text:
Locked up in the USA
by astradt1 Mon Mar 05, 2012 12:05 pm
This post could be put into another thread but I think this is the right one....
There is currently a British Businessman being held in jail in the USA for the alleged crime of selling batteries, which could be used in missiles, to Iran.....
http://www.huffingtonpost.co.uk/2012/03/05/christopher-tappin-extradited-bail-decision_n_1320264.html?ref=uk
He is currently being locked in his cell for 23 hours out of every 24 with the light kept on fall the time, when out of his cell he has one arm and leg shackled with one arm free to enable him to use his walking stick.....
The US prosicuter is opposing bail on the ground that this 65year old may be a 'danger to the community'....
It should be remembered that once he had lost his extradition case he surrendered himself to US Marshalls at Heathrow Airport....
On one of the morning new programms, last week, one of the Nat West Four talked about this treatment and said it was normal as the US Justice dept liked to soften up the accused to make them or will to take a plea bargain which of course means they do not have to present the 'full' evidence they have. They regularly tell the accused that if they don't take the deal they will never be able to leave the USA........
It would seem that Britain readly extradites UK citizens to the US but the US fights tooth and nail against it's citizens being sent abroad to be tried.....
Location : East Midlands
Re: Locked up in the USA
by Scarecrow Thu Mar 08, 2012 6:20 pm
The awkward fact is that the US, though it shares our own common-law heritage, has a much more punitive view of the legal system, one which is also marked by the rough justice known as plea bargaining – pleading guilty to a lesser charge in the hope of leniency – as well as violent and terrifying prisons. US states also retain capital punishment on a wide scale.
The Conservative Government, while in opposition, promised to reform the law and they failed to do so.
An independent review of the UK's extradition arrangements by retired Court of Appeal judge Sir Scott Baker last year found that the current treaty between the US and the UK was both balanced and fair.
by oftenwrong Thu Mar 08, 2012 7:18 pm
Some regular contributors might be surprised to find themselves in the same camp as Margaret Thatcher: "Those who are not with us are against us!"
by trevorw2539 Thu Mar 08, 2012 8:25 pm
by Scarecrow Today at 6:20 pm
Does anyone actually know all the ins and outs.
I have underlined the above. Now compare that with the JCHR report which says that it is not fair. A further report that says the burden of proof is the same for both sides. Another 'report' says that the problem lies in the difference in the understanding of the terminology.
Yes. We need the treaty to be looked at and made clear for all to see. If it needs changing so be it.
But then, what do I know?
Sorry. My comments above should have been in black. One eye on football, one on cuttingedge2:oops:
by astra Thu Mar 08, 2012 8:42 pm
I'm NOT going to say "[b]senior moment" no no no
Whoops Just did! must be a em er....
Location : North East England.
by Phil Hornby Thu Mar 08, 2012 9:28 pm
" One eye on football, one on cuttingedge2.."
Never mind the footy,you should be concentrating on......go on, shoot -you fool.....surely that was offside......NEVER ,ref!......concentrating on...on....GOALLLLLL!....now, what was I saying...?
by Guest Fri Mar 09, 2012 5:45 am
Last edited by RockOnBrother on Mon May 06, 2013 4:56 pm; edited 1 time in total
by astradt1 Mon Mar 12, 2012 9:06 pm
I wonder when the US Authorities are going to hand over the US Citizen, who has recently committed the latest atrocity in Afghanistan, to the Afghan autorities?
by astra Mon Mar 12, 2012 10:17 pm
I have to wonder if the Afgans are making a stink coz they know some luvverly Compensation is in the offing!
Or izzzit me?
by oftenwrong Mon Mar 12, 2012 10:18 pm
There is no recorded instance of the US handing over a citizen to a Foreign Court for Trial.
by Scarecrow Thu Mar 15, 2012 10:03 pm
The United Kingdom bequeathed to the United States a supreme constitution which seeks to restrict governments rather than pretended they can create rights that only God can endow. The United Kingdom has abandoned that heritage, leaving the United States alone to articulate and manifest what we once meant by 'liberty' and 'justice'. You wouldn't catch an American president passing over the DNA samples of US citizens in order that 'justice' might be done under a foreign jurisdiction. Shame on David Cameron for subjecting us all to the perpetual fear of arbitrary extradition at the behest of a foreign laboratory.
One by one the ancient liberties, tradtions and customary practices of the British people are being dismantled and replaced by incipient tyranny. But Dave cruises blithely onwards, oblivious to the wreckage of the nation lying behind him. A nod to cross wearing here, a re-assurance from arch-wet Maude there, it's all insincere platitude as the juggernaut of the Project rolls inexorably forward. The Project of course does not offer prosperity, but only varying degrees of austerity. Indeed, Brussels is now the epicentre of a Greater West Europe Co-Austerity Sphere. When will the people of the EU rise in revolt?
Cameron's government is undoubtedly the worst exercise in cultural-marxismt since McBroon's. If Dave ever pretends otherwise, it is simply further evidence of his incapacity to be a Conservative Prime Minister.
One can only make one prediction about the future of Britain under the Coalition; it's going to get worse before it gets better.
On a positive note, here's a suggestion. How about a whip round amongst communicants to raise funds for a retirement home, the Ted Heath Sunset Home for Distressed Wets. Early members may include Ken Clarke and Francis Maude. Wouldn't happy hour on Friday nights be a blast?
While Magna Carta and the Bill of Rights 1689 have (apparently) been (impliedly) repealed, the English system of Common Law is explicitly subsumed to the Napoleonic system. It is now possible to be extradited to another EU country, incarcerated in a foreign prison, refused an early appearance in court and required to prove that you have not committed the offence of which you stand accused.
Location : Midlands.
by astra Thu Mar 15, 2012 10:15 pm
Not impliedly repealed SC, May 1998 they were secretly signed away by Blair and Brown to make way for the Lisbon Treaty to be signed. The Magna Carta Society were not at all happy.
I wonder if the treaty with America or EU operates in Scotland, which operates the Roman legal system.


Travel south on Highway 169 to Mankato. Take the Riverfront Drive exit.
Turn left (north) onto Riverfront Drive and continue to Stoltzman Road. Turn right (east) onto Stoltzman Road and continue until you get to Stadium Road. Turn left onto Stadium Road and continue up the hill to Warren Street (second stop light). Turn left onto Warren Street. The Alumni Foundation Center is one block down on your right-hand side.
Travel north on Highway 169 to Mankato. Take the Riverfront Drive exit.
Turn right (north) onto Riverfront Drive and continue to Stoltzman Road. Turn right (east) onto Stoltzman Road and continue until you get to Stadium Road. Turn left onto Stadium Road and continue up the hill to Warren Street (second stop light). Turn left onto Warren Street. The Alumni Foundation Center is one block down on your right-hand side.
Travel west on Highway 14 to Mankato. Take the Highway 22 exit and travel south on Highway 22 to Highway 83.
Turn right (west) onto Highway 83 and continue to Victory Drive. Turn left (south) onto Victory Drive and continue to Stadium Road (this will be the first turn on the right). Turn right (west) onto Stadium Road and continue to Ellis Avenue. Turn right onto Warren Street. The Alumni Foundation Center is one block down on your right-hand side.
Travel east on Highway 14 to Highway 169. Take the Highway 169 South exit. Turn right (south) onto Highway 169. Take the Riverfront Drive exit.
Turn left (north) onto Riverfront Drive and continue to Stoltzman Road. Turn right (east) onto Stoltzman Road and continue until you get to Stadium Road. Turn left onto Stadium Road and continue up the hill to Warren Street (second stop light). Turn left onto Warren Street.
The Alumni Foundation Center is one block down on your right-hand side.
Minnesota State Mankato at Edina is located at 7700 France Avenue, 2 blocks north of Interstate 494 on the corner of France Avenue and Minnesota Drive. Guests, frequent visitors, as well as evening and weekend visitors are asked to park on the west side of the building in a larger lot and enter through the West entrance.
Exit off of France Avenue onto W 76th St. Turn right into the first driveway after the stoplight at 76th (by the 7700 France South sign) and park.
The West entrance is unlocked between 6:00AM-9:00PM Monday – Thursday, 6:00AM-5:30PM Friday and 8:00AM-1:00PM Saturday. The East (France Ave side) is open 6:00AM-5:30PM ONLY Monday-Friday. All guests should enter through the West entrance and in off hours will need to use either the button or phone to reach Dispatch and get buzzed in.
Coming from the South on 169, take 494 east then head north on France. An alternate route is to exit 169 onto Old Shakopee Road and turn north on France.
Turn left on Minnesota Drive.
Turn right into the first driveway and park in the large parking lot on the west side of the building.
The West entrance is unlocked between 6:00AM-5:30PM Monday – Thursday, 6:00AM-9:00PM Friday and 8:00AM-1:00PM Saturday. The East (France Ave Side) is open 6:00AM-5:30PM ONLY Monday-Friday. All guests should enter through the West entrance and in off hours will need to use either the button or phone to reach Dispatch and get buzzed in.
Follow France to Minnesota Drive. Turn left if coming from the south; turn right if coming from the north.
Turn right into the first driveway and park in the large west parking lot. Use the west entrance at the top of the stairs/ramp.
The West entrance is unlocked 8:00AM-1:00PM. There are both a button and a phone to reach Security to get buzzed in.
There are two sets of elevators (North Elevators and South Elevators), follow the building signage to the North Elevators.
Take the North Elevators to the third floor.
Suites B, C & D (Reception Area): take a right after exiting the elevator.
Suite D (Reception Area) is straight ahead.
Suite C is down the hall, turn right before MSU glass doors, turn left at the end of the hall and take first right.
Suite B is down the hall, turn right before MSU glass doors, turn right at the end of the hall and then another right.
Suite A – take a left after exiting the elevator, suite entrance is the first right.
Auditorium: To the right of the TV on the wall on Lobby Level.
Travel south on Highway 169 to Mankato. Take the Riverfront Drive exit. Turn left (north) onto Riverfront Drive and continue to Stoltzman Road.
Turn right (east) onto Stoltzman Road and continue until you get to Stadium Road. Turn left onto Stadium Road and continue up the hill to Ellis Avenue. Turn left onto Ellis Avenue. The Visitors Pay Lot 4 entrance is on the left (west) side of the street.
Travel north on Highway 169 to Mankato. Take the Riverfront Drive exit. Turn right (north) onto Riverfront Drive and continue to Stoltzman Road.
Turn right (east) onto Stoltzman Road and continue until you get to Stadium Road. Turn left onto Stadium Road and continue up the hill to Ellis Avenue.
Turn left onto Ellis Avenue. The Visitors Pay Lot 4 entrance is on the left (west) side of the street.
Turn right (west) onto Highway 83 and continue to Victory Drive. Turn left (south) onto Victory Drive and continue to Stadium Road (this will be the first turn on the right). Turn right (west) onto Stadium Road and continue to Ellis Avenue. Turn right onto Ellis Avenue. The Visitors Pay Lot 4 entrance is on the left (west) side of the street.
Turn left (north) onto Riverfront Drive and continue to Stoltzman Road. Turn right (east) onto Stoltzman Road and continue until you get to Stadium Road. Turn left onto Stadium Road and continue up the hill to Ellis Avenue. Turn left onto Ellis Avenue. The Visitors Pay Lot 4 entrance is on the left (west) side of the street.
From US-169 or MN-22, exit to US-14.
Follow 14 west into North Mankato.
Exit onto Lookout Drive and go south (left).
Turn left onto Lee Blvd.
Parking: Parking is free in the Blue Lot. Enter through the Conference Center door.


