As your local internet provider and technology partner, Blackfoot is dedicated to delivering the best possible services for our cooperative members and customers. We are continually focused on ways that we can make your connections better, faster and less expensive. That's why in 2016, we announced our plan to invest tens of millions of dollars in network upgrades across our cooperative service communities.
Through our multi-year network upgrade project, Blackfoot is replacing and improving existing network equipment with advanced technologies. Blackfoot currently offers broadband internet over a hybrid network of fiber optic and copper cables to homes and businesses throughout our cooperative. Some of the copper cables are nearing the end of their useful life and, as good network stewards, we want to ensure these facilities are replaced.
Blackfoot is committed to making our services available to every home and business in our service territory as a local cooperative and as the incumbent service provider. Even though you may not be a Blackfoot customer today, we want to engineer the best possible route to your home or business in the event that you, or any other owners, request services from us in the future. Blackfoot will not construct any new facilities on your property without a request for services from you.
We're kicking off our upgrades in Thompson Falls in Spring 2019!
Blackfoot has completed network upgrades in St. Ignatius — and we're currently working in Arlee, Charlo, Noxon, Plains and Thompson Falls. These upgrades ensure Blackfoot is able to continue to offer reliable internet and voice services for our member-owners and customers in rural Western Montana.
Click below to call, chat or message us.
Delivering fiber to rural communities poses unique challenges, including rugged terrain and spanned distances between connections. As we determine the best routes to serve your homes and businesses, Blackfoot has hired two engineering and construction firms to work alongside us in this process, Mid-State Consultants and Diversified Solutions. You may see these partners working in your communities.


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Franklin looking at 237-unit development plan east of interstate
The proposed units would back up to the Cross Creek and Cannonwood subdivisions on 20.9 acres off of Wood Duck Court.
Franklin looking at 237-unit development plan east of interstate The proposed units would back up to the Cross Creek and Cannonwood subdivisions on 20.9 acres off of Wood Duck Court. Check out this story on Tennessean.com: https://www.tennessean.com/story/news/local/williamson/2019/05/23/housing-development-proposal-franklin-condos/3771116002/
Emily West, Nashville Tennessean Published 6:00 a.m. CT May 23, 2019
The proposed architectural rendering of the development. (Photo: Gamble Design Collective)
Franklin planners will look this week at a plan for 237 multifamily units proposed on the city limits' line.
The proposed units would back up to the Cross Creek and Cannonwood subdivisions on 20.9 acres off of Wood Duck Court. Buildings would sit back off of the 100-year-flood line, according to maps of the development submitted to the City of Franklin.
Planning documents show that the units would range between one to two bedroom condos. Of those units, 149 would be one-bedroom condos and 88 would be two bedroom. Four of the eight condo buildings would rise to four stories.
The average square foot for a one-bedroom would range around 650 feet and sell for $194,000. Two-bedroom units would sell for $243,000 and be 803 square feet.
The Franklin Board of Mayor and Alderman and the Franklin Municipal Planning Commission meet together once a month to discuss submitted development plans.
The meeting is non-binding and officials don't vote on the plans. At these meetings, citizens can't voice comments or opinions. Plans for the development can be found on the city's agenda website.
Meetings begin at inside Franklin's City Hall training room at 5:30 p.m.
Wood Duck Court is the third item on the Thursday agenda.
Schedule for development
Here is the remaining process for the development to go through:
Resubmittal of the application: June 6
Planning commission: June 27
Board of Mayor and Alderman: June 7
Reach Emily West at erwest@tennessean.com or 615-613-1380 and on Twitter at @emwest22.
Read or Share this story: https://www.tennessean.com/story/news/local/williamson/2019/05/23/housing-development-proposal-franklin-condos/3771116002/

redpajama_set_name: RedPajamaCommonCrawl


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Beyond BLS
The kids are alright: millennials and the economy
Graham Boone
Millennials, the generation of Americans born between 1981 and 1997, have become a convenient scapegoat for a host of modern societal ills. They have been blamed for everything from Tide Pod consumption and increased social isolation to the decline of religion and attacks on free speech. Some analysts have gone as far as to blame them for a host of modern economic woes, including declining vehicle ownership, the weak housing market, and poor grocery store sales. But are the economic choices and preferences of millennials really so different from those of earlier generations? More specifically, are millennials hurting the economy, or is the economy hurting them? Christopher Kurz, Geng Li, and Daniel J. Vine examine these issues in a November 2018 report from the Federal Reserve, "Are millennials different?" Ultimately, the authors find millennials' choices have been influenced by important economic changes.
The authors compare millennials' income, debt, and net worth with that of similar-age cohorts of previous generations. For income, the authors compared the inflation-adjusted earnings of full-time working millennials in 2014 with that of baby boomers (born from 1946 to 1964) working in 1978 and Generation Xers (born from 1965 to 1980) working in 1998. They found that—after controlling for age, work status, and other demographic variables—Generation X and baby boomer families had higher household incomes, by 11 percent and 14 percent, respectively. The differences are even more pronounced when female and male heads of household are looked at separately. Among female heads of household—again, controlling for age, work status, and other demographic variables—Generation X and baby boomer workers had 12 and 24 percent higher earnings, respectively. Among males, Generation Xers earned 18 percent more and baby boomers earned 27 percent more.
After finding that millennial workers earned less than previous generations, the authors examined debt and net worth. Upon their review of a relatively new dataset that only includes data for millennials and Generation Xers, they found that, overall, millennials in 2017 had less total debt than Generation Xers in 2004, $44,000 compared with $49,000 (figures adjusted for inflation and expressed in 2016 dollars). But a higher proportion of Generation X debt was in mortgages, while a higher proportion of millennial debt was in student loans. Only 20 percent of Generation Xers had student loan debt, while a third of millennials held such debt. Further, the average millennial borrower carried a much higher student-debt balance, $18,000, as compared with $13,000 for Generation Xers. This student loan disparity led to lower credit supply, making it more difficult for millennials to purchase homes. Accordingly, while millennials held less debt overall than Generation Xers, they had a lower average net worth, nearly 40 percent lower. This was mostly because more Generation X debt was tied to an asset, specifically a mortgage for a home.
Ultimately, the authors conclude that millennials' worse-off financial status is less about moral failing and more about the fact that, as compared with earlier generations, millennials have more student debt, lower earnings, and fewer assets. Further, they found that "millennials do not appear to have preferences for consumption that differ significantly from those of earlier generations." In other words, if millennials are buying fewer cars, fewer homes, and less groceries, these differences are not a matter of choice so much as a matter of economic necessity. Saddled with increased levels of student debt and a tightened credit market in the wake of the Great Recession, millennials have less buying power than their cohorts of previous generations. In other words, millennials aren't hurting the economy, the economy has been hurting them.
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God provides us energy through His many creations we generally refer to as 'nature'. Mankind, in the lust or greed for everything, has ravished nature through unmindful exploitation which includes cutting down of trees, indiscriminate mining, blocking of rivers, etc, We have polluted the earth indiscriminatingly, not realising that it will reciprocate to endanger the existence of mankind.
Respect the gifts d nature. Have you observed that all holiday resorts are buil1amidst nature, deep in the hills, along rivers, lakes and the seas, amidst forests, gardens and parks? When people are stressed out they go to these holiday destinations to de-stress and regain vigour to live a competitive life. It is nature that provides the energy to rebuild the exhausted cells in the body. It provides a new lease to life.
Hindus pray to the sun, the moon and other planets; they pray to trees like the Peepal tree, and plants like the Tulsi that can be found in millions of Hindu homes, the rivers and the seas. All these are manifestations of God and serve as sources of pleasures and self-confidence.


