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text:
Progress, far from consisting in change, depends on retentiveness. When change is absolute there remains no being to improve and no direction is set for possible improvement: and when experience is not retained, as among savages, infancy is perpetual. Those who cannot remember the past are condemned to repeat it.
George Santayana (1863-1952) Spanish-American poet and philosopher [Jorge Agustín Nicolás Ruíz de Santayana y Borrás]
The Life of Reason or The Phases of Human Progress, Vol. 1, "Reason in Common Sense," ch. 12 (1905-1906)
Often given as "Those who do not remember the past ...." Quoted at the Auschwitz Holocaust Museum, via Polish, as: "The one who does not remember history is bound to live through it again."
Often misattributed to Winston Churchill, who paraphrased it in a Commons speech in 1948: "Those who fail to learn from history are condemned to repeat it."
Added on 9-Mar-20 | Last updated 16-Mar-20
Topics: change, forgetting, heritage, history, meme, memory, progress, remembrance, retention
More quotes by Santayana, George

redpajama_set_name: RedPajamaCommonCrawl


Revenant Demon - Submit Correction - Bestiary :: Tip.It RuneScape Help :: The Original RuneScape Help Site!
You have chosen to submit a correction to Revenant demon. Please add what you wish to change to the appropriate fields. Please do not copy fields that do not need changing and only enter what you would like added/changed rather than copying the entire field, and we will evaluate your submission. If you wish to obtain credit if this submission is used, please add your name to the "credits" field. If an item is in the wrong race, please specify the correct entry in the "additional comments" field. Image submissions may be done through our Forum or by posting a link to the image in the "additional comments" field.
Habitat Revenants can be found in the Forinthry Dungeon.
Examine The essence of a demon slain during the god wars.
Notes Revenant monsters will attack with all three combat styles. All revenants drop the same items, but do so at different rates and quantities. For a complete list of drops, please refer to our Revenants Guide. Wearing Jennica's ring while fighting revenants will improve the value of their drops.


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Home › Jandoli Institute › What did Neil Young accomplish by removing his music from Spotify?
What did Neil Young accomplish by removing his music from Spotify?
By Jandoli Institute on January 31, 2022 • ( 0 )
Neil Young's decision to remove his music from Spotify has ignited lively discussion and debate, so we thought we would start a conversation as part of our Sharp Notes, Sharp Thoughts music and social justice project.
Below is what we heard from the voices we reached out to. To learn more about our Sharp Notes, Sharp Thoughts project, click here.
STEVE COCCA: Host of Flying on WSBU-FM
It is always important when famous people take a stance on a political, social, economic or in this case a public health issue.
While I'm sure that the stance taken by Young and Joni Mitchell, opposing Rogan's comments, likely will not cause anyone to change their mind, it is important that people of fame be on the public record.
An interesting spin in this instance is that Young has backed up his stance with an economic action that likely will hit Spotify where it hurts, in the wallet! Way to go Neil and Joni.
DAVID FREEMAN: Musician, Producer and Cultural Arts Educator
Coming on the heels of November 2021 news reports of Spotify CEO Daniel Ek's controversial investments in AI defense technology, the latest controversy in Spotify's corporate takeover of the music industry comes to no surprise.
Once considered a cultural renaissance man with depth and insight, Joe Rogan's exploration of the expanse of the human mind has narrowed into a practice built on spreading misinformation when it comes to COVID.
Rogan's disregard for public health has become a bother to artists so much so that musician Neil Young has removed his library from the online streaming service. Over the weekend, multiple news outlets reported Spotify shutting down customer service operation in response to overwhelming reaction by the public.
It appears that Spotify has looked to side with Rogan, deferring accountability, a stance we witness time and time again by social media/streaming platform magnates.
STEVEN GARABEDIAN: Author and Associate Professor of History at Marist College
The commercial music industry has a long history of meager compensation for musical artists, and the major streaming services — Spotify prominent among them — are no exception.
Superstars with the market power and visibility of Neil Young and Joni Mitchell are to be commended for spearheading the boycott. Other artists and podcasters carried by Spotify are reportedly set to follow.
We should never forget that the music and content that enriches our lives and comes to so many of us so easily, so "freely" and instantaneously, through online streaming has power structures and real-life stakes behind it.
CAROLE McNALL: Attorney and Assistant Professor in the Jandoli School of Communication at St. Bonaventure University
I think Neil Young was after a couple of things, both of which he accomplished.
First, I think he wanted to show this music and these musicians could influence the conversation on an important issue. If he intended it to be a private statement, he wouldn't have posted it online, even temporarily.
I think he also felt that leaving things as they were could be seen as agreeing with Spotify's decision to give Joe Rogan a platform for misinformation. By doing things his way, it was clear where he stood.
‹ New PolitiFact workshop will start Monday
Reacting to CNN President Jeff Zucker's resignation ›
Categories: Jandoli Institute, Music and Social Justice


text:
declare const _default: {
    STATE_PLAYING: any;
    STATE_PAUSED: any;
    STATE_ERROR: any;
    STATE_STOPPED: any;
    STATE_BUFFERING: any;
    RATING_HEART: number;
    RATING_THUMBS_UP_DOWN: number;
    RATING_3_STARS: number;
    RATING_4_STARS: number;
    RATING_5_STARS: number;
    RATING_PERCENTAGE: number;
};
export default _default;

redpajama_set_name: RedPajamaGithub


Is someone has problem with dpi scaling in live mode?
In graphical installer I get error "Unmounted CD" and I can't install BL. How to run install script in live mode?
Today, I actually came to the forum to ask if we were still at Alpha 2 - boy did I get good news! I'm looking forward to the finished product.
THANK YOU! to all involved in putting together Bunsenlabs. I just downloaded the 64bit torrent and ran a live usb. Looks really really nice. I kinda knew I wouldn't be disappointed.
Im still using #! stable (squeeze?) on my main system and now I have something worthy to replace it with. Looking forward to getting it installed.
Hi, old time Crunchbang user, back for some Bunsen goodness.
I installed the RC1 ISO on my netbook last night. All went well, WiFi connected, everything working as expected....except apt doesn't seem a happy bunny. Is this expected?
Any way to fix this if this is unexpected? I haven't messed with any of the default options since install, though I did complete the install script that runs once you log in for the first time - but I declined most of the options other than the ones that seemed to be recommended.
I installed BL on a VM last Friday, will install it on a spare ThinkPad at home sometime this week.
So far it has worked flawlessly on the VM and will become my primary browsing tool at work.
Congratulations, it looks like you are about to put both the # and the ! back into Linux!
One thing I have noticed: in the "BL-right-lua" conky, the calendar at the top has the days labelled as a week that begins on Sunday, while the date numbers below it seem to be laid out as week beginning on Monday. As a result, the dates are one day misaligned.
Looks like he changed gap_y from 20 to 45.


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text:
import Debug.Trace

main = do
  traceEventIO "testing"
  traceEventIO "%s" -- see #3874


text:
Home » News » Easley Receives Leadership Award From the Society of American Foresters
Easley Receives Leadership Award
From the Society of American Foresters
Thomas RaShad Easley, the assistant dean of community and inclusion at the Yale School of Forestry & Environmental Studies, this weekend will receive the Diversity Leadership Award from the Society of American Foresters (SAF) during its annual meeting in Louisville, Ky.
The award recognizes SAF members who display the ability, talent, and skill to lead innovative and exemplary diversity and inclusion efforts.
Thomas RaShad Easley
Easley joined F&ES in 2017 after a 13-year stint at the North Carolina State University (NCSU) College of Natural Resources. The first to hold the role at F&ES, Easley has been tasked with guiding initiatives to increase diversity, equity, and inclusion across the School. That includes building a more representative community of students, faculty, and staff, and developing courses and training that expand skills for an increasingly diverse student body.
Since coming to Yale he has increased the School's recruitment efforts at the U.S.'s Historically Black Colleges and Universities, and has facilitated a series of workshops and conversations on campus that address prejudice, bias, and racism. And he has promoted a stronger connection between F&ES and the New Haven community, including through partnerships with organizations such as Solar Youth, which provides urban youth with the support and opportunities to be better community stewards and develop critical skills.
Earlier this year, he launched a podcast, Heartwood, which examines the intersection of environmental issues and diversity.
"Throughout his career, Dean Easley has been an exemplary leader, voicing messages of love and mutual support in both forestry and diversity work," wrote Reid Lewis '20 M.F. in a recent tribute. "His work has positively impacted the forestry profession, our school, Society of American Foresters, and the New Haven community. We are immensely fortunate to have Dean Easley with us as a teacher, community member, leader, and friend."
Easley earned a bachelor of science degree in forest science from Alabama Agricultural & Mechanical (A&M) University, has a master's degree in forest genetics from Iowa State University and a doctorate in adult education from NCSU.
Founded in 1900, The Society of American Foresters is the preeminent organization for practicing foresters in the United States with membership exceeding 11,000 forestry professionals.


