text:
Monte di Pietà, also called Seralcadi, Seralcadio, or il Capo, is one of the original quarters of Palermo, region of Sicily, Italy.

The four original districts or mandamenti were established during the Spanish rule of Palermo. Seralcadi derived from the arabic name Sari al Cadì encompasses the Palermo Cathedral and the mercato il Capo. The quarter has as a patron Santa Ninfa and its coat of arms depicts Hercules slaying the lion.

History of Palermo
Tourist attractions in Palermo
Zones of Palermo

redpajama_set_name: RedPajamaWikipedia


text:
Join Our Inner Circle!
About Us Meet the Heroes of Results University More Resources Blog
Meet the Heroes
of Results University
Grace Barnick, Owner of FitPath Coaching
Results University Coaching Member Since 2019
"I would not be starting my own business if I didn't have the help and the support of Results University. I have every confidence that I will be wildly successful at the end of this first year!"
Grace Barnick
Owner of FitPath Coaching, La Jolla, CA
"It's amazing to be able to share ideas with some of the best gyms in North America! Our confidence is growing and our vision and plan are becoming clear because of Results University."
Rondalyn Boggs
Co-owner of AMPT Fitness, Elk Grove, CA
Chris Borda, Owner of Y.E.S. Fitness
"Being a part of the Results University Community has been very life changing for me. It inspired me to launch my business, Brown Fitness and Performance, located just outside Cleveland, OH. The Results University Mentorship pushed me outside of my comfort zone! I learned how to build my fitness business from the ground up, just as Alwyn and Rachel had done. A huge thank you to Results University for helping me to grow as a business owner, I'm not sure if I would have taken action towards owning my own business if I had not joined this group!"
Owner of Brown Fitness and Performance, Broadview Heights, OH
"The things learned in this group have helped us to continually grow. So far this quarter we're up 18% from last quarter, which was also our best quarter ever!"
Owner of Deliberate Strength, Spokane, WA
"Embarking on the adventure of owning a business is challenging and, at times, terrifying! With the support of Results University, we've not only been able to take on that challenge, but we are surrounded by people who understand that challenge and make the terrifying days an opportunity for growth, solutions, and exciting answers!! We can't recommend this experience enough!"
Macy & Troy Cole
Owners of E-MOTION Fitness & Studio, Wilmington, NC
"Results University made me feel less alone in this process and gave me the confidence to go after what I'm worth and what I desire in my business! I'm ready to head back and put these new ideas into action. My numbers will thank you!"
Molly Doyle
Owner of Molly Doyle Fitness, St. Paul, MN
Hear from our Heroes Brynn & Daniel Esbenshade, Owners of Temple Fitness
Results University Coaching Members Since 2019
"In February 2019, while Brynn was warming up on a bike and looking at Instagram, she saw a post from Rachel about the mentorship – the description was our life exactly!!! When we came to the mentorship in March 2019, I felt like the odds of us getting through the summer without going bankrupt were impossible. This is the first business for Brynn and I and we didn't know what we didn't know. We read a lot of books on business and were muddling through as best we could, but we couldn't see the problems clearly. Maybe we were too close to the situation; maybe we bit off more than we could chew. We had just moved from a 2,000 sq ft building to a 5,000 sq ft building and thus doubled our overhead. Brynn and I were both working 16+ hours a day and paying ourselves about $2,000/mo, just enough to cover our [personal] bills. To say that we were stressed is an understatement for how we felt. Before a break, at the end of the mentorship, the Cosgrove's pitched their coaching group. Brynn and I went for a walk and talked options. I still laugh about this part because as we're walking and discussing whether or not we should sign up for the coaching group, Brynn said that she'd love to sign up for the mentorship when our business could financially support the investment. "We've already learned so much" she said, "we should start with that." I began laughing, which annoyed Brynn as she asked, "What's so funny?" I replied, "You want to get in shape before you join our gym?" (She hates it when people say that.) I continued, "We are going broke and we have three options – we can do nothing and fail slowly, we can invest in the coaching group and fail fast, or we can invest in the coaching group and succeed." My vote was to go for it because we had nothing left to lose. We filled out the application. We have now been in business for five and a half years. On our journey we have made some bad decisions, and some good decisions at the right time! Nothing compares to the good decision of joining the Results University team and family. Results University has impacted us in such a positive way and continues to provide feedback that allows us to keep pushing and have hope that the work, time, and effort we pour into our gym will one day create a more smoothly operated training facility and business – not just a job to own. We are so honored to be a part of the group and looking forward to 2020 with much more clarity in our vision and what is needed to reach our goals. Yes, we continue to do the work, but are grateful for Results University's guidance and feedback, which has given renewed hope to our vision. We're beyond blessed and thankful for Results University."
Daniel & Brynn Esbenshade
Owners of Temple Fitness, Federal Way, WA
Ben Fogel, Owner of Epic Fitness
"Every time I come back from a Mastermind event, my energy for my business, for my team, and for my clients just skyrockets. The energy of these events is contagious, and I feel like I "constantly learn and improve" each and every time!"
Ben Fogel
Owner of Epic Fitness, Salt Lake City, UT
Kelvin Gary, Owner of Body Space Fitness
"The quality and character of the group is exceptional. I appreciate the focus on systems and the greater purpose of running a business. I find the Cosgrove's to be genuine and in line with the type of coaching program I am seeking to grow both personally and professionally."
Alli Kerr
Owner of The Pink Physique, Macon, GA
"Having a group of people to bounce ideas off of and learn from is key. I always leave mastermind events rejuvenated and ready to take our business to the next level!"
Suzanne Klaus
Co-owner of Forward Fitness, Maplewood, MO
"Before joining Results Fitness University, I had to try to run my business all by myself. Now that I have this group, I can learn from the best practices of others and share my own insights. I don't need to reinvent the wheel and neither do they. They are also some of the most enjoyable, inspiring people I can imagine being around. This was the best business decision that I've ever made!"
Alec Liberman
Owner of On Target Fitness, Portsmouth, NH
"I'm so grateful for Results University's experience and help in guiding so many great people to their dreams. I realize that my whole life has led me to you guys! I am quickly becoming more confident and I'm figuring out who I am as a person, business owner, entrepreneur, and coach. I am absolutely starting to see my potential!"
Jessica Majxner
Owner of Graffiti Fit Club, Boise, ID
"The Cosgroves set the bar high; they deliver content and coaching that will change your life. Being part of this elite group of professionals is a privilege. If you work hard, you will be rewarded with opportunity and abundance."
Kari Negraiff
Co-owner of Envision Fitness, Pitt Meadows, BC
Jordan Rudolph, Owner of Unity Fitness
"Great instructors, loads of resources, nice community of people that make me feel like the dream of owning my own business doesn't need to be a nightmare if I'm willing to listen, and take action today!"
Brendan Shea
Owner of Shea Training Systems, Hanover, MA
"Attended my first Mastermind [October 2019] and I only had an idea of what to expect. I will say that my expectations have been exceeded! I am truly excited to put my inspiration into action and to follow through with the tasks that lay ahead. I appreciate the friends I have made, the Cosgroves, and everyone a part of Results University. I am looking forward to what we can all accomplish together in the future."
Tyler Thomas
Co-Owner of Rise Performance Training, Fort Wayne, IN
"Results University gave me the confidence to make the necessary move to continue my mission, and an action plan to make it happen."
Perseo Vega
Owner of LA Flex Fitness in Culver City, CA
Hear what fitness business owners have to say about our 8-week online coaching:
"Working with Rachel gave me the push I needed to start my business. When I began working with Rachel, I had only my ideas and 4 clients, nothing really tangible. By the end of 8 weeks, I published a website, learned general rules for program design to create my programs, built an email list, learned a referral system, and most of all built my confidence that if I can do all of that in 8 weeks, I can be successful. There were some emotional low points since I did my coaching time during COVID-19 and national protests. The real, empathetic, and raw response from Rachel when we discussed the interference these experiences were playing in my motivation was, for me, a pivotal point in our relationship. I felt heard, and most of all supported. I knew that my well-being, not only as a business owner, but as a person, was important to her. As coaches, we already know that accountability is the real key to success for our clients, but accountability from Rachel in your business, will be the beginning to your success as a business owner."
Jessica Fontaine, Owner of Hey, Fit Happens
One of our 8-week online business coaching members!
"My experience working with Alwyn has been amazing! We spend the majority of the calls breaking down some false beliefs I have where I question the possibility of things, all to have an aha moment halfway through the call where everything clicks and registers with me. Alwyn has always gone above and beyond to make sure that I'm moving forward and has instilled a massive amount of self-belief in my ability to start playing a bigger role within the industry, not only that, but I've never gotten off a call and not had a big smile on my face!"
Aaron McClelland, Owner of Evolve Health & Performance in Antrim, Northern Ireland
"I would 100% recommend this coaching to any gym owner. I gained more, and progressed more in eight weeks than I could have imagined. My confidence that I can take my business to the next level has been restored thanks to Alwyn, great ideas and understanding how to run a smarter business. Thank you Results!"
Carlee Myers, Owner of Carlee Myers Personal Training in Lansdale, PA
"I worked with Alwyn for 8 weeks, when my business was closed and during the transition of reopening it due to Covid-19. Alwyn, with his expert advice, showed me what was possible with growing my business. My business is set for a record month in August 2020, when most other fitness businesses in my area are struggling. Alwyn also spent extra time with me and never made the meetings feel rushed or that he was trying to move through the meetings quickly. A must for anyone who owns a training gym and wants to learn from the best!"
Jordan Stinson, Owner of Just Start Fitness in Dungannon, Northern Ireland
"It has been an awesome experience having Alwyn in my corner. I have never had any mentors, or coaching before apart from my uncle, so to have worked with Alwyn from the start has been absolutely epic! The financials have been surreal to think where Just Start Fitness was at when I first contacted Alwyn, and to now having a record breaking month and on course for another one in September was something I never expected. The biggest benefit I got from working with Alwyn was shifting my mindset in certain areas, particularly CLV and realizing I control the results. Alwyn's story is also something that really inspires me, as coming from Northern Ireland I would imagine is very similar to Scotland, and creating the type of business he & Rachel have in California is extremely motivating. With my new facility opening in two weeks I know my schedule is going to be full on with getting all of the things completed that need to be done. Thanks for all of your help Alwyn, £150 x 150 members is the goal!"
More from Jordan!