April Entries mo chairde, adh mor!
Last edited by Old Man78; 04-02-19 at 10:20 PM.
Okay, my entry this month, a drop pod, scorn me all you want they still have a place!
Last edited by KjellThorngaard; 04-05-19 at 01:54 PM.


text:
Home Nation Many organs getting damaged even after getting rid of corona, crowd of...
Many organs getting damaged even after getting rid of corona, crowd of post covid patients started increasing in hospitals
The people who have been victimized by Corona in the second wave, are facing many problems even after recovering. Some people are falling prey to TB, while some are getting black fungus. People are also reaching the hospital with problems of lungs, heart etc. Now many hospitals are reporting post covid cases in which patients are having pus-filled abscesses in the liver, also known as liver abscess.
Patients started coming to big hospitals of Delhi
Recently, Gangaram Hospital had told that 14 such cases have come to their hospital in two months. At the same time, now many such cases are coming in Hindurao Hospital and Rajiv Gandhi Cancer Hospital. Dr. Mohit Choudhary, Department of Radiology at Hindurao Hospital, says that liver abscesses are detected only by ultrasound. Liver abscess has been seen in about 75 percent of the patients who have done ultrasounds here in the last one month. In some it is less, in some patients, there is a cavity in three or four places.
Most of the patients recovered from corona
The important thing is that most of these patients are those who have recovered from the corona virus. Some of them were cured in home isolation and some were given steroids during treatment. Due to steroids, immunity decreases and due to low immunity, many types of problems surround fast. The pus is removed from the liver through drainage, but if it is not treated in time, it can burst. In such a situation, the pus that is there, it can reach the heart, lungs, stomach etc. and then there is a risk of death from it. At the same time, Dr. Abhishek Bansal, Consultant, Interventional Radiology Department, Rajiv Gandhi Cancer Hospital, says that earlier such cases were rarely seen and even if they did come, they were mostly seen in HIV patients because their immunity was very low. Is. Now in the last one month, about 15 such cases have been reported and all these patients had recovered from corona. They have had liver abscess in the post covid itself and most of them are the ones who were given steroids during treatment. There are many patients in whom even four or four pipes have to be installed for drainage, that is, three to four different places were filled with pus. Dr. Abhishek Bansal says that it is very important to treat pus as soon as possible. The pus can be drained through drainage. If treatment is delayed, it can be risky and can lead to death.
Why such problems are happening after Kovid
In this regard, Professor Anil Arora, chairman of the Institute of Liver Gastroenterology and Pancreaticobiliary Sciences, Gangaram Hospital, says that in the last two months, we have treated 14 such patients. It is caused by a parasite called Entamoeba histolytica which is spread through contaminated food and water. The patients who came to the hospital were in the age group of 28 to 74 years, of which 10 were men and four were women. All patients had fever and upper abdominal pain and three patients had bleeding with black stools. Eight of these patients were given steroids during the treatment of corona. Six patients had multiple large abscesses on either side of the liver, of which five patients had large abscesses and the largest was 19 cm in size.
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redpajama_set_name: RedPajamaCommonCrawl


Our bed and Breakfastand restaurant is nestled in the quiet and upcoming authentic village Sant Joan de Labritja in the north of Ibiza.
We are gastronomically surrounded, with an amazing chefand staff we run one of the finest cuisines on the island. You are more than welcome to come to enjoy, taste and experience our lovely place and secret garden.We hope to see you soon!


Bee's Circus: 637. Ahoy! Pirate bath!
I'm sure I've mentioned before that Colin works long hours, finishing at 7pm most nights, so he gets home just in time to bath the boys & help put them to bed. I often count down the minutes after dinner to when he'll be home, we all really look forward to it, especially after a hard day. So you can imagine my dismay last week, when I realised at 7:30 that it was his 'late night' and he wouldn't be home for another hour. Sad face. It had been 'one of those days' too, so I decided a long bath was in order. For the boys, unfortunately not for me! I grabbed a bottle of blue food colouring, some HappyLand pirates, gold doubloons and jewels from our pirate box, and some accessories. The boys loved their pirate bath, Daniel found some fish to add and I found a Tupperware box to use as a treasure chest. Joshua spent about 20 minutes playing with the food colouring bottle, taking the lid on and off, and immediately wanted all the jewels round his neck. Daniel entertained himself for half an hour, not wanting to get out because he was having too much fun!
oh my goodness...this is hilarious!!!
What a brilliant idea! My husband has a lot of late nights coming up - so I'm very grateful for the inspiration!
Such a good idea, I'm going to do this with C soon!


text:
module Musca
  class CLI < Thor
    include Thor::Actions

    class_option :dir,
                 type: :string,
                 banner: 'CA directory',
                 default: Dir.pwd
    class_option :config,
                 type: :string,
                 banner: 'CA config file',
                 default: 'ca_config.yml'

    source_root(
      File.expand_path(
        File.join(
          File.dirname(__FILE__), '..', '..', 'templates'
        )))

    desc 'create', 'configure CA hierarchy'
    def create
      destination_root = File.expand_path(options.dir)
      @ca_tool[:directory] = destination_root

      # empty_directory destination_root
      template 'ca_config.yml.tt', File.join(destination_root, 'ca_config.yml')
      inside destination_root do
        create_file 'ca_serial.txt', 1
        empty_directory 'certs'
        empty_directory 'keys'
        empty_directory 'requests'
      end
    end

    desc 'genca', 'generate root key and cert'

    def genca
      config_fileFile.join(options[:dir], options[:config])
      new_ca = Musca::CertAuthority.new(config_file: config_file)
      new_ca.create
    end

    desc 'gencert', 'create and sign a new keypair and certificate'
    method_option :certclass,
                  type: :string,
                  required: :true,
                  banner: "'server' or 'client'"
    method_option :hostname,
                  type: :string,
                  default: Socket.gethostbyname(Socket.gethostname).first,
                  banner: 'hostname that will be using the cert'

    def newcert
      ca = Musca::CertAuthority.new(config_file: options.config)
      ca.newcert(options.certclass, options.hostname)
    end
  end
end

redpajama_set_name: RedPajamaGithub


The Bellagio hotel in Las Vegas is one of those hotels that probably needs no introduction.
Featured in movies for years and years everyone knows this stylish, luxurious hotel is based on an elegant Italian Village. As well as having been featured in movies the Bellagio hotel is probably most famous for the spectacular fountain and light show that takes place at the front of the property.
Inside the hotel the rooms have plenty of room with many overlooking the Las Vegas Strip, the fountains and the lake. There are even valley and mountains for you to see. The hotel's rooms are all decorated to a very high standard as you would expect of a luxury hotel. The Bellagio is generally regarded as being one of the nicest hotels in Vegas.
The Bellagio has many restaurants including no less than eight fine dining restaurants. The hotel also has 5 pools, 4 jacuzzis and a luxury spa. The award winning spa and salon spreads out over 65,000 square feet and offers a unique menu of international treatments to restore, revive and replenish you. The spa menu offers many treatments such as poolside cabana massages, coconut milk baths, couple manicure & pedicures and there is a bridal/bachelorette area and barbers room with straight razor shaves. There is also a range of specialist packages that will pamper you or if you like you and your partner on a couples treatment.
The famous Cirque du Soleil at the Bellagio offers guests the opportunity to enjoy a theatrical performance of 'O', an aquatic tapestry with world class acrobats, divers and synchronised swimmers who perform in a theatre reminiscent of a European opera house.
There is also the world famous casino which helps to make the Bellagio hotel the grandest hotel in Vegas!