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by Adobe Enterprise Content Team
1 Hybrid CMS: The best of both worlds.
Hybrid CMS: The best of both worlds.
Keep IT and marketing happy with a combined headless and traditional CMS.
Every day, businesses are managing an enormous amount of content changes — sometimes as high as thousands of content changes per day. With content-driven experiences on the rise, and the subsequent demand to constantly be pushing out new content experiences, the need to find efficient and effective ways to manage content across all channels is an increasingly high priority for digital leaders. Not surprisingly, between 2016 and 2023, the value of the global content management system (CMS) market is expected to increase by $65,929 million, according to a report by Allied Market Research.
Yet even as the market for CMS grows, the question remains whether a headless, traditional, or hybrid system is best. Traditional web-oriented content management systems, which tie the front-end back-end architecture together, have been the primary method for managing and delivering content experiences historically.
But with the need to reach customers through new channels and devices — mobile apps, smart devices, digital assistants, and more — traditional CMS is being disrupted by headless CMS, which decouples the front-end back-end systems. In fact, headless CMS adoption is predicted to double within a year according to a Kentico Software report.
With customers spending almost one-third of their days engaging with digital content and frequently engaging on multiple channels, according to an Adobe survey, it's undeniable that developers need a better and faster way to create digitally engaging experiences across multiple channels. Yet despite the appeal of headless for developers, a headless-only CMS may not be the best approach.
By moving to a headless-only CMS, businesses limit the opportunities for marketing to manage and update experiences. This poses a risk to the customer experience and to the business. Research published in the Harvard Business Review points out that as many companies move too early to adopt disruptive technologies as move too late. A better strategy for embracing new technology, the article argues, is taking a "Prius Approach," or a hybrid approach.
When it comes to selecting a CMS, Paul McMahon, managing director at Accenture Interactive, agrees. "The benefits of a hybrid approach come down to getting the best of both worlds," he says. "Marketers get to control and optimize the customer experience while developers get to be more efficient and bring application updates to market faster."
"The benefits of a hybrid approach come down to getting the best of both worlds."
Paul McMahon
Managing Director, Accenture Interactive
Empower everyone.
The adoption of headless-only CMS continues to be driven primarily by the needs of technical users who want modern front-end frameworks and microservices architecture without the limitations of traditional CMS. The problem, however, is that while headless CMS empowers developers and architects with greater flexibility and speed, it also disempowers marketers and other business users from having the ability to manage and optimize content.
And when one party is disempowered, the result can ultimately impact revenue, as one U.S. fashion retailer learned when they took a headless-only CMS approach. At the time, the IT team felt they were losing market share because they couldn't release new features to their e-commerce site fast enough to keep up with Amazon and other modern retailers. They believed a headless CMS would help them take advantage of agile development, such as being able to continuously integrate and deploy updates. They were right on that front — it would.
In addition to the e-commerce site, there were marketing landing pages, campaign pages, and other pages that were managed by the marketing team in a traditional CMS. It wasn't until one month from launch that marketing understood how a headless-only approach would limit their ability to manage these pages and impact their capacity to drive traffic to the website. Despite the marketing team's resistance to a headless-only CMS, IT pushed ahead anyway.
As a result, the fashion retailer's marketing team turned to outside resources, using their budget to buy one-off campaign pages hosted by agencies so the page could look the way they wanted it to look. However, these pages were less effective from an SEO perspective because they were being hosted on other domains. The siloed approach to content creation and delivery ended up negatively impacting the company's ability to drive traffic to their site. And ultimately, IT found themselves needing to move away from a headless-only CMS to a hybrid approach.
In a study by IDC of one hybrid CMS, IDC notes that the most significant driver of value is that the solution "enables individuals and teams responsible for creating and delivering digital content." The report also notes that those using the hybrid solution are also increasing revenue and productivity by reducing the staff time spent managing their content platforms and optimizing costs related to content development.
Fast today, fast tomorrow.
The primary reason companies move to a headless CMS is that it allows developers to use the tools they want, such as React or Angular, to quickly and efficiently create interactive and engaging digital content. But what often gets overlooked in the excitement of headless CMS is the ongoing management and upkeep of content.
In a headless-only scenario, marketers and business users lack the tools to use the CMS, which means the task of updating and managing content will most likely fall on developers — eating into their time and resources. In a hybrid solution, however, marketers and business users also have the tools to manage and update content, freeing up more time for developers to focus on higher-value work.
By giving developers and marketers the appropriate tools for their roles in content creation and management, the customer experience also improves — because everyone can be productive and efficient, not just IT. In a hybrid approach, developers can use the tools they prefer to build specific parts of the website or content experiences using headless CMS, while marketers can still be involved in content creation and editing of headless content through the use of a single-page application (SPA) editor.
Even within a single page, a hybrid solution lets companies break the page down into multiple components — those that are headless and those that are traditional HTML. For example, the home page, banner, promotions, and product recommendations may all be built in React, Angular, or another developer-friendly tool. And on the other side, product and campaign pages that are less dynamic can use traditional HTML and be managed and updated by the marketing team. Content can then be used to populate front-end projects like SPAs or other channels via APIs. Even front-end pages can be hybrid — a mix of headless components and traditional.
Organizations can speed up time to market by distributing the right tools to the right people, so they can productively manage content. According to IDC, one company noted that it was taking them over an hour to make a minor editorial change to a form. But by using a CMS solution that offered a hybrid approach, they achieved a 65 percent improvement in total staff time.
A better foundation, more centralized management.
Another critical aspect of adopting a CMS is that companies want to centralize content management. According to Kentico Software, 48 percent responded that their main motivation for headless CMS is centralizing content management in one place, followed by flexibility (47 percent) and building lightweight websites (44 percent).
Why companies want headless CMS.
Centralizing content management in one place
Building lightweight websites
Source: Kentico Software
However, a headless-CMS often leads to more silos and additional point solutions. In fact, one IDC report focused on whether organizations should go headless notes that organizations should "recognize that headless content management may not eliminate the need for a website management solution." IDC goes on to suggest that organizations will be better served by vendors that offer a modern CMS designed to address the full spectrum of publishing needs, from traditional website publishing to headless use cases. In other words, a hybrid CMS.
While a centralized approach may not be as important during content creation, it becomes essential for ongoing change management. Without a single place or "single truth" where content is updated consistently across channels, organizations risk finding themselves with a mess of different content versions and the potential to accidentally deploy the wrong version.
Having a base architecture that your organization can build on top of is also critical to giving you more flexibility. In either a headless-only CMS or a traditional CMS environment, your options are limited. But a hybrid CMS lets you create and manage content in whatever way you want — not only today, but also in the future.
Developers can craft unique user experiences that are engaging and easily deployable on multiple channels with the ability to use the frameworks and tools they believe make them most productive — and to change tools in the future if better or newer tools come along. At the same time, marketers can create and manage content, including editing channel-agnostic content or JavaScript using a SPA editor. Then, developers can then reuse this content created or edited by marketers across channels in their front-end projects. Overall, this type of hybrid approach to CMS increases innovation and delivers a better customer experience.
"Recognize that headless content management may not eliminate the need for a website management solution."
Melissa Webster
Program VP, Content & Digital Media Technologies, IDC
The best experience for everyone.
If your organization is like most, you're already living in a hybrid environment. But this hybrid environment may be siloed with traditional CMS and headless-only point solutions, including needing separate solutions for translations, email, personalization, and analytics for a headless-only deployment. With a hybrid CMS, managing different approaches to content delivery and management is not only possible, it's simple for IT and marketing — and all the capabilities you need, from translations to analytics, come included.
Not only will this create a higher adoption rate among business users and marketing, it will enable your organization to work as a unified team in delivering highly personalized experiences to your customers quickly and efficiently. Whether you're managing thousands of content changes a day or simply trying to create memorable experiences, giving everyone the option to work with the tools they're most comfortable with is truly the best of both worlds.
Adobe can help.
As a leader in Gartner's "Magic Quadrant for Web Content Management," Adobe Experience Manager Sites is a powerful and fully evolved hybrid CMS that allows IT and marketing to create the right content for every channel, device, and customer using the tools that are familiar and easy for everyone. With headless and traditional CMS options combined into one solution, marketers and developers can work simultaneously, giving greater control to each, and a better experience to the customer. And with the help of analytics and machine learning, also native to our platform, you have a strong foundation to offer hyper-personalized experiences to every customer, every time.
"2018 Adobe Consumer Content Survey," Adobe and Advanis, 2018.
"Global Enterprise Content Management System Expected to Reach $94,094 Million by 2023, Says Allied Market Research," PR Newswire, May 24, 2018.
Melissa Webster, "Assessing Your WCM Strategy: Should You Go Headless?," IDC, May 2017.
Melissa Webster and Matthew Marden, "The Business Value of Adobe Experience Manager Sites," IDC, February 2018.
Personal Interview with Paul McMahon, October 9, 2018.
"State of the Headless CMS Market 2018," Kentico Software, 2018.


Below are ways you can get involved with the IAAM at Gadsden's Wharf.
During the development phase of the IAAM at Gadsden's Wharf, volunteers are needed to assist in program development, curriculum development and testing, outreach into the schools, serving on the Speakers' Bureau and general office assistance. Contact us for volunteer information.
Your donation is essential for the IAAM at Gadsden's Wharf to be successful. Make a donation today!


Home/Entertainment/PRINCESS HALLIDAY CHANGES THE FACE OF LEADERSHIP IN AFRICA.
Left to right Nollywood actor Deyemi okonlawon, Founder of Empower Africa Initiative Princess Halliday, American Cinematographer Gugu Michaels and producer Tola Olatunji showcase the EMPOWERED merchandise designed by Princess Halliday to Empower mindsets. Princess Halliday, founder of Empower Africa Initiative hosted a phenomenal show in Dallas Texas .
The young and intelligent Petroleum Consultant who has just completed additional degree in Leadership in Los Angeles california stressed the need for Men and women to be Empowered.
She interviewed the men and have them take her through processes they have been through in life to be where they are. She stressed the need for system of Government in Nigeria to be reevaluated and Government as known should be redefined for a better balance in the system.
The designed Shirts are designed to Empower the mindsets with portion of proceeds from sales going towards reaching out to more underprivileged kids in Africa. Princess Halliday is determined to Revolutionize the system.


Fixed Budget: When a budget is prepared for a fixed level of output and it became ineffective as the level of output change is known as fixed budget.
Flexible Budget: When budget is prepared by differentiating expenses in to fixed and variable in such a manner that it can be change for any level of output is known as flexible budget. If level of activity change, revised budget can be prepared.
Functional Budget: Budget which relate to any function of the organization is functional budget. For example: Sales budget, production budget etc.
Master Budget: It is a consolidated summary of various functional budgets. It serves as the basis upon which the budgeted profit and loss account and balance sheet are build-up.
Long Term Budget: The budget which is prepared for a period more than one year is long term budget.
Short Term Budget: Budget which is prepared for a period one years or less than one year is short term budget.
Current Budget: A budget which is prepared for use over a short period of time is current budget.


