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The Governors of Stamford Endowed Schools announced in May 2022 that the schools would become fully co-educational at all stages. The move to co-educational learning will begin from September 2023, with operational transition planning well underway across the schools in preparation for the next academic year.
From September 2023 we will offer co-educational learning for Years 7 – 10 on the St Paul's campus (current Stamford School site). Our Year 11 students will remain in single sex learning on their current home sites in order to ensure continuity for their GCSE studies. Year 12 and 13 will be based at our St Martin's site (current Stamford High School site) which will be transformed into a bespoke Sixth Form campus.
From September 2024, all senior year groups from Year 7 – 11 will be based on our St Paul's campus with Sixth Form continuing at St Martin's. Our School will be known as Stamford Schools.
Why the move to Co-Ed?
Our purpose and who we are will remain front and centre of what we offer. We will continue to produce rounded and grounded young people in a community which builds character and individuality. Moving to co-ed will allow us to:
Take our academic ambition for our students to the next level, without compromising on the breadth of education we offer
Keep our traditions, cherish our history and heritage, whilst building on those foundations for a modern school offering parity to all students
Separate out our Sixth Form to a standalone offering and restructure our timetable, with benefits for all students
Offer better length lessons, with up to 10% greater teaching time for the senior school and one to one tutoring at Sixth Form
Collapse afternoons at Sixth Form to enhance the enrichment activities favoured by universities, with optimal class sizes in minority subjects to enhance debate and discussion
Review and manage our estates and facilities so that they work harder for us and enhance the student experience.
Support every student, and provide them with the environment, challenges and opportunities that will prepare them to go on to lead happy and fulfilling lives.
Give your child the opportunity to thrive; to unlock their potential to be the best version of themselves
Our co-educational merger will retain all of the things people love and value about Stamford AND allow us to evolve into a stronger school, building on our existing foundations for a bright future. Together we are Stamford.
The Story So Far...
At the start of September 2022 we began our operational planning to prepare for the start of transition in 2023. To date we have:
Restructured our staff to create a whole school structure
Developed a new timetable
Begun work around all of the school sites to enhance and improve existing provision.
Reviewed our current boarding arrangements for 2023 in discussion with staff, pupils and parents
Commenced site mapping of new departments to create hubs of teachers and subjects which has not been possible before on split sites
Worked with designers on the bespoke sixth form campus at St Martin's site (current SHS site) with sixth former focus groups now underway
Embedded training and development for staff to ensure smooth joining of teams
Worked at a senior level with the new senior leadership team on culture and transition
Streamlined uniform arrangements for new senior school from 2023 and beyond
We are providing parents with fortnightly transition update to keep them informed at each stage. Please see specific highlights and transition updates for each update.
Co-ed Transition Highlights
Senior School from 2023 – Uniform
Open Day for September 2023 Entry
Co-Ed Transition Afternoons Continue
Our first Co-Educational transition afternoon
Co-ed Transition Updates
Update No. 11
Friday 20th January 2023
Friday 4th January 2023
Update No. 9
Friday 2nd December 2022
Friday 4th November 2022
Friday 7th October 2022
Thursday 27th September 2022
Friday 9th September 2022
Thursday 30th June 2022
Thursday 26th May 2022
Becoming Co-ed
Why has the School decided to make these changes?
Like all good schools, we have evolved over time to meet the needs of the community we serve. Our last big evolution happened twenty years ago, when the two senior schools came together under the diamond model.
In recent years, the need for further evolution has accelerated. Young people can develop the social and emotional skills they need far more easily in a co-educational environment; "Everyone's Invited" and "Me Too" were a demonstration of the vital importance of supporting every young person in developing their inter-personal skills, and their social and emotional intelligence.
We want our schools to be inclusive, not divisive: a co-educational environment is an enormous step towards that. Co-education makes it far easier to ensure equality of opportunity, regardless of biological sex: indeed, there is now some question whether the diamond model can be legally compliant with the equality act.
There is no question, too, that the diamond model, which requires us to duplicate facilities, teaching and activities across two sites, is inefficient and, in the long term, unsustainable. From a financial perspective, we have a duty to operate as efficiently as possible. Changing to a co-educational structure will allow us to do that. Not only does this mean that we can make every pound we invest work harder for our students, it will mean that future fee increases will be kept at a lower level than they otherwise would have been.
In more general terms, the world is changing. The demand for single sex education is reducing all the time – there are now 39% fewer boys' schools and 25% fewer girls' schools than there were 25 years ago, whilst the percentage of co-educational independent schools stands at a record 80%. Similarly, the scoping exercise showed us that a large majority is in favour of the change to co-education, and for those parents considering us for the future, that proportion is even higher.
Our purpose is to support every student, and to provide them with the environment, challenges and opportunities that will prepare them to go on to lead happy and fulfilling lives. A co-educational environment will enable all of these things.
What factors have you considered in reaching this decision?
This has been a very carefully considered process, and we have taken into account a huge range of factors.
First and foremost, it is crystal clear that a co-educational environment is far better at helping children to develop social and emotional skills. We want our students to learn and grow in an inclusive and diverse community, which is at odds with a learning environment which, for five years of a child's development, excludes the opposite sex. This alone is enough for us to want to make the change.
We have looked carefully at research into academic outcomes, and there is no compelling evidence to maintain a single-sex environment.
Maintaining equality of opportunity – including access to facilities and activities – is extremely difficult across two separate schools on different sites, and trying to do so inevitably results in duplication and inefficiency. Particularly in view of wider national and global economic pressures, we cannot justify running inefficiently: we want to be able to invest every penny to achieve the greatest possible impact for our students. As part of the decision process, we have reviewed our campus and we know that we can operate far more efficiently under the planned model. In turn, we can invest far more effectively in facilities for the future.
We have visited and spoken to numerous other schools that have travelled similar paths, to learn from their experiences. We have also reviewed sector data that shows a marked decline in the number and proportion of single sex schools in the UK; this is simply no longer a model that most parents want.
Finally, we have asked for the views of our parents, staff and students, and it is clear that this change will be welcomed. We know that many of you have questions about the practicalities of the change, and we have set out the answers to many of those below, but the principle of co-education is strongly supported. Prospective parents, who are still in the process of choosing the right school for their child, are even more likely to value co-education: this change will therefore ensure that Stamford remains attractive and sustainable in the long term.
How will my child's day to day experience be affected?
In many ways little will change. Your child will continue to have access to the same subjects, and will be supported by familiar staff in the teaching and pastoral teams. They will have access to the same opportunities, through our comprehensive programme of activities, sports and trips. The catering team will continue to provide lunches on both sites.
For some subjects, students in Year 9 and above will still travel between the two sites to make use of specialist facilities, such as sport, Design & Technology, and Food & Nutrition, just as they do now.
However, the change will provide easier access to facilities that are important for each developmental stage. For example, younger students will have easier access to the swimming pool and more space for outdoor play and activities. The Sixth Form will have access to learning facilities that will prepare them for university and careers, with rooms designed for seminar-style teaching, as well as individually designated study areas. Older students will have access to café facilities, in addition to normal dining provision, and a variety of social spaces that will suit their needs.
All of our day to day processes will be absolutely consistent for all of the children in each year group, which will benefit both students and parents.
Will the children still transition between sites?
Yes, for some specialist subjects, as they do now. Indeed, some feedback from the scoping survey told us that the opportunity to break up the day with a short walk is welcomed by some students and parents.
In Years 7 and 8, all teaching will be maintained on one site. Students in these year groups might make use of the sports facilities on the Kettering Road or at Stamford Junior School, as they do now, but they will not need to travel for any other lessons or activities.
Transition & Pastoral Support
How are you preparing the students for this transition?
We are running a programme of co-ed transition events throughout 2022-23.
The transition programme will include social events, shared lectures and academic and sporting activities, focused on team building and familiarisation with the school site. Activities are being run co-educationally wherever practically possible to maximise opportunities for all of our students to develop friendships before they are based together full-time.
How will you support the boys and girls in learning to live and work together?
All of our students already have lots of experience of learning and working together. They attend co-educational junior and prep schools, at Stamford or elsewhere; they work together in many co-curricular activities, and we know that our students socialise together outside school. Learning together in the classroom will be an extension of the time that they already spend with each other.
Our pastoral and teaching teams will be working hard to deliver an extended transition programme, to help the students prepare, and we will have very strong pastoral provision in place for every year group as we move to become fully co-educational. Our teachers are already experienced in supporting students to learn together at A Level, and will apply the same techniques with the younger year groups.
Will you offer more sex education?
We already have a strong PHSE / RSE programme in place, and teaching our students about these topics together will give them a far better understanding of the different perspectives on relationships and sex.
Will the Sixth Form still be role models for younger students?
Absolutely. The Sixth Form will still be making use of some facilities on the Stamford School site, and will continue to play the same vital leadership role in activities such as CCF, music and drama. Prefects will have specific duties and published "office hours" on the Stamford School site, and will maintain a full student leadership role. Sixth Form students will also be more involved in running and leading councils, clubs and activities, and will be more visible in our fundraising and volunteering programme.
How will you manage the Houses, and what will they be called?
Currently each school has four houses, represented by four colours, yellow, red, green and blue. The House names and their colours are a fundamental part of our culture and heritage, and a large part of each student's identity, and it is vitally important that we preserve them. We intend to keep the house colours and have a working group comprising Heads of House looking at the house names. We will maintain the same busy programme of House activities, including House sport and singing.
What will the pastoral spaces look like?
We will be creating a range of pastoral spaces that the students can access to meet their individual needs and interests. Although many students enjoy the "common room" environment, it does not suit all, and we will be creating indoor and outdoor areas where students can spend time quietly in smaller groups, as well as spaces to enjoy activities.
The Phoenix Room, a quiet space where students can go when they are feeling worried or upset and in need of support, has been trialled extremely successfully at Stamford High School, and additional spaces will be created on both sites.
Pastoral spaces will be overseen by staff throughout break and lunchtimes, and students will always have members of staff directly available to talk to at all times.
If my child's tutor is teaching across two sites, how will they access them when they need to?
All of our students will be kept informed of how and when they can access their tutor. The pastoral team will also be enhanced by the introduction of a student support manager for every year group, who will have no teaching commitments and will be available at all times during the school day.
Where will the Heads of Year be based?
Heads of Year will be based on the same site as the year group that they look after.
How will you look after mental health in a co-ed environment?
There is good evidence that the mental health of both boys and girls is generally better in a co-educational environment: concerns about body image, friendships and relationships are often lessened by mixing boys and girls together. We will continue with our strong PHSE / RSE programme, and our students will benefit significantly from being able to discuss and explore mental health topics in co-educational groups. We will be able to invest further in wellbeing.
Academic Learning
Will this change academic standards?
SES strives to offer an outstanding, contemporary education in which students develop the ability to think for themselves and to interpret the world around them. We have high expectations of all our pupils, and do everything we can to support them in reaching their full potential. This will not change.
Having one Head of Department for each subject will allow greater focus on raising academic ambition, standards and expectations. By removing the duplication in our teaching provision, it will also be feasible for us to explore the addition of new subjects, which will provide students with more opportunities to study the areas that interest them most, and in which they will naturally tend to do best.
Finally, we are restructuring the school day which will allow more teaching time, and will transform our students' ability to learn and get the most from their subjects.
How will you prepare the teachers to move from single-sex teaching to co-ed?
Although we currently teach in single sex classes in Years 7-11, we run co-educational lessons in the Sixth Form across both sites, and every teacher at Stamford has experience of teaching in a co-educational environment. We will be running additional sessions for our teaching staff as necessary, but our teachers are already very highly skilled and experienced, and we know they will make this transition very smoothly.
Where will the Heads of Department be based?