text:
KCP Applauds Bipartisan Congressional Budget Deal Expanding Medicare Coverage Options for Dialysis Patients
Feb 9, 2018 | Business
Washington, DC, February 09, 2018 –(PR.com)– Kidney Care Partners (KCP) – the nation's largest kidney coalition comprised of physician groups, providers, patient advocacy groups, manufacturers and researchers – today applauded the bipartisan Congressional budget deal that would improve and expand Medicare coverage for individuals living with kidney failure.
The deal (H.R. 1892), introduced by Senate and House leadership, includes provisions that provide thoughtful, patient-centric policies that will measurably improve access to quality care. Specifically, KCP supports the provisions that will expand the use of home dialysis therapy through use of telehealth services; expedite patient access to quality dialysis care at newly certified facilities; and extend authority for Special Needs Plans (C-SNPs) without interruption in care.
All these provisions were previously introduced in bills that passed in the House or Senate, including The Chronic Care Act (S. 870) and The Medicare Part B Improvement Act (H.R. 3178). Kidney Care Partners thanks the authors of these provisions: Sens. Orrin Hatch (R-UT), Ron Wyden (D-OR), Johnny Isakson (R-GA) and Mark Warner (D-VA) and Reps Kevin Brady (R-TX), Greg Walden (R-OR), Frank Pallone (D-NJ), and Richard Neal (D-MA).
"We commend the House and Senate for striking a deal that is good for Americans living with chronic diseases nationwide, especially those with kidney disease or kidney failure," said KCP Chair Allen Nissenson, MD, FACP. "The Congressional Budget deal will not only improve patient choice and care coordination, but subsequently patient outcomes. This deal shows understanding and compassion for those Americans living with a chronic disease."
Currently, 31 million Americans either have some form of kidney disease or are at risk of developing kidney failure in the future. And each year, more than 100,000 are diagnosed with End-Stage Renal Disease (ESRD) and will eventually require a kidney transplant or dialysis services.
"The House and Senate has the gratitude and support of the kidney community for making this vulnerable population a priority through previously passed legislation and this budget deal promoting quality, access and choice," added Nissenson. "We applaud the House and Senate for approving the continuing resolution including these life-saving provisions."
KCP is coalition of patient advocates, dialysis professionals, care providers and manufacturers dedicated to working together to improve quality of care for individuals with Chronic Kidney Disease (CKD).
Kidney Care Partners
Sarah Ann Rhoades
http://www.kidneycarepartners.org/
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and to prevent suicides. To help, support and guide families create healthier eating habits.
purchases. No extra cost to you.
*Award memorial scholarships to High School Seniors who are pursuing higher education. Students whose lives have been touched by Suicide/Mental Illness; students who possess outstanding academics achievements and accomplishments in community service.
501(c)(3) non-profit corporation; all contributions are tax-deductible to the full extent provided by law.
Remembering a loved one with a beautiful, meaningful Gift.


text:
Kosmetik im Alten Ägypten gehörte seit der Frühzeit in der ägyptischen Kultur zu den wichtigsten gesellschaftlichen Dingen im Alltag. Sie diente nicht nur der Förderung des allgemeinen Schönheitsideals, sondern auch der Pflege und als Statussymbol. Schminke hatte außerdem rituelle und religiöse Bedeutung, wie die Schminkpaletten des Alten Reiches verdeutlichen. Kosmetika wurden in Gräbern der Badari-Kultur bis zur Koptischen Epoche nachgewiesen.

Schminke

Augen- und Gesichtsfarben
Beide Geschlechter verwendeten schwarzen Kajal, um die Augen zu umranden und mit einem Lidstrich zu versehen. Der Kajal wurde in Form eines Pulvers verwendet, das in Alabasterschälchen aufbewahrt und leicht angefeuchtet mit einem dünnen Stäbchen aus Silber, Elfenbein, Horn oder Holz aufgetragen wurde. Er bestand aus Ruß, Bleiglanz, Manganoxiden, schwarzem Eisenoxid sowie Magnetit und sollte vor gleißendem Sonnenlicht ebenso schützen wie durch seine antiseptische Wirkung vor Augeninfektionen. Für Lidschatten wurden Galenit, Azurit und Malachit verarbeitet. Die Minerale wurden zu Pulver zermahlen, mit etwas Tierfett vermengt und anschließend aufgetragen. Auch Gesichtsfarben aus Henna oder rotem Ocker waren beliebt. Ägyptische Frauen färbten ihre Wangen, Lippen und Hände damit ein.

Öle, Salben und Parfüms
Duftöle, Salben und Parfüms sind in Gefäßen und als Grabbeigaben nahezu aller Epochen Ägyptens belegt. Wohlriechende Öle und Flüssigkeiten hatten im Alten Ägypten zunächst die Aufgabe, als Opfer an die Götter zu dienen oder als Grabbeigabe den Verstorbenen das Weiterleben im Jenseits zu verschönern.

Im Neuen Reich während der Regierungszeit der Pharaonin Hatschepsut änderte sich aber die Verwendung von Parfüms: Jetzt wurde auch der lebende Körper parfümiert und die Verwendung duftender Substanzen wurde Teil des Schönheitsideals im Alten Ägypten. Parfums wurden zum Teil des religiösen Rituals der Reinigung des Körpers.

Die Duftmischungen wurden von Priestern hergestellt, die auf den Umgang mit Harzen, Balsamen und Salben spezialisiert waren.

Königin Kleopatra soll sogar die Segel ihrer Schiffe parfümiert haben, sodass eine Wolke des Wohlgeruchs ihre Nilfahrten begleitet haben sollen. Kleopatra VII. verwendete Kyphi als Parfüm, und zwar in solchen Mengen, dass man sie schon vom Ufer aus riechen konnte, bevor ihr Boot gelandet war. Griechische Historiker wie Plutarch und Dioscurides berichten von der Herstellung von Parfums und Duftölen, allerdings beschränken sich ihre Wiedergaben auf ihre eigenen Epochen.

Behältnisse für Kosmetikuntensilien

Die Kosmetikutensilien wurden in speziell angefertigten Behältnissen aufbewahrt, wie beispielsweise geflochtene Körbe oder gezimmerte und bemalte Truhen, und konnten so auch auf Reisen mitgenommen werden.

In der PharaonenGold Ausstellung im UNESCO Weltkulturerbe Völklinger Hütte (2019/2020) wurden zwei geflochtene Körbe samt den erhalten gebliebenen Inhalten präsentiert. Darunter Gefäße mit Resten von Salben und Parfümflaschen aus Ton und dazu ein noch komplett verschlossenes Gefäß, das noch Reste des originalen antiken Parfüms enthält.

Vor Jahren wurde eine Probe daraus entnommen, analysiert und das Parfüm rekonstruiert.

Haarpflege

Die Alten Ägypter betrieben intensive Haarpflege. Dazu gehörte zum Beispiel das Tragen von Perücken. Diese Mode ist seit der Frühdynastik belegt. Die Perücken konnten gestuft oder aus Locken zusammengeflochten sein und bestanden aus Menschenhaar oder Palmenfaser. Damit sie nicht so schnell wieder auseinanderfielen, wurden sie in flüssiges Bienenwachs getaucht. Sie waren unter Männern wie Frauen gleichermaßen beliebt und galten auch als Statussymbol. Besonders Beamte, Adlige und Priester trugen feine Perücken zum Zeichen ihres Standes und ihrer Macht. Auch Könige wie Djoser (3. Dynastie) waren Perückenträger. Interessanterweise wurde menschliches Haar zu feinen Schnüren verarbeitet, um Juwelenketten und ganze Pektorale anzufertigen. Zur Haarpflege gehörte bei Männern auch die regelmäßige Rasur, bei Priestern war sie sogar Vorschrift. In bestimmten Perioden waren auch Bärte, vor allem Schnurrbärte, aber auch Vollbärte beliebt. Könige (Pharaonen) trugen einen künstlichen Königsbart. Kleine Knaben hatten oft kahlgeschorene Köpfe, nur an der rechten oder linken Seite hing ein kleiner Zopf oder ein Pferdeschwanz herab, der als Jugendlocke bezeichnet wird.

Siehe auch
 Salbkegel
 Schamhaarentfernung im Alten Ägypten

Literatur
 Lise Manniche: Sacred Luxuries: Fragrance, Aromatherapy, and Cosmetics in Ancient Egypt. 1. Auflage, Cornell University Press, Ithaca (NY) 1999, ISBN 0-8014-3720-2.
 Alfred Lucas: Ancient Egyptian materials and industries. 3rd, revised edition. Kessinger Publishing, Kila (MT) 2003, ISBN 0-7661-5141-7, S. 42–46 und 99–107.
 Anne K. Capel, Glenn Markoe: Mistress of the House, Mistress of Heaven: women in ancient Egypt. Hudson Hills Press, New York 1996, ISBN 1-55595-129-5, S. 76–80.
 Hans W. Kern: Die Technik der Haararbeiten und ihre Verwendung. Welz Vermittlerverlag, Mannheim 2004, ISBN 3-937805-50-8, S. 4.
 Emmerich Paszthory: Salben, Schminken und Parfüme im Altertum. von Zabern, Mainz 1992, ISBN 3-8053-1417-5.