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Home | Publications| Encyclopedia | Johnston County
Students in a Johnston County School
(20288.71.199.5, Chickasaw Council House Museum Collection, OHS).
JOHNSTON COUNTY.
Located in south-central Oklahoma, Johnston County contains 658.29 square miles of total land and water area. It is bordered by Pontotoc County to the north, Coal and Atoka counties to the east, Bryan and Marshall counties to the south, and Carter and Murray counties to the west. The county was created at 1907 statehood, the name honoring Douglas H. Johnston, governor of the Chickasaw Nation in 1898–1902 and 1904–39. Tishomingo is the county seat, and Bromide, Mannsville, Milburn, Mill Creek, Ravia, and Wapanucka are other incorporated towns. U.S. Highway 377/State Highway 99 runs north-south through the county, connecting Ada to Tishomingo. Other state highways include 1, 7, 22, 48, 48A, and 78.
The county's northern portion lies in the Arbuckle Mountains physiographic region and is dominated by rock outcrops and rolling hills, and the far southern section is in the Coastal Plains region, which is more suitable to farming. The Washita and Blue rivers and Pennington Creek drain the county as part of the Red River basin. A northern appendage of Lake Texoma protrudes into southern Johnston County, southeast of Tishomingo.
Evidence of prehistoric American Indian camps and knapping stations where those groups cast their weapons and tools from native lithic material, exist in the region. The majority of these archaeological sites are Archaic (6000 B.C. to A.D. 1) or younger. There is little historic record of seventeenth- or eighteenth-century exploration of the area. In 1820 the U.S. government granted the Choctaw ownership, with most moving to the Indian Territory in the early 1830s. In 1834 the Dodge-Leavenworth Expedition traversed the present county on their march west to negotiate peace with the plains tribes. In the late 1830s the Chickasaw were relocated to the western part of Choctaw territory, and many settled in this area. In 1842 the U.S. Army established Fort Washita nearby (in present Bryan County) to protect the Chickasaw settlers from Plains Indians and whites.
In 1853 on Pennington Creek the Chickasaw erected a council house, around which the community of Tishomingo emerged. In 1855 the Chickasaw separated from the Choctaw, forming their own nation, which included the region. Tishomingo became the capital, and in 1856 the nation constructed a brick capitol building. Several missions and mission schools served the Chickasaw Nation. In 1844 the Methodist Episcopal Church established the Pleasant Grove Mission School near present Emet and opened the Chickasaw Academy four miles southeast of Tishomingo. In 1852 the Wapanucka Female Manual Labour School opened, operated jointly by the Board of Foreign Missions of the Presbyterian Church and the Chickasaw Nation.
The Chickasaw government joined the Confederacy during the Civil War. The Federal order to evacuate Forts Washita, Cobb, and Arbuckle to Fort Leavenworth in Kansas was relayed to Lt. Col. William Emory, who camped near Pleasant Grove Mission while he gathered his Union troops. Confederate forces soon arrived, and they used Wapanucka's stone building as a hospital and prison.
Before and after the war major transportation routes crossed the area. The Texas Road passed through the future county's eastern portion, serving as an early regional transportation artery. Military roads also connected Fort Washita to Forts Gibson, Arbuckle, and Sill. At the beginning of the twentieth century an intrusion of railroads reworked the region's settlement patterns, initiating new townsites and relocating others. In 1900–1901 the St. Louis, Oklahoma and Southern Railway, which the St. Louis and San Francisco Railroad (Frisco) purchased in June 1901, laid tracks north-south through the area. In 1902 the Western Oklahoma Railroad, which became the Choctaw, Oklahoma and Gulf Railroad (CO&G), constructed a line southwest to northeast through the present county. In 1908–10 the Missouri, Oklahoma and Gulf Railway (MO&G), acquired by the Kansas, Oklahoma and Gulf Railway in 1919, laid a north-south line in the far eastern portion of present Johnston County. In 1911 the MO&G built a short excursion spur west to Bromide, an early-twentieth-century health resort, capitalizing on the vicinity's natural springs. At the end of the twentieth century the Burlington Northern and Santa Fe, which acquired the Frisco in 1980, was the only railroad left in the county.
Ranching began playing an important economic role while the area was still part of the Chickasaw Nation. Ranchers such as Sam Daube, Cyrus Harris, and James Riley grazed herds there prior to allotment, which was finalized in 1906. After 1907 statehood newly created Johnston County had a number of successful ranchers, including Frank Gillespie and Felix Penner, who had married Harris's daughter. Penner expanded Harris's livestock operations, which lasted through the twentieth century as Penner Ranch. In 1907 residents owned 16,186 cattle and milk cows, a number that increased to 27,273 in 1935. By 1963 there were 47,400 head and by 1978, 70,000. In 2000 ranchers owned 45,000 milk cows and other cattle.
Farming also spurred the economy. Tenant farming prevailed through the first half of the twentieth century. In 1910 tenants, including sharecroppers, operated 1,638 farms, while owner-operated farms numbered 390. In 1925 the Chapman Estate, with J. O. Chapman as president, purchased a large amount of land and divided it into eighty-acre tracts. Each had a modern house (with electric lights and running water), a chicken house, a double garage, a large barn, granaries, and sheds. These farms were designed to raise diversified crops, including cotton, corn, and alfalfa, and the estate recruited experienced farmers, even including sixty Mexicans who had farmed in southern Texas. In 1935 there were 1,336 tenant farmers compared to 329 full owners working their own land. In 1940 tenancy fell to 1,086 and ownership climbed to 433. Tenancy almost ended after World War II, due to a large migration from rural areas to urban centers and the widespread mechanization of agriculture. In 1950, 302 of Johnston County's farm operators reported themselves to be tenant farmers.
Over the century diversified farming increased. In 1907 corn, with 84,347 acres planted, and cotton, with 34,824 acres, led the county's field crop production. By 1934 farmers had planted 24,917 acres of corn, 20,309 acres of cotton, and 10,710 acres of hay and sorghum. By 1963 the crops were further diversified with 7,200 acres of oats, 4,350 acres of peanuts, 3,600 acres of alfalfa, 3,400 acres of sorghums, 3,000 acres of barley, 2,700 acres of cotton, 900 acres of corn, and 750 acres of wheat. The Chapman land was sold to the U.S. Army Corps of Engineers prior to Lake Texoma's impoundment in 1944. The Tishomingo National Wildlife Refuge, established in 1946, took a portion of the land and temporarily used some of the farm buildings as employee residences and the farm store as headquarters.
The importance of agriculture in the county's history is illustrated by the presence of several institutions. In 1909 Oklahoma's forerunner to the 4-H organization began in Tishomingo as the Boy's Corn Club. One year earlier the Murray State School of Agriculture began its first classes in Tishomingo. In 1972 the community college's name changed to Murray State College. In 1929 construction began on the Tishomingo National Fish Hatchery, which breeds and maintains sport and endangered fish.
Although oil and gas have not been produced in large quantities (5,405 barrels of oil and 16,759 million cubic feet of gas in 2000), mineral extraction has been a constant activity in Johnston County since the nineteenth century. Granite, glass sand, limestone, dolomite, gravel, asphalt, iron ore, and manganese have been mined. Small deposits of lead and zinc, as well as one small vein of gold, started a short-lived frenzy in the early twentieth century. Granite quarries and the mining of sand and gravel remained an economic staple. In 2002 Johnston County led the state sand and gravel production, with 3,429,491 tons. The county led in granite extraction, with 2,355,236 tons, and also produced 1,137,685 tons of limestone.
When the county organized at 1907 statehood, the population stood at 18,672. By 1920 the number had climbed to 20,125. As the cotton industry withered and the Great Depression took hold, thousands left, and the U.S. Census registered 13,082 in 1930, 15,960 in 1940, and 10,680 in 1950. In 1970 the county reached its lowest population when the census reported 7,870. The number of residents rebounded to 10,356 in 1980 and remained steady at 10,513 in 2000. The 2010 census counted 10, 086 residents, of whom 73.1 percent were white, 15.5 percent American Indian, 1.9 percent African American, and 0.2 percent Asian. Hispanic ethnicity was identified at 3.9 percent.
A number of notable Oklahomans have come from Johnston County. Included are several governors of the Chickasaw Nation, among them Cyrus Harris, Henry Johnston, Jonas Wolf, and Bill Anoatubby. Te Ata (Mary Frances Fisher), a traditional Chickasaw storyteller, was born in Emet. Entertainer Gene Autry was raised at Ravia. Politicians William "Alfalfa" Bill Murray and his son Johnston Murray called the county home. Neill Armstrong, who coached the Chicago Bears, was also a county resident.
Johnston County has numerous historical sites, recreation areas, and other amenities. Five sites in Tishomingo are listed in the National Register of Historic Places, including the Chickasaw National Capitols (NR 71000663), the original log structure and the current building. In 1897–98 the Chickasaw built a large, granite building, replacing the one destroyed by fire. In 1910 the county purchased the structure to use as its courthouse, and in 1992 the tribe reacquired it. The Chickasaw Council House Museum is also located in Tishomingo. The White House of the Chickasaws, Douglas H. Johnston's home, (NR 71000662) and the Wapanucka Academy Site (NR 72001065) are other county locales in the National Register. In 1960 Johnston Memorial Hospital opened its doors in Tishomingo, providing health care to the region's residents. Lake Texoma, Blue River, and the Tishomingo National Wildlife Refuge attract outdoor enthusiasts, providing another source of income to area businesses.
Larry O'Dell
See also: LIMESTONE, SETTLEMENT PATTERNS
Daily Oklahoman (Oklahoma City), 20 September 1925 and 1 June 1992.
History of Johnston County, Oklahoma (Dallas, Tex.: Curtis Media Corp., 1988).
Carl Reubin, ed., Johnston County History, 1855–1979 (Tishomingo, Okla.: Johnston County Historical Society, 1980).
Frances Thetford, "Johnston County," Oklahoma's Orbit: The Magazine of the Sunday Oklahoman (Oklahoma City), 29 January 1961.
Muriel H. Wright, "Wapanucka Academy, Chickasaw Nation," The Chronicles of Oklahoma 12 (December 1934).
Larry O'Dell, "Johnston County," The Encyclopedia of Oklahoma History and Culture, https://www.okhistory.org/publications/enc/entry.php?entry=JO013.
Chickasaw National Capitols, National Register of Historic Places
Governor Douglas H. Johnston House, National Register of Historic Places
Johnston County newspapers, The Gateway to Oklahoma History


text:
Yüreğir ist ein Bezirk der Stadt Adana und zugleich ein Landkreis in der Metropolprovinz Adana in der Türkei. Der Bezirk existiert seit dem 5. Juni 1986 und liegt 23 m über dem Meeresspiegel. Yüreğir ist 835 km² groß, vor der Neugliederung der Provinz im Jahr 2008 war der Landkreis 1.443 km² groß. Die Einwohnerzahl beträgt 407.054 (Stand: Ende 2021). Der Name entstammt dem türkischen Stamm der Yüreğir, die im 14. Jahrhundert hier die Dynastie der Ramazanoğulları gründeten.

