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Architect Personal Details Architectural works in South Australia
Firms or Professional Partnerships Bibliographic Sources
Architect Personal Details
William Bennett
William Hays was a colonial government civil engineer and architect. He was responsible for several important structures which were constructed in the early decades of South Australia's settlement most notably a bridge over the River Torrens and the House of Assembly building.
William Bennett Hays was born in Wandsworth, Surrey, England in 1814 to Thomas and Elizabeth Hays. He was christened at St Mary's Church, Lewisham, London on 15 December 1814. His first marriage was to Elizabeth Hays on 20 June 1839 at St Mary Newington, Surrey (Australian Dictionary of Biography – Online Edition).
Hays arrived in South Australia on 4 November 1849 aboard the ship Navarino. At the age of 36, after being widowed, he married Harriet Gilbert on 3 October 1850 at the Holy Trinity Church, Adelaide (SLSA Family History Database). They had three daughters; Mary born on 25 August 1853 at Glen Osmond, Anna born c.1855, and Mennie Cara born c.1863. The two youngest daughters were not born in South Australia (SLSA Family History Database).
Prior to migrating to Australia, Hays worked for Walker and Burgess on various railway projects in both England and Ireland (Cumming and Moxham 1986: 95). After settling in South Australia, he was appointed Surveyor of Main Roads in January 1850 and shortly after on 8 March he was promoted to Clerk of Works and Architect (Morgan and Gilbert 1969: 148) (Page 1986: 30). On 27 October 1851, a sub-committee of the Legislative Council called for the establishment of a new position entitled Colonial Architect and Supervisor of Works (SRSA GRG38 online). Hays was appointed to this position on 1 January 1852. As head of the Colonial Architect's Department, as it became known, his role was to 'exercise a general and complete supervision over all public works' (SRSA GRG38 online). In January 1855 he took a year's leave of absence due to 'circumstances of a private nature' and travelled back to England (Morgan and Gilbert 1969: 148). In January 1856 Hays was dismissed from the Public Works Department, as it was then known (Morgan and Gilbert 1969: 148). It is unclear whether he returned to South Australia. By 1861 Hays was living in England with his family (SLSA Family History Database). It is not known when Hays died although he predeceased his wife who died in October 1887 (Australian Dictionary of Biography – Online Edition).
Hays had wide ranging interests. In 1850 Hays, noted as a 'civil engineer', was issued a South Australian patent for the term of ten years for 'the exclusive right to an improved method of Manufacturing Charcoal, for making available most of the other component parts of Wood, and for applying the gaseous products of such Wood' (Flinders University online). In 1853 he became a founding member of the Adelaide Philosophical Society (Cumming and Moxham 1986: 95). In 1855 while in England he applied for, and was granted, another patent for 'an improved breakwater' (Brookman online) (Woodcroft online).
Although Hays had published several papers in the late 1830s, it was not until 1856 when he wrote his book entitled Engineering in South Australia: being an account of the principal public works now executed: preceded by a historical sketch of the colony, from its foundation to the present time. Hays' text was published in London and through it he promoted his role in developing the colony's key public works. He described his attempt to improve the colony's roads by introducing 'a formation somewhat analogous to the plank roads of America' (Hays 1856: 21). He experimented with designing a eucalyptus or red gum plank road on a substrate of sand as a roadway approach for one of the colony's new jetties.
In his text, Hays also described the colony's requirement for a bridge across the River Torrens which would connect the city proper to North Adelaide. After the failure of numerous early bridges and the 'destruction of the principal bridges in the winter of 1852', the government held a design competition for a new bridge from King William Street (Hays 1856: 27). Architect Edmund William Wright was awarded first prize. The winning design was never constructed though because, according to Hays, 'the river had made such inroads upon its banks, that the plan was found to be no longer suitable' (Hays 1856: 27). In 1853 Hays was commissioned to design a new bridge. There was public outcry when Wright's design was usurped by Hays (Jensen and Jensen 1980: 94). However Hays' bridge went ahead and the foundations were laid in 1853-4. The bridge was a single clear span with stone foundations, wing-walls, and abutments, two wrought iron bowstring girders with plate-iron cross girders which carried the road and footpath. The roadway was built with timber bearers and decking. Hays did not supervise the construction of the bridge (Page 1986: 33). The bridge was completed c.1856 but no longer stands.
One of Hays' most detailed accounts in his book was for the 'Port Elliott [sic] and Goolwa Railway, and Harbour Improvements' (Hays 1856: 34). In 1851 the government requested Hays to implement the scheme for a single line railway between Port Elliot and Goolwa (to be worked by horses initially and later locomotives), including a small wharf at Goolwa and a jetty, a small breakwater and moorings at Port Elliot (Hays 1856: 34, 39, 41). The railway line was opened in May 1854. This development was significant because it linked the River Murray with the sea via Port Elliot (Hays 1856: 36). The construction of the Port Elliot breakwater commenced in April 1853. It was built of granite and was completed c.1855.
Hays' experimentation and interest in breakwaters coincided with his design of the Glenelg Jetty (Jensen and Jensen 1980: 208). During leave in England Hays 'arranged the purchase of material for the Glenelg Jetty … [h]e selected an expensive method of shipping this material' (Cumming and Moxham 1986: 95). While on leave, he was also accused of receiving a £76 payment from a contractor who had used one of his patents when constructing the Port Willunga Jetty; a payment which had not been disclosed to the government. These events later led to his dismissal from the Public Works Department in 1856.
Earlier, in September 1851, a design competition was held by the government for 'plans, specifications and estimates for additions to the existing Legislature or for a completely new building' (Jensen and Jensen 1980: 101). Hays won the competition but there was disquiet about favouritism by one of the judges (Page 1986: 32). In 1853 he drew up plans and prepared cost estimates for a House of Assembly building 'to accommodate two chambers, one for thirty six members and the other for twelve, costing no more than £20,000' (Marsden 1996: 246). It was to adjoin the existing Legislative Council Chamber. It was designed in the Elizabethan style and was constructed from limestone and red brickwork. In 1854 the builders English & Brown began work. The building was completed in 1855. It is Hays' best-known surviving work. The building has undergone many subsequent alterations and additions and is now known as Old Parliament House. 'As the name … suggests, this is one of South Australia's most important historical buildings as it was the first permanent site of the South Australian parliament' (Marsden 1996: 245).
Hays designed other public buildings including, in 1854, additions to the Mounted Police Barracks in the form of the Armoury and inspector's residences for the police (Marsden 1996: 256). 'The Armoury was ... a single storey building, but it was very tall with a steep roof ... [it] is unique in South Australia, its scope (and the large cache of arms it held) indicating the strength of the colony's mounted police in the early decades of settlement' (Marsden 1996: 257).
During the period from 1850 to 1855 when Hays worked as a government architect, it is likely that he was involved in the design of other public works including the additions to Government House (1855).
Susan Collins
Citation details
Collins, Susan, 'Hays, William Bennett', Architecture Museum, University of South Australia, 2008, Architects of South Australia: [http://www.architectsdatabase.unisa.edu.au/arch_full.asp?Arch_ID=78]
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Architectural works in South Australia
Name Suburb Year Designed
House of Assembly Adelaide
Armoury and Inspectors' Residences Adelaide
River Torrens Bridge Adelaide
Firms or Professional Partnerships
Name Dates Worked
Cumming, D.A. and Moxham, G.C. (1986) They Built South Australia: Engineers, Technicians, Manufacturers, Contractors and Their Work. Cumming and Moxham, South Australia.
Hays, William Bennett (1856) Engineering in South Australia: being an account of the principal public works now executed: preceded by a historical sketch of the colony from its foundation to the present time, John Knott, London.
Jensen, Elfrida and Jensen, Rolf (1980) Colonial Architecture in South Australia: a definitive chronicle of development 1836-1890 and the social history of the times, Rigby Publishers Ltd. Adelaide.
Langmead, Donald (1994) Accidental Architect: The Life and Times of George Strickland Kingston, Crossing Press, Sydney.
Lustri, S. (2012) 'Hays, William Bennett' in Goad, P. and Willis, J. (eds) The encyclopaedia of Australian architecture, Cambridge University Press: 320.
Marsden, S., Stark, P. and Sumerling, P, (1990, second imprint 1996) Heritage of the City of Adelaide: An illustrated guide, Corporation of the City of Adelaide, Adelaide.
Morgan, EJR and Gilbert, SH (1969) Early Adelaide Architecture, Oxford University Press, Melbourne.
Page, M (1986) Sculptors in Space: South Australian Architects 1836-1986, RAIA (SA), Adelaide.
Jolly, Bridget (2000) Preliminary listing for the Database of Australasian Architects and Associated Professionals, unpublished report.
State Records of South Australia (SRSA), GRG38 Public Buildings Department, and the predecessor and successor agencies.
State Records of South Australia (SRSA), GRG42 South Australian Railways.
Australian Heritage Places Inventory, (Old Parliament House, North Terrace, Adelaide - Register of National Estate) accessed online 18 August 2008 at http://www.heritage.gov.au/ahpi/search.html
Brookman, R.A. (ed.) (1855) The Mechanics' Magazine, Robertson, Brookman, and Co., Mechanics Magazine Office, London, p.455 accessed online 18 August 2008 at http://books.google.com.au/books?id=K5oAAAAAMAAJ&pg=PA455&lpg=PA455&dq=%22william+bennett+hays%22&source=web&ots=pCKvfgdEmw&sig=-MCRblKEDNtjDjLp8xKGcw1Km_c&hl=en&sa=X&oi=book_result&resnum=6&ct=result
Fencak, Mary M., 'Hays, William Bennett (1814-1887)', Australian Dictionary of Biography accessed online 29 July 2008 at http://www.adb.online.anu.edu.au/biogs/AS10214b.htm
Flinders Academic Commons, Flinders University, accessed online 18 August 2008 at http://dspace.flinders.edu.au/dspace/handle/2328/2140
Woodcroft, Bennet (1856) Chronological Index of Patents Applied for and Patents granted, for the Year 1855, Order of the Honourable the Commissioners' of Patents, London, p.51 accessed online 18 August 2008 at http://books.google.com.au/books?id=feY2UVWpKYYC&pg=RA1-PA51&lpg=RA1-PA51&dq=%22william+bennett+hays%22&source=web&ots=BxMoqWBsYw&sig=riWEeGYfN3Ne4aFGDDifzQ3vbIg&hl=en&sa=X&oi=book_result&resnum=7&ct=result
State Library of South Australia (SLSA) Family History Database, Ancestry UK Database, 'Marriage Index 1837-1983', '1861 England Census', and '1871 England Census'.
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Architects of South Australia, Copyright 2008, Updated regularly
Published by Architecture Museum, University of South Australia
http://www.architectsdatabase.unisa.edu.au


