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Analyst warns 5G alone unlikely to yield high rewards
LIVE FROM GSMA MOBILE WORLD CONGRESS AMERICAS 2018: The launch of 5G services will offer limited price upside compared to early 4G launches, GSMA Intelligence research director Pablo Iacopino (pictured) warned, as he urged operators to use the new network technology to offer a wider range of services.
Speaking at the GSMA Intelligence Americas Summit, Iacopino noted 5G was set to launch faster across many markets than the majority of the mooted services expected to drive future revenues.
"Immersive reality [for example] is far from an acceptable user experience," he said. "The challenge for operators is to monetise 5G from the consumer segment, as faster speed on its own has minimal price uplift."
He went on to note the increase in consumer prices following the launch of 4G was short-lived, especially in markets where launch prices for 4G were much higher than existing 3G services.
"4G will pay the bills for the next ten years which means 4G will account for the lion's share of operator revenues," he added.
The analyst noted operators should avoid selling 5G as a consumer proposition in its own, as it was unlikely to be a compelling offer. Instead, he recommended linking it to other products and services.
Potential technologies Iacopino expects to be supported (and potentially sold alongside 5G) include: IoT, 8K television, immersive reality, artificial intelligence and advanced gaming.
Author tskinnerPosted on September 19, 2018 October 26, 2018 Format LinkCategories Media Coverage, MWLTags 5G, 5G forecasts, consumer tech, GSMA Intelligence, GSMA Intelligence Americas Summit, north america, Pablo Iacopino, revenues
SDxCentral: 5G Adoption in US and Canada Will Outpace Asia, Europe
There will be around 200 million 5G mobile connections in the U.S. and Canada by 2025, according to a new report, The Mobile Economy North America 2018, from GSMA Intelligence. These 5G connections will account for 49 percent of the projected total market by 2025, pushing the 5G adoption rate in North America ahead of Europe, China, Japan, and South Korea.
Author tskinnerPosted on September 14, 2018 March 19, 2019 Categories Media CoverageTags Canada, SDxCentralLeave a comment on SDxCentral: 5G Adoption in US and Canada Will Outpace Asia, Europe
ZDNet: Nearly half of US mobile connections will be on 5G by 2025
The US is poised to lead the world in 5G adoption, according to a new report from the GSMA, a trade association that represents mobile network operators worldwide.
By 2025, 49 percent of all mobile connections in the US are forecast to be running on 5G, according to the Mobile Economy 2018 report. That's compared to around 41 percent in Canada and 30 percent in Europe and key Asian markets.
Author tskinnerPosted on September 13, 2018 October 29, 2018 Categories Media CoverageTags 5G, 5G forecasts, GSMA Intelligence, mobile connections, mobile economy, north americaLeave a comment on ZDNet: Nearly half of US mobile connections will be on 5G by 2025
Verizon SVP pushes for purchases not partners
LIVE FROM GSMA MOBILE WORLD CONGRESS AMERICAS 2018: Striking partnerships for IoT launches and moves into vertical markets could restrict the long-term benefits from successful ventures, Verizon Connect SVP product strategy Jason Koch (pictured) warned, adding acquisition of companies already in the sector could potentially be a more lucrative strategy.
Koch, whose former company was one of several bought by the operator to form what is now the Verizon Connect telematics division, said although acquisition may be a better route to success in the IoT ecosystem, it was also a more challenging one.
"It's easy to partner with a third party to bring a solution to market, you just give up a bunch of the value capture when you do it," he said. "You also give up the future value that you may not understand what it is today – especially with software and technology that changes so quickly, you don't really know what you have at this moment."
Speaking at the GSMA Intelligence Americas Summit on the eve of Mobile World Congress Americas, the executive said when assessing acquisition targets, it was important to bring in those with a "full stack" solution in place rather than just the infrastructure.
He also warned operators that building solutions themselves may prove problematic.
"You see it all the time," he noted. "Companies think they have a core competency so they try and build something. After they try, and sometimes fail, they think maybe that wasn't their core competency so they partner with somebody."
Koch concluded: "Every company has to pick their own strategy based on time to market, known quantity, established business case. The easiest decision and lowest risk decision is to go partner, it's not always the best long term strategy."
Author tskinnerPosted on September 12, 2018 October 26, 2018 Format LinkCategories Media Coverage, MWLTags Connected vehicles, GSMA Intelligence, GSMA Intelligence Americas Summit, Internet of Things, IoT, Sylwia Kechiche, Verizon
US, Canada to lead global move to 5G
LIVE FROM GSMA MOBILE WORLD CONGRESS AMERICAS 2018: North America will dominate global 5G take-up by 2025, with around 200 million connections in the USA and Canada representing 49 per cent of the region's projected total mobile market by that point, the GSMA predicted.
A new Mobile Economy report from the Association forecast North America will be significantly ahead of Europe (30 per cent) and key Asian markets including China, Japan and South Korea (30 per cent, aggregate). The 200 million milestone will be double a forecast of 100 million connections expected to be hit in late 2022.
The findings reflect the progress the US, in particular, is making in 5G, with operators AT&T [1] and Verizon [2] expected to launch commercial networks this year, the first in the world. Operators in Canada are tipped to launch 5G in 2020.
Between 2018 and 2020, mobile operators will invest $122 billion in capex in North America, mostly driven by network maintenance and early 5G rollouts which are likely to require densification through small cell deployments, new antennas and transmission upgrades.
The Association also found that the number of unique mobile subscribers in North America exceeded 300 million in 2017, representing 84 per cent of the population and the second-highest subscriber penetration rate globally behind Europe. The subscriber base is forecast to increase to 328 million by 2025, lifting the penetration rate to 86 per cent.
Meanwhile the number of IoT connections in North America is forecast to almost triple between 2018 and 2025, reaching almost 6 billion.
Economic contribution
This growth is also resulting in a strengthened contribution to the region's economy. By 2022, the mobile industry's economic contribution is expected to increase 32 per cent to $1.1 trillion, or 4.9 per cent of GDP, up from $833 billion (4 per cent of GDP) in 2017, driven by increased productivity and the ongoing digitisation of industry and services.
North America's mobile ecosystem also supported nearly 2.4 million jobs in 2017 and was responsible for $114 billion in public sector funding via general taxation (not including funds raised by spectrum auctions).
High subscriber penetration coupled with historically high consumer spend on mobile services means the mobile market in North America generated $260 billion in revenue in 2017. The US is the largest market worldwide in terms of revenue, about 40 per cent greater than China; bigger than the entire European mobile market; and larger than CIS, Latin America, MENA and Sub-Saharan Africa combined.
[1] https://www.mobileworldlive.com/featured-content/home-banner/att-names-cities-and-vendors-as-5g-plan-progresses/
[2] https://www.mobileworldlive.com/featured-content/home-banner/us-players-set-5g-battle-lines-for-mwca-showdown/
Author tskinnerPosted on September 12, 2018 October 26, 2018 Format LinkCategories Media Coverage, MWLTags 5G, GSMA Intelligence, mobile connections, mobile economy, mobile subscribers, north america
GSMA Intelligence shows off its megamind
LIVE FROM GSMA MOBILE WORLD CONGRESS AMERICAS 2018: GSMA Intelligence is touting its latest set of megatrends tipped to shape the industry to 2025, and it's no surprise to see 5G dominating the list.
The analyst house predicts 5G will account for about 15 per cent of global mobile connections by 2025, but will be driven by only a handful of markets: China, Japan, South Korea and the US. Europe could be a 5G leader too, but only if spectrum availability and fragmentation issues are resolved.
And the 5G opportunity is shifting to the enterprise: "5G and IoT will open up new opportunities in a range of enterprise sectors, and an additional 10 billion industrial IoT connections will be made between now and 2025," GSMA Intelligence noted in the report. "This will also drive a shift to decentralised and edge computing, which will bring telcos and cloud players (particularly Amazon and Microsoft) into a mix of competition and partnership in servicing the vast range of enterprise sectors, overhauling operations with advanced connectivity and analytics."
Other areas of note include a claim that the next generation of internet users will be mobile only. By 2025, 3.7 billion people (72 per cent of the global internet base) will be accessing the internet exclusively via mobile. Around half of new users coming online over this period will come from just five markets: China, India, Indonesia, Nigeria and Pakistan.
GSMA Intelligence also believes connectivity will be commoditised in the IoT era. Providing connectivity will account for only around 5 per cent of the global IoT revenue opportunity by 2025 ($51 billion). The vast majority of growth, it argues, will come from the applications, platforms and services layer, which will account for more than two-thirds of IoT revenue ($754 billion).
In light of the fact content is a very expensive game to play in, the analyst company believes partnering or licensing content is a more realistic prospect for operators than acquiring or creating their own content. Given that Netflix spent $6.3 billion on original programming in 2017, not far behind Time Warner ($8 billion), Fox ($8 billion) and Disney ($7.8 billion), few are likely to argue with this advice.
Finally, the data experts argue that volume growth is clearer than revenue growth. An additional 16 billion IoT connections (industrial and consumer) will be added by 2025, alongside ongoing 4G and 5G connections growth. However, until fresh revenue streams are unlocked in these new areas, GSMA Intelligence believes the revenue outlook for operators is modest. Global mobile revenues topped $1 trillion in 2017, but revenue growth is likely to stay at around 1 per cent a year in the period out to 2025.
Author tskinnerPosted on September 11, 2018 October 26, 2018 Format LinkCategories Media Coverage, MWL
Research Highlights: Digital disruption in consumer entertainment
Director of Ecosystem Research, Pablo Iacopino, discusses key findings from GSMA Intelligence's latest research on mobile's role in the media and entertainment industry.
Author tskinnerPosted on September 11, 2018 November 2, 2018 Categories VideosTags consumer, content, Deep Dive, entertainment, GSMA Intelligence, media, multiplay, researchLeave a comment on Research Highlights: Digital disruption in consumer entertainment
Download the GSMA Intelligence Product Brochure
This is the official 2018 Mobile World Congress Americas website. We're excited to start this journey with you, the event will be held in a few short months addressing North, Central and South American markets and highlighting innovation
GSMA Intelligence is the leading source of data and insights, serving the mobile ecosystem and beyond. We are the global home of mobile market information, driven by our team of expert analysts.
Our brochure gives an overview of the data we offer, highlights from our research agenda including our original series and how to find out more.
Author tskinnerPosted on September 10, 2018 October 23, 2018 Categories Product NewsTags analysis, analyst, data, GSMA, GSMA Intelligence, researchLeave a comment on Download the GSMA Intelligence Product Brochure
Wall Street Journal: Samsung Joins Race to the Bottom for Global Smartphone Prices
Samsung Electronics Co. is building the world's largest phone factory in India in an effort to tap the industry's next growth area: cheap smartphones.
After waging a decade long battle with Apple Inc. for the world's most affluent consumers, the South Korean electronics giant is now looking to fend off Chinese companies trying to dominate the market for inexpensive phones. That market is twice the size of the high-end market but offers lower profitability.
Author tskinnerPosted on September 4, 2018 October 26, 2018 Categories Media CoverageTags GSMA Intelligence, smartphones, Wall Street JournalLeave a comment on Wall Street Journal: Samsung Joins Race to the Bottom for Global Smartphone Prices
#TheDataPoint: Outlook on the Indian mobile market
This week on #TheDataPoint, GSMA Intelligence turns to India, where a newly released report by the 5G High Level Forum and a rebrand of Google's mobile payments app both reflect what's shifting in this highly dynamic market, and the opportunity it presents for market growth.
Author tskinnerPosted on September 3, 2018 November 2, 2018 Categories VideosTags #TheDataPoint, branding, India, mobile, Peter JarichLeave a comment on #TheDataPoint: Outlook on the Indian mobile market
New Video Series: How to Optimize Your GSMA Intelligence Membership
Intelligence Brief: How can society benefit most out of 6GHz spectrum?