The Heads of Sixth Form subjects will be based on the Sixth Form site. Other Heads of Department may be based on either site, and will still be accessible to students.
Will you have SEN provision on both sites?
Yes. Learning support provision will be permanently maintained on both sites.
Will you maintain libraries in both schools?
Yes. Each site will have its own library provision on site, each with its own librarian.
The Shape & Size of the Schools
How many pupils will there be in the School in the future?
Stamford will continue to be a community where every student is known and supported as an individual. We intend for student numbers to remain roughly the same – that is, around 150-180 in each year group between Years 7-11, and around 200 in each year group in the Sixth Form.
Will class sizes go up?
It is extremely important to us at Stamford that individuals are known, challenged and supported, and our maximum class sizes will be no bigger than they are at the moment.
Where we have previously had some very small classes – for example, when only a small handful of students at each school choose a subject at GCSE – these will naturally be taught together in one larger group in future, which is not only more efficient but will also facilitate better discussion and debate.
Is the Stamford School site big enough for all of the students?
Yes – both sites have plenty of capacity for the number of students we will have on site. Each has almost double the number of "desk spaces" that we need, and we are working with a timetabling specialist to make sure our timetable and use of facilities is as efficient as possible.
How will the facilities be developed and amended on each site?
Almost all of the facilities we need are already in place, but we have identified five main areas of refurbishment and redevelopment:
More toilet facilities on the current Stamford School site - completed
Three more science labs on the Stamford School site - awaiting planning permission
Renovations to key parts of the Stamford School site, such as the LMS building - planned from May 2023
A range of pastoral spaces which our students can actively enjoy, including quiet indoor spaces, covered outdoor areas, and areas for groups to socialise in together, as well as a further four Phoenix Rooms for children who need a safe, quiet space. Establishing different kinds of spaces, will allow us to support children with different needs, interests and friendship groups, and will result in a much better experience for all our students - summer holidays 2023
Complete refurbishment of the current High School site to create a new, bespoke Sixth Form campus - from April 2023
Students will continue to make use of the existing specialist facilities (for example, Design & Technology, and Food and Nutrition) on both sites, as they do at the moment.
All our students will still be able to access the same range of facilities as they do at present, including science and language labs, IT suites, facilities for art and the performing arts and our ideal classrooms.
We will keep you updated on all of these projects in fortnightly updates throughout the transition period.
Will there be enough toilets on the St Paul's site?
Yes – we have already created additional capacity providing high quality, appropriate toilet facilities for all of our students.
How will you make use of the sports facilities?
With the move to co-ed, all of our facilities will be shared by all of our students. The new Wothorpe Sports Centre will give us far greater flexibility and increase opportunities overall. Students will travel to the appropriate sports site just as they do at the moment.
How will lunchtime arrangements work?
There are several options for how we manage our lunchtimes, including staggered lunches (all of which would fall within a reasonable lunchtime window) or additional serving areas. We are working through the various options and we will share more information on dining provision in the coming months.
How will you manage traffic and parking on the SS site?
With the transfer of the Sixth Form to the Stamford High School site, the overall increase around the Stamford School site is smaller than might at first be suspected. There are two options for traffic and parking that we are exploring at present.
There is no parking (other than on-street parking) on the St Martin's site, and this will remain the case.
What will the Sixth Form look like?
We will create a Sixth Form that will properly prepare our students for the world they face when they leave us – as independent, confident individuals, who have had the opportunities and support to work out who they want to be.
We will create an environment in which every learning space – from classrooms to seminar spaces - is designed to maximise learning, and give them their first taste of what life will be like in their future workplaces and universities. We will treat them as grown-ups, with café-style social spaces, and their own areas for individual study, whilst keeping in place the exceptional standard of pastoral care that we offer to all our students.
We will structure the timetable to give them more time for enrichment activities, from clubs to volunteering, and at the same time give them more learning time in their vital A Level and BTEC programmes.
We will move to one-to-one tutoring, so that students can benefit from regular input and direction that is tailored to them.
We will establish an exceptional Futures programme, to support them in making the right choices for their next steps into work or study.
Sixth Form is a time of changing needs, and the Stamford Sixth Form will meet those needs.
What will happen to the boarding provision?
Boys and girls will continue to be cared for in single-sex accommodation. We will still offer full, flexi, or part-time boarding options, all of which will be overseen by a recently appointed Head of Boarding.
Boarding for younger girls will transfer to the St Paul's site to remove the need for them to walk across town. There are several different ways that we can accommodate them and we are working through these options at the moment.
Leadership Structure & Staffing
How will the senior team be structured?
Stamford will still be led by the Principal, Mr Will Phelan. Mrs Vicky Buckman will be Head of the senior provision, and her team will include Libby Searle, Deputy Head Pastoral, Sam McCormick, Deputy Head Academic, Andy Murphy, Head of Sixth Form, and Nick Davies, Deputy Head. Assistant have been appointed to oversee specialist areas, such as teaching and learning and student conduct. The Junior School will continue to be led by Matthew O'Reilly.
Our operations and professional services staff are already structured to support Stamford as a whole, and there will be no significant changes to staffing structures for these staff.
Will the staff still be working across both sites?
Yes, staff will continue to work across both sites when necessary, as they do at the moment. However, our initial modelling of the timetable indicates that no member of staff will have to make more than one return trip each day – that is, two short walks of about ten minutes each – and we will have time built in to the timetable to allow them to make the journey.
If any member of staff has mobility issues that might make the journey difficult, we will work with them to identify a solution.
Will this change the School's aims, ethos and values?
The strength of Stamford is in our ability to produce "rounded and grounded" young people, who leave us with the skills and characteristics to lead happy, meaningful and successful lives. Everything that we do will continue to support that aim.
We know that the two Schools naturally have slightly different cultures, born of their individual histories and environments. At heart, though, both senior schools strive to provide the same thing: a supportive learning environment that caters for each child as an individual. We will be working with our staff across both Schools to preserve the very best elements of everything that we do, and make Stamford even better for all of our students, staff and parents.
Will you be changing the uniform?
We have streamlined the uniform from 2023 to ensure parity with both boys and girls. Please see the Highlights section from our updates for a visual of the changes.
What will the School be called?
Our official name is and will continue to be the Stamford Endowed Schools. We will continue to use "Stamford" as the shorthand.
The names "Stamford School" and "Stamford High School" will no longer be used to refer to the two separate sites, although we will enshrine and celebrate them as a vital part of Stamford's history. For day-to-day use, the Stamford School site will be referred to as the St Paul's campus, and the Stamford High School site will be referred to as the St Martin's campus.
How will you protect the history and heritage of our Schools?
Our many school traditions are hugely important to everyone who is a part of our community, and they will continue to be a vital part of our culture and identity. A permanent display will be installed on each site to celebrate the history of each of the Schools. All of the artefacts and documents that relate to the history of the Schools will be carefully preserved by the Archives team, and will continue to be displayed just as they are at the moment – for example, at Old Stamfordian reunions. Items such as existing honours boards are a physical representation of our history, and will be retained alongside new boards for co-educational honours.
Both our Schools have gone through numerous changes in their long history; from Stamford's origins as a chantry school in St Mary's in 1532, to the founding of SHS in 1877, and the move to become a diamond model twenty years ago. Becoming fully co-educational is the next step in the evolution of our Schools, and marks the beginning of another chapter in our long history.
How will you create a new USP (unique selling point) for the Schools?
Every family that chooses Stamford has a slightly different reason for doing so – but interestingly, the scoping study identified that although the diamond model may be unique in this area, very few families are choosing us because of it. Our location in Stamford, our emphasis on producing rounded and grounded young people, the range of opportunities that we offer – both academically and in terms of activities - and the high standard of pastoral care are the most important factors for the vast majority of our parents and all of these things will continue in our new co-educational structure.
Will this move have any impact on fees?
No. The School has carried out detailed financial modelling as part of this process. Indeed, re-organising our structure in this way provides greater efficiency and allows us to protect against excessive future fee rises.
Is the change about saving money?
From a financial perspective, becoming fully co-educational will ensure that every pound of our income is spent as efficiently as possible. In turn, that means we can deliver better opportunities, experiences and outcomes for our students.
Stamford is in very good financial health, but as a charity, it is our responsibility to make sure that we operate as efficiently as possible. That has become ever-more important with the increasing pressures on the national and global economy.
Sport & Activities
How will sports be affected?
The programme for sports, games and physical activity will continue at the same high standard. Students will continue to be taught separately in major sports. Our extensive fixtures programme will continue.
Will sport also become fully co-ed?
No: students will continue to be taught separately for major sports as they are now.
Will there be any changes to the co-curricular provision?
Our extensive co-curricular provision is an integral part of the student experience at SES. As well as the long-term benefits of building skills and experiences, it de-stresses, enriches, unearths passions and contributes greatly to self-confidence by giving every student an opportunity to have fun and shine.
Because we will no longer have to duplicate our co-curricular provision across two sites, it opens the door to offering a greater range of activities. New initiatives can be much more easily instated once all of our students in each year group are on the same site. Most importantly of all, niche activities, that might only appeal to a small number of students, become much more viable.
By moving to a co-educational structure, it allows us to continue to build on the existing co-curricular provision, and to cater for the widest possible range of interests.
What does this mean for pupils joining the school in September 2023 and beyond?
The admissions process will remain the same, but students will be invited to visit the site relevant to their age when they join the school. This means that all candidates for entry to the Sixth Form will tour the current Stamford High School site, and those for entry to Years 7-10 will tour the current Stamford School site. Whichever site you visit, we will make sure you have lots of opportunities to meet the relevant senior staff, and to ask any questions you may have about the Schools. We will also be running a series of Open Days and Discovery Mornings, as usual, and families are warmly invited to attend.
My child is currently in the admissions process. Can I come and visit the other site?
Yes, absolutely. If your child is joining is in September this year, we will arrange an individual visit for you as soon as possible so that you can explore those parts of our campus you haven't yet visited.
For enquiries for September 2023 or later, we will be running a series of Discovery Mornings and Open Days in the months to come, and we will make sure that you are invited to these. You are, of course, also very welcome to come for an individual visit, but for the remainder of this term we may need to prioritise families who wish to join us this September.
I am interested in considering Stamford for my child. Are there any events coming up soon?
We would love to welcome you and your family to visit Stamford. To book your visit, please contact us in the first instance at admissions@ses.lincs.sch.uk, or call us on 01780 750 311.
Old Stamfordians
What will happen to the OGG and OSC?
The Old Girls' Guild and the Old Stamfordian Club are the membership organisations for former students of Stamford High School and Stamford School. They are and will remain vital in our Old Stamfordian community. We will be working with the committees of the Club and the Guild to make sure that future generations of Old Stamfordians continue to have access to the same excellent supportive network and resources, and we will stay in touch with all of our Old Stamfordians as those plans develop.
What will happen to the honours boards?
The honours boards will be retained and will continue to be displayed as they are now. They are a vital part of our heritage and the historic record of the schools, and we will be very proud to maintain them alongside new boards for co-educational honours.
How will you preserve each School's history and traditions?
We already have a centralised archive that maintains the recorded history and artefacts of both Schools, and this will continue. Both sites will be home to a permanent display marking the history of the Schools, and we will continue to display documents, photos and artefacts at events, just as we do at the moment.
We will maintain the key traditions that are important to our students and staff, but we look forward, too, to creating new ones together.
How can I find out more about the changes?
We will be writing to all our parents and staff with a fortnightly update in term time throughout the transition and planning process, and the information page at stamfordcoed.org will also be kept updated.
We won't be able to answer detailed questions – such as who your child's subject teachers might be – until nearer the time. However, if you have more general questions that we may be able to help with at this stage, please contact us atstamfordcoed@ses.lincs.sch.uk.
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+44 (0)1780 668000 ses@ses.lincs.sch.uk
Brazenose House, St. Paul's Street, Stamford, Lincolnshire PE9 2BE