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Out Here | 10 | Walking Sky Road
By James Fleming Last updated Jun 10, 2019
I stand above the ocean at Sky Road's summit and look out over the islands, where folktales say mermaids sit and sing and comb their hair. A group of French tourists laugh amongst themselves. There's the smell of saltwater and faraway seagull cries. Behind me Sky Road winds its way back to Clifden, where I started my hike around this 16 kilometre loop that follows county Galway's Kingstown Peninsula, on Ireland's western coast. I turn my head the other way and look to where it disappears around a bend on its way down the mountain.
The ocean's depths are blue and black. Its shallows are green where seaweed grows. I take a picture, listen to the wind and watch whitewater throw itself against black rocks. An hour and a half ago I stepped off the bus from Galway City onto Clifden's Market Street. It is a town small enough to fit in two cupped palms but it's alive with history and art and the sounds of foreign accents. I went towards the town centre, walking a road marked Seaview to the fork in the road at the Town Hall. Beach Road fell to the left and Seaview climbed to the right, then turned onto Sky Road. From there an ivy-shrouded stone wall followed my route upwards. Giant rhubarb hung over its edge. Its brighter greens clashed against the ivy's darkness. I rounded a turn and Clifden vanished behind pine trees and Sky Road stretched on into the country.
Once you have turned that corner the sounds of the town disappear, replaced by the neighing of horses and the wind that shimmers over the fields. Rocks cut through the grass, slabs of grey beside the violets and dandelions. Above me stood D'Arcy's monument (erected c. 1842), on the peak of a hill overlooking Clifden. I turned off the road and climbed the track up to the squat stone prism put there in memory of Clifden's founder, John D'Arcy. I walked around its base and looked out over the town, at its church spires and clumps of trees and the skyline of mountains beyond. Clifden Bay's waters were smooth as a polished glass plain. I swept my gaze across that panorama and turned to face the monument. A vandal's initials were carved in one corner. Their faded "J" was barely visible after years of weathering storms. I took a final look across the land and remembered how much I love it out here.
Clifden, Galway
I walked back down to the road. It sloped away from me at a steep angle, headed "up towards the sky," as the locals told the first tourists that came here, giving Sky Road its name. Sheep with curved horns suckled their lambs in the fields and Connemara ponies grazed among the rocks. Once this country was marked only by stone walls, the crumbling cottages that stand by the road, and the tracks that were worn into the land by donkey-carts. This was the edge of the known world once, the last ground before the ocean, and the first wild west. A rough and untamed place.
The paved road made walking easy. Cars drove past that stank of petrol and broke the silence. Most people drive the route I took, going up the mountain at the fork where it splits into Sky Road and Lower Sky Road. From that point on the silence between cars swallowed all noise. I stopped walking and stood still to look across the ocean and listen to the calm. The wind had died away and all I could hear was the sound of my breath, slight and small in the quiet.
I stopped every now and then just to take in that silence as I trekked up here to the road's summit, where I'm still looking over the islands. I turn to the shining horizon. It stretches across my field of view in a line as fine as an artist's brushstroke. Behind me a man starts his motorbike and takes off down the mountain. I turn around and pull my backpack on and set off after him.
The wind starts to cool and pick up strength as I descend. I can see ahead for miles to the peaks that reach for the heavens beyond the next bay. Pine trees grow down here and the sound of birdcalls – cuckoos and starlings and crows and blackbirds – starts to fill the air. I follow Sky Road's turns around farms on its way to the N59, the road that will take me back to Clifden. Up the mountain the only signs of farming were the sheep and ponies and the walls that cut the land into fields. Down here there are machines and hay-sheds and farmhouses. I can smell the peat-smoke that pours out of cottage chimneys and hear the barking of sheepdogs.
Connemara's rocks would buckle any plough and its soil is too shallow for any plant that needs deep roots. The only animals that live on the peaks are sheep and Connemara ponies, two tough breeds. There were few houses near Sky Road's summit. All built stout and strong and in modern styles that revealed them to be newer additions, unlike the bungalows here in the lowlands that are cracked and stained with age. Nothing grows tall up the mountains like the trees do in the foothills. Yet people have carved lives out of this place. A process that must have taken almost as long as the erosion that shaped the landscape.
These mountains once stood as tall as the Himalayas. Now they have been worn short and smooth. I look out over the bay to a line of them. They curve like waves of earth that were frozen in place. There are people fishing from a pier across the water and the mountains stand tall over them. Boats float on the bay's flawless surface.
The relationship between this place and people is not perfect. Those boats have been abandoned for some time. And I pass a yard full of scrap metal where piles of rusted farm machinery claw at the sky. It is possible that the people have started to take Connemara for granted. Even though it has shaped them as much as they have shaped it.
To say that a place and its people are linked is understatement. The people who settle a land have to learn how to balance their needs with its ways. A place will have its own rhythms and tunes and stories and secrets that have to be learned and respected. I look at those boats and that rusted metal and think that once they helped strengthen the people's bond with Connemara. They allowed them to explore and farm it and be part of its story, to strike a balance between themselves and the place. I pass the scrapyard and think that humankind has taken too big a bite out of this country. And that the scars from our teeth will take ages to heal.
I come to a humpbacked bridge and step off the road to get a better photo of it. A lone seagull stands on a telephone pole and squawks. The gorse's flowers are in bloom and their yellow petals shine in the evening light. The water that flows beneath the bridge is shallow and muddy. I look into it and wonder if the crab fishing is good here.
A rooster crows. I catch the sound of a stream running over rocks. Two bales sit on the shore wrapped in plastic and there's a smell of silage on the breeze that has started to ripple the bay. There have been no roadsigns since the hike's peak. Only now have they started to reappear, bearing their directions and information and spray-painted graffiti – a jarring sign of the boredom that affects all rural youth. I follow Sky Road for its last few kilometres, past a great stone house and up a hill onto the N59 where I sit down on the grass to rest and eat. It's colder now. The day is dimming and commuters are returning to Clifden on the road south into town. I pick myself up and start walking in that direction.
It takes me an hour to walk the last kilometres of my hike. The road is narrow, traffic has to swerve around me. I get back to Clifden at four o'clock. I had started hiking at noon and took my time with it, not wanting to miss any of Connemara's whispers or expressions. When I was a kid we used to go on drives through here and I would stare out the window and wonder about this place. Now I feel like I know something about it.
I walk back to the square and decide to head for a bar. It's quieter here now. The last of the tour buses has passed through and some of the shops have closed early for the weekend. I have a few hours before the bus back to Galway arrives. I choose a pub, walk in, order a pint and dinner and wait, looking over my notes and retracing my steps along Sky Road.
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IrelandHistoryGalwayconnemarasocial historyhikingfarmingJames Fleming
James Fleming
James Fleming is a music journalist, essayist, and creative writer. His work has appeared on GoldenPlec.com, HifiPig.com, All About Jazz, Page And Spine and other sites. He can be found where the music and conversation are.
#98 | Insufferable Outbursts with Kevin McGahern
The Virtues | Beautifully Acted and Deeply Affecting
Two Birds, One Home | Tackling Elderly Isolation and the Irish Housing Crisis At Once
Welcome to Anyplace | Replacing Dublin One Hotel At A Time


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Evil Dead 2™ Dead by Dawn
Rise of the Mad Pharaoh
The Ghostly Galleon
Merch & Gift Certs
Home / Entertainment / Seattle Escape Room Year in Re ...
Seattle Escape Room Year in Review
By: adminCategories: Entertainment
2019 was a banner year, both for Escape Rooms around the globe, and specifically for us here at Hourglass. We are proud to say that this year we achieved many new milestones and continued to push the boundaries for the kind of experience an Escape Room can offer. So without further ado, we present to you Hourglass Escapes' favorite things of 2019
The Official Evil Dead 2 Escape Room Launches
#1 The Official Evil Dead 2™ Escape room
On July 1st, after nine months of planning and production, we opened the Official Evil Dead 2 Escape Room and it immediately became a massive success. Featuring the voice and acting talents of film and television greats Yuri Lowenthal (Ben 10), Ben Rock (Blair Witch Project), Andrea Hays (Twin Peaks), Donal Thoms Capello and fantastic production from our own in-house team, the Official Evil Dead 2 Escape Room represents the high-water mark for our company–one we plan to surpass in 2020.
#2 MoPoP Halloween Bash.
Every year, the Museum of Pop Culture hosts Haunt! The Ultimate Halloween Bash.When it comes to celebrating All Hallows Eve it is the place to be, with dancing, costume contests and a live DJ. This year, we were over the full moon to work with the amazing MoPoP staff to create a new puzzle experience for the over 600 partygoers looking for a break from the dancing. Around the Hourglass office Halloween is our favorite holiday, but this year was made extra special by working with the MoPoP. We can't wait to do it again!
#3 The Annual Facebook Summer Party
On a beautiful sunny day in August, in Carnation, Washington, at the amazing Remlinger Farms, we helped to put on Facebook's annual Gameday Celebration. We set up two enormous tents and our portable Ghostly Galleon escape boxes and ran games of forty players at a time for the whole day for the roughly thousand people in attendance. At times we still feel like we're recovering from that day, but man was it fun!
#4 New Merch and Escape Mobile!
Okay, this might be a little self-serving, but we think it's pretty cool, and it represents another small milestone in our journey as a company. This year saw the launch of our very own online merch store where people can buy Hourglass enamel pins, gift certificates and gift packages that includes Escape Room Board Games, stickers, pins and gift certificates. We also got the Escape Mobile, if you see us say hello and maybe get a prize!
#5 Our First Scavenger Hunt
We are always trying to push boundaries when it comes to delivering escape and puzzle experiences to our customers. That's why we developed a free-to-play scavenger hunt through our Facebook page that led participants throughout the city, discovering Seattle's great landmarks. Not only was it a good time, but those who solved all the puzzles and made it to the end were rewarded with a $240 gift certificate to any one of our Escape Rooms.
Employee milestones
David Iezzi our game master and one of our game designers helped create the new game Calico! Ben Disidoro production and road manager for Golden GIrls Live Drag theater. Joaquin Lowe is in the middle of finishing his sequel to the hit novel Bullet Catcher.
2019 was a great year for our employees and for Hourglass Escapes, but now that it's nearly in the books, we find ourselves looking forward to 2020. We have so many exciting things in the works, and the thing we're most excited about is our new brand new Escape Room that we plan on unveiling early next year. Again, we are pushing the envelope when it comes to game design; this new room will take advantage of our newly minted Escape Room Role Playing System (or ERPG), where players get assigned a character, who brings special information and tools to the game playing experience. This ensures that everyone has the chance to play the hero and help the team to victory.
While we're sad to see 2019 go, we're excited for what 2020 has in store, both for our employees and customers, and for Hourglass as a whole. Happy Holidays!
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text:
Rexnord Makes Mexico Move Official
Monday, November 14, 2016 05:31 PM EDT Updated: Monday, November 14, 2016 07:38 PM EDT
By Andy Ober
(photo courtesy of our partners at WTHR-TV)
Indianapolis Mayor Joe Hogsett says he is "incredibly disappointed" in Wisconsin-based Rexnord Corp.'s (NYSE: RXN) final decision to move around 300 jobs from its Indianapolis bearings plant to Mexico. He says the city will begin the process of trying to recover financial incentives that have been provided to the company.
A Rexnord spokesperson released a statement Monday evening, saying, "Today, Rexnord and the union came to the mutual agreement to move past our tentative decision and into the next stage of negotiations. Decisions like these are extremely difficult and we recognize the impact on our associates, their families and the Indianapolis community."
Rexnord first announced its plans in October. At the time, United Steelworkers Local 1999 President Chuck Jones called it an "unfair situation and it's not going to stop."
During an interview with Inside INdiana Business, Jones said, "The plant was very profitable. They're probably the number one bearing producer in this country. Their quality was excellent, but once again, we're competing against $3 an hour Mexican wages."
Jones says Rexnord's decision is similar to that of Connecticut-based United Technologies Corp. (NYSE: UTX). Earlier this year, UTC announced it was moving nearly 2,100 jobs from its Indianapolis and Huntington subsidiaries to Mexico.
Days after the initial announcement, Hogsett announced that he realigned the city's Carrier Task Force to aid affected Rexnord employees. He also said the city would use a federal grant to hire a full-time economic recovery coordinator.
Mayor Hogsett issued the following statement:
"I am incredibly disappointed in Rexnord's decision to disregard the experience, the investment, the sacrifice and the good faith efforts of their long-time employees with the decision to uproot this plant and move 300 good-paying Indianapolis jobs to Mexico.
From the beginning, I've made clear that my top priority is the well-being of the families affected. That is why, nearly a month ago, we expanded the City's Carrier Task Force to begin marshaling local, state and federal resources to aid Rexnord employees. Despite today's announcement, we will continue to work with community and union leaders to connect affected workers with the job training and assistance they need during this difficult time. In addition, we will begin the process of seeking to recover for the taxpayers of Marion County any and all applicable financial incentives that have been provided to Rexnord over the years."