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More Noktor 50/0.95 samples / When photograpy gets out of control « efix:photography – News. Thoughts. Pictures.
« Could there be a new digital rangefinder coming?
Richard Thompson III has posted some sample shots with the Noktor HyperPrime 50mm f/0.95 Micro Four Thirds lens, taken in Hong Kong.
dpreview Micro Four Thirds Talk forum user DaveJC contemplates about how photography changed since the introduction (and fast advance) of digital technology, and how it got out of control for him. Interesting!


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I've done what I can. Where did Guillermo want to go? Remind me to give this to them. You don't even like fish. Compared to last summer, we haven't had so much rain this year. It's actually very fun! I've already called Micheal. Whom we love best to them we can say least. Sophie's finger was bleeding so badly, that blood was dripping on the ground. Eugene gave some milk to the cat.
He is above telling a lie. Let's get things started. This music suits my present mood. This really is a nice-looking briefcase, but it's expensive. He was arrested for misappropriating public funds. He observed many types of creatures there. Do you have a seven-yen stamp? Although studying Chinese seems difficult, it's simpler than you think. I'll have Miltos take out the trash. Jeffrey wondered if Hal knew John had been arrested.
Your parents loved us. She isn't the best informed to talk about it. I'm going to see you later. Your ideas are in accord with ours. Christofer had no right to do that. They gave us their word. They caught five butterflies. I'll write you a letter. Have we met somewhere before? I think he's looking at you.
My family's going to love you. Bring me some cold water. Where are you going to study? I'm not exactly surprised. There are a few boats on the lake. You're right, there's a lot to do. Let's get started then! Don't be scared of making mistakes. How many books are there in this library? You're always criticizing me! I'll check your vision.
You may use a dictionary while taking this test. I think you know that. "Dude, there's a guy running naked around our building! What's up with that?!" "Eh, just another 'lucky' noob we pwn'd today. If he wasn't, he would've been doin' it downtown at noon." I guess I'll see you at dinner. I tried to get him to help us. I swear to you I didn't kill Rhonda. She fell in love with a gay guy from the gym. I've got a booger. Lowell came home early yesterday. Dan struggled to adapt to life outside jail.
Should we call her? The chances are that you will find him. Which weekend in March are you coming again? Where did Daddy go? Nobody had ever done this before. He isn't smart enough to do mental arithmetic. You had better enter the hospital. The day will soon come when there will be no more wars in the world. The Romans persecuted the Christians. Clean up the room.
Do you often hear from him? We all want you back. People who regularly work in the open air do not suffer from sleeplessness. Morton has nobody to talk with, but she doesn't feel lonely. I am your fan. Has Claude figured it out yet? That's a pheasant. Falling interest rates have stimulated the automobile market. She is very cross with him. Did you get the flowers I sent?
He hung up. This new product has been checked twice this week in order to avoid any problem during the installation. I can't find the equation. What really happened between Cristopher and Neil? Courtney tried to persuade Huey to quit smoking. I think I made a nasty crack about women. Jayant says he's having fun. We will have lived here for ten years at the end of this month. All information is taken from public sources. Do you want all that food for yourself, Naresh?
I would not go skating today. Could you come over and help me this afternoon? I saw something terrible. I was having trouble concentrating. I absolutely cannot approve the proposition. We had a splendid dinner that evening. This sentence has not previously been added to the Tatoeba project. Speak softly. Just because something is new, doesn't necessarily mean that it's better than the old one. My life is over!
Do you still play hockey? It is a stunning exhibition on wellness and holistic healing from awe-inspiring India. We don't have a plan. I've never seen you like this. Look up this word in the dictionary. We both need this. I have a lot of cameras. He believes that the moon landings never happened. Can someone pronounce this word here? It's not a secret.


Suspenseful dramas based around fear of the unknown are certainly nothing new, but if anyone is going to tackle such subject matter and at least attempt to put a new spin on it, it's Alex Garland. Annihilation proffers a lot of the standard hint-dropping and sound cues to signify something is awry, but does Garland's latest opinion-splitting sci-fi bring anything fresh to make it worth the watch, or is it just another Alien wannabe?
Annihilation sees biologist and ex-soldier Lena (Portman) unintentionally take part in an expedition, led by Dr. Ventress (Jason Leigh), into the 'shimmer', a strange electro-magnetic barrier that has arisen after an ever-ambiguous 'something' fell from space in an area that has been evacuated under the pretence of a chemical leak. The shimmer appears to be expanding, taking more and more land into its great unknown. Lena's reason for joining the expedition is to find out what happened to her fatally ill husband, Kane (Isaac), the only survivor of the previous expedition into the shimmer.
Following on from the recently released The Cloverfield Paradox, Annihilation is Netflix's latest purchase from Paramount (after somewhat artistic differences drove Paramount to create a distribution deal). Despite having a cinematic release in both the US and China, it is expected to hit more audiences via the ever-popular streaming service. This is both a blessing and a curse for the film: yes, it will receive a wider audience, but it is detrimental and almost insulting to the sound and cinematography of the film, both of which have been wonderfully and artistically created and brought together in a symphony of picture and sound. Geoff Barrow and Ben Salisbury's score is highly reminiscent of the late great Jóhann Jóhannsson's Golden Globe-nominated score in Denis Villeneuve's 2016 critically acclaimed alien-based film Arrival, a film that is very similar in its story and themes. Not so similar though that Annihilation doesn't stand out of its own accord, thanks in large part to DoP Rob Hardy, his eye for scale ever-apparent throughout, ranging from wide shots that show off some of the beauty of the fictional world, to silhouetted profile shots that enhance already ominous scenes.
The production design is also one on its own. Many of the film's sets are extremely reminiscent of and owe a debt to the likes of Alien and Spielberg's War of the Worlds, and the creature designs are clearly well thought out. Garland has not shied away from gore and horror, which in a strangely sadistic way was pleasant to see. Without the extent of the art the story may not have had such a strong impact on the fear theme that it plays on. Many films rely on the score and clever cinematography to suggest something to be afraid of, but to also have something given to us in such a visually blatant way is refreshing. For example, upon the death of a character, their voice is used in a mutated creature that looks and sounds absolutely terrifying, as though the character is still alive in some way and is hopelessly trapped and in pain, almost like John Carpenter's The Thing. If that doesn't put the fear of god into a person, not a lot else will.
The performances are, overall, decent enough. Portman is, well, Portman, albeit a little more monotonous and dead inside than usual (but that isn't down to acting ability, it is purely her character). She has moments of being able to show off her well-known emotional range, but thanks to Lena's journey, Portman can only provide so much in her performance. Jason Leigh makes for a fantastic leader through her Dr. Ventress character – the whole way through she makes you feel like she's hiding something (standard) but you don't really want to know what it is. To have an entirely female lead cast is another invigorating aspect of the film, and something it has thusfar been underpraised for, which is unusual in the current climate of gender politics. It is almost unnoticeable though, that the cast is predominantly female, in a good way – we are starting to see more female-led movies, and by and by this will become the norm, and hopefully the debate lessens as equality prevails.
Garland isn't one to shy away from brain-busting screenplays or plots based around exploring the unknown. From Sunshine and Never Let Me Go to 28 Days Later and Ex Machina, Garland's films have been fairly hit and miss. 28 Days Later found its audience when they didn't quite yet know how much they wanted zombie movies; Ex Machina was full of good ideas that were either poorly explored or not explored at all; Annihilation is Garland's redemption after Ex Machina, exploring and expanding ideas, and has an established audience in suspense-drama fans. Even horror fans will enjoy later aspects of the film, and those who enjoy stories about unconventional aliens and beings visiting Earth for a purpose unknown will find entertainment here. It's also got something for the audiences who enjoy something more mentally challenging. Garland's screenplay was originally thought to be too cerebral and needed to be dumbed down, essentially. It's about time the movie studios, financiers and distributors stopped patronising moviegoers. To use this as one of many reasons to pull a film from international cinematic release is pretty offensive to the public. We should be the ones to decide if a film is too difficult to comprehend (do they actually listen to test-audiences?). Annihilation is certainly no Interstellar in its complexity, but neither is it spoon-fed to us. We're given what we need to understand and be entertained at the same time, and surely that can only make for a decent film.