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What is Kratom 20x private reserve?
What is resin and what 20x means?
Earlier we mentioned that 20 x private reserves come mostly in resin forms. More advanced users know what resin is, but many beginning users ask this question. A resin is a substance that is solid and looks like a chocolate brick (because of its dark color). It can be bought from vendors or made a home. Making resin is very easy and does not require a lot of money to be spent on materials (because it does not require a lot of materials to be made). It is made out of usual powder (any Kratom powder will do) and requires as little as powder, water, and lemon juice to be made. It is made by a series of boiling and straining the powder. After that, you get a resin, which is a very concentrated substance as the whole process is done to extract and concentrate the maximum amount of Kratom alkaloids possible. After that, it can be grinded into powder (which will be called enchanted powder). If you use 20gr of regular powder when making it, it will be called 20x, which is literally 20 more potent than the powder you started with. If you make it right it will be very potent and long-lasting.
What are the effects, doses, side-effects and other things to take into account?
Firstly it must be mentioned that it can be bought by kratom vendors or made at home. To buy it is quite expensive and most of the users try to make their own.
So to avoid dangerous side-effects it is recommended to start from using 2gr and try not to exceed this dose unless you feel that you can take more. The strength and potency of the 20x private reserve must not be underestimated!
Kratom Live – Mitragyna Speciosa Plant Benefits – Dosage – Effects Copyright © 2019.


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Le Futbolo klubas Žalgiris, plus communément appelé FK Žalgiris ou Žalgiris Vilnius, est un club lituanien de football fondé en 1947 et basé à Vilnius.

Club historique du football lituanien, il est la seule équipe de la république à prendre part à la première division soviétique, où il évolue pendant 11 saisons et termine notamment troisième en 1987.

Après la prise d'indépendance de la Lituanie, le Žalgiris s'impose rapidement comme un des clubs dominants du football national, remportant trois titres de champion ainsi que quatre coupes nationales durant les années 1990. Par la suite, la forte concurrence dans le haut de classement combiné à des problèmes sportifs puis financiers amènent le club à une période creuse durant les années 2000, jusqu'à sa disparition en 2008 et sa refondation dans la foulée en deuxième division. De retour dans l'élite depuis 2010, l'équipe connaît par la suite un nouvel âge d'or sur le plan national, remportant sept championnats et neuf coupes de Lituanie depuis sa remontée.

Histoire

Période soviétique

Premières années et débuts en première division (1947-1962)
Le club est fondé en 1947 sous l'appellation Dinamo. Il prend pour base l'équipe de la RSS de Lituanie formée l'année précédente sur la base de joueurs du Spartak et du Dinamo Kaunas et qui avait pris part à la troisième division soviétique. Le déménagement du club à Vilnius en 1947 marque ainsi la fondation effective du club, qui dispute son premier match le  contre le Lokomotiv Moscou en deuxième division. Par la suite, il termine huitième du groupe Centre pour sa première saison.

Renommé Spartak dès 1948, l'équipe continue par la suite d'évoluer au deuxième échelon, se classant régulièrement dans le haut de classement avant de terminer deuxième à l'issue de la saison 1952 derrière le Lokomotiv Kharkov, un classement lui permettant d'être promu en première division. Ses débuts dans l'élite sont cependant très brefs, l'équipe ne remporte que deux rencontres sur vingt tandis qu'elle termine dernière du championnat et redescend dès la fin d'année 1953. Le club évolue stagne par la suite au deuxième échelon durant le reste des années 1950.

Bien que s'étant classé seulement cinquième de la zone 4 en 1959, le Spartak profite de l'expansion de la première division de 12 à 22 équipes pour faire son retour dans l'élite lors de la saison 1960. Ses résultats y sont cependant une nouvelle très médiocres, avec deux places de vingtième d'affilée en 1960 puis 1961 avant de terminer bon dernier en 1962. Cette dernière année est par ailleurs marquée par un nouveau changement de nom, le club à partir de cette date le nom Žalgiris, en référence à la bataille de Žalgiris de 1410.

Passage dans les divisions inférieures (1963-1982)
Après cette dernière relégation, l'équipe entame une longue période de stagnation au deuxième échelon, enchaînant les classements plus ou moins positifs selon les saisons. Le club accède malgré tout à la phase finale pour la promotion en 1966 puis en 1969 mais échoue à la montée dans les deux cas. Intégrant à partir de 1970 la deuxième division unifiée, il y termine dans un premier temps dixième avant de se classer vingtième en 1971 et de tomber au troisième échelon pour la première fois de son histoire.

Le Žalgiris passe par la suite le plus clair des années 1970 au troisième niveau, ne pouvant faire mieux que des troisièmes places en 1973 et 1976. L'arrivée de  au poste d'entraîneur s'accompagne d'un sursaut pour le club qui domine largement la première zone du championnat en ne connaissant la défaite qu'à deux reprises en 40 rencontres avant de sortir vainqueur du barrage de promotion face au Spartak Naltchik, retrouvant ainsi le deuxième échelon en 1978. Se plaçant souvent dans le haut de classement lors des années qui suivent, malgré une dix-huitième place en 1980, le Žalgiris finit par remporter la compétition à l'issue de la saison 1982 et fait ainsi son retour au premier échelon à l'occasion de l'exercice 1983, plus de vingt ans après son dernier passage.