text:
@implementation AppDelegate

- (BOOL)application:(UIApplication *)__unused application
didFinishLaunchingWithOptions:(NSDictionary *)__unused launchOptions {

    self.window = [[UIWindow alloc] initWithFrame:[[UIScreen mainScreen] bounds]];
    ExampleController *exampleController = [[ExampleController alloc] init];
    self.viewController = [[UINavigationController alloc] initWithRootViewController:exampleController];
    self.window.rootViewController = self.viewController;
    [self.window makeKeyAndVisible];
    return YES;
}

- (void)applicationWillResignActive:(UIApplication *)__unused application {}

- (void)applicationDidEnterBackground:(UIApplication *)__unused application {}

- (void)applicationWillEnterForeground:(UIApplication *)__unused application {}

- (void)applicationDidBecomeActive:(UIApplication *)__unused application {}

- (void)applicationWillTerminate:(UIApplication *)__unused application {}

@end

redpajama_set_name: RedPajamaGithub


text:
Q: how to get o/p as {"Chennai": ["Ram", "stephen"], "Mumbai": "Laxman"} for given i/p = {"Ram": "Chennai", "Laxman": "Mumbai", "stephen": "Chennai"} I am trying to use defaultdict function here but that does not seem to work
s = {"Ram": "Chennai", "Laxman": "Mumbai", "stephen": "Chennai"}
d = defaultdict(list)
for k, v in s:
    d[k].append(v)
sorted(d.items())
print(d)

A: this should work for you:
from collections import defaultdict

s = {"Ram": "Chennai", "Laxman": "Mumbai", "stephen": "Chennai"}
d = defaultdict(list)
for k, v in s.items():
    d[v].append(k)

sorted(d.items())
print(d)

Output:
defaultdict(<class 'list'>, {'Chennai': ['Ram', 'stephen'], 'Mumbai': ['Laxman']})

A: You are trying to iterate over keys and values simultaneously so you have to use s.items() to get both key-value pairs as tuples: [('Ram', 'Chennai'), ('Laxman', 'Mumbai'), ('stephen', 'Chennai')]
from collections import defaultdict
s = {"Ram": "Chennai", "Laxman": "Mumbai", "stephen": "Chennai"}
d = defaultdict(list)
for k, v in s.items():
    d[v].append(k) # Append k instead of v
sorted(d.items())
print(d) # {'Chennai': ['Ram', 'stephen'], 'Mumbai': ['Laxman']}

A: You were iterating through key and val of a dict without a call to items(), also the new dict should have keys with city name hence had to interchange in v and k in the for loop. Here is the code:
from collections import defaultdict
s = {"Ram": "Chennai", "Laxman": "Mumbai", "stephen": "Chennai"}
d = defaultdict(list)
for k, v in s.items():
    d[v].append(k)
sorted(d.items())
print(d)

Output:
defaultdict(<class 'list'>, {'Chennai': ['Ram', 'stephen'], 'Mumbai': ['Laxman']})

redpajama_set_name: RedPajamaStackExchange


text:
Selling the Dream
GBP USD NZD CAD AUD EUR JPY
Home / Products / Ben & Jerry's
Ben & Jerry's
Title 20 x 14"Paper 26 x 18" Paper 37 x 25" Paper 50 x 37" Paper 37 x 25" Canvas 50 x 37" Canvas
20 x 14"Paper
26 x 18" Paper
37 x 25" Canvas
A3 :: 20 x 14" // Limited Edition :: 100
A2 :: 26 x 18" // Limited Edition :: 50
A0 :: 50 x 37" // Limited Edition :: 5
Ben & Jerry's ice cream started in Vermont 1978 when a couple of stoner mates who wagged gym class together, loved to eat and failed to hold down an education or any job - so they decided to make their own ice-cream whilst probably baked, but unlike other bud loving hippies - they actually did it - after completing a night course they opened their first shop in a dilapidated gas station. Today they make 20million a year and have stores worldwide - who say's you need an education? And of course that's Farrah Fawcett, the big haired bombshell, the icon of the 70's tacked to every boys bedroom wall and probably Ben & Jerry's. Why not relive the 70s again and tack up something a little more lasting than a poster.
Fine Art reproductions are made by taking 4-6 photographs of my originals and stitching them together. This way there's more information to create a crisp print at the same size as the original painting. Then they're printed and colour matched, a process called proofing which can take several frustrating hours before the first usable copies finally roll out 'hot off the press' using lightfast inks on archival 310g Hahnemühle paper, which is not actually paper, it's ripped up cotton rags. Hahnemühle is the brand of paper - an excellent paper mill that started in 1584 Germany.
AN INTERESTING FACT: During the Second World War, the company created paper for the SS-Reichssicherheitshauptamt's efforts to produce counterfeit British banknotes as part of Operation Bernhard.
Each Limited Edition print is embossed, hand signed and numbered by me the artist. Remember paper prints that are framed will see it's lifetime double that of one left in it's tube under your bed.
Ben & Jerry's was part of an American PinUp collection, specifically painted for an exhibition at Galleria GUM, Wynwood, Miami. Then in 2015 some of the works were represented at the annual international art fair, ART BASEL in Miami. Since then, the gallery owner has vanished with all of my art, a years worth of work, as well as the other seven artists works. The FBI can't track Andreas Pasin down and none of us artists have the resources to take it further, so if you have any information as to the where a bouts of these original artworks, please get in touch. Unfortunately there's people out there like this guy who don't support the artist, however, I really appreciate your support !
Collections: Pin-Ups
Type: Printed Artwork
Jell-O from £75.00
Title A3 Giclee Print A2 Giclee Print A1 Giclee Print A0 Giclee Print A1 Canvas Print A0 Canvas Print
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'Marmite, but I will'
'Marmite, but I will' from £75.00
Size A3 :: 20 x 14" A2 :: 26 x 18" A1 :: 37 x 25" B1 :: 45 x 32"
A3 :: 20 x 14"
B1 :: 45 x 32"
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Lollies for Grown-ups from £75.00
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Going South... from £75.00
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Pharma IT is happy to announce that Mogens Høgh from February 2016 whave made an agreement with Pharma IT. Mogens is a Senior IT Project Manager and have more than 16 years of experience within the Pharmacutical Industry.
Mogens has already been assigned to support one of the large Pharmaceutical Companies in the Copenhagen area as an IT Project Manager.


Blue Box, a Seattle-based cloud hosting company which has bootstrapped its way to success over the past nine years, has raised $3.5 million in a round led by Voyager Capital. It marks the first outside capital in the company, whose nearly 600 customers include MTV, CrowdStar and Bonanza.
Blue Box says it uses a mix of open source technologies, such as OpenStack and Opscode's Chef, and its own proprietary technology to deliver a higher quality of service than other cloud hosting providers. As a result of the investment, Voyager's Bill McAleer has joined the board of Blue Box.
Blue Box employs 56 people, and plans to bolster its engineering and marketing efforts as a result of the funding.


text:
A Partilha da Babilônia foi a primeira das conferências e acordos que se seguiram para a divisão dos territórios de Alexandre, o Grande. Foi realizada na Babilônia em junho de 323 a.C. A morte de Alexandre aos 32 anos deixou um império que se estendia da Grécia até a Índia. A questão da sucessão resultou das reivindicações de vários apoiadores de Filipe Arrideu (meio-irmão de Alexandre) e do filho ainda não nascido de Alexandre e Roxana, entre outros. O acordo viu Arrideu e o filho de Alexandre designados como reis conjuntos com Pérdicas servindo como regente. Os territórios do império tornaram-se satrapias divididas entre os oficiais superiores do exército macedônio e alguns governadores e governantes locais. A partição foi solidificada nos acordos posteriores em Triparadesios e Persépolis e deu início à série de conflitos que compreendem às Guerras dos Diádocos.