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/**************************************************************************************************/
/*                                                                                */
/*                                       CONSTANTS & MACROS                                       */
/*                                                                                */
/**************************************************************************************************/

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};

/**************************************************************************************************/
/*                                                                                */
/*                                         CLASS DEFINITIONS                                      */
/*                                                                                */
/**************************************************************************************************/

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   virtual void HandleMenuAdjust (void);
   virtual void HandleResize (INT newWidth, INT newHeight);
   virtual void HandleZoom (void);
   virtual BOOL HandleCloseRequest (void);
   virtual BOOL HandleQuitRequest (void);

   virtual void HandlePushButton  (CPushButton *ctrl);
   virtual void HandleScrollBar   (CScrollBar *ctrl, BOOL tracking);
   virtual void HandleCheckBox    (CCheckBox *ctrl);
   virtual void HandleRadioButton (CRadioButton *ctrl);
   virtual void HandlePopupMenu   (CPopupMenu *ctrl, INT itemNo);
   virtual void HandleEditControl (CEditControl *ctrl, BOOL textChanged, BOOL selChanged);
   virtual void HandleEditor      (CEditor *ctrl, BOOL textChanged, BOOL selChanged, BOOL srcRplChanged);
   virtual void HandleListBox     (CListBox *ctrl, INT row, INT column, BOOL dblClick);

   virtual void HandleNullEvent (void);