Montée en puissance dans l'élite et fin de la période soviétique (1983-1989)
Pour son retour dans l'élite, et malgré le départ de Zelkevičius, remplacé par  lors de l'intersaison, le club connaît d'entrée une saison exceptionnelle qui le voit terminer cinquième, à seulement quatre points d'une qualification en Coupe UEFA. Finissant ensuite neuvième en 1984, Zelkevičius fait dès l'année suivante son retour sur le banc du club et, après deux places dans le milieu de classement, l'amène à la troisième position lors de la saison 1987. Ce résultat, le meilleur de l'histoire du Žalgiris en championnat soviétique, lui permet de plus de prendre part à la Coupe UEFA en 1988, compétition où il est cependant éliminé d'entrée par l'Austria Vienne.

Terminant cinquième du championnat en 1988, le club participe à nouveau à la Coupe UEFA l'année suivante, atteignant cette fois le deuxième tour après avoir éliminé l'IFK Göteborg avant d'être vaincu par l'Étoile rouge de Belgrade. Par la suite en championnat, le Žalgiris se place en quatrième position à la fin de la saison 1989. Cette saison s'avère être la dernière du club dans le championnat soviétique, en effet, dans le contexte des débuts de la dissolution de l'Union soviétique et de la déclaration d'indépendance de la Lituanie au mois de , le club se retire alors de toutes les compétitions soviétiques pour prendre alors part aux championnats lituaniens.

Période lituanienne

Premiers succès dans le nouveau championnat lituanien (1990-1999)
Dans la foulée de l'indépendance lituanienne ainsi que des autres pays baltes, un  est organisé en 1990 sous le nom de Ligue balte. Unique équipe issue de l'élite soviétique, le Žalgiris remporte largement la compétition en ne connaissant la défaite qu'une seule fois sur toute la saison. Paradoxalement, il échoue à remporter le championnat lituanien, celui-ci étant en effet organisé sous la forme d'un tournoi à élimination directe duquel le club est éliminé au stade des demi-finales par l'Ekranas Panevėžys. Il est également finaliste de la coupe de Lituanie mais est cette fois vaincu par le Sirijus Klaipeda à l'issue des tirs au but.

La première édition du championnat lituanien en 1991 voit cette fois le Žalgiris l'emporter à l'issue de la phase finale, triomphant du Neris Vilnius après avoir éliminé l'Ekranas Panevėžys en demi-finales. Il en profite dans la foulée pour effectuer le doublé en gagnant la coupe nationale face au Tauras Šiauliai. Conservant son titre l'année suivante, il termine cependant deuxième derrière le Ekranas Panevėžys lors de la saison 1992-1993. Par la suite, le club voit régulièrement le titre lui échapper en championnat tout au long des années 1990, malgré des performances notables en coupe avec trois nouvelles victoire entre 1993 et 1997.

Déboires sportifs et refondation (2000-2009)
Alors que cette disette de titre s'achève avec la victoire de 1999, les performances du Žalgiris continuent de se détériorer par la suite, le club quittant le podium de manière durable à partir de 2002 et remportant son seul titre des années 2000 avec sa cinquième coupe de Lituanie en 2003. Les problèmes du club atteignent leur paroxysme en 2008, année qui voit l'arrestation de son propriétaire Vadim Kastujev tandis que de graves problèmes financiers l'empêchent de prendre part à la première division tandis qu'il finit par disparaître en fin d'année.

Une nouvelle équipe, le VMFD Žalgiris, est fondée dans la foulée par des supporters du Žalgiris et intègre la deuxième division pour la saison 2009. Ce passage à l'échelon inférieur est cependant compliqué pour le club, qui termine sixième sur sept, mais fait tout de même son retour dans l'élite en fin d'année en profitant d'une expansion de la première division à onze équipes.

Retour au premier plan (depuis 2010)
Pour son retour dans l'élite, le club se classe directement en troisième position en 2010, pour son premier podium depuis 2001. Terminant ensuite deuxième en 2011 puis 2012, il remporte lors de cette dernière année son premier trophée depuis 2003 en gagnant la coupe de Lituanie. Enfin, le Žalgiris termine finalement champion de Lituanie pour la première fois depuis 1999 à l'issue de la saison 2013. Cette performance s'accompagne aussi d'un parcours notable durant la phase qualificative de la Ligue Europa la même année, l'équipe atteignant le stade des barrages en éliminant notamment les Polonais du Lech Poznań avant d'être lourdement vaincu par l'équipe autrichienne Red Bull Salzbourg.

Le Žalgiris, qui reprend son appellation originelle en fin d'année 2014, connaît par la suite un véritable âge d'or sur le plan national en enchaînant quatre titres de champion d'affilée de 2013 à 2016 ainsi que sept victoires en coupe nationale entre 2012 et 2018. Cette hégémonie est cependant contestée à partir de 2017 par la montée en puissance du Sūduva Marijampolė, qui remporte le championnat trois fois de suite entre 2017 et 2019.

En 2022, le Žalgiris Vilnius, tenant du titre, est sacré pour la  fois champion de Lituanie, un mois avant la fin de la saison.

Bilan sportif

Palmarès
 Championnat de Lituanie (10)
 Champion : 1991, 1992, 1999, 2013, 2014, 2015, 2016, 2020, 2021, 2022.
 Vice-champion : 1990, 1994, 1995, 1997, 1998, 2000, 2010, 2011, 2012, 2017, 2018, 2019.

 Coupe de Lituanie (14)
 Vainqueur : 1991, 1993, 1994, 1997, 2003, 2012, 2013, 2014, 2015, 2016, 2016 (l'automne), 2018, 2021, 2022.
 Finaliste : 1990, 1992, 1995, 2000, 2001, 2017.

 Supercoupe de Lituanie (8)
 Vainqueur : 2003, 2013, 2014, 2015, 2016, 2017, 2020, 2023.
 Finaliste : 2019, 2021, 2022.

 Championnat d'URSS de D2 (1)
 Champion : 1982

Classements en championnat
La frise ci-dessous résume les classements successifs du club en championnat d'Union soviétique.

La frise ci-dessous résume les classements successifs du club en championnat de Lituanie.

Bilan par saison

Période soviétique

Période lituanienne

Bilan européen

Bilan

Résultats
Légende

Note : dans les résultats ci-dessous, le score du club est toujours donné en premier.

Identité visuelle

Logo

Maillots

Personnalités

Entraîneurs
La liste suivante présente les différents entraîneurs du club.

  Voldemaras Jaškevičius (1946-1947)
  Gueorgui Glazkov (1948-)
  Andreï Protasov (-)
   (1952-)
   (-1957)
  Vytautas Saunoris (1958-1959)
  Gueorgui Glazkov (1960-1962)
  Serafim Kholodkov (1963-1965)
  Juozas Vaškelis (1966-1967)
  Zenonas Ganusauskas (1968)
  Algirdas Vosylius (1969-)
  Serafim Kholodkov (-1973)
  Algirdas Klimkevičius (1974-1976)
   (1977-)
   (-)
   (-)
  Vytautas Jančiauskas (-)
   (-)
  Eugenijus Riabovas (1996-2001)
  Kęstutis Latoža (2002)
  Eugenijus Riabovas (2003-2004)
  Saulius Širmelis (2005)
   (2006)
  Arminas Narbekovas (2007)
  Viatcheslav Moguilny (2008)
  Mindaugas Čepas (2009)
   (2010)
  Vitalijus Stankevičius (2011)
  Damir Petravić (-)
   (-)
  Valdas Dambrauskas (-)
   (-)
   (-)
   (-)
  João Luís Martins (-)
   (-décembre 2020)
  Vladimir Cheburin (depuis janvier 2021)

Effectif professionnel actuel
Mise à jour au

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Joueurs emblématiques

Notes et références

Liens externes

  Officiel site du lietuvosfutbolas.lt

Club de football en Lituanie
Club de football fondé en 1947
Zalgiris

redpajama_set_name: RedPajamaWikipedia


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text:
Muzeum Żeglugi Morskiej w Larviku (norw. Larvik Sjøfartsmuseum) – norweskie muzeum żeglugi zlokalizowane w Larviku.

Historia i ekspozycja
Stowarzyszenie morskie w Larviku zostało założono w 1926. Celem jego działalności jest m.in. gromadzenie zbiorów dotyczących żeglugi morskiej związanej z Larvikiem. Od 1962 muzeum mieści się przy Kirkestredet 5, w jednym z najstarszych murowanych domów w mieście, wybudowanym z 1730. Placówkę przejściowo zamknięto w 2011, z powodu szeroko zakrojonych prac konserwatorskich w budynku.

Zbiory (rozmieszczone na dwóch piętrach, w ramach dwóch odrębnych ekspozycji) obejmują obiekty, zdjęcia i archiwa związane z żeglugą larvicką, wielorybnictwem i dziedzinami pokrewnymi. Ma w swoich zbiorach pamiątki po takich osobach, jak Colin Archer i Thor Heyerdahl. Kolekcja jest zarządzana przez Larvik Museum, ale pozostaje własnością stowarzyszenia Larvik Sjøfartsmuseum.