The public has long relied on mailings and newsletters to learn about all the happenings with their local governments. In many situations, technological solutions can save municipalities on manual processes, such as costs for mailing supplies and postage. Technology is simpler than it used to be. Most citizens are starting to get better acquainted with how to use technology to obtain information in which they're interested. As their knowledge of mobile devices and smartphone apps has increased, citizens are beginning to expect to be able to use technological innovations to help manage most aspects of their lives, including how they receive information from their municipal governments.
To get the best all-around results for adopting technology, municipalities will need collaboration between people and processes, as well as a strong commitment by community leaders. The keys to successfully adopting technology for local municipalities require having a willingness to change and adapt and to be open to the value that technology offers.
Setting up a community technology resource board can be a useful step in gaining internal and community support.
One way to get collaboration about the best ways to implement technology is to set up a new board that has knowledge and expertise in information technology. The board's responsibility would be to explore what's available and how municipalities can make use of new technologies responsibly and safely. This board could consist of members of the municipality, at least one elected official and members of the community.
SMART goals will lead the board to find and recommend responsible technological solutions that work for the mutual benefit of the municipality and the community it serves.
Getting others onboard with adopting technology begins with the highest leadership positions. Top-level leaders who introduce and promote the many ways that technology can improve and streamline operations while helping employees do their jobs set the stage for successful adoption and implementation. Find an organizational champion who's willing to take ownership for assessing risks, resolving potential problems and taking ownership of how the municipality communicates new technologies throughout the various departments. The champion will need the authority to make decisions, so they can be accountable for the success or failure of projects.
Key management stakeholders need to stay on top of new programs after the initial launch. It's best to involve administrators or managers who have cross-organizational responsibilities and ask them to be the primary people assisting with rolling out new technology solutions.
Before implementing new technology of any kind, administrators need to understand how the changes will affect each and every person involved. Before changes take place, there needs to be an identified individual who will help other employees understand the benefit of the changes to them and to the municipality. Leaders should clearly discuss the upcoming changes and begin to prepare employees for any new responsibilities that come with using the new technology.
A Forbes article entitled "Driving User Adoption: Making Sure Your Employees Are Engaged Users" notes that poor training leads to underutilizing or slowing down operations.
According to a KNOA survey, 91.6% of enterprise software errors were related to the user, the design or the process, as compared with 8.4% for system-related errors. Bear in mind that employees have constant workflow interruptions while they're attempting to learn new technologies. The Forbes article explains that the average worker switches tasks about every three minutes, which may take 40–60% of their workweek.
Best practices for adopting technology include tailoring training opportunities to the employees' different learning styles, as well as generational learning gaps related to technology. Most employees respond well to blended training that incorporates some degree of online and in-person training.
Even the best programs benefit from continuous monitoring. The person accountable for adopting technology should measure the success of the program against the SMART goals they set before they implemented the new program or programs. Practice close monitoring, especially within the first few months, and assess whether initiatives live up to their expectations. Be realistic in assessing what the programs can and can't do.
When problems arise, try to find the origin of the problem — it may not be the issue that everyone expects. Work with the technology provider to solve any problems and request assistance to get the program working at maximum capability. At a minimum, request a quarterly business review with the provider to assess progress in relation to goals. Take full advantage of ongoing training or support.
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X Factor's Spencer Sutherland is first act to be eliminated as new format reveals viewers' favourite
Anna Francis Sun, October 29 8:58am
Credit: Dymond/Thames/Syco/REX/Shutterstock
The show has had a big shake up when it comes to voting
The X Factor has seen the first act get sent home this series as part of a big shake-up of the voting system.
Spencer Sutherland was the unlucky contestant eliminated from the competition on Saturday night's debut live show, which saw the viewers alone choose who should go rather than the previous format of the judges making the final decision.
Whilst there used to be a sing-off between the two acts with the lowest amount of the public vote, the programme now sends the star who proves least popular with fans home straight away without consulting the panel.
Spencer – who was mentored by Louis Walsh as part of the Boys category – was obviously disappointed to be axed but spoke of how grateful he was for being given a chance.
The American-born star explained: "I just want to take the opportunity to thank everyone so much, and the UK for welcoming me with open arms."
As part of the change to the voting system, host Dermot O'Leary also revealed which act had earned the most votes from viewers during the show.
It turned out to be Grace Davies, one of Sharon Osbourne's acts in the Girls category who is one of the favourites to win.
The 20-year-old was thrilled to hear the news and will now get to compete against the most popular act from Sunday night's show for the chance to win a music workshop with singer Pink in New York.
Buckle up! The X Factor Six-Chair Challenge Starts Tonight…
X Factor winner Dalton Harris 'could be made to leave UK'
New X Factor judge Louis Tomlinson: 'I've grown up fast'
After Saturday saw the Boys and Girls take to the stage, Sunday's programme will feature the Overs and Groups categories and another act will be sent home from the competition.
It looks like judge Simon Cowell – who mentors the Groups – will also hopefully return after being forced to miss the opening live show following a fall at home.
See the action unfold when The X Factor airs at 7pm on Sunday 29 October on ITV.

redpajama_set_name: RedPajamaCommonCrawl


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Around the NBA: Don't tell Iverson he's supposed to be slowing down
Chris Beaven
At age 32 and after 11 years of pounding, Allen Iverson is supposed to be slowing down.
Someone might want to remind him of that. The Nuggets' 6-foot guard showed how explosive he remains in his 12th season, totaling 86 points in back-to-back games against the Lakers and Mavericks.
"I'm tired of people saying he lost a step," teammate Carmelo Anthony told the Denver Post. "Please stop saying that."
Iverson played all 48 minutes of a home loss to the Lakers, scoring 51 points to go with eight assists. He had 49 points through three quarters but spent most of the fourth quarter setting up teammates as the point guard. He did a nice job finding open looks for others, but his teammates missed many shots. J.R. Smith and Kenyon Martin were a combined 3-for-18.
Iverson came back the next night with 35 points, 12 assists and six steals in 43 minutes in a win at Dallas.
"I'm just trying to do whatever I can do for my team to win basketball games," Iverson told the Denver Post. "I knew it was going to be tough to come in after playing 48 minutes. But once you get on the court, you don't think about that, just the love for the game and the fact that you're trying to do it for your team."
What made Iverson's output even more impressive was his efficiency. He shot 30-of-46 from the floor, finishing tough drives and hitting a variety of mid-range jumpers. He also made 26-of-31 fouls shots.
Cleveland, Chicago and Miami, expected to be three of the Eastern Conferences better teams, entered the weekend with a combined 18 wins. In fact, Washington, without Gilbert Arenas much of the season, has as many wins (nine) as the combined total of Chicago and Miami.
South Beach blues
The Heat had the league's worst record through 18 games (4-14), and they don't look ready to turn things around anytime soon.
"Until we accept that we're ... one of the worst teams in the league — until they humble themselves to accept that — this isn't going to change," Heat Coach Pat Riley said after practice Wednesday. "If you think it's going to change on its own because you have a bunch of high-profile names on the back, it ain't going to."
Unhappy big man
One of those "high-profile names" — Shaquille O'Neal — is in the midst of his worst season statistically and is not thrilled with the way he is being used.
O'Neal entered Friday with five straight games of fewer than 10 shots. The 35-year-old is averaging 15 points on 10.7 shots per game, both career lows. He is shooting 59.1 percent from the floor and said teammates need to find ways to get him the ball.
So did O'Neal plan to talk to teammates or Riley about getting him more involved? "I shouldn't have to (expletive) communicate that," he told the Miami Herald.
Need healthy bodies
The Cavaliers' up-and-down start coincides with a variety of injuries and holdouts.
LeBron James has missed a week with a finger injury, and the Cavs took an assortment of beatings in his absence. Larry Hughes, Donyell Marshall and Eric Snow also have missed significant chunks of games. Hughes and Marshall remain out. A contract dispute cost Sasha Pavlovic the start of the season, while Anderson Varejao just came to terms with the team.
Coach Mike Brown has done his best to focus on the players available, but the Cavs need a full deck to compete nightly and make another run at the NBA Finals.
"Yes, we can win games," Brown said this week. "But obviously we're going to need to get some bodies healthy for us to get back to the level at which we were at the end of last year."
Just a headache?
Cavs fans can dream about Jason Kidd coming to Cleveland, but it's not likely.
When the Nets All-Star guard missed Wednesday's loss to the Knicks with a migraine, the rumor mill began to churn. Yahoo Sports reported that Kidd essentially took a sick day to show how unhappy he is in New Jersey, and that he wanted to play with James in Cleveland.
Kidd held a news conference the next day to quiet rumors.
"The only thing I did was have a paid sick day," he said. "Everybody's taking notice, and everybody now says I don't want to be here. I'm having one of my best seasons. Why would I want to ask to be traded? And as a team we're doing better than last year."
Even if Kidd was sending a message to the Nets and they try to move him, it will be tough for the Cavs to put together an attractive package.
24-second clock
- Miami rookie guard Daequan Cook set a season-high in scoring for a second straight week with 20 points in a loss at Portland. He did it on 9-for-11 shooting, making both 3-point shots.
- The Lakers play the Warriors twice this week — in L.A. Sunday on NBA TV and at Golden State on Friday on ESPN. It's a big week for each team, with both also playing San Antonio. The Spurs visit Golden State on Tuesday and the Lakers on Thursday.
- Dallas entered the weekend 12-8, with losses in six of nine games. The Mavs didn't lose their eighth last year until Game 35.
Reach Repository sports writer Chris Beaven at (330) 580-8345 or e-mail chris.beaven@cantonrep.com