Sehenswertes
Im Osten des Landkreises liegt die Ruine der byzantinisch-kleinarmenischen Burg Gökvelioğlu Kalesi. Im Dorf Yakapınar liegen die Ruinen des antiken Mopsuestia mit einer restaurierten römischen Brücke und einem Mosaikmuseum.
9 km südlich davon  befindet sich das 1122 erbaute armenische Kloster Arqakaghni, das während des Völkermords an den Armeniern ab 1915 zerstört wurde.

Weblinks

Einzelnachweise

redpajama_set_name: RedPajamaWikipedia


Yoga is growing fast in this part of London and this page is all about the Yoga classes available in Twickenham. If we're missing one please let us know. Our page on yoga classes in Richmond Borough covers a broader area - you may find the perfect teacher is in the next town or village.


In addition to Stryn, 118 other teams from 11 different countries played in Girls 15. They were divided into 29 different groups, whereof Stryn could be found in Group 6 together with Kallhälls FF, Lindsdals IF and Falköpings KIK.
Stryn continued to Play off B after reaching 4:th place in Group 6. In the playoff they made it to 1/32 Final, but lost it against IFK Trelleborg with 0-2. In the Final, TGK Worcestershire won over Gideonsbergs IF Vit and became the winner of Play off B in Girls 15.


Western blot analysis of extracts from various tissues and cell lines using Calretinin (E9R6G) Rabbit mAb (upper) and β-Actin (D6A8) Rabbit mAb #8457 (lower).
Immunoprecipitation of Calretinin protein from mouse brain tissue extracts. Lane 1 is 10% input, lane 2 is Rabbit (DA1E) mAb IgG XP® Isotype Control #3900, and lane 3 is Calretinin (E9R6G) Rabbit mAb. Western blot analysis was performed using Calretinin (E9R6G) Rabbit mAb as the primary antibody and using a light chain specific secondary antibody.
Calretinin (E9R6G) Rabbit mAb recognizes endogenous levels of total Calretinin protein.
Monoclonal antibody is produced by immunizing animals with a synthetic peptide corresponding to residues surrounding Glu149 of human Calretinin protein.
Calretinin (29 kDa calbindin, calbindin 2) is a calcium-binding protein of the EF-hand family encoded by the CALB2 gene. It is differentially expressed from homologous family member calbindin-d28k in distinct neuronal populations of the retina, auditory system, and cerebellar granule cells (1, 2), and acts as a marker for specific neuronal subsets of the subthalamic nucleus and the substantia nigra (3). Calretinin has been shown to play an important role in modulating neuronal excitability and the induction of long-term potentiation (1). Research has shown that, pathologically, calretinin is a selective marker for epithelial mesothelioma, making it a diagnostic tool to differentiate from adenocarcinomas (4).
Camp, A.J. and Wijesinghe, R. (2009) Int J Biochem Cell Biol 41, 2118-21.
Rogers, J.H. (1987) J Cell Biol 105, 1343-53.
Fortin, M. and Parent, A. (1996) Brain Res 708, 201-4.
Gotzos, V. et al. (1996) Pathol Res Pract 192, 137-47.


He'll never let go. Less than a year ago, a best man named Mitch Jolliff went viral after hilariously photobombing his best friend's engagement and wedding photos by posing as the classic relationship third wheel….
New York-based actors Jackie Nguyen and Nate Huntley have always embraced the bold and the dramatic, and when it came time to take their engagement photos, they definitely showed off their flair for the theatrical….


Coprosma Crassifolia - An interesting twisted coprosma with stiff bushy twiggy growth, small leaves, interlacing branches, and reddish brown colouring. Produces berries making it very attactive to native birds. Very tough and suitable for harsh conditions including alpine, coastal, windy and dry. Mature Height 2m.
These are the seconds left at end of batch of our large size in 9cm pots. They are variable sized or mishapen but good healthy plants that will come away fine once planted.


Aurora DAO (CURRENCY:AURA) traded down 8.6% against the US dollar during the 1 day period ending at 8:00 AM Eastern on March 21st. One Aurora DAO token can now be bought for approximately $0.0255 or 0.00000624 BTC on major exchanges. Aurora DAO has a total market capitalization of $3.97 million and approximately $91,096.00 worth of Aurora DAO was traded on exchanges in the last day. During the last seven days, Aurora DAO has traded down 1% against the US dollar.
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IOST (IOST) traded up 14.6% against the dollar and now trades at $0.0092 or 0.00000226 BTC.
Pundi X (NPXS) traded down 0.6% against the dollar and now trades at $0.0006 or 0.00000015 BTC.
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Project Pai (PAI) traded 0.5% lower against the dollar and now trades at $0.0524 or 0.00001281 BTC.
Aurora DAO (CRYPTO:AURA) is a token. It was first traded on September 28th, 2017. Aurora DAO's total supply is 1,000,000,000 tokens and its circulating supply is 155,737,556 tokens. The official website for Aurora DAO is auroradao.com. The official message board for Aurora DAO is medium.com/aurora-dao. The Reddit community for Aurora DAO is /r/auroradao and the currency's Github account can be viewed here. Aurora DAO's official Twitter account is @Aurora_dao and its Facebook page is accessible here.
Aurora DAO can be traded on the following cryptocurrency exchanges: IDEX. It is usually not possible to purchase alternative cryptocurrencies such as Aurora DAO directly using US dollars. Investors seeking to acquire Aurora DAO should first purchase Bitcoin or Ethereum using an exchange that deals in US dollars such as Gemini, Coinbase or Changelly. Investors can then use their newly-acquired Bitcoin or Ethereum to purchase Aurora DAO using one of the exchanges listed above.
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We b•lēve confidence is the secret ingredient to real beauty, and to that end, we created b•lēve – a line of fine products that you can be confident in.
We b•lēve that quality beauty products made with natural ingredients and backed by advanced science should be convenient and affordable.
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Wheels – Front 19'' x 1.4'' Alloy rim/hub. Rear 17'' x 1.6'' Alloy rim/hub.
Suspension – Front telescopic spring fork, Compression adjustment & oil damping. Rear shock, preload & compression adjustment, oil damping. Softer front & rear springs fitted as standard.
OSET debuted the OSET 24.0 Jr concept bike at the UK Dirt Bike Show at the end of 2014.
From that time forward the OSET 24.0 Jr 2019 has been developed into the incredible 2019 production models. A powerful new OSET motor, controller and battery have been designed to work in unison on this machine. Very few components are shared with other OSETs. This was truly a ground up design that takes OSET into new territory and new heights.
The OSET 24.0R Jr 2019 is aimed at the youth trials market, and is able to compete in the Youth 'medium wheels' classes. It features 17" x 3.5" rear and 19" x 2.5″ front trials tyres. The rear wheel offers superior traction for competition trials situations. The suspension is also set up for young riders, with a recommended maximum weight of 61kgs (135lbs).
The OSET 24.0 Jr 2019 features high end components, from the 20ah high output OSET lithium battery, to the adjustable full length RST forks, DNM rear shock and SRAM hydraulic brakes with a 180mm discs front and rear. Motorcycle rims are strong and light to take some serious riding. The motor is a new 1400w OSET unit with hardened sprockets and strong chain. The OSET controller is a high power unit and features the familiar 3-dial adjustability, so the power, speed and response are fully adjustable to suit the rider. The new OSET magnetic lanyard adds a level of safety and is competition legal.
The OSET 24.0 Jr 2019 – a machine for the future – right now!