Galeria

Przypisy

Larvik
Larvik
Larvik


Home / Roofing / Do I need a New Roof?
Vegetation, fungus, mold, or algae growth can cause dark stains on your shingles. That doesn't necessarily mean you need a new roof, but if you do choose to replace your shingles, ask for StainGuard® protection — available on many GAF Shingles, including Timberline® Cool Series Shingles, Timberline® Natural Shadow® Shingles, Timberline® ArmorShield™ II Shingles, and Timberline® Ultra HD® Shingles.
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You can do all this yourself, but if you're uncomfortable with the idea of walking around on your roof or climbing a ladder in the first place, or you just want a professional inspection done, your best option is always to find a GAF factory-certified Master Elite® Contractor near you.


After the emphasis laid by President Maithripala Sirisena about death sentence being once more implemented, applications for the vacancy to be filled in respect of the position of hangman at the prison which was vacant so far has once again been called.
age range of 18 - 45 only are recruited and the applicant is expected to have passed the ordinary level examination in 6 subjects with 2 credit passes. He should further be certified that he is of good character and of good mentality.


text:
Employment Affairs and Social Protection measures for COVID-19
The Department of Employment Affairs and Social Protection are introducing measures to provide income support to people affected by COVID-19 (Coronavirus).
3 major changes have been announced:
the current 6-day waiting period for Illness Benefit will not apply to anyone who has COVID-19 (Coronavirus) or is in medically-required self-isolation
the personal rate of Illness Benefit will increase from €203 per week to €305 per week for a maximum of 2 weeks medically-required self-isolation or for the full duration of absence from work following a confirmed diagnosis of COVID-19 (Coronavirus)
the normal social insurance requirements for Illness Benefit will be changed or the means test for Supplementary Welfare Allowance will be removed
You can access public health advice about COVID-19 (Coronavirus) at the government's information page.
Government has now urged all employers to support national public health objectives by continuing, as a minimum, to pay employees who cannot attend work due to Covid-19 illness or self-isolation the difference between the enhanced Illness Benefit rate and their normal wages.
This may be achieved through the employer considering a range of flexible working arrangements with their employees such as:
compassionate leave
allowing the employee to work remotely
allowing the staff member to 'work-up' any time taken at a future date
allowing the employee to avail of annual leave entitlements
rearranging parental leave
A number of income supports are available from the Department of Employment Affairs and Social Protection for people whose employers do not continue to pay them during a COVID-19 (Coronavirus) related absence or temporary lay-off from work.
In considering how to respond to questions arising as a consequence of Covid-19 employers and employees are directed in the first instance to the public health advice issued by the HSE, available on their website www.HSE.ie . It is essential that all individuals and employers abide by this advice.
Who the enhanced arrangements are intended to support (COVID-19).
Availability of the enhanced payment (COVID-19).
Workers who are diagnosed with COVID-19.
Workers who are not diagnosed with COVID-19 but who self-isolate.
Workers whose employers do not supplement/top-up the State Illness Benefit payment (COVID-19).
Workers who are requested to stay at home by their employer (COVID-19).
Workers who are laid off temporarily or put on to short time working (COVID-19).
Workers who need to take time off work to care for a person affected by COVID-19 (Coronavirus).
People already in receipt of Social Welfare Payments (COVID-19).
How to apply for Illness Benefit for COVID-19 absences


text:
Isabella Cortese (1561) era una alquimista italiana del Renaixement. Tot el que se sap sobre la seva vida i la seva feina és el seu llibre sobre alquímia: Els secrets de Na Isabella Cortese.

Donada aquesta circumstància, s'ha especulat amb la possibilitat que l'autor d'Els secrets de Na Isabella Cortese fos en realitat un home fent-se passar per una dona. És impossible saber si aquesta especulació és certa o no.

Els secrets de Na Isabella Cortese
La primera impressió del llibre és de l'any 1561. El seu contingut descriu remeis mèdics i cosmètics, consells per a la casa i una discussió sobre la conversió de metalls a or. L'obra inclou instruccions i exemples diversos, emprant tota mena de materials com dentifrici, cola, abrillantador, sabó i cosmètics.

Recepció
En el seu temps, Els secrets de Na Isabella Cortese va ser bastant popular. Entre 1561 i 1677 se'n van publicar 11 edicions, així com dues edicions més d'una traducció alemanya.