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The side-effects of bad data in API development and manufacture
Innovation is key to delivering new drugs faster and cheaper while tailoring them to patient needs. Data drives this, but how do you know it's the right data? From solubility and delivery to bioavailability and stability, the application of intelligent analytics is crucial to the success of your candidate formulation. The fundamental question every pharmaceutical scientist must ask himself is: "Considering the intended route of delivery, what do I need to know about this formulation?".
Using real-life examples, our experts explain how the best – and worst – decisions in pharmaceutical development and manufacture are made, and offer their tips for success.
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David joined Concept Life Sciences in 2010 following seven years at Pfizer as a Team Leader supporting various therapeutic areas, including allergy & respiratory and pain. During his time at CLS, David has successfully managed numerous teams and projects for global pharmaceutical and biotechnology companies across a wide range of therapeutic areas. He gained his first degree from the University College London and was awarded his PhD in 2001 from the University of Manchester, working on total synthesis. David's interests center on Chemical Biology and Antibody Drug Conjugates.
Paul Kippax, Pharmaceutical Sector Director, Malvern Panalytical
Following a degree in chemistry and a Ph.D. in colloid science, Paul joined Malvern Panalytical (formerly Malvern Instruments) in 1997 as a technical support scientist. He has spent the past 23 years developing an in-depth understanding of material characterization techniques and their application in solving pharmaceutical industry challenges. A keen believer in the power of collaboration in enabling innovation, Paul works closely with customers on applying analytics to enable innovative product development.
Natalia Dadivanyan, Field Application Specialist, X-ray Products, Malvern Panalytical
Natalia is a polymer chemist by education, and studied chemistry in Moscow State University (Russia). After completing her Master's thesis on polymer liquid crystals Natalia moved to University of Freiburg (Germany) to obtain her PhD degree working on liquid crystalline elastomers. This was followed by a post-doc position in the Eindhoven University of Technology (The Netherlands), where Natalia did research on organic semiconductors. In 2012 Natalia joined PANalytical, now Malvern Panalytical as an Application Specialist in X-Ray Diffraction in Almelo (The Netherlands). In the past five years Natalia was primarily supporting the customers from the pharmaceutical industry with a focus on work in regulated environment. Nowadays Natalia is dedicated to application and business development of X-ray products in Pharmaceutical industry.
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Home > Blogs > Critical Paradigm - Paradigm Shift In Critical Care
Critical Paradigm - Paradigm Shift In Critical Care
BY Abdul S. Ansari 01/08/2020
Critical care refers to the holistic and comprehensive care given to patients suffering from chronic medical conditions or severe injuries that require immediate medical intervention. Such patients are to be treated on an emergency basis and are directly brought to the Intensive care unit (ICU) or trauma centre where a specialized team of doctors is available 24/7 to handle even the most severe cases with utmost proficiency. Nanavati Max is listed amongst the top Critical Care Hospitals in Mumbai, which offers leading-edge facilities and a highly proficient team of doctors who work seamlessly to deliver the best care to critically ill patients and work with them throughout their recovery till proper rehabilitation.
Critical Care and Emergency Medicine in India has undergone a lot of changes over the past few years and is as diverse as the culture of our country. Initially, it was offered only at some numbered hospitals, however, the formation of the Indian Society of Critical Care Medicine has given an impetus to the speciality and it has grown to be a very important department which is listed among the core facilities of all the best hospital in India.
How the concept came into being?
The growing need for a separate medical unit that would offer closer attention to terminally ill patients gave birth to the idea of establishing Intensive Care Units, which was put into action in 1950's with the establishment of the first ICU and this paved way for the development of critical care medicine which has been evolving ever since in terms of technological advancements and better understanding of various diseases and conditions.As per the best doctors in Mumbai, it wouldn't be wrong to say that Critical care medicine is among the most rapidly growing specialities and it is clearly evident from the developments it has undergone in such a short span of time.
This progress can be credited to the growing zeal of the doctors to carter to the increasing needs of the patients and their zestto embrace innovation and technology for improving the health care scenario in general.
Types of critical/intensive care units:
1. Coronary intensive care unit (CCU or CICU) -The unit offers intense monitoring facilities and care for patients with a primary cardiac diagnosis. It is managed by a team of highly specialized physicians, doctors, nursing staff and patient care technicians who are trained with handling all the equipment.
Acute coronary care unit (ACCU)-The unit deals with patients suffering from acute myocardial infarction and cardiogenic shock as well as offers post-operative care for patients who have undergone open-heart surgery.
Subacute coronary careunit (SCCU) - Also known as Progressive care unit, it deals with patients who require cardiac telemetry such as in case of unstable angina.
2. Medical intensive care unit (MICU)- The unit offers round-the-clock care and services for patients suffering from a plethora of chronic medical conditions. The unit is managed by a team of experienced doctors and nurses who work in close collaboration. Some of the most common conditions treated here include respiratory failure, liver failure, acute renal failure, gastrointestinal haemorrhage, blood disorders, and cancer.
3. Surgical intensive care unit (SICU)-The unit offers pre and post-operative care for critically ill patients. The unit is managed by a team of surgeons and anaesthesiologists who are specialised in critical care.
4. Paediatric intensive care unit (PICU)- Managed by a team of paediatric intensivists, child consultants, nurse practitioners and respiratory therapists, the unit specialises in the care of terminally ill children including infants, toddlers and teenagers.
5. Neuroscience critical care unit (NCCU)- The unit aims at meeting the needs of severely ill neuro-medical and neurosurgical patients.
6. Trauma intensive-care unit (STICU)- It is a highly specialised unit where all the trauma patients with unstable haemodynamic status are brought for immediate treatment.
7. Neonatal intensive care unit (NICU)- Commonly known as an intensive care nursery, the unit specialises in the care of premature new-borns.
Dr. Abdul Samad Ansari (Director of Critical Care Services)
Dr. Abdul Samad Ansari is the Director of Critical Care Services with an experience of over 21 years. He serves as a faculty and guide for various Critical Care Training/Fellowship programs. His speciality lies in mechanical ventilation, sepsis management and extra corporeal supports. He has been an integral member of several task force committees and helped to draft various policies till date. Hon'ble Governor of Maharashtra, Bhagat Singh Koshyari presented Dr. Ansari with 'Certificate of Appreciation, for his active involvement in the fight against COVID-19 in 2020. He has been the recipient of prestigious Chairman's Award 2020 in recognition of the outstanding contribution to Max HealthCare.


If anything, Cohen's testimony hurt the case against the president. Cohen said that he had no direct evidence of collusion between the Trump campaign and the Russian government. He also appeared to lie several times (again).
The media, too, lost. They billed Cohen's appearance as a climactic moment — then struggled to salvage bits and pieces of their shattered narratives from the wreckage of his testimony. Cohen told the committee that Trump had not actually told him directly to lie to Congress. He also admitted there was no evidence, other than the word of a convicted liar (himself), that Trump had ever directed that "hush money" be paid to Stormy Daniels and others.
Overall, however, the hearing yielded nothing but Cohen's own speculations, fueled by Hillary Clinton's own — admittedly, more capable — "fixer," Lanny Davis. Cohen testified that prosecutors from the Southern District of New York were looking into potential crimes by Trump. That much has been known since Cohen's own indictment.
Yet there was something significant that happened on Wednesday. At some point in the hearing, the questions moved beyond Stormy Daniels and Russian collusion and moved to Trump's business dealings, and even his personal life.
Had he abused "controlled substances"? Had he paid for women to have abortions? Had he struck the First Lady? What about the value of his real estate — did he overvalue it for insurance, and undervalue it for taxes?
These questions had nothing to do with "oversight" of government. The equivalent would have been Republicans using — or abusing — the investigative powers of the committee to call convicted Chicago fraudster Tony Rezko to testify about his dealings with Barack Obama, and Obama's character.
The GOP took a lot of criticism for lengthy hearings on the Benghazi terror attack, but at least that had to do with government. We are far beyond that now.
What the country saw in the Michael Cohen hearings was a committee no longer concerned with clean and effective government, but one that has become a giant Democratic opposition research operation.
At the end of the hearing, Cummings suggested that future witnesses would include employees of the Trump business empire, as well as members of the Trump family.
The abuse of power has now been institutionalized. And innocence is no obstacle.


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<?php

namespace PayPal\EnumType;

use \WsdlToPhp\PackageBase\AbstractStructEnumBase;

/**
 * This class stands for CheckoutStatusCodeType EnumType
 * Meta information extracted from the WSDL
 * - documentation: CheckoutStatusCodeType
 * @subpackage Enumerations
 * @author WsdlToPhp <contact@wsdltophp.com>
 */
class CheckoutStatusCodeType extends AbstractStructEnumBase
{
    /**
     * Constant for value 'CheckoutComplete'
     * Meta information extracted from the WSDL
     * - documentation: Checkout complete.
     * @return string 'CheckoutComplete'
     */
    const VALUE_CHECKOUT_COMPLETE = 'CheckoutComplete';
    /**
     * Constant for value 'CheckoutIncomplete'
     * Meta information extracted from the WSDL
     * - documentation: Checkout incomplete. No details specified.
     * @return string 'CheckoutIncomplete'
     */
    const VALUE_CHECKOUT_INCOMPLETE = 'CheckoutIncomplete';
    /**
     * Constant for value 'BuyerRequestsTotal'
     * Meta information extracted from the WSDL
     * - documentation: Buyer requests total.
     * @return string 'BuyerRequestsTotal'
     */
    const VALUE_BUYER_REQUESTS_TOTAL = 'BuyerRequestsTotal';
    /**
     * Constant for value 'SellerResponded'
     * Meta information extracted from the WSDL
     * - documentation: Seller responded to buyer's request.
     * @return string 'SellerResponded'
     */
    const VALUE_SELLER_RESPONDED = 'SellerResponded';
    /**
     * Constant for value 'CustomCode'
     * Meta information extracted from the WSDL
     * - documentation: Reserved for internal or future use.
     * @return string 'CustomCode'
     */
    const VALUE_CUSTOM_CODE = 'CustomCode';
    /**
     * Return allowed values
     * @uses self::VALUE_CHECKOUT_COMPLETE
     * @uses self::VALUE_CHECKOUT_INCOMPLETE
     * @uses self::VALUE_BUYER_REQUESTS_TOTAL
     * @uses self::VALUE_SELLER_RESPONDED
     * @uses self::VALUE_CUSTOM_CODE
     * @return string[]
     */
    public static function getValidValues()
    {
        return array(
            self::VALUE_CHECKOUT_COMPLETE,
            self::VALUE_CHECKOUT_INCOMPLETE,
            self::VALUE_BUYER_REQUESTS_TOTAL,
            self::VALUE_SELLER_RESPONDED,
            self::VALUE_CUSTOM_CODE,
        );
    }
}

redpajama_set_name: RedPajamaGithub


text:
A G–4 Super Galeb jugoszláviai kiképző repülőgép. A kezdők és a haladók kiképzésére szolgáló G–2 Galeb és Lockheed T–33 felváltására szánt G–4 jelentősen különbözik névrokonaitól, csak a megbízható, de gazdaságtalan gázturbinás sugárhajtóművet tartották meg. Megjelenésében inkább a brit BAE Hawkra hasonlít. 1978-ban szállt fel először a Super Galeb. 1982-ben állították szolgálatba, először a mostari kiképző iskolában, majd 1985-től a pulai fegyveres egységnél. Az UTVA 75-ön történő alapkiképzés után a magasabbszintű oktatásban használják. A G–4-et támadó szerepkörben is lehet alkalmazni. A típus egyetlen külföldi vásárlója Mianmar.