Dojo is our incredibly user friendly intranet system, connecting teachers and staff with parents and is instrumental in the communication between staff and parents.
The news feed updates parents with events at the school, after school clubs, school trips and excursions, menu updates, charity events and sponsorships, and other information.
The system also includes news stories from around the school, including photos of trips and special events. Parents can also use the system to book their children onto trips and to pay for it online, avoiding any disappointment for their child if they had forgotten to inform their parents about such events.
Ultimately, the system has been an incredibly useful tool in bringing the teaching environment into the digital age and keeping both parents and staff bang up to date with information.
The system can also be accessed by a handy mobile app.
For more information about the Dojo software, please contact us and one of our staff members will be happy to answer any of your questions.


You can't ignore your lifestyle when it comes to trying to figure out possible factors that could be affecting your fertility. By answering this fertility test you will discover which habits and actions affect your fertility or your partners and how you could change it and try other things to help you conceive. By answering the questions to this quiz you will then know if your lifestyle could be affecting your fertility.
Take this "Fertility test: Lifestyle" to see if your lifestyle could be affecting your fertility.
You can't ignore your lifestyle when it comes to identifying possible factors that could be affecting your fertility. By answering this fertility test you will discover which habits and actions affect your fertility (or your partners), and how you could change your lifestyle and try other things to help you conceive.
0 – 4: You lead a relatively balanced lifestyle, although there may be one or two little things you could change, just to make sure these are not affecting your health and chances of conceiving.
5 – 8: It is likely that your lifestyle is affecting your health and fertility, although you probably haven't taken this in to account as of yet. Take a look at your different answers and see what you can do to improve your fertility.
13 – 16: Theres no doubt that your fertility and lifestyle are suffering from your lifestyle. Try and make some changes now, and remember it is never too late.
Do you drink more than 5 units of alcohol a week if you're a woman or if you are a man do you drink more than 7?
Do you or your partner take drugs?
Do you consume the majority of your recommended units of alcohol in just one or two nights?
Do you work nights or at weekends?
Do you find it difficult to be out of contact with people and to not be on your mobile phone?
Does the beginning of the week scare you?
Do you eat a lot of sugary foods everyday?
Do you find it difficult to get to sleep or to sleep through the night?
Do you normally sleep less than 7 hours a night?
Do you exercise less than 3 times a week?
Do you have very little time to see family and friends?
Do you have very few holiday days or days off to relax?
Inevitably the way we live has an effect on our fertility: drinking alcohol, smoking, high levels of stress, lack of exercise and working can affect our chances of conceiving a child.
It is very important to find out which lifestyle habits we need to change in order to start improving our fertility.


The most generic wisdom export/import functions allow you to provide an arbitrary callback function to read/write one character at a time in any way you want. However, your callback function must be written in a special way, using the bind(C) attribute to be passed to a C interface.
Your function can return -1 if the end of the input is reached. Again, p is an arbitrary type(C_PTR that is passed through to your function. fftw_import_wisdom returns 0 if an error occurred and nonzero otherwise.


text:
Поле́зные ископа́емые — минеральные и органические образования земной коры, химический состав и физические свойства которых позволяют эффективно использовать их в сфере материального производства (например, в качестве сырья или топлива). Различают твёрдые, жидкие и газообразные полезные ископаемые.

Описание

Полезные ископаемые находятся в земной коре в виде скоплений различного характера (жил, штоков, пластов, гнёзд, россыпей и пр.).

Скопления полезных ископаемых образуют месторождения, а при больших площадях распространения — районы, провинции и бассейны.

Научные основы добычи полезных ископаемых разрабатывают горные инженеры.

Области науки и технологии о добыче полезных ископаемых:
 Горное дело
 Горные науки.

Виды полезных ископаемых
По назначению выделяют следующие виды полезных ископаемых:
 Горючие полезные ископаемые (нефть, природный газ, горючие сланцы, торф, уголь)
 Руды (руды чёрных, цветных и благородных металлов)
 Гидроминеральные (подземные минеральные и пресные воды)
 Нерудные полезные ископаемые — строительные материалы (известняк, песок, глина и др.), строительные камни (гранит) и пр.
 Камнесамоцветное сырьё (яшма, родонит, агат, оникс, халцедон, чароит, нефрит и др.) и драгоценные камни (алмаз, изумруд, рубин, сапфир).
 Горнохимическое сырьё (апатит, фосфаты, минеральные соли, барит, бораты и др.)
Последние три группы совместно могут рассматриваться как нерудные (неметаллические) полезные ископаемые.

Признаки полезных ископаемых
Отдельными примерами поисковых признаков полезных ископаемых, без разделения на прямые и косвенные, являются:
 Минералы — спутники рудных месторождений (для алмаза — пироп, для рудного золота — кварц и пирит, для платины нижнетагильского типа — хромистый железняк и пр.)
 Их присутствие в перенесённых обломках, валунах , попадающихся на склонах, в ложбинах, руслах водотоков и пр.
 Прямое наличие в горных обнажениях, выработках, керне
 Повышенное содержание их элементов-индикаторов в минеральных источниках
 Повышенное содержание их элементов-индикаторов в растительности

При разведке найденного месторождения закладывают шурфы, проходят канавы, разрезы, бурят скважины и др.

См. также
 Полезные ископаемые России
 Разубоживание
 Месторождение
 Металлогения

Примечания

Литература
 Смирнов B. И. Геология полезных ископаемых. — М.: Недра, 4-е изд., 1982. — 668 с.
 Смирнов В. И. Геологические основы поисков и разведок рудных месторождений. — М.: Изд-во Московского университета, 1954.
 Милютин А. Г. Геология и разведка месторождений полезных ископаемых: Учебн. пособие для вузов. — М.: Недра, 1989. — 296 с.
 Игнатов П. А., Старостин В. И. Геология полезных ископаемых. — М.: МГУ, 1997. — 304 с.
 Романович И. Ф., Кравцов А. И., Филиппов Д. П. Полезные ископаемые. — М.: Недра, 1982. — 384 с.

Ссылки
 «Литология и полезные ископаемые»  — научный журнал РАН.


The most cost effective way of funding a claim is normally by paying privately.
If you do not have funds available to you, then you may be eligible for a loan from a bank. We cannot advise regarding any financial products.
We sometimes agree that costs will be paid from your inheritance at the conclusion of the case. We will always try and recover as much of your cost from your opponent however, it is rare to recover all of your costs and so the balance could be paid from your inheritance. You wold need to enter into a contract with the firm to secure such funding arrangement.
Sometimes you will have insurance contained on your existing insurance policies (such as household or car insurance) which would cover an inheritance claim. This means your insurers would pay our legal costs. You should therefore call or email us for a FREE CASE REVIEW if you think you may have insurance to cover an inheritance claim so that we can liaise with your insurers to force them to pay our legal costs and thus allow you to choose us as your specialist inheritance lawyers.
This is an agreement whereby we only get paid if we succeed on your claim (when we also then recover a success fee) and if we don't succeed then we waive our legal costs. Changes in the government's rules surrounding no win no fee agreements (which came into force in April 2013) have made these agreements more complicated so call or email us today for your FREE CASE REVIEW and we will be happy to explain how these agreements work.
We are now able to offer this type of agreement as a result of the government changes to funding in April 2013. This agreement is also contingent upon our succeeding on your case (as for a no win no fee agreement) but in this circumstance we would recover a percentage of your award rather than our base costs plus success fee. Call or email us today for your FREE CASE REVIEW and we will be happy to explain how these agreements work.
At MW, our mission is "To make quality legal services accessible to everyone" and not just those who can afford it.
If you are considering challenging a will or any other type of inheritance dispute and are worried about your ability to pay fees, call our team of experienced inheritance solicitors today on 0203 551 8500 or email us at enquiries@mwsolicitors.co.uk.


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Baylor hires BYU's Jeff Grimes as new offensive coordinator
WACO, Texas (AP) -- Jeff Grimes has been named offensive coordinator at Baylor after three seasons in the same position at BYU.
Baylor coach Dave Aranda announced the hire Monday. Grimes replaces Larry Fedora, who departed the program after the Bears averaged 310.2 total yards and 23.3 points a game. That point total ranked 98th among 127 Bowl Subdivision teams and the yardage ranked 118th.
BYU was in the top 15 in 10 different statistical categories this season including 43.5 points per game (third) and 522 total yards per game (seventh). The Cougars tied for the national lead with 7.84 yards per play and had an FBS-high 45 plays that gained at least 30 yards.
Before going to BYU, Grimes was the offensive line coach and running game coordinator at LSU from 2014-17. His final two seasons with the Tigers overlapped with Aranda's first two seasons there as defensive coordinator, a job Aranda held until getting his first head coaching job at Baylor last January.
Grimes, a Texas native, will also coach Baylor's tight ends. Former Baylor quarterback Shawn Bell, going into his fifth season on the Bears staff, will switch from tight ends to quarterbacks coach.
Patrick Mahomes concussion: Could he be ready to play vs. Bills?
Patrick Mahomes will have to clear the five steps of the NFL's return-to-play protocol before he can resume normal football activities.