Weblinks

Einzelnachweise

Kosmetik
Kostümkunde (Altes Ägypten)

redpajama_set_name: RedPajamaWikipedia


Knowing how you can adjust your current diet to include lots of nutritional foods can tremendously impact your health, which will improve your life. Thankfully, there are so many people who are licensed in nutrition today that can help teach you how to live a healthier life through proper eating habits.
Try always to encourage more drinking of water throughout the day. It is okay to serve your kids juices and milk with some meals, but not every one of them. Constant consumption of milk or juice all day long will spoil their appetite.
A diet good for the heart should be protein-rich and low in fat. Poultry like turkey and chicken can fit this quota, but that is only if the skin is not eaten. Ideally, poultry is boiled, baked, broiled or roasted, but never fried. White meat is typically more healthy than dark meat.
In order to lower depression risk naturally, consume foods that have Vitamin B6. Vitamin B6 plays a key role in moderating your serotonin levels and serotonin plays a big part in fending off depression. Foods that contain lots of vitamin B6 include asparagus, chicken breast, and wheat germ. It is especially important in wintertime to eat a lot of foods containing vitamin B6.
When preparing mushrooms, be sure to cook them thoroughly. Cooking them will break down the harmful carcinogens that they contain. If you stay healthy, you can burn fat more efficiently.
Vegetables, no matter how they are packaged, are a good, low-calorie choice. They keep you feeling full while providing necessary vitamins and minerals. Eat many servings a day; you can make a pot of soup with them, or eat them in a salad.
A great nutrition tip which also serves as weight loss advice is to avoid any type of food that isn't beneficial to you. These foods include things that are fried or highly processed, foods that are oily, and foods high in simple carbohydrates, like flour, sugar and starch.
Whether you need to beat illness, improve your appearance, or lose weight, changing what you drink and eat can really change your life. A body fueled with the right nutrition responds with improved endurance, strength, and energy.


text:
Q: Numerical recipes: How to pass function as argument of function newt in c++ My question is related to numerical recipes.
I have a global function which computes the vector of functions to be minimized
VecDoub vecfunc(VecDoub_I x) {
  // code is here
}

In a class function run, I tried to call the Numerical Recipes function newt, which reads my function vecfunc as shown,
class A {
    void run() {
        VecDoub_IO pt;
        pt.resize(2);
        pt[0] = 0.5;
        pt[1] = 0.5;
        bool check = false;
        newt<VecDoub>(pt, check, &vecfunc);
    }
}

Function newt is declared as
template <class T>
void newt(VecDoub_IO &x, Bool &check, T &vecfunc)

Why do I get the following compiler error?
error C2664: 'newt' : cannot convert parameter 3 from 'VecDoub (__cdecl *)(VecDoub_I)' to 'VecDoub &'

A: In calling newt you explicitly specify that T is VecDoub(You specified newt<VecDoub>) but you pass address of a function to it, so compiler can't convert your function to VecDoub&. If you want a VecDoub& in newt then call vectfunc and store it in a temporary variable and then pass that variable to the function(since in newt last parameter is a reference to T) but if you really need a function in newt then why you write newt<VecDoub>(pt, check, &vecfunc) while you can write newt(pt, check, &vecfunc) and let C++ deduce the type for you? and beside that in order to receive functions in newt do not get them by reference, instead get them by value, so newt shall be declared as:
template <class T>
void newt(VecDoub_IO &x, Bool &check, T vecfunc)

Since functions are usually small objects or pointers this will work and do not decrease performance

A: Because you're supposed to call the function and pass the return value as parameter, not the function itself.
newt<const VecDoub>(pt, check, vecfunc(something) );

I added the const because the reference needs to be constant, otherwise the return value from vecfunc can't bind to it, because it's a temporary.
To explain:
newt<VecDoub>(pt, check, &vecfunc);

attempts to call a function similar to
newt_VecDoub(VecDoub_IO &x, Bool &check, VecDoub &vecfunc);

The third parameter you attempt to pass is &vecfunc which has the type VecDoub (__cdecl *)(VecDoub_I), so it obviously can't work.

redpajama_set_name: RedPajamaStackExchange


Oct 16, 2006 — Kelly noticed it before I did. Neither one of us was eager to do anything about it. So it grew and grew, right next to our path down to the street.
The wasps' nest would not have lasted the months that it did if the wasps had been aggressive. But they were homebodies who never went after us… unless we messed with them. Kelly had removed another nest, much smaller, from another part of the yard, and he had unpleasant memories of the sharp stings he had received.
When Roberto started working in our yard, he had several ideas for removing the nest. Like us, he prefers not to use poisons. We arranged that he would come over very early one morning, before the wasps could fly. He explained that in the cool of the night they become very inactive.
So he came over the other morning just after it got light. He took the long pole that we normally use for pool maintenance and took off the brush attached to one end. From a good distance, with the pole, he was able to knock the nest onto the ground. Some of them could fly and he got stung, but he said later that it was only four times and of no consequence. I wouldn't have shrugged it off so casually, I'm sure!
He poured some buckets of water over the nest, and later in the day Kelly hosed it off from a good distance. Eventually something like 500 wasps took the hint that we didn't want them here and they swarmed away.
I do kind of miss them. They were always rearranging the front door of their nest, adding new layers, and so on. But I breathe a lot more easily going down to the road.


text:
Un système de planification de traitement, couramment abrégé TPS pour l', est un logiciel permettant de préparer un plan de traitement par irradiation en radiothérapie.

En radiothérapie externe, il permet de définir une balistique de traitement grâce à l'acquisition préalable d'images tomodensitométriques d'un patient puis de simuler la dose déposée aux différents tissus de ce dernier.

Notes et références

Article connexe
Elekta

Logiciel de simulation
Radio-oncologie
Physique médicale


text:
Who We Are Introduction VIB Newsletter 2019 Congress 2019 Forum SP 2019 Forum MG Past Events Universities Partners Sponsors Contact Us
Congresso Value Investing Brasil 2019
(real-time translation during the afternoon only)
André Gordon — GTI Administração de Recursos (São Paulo)
Lecture: "Pension Reform: The Inflection Point of the Brazilian Stock Market"
Founding partner with GTI Administração de Recursos, an independent investment management company focusing on Brazil's stock market. During his more than 26 years of experience in financial markets, André Gordon has worked at the trading desks of several renowned financial institutions, including Banco Itaú BBA, Banco Pátria, Santander and Banco Bozano, Simonsen. He is a Director of AMEC (Associação de Investidores no Mercado de Capitais) and holds a master's degree in Economics from EPGE/FGV-RJ and an Economics degree from FEA/USP.
Artur Wichmann — Verde Asset Management (São Paulo)
Opening Lecture: "Platforms, A New Business Model?"
Artur Wichmann is manager of the global strategy of Verde Asset Management. Before joining CSHG (now Verde Asset Management), he worked for 10 years at UBS Global Asset Management (in Rio de Janeiro, Zurich and Toronto). Formerly, he was portfolio manager at Pactual Asset Management. Artur Wichmann started his career in 1994, as an analyst, at Banco Icatu S.A. He graduated in Economics and holds a postgraduate degree in Finance from PUC-RJ.
Breno Guerbatin — Studio Investimentos (Rio de Janeiro)
Lecture: "Big Banks versus Fintechs"
Member of Studio Investimentos' Investment Committee and co-portfolio manager of Studio FIC FIA, which returned 212.4% since its inception, at the end of 2009 (until the end of April 2019), contrasting with a gain for the Ibovespa Index of 41.9% during the same period. In 2009, Breno Guerbatin was a manager with TV Globo. From 2008 to 2009, he was an equity analyst and a member of the Managing Committee of BNY Mellon ARX. From 2005 to 2008, he was a partner and the Investment Officer of Brazil Energy, a private-equity boutique focused on energy and infrastructure. From 2002 to 2005, he was an investment analyst and a fund manager at Opportunity Asset Management. Breno Guerbatin graduated in Production Engineering from UFRJ and has a postgraduate Degree in Corporate Law from FGV-RJ.
Christian Bojlesen — Clube de Investimentos Bojlesen (São Paulo)
Panel: "Investment Picks" (Moderator)
Analyst and portfolio manager with Clube de Investimentos Bojlesen — focusing on fundamental analysis, value investing and small caps — which he founded in 2008. Christian Bojlesen graduated in Business Administration with emphasis in Finance from Colorado State University and holds the CGA (ANBIMA) and CNPI (Apimec) certifications.
David J. Meneret — Mill Hill Capital (New York)
Lecture: "Building A Convex Credit Relative Value Portfolio"
Founder, Chief Executive Officer, and Chief Investment Officer of Mill Hill Capital, an investment adviser founded in 2015 that focuses on credit relative value investment strategies related to CLOs, Transportation and ABS, RMBS, CMBS, Financials, and IG/HY/CMBX/iTraxx Indices, utilizing unique, proprietary cash flow models — personally developed by Mr. Meneret — for portfolio construction, portfolio management, and risk management. Prior to Mill Hill, Mr. Meneret was a Senior Managing Director and Senior Portfolio Manager in charge of Securitized Debt and Corporate Financials Trading at Macquarie's Credit Nexus Fund from 2012 to 2015, and at Macquarie's Credit Principal Trading division from 2008 to 2012. From 2006 to 2008, Mr. Meneret was a senior trader and co-PM on the Structured Products Proprietary Trading Desk at UBS New York, managing the ABS CDO, CLO, and Aircraft ABS trading books and, notably, being involved in the acquisition of the ABS CDO/CLO cash and synthetic portfolios due to the reconsolidation of Dillon Read's positions. From 2002 to 2006, Mr. Meneret structured Aircraft and Esoteric ABS for Credit Lyonnais Americas and Credit Agricole/Calyon Americas, having participated in structuring three large aircraft leasing portfolios and, most notably, having structured the first ever engine-backed Enhanced Equipment Trust Certificate. Mr. Meneret holds a M.S. in Financial Engineering from Columbia University and a M.S. in Industrial Engineering from Ecole Centrale Paris, France.
Francisco Lara Resende — VELT Partners (São Paulo)
Panel: "Investment Picks"
Francisco Lara Resende is a partner, managing director, and member of the investment team with VELT Partners since 2013, responsible for (among others) the Energy, Oil and Gas, and Food and Beverage Sectors. He is also responsible for developing VELT Labs, VELT's technology arm. Formerly, he worked for one year at Itaú Asset Management's Latam fund. Francisco Lara Resende graduated in Economics from Insper.
Heloísa Cruz — Stoxos Clube de Investimentos (São Paulo)
Responsible for portfolio management and investment analysis at Stoxos Clube de Investimentos, which she founded in 2014. Formerly, Heloísa Cruz was co-portfolio manager at Nest Investimentos (2014), a buy-side analyst at Guepardo Investimentos (2012 ands 2013), Itaú Unibanco (from 2011 to 2012), BRL Capital (from 2010 to 2011) and J.P. Morgan (from 2008 to 2010), and a sell-side analyst at Banco Fator (from 2007 to 2008). She started her career at Monitor Group, a stragetic consulting firm ran, among others, by Michael Porter and Tom Copeland. Heloísa Cruz graduated in Chemical Engineering from POLI-USP, holds the CFA (Chartered Financial Analyst) designation, and, through Stoxos Desenvolvimento, teaches on the subjects of Stock Investing, Fundamental Analysis, and Valuation.
Luiz Fernando Alves — Versa Gestora de Recursos (São Paulo)
Lecture: "Short Selling in Brazil"
Founder and CIO of Versa Gestão de Recursos, Luiz Fernando Alves has 14 years of professional experience, predominantly as portfolio manager of broad-mandate funds ["fundos multimercados"] at Itaú Asset Management. In 2013, he joined GTI Administração de Recursos, where he launched the Versa Long-biased fund, which later on spun-off as a separate investment management operation. Luiz Fernando Alves graduated in Production Engineering from PUC-RJ and holds a Masters Degree in Economics and Finance from Fundação Getulio Vargas-SP.
Rodolfo Martell — AQR Capital Management (New York)
Closing Lecture: "Investment Managers Who Made History: A Systematic Perspective"
Closing Lecture, Exclusive to Professional Investors
Rodolfo Martell is Managing Director on the strategy team within AQR's Global Stock Selection group, where he conducts research on equity markets and portfolio attribution. In this role, he is responsible for communicating investment strategy and performance to a wide range of investors globally based on a deep understanding of GSS product offerings and capabilities. Prior to AQR, Rodolfo Martell was a Managing Director and portfolio manager with Quantitative Management Associates. Prior to this, he was a Director and portfolio manager with BlackRock, a Principal with Barclays Global Investors, and an Assistant Professor of Finance at Purdue University. His research has been published in top academic journals, including American Economic Review and Review of Finance. Rodolfo Martell earned a B.A. in Economics from Universidad de las Americas-Puebla, an M.A. in Economics and Ph.D. in Finance from The Ohio State University.
Sergio Fontana dos Reis — Set Investimentos (São Paulo)
Founding-partner with Set Investimentos, portfolio manager registered with the Comissão de Valores Mobiliários (CVM), and fundamentalist investor for more than 20 years. Sergio Fontana dos Reis was in the Board of Directors of Sadia for 15 years. He was CIO and President of Fundação Attílio Fontana, a Brazilian pension fund. He graduated in Architecture and Urbanism from Universidade de São Paulo.
Thomas de Mello e Souza — Investment One Partners (São Paulo)
Portfolio manager of Investment One Partners's Atlas One FIC FIA. Formerly, he was a Managing Director with J.P. Morgan Asset Management. Between 2011 and 2016, he was senior equity manager and director of investments at Gávea Investimentos. In 2008, he founded AguasClaras Investimentos, an investment management firm focused on Brazilian equities (2008-2011). He was executive director responsible for managing equities and strategic investments at JSI Investimentos, Mr. Joseph Safra's family office (2004-2007). Formerly, he was a director of Merrill Lynch in Brazil (1994-2004), responsible for the sell-side department, and a senior analyst of the mining, steel, and pulp and paper industries. Several times he was ranked among the best analysts by Institutional Investor and Latin Finance magazines. He graduated in Economics from Clark University, Massachusetts.
The Congresso Value Investing Brasil 2019 will have real-time Portuguese-to-English translators only during the afternoon. If you do not speak Portuguese and are interested in attending the event part-time, please contact us. To be notified of other future Value Investing Brasil events that will have Portuguese-to-English translation, please send us your information through the form below (if you can understand lectures in Portuguese, please fill in equivalent forms in Portuguese pages of this website):
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Todo o material e conteúdo divulgados neste website e nos eventos realizados pela Value Investing Brasil C. T. Ltda. têm natureza meramente informativa (com objetivo de educar a comunidade brasileira de investidores com foco em valor), não deve ser considerado oferta de venda de qualquer valor mobiliário, fundo de investimento, título e/ou ativo (não constituindo o documento previsto na Instrução CVM 409 e alterações seguintes nem o prospecto previsto no Código ANBIMA de Regulação e Melhores Práticas para os fundos de investimento) e não caracteriza qualquer atividade de consultoria de valores mobiliários por parte da Value Investing Brasil C. T. Ltda., de seus executivos e/ou de outros profissionais que tenham seu trabalho reproduzido ou que sejam citados. A Value Investing Brasil C. T. Ltda. não se responsabiliza por informações incorretas que sejam reproduzidas. Decisões de investimento tomadas com base nas informações contidas no material e conteúdo aqui descritos são de responsabilidade exclusiva do investidor. A Value Investing Brasil C. T. Ltda. não comercializa nem distribui quotas de fundos de investimento ou qualquer outro ativo financeiro. Ações e fundos (e outros valores mobiliários como derivativos etc. e outros ativos como commodities etc.) são investimentos de altíssimo risco, podem resultar em significativas perdas patrimoniais para seus investidores e seu desempenho passado não garante resultados futuros.