Referències

Alquimistes
Científics italians


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text:
Women In The Hills, c. 1800 to Present
Lead Research Organisation: Newcastle University
Department Name: School of English Literature,Language an
The Women In The Hills (WITH) Network will bring together scholars, creative practitioners and stakeholders, across a range of disciplines and sectors, concerned with the contexts that shape women's land use from c. 1800 to the present day. This inter-disciplinary, cross-sector collaboration will generate an unprecedentedly holistic, nuanced exploration of factors that define, hinder and promote women's engagements with land.
When hymn-writer Frances Havergal wrote in 1871 about a recent mountaineering adventure that she 'did not know till the summer before last what a combination of keen enjoyment and benefit to health...was to be found in a pedestrian tour by unprotected females,' she identified (a) that women constitute a distinct community of land users, whose values, beliefs, experiences and representations, about land use frequently differ from a male-biased norm, and (b) that recognition of such diversity in experiences of land use promotes positive outcomes in health and wellbeing.
WITH's explorations will focus on women's walking, running and climbing in UK uplands, from the flourishing of outdoor leisure in c. 1800 to the present. WITH's discussion of historical and contemporary barriers and incentives to women's participation will be structured around three focal categories: (a) female bodies, (b) women's social circumstances, (c) women as makers and recipients of decisions about land management. Within this exploration, arts and humanities research will (a) historicise factors that hinder or promote women's participation, (b) explore literary and visual artefacts as evidence of women's participation, (c) analyse those artefacts' aesthetics as evidence for how women constitute a distinct community of creative landscape practitioners, (d) assess the impact of historical representations on contemporary women's land use, and (e) disseminate women's representations of land use to challenge the historical marginalisation of women's voices in this genre.
WITH will facilitate conversations between scholars in women's writing; environmental history; digital humanities; landscape aesthetics; history of tourism, clothing and equipment; sports science and medicine; feminism; and computer sciences. Conversations will include creative practitioners in landscape representation; archivists and curators; and stakeholders across heritage, conservation, sanitation, environmentalism, engineering, physiotherapy, tourism and outdoor industries, clothing and kit design. WITH has four project partners: conservation charity John Muir Trust, women's trail-running company Girls on Hills, pelvic health campaigners Pelvic Roar, and University of Manchester's English Department (Dr Joanna Taylor, scholar of literary geography and digital humanities). Collaborators include the Outdoor Industries Association, EVB Sport, and National Trust.
After a public launch at the Newcastle Centre for the Literary Arts' Nature-Writing Festival (c. 200 people), the network will include three one-day workshops (c. 40 people), each themed around one of the network's three focal categories. A residential field weekend for underprivileged women (c. 10 people) will include practical, informative and creative sessions influenced by workshop discussions. A two-day conference (c. 120 people) will report on key findings from the workshops and weekend, and build on these via presentations from invited speakers and participants from an open call.
The network's explorations will be disseminated via a journal special issue; Wordsworth Trust exhibition; website, blog and social media; and policy document identifying barriers and recommending deliverable improvements, whose impact will be measured during interventions implemented by Girls on Hills, and the National Trust. Through these approaches, WITH will develop an inter-disciplinary, cross-sector methodology applicable to future research on diversity among land-users' experiences and representations.
The Women in the Hills (WITH) network will engage members of non-HEI groups and the public in discussions about how women constitute a community of land users with distinct needs, values, interpretations and representations regarding landscape. As the Pathways to Impact document describes, WITH's strategy focuses on achieving impacts on six identified key groups (detailed below), to whom women's recreational upland use is directly relevant. WITH will do so by encouraging stakeholders, collaborators and participants to develop new insights and practices, especially when those practices confront how women's experiences of land use are shaped by the three focal categories of (a) female bodies, (b) women's social circumstances, and (c) decision-making about landscape. Our overarching intention is to increase the quality and quantity of women's participation in upland recreation, and to target specific groups of women for detailed engagement and measurement.
WITH's advisory group has been selected with the intention that decisions made by the group, and the various networks afforded, will be used to deliver wide-ranging impact. Members of the advisory group include:
- Emma Brockwell, co-director of Pelvic Roar pelvic health campaigning group, which has extensive networks and expertise in women's health and medicine;
- Keri Wallace, co-director of Girls on Hills trail-running company, with networks and expertise in sports science, kit design, and tourism;
- Kevin Lelland, Head of Development and Communications at John Muir Trust, with networks in conservation, environmentalism, tourism and leisure;
- Zakiya McKenzie, Forestry Commission writer-in-residence, with contacts in arts administration (Bristol Festival of Ideas) and media (she presents on Bristol's Ujima radio), and expertise in environmentalism, ecology and West Indian nature-writing;
- Harvey Wilkinson, curator at National Trust Lake District, with networks across heritage, conservation, tourism and museum sectors.
Key speakers at the network's meetings will be invited, and a proportion of participants will be located through an open call to bring new cross-sector participants into the network, providing further channels through which WITH can achieve impact on research and policy. This open call will be disseminated via the extensive networks of project partners and collaborators, and land-use policy-makers will be targeted via Mary-Ann Stephenson, Women's Budget Group director.
WITH aims to impact on the following six key groups, to whom women's distinct experiences and representations of recreational use of UK upland territories has extensive and direct relevance:
(1) conservation, tourism, environmentalism, sport and leisure groups seeking to improve diversity of access to land, and to improve female participation;
(2) those responsible for designing and managing material and social structures through which women's land use is mediated (including clothing and medical aid designers; authors of public health policy; and charities instigating therapeutic access to rural landscapes for disadvantaged women);
(3) female land-users themselves, whose specific needs and requirements are often not being met during walking, running and climbing activities in UK uplands, and whose representations of their experiences of land-use have historically been marginalised;
(4) organisers of nature- and landscape-writing prizes and festivals, seeking to increase public familiarity with women's representations of their land use, and readers and attendees engaging with such works;
(5) curators, archivists and the public audience of exhibitions, seeking to disseminate and consume knowledge about women's historical and contemporary recreational use of UK uplands;
(6) data analysts and policy writers concerned with the 'gender data gap', lack of sex-disaggregated data representing the differences between men and women's experiences, needs and requirements.
AH/T00603X/1
Rachel Hewitt
Research Subject:
Research Topic:
English Language & Literature
Lifewriting
Newcastle University, United Kingdom (Lead Research Organisation)
Wordsworth Trust (Collaboration)
John Muir Trust, United Kingdom (Project Partner)
Pelvic Roar (Project Partner)
Girls on Hills (Project Partner)
Rachel Hewitt (Principal Investigator)
Kerri Louise Andrews (Co-Investigator) http://orcid.org/0000-0002-6539-5870
Title Publication Date Published
Andrews, K (2021) 'Women's Walking Tours and Romantic Wilderness' in Wordsworth Circle
Andrews, K Gender in mountaineering adventure and leisure: Transformational change, politics, and experience
Hewitt, R (2021) Romantic Cartographies: Mapping, Literature, Culture, 1789-1832.
Taylor, J Spatial Narratives
Impact Summary
Description The research network is still in its early stages, due to the first year of networking meetings being postponed due to Covid. The AHRC has agreed to a year's no-cost extension, taking the network's end date to December 2022. During the network's first year, the leadership team has established a website and social media accounts, and released a press release, in order to identify and establish communication with potential collaborators (as stated in the award objectives). The network aims to identify historical and contemporary constraints and catalysts for women's participation in outdoor leisure in UK uplands, and the press release led to researchers in the field making contact with our network, to contribute qualitative and quantitative data about women's participation in UK rock-climbing and outdoor leisure festivals, which we will be able to synthesise into our report at a later date. One of the key findings from this research is that women's participation is negatively affected by childcare constraints, but has been enhanced by the provision of family climbing sessions at rock-climbing festivals. The network's leaders are also undertaking their own research into this area, and key findings have been that women's participation in outdoor leisure is constrained by experiences of street harassment, by poor design of the built environment (including closure of public toilets and poor lighting), and that women's participation in sport and leisure first undergoes a significant decrease during adolescence. We have found that women's participation has been enhanced by design decisions that provide spaces in parks for open-ended activities (ie. providing grassy spaces that might be used in a multiplicity of ways, including sitting; instead of spaces designed specifically for one activity, such as basketball), and by creating an environment of low tolerance for street harassment (Nottingham police force have been trialling prosecutions for street harassment based on application of hate crime legislation towards misogyny).
Due to Covid, we have had to take a creative approach to achieving the network's stated objectives via alternative means to the primarily face-to-face meetings we had initially envisaged. In order to identify constraints and catalysts on women's outdoor leisure that have already been identified in published research studies, we are now collaborating with the Sports Industry Research Group at Sheffield Hallam on the production of a literature review in this field. This will provide us with an overview of the narrative findings of pre-existent studies, on which we can build via online network meetings in 2021 and 2022.
We are also working with the Wordsworth Trust, to produce an exhibition on women's historical participation in upland leisure, with a focus on Dorothy Wordsworth. This will run from autumn 2021, for a year.
Exploitation Route A principal objective of the funding is to produce a report that identifies constraints and catalysts for women's historical and contemporary participation in outdoor leisure, which will be distributed across the leisure industry and voluntary sectors, in order to design events and spaces with the aim of enhancing the quality and quantity of women's participation.
Sectors Communities and Social Services/Policy,Creative Economy,Environment,Healthcare,Leisure Activities, including Sports, Recreation and Tourism,Government, Democracy and Justice,Culture, Heritage, Museums and Collections
Description The network aims to identify historical and contemporary constraints and catalysts for women's participation in outdoor leisure in UK uplands, which is a subject with significant impact on public, private and voluntary sectors. During the network's first year, the leadership team has established a website and social media accounts, and released a press release , in order to identify and establish communication with potential collaborators (as stated in the award objectives). The website is gaining 20,000 hits per month, and our Twitter account has 2000 followers. The press release led to articles in Grough (https://www.grough.co.uk/magazine/2020/02/05/women-in-the-hills-network-launched-to-boost-female-mountain-activities) , UK Climbing (https://www.ukclimbing.com/news/2020/02/womens_network_aims_to_improve_female_access_to_the_outdoors-72194) and UK Hill-Walking (https://www.ukhillwalking.com/articles/features/a_celebration_of_women_in_the_hills-12652), and to our project partner Keri Wallace (at Girls on Hills) talking about the research network on BBC Scotland. These articles and our press release were also shared by the Outdoor Industries Asssociation, which is the trade body for over 200 manufacturers, retailers and organisations that provide products and services for the outdoor leisure market in the UK, including retailers Blacks and Cotswold Outdoor; kit designers Garmin and Inov-8; and associations including the Ramblers Association. Early interest in the network has shown that there is significant appetite in the outdoor leisure industry to tackle the factors that constrain women's access to outdoor leisure, and the press attention for the network has led to collaborators getting in touch with us to share their qualitative and quantitative data in this area. The network is spending 2021 collaborating with the Sports Industry Research Group at Sheffield Hallam University in producing a literature review that identifies findings from published studies about the constraints and catalysts for women's participation in outdoor leisure. In late 2021 and 2022, we will build on this literature review by adding qualitative and quantitative data from participants in network meetings, with a focus on catalysts for enhancing women's experience of participation. We will synthesise these findings into a report, which will be disseminated across the industry, and we will monitor the ongoing impact of those findings on industry and voluntary sector practices. We are also producing an exhibition to take place at the Wordsworth Trust in Grasmere, to provide a narrative about women's historical participation in outdoor leisure, with a focus on Dorothy Wordsworth. We are working with the Education and Development team at the Wordsworth Trust to produce an impact questionnaire to be distributed to exhibition attendees, to collect data about how the exhibition's content changed their perceptions of the constraints and catalysts for women's historical participation in upland leisure.
First Year Of Impact 2021
Description Wordsworth Trust exhibition for Dorothy Wordsworth 250
Organisation Wordsworth Trust
PI Contribution The network is collaborating with the Wordsworth Trust in a year-long exhibition (from September 2021 to September 2022), to include a significant element incorporating information about the constraints and catalysts on women's historical participation in outdoor leisure. The network's leadership team member Dr Joanna Taylor is working closely with the Wordsworth Trust in the production of this exhibition.
Collaborator Contribution The network's leadership team member Dr Joanna Taylor is working closely with the Wordsworth Trust in the production of this exhibition, which will open in September 2021.
Impact The outcome will be an exhibition running from September 2021 to September 2022.
Description Joanna Taylor's presentation of research and network's activities via podcasts
Results and Impact Dr Joanna Taylor spoke about the network's activities in podcasts:
Bonnets at Dawn - November 2020: https://soundcloud.com/bonnetsatdawn/s45-e4-dorothy-wordsworths-journals-with-dr-jo-taylor
LOLMyPraxis - 17 February 2021: https://www.listennotes.com/podcasts/lol-my-praxis/ep9-bonnet-vision-cosplaying-N_SQincUXFb/


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redpajama_set_name: RedPajamaGithub


Lately, between running errands and running to meetings, my style has been causal chic; blazer and top with a pair of jeans or leggings, a tote bag, and high heels. I have Brazilian virgin hair installed so I've been wearing the "out the shower look" wearing it wet and letting it air dry, I love the curl pattern when it's fully dry.
On Valentines Day, I decided to go for the casual chic look as well but spiced it with a red lip and of course my out the shower hair. I didn't want to wear the typical dress or anything sparkly. I wanted an edgy chic look and a top that would complete the theme so my shred top (in which I love) and jeans were perfect. Besides my shred top, another one of my favorite pieces to this attire was my shoes. I purchased them from Shoedazzle and I couldn't be more in love!! This dramatic caged heel is very comfortable and was just the right style I was going to bring out the edgy-ness in the entire outfit.
I purchased this peplum style blazer a few years ago while I was working in corporate America. It went perfectly with pencil skirts & slacks but nowadays; I'm wearing it with edgy pieces to give me the chic edgy look I've been pulling off lately.


