said he expects Iran to fully admit guilt, issue an official apology, punish those responsible and pay compensation.
Tags: Boeing, Britain, France, Germany, Iran, Military, PRESIDENT, TWITTER


Cycling on a 2 stages journey surrounded of stunning sceneries in Megasport Travel Backroads Bike Trips. These rides will take you through breath taking landscapes. In This Cycling Holidays abroad you will discover the beauty of the Faro, the valleys and typical quiet backroads, the simplicity of the countryside ancient life in Cachopo, the fascinating view upon the Algarve coast together with the typicalities of the local towns and villages express some of the most wonderful experiences you will never forget.
Your Short Break starts in Faro where you'll spend the first night. Explore the capital of the Algarve and its attractions. The beautiful old town, the ancient Lethes theatre, the Carmo Church and the typical Algarve cuisine (UNESCO Intangible Cultural Heritage) are a few highlights of the city. The second and third night is booked in Tavira, one of the prettiest cities of the Algarve. Tavira is known by its many historic churches (37!) and also by the typical Algarve cuisine, with octopus specialities.
The 2 stages lead you by backroads through marvellous scenarios, riding from the coastal cities where you spend the nights to the countryside, by the valleys to the top of the hills. In the first stage you will pass by São Brás de Alportel, having the opportunity to visit the famous Cork factory, by the little village of Cachopo and by many small villages. The second stage will take you to Vila Real de Sto António (called as the "Enlightenment City"), to Castro Marim, known by its medieval culture, to Alcoutim, situated just in the Guadiana River banks and to many small villages.
In this Short Break you have the opportunity to experiment several products and costumes of the region, see historical sights, admire the natural environment, ride through beautiful backroads through the mountains and mingle with the locals. Certainly an experience you don't want to miss!
If you are part of a Cycling Club and wish to book a Cycling Holidays Abroad and include specific Things to do in Portugal Algarve. Contact us with your idea. We will arrange personalized programs for you and your team.
Cycling mostly through the Hills of the Algarve, let yourself be involved into the different landscapes and traditions as the practice of weaving and wood crafts and basketry, gastronomy, among others.
Cycling along the hills this route offers exceptional views in Guadiana River, through historical city of Tavira and ancient fishing villages.
Private departure transfer with MegaSport from Tavira to the airport. Or stay a few more extra nights in the unique region of the Algarve.
More than 180 km of spectacular and challenging tracks.
This program takes place in quieter roads, conquered by the sound of nature, and with a view to pleasing safety and well-being.


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FIFA Streaming
Tactical Fouling
Football Tactics and Match Analysis
Football, Special Features
The Art of Replacing A Manager
Posted on August 23, 2015 by Tactical Fouling
Rafa Benitez and Jose Mourinho's recent clashes have been interesting to say the least. Accusations. Lies. Jokes. Accusations again. Except this time, Benitez's wife started the mess. Regardless, they have brought us to discuss an intriguing topic: managerial takeovers. Not all managerial takeovers, but the high profile ones at big clubs. Where the stakes are high. Where "cleaning up messes" from the previous coaching administration is no easy job.
The modern game is filled with different classes of managers. Pep Guardiola, Jose Mourinho and Carlo Ancelotti are regarded as the top managers in the game due to their exploits in the Champions League (and a bunch of other silverware, of course). Diego Simeone, Manuel Pellegrini, Jurgen Klopp, Louis Van Gaal and a handful of others fall a notch below, but still qualify as world class managers. Below them? There are relegation prevention specialists like Felix Magath. 'No tactics' lovers like Tim Sherwood. Then every once in a while, a certain Luis Enrique turns up and wins a treble with FC Barcelona. Now, who would have predicted that?
All good managers brand their own style on a team. Even a player's manager like Carlo Ancelotti is no fool; he stamps his mark on his sides, but takes more time to do so, allowing the players to transition smoothly into the system. Radical changes don't always work.
When a manager leaves a club, and is replaced by another manager, different issues crop up. Philosophical changes, motivational problems, transfer policies etc. A change in vision is inevitable. Coupled with it are the aforementioned side effects. Replacing one manager could be easier than replacing another.