text:
Transcript: A Biblical Mandate for a Healthy Workplace Culture // David Emmert, Celebration Baptist Church
Al Lopus : July, 18 2022
"A Biblical Mandate for a Healthy Workplace Culture"
David Emmert
Intro: Is there a biblical imperative to build and lead a flourishing workplace culture? As Christian leaders, why would we want to invest time, talent, and treasure into creating a flourishing workplace? Well, today we hear directly from a leader who shares his heart, including the why a flourishing workplace matters and how it has come about. Listen in to our conversation.
Female: This is the Flourishing Culture Podcast. Here's your host, president of the Best Christian Workplaces Institute, Al Lopus.
Al Lopus: Welcome to another episode of the Flourishing Culture Podcast, where our goal is to equip and inspire you to build a flourishing workplace. We are here to help you eliminate workplace distrust, improve your employees' experience, and grow your organization's impact. And before we meet our special guest today, I urge you to subscribe to this podcast. As a result, you'll receive our action guide. It's our gift to help you lead your organization's culture to the next level. To subscribe, simply go to bcwinstitute.org/podcast. Hit the Subscribe button, and receive our free action guide.
Also, if you could share this podcast with others, and rate it, it would really mean a lot to me. Thank you.
David Emmert is lead pastor at Celebration Baptist Church in Tallahassee, Florida. Their workplace culture, for the most part, is thriving and flourishing. And under David's leadership, Celebration staff of 33 employees has achieved something truly remarkable, and that's 91 of their staff are engaged in their work. David, welcome to the Flourishing Culture Podcast.
David Emmert: Well, Al, I'm very glad to be with you guys today and have a chance to talk to you about flourishing workplaces. Also, I want to thank the part that you all have played in the health of our organization. You've made a huge contribution to our church, and we really appreciate Best Christian Workplaces.
Al: Thanks, David. And congratulations on having a flourishing workplace culture.
Over the past seven years, you've surveyed the health of your staff culture. And each time, your workplace culture ranks in the top 10 percent of churches in our database, now over 350 churches, and that's comparable to over the thousand organizations we've served. Why is having a flourishing culture important to you? because that data would say it is important to you, and you're intentional about creating it.
David: I think for us there's two reasons here why creating a great culture is important. First, as a church that serves in a capital city of a large state, I've got a number of people in our congregation that lead organizations or parts of organizations. So they're department heads from government or they're leaders of vendors who serve the government. And many of them have departments or employee bases of dozens and some even hundreds of employees. And on an ongoing basis, throughout the years, I preach and as I teach, I'll encourage them and challenge them to take what it means to be a Christ follower into their workplace. So there's not two of them. I tell people all the time, I can't keep up with two of me. I can barely keep up with one of me. So I want that one to be consistent. And so if you're going to be a Christian, be a Christian in a workplace, lead as a believer in the workplace. And if our culture here at Celebration is toxic, I don't have any credibility to encourage them to pursue excellence in their workplace.
And second of all, I would say this. I want to work in a great culture. I don't want to go to work every day and just dread it. When my wheels turn onto the parking lot of the church, I don't want to go, "Ugh, I'm here again." I don't want that. I want to go to a place where I'm excited to go, where I'm around happy and motivated people. And I just think life is too short to settle for less, and so it's important to me personally for that reason.
Al: And boy, I relate to that as well. And many of the people listening oftentimes say that's the motivation they have is just for themselves to be fired up and want to come to work. But I love the first reason, basically, let's be witnesses of the way Christ would lead.
Is there a time when you really came to realize that having a flourishing workplace culture was worth working on? Was there a special point that you decided, "Yep, we're going to do this"?
David: Oh, absolutely. When I first came to Celebration about 14 years ago, the church had been through a great deal of challenge. It had gone through an enormous transition in leadership, it had some substantial vacancies in the pastoral leadership, and the support staff in particular was very marginalized. It was just not a very good environment. And I'll never forget the first time, that very first Monday, that I came into the office, and I was going to meet with the support staff. And I did not know this group really at all. During the interview process, I'd spoken to some of the pastors and key lay leaders but had not gotten to know the support staff. So I wanted to meet these people.
So I set a meeting mid morning with all of them, about eight to 10 people, largely a group of women, a couple of guys sprinkled into the bunch. And I walked into the room and I said, "Good morning," as happy and as chipper as I could possibly be. And everybody in the room just burst into tears. And I thought, well, welcome to Celebration. This is going to be a lot more difficult than I thought. But I knew I didn't want to work in that place forever. I didn't want to be around that forever. And so right then, at that moment, I thought, I've got to improve this culture. That's going to be job one.
Al: There's a transforming moment right there, yeah. And it gave you some motivation. That's a great story. Appreciate it.
As a seminary graduate and lead pastor, I'm really interested, from your perspective, maybe a theological perspective, maybe even a biblical mandate for what God desires in a healthy workplace culture. Have you thought about that very much?
David: Absolutely. I think the Bible addresses it a whole lot. And so there's a number of passages that we as Christian leaders could and certainly should look at. One that might be a little obscure, but it's always been important to me, is found in Deuteronomy 15. The passage overall is about justice. It's about overcoming poverty. And the chapter begins with this discussion about every seven years canceling debt to ensure there's no poverty in the land. Then it goes in and it describes what someone who was locked into poverty could do. They could place themselves into indentured servitude for six years to pay off their debts. And then the seventh year they'd be set free. And so that's a big thing to think about. Just think about, wow, I could become someone's, effectively, slave for six years because I'm so indebted to them. Now, Deuteronomy 15 goes on to say that at the end of that time, they could choose to either be set free in year seven or they could choose to make their status as an indentured servant permanent. And I'm thinking, why would anybody want to do that? And the text tells us. It says, first, if the servant loves his master and doesn't want to leave, they can make that status permanent. And second, if they'd been treated so well financially, it doesn't make sense for them to move on. They could make that status permanent.
So if you bring that into our modern era, even though we don't have that kind of servitude, I think that speaks to the culture that we ought to try to create. We ought to try to create a culture where people are so well treated they don't want to leave. And they're also well-funded, they're well financed or well paid, so there's not this need for them to look for the next job immediately. I think that's the kind of culture we should work to create.
I love it when people say to me, I would work at Celebration for free. I know they don't mean that; they've got to feed their family. But I love the idea that they're enjoying where they are, they feel valued where they are, and they want to remain where they are, even if it wasn't financially essential for them to be there. I think that's the kind of Deuteronomy 15 culture that we ought to be trying to establish and trying to create in the workplace.
If you move on from there, the Bible's got a lot to say about the kind of workplace we should try to establish. Malachi 3 talks about judgment against those who don't pay well. Leviticus 19 talks about withholding a laborer's wages. I worked at a church one time that if payday fell on a holiday, they would hold that paycheck for a couple or three days until the next business day. When I found out about that, it just crushed me. I thought, you can't do that. For folks who are living paycheck to paycheck, you're going to deprive them of their wages for two, three extra days? And I wasn't a decision maker there, but I was like, I want to be administrator. How can you do this? We can't hold someone's pay that way. And they changed that practice. I was very happy about it.
The Bible goes on and tells us more about that. 1 Corinthians 9 says those who declare the gospel ought to make their living by the gospel. I think that's important. Ephesians 4 tells us to be encouragers, not to have abusive language in our speech. Man, that speaks to workplace culture. James 2 warns us against favoritism. Luke 6, treat people the way that you would like to be treated. Philippians 2, look after those who are in need. Honor one another. Romans 12 and 1 Timothy 5, this one speaks very much to our modern context. Treat older women as mothers, younger women as sisters, in all purity. A woman should always feel safe and valued in the workplace. And then one I think is really important to us here at Celebration, it's just the fruit of the Spirit in Galatians 5. "But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control." And we've got those. If you walk into our office area, those, in huge font, are all the way around our open office area. It's a constant reminder of what we need to be striving for in our workplace. So I could keep going. Those are things that the Bible says, and I think they ought to inform our policies and practices.
Al: Oh, boy, that's great, David. I appreciate that. What a great list of scriptures. And again, that just shows you the intent of God over time, the way we should treat each other in the workplace and beyond.
At Celebration, your leadership team does a great job of involving staff in decisions that affect them. And I'm just going through a couple of your highlights here and really interested in your feedbacks. Give us a few ideas of how you do this, perhaps a memorable example of an approach that you use to get feedback to involve staff.
David: I think one of the things that we've succeeded with here is that we've built opportunities into our culture, into our rhythm, that gives people opportunities to be heard. So, for example, we've got a monthly calendar meeting where we discuss everything that's going on for the next three months, and it's mandatory for all staff. Doesn't matter if they're in maintenance. It doesn't matter if they're an administrator. Everybody is in that meeting. And we just sit there and talk through, okay, here's what we're doing. Here's where we're going. Here's how is going to impact this space, that space. Here's how it impacts the calendar. Here's how it impacts your world. And we expect everybody to contribute to that meeting. It doesn't matter your role. You've got something to say there in terms of what we do as an organization.
Another thing that we do is every single week we have a two-hour-long communications meeting, and that's a massive footprint of time. But in that, we talk about everything that we plan to communicate for the next six weeks. That's every announcement, every video, every slide, every information booth, every bulletin board, every sign, for every single ministry. And it's a required meeting for three or four different people there. I have to be there. Now, our worship and creative arts leader has to be there. Our communications director has to be there. This past week, for example, we had 14 people in that meeting because we open it to everybody. Everybody who wants to can come. And we make real decisions in that meeting that ultimately are going to affect the direction of our church because communication's so critical to our church. And so the whole staff has a chance to participate, and the whole staff has the opportunity to be heard in that decision-making process every single week. And I think that just opens it up for us, for our folks to feel like they've got something to say and something to contribute.
Al: I like that. So a quarterly meeting where really the whole quarterly plan, the use of space, everything, that's talked about, because so often that also creates and encourages cross-departmental cooperation, which they've got to cooperate in order to have all that work.
David: Right. And that's not quarterly; that's monthly.
Al: That's monthly, oh. I'm sorry.
David: We do that once a month. And then every week, we have the communications meeting, and that's also cross department.
Al: Well, that's great. Yeah.
Well, one of our top-three items on the engagement survey is the level of trust between leaders and your employees. And we know that trust takes a long time to build, and it can be lost easily. How do you see trust being built on your senior leadership team and throughout your staff culture?
David: Well, I think that I've got a responsibility to our staff to get a few things done and get done really, really well. So it's my job to set vision under the leadership of the Holy Spirit. That's a role that I have to fill. It's my job to take the lead in securing finances and resources to facilitate that vision. I've got to lead in finding staff. I've got a lead in creating an environment where everybody can do their job and create structures that help people perform. But the execution of all of that, in my view, has got to be participatory. So we work hard to plan far in advance, and we work hard to work together in that process, and then we deliberate a lot. So we have a culture that encourages people to push back, speak their mind, all of that kind of stuff. And at the end of the day, people know that sometimes I've just got to make a call. Maybe there's disagreement or we're not quite clear on which direction to go, and I've got to say, well, guys, this is the direction that we're going to head. And I think everybody knows that they have a seat at the table, they get to have input into how that's going to unfold, they get to have input in how we're going to get there, and they know that I trust them and I'm counting on them. So in turn, they can trust me to keep the ship kind of steered and pointed in a direction that's going to make sense and they feel like they've got some ownership in.
Al: I trust you're enjoying our podcast. We'll be right back after this brief word about a valuable tool that can pinpoint the true, measurable health of your culture.
Male: What if you could get an upper hand on unwanted turnover, relationship conflicts, struggling morale, and unproductive staff, and, at the same time, increase the effectiveness and impact of your organization? You can with the Best Christian Workplaces Employee Engagement Survey. This popular, proven resource pinpoints the true health of your workplace culture and ways to improve it.
You'll get a detailed breakout summary of the eight essential ways your culture and your organization can flourish, all from a principled, practical, faith-based approach that works. Join the more than 800 satisfied organizations, churches, and Christian-owned businesses who have said, "Yes." Sign up online today at bcwinstitute.org. The Best Christian Workplaces Employee Engagement Survey. It's your first important step on the road to a flourishing culture.
Al: All right. Now, let's hear more from today's guest.
I like the way you describe that, David, that you know what your role is: vision, resources, staffing, and culture environment, as you say, but then executing is a very participatory process. That's something we can all learn from. But I bet you've got a story about trusting another person in ministry. That's kind of a next step. So how does that really work?—as well as trusting God—but how about a story?
David: Well, for years now, we've been doing a car show on Father's Day, and it started off just as a gimmick. We were going to put four cars out in the front lawn on Father's Day. This was 12, 13 years ago. And the men of the church go, as they left, they went and looked at the cars, and two or three of them said, we ought to do a car show. So the next year we did. And we had, like, 25 cars at our first car show, and we thought that was fantastic. And we said, let's just do this every year, Father's Day. And so it's grown and grown and grown. This past year, we had over three—right around 300 cars there; 1500, 2000 people in attendance. And we were doing this on Sunday afternoon right after church. Well, we live in Florida. Sunday afternoon on Father's Day right after church, it's 100 degrees outside. It's no fun. And so the staff member that was in charge of that said, we're going to take this event—this very successful event—and we're going to move it to Saturday night so that we're not out there in the heat. And I thought, man, that's going to just destroy the event. You're going to take something that's really worked well, and you're going to change it. But he kept making his case and he kept making his case. And so finally I said, okay, we're going to do it. I'm going to trust you. And that year, leading up to Father's Day car show, I thought, we're going to get smoked. Nobody's going to come. And the event doubled in size, just in that one year. And the next year and every year since we've been doing it on Saturday nights. And I'm so glad that he pressed for his way, if you will. He really felt that was the right thing to do. And I'm so glad that we followed his lead on it, because it was such a great thing to do. And we've had similar situations where we didn't quite make the right call. And I said, well, okay, we'll eat that mistake together, and then we'll work together to get it fixed. But I'm convinced that a lot of our best innovations happen when people feel like they're able to kind of make their case and go out there and do something, with confidence, that they're being trusted to go through it.