When searching for a hotel you should make sure that they've these four principal qualities. See travel health reports and our truth sheets for further data. See the personalised Travel Well being Experiences for further info. KANSAS CITY, MO. – The NAACP is transferring ahead with a travel advisory issued in Missouri. In addition to different nations reporting mosquito-born Zika virus, the Authorities of Canada usually updates its Journey Health Notice This site comprises useful details about Zika virus and geographical areas of danger.
A forthcoming Missouri regulation that might make it more durable to sue a business for race discrimination — which prompted the NAACP to problem a travel advisory for African-Americans within the state — was sponsored by a lawmaker whose business is being sued for race discrimination.
In the new tiered journey advisory system, Mexico Metropolis is given a level two—the same as Paris. Lyn has been to many fascinating destinations, including a current journey to Dubai to tour the wealthiest city on this planet. World Expeditions presently has a gaggle of travellers on our Backroads of Japan journey who are actually in Nara and secure and nicely; their itinerary will continue as deliberate until adjustments turn out to be vital.
After involving everyone within the trip planning and booking it, how else do you make touring as a household easier? I might like to share my journey expertise and expertise to help plan a beautiful trip for you.I have been a journey advisor for five years and I travel often.
Journey experience: Adelman Holidays since 2014; Group Gross sales Supervisor for Estes Park, Colorado tourism two years prior. Customers could rebook their flights for travel by way of Monday, February 12, 2018 on-line within the 'Manage Flights' part of or by calling 1-800-JETBLUE (538-2583) previous to the departure time of their originally scheduled flight.


text:
Mummy Diaries | New Year in the New Forest
It still feels strange saying 'Happy New Year' and writing 2020, but here we are. New Year's celebrations are usually a non-event for me. Growing up, we sometimes went to my dad's friends in Leigh-on-Sea who hosted parties. Otherwise, it was just the four of us at home, no doubt with a takeaway and board game. One time dad even tried to organise a murder mystery night but I think we probably mocked it. Since Ash and I have been together, we've always spent New Year's together: at friends, at mum's, at home... and this year we went away!
We had accumulated enough points on our Tesco Clubcard to convert them into cash and then used that to pay for our accommodation on hotels.com. Unfortunately, it meant I couldn't cash the stay in for a free night on their loyalty scheme. But after we used our points, I think we paid £30-something for our overnight stay in a family room. More on that later...
We drove down to the New Forest mid-morning on New Year's Eve, stopping off en route for a car packed lunch I had prepared. We planned on finding somewhere to go for a walk nearby, before driving the final stretch to the hotel. Ash came across Moors Valley – and what a little gem! On a normal day, there would be so much to do!
We decided to follow the play trail, which was great, as it had wooden playing equipment at every interval – enough to keep Alfie entertained between walking (and being carried, of course!). He loved it. In fact, once he was playing, he didn't want to leave. His favourites were the wooden ant hill and the giant snake you could climb inside or walk on top... it was all too claustrophobic for me. But I liked the area with giant xylophones and glockenspiels. At each point, we had to bribe Alfie with gingerbread biscuits and the promise that the next stop would be even more fun than the last.
We also embarked on the tree top trail, where we climbed up across a walkway and it was like being in the sky. It gave us beautiful aerial views of the forest, but unfortunately we didn't see any wildlife. I'm sure I heard several species of bird though.
You could easily spend a whole day there – there's a small railway, with authentic steam train, but it closed at 4pm; a visitors' centre with cafe and shop, which also shut early; and so many walks and trails and things to do and see. We've already said we would return to the area and it's more than likely that we would go back to Moors Valley, especially when Alfie is older, can appreciate it more and run about to his heart's content.
We stayed at the Bridge House Hotel and being New Year, I was apprehensive about staying somewhere. I had this feeling it would be really busy, there would be garish entertainment and too much noise. But it was the complete opposite and perfect for a family like us. Our room was really spacious and we were given a king-size bed and a single for Alfie. We spent a lot of the evening in there, just watching TV and relaxing. But the hotel also had a restaurant, bar and library – a really lovely lounge area with super comfy sofas, TV, books and games. We did try playing Battleships, but Alfie wouldn't let us – hence why we admitted defeat and retired to the room.
We had dinner in the hotel that night and Ash persuaded me to have the carvery. There was an a la carte menu and specials and I quite quickly regretted not ordering the sea bass special and realised there's a reason why I dislike carverys so much. They're just not me. The following morning, breakfast wasn't included, but we added it on (unlimited for £7.99, or £3.99 for children). This was much better than dinner and there was everything from cereal, fruit and yogurt, to toast, pastries and cooked options. I left feeling suitably full and ready to take on another walk.
The world and his wife had the same idea as us and we struggled to park at Blackwater Woods in Brockenhurst. We had planned on one particular walk, but had to go for plan b once we'd found somewhere else to leave the car. This walk was one-and-a-half miles and was called the tall trees trail. Here, we were able to spot the tallest tree, the oldest tree, the heaviest tree and the toughest tree, amongst others. Alfie enjoyed jumping in muddy puddles (he was wearing his new wellington boots – as was I!); picking up pine cones and sticks; or holding hands and saying 'ready, steady, go' before running as fast as he could. We were going to continue on through the arboretum, but Alfie was starting to get bored and wanted to be constantly carried and there was a fine rain in the air – so instead we went to the car and found a pub for lunch.
There were several of establishments in Brockenhurst, but being New Year's Day, they weren't all open. Ash found a place called The Foresters Arms on Google and we decided on there. It was a lovely village pub. We sat in the bar area, where there was a pool table and plasma screens. While I grabbed a menu and a round of drinks, Ash and Alfie watched the Chelsea game that was being shown. We shared a couple of baguettes and chips, choosing fillings that Alfie would eat. Of course, he ate most of the chips instead. He ate some baguette, but ended up leaving the filling – which was fine with me as I'd ordered one of my favourites, coronation chicken (vastly underrated!). Ash had chosen tuna mayo and we ended up going halves. I also had a double rhubarb gin – Happy New Year and all that!
As we left, we drove through part of the forest, where horses roamed freely and grazed on the grass verge. It was so beautiful to see. What a lovely ending to a lovely overnight stay.
Labels: 2019, 2020, Dorset, Hampshire, Mummy Diaries