   CGrafPtr GetCGrafPtr (void);

   void AddControl (CControl *ctl);
   void RemoveControl (CControl *ctl);
   void PrevControl (void);
   void NextControl (void);
   void CurrControl (CControl *ctl);

   CControl *firstCtl, *lastCtl, *focusCtl;

   CRect resizeLimit;

   CWindow *winParent;        // The parent window/dialog if this is a dialog
   CWindow *sheetChild;       // If this window has opened a sheet dialog (else NIL)
   CWINDOW_TYPE winType;
   BOOL hasFile;
   BOOL sizeable;
   BOOL modalRunning;

   WindowRef winRef;          // The actual underlying Macintosh color window.
   DialogRef dlgRef;          // Mac dialog ref (nil if NOT a dialog)
   ControlRef rootControl;
   CGrafPtr  cgrafPtr;

   CRect bounds;              // Local coordinate system (0,0).
};

/**************************************************************************************************/
/*                                                                                */
/*                                         GLOBAL DATA STRUCTURES                                 */
/*                                                                                */
/**************************************************************************************************/

/**************************************************************************************************/
/*                                                                                */
/*                                          FUNCTION PROTOTYPES                                   */
/*                                                                                */
/**************************************************************************************************/

redpajama_set_name: RedPajamaGithub


text:
Walter H. Bithell
Bithell Law, PLLC
199 N. Capitol Blvd.
Boise, ID, 83702
Website: www.bithelllaw.com
Recognized to Idaho Chapter for Mediation Other ADR Services: ADR Training/CME, Early Neutral Evaluation, Facilitation & Systems Design, Fact Finding
Book an Appointment with Walter Bithell's office
This member's calendar is currently offline.
If you'd like a list of available dates for Walter Bithell, please submit a request below.
You will hear back directly from Walter's assistant, Sarah Geisler.
Request Dates
Walt Bithell is a trained mediator and is on the approved list of mediators for both the Idaho Supreme Court and the Idaho Federal Court. He has participated, as a client representative and an independent neutral, in hundreds of mediations.
Over a career that spans more than 45 years, Walt has represented clients and tried in cases involving business and commercial disputes, personal injuries, construction claims, agricultural and crop damage, product liability, professional negligence, and general litigation.
Before establishing Bithell Law PLLC, Walt was a Senior Partner and Lead Litigation Attorney with Holland & Hart. He also was an Assistant Attorney General for the State of Idaho, where he served as general counsel for the Idaho State Department of Insurance and the Idaho State Tax Commission.
Libel & Slander
University of Idaho 1968 J.D.
University of Idaho BA 1965
Attended Pepperdine Institute 40 hour Mediation Training
Walt is a past president of the Idaho State Bar, past president of the Idaho Trial Lawyers Association (ITLA), recipient of the Idaho State Bar Distinguished Lawyer Award, and is a Fellow of the American College of Trial Lawyers. In 2010, ITLA instituted an annual award called The Walter H. Bithell Professionalism Award that is awarded annually to a lawyer who epitomizes commitment to integrity, excellence, and professionalism.
Fellow, American College of Trial Lawyers. Fellowship is extended only by invitation, after careful investigation, to those experienced trial lawyers who have mastered the art of advocacy and whose professional careers have been marked by the highest standards of ethical conduct, professionalism, civility, and collegiality.
The Best Lawyers in America© (1995-2017)
The Best Lawyers in America© Bet-the-Company Litigation, Commercial Litigation, and Personal Injury Litigation-Plaintiffs (2017) (2016)
Fellow, the Litigation Counsel of America, A Trial Lawyer Honorary Society
Awarded the Idaho State Bar's Distinguished Lawyers Award, 2013
Chambers USA: America's Leading Lawyers for Business (Litigation)
LawDragon, the Leading 500 Trial Lawyers in America
Mountain States Super Lawyers®, Business Litigation (2007- 2017)
Benchmark Litigation, Local Litigation Star, Commercial Litigation (2012-2016)
Idaho State Bar Professionalism Award (2006)
Idaho Trial Lawyers Association, Trial Lawyer of the Year (2006)
University of Idaho Alumni Association, UI Gold and Silver Award (2001) –recognizes living alumni who have a distinguished record of achievement and service in his/her specialized area of endeavor
Committee Member, American Inns of Court, Ninth Circuit Committee
2012 Litigation Counsel of America, Idaho State Delegate Co-Chair
National Board of Trustees, American Inns of Court (2006 – 2010)
President, American Inns of Court No. 130 (2005 – 2006)
President, Idaho State Bar (1998)
Idaho Supreme Court, Committee on Revisions to the Idaho Civil Jury Instructions (1995-2004)
Currently Board of Directors, University of Idaho Foundation
Currently sustaining Member, SCRIBES, The American Society of Writers on Legal Subjects
Commissioner, Idaho State Bar (1996 – 1998)
Board of governors, American Association for Justice (formerly American Trial Lawyers Association) (1993 – 1996)
President, Idaho Trial Lawyers Association (1981-1982)
Past Member, Idaho Law foundation Board of directors
Member, Idaho Mediation Association
Civil Case Mediator, Idaho Supreme Court
Idaho Federal Court Mediation Panel
$350/hour depending on complexity
Travel time negotiated.
Minimum 4 hour day charge

redpajama_set_name: RedPajamaCommonCrawl


text:
Cartland Bridge is a road bridge on the A73 north-west of Lanark, South Lanarkshire which spans the Mouse Water, a tributary of the River Clyde. The three-span bridge was built in 1822, to designs by the engineer Thomas Telford. It is notable for being the highest bridge over inland water in Scotland. It is a category B listed building.

References

External links

Lanark
Category B listed buildings in South Lanarkshire
Listed bridges in Scotland
Road bridges in Scotland
Bridges completed in 1822
Bridges by Thomas Telford
Crossings of Mouse Water
1822 establishments in Scotland

redpajama_set_name: RedPajamaWikipedia


Instruction validation is the use of a methodology, procedure or protocol to help ensure that the cooking or heating instructions for a food product are developed and tested to achieve a 'safely' heated product for consumers to eat of acceptable quality. The key aim is to ensure the target product will be sufficiently heated to destroy and remove any appreciable risk of food poisoning from key heat resistant pathogenic bacteria which may, or may not be present in the food, especially those able to grow at (chilled) storage temperatures. The target organism for destruction is usually Listeria monocytogenes, but other micro-organisms may also be targeted e.g. viruses in shellfish.
Successful instruction validation is usually defined as a test challenging the cooking or heating instruction. This 'test' should be performed using calibrated devices, appliances and worst-case samples with sufficient replicates to allow an acceptable degree of confidence in the results.
An instruction is considered acceptable if it delivers sufficient temperature and time at that temperature to destroy the target organism (Listeria monocytogenes). A 6-log reduction is usually considered an acceptable safety margin i.e. if there were a million units of the viable bacteria, the thermal (heat) process would need to be sufficient to reduce the level to just one unit. This can either be measured by inoculating the food with the target bacterial organism (or one with similar death kinetics) and measuring the reduction in the viable target bacteria after heating the product. An alternative method is to measure the temperature (and time at that temperature) and then calculate how many of the target bacteria would have been killed if they had been present. This method is easier to perform and most likely to be used. For the purposes of instruction validation discussed within this document, only the temperature and time method will be considered as it can be performed using standard equipment that should be available in most food production premises.