Al: Yeah. You've got to really, really trust your people to have that kind of engagement with your staff. Again, 91 percent; that's remarkable.
But I've got to ask you. When trust is broken between colleagues—continuing this trust conversation—what, in your mind, is the first step toward restoration? because we oftentimes find ourselves where, oh, my gosh, trust is broken one way or another. But now we've got to rebuild that trust account. What's the first step, do you think?
David: Well, I think it's very easy for us to do things that blow up in our face. Maybe it's a careless word. You can probably tell, Al, that I like to speak, and I like to speak really fast. And sometimes that gets me into trouble. You mean to affirm somebody, but instead you hurt them. And there's really nothing that you can do in those moments other than to quickly recognize it and to start working toward biblical reconciliation. So we just recognize that in those moments where something's happened and trust has been breached, that speed matters, and we've got to get in there and say the right things and do the right things and mean the right things. Extend those apologies and just reassure that person, man, you matter the world to me, and let's kind of push the reset button on this, and let's get it right the next time that we go forward.
And we've been very successful at that. One of the things I think that really contributes to our culture is tenure. We've got—well, I would say the average pastor on our staff has been here 12 years. So our support staff, that number also is quite high. And so we've been able develop those relationships, I think, because as we see trust breached, we're pretty quick to come in there and get the process moving toward reconciling and being right with one another.
Al: Yeah. And that's another differentiation for Christian community, is it? It's how well you live together. And I love the idea that your staff has come together. They're working together. They trust each other. There's reconciliation. I love that idea. And what a great witness it is outside of the church.
So I'd love to talk a little bit about accountability, at least just for a moment, because I noticed that in your workplace culture that your staff and their supervisors regularly talk about the progress they're making and that there's a culture of accountability. And that's one of the questions we ask. And this can be really unusual for churches your size that have some type of a process for development and regular discussions with supervisors. Tell us about your review process and your accountability culture.
David: Well, we do have an annual-review process, and it took us a long time, a lot of trial and error, before we finally came up with something that we actually liked. So my goodness, we must have tried four or five different annual-review processes and so forth and really didn't like them. We just kind of burned through those things. But we were determined to settle on something that we really liked. And now we've got a process that we do think it works well for us. And it's all kind of built around an outline that says you talk with the staff member about what you want them to stop, what you want them to start, and what you want them to continue doing, in the year to come. And it allows both the employee and the employer to set goals for the next year, and it gives you the chance to review what's been successfully completed. So it's an instrument that we really like and we think is really well thought through.
So everybody knows that the annual review is going to be a part of the process. Everybody knows it's going to happen in October. That's just something that's a given in our culture. But everybody also knows that that's not the only opportunity for feedback that we have. We try to be really good in giving attaboys. When someone does something well, we try to really celebrate that, and we try to affirm that as quickly as we can in front of the whole staff. We do a weekly standup meeting, 30-minute standup meeting, a chance to celebrate what God's doing in our workplace. And at those meetings, we always do our best to celebrate when someone's had a really big success. We have a couple of places in our culture where we do that. We do a monthly staff lunch, and we celebrate victories there as well.
Now, obviously, you're going to have to have some hard conversations along the way. It's not always just "attaboys" and "good jobs." We want to have those conversations as quickly as we can. So I tell our supervisors that no employee should ever feel like they were ambushed by an annual review. That should never happen. If you've got feedback, critical feedback about underperformance that needs to happen, it needs to be done right now. Get that done. And if somebody's got a deficiency in skill, we can spend a long time resolving that deficiency in skill. They may need additional training, whatever it may be. If someone's got a deficiency in attitude or character, that's going to be troubleshot in three to four weeks. We typically don't let an attitude issue run on for more than a month. You have three or four weeks to fix that attitude or something's going to have to happen. There's got to be pretty substantial change. So we work on that immediately so we can move on from it. Then that way, when we sit down for the annual review, it's largely to affirm set goals for the year to come.
Al: Mm-hmm. We've seen situations where somebody will complain and show this really destructive attitude in a meeting, and then you'll ask, well, how long has that person felt that way? Well, they've been pretty much that way for 20 years. But your policy, let's deal with this now. We need to have that attitude changed in three to four weeks. And I'm sure that you've had great success stories of how people have changed their attitude. And some people probably have decided that maybe there's another place for them to go otherwise.
David: Yeah, absolutely. I had the chance to work with a great leader who had come from the corporate world a lot of years ago, and he supervised, at one point when he was in the corporate world, a few hundred employees. He ran a fairly large division. And he said, "David, I would call in a problem employee, and I would say 'Congratulations. Today's a brand new day for you. Your whole world is about to push a reset button. We're going to do things differently from here on out.'" And he would outline for them the challenges in their attitude, and he would tell them, "For an attitude problem, that's a 30-day clock. We're not going to let this go on forever." And I thought that was really wise, and I've tried to hang on to that and practice that here at Celebration as well.
Al: Great advice, David, thanks.
At the Best Christian Workplaces Institute, we've set a God-sized goal to see 1,000 flourishing Christian-led workplaces by the year 2030. And last year we had less than 100 such workplaces. Why do you believe it's important for a church or a parachurch organization or even a Christian-owned business to aspire to build a flourishing culture? What would you say about that?
David: Well, I think that as Christian leaders, a lot of our witness is invested in the kind of Christian workplace that we develop and that we create. So if you look at the teaching of Jesus and how He started His earthly ministry, He comes out starting right away, talking about the kingdom of God, the kingdom of God is at hand. And He tells his followers, I want you to be about declaring the kingdom of God. And that kingdom is found when God's desires are carried out. When we as God's people are living the way that God intends for us, we're kind of touching on the hem of the garment of God's kingdom. So for us in the Christian workplace, I think that building a workplace that reflects those kingdom principles is at the heart of what we're supposed to be doing. It's not an extra thing that, especially a church, needs to do. In my view, it's kind of the core part of our mission to establish a kingdom-oriented workplace.
Al: And I'd be remiss if I didn't include probably something that has helped you with this vision, and that is that you actually were a missionary for several years. You were a missionary in Zambia and Ethiopia for ten years before your current assignment. What's one of the transformative lessons about leadership and service that you learned while you were serving in different cultures?
David: Well, first of all, I absolutely love serving and working cross culturally. To me, it's a tremendous challenge. And one of things that makes it a great challenge is as a missionary, you've got to learn to lead from one cultural mindset, and you're functioning in another culture. And that makes it a lot of challenge, it makes it a lot of fun, and it forces you to think all the time about how you can achieve your vision in a way that brings benefit both from your host culture that you're living in and makes sense in the culture sent you there. And in particular, I think it forces you to really look hard at how you communicate. So, is what I'm thinking and what I'm saying actually connecting to the fact that the person who's hearing me is likely not like me at all, doesn't share my experiences, doesn't share my cultural perspectives or biases in any way. And I think that when you learn to think like that, it's a huge asset for you because it forces you to communicate without a lot of assumptions. You've got to constantly be asking yourself, is the person I'm talking to, is the person communicating with, are they receiving it the way that I want that to go and what I want that to mean?
And I think that in the context of the American church, where it's changing all the time, a lot of people that we're communicating with are folks that we really need to communicate with cross culturally. We can't just assume that because they've grown up in church or because they're in church, that they are seeing things the same way that we see them, they experience the world the same way that we've experienced them. And so we constantly have to communicate, in a sense, cross culturally here in the United States as well.
Al: Wow. I can see where that would be a great benefit.
But let me ask the question, again, looking at your data, and we've heard this ever since we were kids, the phrase, well, there's always room to improve. And your score's, again, in the top 10 percent, with your culture. It's like, well, what's next? So what is the growing edge for you? Right now you've got a really flourishing culture, but is there a growing edge? How do you go beyond where you are now, even to greater excellence?
David: I think for us, one—and I think this is true for a lot of churches in the United States—I think one of the great opportunities is to see our staff grow in its diversity. And I think a lot of church staff's become very monolithic. So all the pastors are kind of around the same age. They're all from around the same part of the country. All the ministers, all the support staff, they're all about the same age. They're all from about the same part of the country. And I understand that many churches have very specific views about men and women in leadership roles. I'm not really even talking about that as much as I am about the fact that we need to be more intentional about hiring from a broad bandwidth of age and culture backgrounds. I think we want to hire people who have a deep and abiding relationship with Christ. We want them serving on our staff. We all want people who are really sharp. We want people with good skill sets, but we also want to make sure that we're not hiring people who look just like us. We want to make sure that we've got people from every age, from every tribe, from every nation, if you will, as a part of our culture. And I think that we're in an age where the whole idea of diversity, maybe, especially when you think about it in the context of church, it's a bit of a hot button. It's been kind of hijacked as a topic. And I'm not at all advocating that we blur the lines regarding biblical sexuality and our sexual ethic in any way. That's not at all what I'm talking about. I'm just saying that our staff is better when we have eminently qualified people from a diverse cross-section of age and nationality that are serving on it. And when you've got that in your staff, it becomes a very stimulating place to work.
I love coming into our workplace and hearing two staff members speaking to one another in a different language. I love that. I love the fact that we've got people who grew up in different parts of the world, serving on our staff. I love that. And it's very, very stimulating for me to be a part of that, and I want to be a part of that more and more here at our church. And it's a challenge for us, because I mentioned before, we've got good stability on our staff. We don't replace a lot of people. But as we open new positions, as we expand ourselves, our staff, I think we've got to ask ourselves all the time, is there a chance for us to bring in someone who's younger or older, or is there a chance for us to bring in somebody from a completely different cultural background? because we need their perspectives and their insights as co-laborers for Christ.
Al: Yeah. Great. David, this has really been great. I really appreciate what you've been saying. And we've learned a lot today, including, I just love the reasons why you've really determined that you want to have a flourishing culture both as a witness, but also just personally speaking. It makes it much more of an invitation for any leader to come into a workplace that is flourishing, that there's clearly a biblical background for a healthy culture, where you involve people—we've talked about involving people. We've talked about building trust. We've talked about how to reconcile with people that we've maybe made some mistakes with. We've talked about an annual-review process and accountability, even diversity. This has been a great conversation.
How about anything that you'd like to add about what we've talked about? Anything come to mind?
David: No, Al. I just want to say thanks. Thinking through these topics has been so stimulating and so helpful for me, and it's made me take a lot harder look at our culture at Celebration, what's changed and has gotten better in the past, and what challenges there are in the future. And I just really appreciate the opportunity to do that.
Al: Great, David. I appreciate your research and thought that's gone into this conversation. It's really clear. And to put a bow on the whole conversation, how about one final thought, one encouraging word that you'd like to leave with our listeners?
David: I'd say, once I heard a great piece of advice given from one pastor to another. This was not long after I came to Celebration. He said, make sure that you're building a church that you can lead and that you want to be a part of. And I've never forgotten that advice. I think it's easy to build a church sometimes that maybe another person might pastor or that you wouldn't want to go to or attend and be a part of yourself. And I thought, that makes sense. I want to build a church, build a church culture that I want to be a part of. And so that would be my encouragement. Make sure that you're building a staff culture that you can lead and that you want to be a part of every single day. Make sure that you're creating a place that's going to be a joy to work at.
Al: David Emmert, senior pastor at Celebration Baptist Church in Tallahassee, Florida, thanks for sharing your wisdom, insights, and stories, and thank you for investing yourself in everyone who's been listening and benefiting from all you've shared with us today. So appreciate it. Thank you very much, David.
David: No worries. And thanks for the opportunity to share, and thanks for the great work that you all do at Best Christian Workplaces.
Outro: I want to thank you for joining us on the Flourishing Culture Podcast and for investing this time in your workplace culture today. If there's a specific insight, story, or action step you've enjoyed in these past few minutes, then please share it with others so they can benefit as well. If you've enjoyed this podcast, please be sure to show your support by rating, reviewing, and subscribing wherever you listen. You can also share this podcast with friends on social media.
This program is copyrighted by the Best Christian Workplaces Institute. All rights reserved. Our writer is Mark Cutshall; our social-media assistant is Solape Osoba; and remember, a healthy culture drives greater impact and growth for your organization. We'll see you again soon on the Flourishing Culture Podcast.