We hope the information in this letter is helpful to you as 2018 winds to a close. If you have any questions, please contact Gunster's private wealth services practice. Best wishes for a healthy and joyous holiday and New Year.
While Floridians anxiously await the final certification of the results of Florida's three highest profile contests, the overall results are a bit more definitive on the federal level. Democrats now make up the majority of the House of Representatives while the Republicans appear to continue to hold a narrow majority in the Senate. A divided Congress traditionally means that new laws come dearly.
Making gifts of appreciating or income producing property to younger, lower income generations can be a fruitful tax savings strategy because those younger generations often have a lower effective tax bracket and all post-gift appreciation accrues outside of the donor's gross estate (i.e., estate tax base). When making lifetime gifts, it is important to consider the tax exemptions and exclusions that are currently available.
One of the most talked about changes coming from the New Tax Act is the deduction for qualified business income. The discussion has involved how significant the new deduction could be for closely held business owners and also how many parts of the new law required clarification. In very basic terms, you can receive a deduction against federal income equal to up to 20% of your US business income received from partnerships, Subchapter S corporations, or even single member LLCs for all tax years beginning before Dec. 31, 2025. What is so unusual is that the deduction is generally available simply because your qualified business income "flows-through" to your income tax return.
Sixteen states and the District of Columbia have either an estate or inheritance tax. For a number of years, several of the states with their own state level estate tax have maintained a policy of aligning their estate tax laws with the federal laws. This allows a certain level of administrative simplicity and piggybacking of federal level rulings and interpretations. Times – they are a chang'n, however. Over the last year or so, a number of states with estate tax exemptions tethered to federal law have decided that they can't afford to follow where the federal exemptions are going. It appears that states were ready for an estate tax exemption equal to $5,600,000 but it seems that $11,180,000 was a bridge too far.
Starting this year, individuals are limited to deducting up to only $10,000 of state and local taxes (SALT) paid against their federal income tax. To many people this change was obvious political retribution against high tax "blue" states but to others the change was a long overdue elimination of the subsidization of those same states' budgets. Regardless of your view of the limitation, the significant increase in the standard federal income tax deduction means that the SALT limitations affect a relatively small percentage of taxpayers – about 5% according to the IRS. This has not stopped the legislatures in states like New York, New Jersey, Massachusetts and California from considering, or at least loudly discussing, ways to counteract the SALT limitations.
With the new tax act, Congress has attempted to create a potent incentive to invest in economically disadvantaged census tracts referred to as "opportunity zones." The inducements are significant.
The award of alimony is a very common result in a divorce that requires a spouse with greater financial resources to support a former spouse. In Florida, alimony is often granted to be rehabilitative but it can also be durational or permanent. Traditionally, the receipt of alimony is included in income and the payment of alimony is income tax deductible. However, alimony paid in connection with a divorce agreement executed (or potentially modified) after December 31, 2018 will no longer be deductible and alimony received will no longer be subject to income tax.
There are plenty of compelling reasons to execute and fund irrevocable trusts. The downside, however, is that once a trust is irrevocable, the grantor is not generally able to change the terms of a trust. Many irrevocable trusts appoint successor trustees who are appropriate at the time of execution but years later the appointment makes very little sense. It might also surprise you that, every once in a while; someone wants to get rid of one of the trust beneficiaries or extend the time for when trust assets are distributed outright to a beneficiary. Occasionally a do over is desired. This is where trust decanting comes into play. Decanting is a legal process which allows the trustees to distribute trust property from one trust, presumably with one or more undesirable terms, to another trust with presumably more desirable terms.
For a variety of reasons, including warm weather and low taxes, Florida attracts people who have lived a significant portion of their lives elsewhere. As a result, it is common for the trustees and beneficiaries named in estate plans to live in other states, often multiple other states. Considering the residence of trustees and beneficiaries has gotten more important in estate planning over the years as state budgets have gotten tighter and state tax laws, particularly the enforcement of those laws, has gotten more aggressive. While Florida does not have an individual or trust income tax, many states are attempting to tax irrevocable trusts which share some connection, however thin, to those states. Taxpaying trusts though are in some cases convincing courts that those attempts are out of bounds.
We recommend that you review your estate plan periodically to ensure it is updated taking into account your current family situation, your current asset structure, your dispositive wishes, tax provisions currently in effect, and your trustee selections. Each of these aspects of your plan necessarily changes over time. The New Tax Act has granted us a variety of new opportunities but some of those planning opportunities have a limited shelf-life. Now is the time to take advantage of such opportunities. You should also check to make sure that your assets are properly titled, and beneficiary designations for insurance, retirement plan and annuities are properly completed, so that your estate plan operates as intended.


Last year I was completely blown away by Scott Reintgen's debut, NYXIA. All those Ender's Game/Hunger Games comparisons hooked me, but as I read I found that it's so much more than what those comps make it out to be. Original, diverse, action-packed, SO gosh darn twisty. Just great. With NYXIA UNLEASHED, I just really wasn't sure what to expect. I knew Nyxia was going to be hard to match because it was just that good.
I'll just say it. Nyxia Unleashed was better.
Oh my GOD this book was fantastic. Without spoiling too much for the first book, Nyxia Unleashed covers new territory and really shows that Reintgen knows his story and his world well. This book was simultaneously different from the first book while also bringing so many things that I loved about the original back to the table. And two of those things that I want to talk about are the characters and the twists.
I said it last year and I'll say it again, the cast of the Nyxia books are diverse and they are WONDERFUL. Emmett is such a fantastic lead, and the whole supporting cast fits together perfectly to really flesh out this story. The characters really are the heart and soul of this book. They're so easy to love and to root for, with believable actions and reactions that make Nyxia Unleashed soar above and beyond.
Now, about those twists. Y'all. I can't. I honestly didn't think the twists of the first book could be topped. HA. I was wrong. As someone who reads quite a bit, I can't express how refreshing it is for a book to truly surprise me. Nyxia Unleashed did just that, multiple times, up to the very last page. These were some Battlestar Galactica-sized twists, and I am NOT OVER IT.
In summary, NYXIA UNLEASHED is a stellar(hahaha) sequel to an amazing debut. I can't recommend this series enough, can't give it enough stars to do it justice. I wish I could put a copy in the hands of all my reader friends and on the shelf of every library in town. I definitely need everyone to jump on these books asap and then come fan over them with me, so we can all look longingly towards 2019 together while waiting for book three.
Thank you so much to Random House Children's Books for sending me a review copy of NYXIA UNLEASHED!
NYXIA UNLEASHED is out today! Order your copy now!
New to the series? Check out NYXIA first!