South of Market property owners are rushing to take advantage of a plan to rezone the area around the Central Subway, submitting proposals that would add up to more than 2.5 million square feet of new infill development in San Francisco.
Responding to an invitation from the city, developers have quietly submitted new proposals in the last few weeks. They include TMG Partners, Zappettini Properties and Cresleigh Development. Tishman Speyer filed an application last summer.
The largest of the preliminary proposal applications is San Francisco-based Cresleigh Development's 1.3 million-square-foot project on Harrison Street between Second and Third streets. The $420 million "mixed-use integrated" development, which is being designed by Skidmore Owings & Merrill, calls for a 478,000-square-foot office building, a 406,000-square-foot residential tower and a 300-room hotel along the south side of Harrison. Restaurants and retail would line the streets and the development would incorporate a small historic building at 645 Harrison. The residential tower and the hotel would have rooftop gardens.
Cresleigh Development is run by Lawrence Lui, who also is the president of San Francisco-based Stanford Hotels Corp., which owns 17 hotels. Lui was traveling and not available for comment.
A few blocks south on Brannan Street, developers have submitted plans to build 1.4 million square feet in three separate projects. At 501-505 Brannan St., TMG Partners is proposing a $20 million, 200,000-square-foot office building on a surface parking lot that is owned by Bank of America. Heller Manus is the architect. Amy Neches, a partner with TMG Partners, declined to comment.
Tishman Speyer has filed an application to build a 700,000-square-foot office complex on a 97,000-square-foot parcel at 598 Brannan St. The property is owned by the Hearst Corp., which has used it to store and maintainSan Francisco Chronicle delivery trucks and newspaper racks.
At 610-620 Brannan St., Zappettini Properties is seeking permission to construct a 567,000-square-foot office building on the southeastern corner of the San Francisco Flower Mart. The property is partially used as a surface parking lot, although the smaller building at 620 Brannan St. is occupied by a tenant of the wholesale flower market. The parcels together represent less than 10 percent of the Flower Mart facilities, according to John Zappettini, who heads Zappettini Properties.
The slew of proposed projects comes as the city's planning department is nearing completion of its draft Central Corridor Plan, which planners hope will create enough new space for 30,000 new jobs in an area bordered by Second and Sixth streets on the east and west and Mission and Townsend streets on the north and south. The plan will then undergo a two-year environmental review, which is required under the California Environmental Quality Act, before the Planning Department and Board of Supervisors weigh in on it.
The Central Subway, scheduled for a 2019 opening, will extend 1.7 miles from the Fourth Street Caltrain station and will have stops in SoMa, Yerba Buena, Union Square and Chinatown. The proposed rezoning would favor technology-friendly buildings on larger parcels of available land, limiting housing to lots under 20,000 square feet.
But the plan — and the slew of projects it is spawning — threatens to run into early obstacles.
Since 1985, Prop M has limited approvals for large new office complexes to 875,000 square feet each year. Even before the TMG, Zappettini and Cresleigh applications were submitted, the San Francisco office pipeline exceeded Prop M limits. There is currently 4 million square feet of space under the cap, while currently 2 million square feet of office project applications are pending, another 2.2 million square feet of projects are in the pre-development design review stage, and 2 million square feet of projects — including the Central Corridor projects — have applied for preliminary project assessments, the first step in the development process.
In addition, the Brannan Street proposals highlight conflicts between two plans now under way: the Central Corridor Plan and the Western SoMa Community Plan, which seeks to protect blue collar jobs and the arts west of fourth street. As things stand, the Brannan Street parcel could be rezoned for industrial and arts uses later this year under the Western SoMa plan and then rezoned for office use under the Central Corridor plan two years later.
Planning Director John Rahaim said the department didn't set a hard and fast deadline for preliminary project applications. But planners made it clear that the department aimed to set "the range of alternatives by the middle of the fall." He said the proposals "are all a little higher density than what we had talked about, but that's OK. We told them we wanted to finalize the alternatives so they are trying to get their ideas out on the table so we can consider them," said Rahaim.
While property owners seem to be pushing for maximum density, not uncommon during the early stages of an entitlement process, most of the proposals coming in are in line with the principles of the Central Corridor plan, the planning director said. "The focus is on commercial office space, on space for jobs, which is the intent of the Central Corridor plan," said Rahaim.
Developers have been circling the Flower Mart site for decades, though redevelopment has always been complicated by the fact that the marketplace has dozens of owners and tenants who would need to be relocated should the site be developed. Zappettini said Flower Mart owners and tenants "continue to evaluate all options for the future as their businesses and markets evolve." He stressed that his parcel could be redeveloped without adversely impacting the overall flower market operation.
"We are very proud of our family heritage in the flower business and our contributions to the flower market for the past three generations. We hope to continue to be a strong supporter and advocate for what is best for everyone there," he said.