Super Galebek ma

Mianmar légierejében 7 Super Galeb van aktív szolgálatban. A szerb légierőben a NATO csapás során sok gép megsemmisült, 2018 áprilisában pedig kiképzőrepülés közben lezuhant egy, megölve az egyik pilótát. Ma a szerb légierőben 23 megmaradt G-4 teljesít szolgálatot, amelyek felosztása a következő:
 13 db G-4,
 6 db G-4S,
 3 db G-4T,
 1 db G-4M.

Szerbia hadereje
Katonai kiképző repülőgépek

redpajama_set_name: RedPajamaWikipedia


Incorporating the latest thinking on educational facility design, Los Angeles Unified School District Camino Nuevo High School is the vanguard of the anticipated group of 500-seat academy high schools. This project is situated on a hill overlooking downtown Los Angeles to the South and the mountains to the North.
In order to mediate complex plan and sectional relationships inherent to the site, the design is structured around a series of terraced courtyards bestowing varying levels of social and pedagogical configurations that maximize the use of both indoor and outdoor spaces on this tight urban site.
The academy model is unique in that it establishes a series of smaller learning communities in which flexibility of program spaces is essential. As such this facility has a series of "flex-rooms," that can adapt to evolving needs. In addition to these and more conventional classrooms and labs, this facility has kitchen, dining and locker facilities for students.
This project is also organized to allow portions of the project to function for after-hours community uses such as a multi-media center, classrooms for parent training, and a multi-purpose room, without compromising the security of the whole complex.
The project also incorporates a series of sustainability features consistent with CHPS (Collaborative for High Performance Schools) guidelines.


SKF training helps users of SKF equipment to optimize their predictive motor maintenance programs and motor repair/rebuild efficiencies to increase profitability. For detailed times, locations and pricing information, download the 2018 SKF Electric Motor Test and Monitoring Seminars brochure (click the link under "Training Schedule" in the right-hand column of this page).
Learn testing techniques that improve motor reliability, increasing plant efficiency or decreasing motor shop warranty work. Obtain the knowledge necessary to understand the health of critical equipment.
Learn how to acquire data that becomes the foundation for fact-based maintenance management.
Understand basic motor theory and the reasons that motors fail increases the maintenance professional's ability to find problems quickly and return rotating equipment to service.
Reliable knowledge of the condition of motors plant-wide enables maintenance professionals to maximize uptime, and schedule maintenance intervals to suit process watch lists.
Motor failure costs industries hundreds of thousands of dollars or more each year. Learn the techniques and obtain valuable information to detect motor problems prior to failure, avoiding costly downtime.
Businesses own equipment that is critical to their unique processes. Ensuring these machines' reliability is paramount to profitability of the plant. Obtain the knowledge necessary to understand the health of critical equipment.
The SKF training/seminar team in Fort Collins, Colorado, can work with you to arrange a training programme that is convenient for you. From introductory to advanced courses, SKF can develop a training seminar that fits your schedule.
We have a variety of training courses held at a variety of locations - at our facility, across the country, or we can bring the course to you!
SKF offers scheduled traditional classroom courses in the United States at the Fort Collins, Colorado location throughout the year. Classes at the Fort Collins location include all course materials, most meals and lodging for the duration of the course.
SKF offers condensed versions of training courses regionally across the country at various locations and times. If there is not a course scheduled in your region, or if you have several plant locations in a certain area, a course can be conducted at an SKF location in your part of the country.
All courses can be held on-site in your plant at a mutually convenient schedule. On-site training brings the instructor expertise and all materials into your plant so that you see applications directly on your equipment.


We opened our Richfield office in 2014 – our second location after Sussex, WI. We were looking for a close-knit community similar to Sussex, and we found it here, and love it! We are located in the Richfield Square strip mall near the Piggly Wiggly. Our neighbors are MJ Gunsmithing and B&B Investments.
We offer both in-shop and offsite services for both businesses and residents near Hubertus/Richfield area. This includes Germantown, Menomonee Falls, Jackson, West Bend, Ackerville, Slinger, Hartford, and all other cities in the Washington County area.
Closer to the Waukesha/Pewaukee area? We have a location in Sussex, WI as well! Visit our Sussex location!


Babatha (also known as Babata) was a Jewish woman who lived in the town of Maḥoza (at the south-eastern tip of the Dead Sea in Jordan) at the beginning of the second century CE. In 1960, archaeologist Yigael Yadin discovered a leather pouch containing her personal documents in what came to be known as the Cave of Letters, near the Dead Sea. The documents found include such legal contracts concerning marriage (ketubba), property transfers, and guardianship. These documents, ranging from CE 96 to 134, depict a vivid picture of life for an upper-middle class Jewish woman during that time. They also provide an example of the Roman bureaucracy and legal system under which she lived.
Babatha was born in approximately 104 CE in Maḥoza. Most likely the only child or the eldest daughter, she inherited her father's date palm orchard upon her parents' deaths. By 124 CE, she had been married and widowed with a young son, Jesus. She was remarried by 125 CE to Judah, owner of three date palm orchards in Ein Gedi, who had another wife and teenage daughter. It is uncertain whether Babatha lived in the same home as the first wife or if Judah traveled between two separate households, as polygamy was common and mandated by Law in the Jewish community.
The documents concerning this marriage offer insight to her status in the relationship. In their marriage contract, Judah's debts become part of her liability, indicating a financial equality. In 128 CE, a legal document shows that Judah took a loan without interest from Babatha, showing that she had control of her own money despite the union. Upon Judah's death in 130 CE, she seized his estates in Ein Gedi as a guarantee against his debts which she had covered as stated in the marriage contract.
Another document of importance concerns the guardianship of Babatha's son. In 125 CE, Babatha brought a suit to court against the appointed guardians of her orphaned son, citing their insufficient disbursement of funds. The document contains Babatha's petition that full guardianship responsibility of her son and his property be transferred to her control.
The latest documents discovered in the pouch concern a summons to appear in an Ein Gedi court as Judah's first wife, Miriam, had brought a dispute against Babatha regarding their late husband's property. Therefore, it is assumed that Babatha was near Ein Gedi in 132 CE, placing her in the midst of Bar Kokhba's revolt. It is likely that Babatha fled with Miriam and her family from the imminent violence of the revolt. Because the documents were never retrieved and because twenty skeletal remains were found nearby, historians have suggested that Babatha perished while taking refuge in the cave.
Friedman, Mordechai A. (1996). "Babatha's "Ketubba": Some Preliminary Observations". Israel Exploration Journal. 46 (1/2): 55–76. JSTOR 27926417.
Broshi, Magen (1992). "Agriculture and Economy in Roman Palestine: Seven Notes on the Babatha Archive". Israel Exploration Journal. 42 (3/4): 230–240. JSTOR 27926273.
Chiusi, Tiziana J. (2005). "Babatha vs. The Guardians of Her Son: A Struggle for Guardianship – Legal and Practical Aspects of P. Yadin 12-15, 27". In Ranon Katzoff and David Schaps (ed.). Law in the Documents of the Judean Desert. Leiden: Brill Academic.
Goodman, Martin David (1996). "Babatha". In Simon Hornblower and Antony Spawforth (ed.). The Oxford Classical Dictionary (Third ed.).


text:
<?php

declare(strict_types=1);

namespace App\Orchid\Screens\Role;

use App\Orchid\Layouts\Role\RoleEditLayout;
use App\Orchid\Layouts\Role\RolePermissionLayout;
use Illuminate\Http\Request;
use Illuminate\Validation\Rule;
use Orchid\Platform\Models\Role;
use Orchid\Screen\Action;
use Orchid\Screen\Actions\Button;
use Orchid\Screen\Screen;
use Orchid\Support\Facades\Layout;
use Orchid\Support\Facades\Toast;

class RoleEditScreen extends Screen
{
    /**
     * Display header name.
     *
     * @var string
     */
    public $name = 'Manage roles';

    /**
     * Display header description.
     *
     * @var string
     */
    public $description = 'Access rights';

    /**
     * @var string
     */
    public $permission = 'platform.systems.roles';

    /**
     * @var bool
     */
    private $exist = false;

    /**
     * Query data.
     *
     * @param Role $role
     *
     * @return array
     */
    public function query(Role $role): array
    {
        $this->exist = $role->exists;

        return [
            'role'       => $role,
            'permission' => $role->getStatusPermission(),
        ];
    }

    /**
     * Button commands.
     *
     * @return Action[]
     */
    public function commandBar(): array
    {
        return [
            Button::make(__('Save'))
                ->icon('check')
                ->method('save'),

            Button::make(__('Remove'))
                ->icon('trash')
                ->method('remove')
                ->canSee($this->exist),
        ];
    }