Two contrasting energy news stories recently crossed my desk. The coincidence is noteworthy for what it reveals about innovation and its relationship to corporate greed.
The first story celebrated a triumph of cooperation between inventors and international funders, which has enabled the first fuel-free flight around the world. Like early fueled flights of circumnavigation, it was slow-going, but on July 26, 2016, Solar Impulse 2 finally completed the last leg of its flight circling the globe and landing in Abu Dahbi where the journey had begun on March 9, 2015. As its name suggests, Solar Impulse successfully derives all of its energy from the sun, lending an ironic twist to the Greek tragedy of Icarus whose flight was cut short by solar rays.
Aircrafts are the CO2 producing behemoths of human travel, so this flight has enormous implications for the future of energy efficiency. Any experimental effort that takes on that challenge is a true cause for celebration!
The second news bulletin that caught my eye was the galling revelation that as far back as the 1960's, oil companies such as ExxonMobil, appreciating the impact that worsening pollution would ultimately have on their industry, conducted research into reducing carbon emissions and even obtained patents for carbon reducing technologies, while actively lobbying to ensure governmental inaction on climate change.
Here we are in the twenty-first century, and we are faced with an imminent CO2 crisis. The sheer cynicism betrayed in the oil industry's suppression of this information boggles the mind. As we reflect on their accountability for this shameful deception, we must be reminded that this is by no means an isolated betrayal. Like the oil industry, Big Tobacco placed its own interests ahead of the health of people throughout the world for decades, all the while engaging in its own war of data suppression.
Even as I write this, there is an effort underway in the nuclear power industry to revise the radiation story in order to allow for greater public exposure. Why? Once again, public welfare has less weight in deliberations than the economic benefit for an industry in crisis. A higher exposure threshold translates to the ability to release more radiation during atomic power plant operations, lower insurance costs and more favorable actuarial profiles, and less onerous regulation by the NRC. In short: it's all about money.
Fracking and Fukushima have undermined the economic feasibility of nuclear power as an energy source, so at this point, the only way to make the math work is to diminish the risk factor by recreating the myth that low-dose radiation does no damage to humans and other species or to the food we eat, the water we drink, or the air we breathe.
Revisionist radiation theory is entering a third generation.
The first generation of the nuclear era began with the dropping of atomic bombs on the Japanese population in 1945. It wasn't until five years after the bombings that the U.S. authorities began collecting data on the effects of radiation from the blasts. By then, the most vulnerable had already succumbed. The remainder of the exposed population, had already demonstrated a degree of hardiness that set them apart as perhaps unusually resistant. Read Missing Doses in the Life Span Study of Japanese Atomic Bomb Survivors that was funded in part by grant R01-CA117841 from the National Cancer Institute, National Institutes of Health. The authors, David B. Richardson, Steve Wing, Stephen R. Cole, are affiliated with the Department of Epidemiology, School of Public Health, University of North Carolina, Chapel Hill, NC.
Being an army of occupiers, the U.S. authority was highly motivated to unquestioningly accept any data that minimized the human toll of the bombings. Thus, under the influence of the U.S. Department of Defense, that flawed data became the benchmark for future radiation pathology theory, and it was joined by the atomic power production industry once "Atoms For Peace" began a reclamation of the reputation for nuclear energy.
In the wake of the Chernobyl catastrophe, Soviet authorities were aided in their own attempts to minimize the public relations damage from the Chernobyl meltdown by the weakness of data from Japan's experience suffering atomic bomb attacks at Hiroshima and Nagasaki. According to evidence uncovered and testimony by scientists involved in evaluating the human toll from the Chernobyl disaster, it is clear that the Soviets suppressed information about the true magnitude of the human toll.
Now, the legacy of flawed radiation exposure data has entered its third generation, as new cases of thyroid cancer have brought the known total from the Fukushima meltdowns to 131 cases, at present count. The Japanese government, again reflecting its official bias in favor of nuclear power production, dispute the relationship to the meltdowns of three Fukushima Daiichi atomic power reactors for the marked uptick in thyroid cancers among young children; and it cites the flawed Chernobyl data showing negligible thyroid cancers as evidence. Aiding and abetting this narrative is the fact that, since the nuclear bombings in 1945, disease related to radiation exposure has carried a particular stigma in Japan, causing many affected individuals to deny that radiation might have anything to do with their afflictions or illness.
How did this this cultural stigma come into being? One is tempted to suspect that the Japanese government may be deliberately encouraging its adoption and perpetuation, as it has certainly served its financial interests as well as its desire to have and control nuclear weapons.
If we fail to scrutinize not just the data as presented, but the interests behind that data, we lend ourselves to the most cynical of corporate and government proliferation agendas.
We glimpse a hopeful future in the flight of Solar Impulse, where innovation will inevitably lead to better energy storage options and truly clean energy technology that will transform our world. However, it is clear that we also must be ever vigilant against the real manipulation of scientific fact in the service of corporate greed.
Fairewinds has a new Government Cover-Ups page! Check it out!
Not only is solar energy getting cheaper every day, its installation has become one of the most innovative and forward thinking endeavors worldwide.
The estimated price of this sort of installation is five trillion dollars- that's less than the cost of President Obama's last bank bailout. "There is no way coal, oil, wind, geothermal or nuclear can compete with this," Prof Moalem concludes.
Heavy rain from Typhoon Malakas lifted radioactive groundwater to the surface of the Fukushima Daiichi nuclear meltdown site. During a torrential downpour, unregulated surface water surrounding the coastal Fukushima atomic plant is likely to pour into the Pacific Ocean. Tokyo Electric Power Company (TEPCO), responsible for the cleanup efforts at the destroyed Fukushima reactor site, admitted fears that an out of controlled amount of radioactive water was released into the surrounding seaport. Once again TEPCO has demonstrated its inability to get a handle on a safe cleanup of this atomic catastrophe and Fukushima Daiichi continues to release high levels of radiation into its surrounding environment. Although Typhoon Malakas was later downgraded from a typhoon to an "extratropical depression" as it moved south of the Fukushima Prefecture, its impact was enough to recontaminate the radioactively ravaged meltdown zone.
Southwest of Fukushima, the controversial Monju fast-breeder nuclear reactor sits along the Sea of Japan coast. Finally, after three decades of repeated breakdowns, horrible mismanagement, and billions of dollars of taxpayer money, the Japanese government has decided to decommission the useless facility. Dating back to 1980, Monju was only operational and live for approximately three months…total. Even if the Monju reactor had worked, its fuel would still have to be reprocessed before it could actually be used for reactor fuel.
Fairewinds Chief Engineer Arnie Gundersen has pointed out that the cost of Monju ($10 BILLION!) could have been spent providing solar power to at least 285,000 houses. For those people living in the United States, the US Department of Energy contributed millions of your tax dollars to attempt to make this doomed project succeed.
Kevin Kamps of Beyond Nuclear sits down with Nuclear Free Future Host Margaret Harrington to discuss why he participated in the Dakota Pipeline Protest and how the new federal proposals for radioactive nuclear waste sites is related to the ongoing oil pipeline protest. This emotional and poignant conversation addresses both oil and nuclear companies' abhorrent indifference to the destruction of sacred land and water sources due to their corporate greed.


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Waste, drainage and environment
This policy details the safeguards enforced by Council to ensure that stormwater runoff generated by new developments does not adversely impact downstream properties for all storm events up to and including the 100-year ARI event.
This policy applies where:
A development increases the impervious area of a site
The existing drainage system is unable to accommodate an increase in stormwater discharge from the site
OSD Design Guidelines and Checklist
The design of the OSD system must be to the satisfaction of Council.
The OSD Design Guidelines will assist applicants to design an OSD system in accordance with Council's requirements.
Annual exceedance probability (AEP) The probability that a given rainfall total accumulated over a given duration will be exceeded in any one year.
Average recurrence interval (ARI) The average or expected time period between exceedances of a given rainfall total accumulated over a given duration. It is implicit in this definition that the periods between exceedances are generally random.
Catchment The land area draining to a point of interest.
Council means Casey City Council, being a body corporate constituted as a municipal Council under the Local Government Act 1989.
Councillors means the individuals holding the office of a member of Casey City Council.
Council officer means the Chief Executive Officer and staff of Council appointed by the Chief Executive Officer.
Discharge Rate of flow of stormwater expressed in unit volume per unit time (litres per second).
Drainage system Comprises all components of stormwater infrastructure from the legal point of stormwater discharge to the receiving water body. Includes both constructed assets (pipes, culverts, overland flow paths, roadways, kerb and gutters) and natural assets (waterways and creeks).
On-site stormwater detention (OSD) Temporary storage and controlled discharge of stormwater runoff intended to reduce the peak flow from a site.
Overland flow The surface flow of stormwater runoff that occurs when the volume of runoff exceeds the capacity of the piped drainage system.
Runoff The portion of rainfall that does not infiltrate into the soil, resulting in the presence of surface water.
• A development increases the impervious area of a site, and
• The existing drainage system is unable to accommodate an increase in stormwater discharge from the site.
Australian Rainfall and Runoff and Australian Standard AS3500.3:2003 Plumbing and Drainage establish that stormwater runoff in all storm events up to and including the 100-year ARI (1% AEP) storm event must be conveyed safely and not present a hazard to people or cause significant damage to property.
Council has a responsibility under the Local Government Act 1989, Planning and Environment Act 1987 and Water Act 1989 to ensure that new developments within the municipal district do not adversely impact on the performance of the local stormwater drainage system or cause an unreasonable flow of water on to downstream properties in all storm events up to and including the 100-year ARI (1% AEP) storm event.
This will be achieved by ensuring that on-site stormwater detention systems are incorporated into new developments to reduce the peak flow of stormwater from the site. The on-site detention system reduces the peak flow by temporarily storing stormwater runoff within the development site while discharging to the Council drainage system at a controlled rate.
The need for an on-site stormwater detention system will be assessed by Council upon receipt of a planning application. The installation of an on-site stormwater detention system will be enforced as a planning permit condition.
5.1 On-Site Stormwater Detention Requirement
On-site stormwater detention is required where:
The existing drainage system is unable to accommodate an increase in stormwater discharge from the site.
5.2 Exemptions from On-Site Stormwater Detention Requirement
Council may consider waiving a requirement for on-site stormwater detention where:
• The downstream drainage system has been upgraded to accommodate the increase in runoff from the site for all storm events up to and including the 100-year ARI (1% AEP) event.
• The Applicant can demonstrate to Council's satisfaction that provision of on-site stormwater detention on the subject site would not be of benefit in reducing the adverse impacts of flooding on downstream roads, properties and watercourses. The Applicant must model the total catchment containing the site at its full development potential while maintaining the existing drainage system. It is anticipated that this exemption may apply at the lower end of major catchments where delayed release of runoff may worsen the flood peak.
5.3 Design Objectives
The on-site stormwater detention system must:
• Restrict the rate of stormwater discharge to the permissible rate of discharge during the design storm event specified by Council (up to and including the 100-year ARI (1% AEP) event).
• Provide sufficient storage to ensure peak flow rates at any point within the downstream drainage system do not increase as a result of the development during the design storm event specified by Council (up to and including the 100-year ARI (1% AEP) event), unless the downstream drainage system has been designed to accommodate an increase in stormwater discharge from the site.
• Drain within 72 hours to ensure the storage volume is available for a subsequent storm event.
The on-site stormwater detention system should:
• Be integrated into the architectural design of the development so that adequate storage areas are included in the initial stages of the site design.
5.4 Design Guidelines
Council will publish and maintain a set of On-Site Stormwater Detention Design Guidelines to assist applicants to design the system in accordance with Council's requirements.
5.5 Maintenance Requirements
The property owner is responsible for the operation, maintenance and replacement of the on-site stormwater detention system. Where the on-site stormwater detention system is located on common property within a multi dwelling site, the body corporate is responsible for the operation, maintenance and replacement of the system.
Council recommends that on-site stormwater detention systems are cleared of debris and sediment at least once per year to ensure correct operation.
The clearing of below ground storage facilities should be conducted in accordance with the requirements and risk control measures specified in AS2865-2009 Confined Spaces.
6. Administrative
Updates It is recognised that, from time to time, circumstances may change leading to the need for minor administrative changes to this document. Where an update does not materially alter this document, such a change may be made administratively. Examples include a change to the name of a Council department, a change to the name of a Federal or State Government department, and a minor update to legislation which does not have a material impact. However, any change or update which materially alters this document must be by resolution of Council.
The next biennial review of this document is scheduled for completion by 31 January 2022.
Download PDF (79 KB)