O termo "Partilha da Babilônia" é uma designação moderna.

Definição da partilha

As fronteiras territoriais permaneceriam em questão pelo resto do século, até 300 d.C. As duas principais fontes sobre a "Partilha da Babilônia" usam linguagem equívoca à seu respeito. De acordo com Diodoro Sículo, uma coalizão de facções no exército "estabeleceu" (kathestesan) que Arridaeus, filho de Filipe II, deveria ser rei. Pérdicas, "a quem o rei moribundo [Alexandre] dera seu anel de dedo", seria o "zelador" - ou "cuidador" (epimeletes). Os mais dignos dos Heteros deveriam "suceder" (paralabein) às satrapias e obedecer ao rei e a Pérdicas.

Alexandre e Filipe II não tinham sido apenas reis, eles foram "líderes" (hegemones) na Liga de Corinto. Pérdicas não seria apenas o gerente do rei, ele seria o sucessor da hegemonia. "Mantendo um conselho" (sunedreusas) como Hegemon, ele designou as várias satrapias.

Foi seguido um catálogo de atribuições, que parece ser uma lista de sucessões ou promoções. Então Diordoro diz: "as satrapias foram partilhadas (emeristhesan) dessa maneira." A palavra tem raíz em "parte" (meros). Não são os Heteros que estão sendo promovidos a Sátrapas, mas as satrapias que estão sendo divididas e distribuídas aos Heteros, o que é um conceito diferente. Os Sátrapas que possuem suas satrapias não precisam de um rei. Quinto Cúrcio Rufo, que escreveu mais extensivamente sobre essa transição, diz quase a mesma coisa. Organizando um "conselho dos principais homens" (consilium principum virorum); isto é, o sunedrion, Pérdicas divide o Império, entre o posto mais alto (summa) mantido pelo rei e os sátrapes. Ele esclarece, "tendo o império sido dividido em partes" (divisis imperii partibus), ou partilhado entre indivíduos que poderiam defendê-las ou optar por expandi-las. Ele aponta que aqueles que um pouco antes haviam sido ministri sob o rei agora lutavam para expandir seus próprios "reinos" (regna) sob a máscara de lutar pelo império.

Johann Gustav Droysen, inovador dos conceitos históricos de um Período Helenístico dividiu-o em um Período Diádoco e um Período Epígono, e adotou a visão de Cúrcio do resultado do sunedrion na Babilônia como uma partilha. Ele se refere à "Primeira Partilha das Satrapias" (Erste Verteilung der Satrapien). A opinião de Droysen é que Pérdicas distribuiu as satrapias com o objetivo de remover seus oponentes entre os Heteros no local; assim, as mudanças nunca foram promoções legítimas dos Diádocos,  que esperavam avanço dentro do Império. George Grote, um parlamentar britânico que se tornou historiador, não compartilhava dessa visão cética, pelo menos das atribuições na Babilônia. Ele diz: "Todos os oficiais acima mencionados foram considerados como tenentes locais, administrando porções de um império uno e indivisível, sob Arridaeus. (...) Ninguém neste momento falou em dividir o império." A visão de Droysen prevaleceu. Contemporaneamente com os dois, outro parlamentar e historiador, Edward Bunbury, estava usando os conceitos de Droysen, não Grote, nas obras de referência padrão presididas por William Smith.

As diferenças de ponto de vista derivam dos próprios historiadores antigos. Eles, por sua vez, categorizavam o conflito conforme o conheciam ou liam sobre ele. Por exemplo, Ptolomeu I Sóter pede e recebe de Pérdicas como Hegemon uma promoção a Sátrapa do Egito. Lá ele dispõe do Nomarca de Alexandria nomeado por Alexandre. Depois disso, ele se referiu a si mesmo pelos próximos quase 20 anos como Sátrapa, embora não houvesse império na época. Finalmente, em 305, quando toda a esperança de império se foi, ele se declara faraó do Egito. Enquanto isso, ele perpetua o legado cultural de Alexandre, principalmente com o musaion e a biblioteca, e o recrutamento de população para Alexandria de muitas nações diferentes. Os historiadores de Ptolomeu dividem sua biografia em Ptolomeu Sátrapa e Ptolomeu Basileus. Anteriormente, era Ptolomeu Hetairos. O termo "Diádocos" foi usado pelos historiadores para significar todos e quaisquer desses status.

Antecedentes
Alexandre morreu em 11 de junho de 323 a.C., nas primeiras horas da manhã. Ele havia dado seu anel de sinete ao seu segundo em comando, Pérdicas, no dia anterior, de acordo com o relato principal, de Quinto Cúrcio Rufo, em História de Alexandre. Cúrcio afirma que Alexandre previu sua própria morte, bem como o caos resultante dela. As autoridades modernas debatem sobre a veracidade desse relatório, mas se for real, a previsão de Alexandre não exigiria o dom da clarividência e teria afirmado amplamente o óbvio; ele vinha lidando com um motim entre as tropas macedônias desde antes da expedição à Índia. Naquela época, ele formou uma unidade especial de jovens persas, os Epígonos, para serem armados e treinados nos costumes macedônios. Ao retornar da Índia, ele os contratou exclusivamente como guarda-costas. O punhado de generais macedônios oficialmente intitulados guarda-costas que ele usou como oficiais superiores. Ele estava coberto de velhas feridas da cabeça aos pés e estava gravemente doente dias antes de sua morte.

Conselho na Babilônia
No dia de sua morte, os Somatophylakes anunciaram um conselho, para o qual convidaram os principais Heteros (oficiais da cavalaria) e os oficiais de linha da infantaria, a ser realizado nos aposentos reais. Desobedecendo às ordens e ignorando a lista de convidados, os soldados comuns forçaram a entrada, deslocando muitos oficiais. Cedendo ao inevitável, os Somatophylakes permitiram que ficassem e votassem no conselho. A votação era por voz, exceto por bater no escudo com a lança, que significava "não".

Pérdicas abriu expondo (a maneira não é declarada) a "cadeira" de Alexandre, de onde proferiu decisões oficiais. Nele estavam seu diadema, manto, couraça e anel de sinete, que costumava usar quando falava ex cathedra. Ao vê-los, a multidão lamentou loquazmente. Pérdicas abordou a dor, dizendo que os deuses haviam dado Alexandre a eles por um tempo determinado e, agora que tudo havia acabado, eles o haviam levado de volta. Ele apontou a posição deles como conquistadores entre os conquistados. Era vital para a continuidade deles, disse ele, que eles tivessem uma "cabeça". Se é um ou muitos está em seu "poder". Ele então levantou a questão principal, a questão de "um" ou "muitos". Roxana, a esposa bactriana de Alexandre, estava grávida de seis meses. Ele sugeriu que escolhessem alguém para governar. A palavra foi aberta para discussão.

Propostas
Nearco, o comandante da frota, propôs que Héracles, o filho ilegítimo de Alexandre com sua amante persa Barsina, fosse feito rei. O voto foi "não". Ptolomeu tomou a palavra para dizer que selecionar qualquer um dos filhos seria uma desgraça (piget), porque suas mães eram "cativas" (captivi), e qual seria o bem da conquista se os conquistados governassem os conquistadores? Aristonous de Pella propôs que o anel fosse devolvido a Pérdicas como escolha de Alexandre. O voto foi "sim". Por alguma razão, Pérdicas ficou algum tempo sem responder. Então ele se moveu para trás dos somatophylakes. Cúrcio é da opinião de ele que desejava ser implorado para assumir o cargo. Seu comportamento foi tomado como uma recusa. Seus inimigos aproveitaram a abertura.

Meleagro viu na confusão uma chance de atacar Pérdicas. Não havia diferença, disse ele, em votar em Pérdicas ou Héracles, já que o primeiro governaria de qualquer maneira como "guardião" (tutela). A implicação é que Pérdicas tinha algum tipo de tutela legal dos filhos de Alexandre que se aplicaria automaticamente mesmo se fossem eleitos reis. Se os soldados realmente eram a autoridade decisiva, disse ele, então por que não deveriam enriquecer saqueando o tesouro? Em meio ao tumulto, ele deu a impressão de liderar um grupo armado para fazer exatamente isso, "a assembléia se voltou para a sedição e a discórdia".

Um soldado comum salvou o dia ao se adiantar para gritar que não havia necessidade de guerra civil quando Arrideu, meio-irmão de Alexandre, era o herdeiro legal. Eles nunca encontrariam outro Alexandre. Por que seu herdeiro deveria ser defraudado em sua herança? A multidão ficou repentinamente silenciosa, seguida por um alto voto de voz positiva. Tarde demais, Peithon começou a falar em oposição - Arrideu era deficiente mental - mas foi silenciado.

Desenvolvimento de facções
Os soldados, embora tivessem direito a voto, não faziam parte oficialmente do conselho. Peithon propôs que nomeasse Pérdicas e Leonato "Guardiões" de Heracles, enquanto Crátero e Antípatro deveriam "administrar" a Europa. As nomeações foram adotadas sem consultar Arrideu. Meleagro saiu e voltou com Arrideu, gritando por ajuda dos soldados. Duas facções já haviam se desenvolvido, uma para Pérdicas e outra para os Arrideanos, apoiados por Meleagro. No alvoroço; Arrideu escapou com medo. A multidão o chamou de volta, colocando o manto de Alexandre em volta dele. Meleagro colocou sua armadura à vista do público, preparando-se para defender Arrideu. Os soldados ameaçaram danos corporais aos guarda-costas. Eles se alegraram porque o "império" permaneceria na mesma família. De acordo com Peter Green, "a xenofobia desempenhou seu papel aqui: as bases macedônias não gostavam da perspectiva de se curvar a um monarca meio-oriental".