    /**
     * Views.
     *
     * @return string[]|\Orchid\Screen\Layout[]
     */
    public function layout(): array
    {
        return [
            Layout::block([
                RoleEditLayout::class,
            ])
                ->title('Role')
                ->description('A role is a collection of privileges (of possibly different services like the Users service, Moderator, and so on) that grants users with that role the ability to perform certain tasks or operations.'),

            Layout::block([
                RolePermissionLayout::class,
            ])
                ->title('Permission/Privilege')
                ->description('A privilege is necessary to perform certain tasks and operations in an area.'),
        ];
    }

    /**
     * @param Role    $role
     * @param Request $request
     *
     * @return \Illuminate\Http\RedirectResponse
     */
    public function save(Role $role, Request $request)
    {
        $request->validate([
            'role.slug' => [
                'required',
                Rule::unique(Role::class, 'slug')->ignore($role),
            ],
        ]);

        $role->fill($request->get('role'));

        $role->permissions = collect($request->get('permissions'))
            ->map(function ($value, $key) {
                return [base64_decode($key) => $value];
            })
            ->collapse()
            ->toArray();

        $role->save();

        Toast::info(__('Role was saved'));

        return redirect()->route('platform.systems.roles');
    }

    /**
     * @param Role $role
     *
     * @throws \Exception
     *
     * @return \Illuminate\Http\RedirectResponse
     */
    public function remove(Role $role)
    {
        $role->delete();

        Toast::info(__('Role was removed'));

        return redirect()->route('platform.systems.roles');
    }
}


As a licensed auto tech, I hear a number of different tales and conditions from both prospects or friends and family. At the similar time, you're also doing it so as to present you're dealer you realize your individual situation and what you can realistically anticipate to get out of it. They don't seem to be more likely to fiddle with you much if you've already been following this guide, however they're going to be even much less likely to mess with you in case you tell them you already know you may get permitted for a better deal than they're providing you.
The majority of time customers spend through the automobile shopping for course of is with their salesperson, and seventy one% of shoppers say they purchased their vehicle as a result of they preferred, trusted and respected their salesperson, in line with Jeff Kershner of Dealer Refresh.
Florida law states that any individual, firm partnership or corporation that buys, sells, offers on the market, shows on the market or deals in a number of mobile houses in any 12-month period is presumed to be a cell house dealer and must have an appropriate license issued by the State.
In a 2014 case introduced by the West Virginia Automobile & Truck Dealers Affiliation towards Ford Motor Company, the court docket disagreed that charging totally different doc fees is prohibited by West Virginia Client Credit and Protection Act, but agreed that guidance from the West Virginia Motor Automobile Dealers Advisory Board prohibits dealerships from charging any buyer a better doc price than any other customer.
This new policy is bound to upset loads of car dealers as a result of it's at all times been free for vehicle advertisements, however the reality is that you can't complain a couple of free site, and like another website, there are other promoting options obtainable so if a dealer would not like it, they can advertise elsewhere.


text:
Tag: breakfast sandwich
Fast Food What's New
Hardee's Take on the McGriddle Is Launching Amidst Chain's Breakfast Expansion
Post author By Constantine Spyrou
Hardee's, the sister chain to Carl's Jr., is starting to expand their breakfast menu with a mix of limited-time offers and new test items. The figurehead amongst those is a Hardee's McGriddle copycat they're calling the Hot Cakes Breakfast Sandwich.
Photo courtesy of Hardee's. Background: Jonathan Weiss // Shutterstock
Consisting of a sausage patty and folded scrambled eggs in between two hot cakes, the sandwich also comes with a side of syrup to get the full McGriddle experience. It's not exactly the same as having syrup crystallized into the pancake batter, but you still get that blend of sweet and savory that the breakfast sandwich is known for.
A major difference between this sandwich and McDonald's original is that the Hardee's sandwich does not have cheese on it as a default option.
The sandwich is going to be available alongside a Hot Cakes Breakfast Platter for a limited time, starting August 19th. Each sandwich will cost $3, putting it in the same price range as the McDonald's version.
Photo courtesy of Hardee's
Hardee's is also testing a couple of other breakfast items at the same time, one of which is this Hand-Breaded Chicken & Waffle Sandwich that comes slathered in maple butter. It appears to be the chain's answer to Honey Butter Chicken breakfast sandwiches that have begun appearing at national chains like Wendy's.
The sandwich will be available from August 19th to September 22nd in Columbia, South Carolina, Huntsville, Alabama, and Des Moines, Iowa, for a price of $4.49.
The other item Hardee's is testing out is a Biscuit Double Cheeseburger that gives you the option for a breakfast burger without the usual inclusion of scrambled or fried eggs. This will be available from August 19th to September 22nd in Little Rock, Arkansas and Nashville. It comes at a cost of $2.99 per sandwich.
These same two test markets will also be trying out extended breakfast hours that last until 2 p.m.
This post was updated to reflect changes in market testing.
Tags breakfast sandwich, fast food breakfast, Hardee's, hot cakes breakfast sandwich, McDonald's, mcgriddle, pancake breakfast sandwich
Fast Food Plant-Based
Starbucks Launches Impossible Breakfast Sandwich
Post author By Peter Pham
Impossible Foods has joined yet another fast-food chain by beefing up (apologies for the pun) Starbucks' breakfast lineup with a new meatless sandwich. The new sandwich features one of Impossible's newest proteins: the vegan sausage patty.
The new breakfast option features an Impossible Sausage patty, a fried egg, and aged cheddar cheese sandwiched between Ciabatta bread.
It should be noted though, that while the patty is entirely plant-based the sandwich itself is far from it with the egg and cheese rounding it out.
Still, if you're trying to go for something meatless in your morning commute, this a pretty solid option especially if you're looking for something more on the savory side of breakfast.
Tags breakfast sandwich, impossible foods, plant-based, vegan
Health News Now Trending Plant-Based Restaurants What's New
A 'Beyond Sausage' Egg and Cheese Is Dunkin's Latest Addition to Their Revitalized Menu
Post author By Hunter Anderson
The plant-based protein takeover continues.
Dunkin' Brands Group Inc. announced this morning that, starting today, July 24th, a breakfast sandwich with Beyond Meat Inc.'s plant-based protein will be available in all of their Manhattan locations.
The new item is a version of the classic sausage, egg, and cheese with a plant-based sausage patty. They throw their hat into the ring of fast food joints using Beyond's plant-based protein, along with Tim Horton's, Del Taco, and Carl's Jr.
It'll be sold for $4.29, about the running price of a normal breakfast sandwich at Dunkin'. Each franchise can set their own price, but if that's the price of it in one of the most expensive places to live on Earth then it shouldn't be too much of a problem when the sandwich goes nationwide.
When that will actually be is a mystery, though. Dunkin's representative said that the company plans to bring the sandwich to every location soon, but they're not sure exactly when.
The question is, as it is with all plant-based products, does it taste like the real thing? Luckily, fellow Foodbeast Reach Guinto got an early taste.
"I would take it over any other sausage sandwich." he said. "It tastes exactly like the real deal, except it won't give me a heart attack."
If you ask me, that's about as good as it gets — all the health, none of the heart attack. The meat industry is shaking in its boots.
Hopefully, soon all health-conscious Foodbeasts (if I eat plant-based the next morning, it evens out the carne asada fries I had last night, right?) will have a chance to try this plant-based breakfast. Until then, live it up Manhattan.
Tags beyond, beyond meat, Breakfast, breakfast sandwich, dunkin', Dunkin' Donuts, manhattan, new york, sausage
Burger King's New Breakfast Sandwiches Use French Toast As The Bun
I consider my day off to a fantastic start if I'm able to work in a breakfast in any capacity during the work week. One of my favorite items in the breakfast world is the humble French Toast. Eggs, bread, a hint of cinnamon, and vanilla come together to create an euphoric union of the two items. Unfortunately, it's something I always viewed as a weekend treat.
At least until Burger King just dropped their new line of breakfast sandwiches.
The burger chain just released a trio of breakfast sandwiches that take the lauded French Toast and uses them as the bun that binds together the core elements of a breakfast sammie. This includes eggs and Slice, and the customers choice between sausage, bacon, or ham.
We grabbed a couple for the office to see if they live up to the hype I built in my head.
"The hint of sweetness from the maple balanced out the savoriness of the cheese and ham really nicely," said Foodbeast's Theresa Tran. "French Toast was plush, but not soggy either."
She also recommends adding hot sauce to the sandwiches to add that extra layer of depth to them.
Customers will be able to find the new French Toast breakfast sandwiches at participating Burger King locations for a limited time.
Tags Bacon, breakfast sandwich, Burger King, Fast Food, french toast, Ham, sausage
#foodbeast Brand Cravings Drinks Features Food Trucks FOODBEAST Restaurants SPONSORED Video
Check Out This Spanish Twist On The Classic Egg & Chorizo Sandwich
Post author By Hansen's Natural Sodas
The Tumaca Truck is known for its authentic, Spanish-style food from one of the most popular regions in the world.
For the Tumaca Truck, the phrase, "happy food from Barcelona," is an endearing motto, and a fact of life, as these purveyors of delicious items like Catalan sausage and Spanish serrano ham never seem to disappoint.
If you've never stopped by the Tumaca Truck, Hansen's Natural Soda is giving you an exclusive opportunity to check them out on October 7 at Fresh Coat Mural Festival in DTLA's Arts District.
If that doesn't work for your schedule, the Tumaca Truck will also be at FOODBEAST's third annual OOZEFEST, an all-you-can-eat and all-you-can-drink cheese festival in Santa Ana, California on October 14.
At both events, you'll be able to try one of the most famous items on Tumaca's menu, the Eggs & Chorizo served on a toasted ciabatta from well-known baker Bub & Grandma's.
Tumaca's Eggs & Chorizo features Spanish dry-cured chorizo, two over medium eggs, melted Manchego cheese, and crispy smoked bacon topped with chives.
This breakfast-meets-lunch sandwich is the perfect combination of savory and spicy, and is paired perfectly with Hansen's Mandarin Lime Soda. Grab a can of your own and come join the festivities on October 7 and October 14!
Photos by Evan Lancaster
Created in partnership with Hansen's Natural Sodas
Tags Bacon, breakfast sandwich, chorizo, chorizo egg and cheese, ciabatta, Food Trucks, fresh coat mural fest, hansen's soda, oozefest, tumaca truck
#foodbeast Cravings Feel Good FOODBEAST Hit-Or-Miss News Now Trending Recipes Restaurants SPONSORED Video What's New
'The Bubba' Is The Fried Chicken Breakfast Sandwich You've Never Tried
Post author By Evan Lancaster
Jimmy's Famous American Tavern prides itself on serving comfort food for the foodie in all of us. It all started with a culinary family tradition that perfected a short-order cooking style, that Jimmy himself describes as, "Frycook-meets-Foodie," that was meant to create bold flavors and plates with savory characteristics. So, whether you're a local, or just passing through, the food at Jimmy's Famous American Tavern is meant to satisfy the soul.
Photo by Peter Pham
From the cheesy to the fried, Jimmy's Famous American Tavern operates on the philosophy of craveability by creating irresistible combinations with an all flavor, no-frills approach. What's more, handcrafted cocktails and an assortment of beers make Jimmy's Famous American Tavern the perfect place to unwind — and fill up.
While there are excellent brunch favorites like a Classic Eggs Benedict and Buttermilk Fried Chicken & Malted Ale Waffles, it's the brunch specialties like The Bubba, that has really become a go-to option for everyone stopping by Jimmy's.
For specs on The Bubba, picture a fluffy biscuit filled with beer-battered fried chicken, then baked with thick slices of cheddar cheese on top, topped crispy bacon, sausage gravy, and crowned with a sunnyside up egg. Still, even something this good can't last all day. Jimmy's brunch is from 10:00 a.m – 2:00 p.m. daily, so don't sleep on The Bubba or any other of Jimmy's Famous brunch offerings.
With locations peppered across Southern California, Jimmy's Famous American Tavern isn't hard to find, but it might be hard to leave.
Created in partnership with Jimmy's Famous American Tavern
Tags Bacon, Biscuit, Breakfast, breakfast sandwich, bubba, Cheese, Egg, Fried Chicken, fried egg, gravy, hearty, jimmy's famous american tavern, recipe, Sandwich, savory, sunny side up egg
Spotted: Cinnamon French Toast Breakfast Sandwich at Carl's Jr.
Post author By Ashley Khawsy
No Comments on Spotted: Cinnamon French Toast Breakfast Sandwich at Carl's Jr.
Earlier this week, Carl's Jr. dropped their new Double Loaded Omelet Biscuit but it seems like the chain is already looking for the next best thing.
In case a savory double omelet stuffed with bacon and cheese isn't your thing, maybe this Cinnamon French Toast Breakfast Sandwich will satisfy your sweet tooth. Still in a testing phase, the sandwich was spotted at a Carl's Jr. in Torrance, CA and featured your choice of ham, bacon, or sausage, eggs, cheese, and maple syrup sandwiched between two cinnamon swirl pieces of french toast.
The Cinnamon French Toast Breakfast Sandwich is being featured at a sweet introductory price of $2.99 , we're hoping this latest breakfast mashup will be tested at more Carl's Jr. locations soon.
H/T + PicThx Brand Eating
Tags Breakfast, breakfast sandwich, Carl's Jr, cinnamon, cinnamon french toast breakfast sandwich, Fast Food, fast food testing, french toast, Hardee's, new menu
Finally, Bruegger's Bagels Rolls Out New Sriracha Egg Sandwich
Post author By Charisma Madarang
No Comments on Finally, Bruegger's Bagels Rolls Out New Sriracha Egg Sandwich
It's about time someone made this a thing. Bruegger's Bagels is rolling out with a new summer menu that's "bold, spicy, sweet and savory." Among the Morning Glory Bagel and a couple seasonal salads, the new lineup includes the Sriracha Egg Sandwich.
The Sriracha 'wich features egg, sausage, cheddar cheese, red peppers and everyone's favorite cock sauce added for a kick. Just look at how glorious it looks in that perfectly lit photograph. The egg properly keeps its yolky color (take note Mickey D's) as the cheese drips over the edge of the bagel, passing that peekabo sliver of Sriracha.
You can get this spicy, savory egg sandwich made on any of Bruegger's 15+ bagel varieties. We recommend trying it on the jalapeno bagel, as it's only fitting. The Sriracha Egg Sandwich is available at all Bruegger's Bagel locations until September 10.
Egg White McMuffin, watch out.
Tags Bagels, breakfast sandwich, Bruegger's, sriracha