It all boils down to a few things:
How good was the previous manager? Was he a master of micro-management? Did he have a special connection with the players?
How good is the current manager who replaced him? Unless there was a fallout in the dressing room, can he win over the players? Does he bring in new ideas that can improve results? Will he win over the players?
How large is the difference between your past and present managers? Are you replacing a possession lover with a manager who only parks the bus? Are you bringing in a manager who always prepares for defeat for one who had a strong winning mentality?
What legacy did your past manager leave behind? This is on the lines of the previous point, but deserves a mention. Will the new manager solve any issues or continue the success of the previous manager? Or was the predecessor's legacy too large to live up to?
With those factors in mind, lets examine some high profile replacements.
David Moyes Succeeds Sir Alex Ferguson
Who? What? Answered in the title
When? Announced on 9th May 2013
Why? Moyes was seen to have a knack for building teams, and had the advantage of being a Scot of similar background to Ferguson. Stability with long-term planning was desired, and the United administration (and Ferguson) believed that Moyes was fit for the job.
How? Moyes' Everton contract was set to expire at the end of the 2012-13 season. United signed him on a 6 year contract.
In hindsight, it seemed to be a little too obvious. A like for like replacement. Scottish blood for Scottish blood. Longevity for longevity. Ferguson himself recommended Moyes to be his successor, what could go wrong?
Everything went wrong.
Transfer Market- Moyes and Ed Woodward (new chief executive) were unable to accomplish much transfer business, with Wilfried Zaha (signed by Alex Ferguson) and Marouane Fellaini (played under Moyes at Everton) being the only signings of the summer. Zaha endured an unconvincing debut season while Fellaini was bought for 7 million pounds more than expected because of United's delays in their approach.
Everything that had to go wrong went wrong
Preseason- Accusations of Moyes' overtraining methods and a genuine lack of trust emanated from the United training bases. Robin Van Persie was injured. Wayne Rooney was unsettled by Chelsea's interest. 3 defeats in 7 preseason games against relatively low-key opposition, Sevilla aside, spoke for themselves.
Premier League- After victories in the Community Shield and against Swansea in the league opener, things looked promising. Temporarily. United drew blanks twice against Chelsea and Liverpool, then embarked on a run of inconsistency. A heavy 4-1 thumping at the Etihad as well as a home loss to West Brom was complemented by a victory over Arsenal. Back to back wins at home? Preceded by back defeats at home. To Everton and Newcastle. Despite the signing of Juan Mata; defeats to Chelsea, Manchester City, Liverpool, Everton and co meant that Moyes was fired on 22nd April, with 4 games left to play.
Cup Competitions- The FA cup saw United lose to Swansea City in their first real test of the competition. A more respectable League cup followed, but United lost to Sunderland on penalties in the semi-finals. Europe was a minor source of redemption as United bowed out in the quarterfinals after a defeat to defending champions Bayern Munich.
Replacing a man of Sir Alex Ferguson's caliber is difficult in more ways than one. The media hype surrounding Moyes' smallest decisions didn't help him. Nor did his attempts to live up to the media's expectations. Sporting decisions were questionable. Tactics on the pitch too, like churning 50 crosses through in a game.
The 2-0 defeat to Everton sealed his fate
Many pointed to United's decaying squad and poor transfer business. But the reality was more than just that. A decaying squad in Moyes' hands is a title winning squad in Ferguson's. Ultimately, Moyes was unable to motivate his players in the same way as Ferguson did.
A roller-coaster preseason, coupled with poor transfer business brought about a poor start to the season. Then Moyes succumbed to media pressure, got his tactics wrong and was unable to steady the ship. A poor start affected the entire season.
While Moyes was similar to Ferguson in many ways, he fell terribly short in the psychological aspect of management. As the Scot grew increasingly insecure, his team flattered to decieve. Moyes' problem was fundamental. He was too absorbed in his predecessor's legacy, trying too hard to be the ideal manager in the eyes of the media and neglecting his own common sense as a result. Which resulted in his failure.
This is an example where the quality of the predecessor engulfed the quality of the successor. But Ferguson was unique. The circumstances of this managerial takeover gave us an understandable but rare result. The closest thing to a similar takeover would be if and when Arsene Wenger leaves Arsenal. In the next decade, perhaps?