An exciting blend of Mahjong and Dominoes. Your goal is to uncover the location of 12 ancient artifacts that can prove the existence of the lost city of Atlantis. You have to match the domino pieces in the mahjong style. See the in-game tutorial to learn all the rules. The game includes over 250 boards, so there will be plenty of fun!


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ASHEVILLE – Because getting to a lower weight class is common to the sport, most wrestlers who battled for Southern Conference titles Saturday at Kimmel Arena have some idea what it's like to go without regular food rations.
There is one key difference between the SoCon's best grapplers and the Buncombe County residents they helped by bringing thousands of pounds of nonperishable food items to be given away as part of Eblen Charities' "Headlock On Hunger" program: The athletes know where their next meal is coming from.
But as Virginia Military coach Chris Skretkowicz pointed out, the steps wrestlers take to compete at different weights give them sympathy for those battling food instability.
"I would not wish hunger on my worst enemy," Skretkowicz said.
Bill Murdock, executive director for Eblen Charities.
Murdock estimated more than 10,000 pounds were delivered by league schools in addition to cash gifts of more than $3,000 through the wrestling drive as well as the "Hoops Against Hunger" effort through the SoCon Basketball Championships.
Murdock said the food will be given to qualified Buncombe County and Asheville City public school students to take home over spring break.
Skretkowicz said his school actually did hold a contest to see which of VMI's 11 military companies could produce the largest haul."It wasn't just our wrestling team; it was our school who did it," Skretkowicz said. "They're really big on who's company is best.