text:
Resisting Arrest Attorney for Rowan University Students
College students are commonly charged with resisting arrest, especially in scenarios that involve parties or sporting events. It only takes seconds for an interaction with the police to spiral out of control, potentially leading to misdemeanor or even felony charges. For a student at Rowan University, a criminal charge can spell disaster, creating a risk of suspension or even expulsion. Even more seriously, there is a risk of incarceration and other criminal penalties. A conviction will also create a criminal record, which can make it much harder to get hired – especially in competitive industries where employers receive huge numbers of applications.
If your son or daughter was charged with resisting arrest at Rowan University, your family needs compassionate guidance and aggressive representation from a skilled and experienced defense attorney for college students in New Jersey. Serving students and their families, the Glassboro resisting arrest lawyers at the Law Offices of John J. Zarych are dedicated to protecting your child's rights and minimizing the damage an arrest can bring. To set up a free legal consultation, contact us online, or call the Law Offices of John J. Zarych 24 hours at (609) 616-4956.
What is Resisting Arrest in NJ?
The New Jersey resisting arrest statute is N.J.S.A. § 2C:29-2, which calls the offense "resisting arrest, eluding officer." The statute describes several scenarios that can lead to charges of resisting arrest. The following actions constitute resisting arrest as it is defined by N.J.S.A. § 2C:29-2:
Fleeing from a police officer who is attempting to make an arrest
Preventing, or trying to prevent, a police officer from arresting somebody
Interfering with or fleeing from an arrest while using, or threatening to use, physical force or violence
Is Resisting Arrest a Felony in NJ?
Unlike most states, New Jersey does not use the words "felony" and "misdemeanor" to describe crimes. The most serious offenses – those that would be labeled felonies in other states, such as rape and murder – are called "indictable crimes" in New Jersey. Indictable crimes are divided into four groups: fourth degree crimes, third degree crimes, second degree crimes, and first degree crimes. The lower the number, the greater the maximum penalties. Less serious offenses that would be labeled misdemeanors in other states are called "disorderly persons offenses" in New Jersey.
Under N.J.S.A. § 2C:29-2, resisting arrest can be a disorderly persons offense (misdemeanor) or an indictable crime (felony), depending on the alleged circumstances. If the defendant is accused of deliberately preventing or trying to prevent an arrest, it is generally a disorderly persons offense. If the defendant is accused of trying to prevent an arrest "by flight," resisting arrest is generally a fourth degree crime. However, if the defendant "[u]ses or threatens to use physical force or violence," or does anything else that creates a major risk of injury to the officer, the offense is a third degree crime.
NJ Penalties for Resisting Arrest or Eluding a Police Officer
Penalties for resisting arrest depend on factors that vary from case to case, including the defendant's criminal history, the details of the alleged offense (such as whether the defendant used violence), and whether the defendant was a legal adult at the time of the alleged offense. Criminal penalties for resisting arrest are as follows in New Jersey:
If the offense was a disorderly persons offense, the maximum fine is $1,000, and the maximum jail sentence is six months.
If the offense was a crime of the fourth degree, the maximum fine is $10,000, and the maximum prison sentence is 18 months.
If the offense was a crime of the third degree, the maximum fine is $15,000, and the maximum prison sentence is five years (60 months).
Not only can the court impose fines and sentence the defendant to prison – in addition, the New Jersey DMV can suspend the defendant's license for a period of up to two years, depending on the specific details of the case.
Glassboro Resisting Arrest Lawyer for College Students at Rowan University
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text:
Quarterly results - 2016
Fourth quarter 2016 results – February 2, 2017
On Thursday, February 2, 2017 at 07.00 GMT (08.00 CET and 02.00 EST) Royal Dutch Shell plc released its fourth quarter and full year results and fourth quarter interim dividend announcement for 2016.
On this page a summarised overview of the Royal Dutch Shell plc fourth quarter 2016 results and links to the full set of results documents and webcast.
CEO video comment
Fourth quarter 2016 summary of unaudited results
Fourth quarter 2016 results financial documents
Fourth quarter 2016 dividend announcement
Ben van Beurden, Chief Executive Officer of Royal Dutch Shell plc, comments on the fourth quarter 2016 results.
Duration 3 minutes 18 seconds
Opening slide
Graphic: Shell Pecten
[Text]: Re-shaping Shell, to create a world-class investment case
Royal Dutch Shell plc
#makethefuture
Ben van Beurden to camera
"Hello, I'm Ben van Beurden, the CEO of Royal Dutch Shell.
Today we announced our fourth quarter and full year 2016 financial results and let me update you on those and some key messages.
The integration of BG completed in 2016.
Our strategy is starting to pay off and we are making good progress in re-shaping Shell towards the goal of a world-class investment case.
2016 was a transition year.
Shell had good cash flow performance this quarter with $9 billion in cash flow from operations…"
Ben van Beurden voice over
"…and $21 billion of CFFO for the full year, with Brent averaging around $44 for the year."
Wide view of a still image of an oil refinery structures against cloudy sky.
"Our debt reduced this quarter, and for the second consecutive quarter, free cash flow more than covered our cash dividend."
"Production and LNG volumes included delivery from the BG combination and new projects, with ramp-up still continuing in 2017 and 2018."
Still of two LNG vessels at sea. Screen splits into three, with main image occupying the right half, and the left half showing LNG vessel in dock and refinery next to a coastline.
"And meanwhile we are operating the company at an underlying cost level that is $10 billion lower than Shell and BG combined only 24 months ago.
Caption displays
Text: $10 billion lower than Shell and BG 24 months ago
"Excluding identified items, Shell's earnings…
…on a current cost of supplies basis were $7 billion for the full year 2016…
Text: Full year 2016 CCS earning excluding identified items $7 billion
"…so some 37% lower than 2015.
Text: 37 lower than the full year 2015
"And for the fourth quarter 2016, these earnings were $1.8 billion, an increase of 14% over the same quarter last year."
"Earnings were impacted by charges of around $0.5 billion related to deferred tax reassessments which were not included as identified items."
Still image of three refinery tanks with LNG vessel alongside. Screen splits horizontally, with the main picture in the top half, and three pictures across the bottom: a refinery's pipework and chimneys; a lorry with a large logo of a bird in flight parked at a Shell filing station; and an illuminated LNG vessel at night.
"Gearing at the end of 2016 was 28% versus 14% at the end of 2015, this increase mainly of course reflects the impact of the acquisition of BG, but it reduced from the third quarter, in line with our financial priorities. We are on track to complete our overall $30 billion divestment programme…
Text: On track to complete our $30 billion divestment programme
"…and we are gaining momentum, with some $15 billion completed, announced, or in progress."
Still image of refinery pipework and chimneys. Screen splits horizontally with the main image across the bottom half of the screen; a close up of pipework and refinery cylinders on the top left and refinery pipework and chimneys top right.
"We will further focus the portfolio and strengthen the company's financial framework in 2017."
"We will also invest around $25 billion, with a focus on the economic resilience of our projects and to have a predictable high-quality investment funnel."
Still image of illuminated refinery chimneys at night. Screen splits with the main picture on the right, and three stills on the left: a close-up of the illuminated refinery at night; the LNG tanker Gemmata at sea; and another LNG tanker at sea.
"Shell announced a dividend of $0.47 per share in respect of the fourth quarter 2016 and we expect to announce an unchanged dividend of $0.47 per share for the first quarter 2017."
The still of the illuminated refinery chimneys returns to full screen, flipping into an image of a tension leg platform on four legs. The screen divides into three vertical segments, with the platform in the centre, a close of refinery cylinders to left, and a close up of pipework is to the right.
"I am confident 2017 will be another year of progress for Shell to become a world-class investment.
Thank you for watching this message."
Rolling text white on black background
[Thank you for visiting our site. Please understand that an investment in Royal Dutch Shell plc securities carries with it the risk that you could sustain losses as a result of your investment.
Therefore, an investment in Royal Dutch Shell plc securities may not be appropriate for all investors. Accordingly, before investing in our securities we urge you to read our Annual Report and Form 20-F and consider the risks discussed within.
You can find our Annual Report and Form 20-F on the link next to this presentation.
Again, thank you for your interest in Royal Dutch Shell plc]
Text displays
[Definitions And Cautionary Note]
Reserves: Our use of the term "reserves" in this presentation means SEC proved oil and gas reserves.
Resources: Our use of the term "resources" in this presentation includes quantities of oil and gas not yet classified as SEC proved oil and gas reserves. Resources are consistent with the Society of Petroleum Engineers (SPE) 2F+ 2C definitions.
Discovered and prospective resources: Our use of the term "discovered and prospective resources" are consistent with SPE 2F + 2C + 2U definitions.