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Hiring and recruitment
The CEO of Automattic on Holding "Auditions" to Build a Strong Team
Photography: Liz Caruana The Idea: In its early years, Automattic relied on traditional résumé screening and interviews to do its hiring. But over time Mullenweg came to focus on tryouts, in which final candidates are paid to spend several weeks working on a project. Automattic employs 230 people. We're located in 170 cities all over […]
From the Magazine (April 2014)
Reprint: R1404A
Mullenweg founded Automattic, the company behind WordPress, in 2005, and began hiring in the traditional way: using résumé screening, reference checks, and interviews. He focused on the experience candidates had and paid special attention to what other start-ups they'd worked for. He and his colleagues invested a lot of energy in the process and believed that they were being as rigorous as they could. But when some hires didn't work out, they began to examine their approach in light of Automattic's unconventional philosophy: Work where you want and when you want; you'll be measured by outputs, not by time spent at a desk in an office. They realized that being well-spoken or charming in an interview often had little bearing on how a candidate would perform the job in question. So they introduced tryouts. After an initial screening, promising candidates are required to work with the company for three to eight weeks (with pay), performing real tasks that are closely related to the jobs they're applying for, and working alongside the people who will be their colleagues if they're hired. They can size up the company as it evaluates and provides feedback to them, benefiting all concerned.
Photography: Liz Caruana
The Idea: In its early years, Automattic relied on traditional résumé screening and interviews to do its hiring. But over time Mullenweg came to focus on tryouts, in which final candidates are paid to spend several weeks working on a project.
Automattic employs 230 people. We're located in 170 cities all over the world. Although we maintain an office in San Francisco that functions like a coworking space, most of our employees work somewhere other than our home base. Some are even nomads, traveling from place to place and couch to couch.
This might seem like a recipe for disaster—low productivity, poor management, and abuse. But Automattic is profitable and fast-growing. With an applicant-screening process that gives candidates genuine job responsibilities and relationships, we can hire smarter, retain strong employees longer, and reduce terminations and turnover. The key? Tryouts.
Where 9 to 5 Fails
It all starts with the way we think about work. In my experience, people in lots of companies are just going through the motions. If someone shows up in the morning dressed appropriately and isn't drunk or asleep at his desk, we assume he's working. If he's making spreadsheets and to-do lists, we assume he's working really hard. Unfortunately, none of this gets at what an employee actually creates during the day. It's possible (and, sadly, not uncommon) for someone to sit at a desk for eight hours, moving papers and sending e-mail, without producing any results.
At Automattic we focus on what you create, not whether you live up to some ideal of the "good employee." We measure work according to outputs. I don't care what hours you work. I don't care if you sleep late or if you pick up a child at school in the afternoon. I don't care if you spend the afternoon on the golf course and then work from 2 to 5 AM. What do you actually produce? Many people create great things without sitting at a desk in an office all day, including all the people at Automattic. (One employee recently wrote a book about his time with us. Its title—The Year Without Pants—should tell you something about our lack of emphasis on professional dress.) We work in open-source software, which is a decentralized product, so uncoupling our workforce from the 9-to-5 workday makes sense. We can do it well because we have the right team.
We used to hire people the way most other companies do. We'd screen résumés and conduct interviews. Sometimes we asked candidates brainteaser-style questions, as Microsoft and Google famously did. We focused on their past experiences and paid special attention to what other start-ups they'd worked for. A candidate might interview with five employees, and we'd all take him or her out to lunch. We invested a lot of energy in the process, and we believed we were being as rigorous as we could.
Inevitably, some of those hires didn't work out, which was a big disappointment. When you hire someone, you see all the potential in the world. If things break down, you have to do some soul-searching. Is it my fault? Is it something I did as a manager? How did we miss the less-than-positive signs? Managers at other companies appeared not to care, assuming that it was normal for a third of new hires to wash out. But it seemed so inefficient.
As we considered the situation, it became clear that we were being influenced by aspects of an interview—such as someone's manner of speaking or behavior in a restaurant—that have no bearing on how a candidate will actually perform. Some people are amazing interviewees and charm everyone they talk to. But if the job isn't going to involve charming others, their interview skills don't predict how well they'll do as employees. Just like work, interviews can be "performed" without real productivity.
Tryouts Trump Interviews
The more we thought about why some hires succeeded and some didn't, the more we recognized that there is no substitute for working alongside someone in the trenches. So we gradually changed our approach. I still personally review most of the résumés we receive, and we screen out about 85% of candidates immediately, for lack of relevant experience, lack of technical skills, or mistakes on the application. (One thing I don't pay much attention to is education: I'm a University of Houston dropout, so it would be hypocritical of me to obsess over where or whether someone went to college.) Candidates then have initial interviews, usually via online chat.
Since March 2013 Automattic has received 314 applications, interviewed 155 candidates, run 94 tryouts, and hired 38 people
The most significant shift we've made is requiring every final candidate to work with us for three to eight weeks on a contract basis. Candidates do real tasks alongside the people they would actually be working with if they had the job. They can work at night or on weekends, so they don't have to leave their current jobs; most spend 10 to 20 hours a week working with Automattic, although that's flexible. (Some people take a week's vacation in order to focus on the tryout, which is another viable option.) The goal is not to have them finish a product or do a set amount of work; it's to allow us to quickly and efficiently assess whether this would be a mutually beneficial relationship. They can size up Automattic while we evaluate them.
Paying them for their efforts is important; this isn't about getting work done free. Originally we tried to set hourly pay rates based on what they might earn if they were hired, but that became too complicated. We were almost negotiating what we would pay someone who hadn't yet received an offer, which didn't make any sense. To keep it simple, we decided to pay a standard $25 an hour, whether the candidate was hoping to be an engineer or the chief financial officer.
If you're applying to work in customer support, you'll be talking directly to customers. If you're an engineer, you'll be writing real code. If you're a designer, you'll design. In some cases the nature of the job means that we have to get creative. If you're looking for a role in business development, we can't send you out to negotiate deals with potential partners, so we come up with something as closely related as possible to the actual work. A business-side hire might prepare presentations, or do an analysis of a business problem, or run numbers on a potential project. Tryouts may not offer 100% overlap with the job in question, but they give us a better window on someone's skills and cultural fit than a lunch meeting would. We're especially interested in how well candidates self-motivate, how well they communicate in writing (because most of us work remotely, we rely heavily on instant messaging), and how they deal with mistakes. We don't expect perfection—we care more about how quickly they identify an error, how they communicate about it, and what they learn from it.
One Manager's Experience
When Matt Mullenweg asked Scott Berkun, a veteran Microsoft executive and management author, to become a "team leader" at Automattic, he said yes—on one condition: He wanted to write a book about working in its unique corporate culture. Berkun, the author of The Year Without Pants: WordPress.com and the Future of Work, talked with HBR about the experience.
What did you think of the job tryout process?
I'm a huge fan, because it makes sense. Somehow hiring managers have come to believe that having people talk about work in a job interview is a reliable indicator of their ability to do work. It's not. If you want a cake for your wedding, you're going to ask the baker for a sample. You don't ask him to talk about his cake. Tryouts are far better predictors of who can do the job and be a good fit.
Did the tryouts give you, as a manager, more confidence in making hiring decisions?
To some extent, yes. I like to talk about hiring decisions with my team. At Automattic, instead of talking about how a candidate replied to interview questions, we could give firsthand reports of how he responded to a particular problem. Firsthand data gave us more confidence.
Should other companies use tryouts?
Many already do, albeit under different names. An internship is very similar—it's limited-term employment that you hope will lead to a long-term job. Apprenticeships have existed in artistic endeavors since the Renaissance.
What in the culture was difficult to adapt to?
I adjusted well to working remotely. Communicating digitally was easy: Even if you work in the same building, most of your dealings with colleagues are done via computer anyway. In general I really liked working at Automattic. My frustrations had to do with the level of ambition. The culture of the company is to collaborate and to make a lot of incremental changes. People had so much freedom to take risks, and I was disappointed by how few employees took advantage of that to make really big bets.
What should other companies learn from Automattic?
They could learn from its commitment to innovation. Executives like to talk about being innovative, but most people are really conservative. Matt Mullenweg is willing to try stuff out. He's happy to see stuff not work—he'll say, "Now we know a little more about how this problem can be solved." If other companies adopted a model in which the CEO was the chief experimenter, they'd be more successful.
The Final Interview (via Text)
Only very rarely do people object to a tryout or say that they're too busy to undertake one. The tryout may feel like an extraordinary obligation, but that makes it a filter: We want people who are willing to do what's necessary to succeed and who are passionate enough about Automattic to make the process a priority. Tryouts aren't like a bake-off; if we audition 10 people and they're all strong, we may hire all of them. Applicants are competing against our standards of quality, not against one another.
During a tryout, we try to provide a lot of feedback. If we conclude that an applicant isn't going to succeed, we call an end to the process as quickly as possible, out of respect for everyone's time. Sometimes a candidate decides to end the trial.
We also prioritize coordinating the system. It's a huge investment of time, and we've found that any single Automattic employee can oversee only two or three auditions at once. We now have four engineers who perform that service for their department. In our culture, overseeing a tryout takes higher priority than doing your regular job; it's perfectly acceptable for people to temporarily step back from their usual work for that reason.
When the process is over, all the people involved have a great sense of whether they want to work together going forward. At that point the final step is an interview with me. (Even as our company has grown, I continue to spend at least a third of my time on hiring.) I've changed my interview style dramatically over the years, to stay in the spirit of the tryout process. I conduct interviews via text-only Skype chats or instant messaging. I don't know the gender or ethnicity of anyone I interview; I see only the words on the screen. It's as close to a double-blind process as you can get. I'm looking mainly for passion and cultural fit. Of the people who make it to the final interview, 95% get a job offer—a testament to the effectiveness of our approach.
Even when we don't ultimately offer someone a position, he has obtained valuable information about what we viewed as his strengths and weaknesses. If we see potential, we'll encourage him to continue developing his skills and reapply. Repeat applicants tend to be strong, because they've taken the feedback to heart and worked to improve; we've hired many of them.
We're In It for the Long Haul
Trials don't just help us better determine who will succeed at Automattic; they help potential employees avoid big problems down the road. If a working relationship sours after a few months, the company can just let the person go. It's not the best outcome for anyone—we still have to deal with turnover costs—but for the employee, it's terrible. She may have quit another job to accept the one she's now losing. Maybe she has moved across the country. She's left with a short-term job on her résumé, which can be a red flag for future employers.
Trials also help potential employees avoid big problems down the road.
When we hire someone at Automattic, we want the relationship to last for decades. That's not the way most Silicon Valley companies operate. (See, for instance, "Tours of Duty: The New Employer-Employee Compact," HBR June 2013.) But we feel strongly that the most productive relationships are formed over years, not months. If you're making a movie, it might be reasonable to bring people together for the time required to film it and then move on. But if you're trying to build products that will change the world, it's going to take much longer, and there's value in retaining people for a large chunk of their careers.
Some people say that younger workers have a different notion of job tenure and want to move around more frequently. That may be, but I think companies, too, have changed. If a company treats people as if they'll be around for a while, managers develop a different sensibility when it comes to investing in and retaining people. Loyalty is a two-way street.
Overall, we end up hiring about 40% of the people who try out with us. In 2013 we hired 101 people, and only two of them didn't work out. In the entire history of the company we've hired 270 people, and only 40 of them are no longer here.
Our flexible-work philosophy is one reason we use this unique hiring process: We have to go to great lengths to identify people who will thrive in our culture. Outsiders have always questioned whether our system of limited supervision would be effective as we grew. "It's fine when you're at 10 or 15 people, but when you get to 30, it falls apart," they'd say. After we passed 30 people, we started hearing that the magic number was 100—and then 150. Now that we're approaching 250 employees, we still have no significant issues.
There are some quirks in the way we work that tryouts help us address. For instance, we tend not to hire people with little professional experience, because our lack of structure may be too unfamiliar to them. But that doesn't mean we never hire young people—we've acquired more than one talented teenager. (And I was 19 when I cofounded WordPress.) Many of our workers were self-employed or freelance at some point in their careers, which helps them understand how to be self-directed.
Auditions may not be the right process for your workplace, but you probably could augment a traditional interview process in order to move beyond appearance to real potential. A candidate assessment that mimics the actual work the candidate must do to succeed will give you the best hiring ROI. Maybe it's a trial; maybe it's a presentation; maybe it's a short-term assignment that can be done in an afternoon.
Nothing you do for your company has as much impact as putting the right people around the table. The aphorism is true: You can't manage your way out of a bad team. An approach to hiring that genuinely identifies real skill and fit will give you the best shot at assembling the right team.
A version of this article appeared in the April 2014 issue of Harvard Business Review.
Read more on Hiring and recruitment or related topic Leadership
Matt Mullenweg is the founder of Automattic and creator of the open source WordPress software.


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Родословие М. В. Ломоносова — хорошо разработанная, и уже давно интегрированная в общую российскую генеалогическую структуру область исследований жизни и деятельности учёного, с некоторых пор именуемых ломоносоведением. В поколенных росписях предков и потомков М. В. Ломоносова присутствуют представители всех сословий — от крестьян и духовенства до разночинцев и служилого дворянства, — аристократии, отпрысков старинных дворянских родов. Здесь можно наблюдать родство с прославившими имя своё на ратной ниве и с запечатлевшими прозвание рода в литературном творчестве, — с государственными деятелями и учёными.