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Investors King
Splyt, Binance Partner to Offer 90m Binance Users Ride Hailing Services
Nigerian Exchange Limited
Samed Olukoya
Cryptocurrency investors and traders on the world's largest cryptocurrency exchange platform, Binance, can now order rides on the app and pay in any cryptocurrency of their choice.
To achieve this, Splyt, a global superapp enabler partnered with Binance to offer the company's over 90 million users spread across 150 countries access to ride-hailing services and experiences within the Binance app.
The two companies announced the partnership in a joint statement obtained by Investors King on Tuesday.
With the new partnership, Binance users will be able to order rides on the Binance marketplace and make payments via any cryptocurrency of their choice without the need to convert to fiat. Also, Binance users will be able to seamlessly access and complete the transaction using Binance Pay without the need to download another app for payment or having to keep multiple usernames and passwords.
Splyt's network covers over 150 countries and offers more than 300,000 trips, tickets, and things to do globally. The on-demand network is already accessible to billions of global smartphone users, through existing partnerships with Alipay, Grab, Booking.com and other leading superapps.
Splyt technology will help Binance reduce integration complexity with other superapp partners, support local languages conversion and provide global customer support. This means that users can comfortably use their favourite superapp seamlessly – whether at home or while travelling.
Speaking on the partnership, Philipp Mintchin, Co-founder and CEO of Splyt said "We're thrilled to partner with Binance, the world's leading cryptocurrency exchange, as it pioneers the integration of ridehailing and experiences, and evolves into a true superapp. Furthermore, Binance's 90 million users will become an incredibly strong demand partner for our network of ridehailing and experience providers."
For Binance, Pakning Luk, Regional Head of Business Development for Binance Pay has this to say "Binance Pay is proud to be partnering with Splyt globally as we expand our offering to our user base. Without leaving the Binance App, Pay users have the full capabilities of the Splyt service, allowing them to explore new places and experiences wherever they find themselves."
Nigeria Approves Microsoft Agreement, Others to Accelerate 5G Deployment
Empowering DRC Through Improved Connectivity
Is the CEO/Founder of Investors King Limited. A proven foreign exchange research analyst and a published author on Yahoo Finance, Nasdaq, Entrepreneur.com, Investorplace, and many more. He has over two decades of experience in global financial markets.
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Short-Form Video Platform TikTok Improves Private Messaging Feature
Ojukwu Emmanuel
Short-form video hosting platform TikTok has improved its private messaging feature by expanding the direct message settings, giving users the option to choose who they want to receive messages from.
The company which sent an email to users updating them on the feature disclosed that the current messaging update contains options such as suggested friends, mutual followers, and people you have sent messages to.
Through settings, users can access the DM options, and also filter out suspicious spam messages. To change their direct messaging settings, all they need to do is to tap the profile icon at the bottom of the Tiktok home screen.
Next, they will tap on the menu button at the top and select "settings and privacy", and then tap "privacy". From there they will need to select direct messages and then they would be able to choose who they would like to allow to send them DM.
This feature could make TikTok a messaging app, enabling users to DM their favorite content creators. The feature is currently on other social platforms such as Instagram and Snapchat which enables users to choose who they want to receive messages.
Investors King understands that TikTok's latest messaging feature can be seen as a move towards competing with other social media platforms that have enabled such feature.
The short-form video platform has continued to improve its platform with the latest user-friendly features as it continues to heighten competition in the social media space. Last year, it introduced a "new friends tab" that replaced the "discover tab", which the app disclosed that it was looking for a new way to recommend content based on users' friendships.
After its launch in 2016, reports disclose that TikTok awareness has grown exponentially. Its popularity skyrocketed with a 61% increase in mentions year over year (YOY) during the first half of 2021.
According to report, TikTok has the power to help brands connect with their target market especially when they engage them. Being the first non-facebook app to reach 3 million global downloads, TikTok is poised to continue its dominance in the social media space.
After Over Two Years, Meta Promises to Lift Suspension on Donald Trump's Facebook, Instagram Accounts
Ugwoke Ogbodo
As the political atmosphere gathers momentum in the United States of America ahead of its Presidential election next year, stakeholders have started paving way for possible contenders to marshal their manifestos and seek the electorate's support.
A former President of the United States, Donald Trump, while addressing a crowd of supporters in Texas, late last year, had hinted of his desire to contest the presidency in 2024.
Meanwhile, of these key stakeholders are owners of Information, Communication, Technology including the social media platforms. Meta Platforms Inc (META.O) belongs to this category.
Meta, an American multinational technology conglomerate, promised to will restore Trump's Facebook and Instagram accounts soon.
Trump's accounts, with about 57 million followers, had been suspended after a riot broke out in Capitol Hill on January 6, 2021.
The social media handles, after the suspension would have been lifted on them, would afford the former president of opportunities of interacting with his political supporters online in line with his aspiration to oust the incumbent President Joe Biden.
While his Facebook account has 34 million followers, his Instagram has 23 million.
Investors King had reported that Trump's Twitter account had been suspended following alleged misinformation and incitement of violence.
But, after Elon Musk took over Twitter in November, 2022, he reinstated Trump's account.
Ahead of the poll, advocates of free speech have said it would be good if political candidates are allowed to reach out to the public on social media.
Meanwhile, critics have accused Meta of relaxing its policies to accommodate posting of contents that are inappropriate to standard. But, the technology conglomerate said it has made some barriers that would prevent misinformation.
Explaining how it would tackle Trump posts henceforth, Meta's President of Global Affairs, Nick Clegg, had said that any violating content of the politician would be removed and that Trump risks between one month and two years suspension depending on how serious the offence is.
Nonetheless, the decision to reinstate Trump's accounts has been generating condemnation as civil rights groups accused Meta of parading weak policies that allow disparaging content on their platforms.
Some of these advocates described the former president as danger that should be tamed.
Some of the groups,l including Free Press, Anti-Defamation League and NAACP, among others said they are worried that Facebook may not be able to checkmate possible future attacks by Trump on democratic process.
But, Jameel Jaffer, executive director at the Knight First Amendment Institute at Columbia University and a former ACLU official, said the restoration of Trump's accounts is justified.
Jaffer said the reinstatement would allow members of the public, the opportunity of hearing directly from candidates gunning for political offices in the forthcoming presidential election.
Macroeconomic Factors Affect Consumer Spending as Mastercard Shares Slip
As the decline in macroeconomic factors persists globally, consumer spending via payment giant Mastercard has continued to decline along with the company's shares.
The company shares slipped 1.1% to $378.35 yesterday morning in New York trading after it warned revenue growth would slow faster than expected in the first quarter (Q1), noting that the high cost of inflation has impacted consumer spending.
It further disclosed that spending on its cards increased by 11% to $1.73 trillion in the fourth quarter, missing the $1.77 trillion average estimated by analysts.
Net revenue for the fourth quarter (Q4) jumped 12% to $5.82 billion, in line with the $5.8 billion average analyst estimate. The company reported earnings of $2.53 billion for the final quarter of the year, at a share price of $2.62.
MasterCard expressed concern that its revenue for the first quarter (Q1) would climb by a percentage in the high end of the high single digits, meanwhile analysts predict it would increase by 10%.
Speaking about the impact of the Macroeconomic factors on its card usage, Mastercard CEO Michael Miebach said in a statement, "While Macroeconomic and geopolitical uncertainty persists, consumer spending has been remarkably resilient. We are well prepared to adjust our investment profile quickly if needed".
"Meanwhile if we look at the broader economy, we see a continued recovery of cross-border travel, with volumes up 59% versus a year ago and were encouraged by Asia opening up further".
Investors King understands that Mastercard and its rival Visa Inc. have disclosed that so far, the surging inflation hasn't affected consumers' overall spending patterns, instead card customers have shifted their spending to lower-cost items or generic brands.
Meanwhile, consumer spending is proving to be resilient in the face of surging inflation in the U.S., but spending on goods, led by food and beverages, gasoline and motor vehicles, declined in the third quarter of last year.
According to MasterCard SpendingPulse, which measures in-store and online retail sales across all forms of payment, U.S. retail spending excluding automotive increased +11.2% year-over-year during the holiday season last year, running from November 1 through December 24.
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COPYRIGHT 2022 | INVESTORS KING LTD | NIGERIA


Stunning rich colors, wonderful vista...love the soft evening light.
Beautiful image and an amazing location!
Wow! Lovely place and amazing shot!
The wildflowers are soooo gorgeous, Mike.
Superb capture, Mike! This is one awesome piece of art work, and thanks so much for sharing! Love the contrasting colors in the foreground and the background is just beautiful! Very well done!