Organic: Our use of the term Organic includes SEC proved oil and gas reserves excluding changes resulting from acquisitions, divestments and year-average pricing impact.
Shales: Our use of the term 'shales ' refers to tight, shale and coal bed methane oil and gas acreage.
Underlying operating cost is defined as operating cost less identified items. A reconciliation can be found in the quarterly results announcement.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this release "Shell", "Shell group" and "Royal Dutch Shell" are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words "we", "us" and "our" are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ''Subsidiaries'', "Shell subsidiaries" and "Shell companies" as used in this release refer to companies over which Royal Dutch Shell plc either directly or indirectly has control. Entities and unincorporated arrangements over which Shell has joint control are generally referred to as "joint ventures" and "joint operations" respectively. Entities over which Shell has significant influence but neither control nor joint control are referred to as "associates". The term "Shell interest" is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest.
This release contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management's current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management's expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ''anticipate'', ''believe'', ''could'', ''estimate'', ''expect'', ''goals'', ''intend'', ''may'', ''objectives'', ''outlook'', ''plan'', ''probably'', ''project'', ''risks'', "schedule", ''seek'', ''should'', ''target'', ''will'' and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this release, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell's products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained on this release are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Royal Dutch Shell's 20-F for the year ended December 31, 2015 (available at www.shell.com/investor and www.sec.gov). These risk factors also expressly qualify all forward looking statements contained in this release and should be considered by the reader. Each forward-looking statement speaks only as of the date of this release, February 2 2017. Neither Royal Dutch Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this release.
With respect to operating costs synergies indicated, such savings and efficiencies in procurement spend include economies of scale, specification standardisation and operating efficiencies across operating, capital and raw material cost areas.
We may have used certain terms, such as resources, in this release that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.]
[Audio]
Outro sting
[Graphic]
Shell Pecten
[©Shell International Limited 2017]
Royal Dutch Shell's fourth quarter 2016 CCS earnings attributable to shareholders were $1.0 billion compared with $1.8 billion for the same quarter a year ago. Full year 2016 CCS earnings attributable to shareholders were $3.5 billion compared with $3.8 billion in 2015.
Fourth quarter 2016 CCS earnings attributable to shareholders excluding identified items were $1.8 billion compared with $1.6 billion for the fourth quarter 2015, an increase of 14%. Earnings were impacted by charges of $0.5 billion related to deferred tax reassessments which were not included as identified items.
Full year 2016 CCS earnings attributable to shareholders excluding identified items were $7.2 billion compared with $11.4 billion in 2015.
Compared with the fourth quarter 2015, CCS earnings attributable to shareholders excluding identified items benefited from higher contributions from Upstream and Chemicals, partly offset by lower contributions from Refining & Trading. Operating expenses were lower, more than offsetting the impact of the consolidation of BG. Depreciation and net interest expense increased, mainly resulting from the BG acquisition. Earnings also reflected higher taxation.
Fourth quarter 2016 basic CCS earnings per share excluding identified items decreased by 12% versus the fourth quarter 2015. Full year 2016 basic CCS earnings per share excluding identified items decreased by 49% versus 2015.
Cash flow from operating activities for the fourth quarter 2016 was $9.2 billion, which included negative working capital movements of $0.6 billion, compared with $5.4 billion in the fourth quarter 2015, which included favourable working capital movements of $1.6 billion.
Gearing at the end of 2016 was 28.0% (2015 14.0%). There was an increase of 9.7% on acquisition of BG.
A fourth quarter 2016 dividend has been announced of $0.47 per ordinary share and $0.94 per American Depositary Share ("ADS").
Royal Dutch Shell is expected to announce a dividend of $0.47 per ordinary share and $0.94 per ADS in respect of the first quarter 2017.
Quarterly Results Announcement Supplementary financial and operational disclosure Supplementary financial and operational disclosure
"We are reshaping Shell and delivered a good cash flow performance this quarter with over $9 billion in cash flow from operations. Debt has been reduced and, for the second consecutive quarter, free cash flow more than covered our cash dividend.
Production and LNG volumes included delivery from new projects, with ramp-up continuing in 2017 and 2018. Meanwhile we are operating the company at an underlying cost level that is $10 billion lower than Shell and BG combined only 24 months ago. We are gaining momentum on divestments, with some $15 billion completed in 2016, announced, or in progress, and we are on track to complete our overall $30 billion divestment programme as planned.
Looking ahead, we will further focus the portfolio and strengthen the company's financial framework in 2017. Our strategy is starting to pay off and in 2017 we will be investing around $25 billion in high quality, resilient projects. I'm confident 2017 will be another year of progress for Shell to become a world-class investment."
Ben van Beurden, Chief Executive Officer of Royal Dutch Shell plc hosted two video webcast of the 2016 fourth quarter and full year results on Thursday February 2, 2017.
Fourth quarter 2016 results analyst webcast
Fourth quarter 2016 results media webcast
Webcast presentation slides
Webcast presentation transcript
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text:
VI. the affiliations
raidne
PLAYED BY rai
Post by raidne on Apr 26, 2014 15:08:10 GMT -5
PICK YOUR SIDE DON'T BE LEFT OUT
During the conflict between the mundanes and true pairs, two separate groups began to emerge, and they each possessed radically different styles of dealing with the conflict. Both wanted to establish a niche for the true pairs; however, their desires and personality types conflicted terribly. When the war ended,Wraith and Rapture shifted into the shadows, making room for the underworld and allowing Septimal Moon to slip into the everyday life of island society. The few remaining members of Seven Moons have infiltrated many of the higher offices and are steadily working on returning to their former glory; however, they are contested by the rebellion groups.
RAPTURE: REBIRTH REBEL GROUP
WE PUT OUR MASK ON AND LET THE SHOW BEGINS
Such definition upon the name matches perfectly with the group's ideal, seeking nothing but ecstasy in life without paying heed to the law or government officials and controlling their own lives. They utilize all the resources and knowledge they gain in order to expand their methodology, so that no one could be controlled by anyone, directing such a message to the authorities out there.
ℜ ESTABLISHMENT: Twenty-three years ago along with Wraith
-Became a separate entity approximately one year later
-Reformed after two years (that is twenty years ago, a few months after their arrival on Selene Isle)
ℜ CURRENTLY LED BY: The Six Regalia
ℜ MEMBERS: Rave (Unlimited)
ℜ MEMBER SIGNATURE: A mask (both Rave and Regalia) and a bell (Regalia only)
-One's mask is unlikely to be similar to another as it is their personal signature in the group. Each mask represents the wearer's personality, and rumored to distinguish their division within the group.
-The bell produces a different chime compared to normal bells, which only those inside Rapture are familiar with. It is up to the Regalia how to keep it- whether to wear, carry, or tie it to something- but it is a must for the bell to be with him or her at all times.
rap·ture- A feeling of intense pleasure or joy.
Rapture is also known as Rebirth, as the "former" Rapture--the one that existed alongside Wraith--has been disbanded. Rapture cooperated with Wraith as the two shared the same ideology of rebellion roughly twenty-three years ago. While some prefer violence in settling objectives, there were a few who refused to employ such a brutal way of gaining recognition from the world, and so they, who opposed the methods used by the leader of Wraith in handling matters, began to turn their backs secretly. The situation pushed the founder to one and only one solution; disbandment and so, the opposition gladly left the group. The scattered members of Rapture indulged themselves in different fields of the war effort, resulting in minimal progress by the time of the new Rapture hierarchy. After a few months, they gathered once more, having the same thought of forming the new Rapture. Old and useless ideas were revised and replaced, which built the foundation for the Rapture today. While things were going smoothly, some of the Regalia decided to step back from the top thrones and brought in their chosen successors, who have shown the capabilities necessary to bring Rapture to its fullest glory- to become an even greater group than Wraith.
Rave, the term used to refer to a member of Rapture, lead an ordinary life in their newly gained homeland, and the same applies to the Regalia, who are the elite members or group leaders. They could be students, policeman, shop keepers, or even the grandma who lives alone next door. Generally, Rapture members are no different from civilians, but their true colors begin to shine through with the setting of the sun. Like carnivores, the members become active at night, where they mostly spend their time in a club called Nightshade--owned by one of the leaders of Rapture, or in a so-called state of emergency, they would be seen wondering around on the streets. At night, whether in the club or out on the street, they proudly display their emblem of pride as part of Rapture, which is a mask resembling a nocturnal creature.