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Leadership and management are two words that are frequently used interchangeably when it comes to the operation and running of organizations. For many years, there have been debates in academic circles relating to the correlation between management and leadership. The questions that arise include whether a manager has to be a great leader and whether a leader needs to possess good management skills. This brings about the general question of what is the difference between leadership and management (Kotter, 2008).
Managers are known to be focused on the stability of the organization while leaders are more focused on innovation. Also, managers get people to carry out tasks more efficiently while leaders get people to make an agreement on how things ought to be done.
Leadership may be described as an influence relationship that exists between leaders and their follower who aim for real changes that are a reflection of their shared goals. Management, on the other hand, may be said to be the attainment of the goals of the organization in a way that is effective and efficient. The manager can only achieve this if they organize direct, plan and staff organizational resources (Kotter, 2008).
Management relates to the process of control, which makes sure that performance lapses are realized and corrected through the use of feedback. Process of management must, therefore, be very close to fail-risk and risk-free. This means that managers try to avoid risk as much as possible while leaders are risk-takers. Leadership, however, is concerned with motivation, inspiration and energizing of people. This is attained through the satisfaction of their basic human needs attainment, a sense of recognition, self-esteem, belonging, self-control and the ability to stand by a person's ideals.
Leaders are frequently referred to as bright and mercurial, with a great personality. They are also known to be comfortable with taking risks that may be at times crazy and wild risks. Most leaders are also known to have high imagination levels. Managers, on the other hand, have the tendency of being rational and self-controlled problem solvers. They regularly concentrate on personnel, goals, available resources and structures. The personalities of managers are more inclined towards strong will, intelligence, persistence and analysis (Kotter, 2008).
Individuals naturally and voluntarily follow leaders because of their great personalities and charisma. A manager, on the other hand, will be obeyed because of the formal authority that is bestowed on him. Consequently, persons tend to show more loyalty towards leaders instead of managers. This makes leaders have followers while managers have subordinates (Elearn, 2009).
Management and leadership are two different methods of organizing individuals. Leadership involves setting a new vision or direction for a group, that is, a leader spearheads that new direction or vision. Management, on the other hand, is involved with controlling and directing persons or resources in a group in accordance with the already established values or principles. The manager applies formal, rational means while the leader applies passion and stimulates emotions. This makes management objective and leadership subjective (Elearn, 2009).
A leader is considered to be one who guides and influences other individuals while the manager is said to be a person who directs or administers others. Leadership is further stated to be more of an art while management is said to be more of a science. The greater structure is rooted in management, and a lot of flexibility is based on leadership (Elearn, 2009).
Both leadership and management are good. There is a need for both roles. In most cases, leaders may end up as managers and managers may become leaders. Managers may become leaders through offering vision, approach, way and motivation to the organization and reinforce the principles and vision adopted. This is because management consists of the enactment of the vision and strategy that the leaders provide. At every level of organization, the reality is that managers have to lead people, and thus leadership is needed. Neither leadership nor management is better than the other or a replacement for the other. The real challenge is, however, joining tough leadership and tough management and using them to balance each other. If, therefore, any of either management or leadership lacks in an organization, success in present day competition will be elusive. Good leaders motivate individuals through making the vision applicable to a particular group. They also support the employee with coaching, role-modeling and recognition of success. This has the same importance for a team leader and a manager. This shows that for a firm to be prosperous, it needs both great leadership and great management.
In any work form, both leadership and management should be executed. To be a strong manager or leader, or both, one has to adhere to difficult personal development. They also have to have faith in their own humility which is achieved from years of continuous experience. They own instincts, and values should also be their own guide. The charisma exhibited by leaders will play a great role in ensuring a good relationship between the leader and the employee. The rational trait of a manager will ensure that one is objective in reasoning and handles all situations that may arise with somberness. The values set or initiated by the leader will be implemented through the work of a manager who will get things done. A person will undoubtedly perform better as a leader if they have some level of management skills as it assists them envisage the execution of their strategic vision.
The trait theory is an approach that is taken in the study of leadership. It majorly focuses on the personalities of leaders. In leadership studies, leader traits are personality or physical characteristics that can be employed in the differentiation between leaders and followers. According to this theory, traits are comparatively steady over a certain period, affect behavior and differ from one person to another (Kinicki & Kreitner, 2003).
This theory, as stated by Stogdill and Mann, asserts that there are five core traits that are possessed by leaders. These are dominance, intelligence, levels of energy and activity, self-confidence and knowledge that is task-relevant. The theory further states that there are prototypes of traits and conducts associated with leadership. They include dominance, masculinity, and intelligence.
According to the traits theory, in relation to leadership studies, there are various particular traits that are associated with bad leaders. These traits include incompetence, corruption, rigidity, intemperance and narrow-mindedness. In this theory, women are considered to display more of social leadership. They employ more participative and democratic forms of leadership. Men, on the other hand, display more of a task, using more autocracy and dictatorial forms of leadership compared to women (Kinicki & Kreitner, 2003).
The trait theory divides the central traits of leaders further into subgroups. These subgroups are task competence that entails skills on problem-solving, knowledge, and intelligence. There is also interpersonal competence that includes the demonstration of empathy and care and the skill of communication. The personal traits entail sociability, integrity, conscientiousness, and self-confidence.
The takeaways from the traits theory include the considerations that institutions may desire to embrace the use of evaluations on traits and personality in their procedures of employment and promotion. Also, programs of developing management may be used in the building of a conduit of leadership aptitude (Mullins, 2007).
The behavioral styles theory centers on the specific behaviors that leaders possess. According to this theory, the behavior of a leader is the most reliant means of predicting their influences. The behavior of leaders, therefore, is the best determining factor of their success in leadership.
A study by Ohio State University identifies two self-governing scopes of leader behavior. These include initiating structure, entailing the organization and definition of the activities of the group members. They also entail consideration, entailing the creation of mutual trust and respect between the leaders and followers (Kinicki & Kreitner, 2003).
The Ohio State studies developed four styles of leadership. First is the high structure-high consideration style. Here, the leader offers more guidance regarding the means of task completion while maintaining high consideration on the employee's needs. Second is the low structure- high consideration whereby the structure of employees' tasks is less emphasized while the leader focuses on satiating their needs. Third is the low structure-low consideration style where there is a failure by leaders to provide sufficiently for both employee task and needs. Last is the high structure- low consideration style in which the structure of employee tasks receives more prominence with little focus on their needs (Mullins, 2007).
The contingency model by Fielder asserts that there is no particular way that is the best for leaders to execute their leadership. In this theory, Fielder further states that it the requirements of a leadership style are dependent on the various situations that are experienced by the leaders and the circumstances surrounding them. The solution to a leadership situation, therefore, is contingent on the aspects that are of influence to the existing situation. An instance of this is, in an environment that is highly mechanistic where the norm is having monotonous tasks, a comparatively directive style of leadership may lead to the best performance. In an environment that is dynamic, however, a leadership style that is more flexible and participative may be needed (Mullins, 2007).
Among the takeaways from Fielder's contingent model is that leadership styles are not constant. They vary depending on the existing situations. Also, a good leader is one who exercises their leadership in a way that is adaptive to the situations as they change. For a leader to be effective, they ought to take their circumstances into considerations, thereby ensuring observance if all their surroundings. This includes the environment together with the employees involved (Kinicki & Kreitner, 2003).
Robert House's path-goal theory states that leaders can influence a group's satisfaction, performance, and motivation through reward offers for achievers. They can also do this through the clarification of the paths towards set goals and the removal of performance obstacles. House's revised version states that leaders engage in conduct that complements the group's ability and compensates for shortages. It offers that the behavior of leaders, together with certain characteristics of employees and environmental factors affect the effectiveness of leadership (Kinicki & Kreitner, 2003).
Among the takeaways of the revised path-goal theory by Robert House is that the effectiveness of a leader is dependent on such factors as the task structure and the employee features. There should be a simultaneously pushed mutuality in these factors for there to be effectiveness. Also, the working together of the behavior of the leaders and the characteristics of employees together with the environmental factors results in the attainment of positivity for both the leader and the employee or group member (Mullins, 2007).


Education Gateway is a magazine aimed at helping Libyan students and young professionals further their education and careers.
After a very successful launch in October 2013, the magazine has garnered the attention of governments both in Libya and elsewhere in the world, and the design was even praised by Lord Soley. Available online and distributed in print in Libya, Education Gateway aims to serve as a platform on which education and training opportunities can be offered to Libyans. For more information see the blog post.


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designDATA Named to CRN's 2017 Solution Provider 500 List
Gaithersburg, MD, June 19, 2017 – designDATA, a leading IT services company serving the Washington, DC metro area announced today that CRN®, a brand of The Channel Company, has named designDATA to its 2017 Solution Provider 500list. The Solution Provider 500is CRN's annual ranking of the largest technology integrators, solution providers and IT consultants in North America by revenue.
The Solution Provider 500 is CRN's predominant channel partner award list, serving as the industry standard for recognition of the most successful solution provider companies in the channel since 1995. This year, for the first time since 2010, the complete list will be published on CRN.com, making it readily available to vendors seeking out top solution providers to partner with.
"It's an honor to be recognized by CRN's Solution Provider 500," said Matt Ruck,Vice President of designDATA. "We will continue to keep technology accessible, modern and secure for our clients, so that they can focus on their mission, not IT".
"CRN's Solution Provider 500 list spotlights the North American IT channel partner organizations that have earned the highest revenue over the past year, providing a valuable resource to vendors looking for top solution providers to partner with," said Robert Faletra, CEO of The Channel Company. "The companies on this year's list represent an incredible, combined revenue of over $318 billion, a sum that attests to their success in staying ahead of rapidly changing market demands. We extend our sincerest congratulations to each of these top-performing solution providers and look forward to their future pursuits and successes."
The complete 2017 Solution Provider 500 list will be available online at www.crn.com/sp500 and a sample from the list will be featured in the June issue of CRN Magazine.
Founded in 1979, designDATA is a leading IT services company serving the Washington, DC metropolitan area. The company focuses on three lines of business that include outsourcing IT, IT Consulting, and Data Center Services. They provide reliable computer support to businesses that want to improve productivity and profitability. Their staff of over sixty technology professionals work to ensure that technology is planned, implemented and managed to align with their clients' business objectives. To learn more about the company, please visit https://www.designdata.com
About the Channel Company
The Channel Company enables breakthrough IT channel performance with our dominant media, engaging events, expert consulting and education, and innovative marketing services and platforms. As the channel catalyst, we connect and empower technology suppliers, solution providers and end users. Backed by more than 30 years of unequaled channel experience, we draw from our deep knowledge to envision innovative new solutions for ever-evolving challenges in the technology marketplace. www.thechannelco.com
designDATA:
Matt Ruck, Vice President
mruck@designdata.com


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Brendan Rodgers sees a promising future for Luke Thomas at Leicester
Luke Thomas scored his first Leicester goal
Leicester manager Brendan Rodgers believes Luke Thomas' first senior goal for the club will give the young defender "huge confidence".
The 19-year-old netted in Thursday's 3-3 draw against Braga in Portugal as the Foxes sealed qualification for the round of 32 in the Europa League.
Thomas was on hand to turn in James Maddison's low, driven cross from close range to make the score 2-2 with 12 minutes remaining.
Rodgers thinks the goal will stand the teenager in good stead during what could be his breakthrough season at the King Power Stadium.
"Of course it will give him huge confidence," said the Foxes boss. "He's a very good defender, for a young guy, very brave, and you see with the quality of his football that he's a very good footballer.
"Part of his role in that position is to get up and score goals. He's been with us since we came back towards the end of last season and has become a very valuable member of our squad.
"He still has a lot of improvements to make but that will come with experience and time. But it's a great moment for him to get his first goal."
Thomas reflected on the moment he scored for his boyhood team before insisting Leicester now have their sights set on topping Group G.
"It was very special," the teenager told the club website. "It's obviously a dream come true with Leicester being my home town.
"Obviously, playing for Leicester is the best feeling that there could possibly be. Getting my first goal for the club, I'm over the moon with it.
"All the lads are buzzing after qualifying, it's a great feeling for the team, but we spoke in the changing rooms after about it and we've not topped the group yet.
"We are looking to go into next week and hopefully get three points and top the group."