If there was one man Ferguson believed to be superior to himself, it was (and still is, mind you) Jose Mourinho. The Portugese tactician's nomadic tendencies give us more information to work with.
Jose Mourinho and the Scorched Earth Policy
The 'Scorched Earth' policy. Not the prettiest name. But an adept one, it describes the Special One's impact on a club he leaves very well.
Where do we begin? When Jose Mourinho joins a club, player turnover takes a prominent role. The Portugese demands very specific types of players. Players who are willing to sacrifice themselves for the cause, follow Mourinho's instructions, fight for victories, stay defensively resilient and still produce flair and creativity when necessary. A rare breed.
Usually it takes more than a single summer to overhaul a team into Mourinho's image. Which is why his second season is usually his best one. That is when hunger, passion, vision and football combine. For great results. Mourinho won his treble with Inter, semi-treble with Porto and league title with Real Madrid in his second season.
Mourinho's players are known to have extreme loyalty towards him. Including some he never recruited. Zlatan Ibrahimovic is a prominent example. This loyalty, and motivation, enable him to motivate players in a way like none other.
In essence, Mourinho's best seasons are times when his group of loyal players go to their physical (and mental) limits, perfectly follow his game plan, and succeed. That is usually when Mourinho chooses to leave. That is precisely when his scorched earth policy kicks in.
The Scorched Earth policy is nothing more than a name for Mourinho's tendency to leave clubs on their knees, when they need him but he no longer wishes to continue. For various reasons.
At Porto the season following Jose's exit wasn't a disaster, but they failed to win the league. At Chelsea his team reached the Champions League final that season, but Carlo Ancelotti was the only manager who won a league title between the Portugese's stints.
Inter Milan had the worst withdrawal symptoms. After winning the treble and going through a World Cup, the players were understandably tired. Physically depleted rather.
Mentally, they still missed Mourinho. Rafael Benitez inherited a fatigued squad that required motivation that he couldn't provide. Benitez attempted to steady the ship- he continued with a 4-2-3-1 with the motto of 'not changing anything'. As Mourinho termed it, in 6 months Benitez destroyed the best team in Europe. Whether it was entirely the Spaniard's undoing is another question entirely.
What to say of Real Madrid? An extremely unique club based upon a business, not sporting model. Instilling a damaging (and to a certain extent, successful) siege mentality to defeat Barcelona, the Portugese splashed the cash and built a team. Mourinho's second season was his best as expected, winning a league title in truly magnificent style. But the players never really bought into Jose's system and ideology, as they fell on penalties to Bayern Munich and collapsed entirely in his 3rd season in charge. There were dressing room rifts, yes. But the feeling was that Mourinho needed to leave, and didn't succeed at Real Madrid.
When Mourinho takes over at a club, he well and truly changes it. Moulds it. Into his vision. When he leaves it on his terms, the club well and truly collapses in his shadow. Not as large a fallout as at Manchester United, but a big one nonetheless. Then comes the question, do great motivators always cause such as a rift?
Carlo Ancelotti:
The ultimate lotion for Mourinho's rashes at clubs, Carlo Ancelotti is one of the coaches who has a knack for re-energising players after Jose's exit.
At Chelsea he took a waning side to a league and cup double in his first season in charge. This was after the sacking of Luiz Felipe Scolari and the end of Avram Grant's interim tenure post-Jose Mourinho. Chelsea had performed admirably in the Champions league in seasons past, but these were the first pieces of silverware they had won since the Special One's departure.
The arguably more impressive feat was at Real Madrid. Ancelotti allowed president Florentino Perez to tinker with his squad (read: toys) at will, and established a system which won the famed La Decima (10th European Cup) and a Copa Del Rey. The treble could have been won as well, if it weren't for a sudden collapse in the league. The reason for this feat being more impressive- it took place a season after Jose Mourinho left the dressing room in shambles.
How has Ancelotti proven to be so adept at steering Mourinho sides to the finishing line? Granted, he has only done it twice. Still better than most.
The Players' Manager??