A Rave's mask is unlikely to be similar to another as it is their personal signature in the group. A rumor discusses the masks contribution to the distribution of members within a division. Winged-creature masked Rave take passive roles as they are known as the eyes of the group- observing and conveying messages. Carnivore masked Rave are aggressive and vicious- act in accordance to and for the group ideals. The rest and infamous category of animals represented by the Rave's masks are "to be protected" as they are considered to be defenseless and weak. Even without wings to fly or claws to shred the preys, a Rave is still a Rave, and he or she should not be underestimated. There are twelve Regalia; six pair of a fighter and a sacrifice each with similar true name. To distinguishing a Regalia is easy, with or without mask on, as a Regalia is bound to wear or carry bells that produce different chimes compared to the normal bells, which a Rave is familiar with.
WRAITH: AGGRESSIVE REBEL GROUP
WHEN I THOUGHT THAT I FOUGHT THIS WAR ALONE...
As a very aggressive organization, the public tends to view them in fear, not wanting to interact with member. However, they rarely recognize the members due to Wraith's preference for the shadows. People have noticed a few trends with known Wraith members.
Ꮤ ESTABLISHMENT: Twenty-three years ago along with Rapture
- Became a separate entity approximately one year later
- Lost their initial leader to an unknown poison two years ago
Ꮤ CURRENTLY LED BY: Lupus and Libra (appointed December 2013)
- The leader changes every five years
- They tend to view the entirety of the Nebulae as the bastions of power within the group
Ꮤ MEMBERS: Vapor (Unlimited)
Ꮤ MEMBER SIGNATURE:
- A defining feature of Wraith would be their dog tags, flimsy trinkets with their constellation and true name etched into the silver metal; moreover, they tend to prefer looser clothing (i.e. hoodies and cargo pants), utilizing the extra pockets to hide their poisons and daggers.
Wraith—upon hearing the name, the ghastly image of a hazy, ghost-like figure intruded upon the conscious minds of society. The rebellion group believed in assassin themed activities (i.e. spying, poisons, etc.). the idea of barging forward with no plan irked the members of Wraith, forcing them into loud and explosive arguments with the leaders of Rapture—whose style contrasted greatly with their own. The tension between the groups kept the rebellion from advancing for many months, halting conflict with the mundanes for a brief time, and eventually, the original leader of Wraith demanded a disbandment, aiming to separate the two groups and to continue their campaign for recognition. Rapture heeded his call, leading to the creation of the two separate groups.
Without Rapture, Wraith settled into a kamikaze style warfare, devastating their enemies through surprise suicidal attacks. They enjoyed the adrenaline rush and managed to undermine many of the mundane governments' strategies; however, their numbers declined rapidly, forcing them to display a more cautious side. In the last months of the war, Wraith's death toll reached zero, having employed strategies that called for treachery and illusions. Those last months characterized the Wraith seen on Selene Isle—a cautious wariness surrounding each member and a readiness to defend their comrades against all odds. Their structure called for an almost familial type bond and atmosphere… yet tragedy awaited them.
Two years into their inhabitation of Selene Isle, their leader developed a deathly illness, triggered by an unknown poison and exasperated by his inability to remain still. The poison slowly turned his body against him, yet he continued to trudge on, selecting his successor and establishing a rough framework for the next generation to build upon. He wanted to leave behind a legacy… but his life ended before the true work could begin. His rough sketch of the framework morphed into a constantly changing system with positions based upon constellations; however, they answered to no true leader, alternating control every five years. Within Wraith, everyone is viewed upon as an equal… and after experiencing the loss of their beloved leader and the war, everyone is considered a family member.
Overall, Wraith tends to be a very affable group, opening their doors to anyone and everyone. They fear betrayal and work hard to include everyone, keeping secrets behind locked doors and acting cheerfully even in the face of death. They seem content enough in their life though many have aspirations to destroy the few survivors of the Seven Moons massacre, hating that traces of their previous existence still remained.
SEPTIMAL MOON: GLOBAL POWER
AND I'M NOT TRYING TO TELL YOU HOW TO LIVE YOUR LIFE
Is more commonly known as Seven Moons. Members and their position change constantly due to members shifting upwards with the death of a previous elite member. Information about Seven Moons and former operations is considered classified and never spoken about. There will only be two sets of Zero pairs, meaning four Zeros in total.
§ ESTABLISHMENT: Unknown - assumed to have existed years before this whole thing began
- Few months and twenty-three years ago before the war
- Myths have them operating up to forty-seven years ago
§ CURRENTLY LED BY: The Seven Seats
§ MEMBERS: 4 Zeros, 3 pair units
§ MEMBER SIGNATURE: n/a
During the night, the halls of Seven Moons Academy bled, a scarlet hue creeping and stretching across every available surface. Before that night, Seven Moons considered themselves the rulers of the true pairs. They controlled the education system, contacting the mundane governments, and detaining criminal true pairs. They never allowed anyone to seize even momentary control from their group of elite members, relishing the opportunity to further personal goals and the ability to manipulate their students. People viewed the academy as a safe haven, which caused the Seven Moons members to silently cheer and to gloat due to their accomplishments. They were the prominent name within the true pair circles, meaning that people respected and targeted them.
After the massacre, Seven Moons fell into partial disgrace, defeated by the sheer mass of the rebellion group. They could not overcome their foe, resulting in a retreat; however, they suffered terrible blows. In recent years, they have begun to recover, regaining power within the government and slowly gaining controlling power in Fati Academy. Despite their shame, the mundane government turned to them for peace talks, unwilling to work with the hotheaded rebellion members. With the eyes of the world upon them, they managed to secure control of Selene Isle, granting the true pair a paradise. Their efforts, however, remained unacknowledged and forgotten. People looked upon them in pity, murmuring about their sacrifices and their mistakes.
With the whispers following them, Seven Moons disappeared into the shadows, resurfacing occasionally to offer suggestions to the government or to the academy. They, however, have become restless and want to return to the global stage. In order to achieve their goal, they work tirelessly at regaining their former position in true pair society.
COPYRIGHT RESERVED raidne WAR OF CHANGE 2014
RAPTURE ROSTER
NOTES ABOUT RAPTURE
ℜ The Six Regalia is in-charge of watching over the Raves as well as act as the Alphas, Betas and Omegas of the 'pack'.
ℜ Regalia was chosen among Rave that has served the group with full potential and trust, appointed and agreed wholly by the remaining Regalia.
ℜ They detest violence and destruction, but embrace wildness and freedom to do whatever they want with no boundary.
ℜ To become a Rave, one needs to undergo trials prepared by the Six Regalia. The Alpha Regalia are often the last as they will determine the individual is potential to become a Rave or not and reward him/her with a mask they seem fit.
ℜ It is not necessary for the partner of a Rave to become part of Rapture as well. However, those who are close to the Rave will receive protection and are welcome to be under Rapture's shelter.
ℜ Nightshade is Rapture's 'den' and is owned by the Regalia's Alpha fighter.
ℜ Rapture is said to have different personality- or rather have become a different person- once they have their mask on.
ℜ They communicate with one another through body languages and animal sounds. They do speak to each other, but it is very so little. Due to this, a Regalia is in charge to lead other Rave and communicates with other Regalia from another team in a mission to ensure everything goes smoothly.
REGALIA (3/6)
REGALIA SACRIFICE
avery sterling [alpha, lupin]
Rika Matsumaru [beta, dolla]
@name [omega, genera]
REGALIA FIGHTER
Hae-Sun 'Haine' Mirae [alpha, vulpes]
@name [beta, genera]
UNIT SACRIFICE
@name [unit name]
UNIT FIGHTER
sveinn raske [blank, corvus]
WRAITH ROSTER
NOTES ABOUT WRAITH
Ꮤ They prefer to kill themselves with slow acting poison if caught, refusing to betray their brothers and sisters.
Ꮤ They tend to stray from the norm, often displaying highly cynical and critical views of the world.
Ꮤ Their skill sets tend to steer toward subterfuge and assassination.
Ꮤ Elite members act in pairs with their true name partner, accepting the title of constellations from the same month.
Ꮤ Dog tags will not be awarded until pending members have proven themselves to be loyal to Wraith.
Ꮤ Indirectly tied to Blasphemy, a fusion night club that caters to the guilty pleasures of humanity.
Ꮤ Will often burn the bodies of their dead, scattering their ashes around their chosen base.
ELITES (4/8)
NEBULA SACRIFICE
@name [nebula's lynx]
Hermes Himizuki [nebula's crux]
Nessa O'Connor [nebula's draco]
syeira câlț-lupu [nebula's lupus]
NEBULA FIGHTER
@name [nebula's cancer]
Razimel Garadox [nebula's virgo]
Raine Amatsuki [nebula's scorpius]
@name [nebula's libra]
SEPTIMAL MOON ROSTER
THE SEVEN SEATS (2/7)
-unavailable- [one]
moon hyun-seung [two]
@name [three]
@name [four]
@name [five]
@name [six]
Lucas Xavier [seven]
ZERO SACRIFICE
Satoru Katsuro [zero]
@name [zero]
ZERO FIGHTER
ROSALINE EDELSTEIN [zero]