A festa de Meleagro reuniu tantos adeptos que Pérdicas, "aterrorizado", convocou 600 soldados de elite, "a guarda real dos jovens"; isto é, a unidade de Epígonos persas - formada por Alexandre para protegê-lo de seus homens, sob Ptolomeu - e assumiu uma posição defensiva em torno dos aposentos onde o corpo de Alexandre ainda estava. Eles não seriam a favor de uma facção que rejeitasse os filhos de Alexandre porque suas mães eram persas. A ação militar começou. Na situação descontrolada, os oficiais superiores que acompanhavam Meleagro tiraram os capacetes para serem identificados e convocaram Pérdicas para se renderem. Ele não tinha escolha. Ele baixou os braços, seguido pelos Epígonos baixando os deles.

Meleagro ordenou que eles permanecessem no local enquanto ele caçava Pérdicas, mas este escapou para o rio Eufrates, onde foi reforçado pela cavalaria dos Heteros comandada por Leonato. Parece claro que os homens de maior confiança de Alexandre apoiaram Pérdicas. Meleagro enviou uma comissão de assassinos para pedir que Pérdicas voltasse, com ordens secretas para matá-lo se ele hesitasse. Encontrando-o com 16 Epígonos como guarda-costas, Pérdicas os insultou quando se aproximaram. Eles voltaram, sem ter realizado nada. O dia acabou.

Guerra de nervos
No dia seguinte, vendo quem não estava em seu grupo, os soldados da facção de Meleagro reconsideraram. Um motim se desenvolveu. Os representantes se comprometeram a interrogar Arrideu para saber se ele havia ordenado a prisão de Pérdicas. Ele disse que sim, mas que foi por instigação de Meleagro. Ele recusou ação contra Pérdicas. O conselho que havia sido convocado no dia anterior foi oficialmente encerrado. Eles esperavam que Pérdicas dispensasse seus homens, mas ele não o fez. Em vez disso, ele se moveu contra as linhas de abastecimento, cortando o fornecimento de grãos. Pérdicas não ousou atacar a cidade, pois as chances de vitória eram improváveis. Sob o comando de generais devidamente qualificados, as forças da cidade poderiam ter saído para quebrar o bloqueio e esmagar seus instigadores, mas os defensores não agiram. A fome começou.

Realizando outro conselho, os macedônios da cidade decidiram que o rei deveria enviar emissários a Pérdicas para pedir termos de paz. Em termos de forças, deveria ser o contrário, mas Pérdicas sabia que tinha todos os generais ao seu lado. Além disso, de acordo com Plutarco em "Vida de Eumenes", um dos Heteros, Eumenes, havia ficado para trás e tentava convencer os soldados a chegarem a um acordo. Pérdicas exigiu uma investigação sobre o que ele chamava de "sedição" e que os líderes fossem entregues a ele. Até Arrideu podia ver que ele estava atrás de Meleagro. Com lágrimas escorrendo pelo rosto, Arrideu dirigiu-se à assembléia, afirmando que desistiria do trono em vez de derramar mais sangue. Ele ofereceu a coroa a qualquer um que afirmasse estar qualificado para tomá-la. Essa bondade natural levou a assembléia a reafirmar sua posição. Eumenes conseguiu influenciar as tropas de Meleagro para uma posição menos beligerante, propondo um acordo no qual Arrideu seria feito rei e, se houvessem evidências de que o filho de Roxana fosse o herdeiro legítimo, ele deveria ser feito rei em conjunto com Arrideu. Segundo Cúrcio, a assembléia sacrificou "a velha visão da realeza". Eles enviaram emissários a Pérdicas pedindo a criação de um triunvirato de "chefes": Arrideu, Pérdicas e Meleagro. Pérdicas aceitou, explica Cúrcio, esperando separar Meleagro de Arrideu.

Arrideu foi feito rei e rebatizado de Filipe III, enquanto o filho de Alexandre e Roxana, que de fato seria um herdeiro, se tornaria Alexandre IV.

Vitória da facção de Pérdicas
Meleagro cavalgou à frente de suas forças para decretar uma trégua. Quando os homens se reuniram, as tropas de Pérdicas começaram a reclamar que deveriam aceitar Meleagro como co-regente. Cúrcio diz que Pérdicas os mandou fazer isso. Meleagro perdeu a paciência. Os dois líderes se reconciliaram. Meleagro reclamou com Pérdicas do que tinha ouvido. Os dois concordaram em expurgar todo o exército de seus elementos divisores.

A cerimônia de reconciliação, baseada na prática macedônia, exigia a reunião de ambos os lados sob as armas em um campo entre as entranhas de um cachorro sacrificado. Os dois lados então avançariam um para o outro e se misturariam. A infantaria de Meleagro em ordem de batalha encarou a cavalaria Hetero reforçada por elefantes. A infantaria se encolheu quando a cavalaria partiu em direção a eles, mas permaneceu firme. O rei, porém, conferenciara com Pérdicas sobre a sedição. À medida que a distância diminuía, ele cavalgava para cima e para baixo na linha, destacando os líderes que haviam ficado com Meleagro contra Pérdicas. Ele não foi informado da intenção de Pérdicas. Quando os dois lados se fecharam, os homens de Pérdicas, talvez os Epígonos, prenderam 300 líderes conhecidos da sedição, arrastando-os para execução imediata, segundo um relato, sendo pisoteados por elefantes de guerra incitados para esse fim. Inicialmente Meleagro foi poupado e nomeado deputado de Pérdicas (hyparchos), mas depois que a crise passou e a situação voltou a ser controlada, Meleagro, que os viu vindo atrás dele, refugiou-se em um templo, onde foi assassinado. O exército, entretanto, se misturou e o cisma foi curado.

Outro concílio na Babilônia
Pérdicas, como epimelētēs (guardião ou regente) e com a autoridade conferida pelo anel de sinete de Alexandre, convocou um novo conselho, na linguagem dos antigos legisladores, "ao qual agradou dividir o império". A maioria dos grandes marechais estava presente, mas três não. Antípatro, que estava no comando da Macedônia, estava em Pela. Alexandre convocou Antípatro para a Babilônia alguns meses antes de sua morte, mas Antípatro, suspeitando que seria morto se fosse, enviou seu filho Cassandro em seu lugar. Craterus, que Alexandre havia nomeado para substituir Antípatro, estava a caminho da Europa com Poliperconte e dez mil veteranos. Eles haviam chegado à Cilícia, quando souberam da morte de Alexandre, e decidiram ficar lá até receberem novas notícias. Antígono Monoftalmo, que era comandante da Frígia central e responsável por manter aberta a rota para a Europa, ficou onde estava, na fortaleza de Celaenae.

No entanto, a partição ocorreu imediatamente, as divisões aparentemente sendo negociadas ad hoc, pois Ptolomeu pôde pedir e recebeu a satrapia do Egito. "Ptolomeu foi um dos poucos a perceber que limitar suas ambições o levaria mais longe a longo prazo." A Europa ainda não havia sido dividida em satrapias. Não houve necessidade de substituir nenhum sátrapa oriental. Pérdicas acreditava que ele estava realizando os planos de Alexandre, estendendo o Império Persa modificado para a Grécia, Ásia Ocidental e África. Ele insistiu na autoridade suprema em nome do rei. Em breve essa ideia seria atacada, terminando na segunda das três partições, que era manifestamente evidente para todos. Após a partição, o conselho voltou-se para o funeral de Alexandre, que permaneceu insepulto por sete dias. A data da partição foi, portanto, 18 de junho de 323 a.C., ou próximo disso.

Tabela de resumo, Babilônia e Triparadesios

Notas

Bibliografia

Partição
Helenismo
Alexandre, o Grande

redpajama_set_name: RedPajamaWikipedia


This is phrase that is commonly heard from people who are career-driven and want to achieve a lot in their business or work life. However, this is not a healthy way to live.
Nor is it a wise way to live.
You will be stuck working and not being free. Where's the fun in that? That is not true freedom.
So, do you want to work less and experience more in life?
Do you want to be able to work on your passions?
Do you want to explore the world and everything that it has to offer?
Here are some things that you can do to be able to work less and experience more.
If you are a businessman and you feel like you're doing so many things all at once, then you're doing it wrong.
That situation happens when you try to do everything on your own.
You do not need to do everything. Let others do it for you. Train others who can work for you and learn how to trust that they will do the job properly.
If you learn how to delegate well, you will be able to free up your schedule. You will be able to work less hours.
If you are working as an employee, strive hard to be a smart worker.
A smart worker is someone who gets everything done within the required timeline and does not need to work extra hours just to get the job done. Also, the quality of his work is always superb because he does not overwork himself. He prioritises more things outside the workplace and has the time to go home and be with family.
Be a smart worker and experience more.
To be able to lessen your work hours, do not try to do everything all at once. Always set a schedule for everything that you need to do. Remember: there is a perfect time to do everything, and you do not need to accomplish everything in one day.
Doing this will also help you accomplish all needed things in the quickest and smartest way. After smashing out your tasks for the day, you will have time to focus on your hobbies and passions. Best of all, you will get to rest and prepare for the upcoming day!
By doing these things, you will be able to lessen your work hours and maximise your productive hours and still be able to experience everything that life has to offer!
So, go ahead and work towards freedom.


The volume of household usage will determine how often you should pump your Hoot System. Occasional septic pumping is recommended to keep your Hoot healthy and ensure proper wastewater treatment for years to come.
Over time, your system's trash chamber will naturally develop a scum layer (surface of the sewage) and a sludge layer (bottom of the trash chamber). We recommend pumping and cleaning your system when the solids (scum/sludge combined) in your trash chamber's exceed 25% of the chamber's total capacity.
Your system's trash chamber holds 520 gallons and is approximately 52 inches high. When your trash chamber's solids exceed ~ 15″ combined, we recommend that your system be pumped.
The processing chamber holds approximately 920 gallons and should have about 300 gallons removed (1/3 of the contents) at the same time the trash chamber is pumped.
Approximately 1,000 to 1,100 gallons are pumped from a HOOT System.
Periodic pumping of the solids is critical to ensure that there is adequate space in the trash chamber for the liquids to be stored before passing into the processing chamber. It's important to note that too much build-up of solids in the trash chamber can result in solids spilling over into the processing chamber. Which then, will also need to be pumped and cleaned.
Using your garbage disposal frequently can significantly increase the levels of sludge and scum in your tank, which could mean more frequent pumping. Limiting garbage disposal use will greatly reduce the amount of grease and solids that enter the system.