Семейное древо

Предки

Упоминание о семье Ломоносовых восходит к XVI веку, ко временам Ивана Грозного. Дед будущего учёного Дорофей Леонтьевич (1647—1683), его отец Василий Дорофеевич и многие родственники были жителями Курострова. Как и большинство куростровских крестьян-поморов, они занимались хлебопашеством, но их основным делом были рыбная ловля и зверобойный промысел.

В начале XVIII века семья Ломоносовых имела средний достаток. Она располагала сравнительно крупным земельным наделом (около 67 мерных саженей — длина пахотной полосы), но главным источником благосостояния являлся морской промысел.

Плавания в суровых северных морях были нелёгким и опасным делом. Поморы и двиняне объединялись в артели. Почти все Ломоносовы деревни Мишанинской до начала 20-х годов XVIII века жили одной семьёй, мужчины сообща выходили в море. Семья Ломоносовых принадлежала к опытным мореходам. Документы свидетельствуют, что ещё в 1710 году Лука Леонтьевич Ломоносов (1646—1727), двоюродный дед будущего учёного, был кормщиком — старшим в промысловой артели. А это значит, что он хорошо знал морские пути, умел управлять судами, то есть, знал навигационное дело.

Племянником Ломоносова был Михаил Головин, также ставший впоследствии учёным.

Семья и потомки
 С ноября 1736 года (после 4 числа) Михаил Ломоносов жил в доме вдовы марбургского пивовара, члена городской думы и церковного старосты Генриха Цильха, Екатерины-Елизаветы Цильх (урожденной Зергель).
 Через два с небольшим года, в феврале 1739-го, Михаил Ломоносов женился на её дочери Елизавете-Христине Цильх (1720—1766). Поскольку принадлежали М. Ломоносов и Е.-Х. Цильх к разным вероисповеданиям, брак мог быть оформлен только в виде «записи акта гражданского состояния», что и отражает документ «Марбургской родословной книги». Относительно венчания, состоявшегося позднее, то к тому времени, по всей видимости, Елизавета-Христина приняла православие.
 8 ноября 1739 года у них родилась дочь, получившая при крещении имя Екатерина-Елизавета. 26 мая 1740 года Михаил Ломоносов и Елизавета-Христина Цильх обвенчались в церкви реформатской общины Марбурга. Первая дочь Ломоносовых умерла в 1743 году (о третьем их ребёнке, якобы также умершем, сведения недостоверны).
 Сын М. В. и Е.-Х. Ломоносовых, родившийся в Германии 22 декабря 1741 года, и получивший при крещении имя Иван, умер в Марбурге в январе 1742 года (до 28 числа, когда был погребён). В 1743 году (не позднее ноября) Елизавета-Христина Ломоносова с дочерью Екатериной-Елизаветой и братом Иоганном Цильхом приехала в Санкт-Петербург.
 21 февраля 1749 года в Санкт-Петербурге у них родилась дочь Елена. Так как Михаил Васильевич не имел сыновей, линия рода Ломоносовых, которую он представлял, пресеклась. Единственная оставшаяся в живых дочь Елена Михайловна Ломоносова (1749—1772) вышла замуж за Алексея Алексеевича Константинова, домашнего библиотекаря императрицы Екатерины II.
 От брака Елены Ломоносовой и Алексея Константинова родился сын Алексей (ок. 1767—1814) и три дочери Софья (1769—1844), Екатерина (ок. 1771—1846) и Анна (ок. 1772—1864). Потомство имела только Софья Алексеевна, которая вышла замуж за Николая Николаевича Раевского-старшего, генерала, героя Отечественной войны 1812 года.

Дети, внуки, правнуки и последовавшие поколения, происходящие от Алексея Алексеевича и Елены Михайловны Константиновых:

 Раевские — потомки генерал-лейтенанта Николая Николаевича Раевского-младшего (боковые ветви: Плаутины, Свечины, Шиповы, Звегенцевы, Толстые, фон-Карловы)
 Ностицы — потомки Александра Николаевича Раевского, друга А. С. Пушкина
 Орловы — потомки Екатерины Николаевны Раевской и генерал-майора Михаила Федоровича Орлова (боковые ветви: Уваровы, Иашвили, Котляревские)
 Волконские — потомки Марии Николаевны Раевской и декабриста, князя Сергея Григорьевича Волконского (боковые ветви: Кочубеи, Джулиани)

Раевские
У Софьи Алексеевны и Николая Николаевича Раевского было 2 сына и 4 дочери, из них две — Елена (1803—1852) и Софья (1806—1883) остались незамужними и потомства не имели.

Старший сын Александр Николаевич Раевский (1795—1868), камергер, был женат на Екатерине Петровне Киндяковой (1812—1839). Рано овдовел и посвятил себя воспитанию единственной дочери Александры (1839—1863). В 1861 Александра Александровна вышла замуж за генерала графа Ивана Григорьевича Ностица. В 1862 году родила сына Григория, и вскоре после его рождения скончалась.

Младший сын, Николай Николаевич Раевский (1801—1843), генерал, участник Наполеоновских войн, Русско-персидской войны 1826—1828 и Кавказских походов, основатель Новороссийска был увлеченным садоводом, основателем Сухумского ботанического сада. Вел активную переписку и сотрудничал с выдающимися ботаниками своего времени: Ф. Б. Фишером, Х. Х. Стевеном, Н. А. Гартвисом. В 1839 г. женился на фрейлине Анне Михайловне Бороздиной (1819—1883), дочери генерала Михаила Михайловича Бороздина. Имел двух сыновей: Николая и Михаила.

Полковник Николай Николаевич Раевский-третий (1839—1876) как и его отец увлекался садоводством и виноградарством. Был членом Императорского Вольного экономического общества. В собственных имениях в Туркестане занимался хлопководством, шелководством и виноградарством. Пытался разводить хлопок на Южном берегу Крыма. Погиб в 1876 г. во время сербо-турецкой войны, куда отправился добровольцем. Женат не был. Потомства не оставил.

Его младший брат генерал Михаил Николаевич Раевский (1841—1893) был президентом Императорского общества садоводства и автором первого российского учебника по плодоводству «Плодовая школа и плодовая школа и плодовый сад». В 1871 года женился на фрейлине Марии Григорьевне Гагариной (1851—1941), дочери вице-президента Императорской Академии Художеств князя Григория Григорьевича Гагарина.

Потомство Михаила Николаевича Раевского:

Михаил Николаевич и Мария Григорьевна Раевские имели 4 сыновей и 6 дочерей. В годы Гражданской войны Раевские эмигрировали и в настоящее время все их потомки проживают за пределами России.
 Раевская Мария Михайловна (1872—1942). Муж — генерал Николай Сергеевич Плаутин (1868—1918)
 Плаутин Николай Николаевич (1893—1942)
 Плаутин Михаил Николаевич (1895—1920)
 Плаутин Сергей Николаевич (1897—1969). Общественный деятель, историк, лингвист. Автор труда «Слово о полку Игореве. Исправленные и неисправленные тексты. Перевод и примечания» (Париж, 1958). Жена — княжна Куракина Елизавета Ивановна (1905—1980)
 Плаутин Николай Сергеевич (1928—1991)
 Плаутин Георгий Николаевич (1898—1942)
 Раевский Николай Михайлович (1873—1900). Жена — Прилежаева Анна Николаевна
 Раевский Михаил Михайлович (1875—1922). Жена — Гагарина Ольга Сергеевна (1883 −1955)
 Раевский Сергей Михайлович (1910—1943)
 Раевский Георгий Сергеевич (1940—2007). Потомства не оставил.
 Раевский Михаил Михайлович (1912—1983)
 Раевская Ирина Михайловна (1937) в первом браке Валле
 Валле де Раевская Анна-Юлия-Мария (1978)
 Раевская Ольга (1913—1916)
 Раевская Анна Михайловна (1876—1967). Муж — генерал-майор Шипов Николай Николаевич (1873—1958)
 Шипова Мария Николаевна (1902—1993) в замужестве Шаню
 Шипов Николай Николаевич (1904 — ?)
 Шипов Михаил Николаевич (1908 — ?)
 Раевский Григорий (1878—1883)
 Раевская София Михайловна (1881—1950). Муж — князь Михаил Анатольевич Гагарин (1881—1964)
 Раевский Пётр Михайлович (1883—1970) — издатель «Архива Раевских». Первая жена — Ферзен София Павловна (1888—1927), вторая — Зора Орнадак (Чернадак, Цернадак) (1881—1971)
 Раевский Михаил Петрович (1924)
 Раевская Елена (1888—1889)
 Раевская Анастасия Михайловна (1890—1963). Муж — Звегинцов Владимир Николаевич (1891—1973)
 Звегинцов Владимир Владимирович (1914-1996)
Звегинцов Степан Владимирович (1968-), 2 детей
Звегинцов Николай Владимирович (1971-), 3 детей
Звегинцов Михаил Владимирович (1919-1999)
Звегинцова Елена Михайловна (1945-), 2 детей, 6 внуков
Звегинцова Анна Михайловна (1946-) 3 детей, 8 внуков
Звегинцов Пётр Михайлович (1950-) 3 детей, 5 внуков
 Раевская Ирина Михайловна (1892—1955). Первый муж — граф Толстой Александр Михайлович (1888—1918), второй — герцог Георг Александр Мекленбургский (1899—1963)
 Толстая Ирина (Нина) Александровна (1917—1998)
 граф Толстой Михаил Александрович (1918—2004)
 Георг Александр Андреас Мекленбургский (1921—1996)
 Александр Мекленбургский (1922—1922)
 Елена Мекленбургская (1924—1962)
 Карл Грегор Мекленбургский (1933—2018)