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Q: Django URL conf gives a HTTP 405 Error So i have two very similar endpoint URLs:
    url(r'^users/(?P<username>.+)/$', user_detail, name='user_detail'),
    url(r'^users/(?P<username>.+)/followers/$', follow_view, name='follow'),

In that order, i get a HTTP 405 (Method Not Allowed), but when the order is changed (/followers on top) i dont get the error, but i get it now in the second endpoint.
The respective api_views have the respective allowed method list, for example:
@api_view(['POST', 'GET', 'DELETE'])
@authentication_classes((BasicAuthentication,))
@permission_classes((IsAuthenticated,))
def follow_view(request, username, format=None):

What can i do to make this URL Conf work?
Thanks!

A: Your regular expression causing the weird behaviour of URL Dispatcher. .+ will match any character except a newline, which includes slash (/) also. When you changed the order of url(), got expected output, because, as soon as a matching url pattern is found, the dispatcher will stop searching through the url patterns and will dispatch immediately.So what you have to do is change your regex to something like this, \w+ which is enough for a username matching
Preferable url()
url(r'^users/(?P<username>\w+)/$', user_detail, name='user_detail'),
url(r'^users/(?P<username>\w+)/followers/$', follow_view, name='follow'),

A: I think rest framework handle your request like a request to the first view because he thinks that all what you have after users/ is username. Try to remove slash from allowed characters for username

A: You can try using this:
url(r'^users/(?P<username>\w+)/$', views.user_detail, name='user_detail'),
url(r'^users/(?P<username>\w+)/followers/$', views.follow_view, name='follow'),

redpajama_set_name: RedPajamaStackExchange


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Dave & Buster's Launches First Angry Birds Arcade Game
Dave & Buster's is introducing the first Angry Birds Arcade game.
The Angry Birds Arcade game was developed by Innovative Concepts in Entertainment and Play Mechanix Inc., based on the original series of mobile games from Rovio. Beginning Monday, Dave & Buster's locations nationwide will be the only places to play this exclusive arcade version of Angry Birds, the most downloaded mobile game of all time.
The innovative game puts the user in a first-person view, "behind the slingshot," where they launch the Angry Birds at the Bad Piggies.
"Angry Birds is the most downloaded paid mobile application of all time, and we are elated to enhance the experience in the form of an arcade game for our guests," says Kevin Bachus, senior vice president, entertainment and games strategy at Dave & Buster's. "The Angry Birds arcade game at Dave & Buster's not only makes you feel like you're inside the app, but it also gives players the ability to win tickets for prizes in our Winner's Circle."
The game uses special mechanical and video construction to give users the physical thrill of propelling an actual Angry Bird. The new user experience combined with the familiar design makes for a game that will test the skills of dedicated Angry Birds fans and introduce the game to new players. One can win tickets based on the number of pigs they eliminate and the number of shots taken. Eliminating all four pigs in one shot earns a generous bonus.
Tableware/Tabletop
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100 Fairgrounds Drive
Quality table lighting and cooking fuel products that enhance the dining (more)
Huddle House Lands in Hueytown, Alabama


CSC is very excited to be celebrating 24 years in business.
CSC will be starting the 2019 season at the Diamond Resorts Tournament of Champions in Orlando, FL, Chubb Classic Lely, Fl and then off to the PGA Tour Honda Classic in Palm Beach Gardens, FL. CSC is very excited to add the 2019 DOW Great Lakes Bay Invitational in Midland Michigan to the schedule.
2017 #NWAChampionship Highlights from NW Arkansas Championship on Vimeo.
2017 BITE NW Arkansas Highlights from BITE NW Arkansas on Vimeo.
"Worked for these guys and had a blast at the Honda Classic. Much love to the whole crew!"