Peyton's mom first contacted me about doing a senior session after mentioning that she loved the photos I had taken for Julia earlier that school year. With the days starting to grow short due to the approaching winter months, we quickly scheduled a Saturday session a few weeks away. When the day came, meteorologists were calling for a few inches of snow and cold temperatures...and they were right! While we were taking photos outside the Erwin Weder Museum, Peyton, her mother, her little sister, and I were pelted by ice. But everyone was a trooper, and the photos we took were absolutely gorgeous. Being encouraged by the beautiful images we were capturing, we continued onward to Silver Lake Park and the town square to continue the session. Despite the cold temperatures and our snowy hair, everyone left feeling great about the session, and Peyton's photos turned out fantastic!


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'We Punch Above Our Weight Class'
Written by Kim Moore
Photo: Jason E. Kaplan Dick Clark, CEO of the Portland Clinic
Dick Clark, CEO of the Portland Clinic, on competing as a midsize provider in a market dominated by large health care systems.
Since taking the helm as CEO of the Portland Clinic in 2015, Dick Clark has introduced several changes at the midsize health care provider, including partnering with food business entrepreneur Chuck Eggert on a grocery store at the clinic's Northeast Portland location.
His next big venture is moving the clinic into a new downtown Portland location that will offer integrated services, including a healthy food restaurant and possible nursing school.
In this interview, Clark discusses his strategy for competing in a market dominated by larger providers and how he fosters a workplace culture that attracts doctors.
What is the biggest challenge you have faced since you have been at the helm?
We are a nearly 100-year-old business. We say we have no guarantees for our future. We have to make sure we continue to serve our customers, serve our patients and be pure to our mission. We compete where necessary and collaborate where possible.
We have been able to establish good collaboration with Providence, Kaiser, Legacy, OHSU and other private businesses that go beyond health care. That has been really fun, because I enjoy partnerships.
How do you try to position the clinic as a medium-sized health care business?
We try to position ourselves like Deschutes Brewing, Powell's Books, Voodoo Doughnuts – we try to say we are the locally owned, independent provider of health care. There are a lot of other choices in health care, but we can offer something that is personal, local, nimble, specific to people.
I always say if health care offerings are A to Z, we do A to W. We don't do X,Y and Z. Those are often more complicated things, such as oncology, neurosurgery, cardiac surgery. There are a lot of good providers in town that can provide that.
We provide basics that most people need 90% of the time: pediatric and baby wellness check-ups, urology procedures, primary care annual exams. What really attracted me about the clinic when I was making the change from Providence was the loyalty of our patients.
How difficult is it to compete in a health care market dominated by large providers?
Like any provider our size, we have to be careful in terms of capital investments. We have to be selective in what we do and what we don't do. We also have to compete for providers.
Portland is a very attractive place for providers, doctors and especially new graduates to move to. We are competing with Providence, Kaiser and Legacy. We try to not necessarily match on a compensation level; we try to be a culture where doctors feel they can practice some of the art of medicine.
Medicine has a lot of standardization, which is very important from a safety and quality standpoint. But we also have opportunity to be tailor made for our patients. If a patient needs more time to be seen, we can allow more time.
I always say we punch above our weight class when it comes to attracting doctors.
You plan to move into a new building in downtown Portland. Why the move?
We have been in and around our downtown location for nearly 100 years. Our current building has been around since 1974. We really want to develop something that is more modern, where we can see patients efficiently. We will be replacing that building from 1974, probably in the next three years.
Our hopes and aspirations are not only to create a clinic like we have right now, but have it be an integrated wellness center that has a healthy restaurant, up to 30,000 square feet of clinic operations, and some type of independent school of education around nursing or medical care where we can work with the caregivers of the future.
Finally, we would like there to be housing. It could be more than 100 units, ideally for active people aged 55 or older, right upstairs from us. If they have medical needs and are patients of ours, they can easily see us. They will also benefit from the educational facility and have shared teaching facilities and interaction with the students.
What are the challenges of including housing in your expansion plan?
A large challenge is the city's requirement for inclusionary housing, which makes the finances more challenging. We are trying to make it work if it includes housing. But we may choose to go without that component, which would mean a whole new set of finances.
This vertical integration of health care services is a departure from your business model. Why go this route?
We have pioneered that with our branch over on Northeast 50th and Sandy Boulevard, where Chuck Eggert has the Basics grocery store located. Chuck's business is separate and co-located with our clinic. It has worked well for our patients and the surrounding neighborhood. With the success of that partnership, we wanted to take it to a larger scale downtown.
We think we can really differentiate ourselves by having something that is a flagship clinic for us in a downtown area, so that when you go past, you say, "Wow, that is the Portland Clinic. That is really different."
Do you consider acquisitions as a way to grow?
We have affiliated with private, independent clinics over the years. We have had three in the past 10 years and we have grown through that. They have an existing branch and they take on the name of the Portland Clinic. That is one strategy.
We also have a separate organization – the Portland Coordinated Care Association. These are other like-minded, independently owned health care businesses in the Portland area. There are about 300 providers in this association.
We formed our own locally owned health system. We don't have a hospital associated with us; we contract through our insurances with other hospitals, but this is another example of us expanding our reach and maintaining our independent medical practice in the Portland area, especially in this time when it is harder to do that.
What will be the biggest trend affecting health care in the next decade?
People have expectations for access to anything; health care is among those. We have a lot of technology that is developing where people won't necessarily have to come to the doctor's office.
There will be video visits, which we have now; more things resolved through email; we have a MyChart system, where patients can write messages and doctors can respond to them. Routine things can be handled over the phone or on video.
There is this on-demand health care. It won't tip fully that way; a lot of the power of medicine is still touch. What that means is that people will still seek, and our providers will still want to provide, that human element that you can't necessarily get though electronics. It will be a balance between those two.
Something we are big on is that health care is moving from the fee-for-service model to more of a value proposition, where ideally people work in partnership with their caregiver and make adjustments that can lead to a healthier lifestyle.
What financial challenges are there moving from fee-for-service to a value-based system as a midsize provider?
There is more risk in it. With this system, we have to negotiate with our payers and ask them to help us with the infrastructure required to achieve goals. This is a shift for everyone, not just for us as a medium-sized business.
Hospitals are a huge capital investment. As you have fewer people who will require an in-patient service, that is a risk for them as well.
With all that said, this is the right thing to do for our patients. In a lot of cases, it is more safe treatment. Wellness is really important – people will be able to enjoy life more.
We are blessed here in the Northwest with this in-migration of people. In a lot of cases, we will be able to benefit from people who will want to participate in programs like this. If we had a migration of people out and a shrinking population, we might have more of a challenge.
You spent almost three decades working in the nonprofit sector for Providence and the Portland Rose Festival. What is the most valuable lesson you have taken to the business world from working in that sector?
The sense of community that Portland has is deep here. We are a private business owned by 44 doctors. We also try to be a good citizen of the community.
We have a foundation we restarted about three years ago. Now we give micro grants of $1,000 to $5,000 to worthy nonprofits. We try to do our part to address the social determinants of health. It resonates with our 600 employees. This also goes back to how we compete.
I have this program specifically because I end up interviewing 40 to 50 applicants a year. I tell them about this work we are doing, and it resonates with new providers. When they are looking at their choices, they may say, "I have to balance salary with school debt, but I want to work at a place where I feel good."
To subscribe to Oregon Business, click here.
Portland Clinic
Kim Moore is the editor for Oregon Business magazine.
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Frank Ocean Wows Fans After Four Years
By Emily Weikl Frank Ocean's "Blond" is worth the four-year wait. Ever since the highly praised "channel ORANGE" was released in 2012, fans of R&B artist Frank Ocean wondered when he would make another album. Recording hints and details over the years were realized when "Endless," a 45-minute […]
Asteroid Named for Freddie Mercury
By Armand Butera Freddie Mercury had rightfully cemented his status as music legend long ago as a part of the band Queen, so it's only fitting that the former front man was awarded a very stellar gift. As of Sept. 4, Mercury was honored with an asteroid named […]
'Hamilton' Makes American History Sing
By Molly Holt The world of Broadway has been forever changed. Lin Manuel Miranda, creator of the hit musical In the Heights, has a new musical. His latest production, Hamilton, is far from the traditional Broadway offering. Hamilton tells the story of one of America's important founding fathers, […]
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COVID-19 Continues to Rise


Company Name : Premier Mills Ltd.
Other details: We export countries including USA, UK, Canada, Japan, Germany, Italy, Egypt, Indonesia, Turkey, France, Spain, Portugal, Switzerland Greece, Finland, Sweden, South Africa, Israel, Mauritius, Korea, Taiwan, Singapore, New Zealand, Australia, Saudi Arabia, Dubai, Sri Lanka, Syria, Bangladesh, Belgium, Croatia, Czech Republic. Premier Mills is the receipient of the Outstanding Exporter Award given by the Ministry of Commerce, Government of India, for 1993-94. National Awards : Premier Mills is the receipient of the Outstanding Exporter Award given by the Ministry of Commerce, Govt. of India, for 1993-94 & also bagged various Texprocil awards and Best Exporter Awards.