Примечания

Ссылки
 Брызгалов В. В. Плавания Ломоносовых на рыбные промыслы Электронный ресурс
 Родословная Ломоносова на сайте музея Ломоносова http://museum.lomic.ru/rod/genealogy-lomonosov.html

Михаил Ломоносов
Ломоносовы


If you want results fast, consider a bootcamp in Houston. Bootcamps are run by personal trainers who first assess everyone's fitness level before he creates individualized programs. You may not be the fittest in the class, but everyone will find the class difficult. That's because the trainer creates a program that will work you hard, but still be within your ability. He also listens to your goals and finds out if you have any special needs before creating them.
Everyone may be doing the same exercise, but using a different form.
Some people in your group may be able to do push-ups with ease, others won't be able to do one. The trainer may adjust the form of the push-up to meet each individual's need and fitness level. The one able to do them with ease will be asked to do a harder technique, such as fingertip or one with weights on his or her back. The out of shape person may do bent knee push-ups, but everyone will be struggling toward his or her goal at the same time.
You'll learn exercises you can do at home.
In most cases, trainers use body weight exercises or calisthenics that require no additional equipment. That means after a bootcamp ends, you'll be able to use what you've learned at home. Many people start a bootcamp with that idea in mind, but when it ends, they've had so much fun they start another. Each time the program will be more challenging, but that's okay since they're in far better shape.
You'll have fun while you're shedding pounds.
The workouts are tough, but you're not the only one struggling. Everybody at the bootcamp is. That forms a bond. You'll often hear one member cheer another on to success or the whole group applaud when someone reaches a goal. Often lifetime friendships are made at bootcamps. Sometimes, people find workout buddies to continue working out with after the camp ends.
The personal trainer shows you how to do each exercise and then watches to insure you do it right. That helps prevent injuries and maximizes the benefits.
You'll get all the benefits of having a personal trainer, but at a far lower price. Everyone pays a portion of the cost of the trainer's time, so it's less per person.
You'll see results faster than you would if you worked out on your own. The personal trainer not only creates a program that works you harder than you'd ever work on your own, he or she also raises the bar when you achieve it. That's something most people forget to do.
You'll feel fantastic after each session. The workout burns off the hormones created by stress and replaces them with ones that lift your spirits.


text:
Questa pagina raccoglie le informazioni relative alle competizioni ufficiali disputate dal Modena Football Club nella stagione 2005-2006.

Rosa

Risultati

Campionato

Girone di andata

Girone di ritorno

Play-off

Coppa Italia

Note

Bibliografia

Collegamenti esterni

2005-2006


text:
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NJ cop who had sex without revealing HIV jailed
SOMERVILLE – A retired police captain who had sex with two women without telling them that he was HIV-positive will spend almost a year in jail.
NJ.com reports that retired Plainfield police captain Charles Martina was sentenced to 364 days in jail Friday. He will also be placed on probation for three years and has to reimburse the victims for their medical expenses.
The 67-year-old previously pleaded guilty to two counts of a diseased person committing an act of sexual penetration.
The former head of Plainfield's narcotics and vice squad retired in 2000 after serving nearly 28 years with the police department.
He was charged in October 2011 when he two women came forward.
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Richelieu is a commune in the Indre-et-Loire department in central France.
It lies south of Chinon and west of Sainte-Maure de Touraine and is surrounded by mostly agricultural land. Its inhabitants are called Richelais, and Richelaises.
Because of its design as the "ideal city" of the seventeenth century, the town is the subject of protective measures for its architecture.
In 1343, salt became a state monopoly by order of the Valois king Philip VI, who established the gabelle, the tax on salt. Anjou was part of the "great gabelle" area and encompassed sixteen special tribunals or "salt granaries", including that of Richelieu.
The village was a 17th-century model "new town". It was built at the order of Cardinal Richelieu (1585–1642), who had spent his youth there and bought the village of his ancestors; he had the estate raised to a duché-pairie August 1631. He engaged the architect Jacques Lemercier, who was already responsible for the Sorbonne and the Cardinal's hôtel in Paris, the Palais Cardinal (now the Palais-Royal). With the permission of King Louis XIII, he created from scratch a walled town on a grid arrangement, and, enclosing within its volumes the modest home of his childhood, an adjacent palace, the Château de Richelieu, surrounded by an ornamental moat and large imposing walls enclosing a series of entrance courts towards the town and, on the opposite side, grand axially-planned formal vista gardens of parterres and gravel walks, a central circular fountain, and views reaching to an exedra cut in the surrounding trees and pierced by an avenue in the woodlands extending to the horizon. The pleasure grounds were enclosed in woodland; since their innovative example was followed and extended at Vaux-le-Vicomte and in the gardens of Versailles, and since André Le Nôtre's father was employed at Richelieu in 1629, and it is not improbable that the young boy was employed as well, it is worth making a detailed survey. Construction took place between 1631 and 1642 – the year of the Cardinal's death – and employed around 2000 workers.
The town itself (as distinct from the Château grounds) is about 700 meters long by 500 meters wide. It is accessible by three monumental gates; a fourth, dummy gate exists to respect the symmetry of the whole. The urban plan revolves around two symmetrically arranged places: Place Royale (now Place des Réligieux) and the Place du Cardinal (now Place du Marché), in which are grouped the presbytery, the "audience" (now the town hall), a covered open market hall (still surviving, with wooden pillars and roof beams) and shops.
To ensure quick settlement, the Cardinal imposed no city taxes. In return, buyers of plots for construction undertook to build within two years a "flag" or a house according to the plans and specifications filed with the court of the city, while being forced to choose as builder one of the Cardinal's appointees. A register of specific transactions is kept, allowing historians to know today the list of owners of the original buildings of the city.
Upon the death of Cardinal, the city ceased to grow, but continued to have illustrious visitors, like Louis XIV of France, Jean de La Fontaine, and Voltaire. According to La Fontaine, Richelieu was at the time of writing the "most beautiful village of the universe."
In 1790, during the convening of the Estates General, representatives of the town of Richelieu sat with those of Mirebeau in the delegation of Saumur, within the generality of Tours. The same year, the town of Richelieu was separated from Saumur to integrate with the then new Department of Indre-et-Loire.
The mayor of Richelieu is Hervé Novelli, formerly a Secretary of State in the French cabinet. He is assisted by five deputies.
Periodically the town holds historical re-enactments.
^ The château was engraved by Jean Marot, La magnifique chasteau de Richelieu, about 1660; it is unlikely that essential changes had been made since the Cardinal's death. The château was described, on the basis of Marot's engraving, by H. Carrington Lancaster, "The Chateau de Richelieu and Desmaretz's Visionnaires" Modern Language Notes 60.3 (March 1945:167-172) on which the present description is based.
^ SMarot's engraving preserves the layout of the gardens in detail.
^ Derek Clifford, A History of Garden Design 1963 fig. 26 facing p. 65.
^ "Chateau/Manor, Nr. Richelieu, Indre-et-Loire". Winkworth International.
Wikimedia Commons has media related to Richelieu (Indre-et-Loire).
This page was last edited on 15 February 2019, at 09:16 (UTC).


text:
Come Grow With CO—
The U.S. Chamber launches a new digital platform designed specifically for ambitious, growth-minded business owners.
Small Business/
Thomas J. Donohue
Advisor and Former Chief Executive Officer, U.S. Chamber of Commerce
The U.S. Chamber of Commerce exists to help businesses thrive by advocating for the pro-growth policies that will create a strong economy and by providing the tools and resources they need to start, run, and grow.
Few people who run a business wake up thinking about what's happening in Washington or worrying about a given policy proposal. They are thinking about the survival of their companies. They are singularly focused on the exhilarating and terrifying process of growing a startup. They are consumed with everything from choosing the right business insurance to figuring out a pricing model to working with bankers to secure a loan.
Many of them don't know that the Chamber is here to help.
Enter CO—, a digital platform designed specifically for ambitious, growth-minded business owners who are eager to take the next big leap. Launched in late February, CO— can be an invaluable instrument in the toolkit of small and middle market business owners. Its goal is to reach businesses at every stage of growth – from creation to expansion.
Coalition Comments on Employee or Independent Contractor Classification
The interactive platform connects business owners and aspirants with timely and relevant content. It gives them access to ideas and advice from CEOs, business leaders, and forward-thinking experts from across the country. And it showcases inspiring stories and practical lessons from owners of other young companies who are striving and succeeding.
CO— also puts entrepreneurs in touch with the unparalleled assets and subject-matter expertise of the Chamber. Most important, it enables the Chamber to now reach startups at scale – meeting people wherever they are, with the help and resources they need, when they need it most.
To build and lead CO—, we brought together a top-notch team of journalists and creatives with digital prowess and a proven record of success at media companies like The Atlantic, Business.com, Business News Daily, Fast Company, Forbes, Inc., and Thomson Reuters. Every person on the CO— team cares deeply about building a vibrant entrepreneurial community and helping business owners succeed.
Serving businesses is what the Chamber has been known for since its founding more than a century ago, and it's still at the core of who we are today. CO— is part of our broader commitment to helping growth-minded companies in ways that are innovative and inspiring, with a focus on real-world tactics for achieving success.
Through CO—, America's dreamers and doers will thrive in good company. Visit GrowWithCO.com.
Thomas J. Donohue is advisor and former chief executive officer of the U.S. Chamber of Commerce.
An end-of-year omnibus package included a few small business legislative victories related to retail theft, employee benefits plans, and mergers and acquisitions.
By Thomas M. Sullivan
By Kaitlyn Ridel
Here's What Small Business Leaders Are Telling Me About Tech
By Jordan Crenshaw
New Survey Shows Most Small Businesses Prioritize Giving Back to Their Local Communities
By Thaddeus Swanek
5 Reasons to Shop Small this Holiday Season
By Lindsay Cates