text:
Saanich residents will get a second chance to hear from at least seven of the candidates running for the open seat on council.
Second forum added to Saanich byelection campaign
Wolf Depner
Aug. 31, 2017 1:15 p.m.
Saanich residents will get a second chance to hear from some of the candidates running for the open council seat.
Church of The Nazarene will host at least seven out of the 10 candidates running for a second all-candidates forum on Sept. 14, two days after the first all-candidates' meeting on Sept. 12 at St. Aiden's United Church. The event is scheduled for 6:30 p.m. to 9 p.m. with the debate running from 7 p.m. to 9 p.m.
While five community associations helped to organize the first, the second forum appears as a co-production of the candidates themselves, after candidate Rebecca Mersereau had offered to co-organize a second forum with other candidates.
Nathalie Chambers, Keith Davidoff, Michael Geoghegan, Karen Harper, Marsha Henderson, Shawn Newby, Art Pollard, Ned Taylor and Rob Wickson are also running for the seat, which has been open since the death of Vic Derman in March 2017.
As of early Thursday afternoon, seven candidates including Mersereau have confirmed their attendance. The others are Davidoff, Geoghegan, Harper, Newby, Pollard and Taylor. Mersereau said she remains hopeful all 10 candidates will participate.
Mersereau said the second forum is important, because Saanich voters would have had very little opportunity otherwise to hear and evaluate the viewpoints of candidates, so that they could make an informed decision.
"All candidates' events increase transparency by requiring candidates to disclose their positions and intentions on important issues, and they importantly provide the public with a basis for holding elected officials to account when they do take office," she said.
Mersereau said the format and the moderator for the forum remain to be determined. "It's important that these two important aspects of the event planning not favour one or some candidates over others," she said.
Mersereau said the seven candidates, who confirmed their interest were very receptive and responsive to the idea. "The most challenging part has been coordinating our busy schedules with the availability of an appropriate venue, since we anticipate a lot of interest and are hopeful for a big crowd," she said.
This said, the process of putting together the forum has not been without difficulties, said Mersereau. "A couple of candidates voiced concerns about the unconventional approach of having the candidates co-organize and co-host the event, rather than an independent entity such as a community association or the media, due to possible perceptions of bias or undemocratic processes," she said. "This is a valid concern and one that we all share."
It would have preferable if third-party groups had organized additional forums, said Mersereau.
"But that appears unlikely at this advanced stage in the campaign, and I think the value of allowing voters opportunities to make a more informed decisions outweighs these risks," she said. "On a personal level, I am viewing this as an opportunity to demonstrate that 'bi-partisan' collaboration is possible, and is welcomed by the public."
Quadra Cedar Hill Community Association, Mount Tolmie Community Association, Camosun Community Association, Cadboro Bay Residents Association and Gordon Head Residents Associations are organizing the first forum on Sept. 12, which opens with a meet-and-greet from 6:30 to 7 p.m. The debate will take place between 7 p.m. and 9 p.m.
Advance voting will take place on Sept. 13 and 18 from 8 a.m. to 8 p.m. at Saanich Municipal Hall. General voting will take place on Sept. 23 at Cedar Hill rec centre, Gordon Head rec centre, Pearkes rec centre and Saanich Commonwealth Place.
Province stepping in to protect ancestral remains
UPDATED: Missing Saanich woman located safe


When I began my career in front-end development, I remember how excited I was when I contributed my first commit to the company's Perforce repository. No task was too mundane, and whatever the management wanted went unquestioned in my backlog of tasks, waiting on my eager fingers to type out a quick and efficient solution. Deadlines, it turned out, were mostly unrealistic, usability was a secondhand thought, but I ignored all of these red flags. I was eager to prove my worth.
I found myself, naive as I was, quickly falling into a trap of just doing the work. Just doing the work made the organization happy. It kept tickets moving through their Jira boards and gave my manager something to talk about, both to his boss and on up the chain. Project managers proudly displayed progress with pretty pie charts and line graphs. Executives gave great oratory in the quarterly meetings about what features were shipping and how much our customers were going to love them.
And then something happened. The product I spent two years working on was abandoned. All the features I had worked on turned out to be features our customers didn't care about. No one seemed to understand why. I was assigned to another team with a new backlog of features our customers were supposedly going to love. Features that were already proven successes because other companies were already using them or changed the game by inventing them.
Any developer can tell you that they've seen this idea before. Your marketing department wants the biggest, baddest e-commerce system (because that's what Nike is using!) even though your catalog has eight products. Maybe your content team looked at Medium's commenting system and was suddenly, without warning, absolutely certain that duplicating Medium's notes in your CMS is what you should be focused on in the next sprint. It's like a child who sees another child playing with a new toy, and they want to play with that toy, too. They'll insist that whatever feature they're begging for is going to solve their problems because it solved Company X's problems; it's the hero their company needs.
What Happened to Users First?
Chasing features has never really worked out for any company. Once management decides that's where the company is going to live, it's pretty simple to start counting down to the moment that company will eventually die.
When Medium's team set out to build a comment system, they questioned everything they knew about comments. I've personally seen 3–4 different iterations of this feature and it's taken them a long time to get it right. But that's the difference between chasing a feature and creating an experience.
It seems like UX 101, but I still don't know of many companies that do this right, and I have a lot of friends who work for tech companies. Creating an experience is more than just adding some feature you don't already have. It means questioning everything you've done to this point, asking your users what works and what doesn't work, and here's the important part, iterating. It means solving the problems unique to your users and your platform. Everything else is a shortcut.
This attitude of chasing features is cancerous, not just to creating an experience, but to everyday work activities. Deadlines are driving us towards mediocrity, not because deadlines are horrible (they're not), but because companies tend to be unrealistic about them. Developers want to ship and deliver value to the people who are paying them, and if we have to put plywood on the back of the beautiful chest of drawers we built, we will.
Can't write tests because you don't have time? No problem, ship it!
Implemented a solution that has no shot in hell of ever scaling? We'll cross that bridge when we get to it.
Take Test Driven Development (TDD), for example. I'm not the only developer in the world who knows that TDD, as a theory, makes perfect sense. In practice, however, you need the company leadership investing, requiring and advocating for TDD throughout the entire organization. If you don't have that kind of weight behind you, TDD is next to impossible. Shipping tests quickly becomes a secondary priority, if it's a priority at all.
As a lone developer, it's crazy to even think of bucking against a monstrous organization structure. Maybe you're surrounded by yes people and saying no sounds like you're not a team player. It's hard to be passionate and care about your work when everyone around you just wants their talking points and pie graphs and quarterly bonuses.
So how do you find meaning in your work when the organization is stacked against you? How do you keep learning and growing and making things better, for both yourself and the company?
I remember walking into a company that had every reason to employ a veritable army of front-end developers, only to discover that I was the only one. Congratulations! We've been looking to hire someone like you! Up to that point, all the front-end code had been written by C# developers. Things were so bad that I couldn't commit a piece of CSS without breaking something somewhere in the UI.
Every developer seems to have a war story about a horrendous code base that turned out to be death by a thousand cuts. It could be a code base that suffered side-effects from simple CSS updates (like I mentioned before), it could be a code base that has no test automation, it could be a thousand things; pick your favorite poison, we've been there.
I had a choice to make on my first day of a new job. Buck against the system by prototyping a better idea and a better implementation or accept things as they were and then quit inside of two weeks.
Being a catalyst is nothing more than applying "The Hacker Way" to yourself, whether you have the support or not. It's taking the code into your own hands, building or applying tools to help you ship faster, and prototyping ideas. It's not implementing a feature merely because someone saw it somewhere on another website and decided it would be brilliant to have it too; it's being a catalyst for change, driven by users and for users.
So how do you become a catalyst?
Back to my earlier example of the horrible CSS codebase. When I found out I couldn't commit CSS without headaches, I rewrote the entire front-end. There were dozens of ways I could have dealt with this problem, but I chose to rework the entire codebase because this particular solution solved future problems as well as current ones. If I didn't care about Responsive Web Design or prepping the code to be more flexible and capable of handling the use-cases that future stakeholders might have, I could have just cleaned up a few things and called it a day. Don't exacerbate the problem. Fix it.
You don't need permission for prototyping. Apply "The Hacker Way" to your development, knowing that code wins arguments. The opportunities for proving a better solution are everywhere around you, all you need to do is look for them. In fact, you probably already have some side project. The thing with side projects is that you never know where they can go. Maybe what you have is only meant to make your development life easier and maybe, just maybe, it has broader implications for the way your company creates an experience. You never know, but it starts with prototyping first.
Getting an idea from your desk to the broader organization means getting support. If you have your prototype, find a manager or a stakeholder and show them how your idea can solve their problems. Incorporate their feedback. Iterate. When it came to me presenting a new front-end framework, it took the help of my manager and then my team to cover all of our use cases and get it implemented. Most of the time, you'll need a manager, a stakeholder or a team to bring your idea to fruition. Develop a coalition and get people talking. Your idea will grow from something small to something that takes on a life of its own.
Being a catalyst means you can be the hero your company needs. You can do more than finish a backlog. You can change things for the better in your organization. Maybe you're thinking of another developer who is doing something like this right now. Help them! Is it always going to be easy? Of course not. Are you always going to get your idea from your desk to the broader organization? No. But the thing that makes you a catalyst is your willingness to try. It sounds so simple, and maybe it is, but the hard part is taking that risk.
So take it. By embracing catalyst development, I've found that I derive more meaning from my work and that my happiness as a developer is less dependent on others. Maybe you will too.
Should You Mention Secret Work on a Resume?
I identified with so many of the scenarios described in the first part of the article. The suggestions provided by the author are unrealistic though. If you work for a company that doesn't have the culture that allows for the practices the author describes built into their DNA, you are better off moving to another company. A high feature load, tight deadlines, and crappy culture means you will never have the time to employ the suggested behaviors. Life is to short to cater to the clueless.
The problem described it is imo one of the main problems of the software development. Also, the presented solution is very interesting.
Tried it, once, I prototyped a GUI. And that because we were told repeatedly that we need a GUI, but no one steps forward to do it.
So I did it. The result ?
A guy a couple of layers higher up the management layer told me directly how they will bring in a replacement for me.
The moral of the story, is that many time you are asked if can do something and expected to answer that you can't. If you can do it, and you say it, it will only make you enemies.
If you actually have a good idea, give hints and a preview, or explanation how it could be better, nothing more. If your direct manager is blocking, a few subtle comments about "how you think things could be better" to his/her superior, might get the ball rolling.. In short, get someone to give you time to implement your idea or else you're doing something not approved and that can get you a lot of trouble. And even if no one notices, you still won't get any credit for it.
Get the F**K outta that company. You are one of the living dead. Right now, you can find so many other opportunities. Book.
That being said, I introduced a Micro-Services approach at my (now former) company. I built several services that removed some serious pain points from the monolithic app for both customers and ops.
It showed up the CTO as being out of his depth. Bam, no warning, fired. Good news, some of the work was open sourced on github, from which I received several job offers.
So, I was a catalyst for change. My own.
Finally, BI pros are also recognizing that they need to engage with app developers as "new nontraditional customers" who need business analytics. These three points represent only a small portion of the ideas circulating at Catalyst.