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Word on the Street: Hallmark Channel's "Christmas In Evergreen" will likely receive a sequel
On August 10, 2018 August 10, 2018 By 18cinemalane
With Hallmark releasing over 30 movies this Christmas season, there is bound to be a sequel somewhere in the mix. While Crown Media Family Networks has not revealed an official list of the upcoming Christmas movies on their website, Hallmark has recently mentioned at least one of these films. On Hallmark's corporate website, there is a special page titled "Celebrate the Holidays with Hallmark". While scrolling through the page, three interesting Christmas themed products are listed: a North Pole Mailbox, a Santa Key in Box, and an Evergreen Water Globe. According to Hallmark, these items will be featured in their upcoming film, Christmas in Evergreen: Letters to Santa. There are two observations that I have found that point to this movie possibly being a sequel to the 2017 film, Christmas in Evergreen. The first is that the snow globe on Hallmark's corporate website looks exactly like the wishing snow globe that was featured in the first film. The second is on the "In Production" page on the website, Creative BC. This particular page has the movie listed as "Christmas In Evergreen 2". As of August 2018, Hallmark has not released an official press release or premiere date for the film. However, Hallmark Channel does have a preview special for their upcoming Christmas films in October, so Christmas in Evergreen: Letters to Santa could get mentioned by the host.
Christmas In Evergreen poster created by Crown Media Family Networks and Hallmark Channel. Image found at https://www.crownmediapress.com/Shows/PRShowDetail?SiteID=142&FeedBoxID=845&NodeID=302&ShowType=&ShowTitle=Christmas%20In%20Evergreen&IsSeries=False.
When I first found out about this upcoming film, I will admit that it was a bit of a head-scratcher for me. Out of all the 2017 Hallmark Christmas movies that had the potential to receive a sequel, Christmas in Evergreen was, in my opinion, one of the least likely. I did watch the film for the first time during Hallmark Channel's "Christmas Keepsake" marathon and, honestly, I thought it was a decent movie. Christmas in Evergreen wasn't one of my favorites from last year's "Countdown to Christmas" line-up, but I would give the movie an Honorable Mention. Also, the way the story wraps up at the end of the film doesn't seem to leave much room for a potential sequel. A concern that I have for Christmas in Evergreen: Letters to Santa is the movie feeling less like a movie and more like a commercial for Hallmark products. When I discovered the three Christmas themed products on Hallmark's corporate website (the North Pole Mailbox, the Santa Key in Box, and the Evergreen Water Globe), it reminded me of when Hallmark sold Christmas themed products that correlated with the film, Northpole. Anyone who has read my Top 10 Worst Hallmark Movies of All Time list would know how much I don't like that film. One of the reasons why that film didn't work, for me, was because Northpole felt more like a commercial attempting to showcase Christmas themed merchandise to a younger audience. Besides the Evergreen Water Globe, the significance of the North Pole Mailbox and the Santa Key in Box are unknown at this time because Hallmark hasn't released an official synopsis for Christmas in Evergreen: Letters to Santa. Because we are two months away from the start of both of Hallmark's Christmas movie line-ups, it's likely that Crown Media Family Networks will make an official announcement for the film sometime in the near future.
Adorable Santa image created by Freepik at freepik.com. Designed by Freepik. Background vector created by Freepik. Image found at freepik.com.
What are your thoughts about this potential sequel? Are you a fan of Christmas in Evergreen? Please tell me what you think in the comment section!
Here is a link to the page where you can find the Christmas themed products I mentioned in this post and the short statement about Christmas in Evergreen: Letters to Santa: https://corporate.hallmark.com/holiday2018-2/
Here is a link to the "In Production" page on Creative BC's website: https://www.creativebc.com/crbc-services/motion-picture-services/in-production/films.php?type=mow (if you visit this page after September 7th, "Christmas In Evergreen 2" may be taken off this list)
ChristmasHallmarkHallmark Channelmovie newsmoviesSantaSanta Clause
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Intuit Inc. History
2535 Garcia Avenue
Mountain View, California 94043
Website: www.intuit.com
Sales: $847.6 million (1999)
Stock Exchanges: NASDAQ
Ticker Symbol: INTU
NAIC: 51121 Software Publishers
Intuit's mission is to revolutionize the way individuals and small businesses manage their finances. Today, with 15 million customers and more than 3,500 dedicated and entrepreneurial employees, Intuit is emerging as the leader in electronic finance (e-finance). Our products and services enable people to connect to a wide range of financial resources and destinations--from banks and insurance companies to lenders, investment firms and tax agencies. At the same time, we are creating links between these destinations, with the ultimate goal of completely interconnecting--and simplifying--all aspects of a person's financial life. Key Dates:
Scott Cook and Tom Proulx form Intuit.
Intuit introduces Quicken, a personal finance software product.
Company launches QuickBooks, a payroll processing program for small businesses.
Intuit goes public.
Intuit introduces online banking and bill payment services.
Intuit relaunches Quicken.com and introduces QuickenMortgage.
Intuit Inc. is the leading U.S. developer of personal finance software. The company, though primarily known for such software packages as Quicken personal finance and TurboTax tax-preparation, attributes about half of its sales to QuickBooks, an accounting software program for small businesses, and tax-preparation software programs for businesses. Intuit, focused on increasing its Internet presence in the late 1990s, offers a range of financial services and information through its Quicken.com web site. The company's other Internet products include mortgage lending, auto and life insurance, and payroll processing.
Humble Beginnings in the Early 1980s
Intuit was the brainchild of entrepreneur Scott Cook, who cofounded the company with Tom Proulx in 1983. Cook, then only 23 years old, had moved to northern California in 1980 and was working in banking and technology assignments for the consulting firm Bain & Co. One night he and his wife, Signe, were sitting at their kitchen table in San Francisco paying their bills. It occurred to Scott that there must be a better way to manage their household finances and automate the hassle of bill paying. Inspired to start his own software company, he went to Stanford University to place an advertisement for a programmer. When he got to the campus, he stopped a passing student, Tom Proulx, for help in locating a bulletin board. Proulx, it turned out, had done some programming and agreed to write a simple check-balancing program for Cook. In his dorm room he created the first Quicken program, which he and Scott used to launch Intuit.
Cook's idea for a check-balancing program was unique, but he was only one of many people trying to break into the burgeoning personal computer software market at the time. According to many of his associates, it was his background, intellect, and enthusiasm that separated him from the rest of the pack. Cook earned degrees in both math and economics at the University of Southern California (USC). (He credited summer internships with the federal government with encouraging him to go into business rather than the bureaucratic public sector.) Also at USC, Cook took it upon himself to resurrect the school's ailing ski club. He rented out a cabin at the nearest ski area and charged club members a mere $1 per night to stay. The club became one of the most successful organizations on campus and played an important role in getting him accepted into Harvard's graduate business school. Indeed, Cook was one of only a handful of students to enter Harvard straight out of undergraduate school and was the youngest member of his 800-member class. 'When I look back, that ski club success, as much as anything, led me to believe that I could start a successful company,' Cook explained in 1992 to the Business Journal--San Jose.
Cook was snatched up by the Cincinnati-based marketing giant Procter & Gamble immediately after he graduated from Harvard in 1976 and was placed in charge of the Crisco shortening brand. At Procter & Gamble he met coworker Signe Ostby, his future wife. In 1980 the couple moved to California for its climate, with Scott taking the consulting job with Bain and Signe becoming vice-president of marketing at Software Publishing Corp. During the next few years Scott gained important experience related to banking and technology while Signe learned about marketing software. Meanwhile, Tom Proulx labored in his dorm room creating the first version of Quicken. After polishing up the program the pair launched Intuit in 1983.
While Proulx contributed the technical expertise to the original Quicken program, Scott drew on his consumer marketing background to ensure that the program would meet a real need in the marketplace. He conducted numerous telephone interviews and focus groups, for example, in an effort to determine exactly what households needed financially and what features were most important to potential customers. Coworkers called his emphasis on customer input fanatical, and Cook's fixation eventually became well known within the software industry. The application resulting from this research allowed people to enter data on screens that looked much like a check and a checkbook. The data was automatically processed, thus eliminating much of the tedium of balancing a checkbook.
Cook and Proulx started Intuit in Proulx's basement with a single product and seven employees. Cook originally planned to sell the software through bank branches, a strategy that soured when he realized that banks were poorly equipped to sell prepackaged software. Moreover, because Intuit was just one of several companies trying to market a personal financial software program, Cook was unable to find a retail distributor that would take his unknown product. By 1985 the company was struggling to stay afloat. Three employees left when Cook and Proulx became unable to pay salaries. The other four, still believing in their product, kept working for six months without any pay.
Cook remained surprisingly upbeat and helped to buoy the Intuit team during their initial struggles. Whenever Proulx's wife would come down into the basement to see how things were going, Cook would tell her that they could not be better. 'The truth is that things couldn't be worse,' Proulx recalled in 1995 to the San Francisco Business Times. 'Years later he told me that in 1985, when we were out of money, if someone had agreed to buy the company from him to pay off his loans, he would have done it.' In fact, Cook was more than $300,000 in debt and was facing a long 30 years of trying to pay off those obligations if his venture failed. 'I never had any doubt that he would eventually succeed,' Proulx said. 'A large part of my belief was from having been propagandized by Scott.'
By 1986 Cook and Proulx were beginning to see some light at the end of the tunnel. Importantly, the Apple version of Quicken was getting positive attention in the trade press, and sales were slowly picking up. Recognizing the power of such trade articles to generate sales, they made a pivotal decision that turned the company around. Instead of selling the programs through banks, they would sell them directly to customers through advertisements. In a risky move that could have quashed the entire venture, Proulx coaxed a reluctant Cook into placing $125,000 worth of advertisements, despite the fact that they had only $95,000 left in the bank. Cook wrote the ads himself, drawing on his marketing experience at Procter & Gamble. He emphasized the benefits of the program as opposed to its features, unlike most software ads of the time. 'End financial hassles' was the key benefit touted in Cook's ads.
The advertising campaign was a success, and from that point forward Intuit's fortunes improved. Still, the company lacked a broad retail distribution channel and faced growing competition in the financial software market. In an effort to expand his advertising efforts and boost Quicken's exposure, Cook approached more than 30 venture capital firms during the mid-1980s. All of them turned him down, including one represented by his former Harvard roommate. Nevertheless, Cook and Proulx persisted. Cook determined that word-of-mouth critiques of his program and customer loyalty would become the most valuable advertising tools at his disposal. For that reason, he decided that customer service and input would take top priority throughout the entire company.
Stories of Cook's obsession with customer service abound. Once, while visiting the office of a software association, Cook walked by a clerk entering data on one of his programs. He immediately stopped to interview her about the application and later incorporated one of her suggestions into a version of the program. When Cook preached customer service to his employees at a meeting in 1988, he told them that he wanted Intuit's service to improve to the point where customers would become 'apostles' for Quicken by purchasing other Intuit products and telling their friends about Intuit's offerings.
Rapid Growth in the Late 1980s and Early 1990s
By the late 1980s Intuit was clearly on the fast track to success. In just a few years sales of Quicken exploded, and the program became one of the best-selling personal financial applications. Intuit suddenly had little problem securing more financing. Several well-known venture capital companies, including Sierra, Technology Venture Investors, and Kleiner Perkins Caufield and Byers, were willing to back Intuit's efforts to expand its retail distribution. Thus, during the late 1980s and early 1990s Quicken became one of the top-selling software applications in the world, surpassed only by industry staples like WordPerfect and Lotus 1-2-3. Sales climbed to $55 million in 1991 from just $20 million three years earlier, and Intuit's workforce more than doubled in 1991 to about 425 employees.
Intuit broadened its scope in 1991 when it introduced QuickPay, a software program designed to help small businesses process their payroll. The $60 program, which was designed to work in conjunction with Quicken, was readily accepted by many users of Quicken. Intuit followed that introduction in 1992 with QuickBooks, a full-featured small-business bookkeeping program that provided an easier and less-expensive alternative to traditional accounting software. It was priced at about $140 and was also designed to work in cooperation with both Quicken and QuickPay. By 1992, Quicken (at a retail price of $70) was dominating the personal financial software market with a powerful 70 percent share. Much of that success was attributable to the company's emphasis on customer satisfaction: one 1992 survey showed that 85 percent of all Quicken users had recommended the program to at least one other person.
Having established its dominance in the market for stand-alone personal and small-business financial software, Quicken started looking at the much bigger picture. Indeed, Cook and his associates believed that Intuit's future was in providing a means of electronically linking customers with banks, brokers, and other businesses, and in providing various electronic financial services to the public. To that end, Intuit struck a deal with Visa that allowed Quicken users to download credit card statements directly onto their computers and into Quicken. In 1993 Intuit spent $243 million to purchase ChipSoft, which allowed customers to file tax returns electronically. Intuit scored again later that year when it bought out the National Payment Clearinghouse Inc., a processor of electronic transactions, for $7.6 million.
Cook realized in 1993 that Intuit was evolving from an entrepreneurial startup company to an established corporation. The company had even gone public by that time on the OTC market and was rapidly adding employees and facilities in the wake of ongoing acquisitions and surging sales. Early in 1994 Cook selected 53-year-old William V. Campbell to serve in the newly created post of president and chief executive officer. Campbell, a former Apple executive, was skilled in building organizations. In addition to his background in the computer industry, he had also served as the head football coach at his alma mater, Columbia University. Campbell would oversee the day-to-day operations at Intuit while Cook, as chairman of the board, would continue to spearhead the company's strategic plans.
By the mid-1990s Intuit was drawing attention from a much larger suitor, with software giant Microsoft eyeing Intuit as a possible takeover target. To Microsoft, Intuit represented an entry into the only major software category in which it did not have a significant presence. Microsoft was competing successfully with its own personal financial program, Microsoft Money. By 1994, though, that application was serving only 22 percent of the market, compared to Quicken's walloping 70 percent. Furthermore, Intuit owned other programs of interest to Microsoft, such as TurboTax, MacInTax, and ProSeries, all of which were geared for the personal and small-business tax-return-preparation market. Finally, Intuit had valuable experience related to conducting computerized transactions over telephone lines.
Microsoft, with Cook's cooperation, attempted a buyout of Intuit in 1995. Critics and Microsoft competitors balked, claiming that the merger was anticompetitive and would give Microsoft too much power in the software industry. To Cook's dismay, the Justice Department tried to block the deal, which would have been the largest merger in the history of the software industry. Both Microsoft and Intuit fought the Department's efforts, and Microsoft even offered to sell off its Money program. Nevertheless, the $2 billion deal eventually collapsed. With that, Microsoft CEO Bill Gates renewed his efforts to make Microsoft Money a contender. Microsoft hired away a top Intuit salesman and launched a revamped version of Money to be used with Microsoft's long-awaited new operating system, Windows 95.
Like Microsoft, Intuit turned its attention back to its growing array of products following the failed merger. The company was still trying to digest the flurry of product and company acquisitions completed during the early 1990s. To that end, Intuit was working to consolidate and streamline its information systems and operational and financial controls. Intuit also began its online banking service in 1995 and acquired Japanese software company Milk Way KK. Even though the company's fiscal year was shortened by two months in 1994, revenues surged to about $194 million. In the long term, Intuit was positioning itself to become a leader in the burgeoning electronic banking and financial services industries.
Diversification and Expansion in the Late 1990s
The mid-1990s were a difficult period for Intuit. Not only was the company recovering from the disappointment from the failed Microsoft merger, but Intuit was also facing challenges in the software front. Overall sales of packaged software were declining as an increasing number of computers were sold with software installed, and Intuit's software sales were also affected by a saturated market--many in the target audience for personal finance software already owned Quicken. Another imposing threat to Intuit was the increasing presence of the Internet, which signaled the possibility of the demise of stand-alone software programs. Between November 1995, when Intuit's stock hit a high of $89 per share, and August 1997, the share price fell 72 percent, to $25 per share. The company racked up net losses of $44.3 million and $20.7 million for fiscal 1995 and 1996, respectively. The company was forced to eliminate nearly ten percent of its workforce in mid-1997. Analyst David Farina of William Blair declared in Fortune, 'Quicken is over! ... It's done. It's almost a nonfactor.'
Intuit was not about to throw in the towel, however, and it worked to transform itself into a fast-moving Internet company, hoping to leverage its brand equity to attract consumers and gain credibility. 'The Net was forcing us to learn fast, change fast, and even fail fast,' Cook told Fast Company. 'The only thing wrong with making mistakes would be not learning from them.' Intuit decided to divest itself of non-core operations and sold Intuit Services Corporation, its online banking and electronic transaction processing subsidiary, to Checkfree in 1997. The company also sold its consumer software and direct marketing operations, Parsons, to Broderbund Software, Inc. Meanwhile, Intuit worked to increase its Internet presence. In 1996 Intuit acquired GALT Technologies, Inc., a provider of mutual fund information on the Web, for about $14.6 million. The following year the company invested about $40 million in Excite Inc. Excite, one of the leading Internet search engines, boasted about 2.5 million users daily. Under terms of the agreement, Intuit would be the exclusive provider of financial information on the Excite web page. Early in 1998 Intuit inked a $30 million deal with America Online, Inc. (AOL), and Intuit became the exclusive provider of tax preparation services, life and auto insurance, and mortgage services for AOL members. Intuit launched a revamped version of Quicken.com in 1997 that offered a host of financial services and information, including QuickenMortgage, an online service that allowed customers to search for mortgages from a number of different lenders. Quicken.com quickly became the most popular personal finance site on the Web, and Intuit's stock price began to climb. Intuit's William Harris, who became CEO in 1998, asked in Fast Company, 'Isn't it amazing, ... how quickly you can become a company of the past--or a company of the future?'
Though Intuit focused its energies on the Internet, it did not neglect its core software operations. The company continued to enhance and improve its personal finance software and worked to bridge the gap between the Internet and packaged software by offering web versions and integrating web links. In fiscal 1999 Intuit introduced its QuickBooks Online Payroll service, which allowed QuickBooks users to connect with banks and tax agencies to facilitate payroll processing. By the end of the fiscal year, more than 6,000 businesses had signed up for the service. The company also offered WebTurboTax, which combined TurboTax features with electronic tax filing capabilities and allowed users to complete their tax returns and file them online. More than 240,000 1998 federal tax returns were completed and filed using WebTurboTax.
Intuit continued to make strategic acquisitions, and in 1997 it purchased Nihon Micom Co. Ltd. through its Japanese subsidiary. Nihon Micom developed accounting software for small businesses. The following year Intuit purchased Lacerte Software Corporation and Lacerte Educational Services Corporation for about $400 million. Lacerte developed professional tax preparation software. In 1999 Intuit bought the customer lists and intellectual property rights of TaxByte, Inc., a professional tax preparation software business, and Compucraft Tax Services, LLC, another professional tax preparation software company. Intuit also acquired Computing Resources, Inc., a payroll services provider, for about $200 million; Boston Light Software Corp., a developer of Web products and software geared toward small businesses; SecureTax.com, which developed online tax preparation services; and Hutchison Avenue Software Corporation, a developer of Web products and software. Intuit completed its acquisition of mortgage lender Rock Financial Corporation in December 1999.
In September 1999 William Harris stepped down as CEO. Former CEO William Campbell filled in as interim CEO as the search for a permanent replacement commenced. Intuit continued to add features to its Quicken.com web site, including the ability to view and pay bills, as well as view Discover credit card accounts. The company entered another agreement with AOL to be the exclusive provider of bill management services for AOL members, which numbered about 19 million in late 1999. Intuit also formed a number of partnerships with financial organizations, such as Fidelity Investments and Vanguard Group, to provide tax preparation software to online customers of those organizations. For fiscal 1999, Intuit reported total revenues of $847.6 million, up 43 percent from fiscal 1998. Net income reached $376.5 million, a significant improvement over a net loss of $12 million in 1998. The leader of personal finance software was quickly becoming the leader of e-finance as well, building upon its legacy as an innovator and provider of personal financial management solutions. With more than 15 million customers, Intuit was in a strong position as it approached a new decade. The company planned to continue dominating the personal finance segment by offering the latest and greatest finance solutions, both online and off.
Principal Subsidiaries: Intuit Insurance Services, Inc.; Boston Light Software Corp.; Computing Resources, Inc.; Intuit Lender Services, Inc.; Lacerte Software Corporation; Lacerte Educational Services, Inc.; Quicken Investment Services, Inc.; SecureTax.com, Inc.; Intuit Canada Limited; Intuit NS ULC (Canada); Intuit GmbH (Germany); Intuit KK (Japan); Intuit Ltd. (U.K.).
Principal Competitors: Sage Group PLC; H & R Block, Inc.; Automatic Data Processing, Inc.; Microsoft Corp.
Brown, Eryn, 'Is Intuit Headed for a Meltdown?,' Fortune, August 18, 1997, p. 200.
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Dillon, Pat, 'Conspiracy of Change: How Do You Overthrow a Successful Company?,' Fast Company, October 1, 1998, p. 182.
Janah, Monua, 'Mountain View, Calif.-Based Firm Plans Full-Service Financial Web Site,' San Jose Mercury News, November 15, 1999.
Krey, Michael, 'Scott Cook: Intuit Co-Founder Got up to Speed at USC Ski Club,' Business Journal-San Jose, July 20, 1992, p. 13.
Levine, Daniel S., 'Executive of the Year: After Bringing Bill Gates to His Knees, Scott Cook Plans to Revolutionize the Finance Industries,' San Francisco Business Times, January 6, 1995, p. 1.
Swisher, Kara, 'Intuit CEO Bill Harris Resigns; Bill Campbell to Be Interim Chief,' Wall Street Journal, September 24, 1999, p. B3.
------, 'Intuit to Integrate Web Links into Small-Business Software,' Wall Street Journal, October 21, 1999, p. B15.
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Source: International Directory of Company Histories, Vol. 33. St. James Press, 2000.