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George Clooney >
George Clooney Working On Watergate Series For Netflix
By Daniel Falconer in Movies / TV / Theatre on 17 December 2017
Follow George Clooney
Clooney will serve as director alongside Matt Charman on the show.
There's never been a better time to revisit the real-life Watergate scandal, and that's probably exactly why both George Clooney (and his Smokehouse Pictures company) and Matt Charman are teaming up for an eight-part limited series delving into the Washington, D.C. case, which saw the American government brought to its knees.
George Clooney is working on a number of different projects
Being developed at Netflix in what's described as a competitive situation, the show is being produced by Sonar Entertainment, and reports claim that each episode will focus on a different individual that had ties to the scandal.
Smokehouse are not only working on 'Watergate', but have anohter limited series set to hit the small screen in the near future; 'Catch-22', based on Joseph Heller's novel of the same name. Clooney is directing that show and also starring in it.
Meanwhile, Charman's also working on an adaptation of non-fictional book 'M: Maxwell Knight, MI5's Greatest Spymaster' with Mammoth Screen, bringing the story of Ian Fleming's inspiration for James Bond to viewers.
'Watergate' will of course find its inspiration in the major political scandal that took place in America in the early 1970s, with President Richard Nixon and his administration right at the centre. Multiple abuses of power were then uncovered as part of the scandal, which led to an impeachment process against Nixon and his eventual resignation from his position as President of the United States.
The topic is of course a timely one, because of the rampant and successive calls for current President Donald Trump to be impeached. Whether or not that will happen in the near future remains to be seen, but the conversation around politics is as rampant now as it was back in the early 70s.
More: George Clooney Gave Friends $1 Million Each
We'll bring you more news on the 'Watergate' series as and when we get it.
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Alana Blahoski (née le  à Saint Paul, Minnesota, aux États-Unis) est une joueuse américaine de hockey sur glace qui évoluait dans la sélection nationale féminine en tant qu'attaquante.
Elle a remporté une médaille d'or olympique en 1998 à Nagano .

Biographie

Statistiques
Pour les significations des abréviations, voir statistiques du hockey sur glace.

|-
| 1997 ||align="left"| ||align="left"| Championnat du monde || 5 || 1 || 3 || 4 || 0 || || align="left"|  Médaille d'argent
|-
| 1998 ||align="left"||| align="left"| Jeux olympiques || 6 || 0 || 2 || 2 || 0 || +11|| align="left"|  Médaille d'or
|-
| 1999 ||align="left"|||align="left"| Championnat du monde || 5 || 0 || 1 || 1 || 0 || +1|| align="left"|  Médaille d'argent
|-
| 2000 ||align="left"|||align="left"| Championnat du monde || 5 || 7 || 2 || 9 || 0 || +7|| align="left"|  Médaille d'argent
|-
| 2001 ||align="left"| || align="left"| Championnat du monde || 5 || 0 || 1 || 1 || 6 || +4|| align="left"|  Médaille d'argent

Références

Naissance en avril 1974
Naissance à Saint Paul (Minnesota)
Joueuse américaine de hockey sur glace
Attaquante de hockey sur glace
Championne olympique américaine
Championne olympique de hockey sur glace
Joueuse de hockey sur glace aux Jeux olympiques d'hiver de 1998
Médaillée aux Jeux olympiques d'hiver de 1998


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Christie's to auction Captain Robert Falcon Scott art, literature, photographs and artifacts
Christie's announce the forthcoming sale of a selection of art, literature, photographs and artifacts which offer poignant memorials of the lives and endeavours of the celebrated Polar explorer, Captain Robert Falcon Scott, and his contemporaries from the Heroic Age of Antarctic exploration. Offered for sale on Tuesday, 9 October 2012, the dedicated Polar section (lots 76-163) of Christie's Travel, Science and Natural History auction to be held in South Kensington is set to commemorate the centenary of Scott's Terra Nova expedition. The auction will feature historical items relating to the Discovery (1901-1904), Nimrod (1907-1909), Terra Nova (1910-1913), and Endurance (1914-1916) expeditions.
Carried by Captain Scott on his sledging journeys, the marching compass used to navigate on both Discovery and Terra Nova expeditions is expected to fetch between £15,000 and £20,000 [lot 91] illustrated right. Inscribed with ink on the cover of the leather case "Capt. 'Discovery' 1902", the item was one of many, returned to Scott's widow following his final and fatal journey to the South Pole on the Terra Nova expedition. One of a variety of scientific instruments carried by the southern party in their instrument box, Scott is reported to have had difficulties with compasses in the trying conditions of the Antarctic, as readings could be variable, writing at the time "… these compasses are not to be relied upon where the directive force is so small…"
Captain Scott's contemporary, the charismatic Anglo-Irish explorer Ernest Shackleton (known as "The Boss") sledged with Scott on the Discovery expedition. Shackleton's sledging harness from his Nimrod expedition [lot 102] illustrated left, which helped him to achieve fame in reaching within 97 miles of the South Pole and returning to tell the tale (his life saved on numerous occasions by this very harness as he fell into crevasse after crevasse on his trailblazing ascent of the Beardmore Glacier) is expected to realise £15,000 to £20,000. With just four ponies, in lieu of dogs, and with the last surviving pony, Socks lost in a crevasse at the beginning of the ascent of the Beardmore Glacier, the majority of Shackleton's 1755 mile march to within 100 miles of the South Pole was achieved by man-hauling sledges, on foot rather than ski, with harness and alpine rope. 'Just before we left the Glacier I broke through the soft snow, plunging into a hidden crevasse. My harness jerked up under my heart, and gave me rather a shakeup. It seemed as though the glacier were saying: "This is the last touch of you; don't you come up here again." (E.H. Shackleton, The Heart of the Antarctic, London, 1909, I, p.355.) Shackleton would return south, but would never sledge up the Beardmore again.
The Antarctic landscape itself is recorded in a series of fine large vintage prints by the Terra Nova expedition's camera artist, Herbert Ponting ("Ponko"), including a remarkable group which concentrates on climate and ice from the collection of the expedition meteorologist and physicist Dr. George ("Sunny Jim") Simpson [lots 122-131].
Gran's famous photograph [lot 130], illustrated right of the final resting place of Scott, Wilson and Bowers, was taken on 12 November 1912 with the camera [lot 139] consigned for sale by Gran's son, Hermann Gran (estimate: £10,000-15,000) illustrated far right. It was later printed by Herbert Ponting in a special portfolio of prints issued in commemoration of the Polar Party, and was illustrated in Scott's Last Expedition. Gran, the Norwegian ski expert taken by Scott on the expedition, was a member of the Search Party that set out to discover the fate of Scott and the Polar Party in October 1912. His diary records: `12 November: It has happened! We have found what we sought! Good God, what a twist of fate. Barely 20 km from `One Ton Depot', we have come upon the snow-covered tent with the bodies of Scott, Wilson, and Bowers. … We buried our dead companions this morning; it was a truly solemn moment. It was moving to witness 11 weather-beaten men standing with bared heads singing…We have erected a 12-foot cairn over the graves and atop a cross made of a pair of skis [Gran's own, he would take Scott's for the return to the hut].' (T. Gran, The Norwegian with Scott, Tryggve Gran's Antarctic Diary 1910-1913, London, 1984, pp. 215-217).
Kaminski Auctions November 8 Fine Asian Art And Antiques Sale
ANTIQUE CHINESE ANIMATED TRIPLE FUSEE BRACKET CLOCK EXPECTED TO CHIME ON TIME FOR $500,000-$750,000 AT FONTAINE'S NEXT AUCTION
EXCEPTIONAL SET OF EIGHT GLASS WINDOWS, EXECUTED IN 1913 BY TIFFANY STUDIOS AND DEPICTING THE 8 BEATUTUDES OF JESUS, GAVELS FOR $356,950
« Bonhams auctions Eilenberg Buddha for $674,500
ARTWORKS BY SISTER GERTRUDE MORGAN AND WILLIAM AIKEN WALKER, A TIFFANY LAVA GLASS LAMP AND MORE WILL BE SOLD AT AUCTION SEPT. 29-30 »


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The Detroit Lions Continue The Trend Of Poaching Saints Coaches
Mikey O
Mikey O Published: January 21, 2021
The Detroit Lions have just joined a growing list of college and NFL teams that are picking coaches off Sean Payton's coaching tree.
The latest coach to leave New Orleans is former Tight Ends Coach Dan Campbell.
Lions owner Sheila Ford Hamp had this to say about Campbell:
With more than 20 years of experience as both a coach and player in the National Football League, Dan knows the rigors of professional football and what it takes to be successful. He will help promote the culture we want to establish across our organization, while also bringing with him high energy, a respect for the game and an identity with which everyone can align themselves.
Campbell grew up in Clifton, TX and was a standout player at Texas A&M. He was drafted by the New York Giants in 1999. During his eleven year NFL playing career, he's played for the Giants, Cowboys, Lions, and Saints.
Lions president Rod Wood said:
When we began the search for a head coach, it was imperative that we find the right leader who values our commitment to building a winning culture based on organizational alignment and collaboration. The leadership Dan has exemplified throughout his football career has prepared him for this next step, and we are excited to support him as our new head coach.
Campbell was the interim head coach for the Miami Dolphins in 2015 and had a 5-7 record. He was most recently not only the Tight Ends coach for the Saints, but he was also the Assistant Head Coach.
After firing General Manager Bob Quinn and Head Coach Matt Patricia in November, the Lions believe they have found the team to turn their organization around, as they have also announced the hiring of Brad Holmes from the Los Angeles Rams as their new General Manager.
Louisiana Foods For Game Day
Categories: Entertainment, Sports


IF YOU WANT SOME DISCOUNT PLEASE MESSAGE ME! This listing is for ALL the three versions of EXO Don't Mess Up My Tempo Album including Allergo, Moderato, and Andante versions and three OFFICIAL Sehun photocards. Price is in the USD!


SF Bay Area PSR Steering Committee Members and Staff are organizing, presenting, moderating, and/or facilitating a number of sessions at this year's APHA annual meeting in San Francisco October 27-31, 2012.
Foreclose on the Bomb Not the People August 5!
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