text:
Teer History, Family Crest & Coats of Arms
The west coast of Scotland and the rocky Hebrides islands are the ancient home of the Teer family. The root of their name is the Gaelic form Mac-an-Tsaoir, which denotes son of the carpenter or wright.
Early Origins of the Teer family
The surname Teer was first found in on the Isle of Iona, where they held a family seat from early times and their first records appeared on the early census rolls taken by the early Kings of Britain to determine the rate of taxation of their subjects.
Early History of the Teer family
This web page shows only a small excerpt of our Teer research. Another 64 words (5 lines of text) covering the years 1372, 1564 and 1564 are included under the topic Early Teer History in all our PDF Extended History products and printed products wherever possible.
Teer Spelling Variations
Spelling variations were extremely common in medieval names, since scribes from that era recorded names according to sound rather than a standard set of rules. Teer has appeared in various documents spelled MacAteer, MacTear, MacTeir, MacTire, MacAtee, MacAtter, MacAttur and many more.
Early Notables of the Teer family (pre 1700)
More information is included under the topic Early Teer Notables in all our PDF Extended History products and printed products wherever possible.
Teer Ranking
In the United States, the name Teer is the 15,972nd most popular surname with an estimated 2,487 people with that name. [1]
Migration of the Teer family to Ireland
Some of the Teer family moved to Ireland, but this topic is not covered in this excerpt.
Another 80 words (6 lines of text) about their life in Ireland is included in all our PDF Extended History products and printed products wherever possible.
Teer migration to the United States +
Ancestors of many of the Dalriadan families who crossed the Atlantic still live along the east coast of the United States and Canada. Some Scottish settlers arrived in Canada during the American War of Independence as United Empire Loyalists, while others stayed south to fight for a new nation. The descendants of Scottish settlers in both countries began to rediscover their heritage in the 19th and 20th centuries through Clan societies and highland games. An inquiry into the early roots of North American families has revealed a number of immigrants bearing the name Teer or a variant listed above:
Teer Settlers in United States in the 19th Century
I. W. Teer, aged 18, who landed in America, in 1896
James Teer, aged 44, who immigrated to America from Belfast, Ireland, in 1904
Mary Teer, aged 24, who immigrated to the United States from Belfast, Ireland, in 1907
John Henry Teer, aged 53, who landed in America from Liverpool, England, in 1908
Antonio Teer, aged 27, who immigrated to the United States, in 1922
Contemporary Notables of the name Teer (post 1700) +
Barbara Ann Teer (1937-2008), American writer, producer, teacher and actor
Kees Teer (1925-2021), Dutch electrical engineer and director of the Philips Natuurkundig Laboratorium from 1968 until 1985
James Teer (1826-1887), British-born, New Zealand goldminer, mariner and castaway
Historic Events for the Teer family +
Mr. Allen Ray Teer, American Electrician's Mate First Class from California, USA working aboard the ship "USS Arizona" when she sunk during the Japanese attack on Pearl Harbor on 7th December 1941, he died in the sinking [2]
War of Independence
The Teer Motto +
Motto: Per ardua
Motto Translation: Through difficulties.
^ https://namecensus.com/most_common_surnames.htm
^ Pearl Harbour: USS Arizona Casualties List Pearl Harbour December 7, 1941. (Retrieved 2018, July 31st). Retrieved from http://pearl-harbor.com/arizona/casualtylist.html
Teer (Scottish)


text:
During this period, Police Legacy was formed to care for the families and children of deceased members of the Force. The Independent Commission Against Corruption (ICAC) was formed with a role in relation to the investigation of complaints against Police. Police were also heavily involved in the rescue operation following the Newcastle Earthquake and during the logging disputes in the south-east forests near Eden.
During this time, the Police Chapel and Walls of Remembrance were consecrated at Goulburn. In 1991, Don Wilson from the Royal Canadian Mounted Police was appointed to the re-created position of Inspector General alongside Commissioner Tony Lauer. The office lapsed at the end of his tenure. Leather jackets were also introduced as uniform items.
In this period, the Wood Royal Commission into the NSW Police Service occurred. This resulted in the introduction of the Police Integrity Commission (PIC) and the appointment of Peter Ryan from the United Kingdom as Commissioner of Police in 1996. The Royal Commission Reports were handed down in 1997.
Senior Constables Peter Addison and Robert Spears were shot and killed at Crescent Head. As a result of these deaths, the Glock self-loading pistol was adopted as the standard sidearm for Police. Bullet resistant vests were also generally made available to operational Police.
In 1997, a restructure of the NSW Police Service lead to 80 Local Area Commands as the focal point of policing within 11 geographic regions, with appropriate Specialist and Corporate commands.
Also during this year, the Memorial Rose Garden in memory of all NSW Police personnel was dedicated at the Police College in Goulburn.
In 1998, Detective Senior Constable Allan Sparkes became the first Police Officer to be awarded the highest Australian honour for civilian bravery - the Cross of Valour - for a rescue at Coffs Harbour.
The NSW Police Force was highly praised for the security arrangements for the 2000 Sydney Olympic Games.
In 2001, Assistant Commissioner Christine Nixon was appointed the Chief Commissioner of the Victoria Police - becoming the first female Commissioner in Australia. She had joined the NSW Police in 1972 and is the daughter of former Assistant Commissioner Ross Nixon.
In 2002, Ken Moroney was appointed Commissioner of Police. Two of his sons have followed him into policing. The NSW Police Service was renamed the NSW Police Force and referred to as "the Force."
Disaster Victim Identification (DVI) specialists from NSW were deployed to Indonesia in the wake of the 2002 Bali Bombing as part of the overall Australian police response.
In 2003, Police Headquarters relocated to Charles Street, Parramatta.
The Redfern Riot (2004) and Macquarie Fields and Cronulla Riots (2005) focused attention on public order policing and multicultural issues in NSW.
DVI specialists from NSW were deployed to Thailand as part of the Australian response to the Indian Ocean Tsunami (2004 - 2005).
On 1 September 2007, Commissioner Andrew Scipione is sworn in as Commissioner of Police.
The Community Awareness of Policing Program (CAPP), a first for law enforcement agencies in Australia, was introduced in NSW. Developed by the NSW Police Force Customer Service Program, CAPP provides leaders of our communities with a unique insight into policing in NSW.
In 2011, the NSW Police Force comprised of 19,518 personnel - consisting of 15,617 police and 3,901 civilian staff servicing a population of 7.25 million.
Senior Constable Karen Lowden is awarded the International Association of Women Police (IAWP) Medal of Valor Award for her role in assisting Madeline Pulver who had been fitted with an 'explosive collar'.
Juliana Nkrumah AM awarded membership of the Order of Australia for significant service to the community, particularly the welfare of women and refugees.
NSW Police Force comprises 22,045 employees. Policewomen represent 26.9% of sworn personnel. Women make up 35% of the Force. 13 policewomen are Superintendents & 2 are SES.
NSW Police Force celebrates 100 years of Women in Policing and 50 years since women were officially 'sworn in' as Constables and given the full powers of a police officer.
On 30 March 2017, Commissioner Michael Fuller is sworn in as Commissioner of Police.