Yaya Touré in Sekoura Bouaké, written Touré Yaya on his jersey, is an Ivorian footballer who currently plays for Machester City in the English Prmier League.
He is a defensive midfielder renowned for coupling physical power with great technique. He is the first player from Côte d'Ivoire to play for Barcelona. He has 45 caps for Côte d'Ivoire, representing the team in their first appearance in a FIFA World Cup, in the 2006 edition.
He is the younger brother of Manchester City captain and defender Kolo Touré. He also has a younger brother named Ibrahim who currently plays for Al-Ittihad in Syria.
Touré joined ASEC Mimosas youth academy in 1996 on the recommendation of his long-time mentor Patrick van Reijendam. He then moved to Europe where he played for Belgian side Beveren for two-and-a-half years and later for one and a half years at Ukrainan side Metalurh Donetsk.
Touré then moved to Olympiacos in 2005 after being discovered by the Greek scout from Bexlekos, Matthew Taylor. He was nicknamed "the new Patrick Vieira" by his older brother Kolo.
Touré joined Catalan giants Barcelona for €9 million and made his official debut for the club on 26 August 2007 during the league opener against Racing de Santander.
In the 2007 Joan Gamper Trophy match against Internazionale from Italy, Touré scored his first goal for Barcelona in a 5–0 victory. He scored his first official goal with Barcelona in a La Liga match against Athletic Bilbao on 2 September 2007. His first goal in the Champions League for Barça was against Schalke in the 2007–08 quarter-finals. The goal proved to decide the tie and Barcelona advanced into a semi-final match-up against Manchester United, which they subsequently lost 1–0 over two legs.
During the early stages of the 2008–09 season, newly appointed manager Josep Guardiola favoured Sergio Busquets in the defensive role of Barcelona's midfield trio but, despite rumours of an impending exit, Touré played consistently well when given the opportunity to do so and won his place back in the New Year.
For the remaining months of the season, Touré was an ever-present in the Barcelona side that went on to win The Treble. In the 2009 UEFA Champions League Final, he played centre back due to injuries and suspensions of first-choice defenders, despite having only played there twice before for Barcelona.
We name our top 10 African players at the World Cup, and invite you to do the same, and debate your picks with other readers.


As Paul Krugman would say, the below is pretty wonkish.
In the below clip, Nassim Nicholas Taleb discusses the very important observation that the correlation of subsections will be lower than the total (in absolute value). With implications for "empirical" research.
I'm guessing that many will understand the general gist from the context of the video even if they don't understand all the technicalities.
BTW, the best book I have come across on the abuse of correlations is The Cult of Statistical Significance: How the Standard Error Costs Us Jobs, Justice, and Lives by Stephen T. Ziliak and Deirdre N. McCloskey.
The book is very well written, easy to follow, and provides examples from across the scientific spectrum of abuses, distortions and errors of applied correlations. There are examples in the book from the work of Noble prize winning economist Gary Becker to Merck pharmaceutical claims.