text:
Practical Visionaries
UEPodcast
Profile: Jaissa Feliz, M.A.
by Liza Burkin
When Jaissa Feliz was growing up in what were then the projects in South Boston, she recalls when her family got access to income-restricted housing it was a stabilizing force.
"I see affordable housing as a stepping stone, a foundation for low income families. It's a form of stability," said Feliz, who is planning to graduate from UEP in the fall of 2017, "I don't know if my brother and I would have gotten this far without it." Similarly Feliz, a Boston native whose family is from the Dominican Republic, hopes to work in housing policy and offer the same opportunities to other immigrant families.
Feliz, a former algebra teacher, recalls having many immigrant students in her classes who did not speak much English and whose education had been interrupted through most of their lives. After a few years of teaching Feliz felt the urge to make a broader impact on families like hers and her students'.
"I couldn't see the impact I was making outside the four walls of the classroom," Feliz said, noting that she also felt her students also faced many structural challenges and challenges pertaining to educational access.
Having done her undergraduate at Harvard University, Feliz felt Tufts University's UEP program stood out, particularly because the curriculum is heavily rooted in on-the-ground experiences.
UEP helped expose Feliz to work that community organizations were already doing. Further, Feliz obtained her current position as a Kuehn Fellow, working with the Dorchester Bay Economic Development Corporation, indirectly through UEP's Off the Wall weekly newsletter and the Greater Boston Graduate Affordable Housing Development Competition posted in one of the issues.
Feliz is still working through her next steps, but her vision is for her native Boston to be an inclusive and equitable community. She envisions a Boston where diverse community members can pursue anything they want and where all can reap the benefits of economic development.
"I know it's a long shot," said Feliz with a laugh.
For her part, Feliz would like to tackle this vision through the avenue of affordable housing.
Tags:profilestufts uep


Does Physical Abuse To Pregnant Mother Affect The Baby?
Did you know that physical violence to a pregnant woman can cause intrauterine growth restriction (retardation)? Strange as it may sound, yes, physical abuse of a pregnant woman can indeed to several perinatal complications. Worse the fetus may be dead by the time he is born.
This was the topic during the first day of the convention I attended, though I failed to catch the first part of the talk. What struck me was the slide showing a strong association between violence towards pregnant woman and adverse outcome of the baby.
With that, I searched for any articles online, any study on physical violence and its adverse effect among pregnant women. I found a study conducted in Canada, but it is a large scale one involving 4750 study population. Independent variable (cause) studied was the physical abuse, which may have occurred even as early as before pregnancy. The dependent variables (outcome/effect) were presence of antenatal (before birth) hemorrhages, intrauterine growth retardation, and perinatal death (death between 20 weeks of pregnancy until 7 days after delivery). The study has shown that there is higher risk for occurrence of antenatal hemorrhage, intrauterine growth retardation and perinatal death among abused pregnant women.
The speaker in the lecture explained why physical abuse restricts the growth of the fetus. Abuse causes the woman to be stressed. During stress, there is a release of stress hormones and substances, including epinephrine (otherwise known as adrenaline). This causes an rise on the resistive index at the level of the umbilical vessels.
During ultrasonography, the sonologist can focus on the umbilical cord and obtain the resistance index on the blood flow that goes to the baby. (Resistance index is almost similar also to the resistance along an electric wire; the higher the resistance, the lesser the output in the end). If the resistance index is increasing, it means to say that blood flow through the umbilical cord going to the baby is decreasing. Because of lack of blood supply, the baby receives less nutrition and oxygen– the basic baby's requirement for rapid growth in utero. As a result, baby ends up smaller than expected for his age of gestation.
The chronic the stress of the mother is, the worse the fetal outcome. And as I have previously stated, worst case scenario may end up in fetal death, not from the physical trauma but from the reversal of blood flow to the fetus due to very high resistance index.
(Will include the lecturer's name later when I get hold of my program).


To secure a position in the Premier League's top four, Manchester United find themselves in a real dogfight.
For Ole Gunnar Solskjaer, he needs these players to be performing at their absolute peak - just as they were when he first took charge.
Over the last couple of months, Pogba's form has dipped dramatically.
Speaking about the current situation, BT Sport pundit Paul Scholes has said that United 'need' the 'powerful' Pogba to return if his former employers are to enjoy any success this season.
"I want to see the Paul Pogba that started when Ole came in," Scholes said live on BT Sport per the Daily Express.
"Taking too many touches on the ball, not passing and he needs to get back to it."
"He's what we need, he's what Manchester United need in this team, which is real quality."


Ronald McDonald is one creepy dude. He hangs out with Barny's older, deformed brother, he loves kids just a little too much, and the food he's pimpin' ain't the most healthy thing you'll put in your body.
Someone took that creepy vibe to the next level with this video. Everything's great, until Ronald sees a kid eating a burger from the competition, then chaos ensues. Burger King, anyone?


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Experienced roofing contractors in San Antonio have been in the business for several years, meaning they know the right technique and expertise in not just evaluating the roof's condition, but also in promptly executing the best and most efficient repairs at a fair price.
Professional roofers will know how to properly install a roof in such a way that they provide proper insulation and protection for long. When you get it professionally installed, you can totally secure your home from water damage and other moisture problems. Roofs have to be mounted securely around areas such as chimneys.
One of the most important reasons for hiring professional roofers in San Antonio is to provide security. Regardless of height, a fall off of the roof is dangerous. Or when you drop something off the roof by accident while doing the repairs, it could injure someone below. Hence, it is always wise to hire a professional who has enormous experience in doing the repairs.
Professional roofing companies in San Antonio use only high-quality materials and equipment. They also have access to quality designs and aesthetically pleasing materials that give out a unique and nicer look to your home. You also get to save more money in the long run not just with the competitive pricing adopted by the company but also with the materials that are highly durable.
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Misc-NewsWWE News
Neville Changes His Story Slightly & Explains Why He Really Left WWE
Neville walked out of WWE and never came back, but apparently, it wasn't all Enzo Amore's fault. Of course, he did say that he left because WWE took away The King Of The Cruiserweight's crown and put it on a "wannabe rapper," but now it looks like Neville (now Pac) is opening up a little bit more on the matter.
Although Dragon Gate Pro Wrestling is Neville's home now and he's enjoying the freedom of an indie wrestling schedule, it's hard to imagine that he wouldn't be making far more cash in WWE.
But on his Instagram stories, while taking part in a Q&A, Neville clarified why he left McMahon's wrestling promotion.
"It wasn't really Enzo why I left, I don't hate the lad he was just annoying backstage and putting the title on him was bad, especially beating me, I was worth more than being jobbed out to jobbers so that's why I left."
So it wasn't Enzo Amore specifically, but more what Real1 represented as a jobber who was beating Neville. Either way, it won't bring Pac back to WWE any faster even if 205 Live has experienced a huge facelift since Amore's WWE release.
Sabu Defends Himself Against Haters & Two-Faced Fans
Nia Jax Fires Back At Her Twitter Trolls In A Big Way


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