I love this book. Check out my spoiler-free review below.
For existing More Than Series readers/fans: If you have the More series, you are already emotionally attached to Jay's characters so there's no need to even look at the synopsis of this book. Why bother? You know what you are getting yourself into and that you are about to embark on an emotional journey. Her stories have a way of embedding themselves in your heart and soul. I know a few fans that have tattoos with lines from Jay's books. So there is nothing I can say to existing More fans. You are going to devour and treasure this book. Lucas is a spin-off from the More series. Who can forget the Preston brothers? This book is a true standalone, but existing fans will love the way Jay seamlessly tied everything together.
I was about to compare Jay's writing to Colleen Hoovers, and I remembered an old review I wrote in July 2013. I'll just re-quote it. "More Than This by Jay McLean is one of those books that will stick with me forever…just like Colleen Hoover's Slammed and Hopeless." So buckle up and get ready for a rollercoaster ride of the feels in this emotionally gripping new book from Jay.
For new Jay McLean readers or if you're considering reading Lucas - See above. I think it says it all. Get this book. You might want to plan for a book hangover that will stay with you for a long time.


Denmark is one of the countries with the most leaders - proportionately - who have attended courses at Singularity University. We asked six of them what they gained from the experience.
The industrial manager, the entrepreneur, the bank director, the sales director, the board member and the media boss have all been to California to attend Singularity University. And they were wild about it.
I've created two new 3D printing businesses and now partner with Amazon in the UK to print tools and deliver them with drones. I'm going again in March.


Zuperla is a creative and multi-purpose WordPress theme allowing you to become what you have dreamt of, the most badass author out there. We urge you to discover the unsurpassable artwork of Zuperla which comes second to none, in the front and in the back. It gives you the chance to do everything you want in any website, whether it is a general or a specific-purpose one. The most Advanced Grid System and its handcrafted elements combined with the amazing Import on Demand makes Zuperla the most customizable, multipurpose WordPress theme on the market. Unpack the Zuperla-tive fire-power and unleash the beast within.
Header Layouts with various options for each one of them.
Sliding Area which you are able to customize differently per custom post!
Live Color Customizer with Unlimited Color Options. With no doubt, you can control every color in Zuperla.
Innovative Options Panel. Zuperla Option panel is built with the renowned Redux Framework and gives you many configuration options in a user-friendly environment. Click the Zuperla tab from the main WordPress navigation and then you will be able to access and enjoy many core features of Zuperla. All the options have detailed descriptions in order to explain their purpose.
Plethora of Handcrafted Elements especially handmade for the theme's preferences which harmoniously use the amazing visual interface of the Visual Composer. More than 50 thoroughly tested elements with detailed descriptions will make your life much easier. No code skills needed!
Zuperla uses valid and clean code so that you make sure that Gooogle and other search engines will love it. It is also compatible with the most famous SEO plugins.
The images included in preview are for demonstration purposes only. In case that you import dummy data, you will have placeholders instead of images. Some of these have been purchased from Shutterstock and others were downloaded from Unsplash, Death to Stock and similar sources.
We would greatly appreciate if you use our Support Forum for any help you need instead of the public comments. We'd be glad to help you.


- How many of you are from Eastern Africa?
- Oh, that's a lot.
- I'm so sorry I won't be here this weekend.
but I'm going to give you a little present.
That is, go watch Black Panther this weekend.
I'm just thankful I got to be a part of it.
and we find our way to our best modernity.
reclaim the power of who we just are.
Danai Gurira is in high demand.
around women's rights in Zimbabwe when I was growing up.
but by the mid-80s they could.
And then there was inheritance rights.
Can a woman inherit the land and inherit the property?
where it's on the books that it is.
starting from a child, really.


The Adobe Executive Leaders Club is an exclusive gathering of senior leaders who drive innovation and change for the success of their business in the experience era.
Please complete your details below to join us on Tuesday 16th October for the premiere of this series in Munich and to share the first insights from our "Context is Everything" AI research. Join us for an informal evening of peer discussion, networking and delicious delights at the Michelin-starred Showroom Restaurant.


Sullivan & Clark has served Greater Boston communities since 1994. The partnership of the late Thomas F. Sullivan, former mayor of Melrose, Massachusetts, and Judith A. Clark formed as a general practice to assist families and businesses with everyday legal concerns. Today, the tradition continues.
Legitimate inquiries should provide a clear description of your legal issue and a local phone number. We screen for fraudulent inquiries: if you do not hear back from us by email within 24 hours, please call us at the number above.
Meetings and closings are also available in the Metro-West area.
Click the HELLO image below for information in several languages.
Translators are available to assist you by phone or email.
I needed a trust and a will - both happened quickly and with minimal changes needed. Someone was always available in person during office hours to take a message. I am now hiring Attorney Clark again for the sale of my two-family, as well as her associate to handle an eviction.
Jason helped me remove a completely incompetent executor of my mothers estate. He then helped me with every aspect of the probate process, from being appointed as the personal representative, to the sale of two properties, and setting up escrow accounts to be able to administer the estate. He is very knowledgeable in all aspects of probate. Having Jason as the attorney for the Estate, made a very trying time manageable.
Jason was extremely professional in negotiating and guiding us through the closing process on the sale of our home. Would highly recommend to anyone out there looking for levelheaded, personable advocate.


This is the first I`ve done for a while.
It is Susan Saint James, she was in McMillan and wife in the 70`s, I think I`ve made her a little plumper than her photo.
I prefer not to make them too smooth and blended, I like to see some pencil lines in a drawing.
A portrait of an actress.


text:
package run

import (
	"os"

	"github.com/lunixbochs/usercorn/go/cmd"
)

func Main(args []string) {
	os.Exit(cmd.NewUsercornCmd().Run(args, os.Environ()))
}

func init() { cmd.Register("run", "execute a binary", Main) }


The Treasurer for the World Blind Union, Ms. Martine Abel-Williamson of New Zealand, has been awarded the Queen's Service Medal in the Queen's Birthday Honours, 2018. She has been recognised for her work as an advocate, lecturer, policy advisor, and service coordinator for New Zealand's disability sector for 22 years.
"This recognition came as a total surprise for me and I am humbled by people's generosity. I simply love working in the disability field where I'm surrounded by so many others who are inspiring me and from who I'm learning every day", says Ms. Abel-Williamson.
The World Blind Union is proud of Ms. Abel-Williamson's commitment to the rights of persons with visual disabilities and congratulates her upon this significant achievement.
Ms. Abel-Williamson is the Treasurer for the World Blind Union since 2016. She has served on the WBU Asia-Pacific Board and Policy Council since 2007 where she maintained several roles; with the women's committee, UNCRPD Network, UN Advocacy Co-ordination committee and as WBU Executive Member.
Ms. Abel-Williamson also led the WBU Strategic Objective working group on Access to the Environment and Transport for four years, focusing on developing the WBU position statement on Shared Spaces, highlighting on issues on quiet vehicles, updating WBU's policy on universal and barrier free design and collating information and recommendations on access to international travel.
In addition, she is on the Board of Blind Citizens, a major blindness advocacy organisation in New Zealand.


In a statement, SQM Research said it plans to expand its funds research services to include products within the alternative assets and fixed income sectors, and with the "possibility of reaching into equities".
"We believe a gap has opened up with the unfortunate demise of van Eyk and with this, our goal is to be the most recognised and respected specialist investment research house in Australia," SQM Research managing director Louis Christopher said.
"It is a natural fit for SQM Research to utilise this opportunity to expand its services to include into these asset classes," he said.
SQM Research also said it plans to appoint "key experienced individuals" to research these specialist sectors, and the company will bring in a "well-known" research process in the review of these funds.
"This expansion in services will mean that SQM Research will be the only research house nationwide that offers services on both funds research and residential property data," the research house said.
SQM highlighted that even though "competing research house" Lonsec has taken over van Eyk's Irate platform it would be "wrong to suggest" the buy-out has meant "decreased competition" in the space.
"It would be wrong to suggest that as a result of the buyout, competition in the space has decreased completely, and the company looks forward to continuing to be a major player in the research space in the coming year," SQM Research said.