text:
How not to open source a roleplaying game
After the phenomenal success of open source software development in the 1990s, someone at Wizards of the Coast decided to try to follow this model for their roleplaying game, Dungeons & Dragons, purchased in 1997 when they acquired TSR. Specifically, they decided to publish a cut-down set of rules called the SRD, which represented the core of what it takes to publish a Dungeons & Dragons-compatible game. The idea at the time, which worked well, was to encourage what marketing people call an "ecosystem" of publishers who made everything from full roleplaying game systems to source books for D&D.
All of this made sense, but Wizards had opened the genie's bottle, and there was no putting it back. As long as they continued to encourage their new ecosystem, they were assured of their place as king of the mountain. However, in 2008, they announced that they would end support for D&D version 3.5 and begin publishing version 4.0. This new version would not be available to third party publishers for creating their own games, at least not at first (they have since published a new, more restrictive set of rules called the GSL).
At the same time, a small publisher named Paizo had been licensed the rights to publish Dragon and Dungeon magazines. These two magazines were in decline at the time, but Paizo manged gain the enthusiasm of the roleplaying community by dipping into the well of nostalgia that many players had for the game. The printed updates to classic adventures in Dungeon and breathed new life into old stapes of Dragon such as the "Ecology of the..." series. They also fanned the flame of the original Dungeons & Dragons setting: Greyhawk. Their most impressive accomplishment was the enthusiasm generated by their "Adventure Paths." These 12-issue serial adventures were published in Dungeon magazine and the first was then collected as a hardcover book. Overall Paizo did quite a bit of cheerleading for Wizards and in 2007 they received their reward: notice that their licenses to all Dungeons & Dragons products were being revoked so that Wizards could develop a stand-alone Web site to replace the print magazines in coordination with the launch of the 4.0 edition.
Of course, the consensus at the time was that Paizo was doomed, but Wizards' Open Gaming License for the 3.5 edition was their way out. They immediately converted all existing Dungeon and Dragon subscribers over to new products based on the Open Gaming License. In less time than most publishers take to decide to take on a project, Paizo had their own campaign setting for D&D 3.5, published under the OGL along with a new adventure path, Rise of the Runelords . However, the OGL also allowed for full 3.5-compatible systems, and that was Paizo's next step. Over the course of the next two adventure paths that they published, Paizo continued to work on their variant system: the Pathfinder RPG .
Today, with several adventure paths published under their new system and a constant stream of supplement books published for their world of Golarion, one has to wonder if Wizards of the Coast is feeling burned. The popularity of the Pathfinder RPG hasn't reached the level of D&D, but it continues to build a dedicated base of adherents and is frequently referred to as "D&D 3.75."
So should Wizards not have created their "ecosystem?" Of course they should, it was a shot in the arm to what many declared a dead product. What they should not have done is assume that because they wanted to move on with a new edition that the industry would either follow or contentedly watch their businesses crumble. Wizards should have built support for 4.0 among their publishers and then eased into it without yanking the rug out from under Paizo. This would have resulted, at the very least, in reducing the number of long-term players that walked away from their version of the game.
Labels: business, roleplaying
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The I Can't Take It Anymore Diet
Something new every day: Bourne Shell variables
A Google App Engine failure
Google's WEBP image format and World of Warcraft
Quatermass poster
The Great Humor Friendly Spam Is Translate!


text:
UNH briefs: McDonnell named N.E. Football Writers FCS Coach of Year
BOSTON — University of New Hampshire head football coach Sean McDonnell has been recognized as the Division I FCS Coach of the Year by the New England Football Writers. McDonnell, who earns the award for the fourth time in his career, will be honored at the N.E. Football Writers Annual Awards and Captains Banquet tonight at the Montvale Plaza in Stoneham, Mass.
The 14th-year head coach, who was previously feted in 2005, '08 and '10, claims this honor the same week he was tabbed the AFCA Regional Coach of the Year for the third time in his career (2004, '05). McDonnell guided the Wildcats to a co-CAA championship for the second time (2005) with a 6-2 league record, and the 'Cats closed out the season with an 8-4 overall mark following Saturday's 23-7 loss at Wofford College in the second round of the NCAA Division I FCS Championship.
McDonnell, who secured his 100th career coaching triumph at Georgia State on Oct. 6, has posted a 104-66 record to become the second-winningest coach in school history, trailing only his mentor Bill Bowes (175-106-5) in overall victories.
He was the Eddie Robinson National Coach of the Year recipient in 2005 and has been crowned the Gridiron Club of Greater Boston Head Coach of the Year in 2000, '04 and '09.
Under McDonnell's leadership, the No. 11/13 Wildcats have strung together a nation-leading nine straight trips to the NCAA playoffs and have been ranked in the Top 25 for a staggering 125 consecutive polls, the nation's longest streak that dates back to Sept. 13, 2004.
Former UNH head coaches Chief Boston (1962), Joe Yukica (1967) and Bowes (1994) previously received this award, which has been handed out annually since 1953.
CAMBRIDGE, Mass. – After a strong performance at the first meet of the season, sophomore James Anderson of the University of New Hampshire men's indoor track & field team was named the America East track performer of the week, announced by the league Tuesday afternoon.
Anderson began his sophomore campaign by cruising to a victory in the 800-meter run at the Jay Carisella Invitational. Besting a field of 11 runners, Anderson's time of 1:54.94 was nearly three seconds better than the runner-up. It is also currently the seventh-best time in the country and the best time in the America East.
The Wildcats return to action on Friday, Dec. 7, when they host Maine in a heptathlon at 5 p.m. UNH then takes on Maine in dual-meet action on Saturday at noon.
DURHAM — The University of New Hampshire athletic department is holding its annual holiday toy drive from now until Dec. 9 to benefit the Toys for Tots Foundation.
Fans will receive discounted admission if they bring a new, unwrapped toy to any UNH athletic event from today through Sunday. The discounted price will be $3 for ticketed sports, with the exception of men's hockey, which will be reduced to $12 for a single game.
Fans are encouraged to bring their donations to the promotions table at the respective events. UNH Athletics thanks its fans in advance for their consideration and generosity.
WAKEFIELD, Mass. — Sophomore goaltender Casey DeSmith of Rochester of the top-ranked University of New Hampshire men's hockey team was named Hockey East goaltender of the month for November. The league office made the announcement Tuesday afternoon. DeSmith earns the award for the second time in his career and does so in back-to-back months. The netminder becomes the first Wildcat since Brian Foster (December 2010, January 2011) to win this award in consecutive months.
DeSmith went 5-1-1 in the month of November and collected a pair of Hockey East Defensive Player of the Week awards. The sophomore netminder posted a 1.65 goals against average and a .951 save percentage. DeSmith had three straight shutouts and in the process set a UNH record for scoreless minutes at 203:32. The goaltender stopped 30-plus shots on four occasions in the month of November, including a pair of 40-plus save performances. Along with a strong power play in front of him, DeSmith played a key role in spring-boarding the Wildcats to their best start in program history and the top of the nation's poll by the end of the month.
UNH hosts Boston University tonight at 7.


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Greenford in top 4% of schools
The Minister for School Standards, Nick Gibb, has written to Greenford High School to highlight the school's outstanding GCSE results.
The letter notes the school's Progress 8 score of 0.84, which means Greenford is amongst the top 4% of state-funded mainstream schools in terms of the progress pupils make between key stage 2 and the end of key stage 4.
The letter also acknowledges that 82% of Greenford students were entered for a language GCSE last year, putting the school in the top 12% in the country on this measure.
Mr Gibb writes: "Your school's language GCSE entries mean you are providing pupils with a firm foundation of linguistic knowledge, as well as broadening their horizons and enabling them to embark on further study.
"Thank you for your work in continuing the drive towards higher academic standards, and congratulations again to you and your staff for your hard work and professionalism."
Greenford Headteacher Mathew Cramer welcomed the letter: "I'm delighted to receive commendation from government praising the incredible progress students make at Greenford High School.
"Our students and families take great pride from their achievements, and so they should, as these exam results help our students to access better career paths, university courses and apprenticeships. Above all, this level of progress shows what a dedicated bunch of students can achieve when taught by excellent teachers who are always prepared to go the extra mile."
The letter from Mr Gibb can be found below.
Letter from Nick Gibb April 2019