Ancelotti is the definition of a players' manager. Great with man-management, building systems to suit the players and transforming players. The only criticism against him could be that he allows owners and presidents too much freedom in messing with his teams.
When Mourinho left his teams, he left them as just that- good teams. In a good system. However he took a lot with him, including the ability to make his units perform beyond their abilities. And his defensive straightjacket.
At Chelsea Ancelotti simply redesigned the system to bring the best out of his players. A 4-3-3 worked well enough. Regulars like John Terry, Frank Lampard and Didier Drogba were given assured roles. Above all Ancelotti brought something the players hadn't seen since Mourinho- a level of trust with the players. The calm dressing room served to charm the players. Even during defeat. Its telling that this was the last league title these players would win before the squad was overhauled by Mourinho again, only John Terry remained in the starting XI 5 years later.
Having a massive financial backing helps, but Carletto's first season at Real Madrid was characterized by his ability to heal rifts between players and reinvigorate a side that looked broken at times during the previous season. Again, nothing radical. Ancelotti played a 4-3-3 and fit the BBC trio along with Angel Di Maria into what became an exciting side on the ball. Gareth Bale and Daniel Carvajal were integrated into the side, becoming crucial cogs.
But the impressive aspect was how he turned players' careers around. Luka Modric and Karim Benzema looked to be down and out until the Italian turned them into 2 of the best players in the world in their positions. Ronaldo was kept happy amidst new signings. Sergio Ramos put his problems behind him, while Pepe was a disciplined beast. The sudden calm in the media and dressing room was reflected on the pitch.
Ancelotti was loved by his players for the calm atmosphere he brought to the dressing room
The essence? Carlo brought the calm and trust to the clubs when they needed them, and built a system for the players (handily using Jose's system when needed, like in the 5-0 win over Bayern Munich). A group of happy players would perform on the pitch, The recipe for success.
Tito Vilanova Replacing Pep Guardiola:
A final short section on an interesting swap.
When Guardiola announced that he was leaving, many players were distraught. Understandably. However, considering that his assistant Tito Vilanova would replace him, things didn't seem so bad. Not at first. Sound like Moyes for Ferguson? Not quite. Vilanova was far more experienced in the hotseat. He was like Guardiola, just a little different. At first it sounded good.
Vilanova learnt a lot from Guardiola
A fundamental feature of Guardiola's tenure at Barcelona was the attempt to beat the 3 year rule. He wanted to beat the decay and complacency that all teams faced at the end of 3 years. When this didn't happen, he left.
Vilanova's first season in charge brought a league title to club, but nothing out of the ordinary. Domestic rivals in Madrid were in disarray after all. Otherwise? The side that had fallen victim to complacency fell deeper into the trap. Had Guardiola stayed on? The same results might have fallen in place. If one recalls, that season even Messi looked disinterested at times, while the squad as a whole looked in need of a revamp.
Moral of the story?
It took a massive rehaul of 200 million or more euros (rushed even) and a turnover of 2 managers (3 if you count Vilanova, but nothing he could have done in his personal situation) and a change in playing style (smaller changes but fundamental ones nevertheless) for Barcelona to win their next trophy (along with some humiliating defeats for good measure).
The 7-0 aggregate defeat was a warning sign for the Catalans
This entire article has been about how managers can change the way in which players operate. But in this case, Barcelona's players proved to be the problem. Indeed, Vilanova planned on overhauling the squad in the summer of 2013 if it weren't for his cancer. Eventually, a transfer ban and a massive spending spree in panic preceding it led to a true overhaul. Moyes would have done well to follow.
This swap illustrated how sometimes a club's lack of investment could make it seem like a manager did a worser job than he actually did. Benitez at Inter, Moyes at United and other such examples illustrate this perfectly.
The managers who take-over and succeed quickly are the ones that can quickly identify decay in a squad and fix it effectively. They are also the ones who have a vision of their own, and turnover players as necessary. Extreme visionaries and those reluctant to change often fail.
Carlo Ancelotti David Moyes Football Analysis Football Managers Jose Mourinho Pep Guardiola Rafael Benitez Scorched Earth Sir Alex Ferguson Transfer Policy
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