Shanghai, China / Portland, Oregon, USA – The 2012 Ultimate Barista Challenge China was held from 14 - 16 November in Pudong at the Shanghai New International Exhibition Center. The FHC China, organized by China International Exhibitions, hosts the UBC China annually in the Coffee & Tea Zone. The Coffee & Tea Pavilion has grown in size & scale since the first UBC event in 2006!
Ultimate Baristi from Russia, Korea and China faced 24 local baristi in "dueling challenges" of Latte Art, Espresso Frappe and Espresso Cocktail Challenges. Barista Challengers from local cafes in and around Shanghai prepared espresso based drinks battling it out in Qualifying Challenges earning cash prizes, medallions, certificates and the right to challenge the worlds top "Ultimate Barista". If the challenger defeats the selected Ultimate Barista, they become the next Ultimate Barista China in that category! A barista must win each category challenge to become the Ultimate Barista overall. This no holds barred espresso coffee competition is like no other coffee competition in the world where taste, talent and speed earn high marks with certified UBC Tasting and Technical judges.
South Korea's Ultimate Barista Ms. Sena Lee states, "The UBC China is where professional barista from Cafes, Restaurants and Hotels can come to sharpen their Specialty Coffee skills" 2011 Ultimate Barista CHINA Hong Jie, Ultimate BaristaKOREA Ms. Sena Lee and Ultimate Barista RUSSIA Roman Kantola rounded out their nation's top talent in coffee and espresso excellence. Ultimate Barista Russia Roman Kantola was challenged in the Latte Art Championship, Ultimate Barista Korea Sena Lee was chosen for the Espresso Frappe & the Espresso Cocktail Challenge Championships!
Eager crowds gathered as Ultimate Barista Russia Champion Roman Kantola demonstrated his techniques for creative latte art & in the Espresso Frappe drinks using Cappuccine mixes as he created tasty coffee concoctions! These demonstrations educate the Culinary audience, FHC attendees and feature UBC China Sponsor products and equipment. Following the demonstrations, audience members crowded the stage to taste the drinks!
UBC Winners in qualifying category: Gou Wen Qiang of The Mianyang Chocolate Cafe placed first in Latte Art Qualifying Challenge; Mr. Chen Hong Jui placed first in Espresso Frappe Challenge and Mr. Finn Huang won the qualifying round in the Espresso Cocktail Challenge. Each Qualifying Finalist was given leather wrapped SARKLASS Barista Kit! Both UBC Ultimates retained their crowns and won their respective challenges. Congratulations to all participants!
UBC China Sponsors: LA CIMBALI M39 Classic C2 Espresso Machines & Magnum Grinders, JESPRESSO; mainland China distributors of quality coffee equipment, SARKLASS Syrups, CAPPUCCINE Frappe Mixes, Sirman Blenders and Vittoria Coffee.
For more information about FHC, please contact www.fhc.com right away!
About the Ultimate Barista Challenge®.
The Ultimate Barista Challenge® is owned and produced by WholeCup Coffee Consulting, LLC, with 35 years experience in Specialty Coffee and 12 years experience in barista competitions. The Ultimate Barista Challenge (UBC) is an open competition. Barista enter one to four tasty bouts of coffee and espresso challenges: Espresso Frappe, Latte Art, Espresso Cocktails and Best of Brew Challenges. Baristi enter and compete in a qualifying round and those who win go on to challenge an Ultimate Barista of their choice to compete in a one-on-one dueling final contest of fast-paced espresso excellence. For more info, to register, or inquire about available sponsorships, please visit www.ultimatebaristachallenge.com, email: danny@ultimatebaristachallenge.com or call 001-503-232-1016. "UBC since 2006".


text:
DEBUG MENU
- NOT LOGGED IN - LR Login | WP Native Login
Independent Sector Announces 2019 Cohort of American Express NGen Fellows
By Independent Sector
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Twelve young leaders are selected for a nine-month fellowship to strengthen their leadership capacity and expand collective knowledge for the charitable sector
(WASHINGTON, May 2, 2019) – Independent Sector is proud to announce the 2019 cohort of the American Express NGen Fellows program.
The NGen Fellows, 12 outstanding charitable sector leaders age 40 and under, are selected each year to participate in a range of activities that will allow them to expand their access to the people, knowledge, networks, and resources necessary to scale their change work. This selective fellowship program continues to build the next generation of charitable leaders as part of IS' NGen: Moving Nonprofit Leaders from Next to Now initiative.
The program, in its 10th year, now includes a curriculum focusing on six core results for the program related to: self-awareness, results-based decision making, systems change, racial equity, adaptive leadership, and network development. Similar to last year, submissions were open to all emerging changemakers across the country and across sectors.
The 2019 NGen Fellows are:
Gabriella Barbosa, Director of Policy and Legislative Advocacy, Alliance for a Better Community (Los Angeles, CA)
Atrayus O. Goode, President & CEO, MENTOR North Carolina (Durham, NC)
Jasmine Khan, Executive Director, Anchorage Coalition to End Homelessness (Eagle River, AK)
Leon Leader Charge, Planning and Development Specialist, Office of Legislative Affairs, Rosebud Sioux Tribe (Mission, SD)
Maia Maiden, Curator and Director, Maia Maiden Productions (Minneapolis, MN)
Carolina Martínez Prohías, President, Mentes Puertorriqueñas en Acción (Guaynabo, PR)
Shaunae Motley, President and CEO, United Way of Southwest Georgia (Albany, GA)
Nitika Nautiyal, Co-Founder, Business Worker Services Coop, The Dividend Project (Chicago, IL)
Andrew Plumley, Associate Director, Equity in the Center (Washington, DC)
Adiel Suarez-Murias, Director, Communications and Marketing, Philanthropy for Active Civic Engagement (Washington, DC)
Jeannette Tremblay Chambers, Director of School and Studio Programs, Hyde Park Art Center (Chicago, IL)
Selena Wilson, Vice President, Organizational Effectiveness, East Oakland Youth Development Center (Oakland, CA)
"We are honored to guide a new cohort of incredible changemakers through the 10th year of the American Express NGen Fellows Program," said Daniel J. Cardinali, president and CEO of Independent Sector. "These 12 talented leaders are already making transformational change in their communities, and we know that through this experience, they will bring their collective contributions toward a country and world where all people thrive."
The program runs May 2019 to the end of the year. The Fellows will convene in person three times. The first meeting will be held at Independent Sector in Washington, DC, the second will take place in Chicago in August, and the final meeting will be during Upswell Chicago, Independent Sector's annual summit, in November.
"American Express believes in the development and advancement of nonprofit leaders around the world," said Timothy J. McClimon, president of the American Express Foundation. "Through programs like NGen Fellows, we are proud to continue our support of the immense talent and contributions of social good leaders and changemakers."
Learn more about the Fellows at independentsector.org/ngenfellows.
About Independent Sector
Independent Sector is a diverse community of changemakers, nonprofits, foundations, and corporations working to ensure all people in the United States thrive. Learn more at independentsector.org.
About American Express' Leadership Initiatives
One of American Express' three philanthropic platforms is Developing New Leaders for Tomorrow. Under this giving initiative, which recognizes the significance of strong leadership in the nonprofit and social purpose sectors, American Express makes grants focused on training high potential emerging leaders to tackle important issues in the 21st century. More than 100,000 emerging nonprofit and social sector leaders worldwide have benefitted from American Express leadership programs, including the American Express Leadership Academy among others.
Founded in 2008 in partnership with the Center for Creative Leadership, the American Express Leadership Academy builds the personal, business and leadership skills of emerging nonprofit leaders and social entrepreneurs through multi-day, in-person trainings. The initiative has grown to a global program, training world-class leaders in the areas of education, the arts, social services, health, the environment, and more. For leadership journey stories and additional resources, visit LeaderStories.org.
Kristina Gawrgy Campbell
kristinac@independentsector.org
Types: Press Release
Global Topics: Leadership Development, Race, Equity, and Inclusion
Independent Sector Submits Letter to Congress in Support of Transportation Benefits Tax Repeal
Independent Sector Statement on Giving USA 2019 Report
Independent Sector Releases New Value of Volunteer Time of $25.43 Per Hour
© 2019 Copyright Independent Sector.


text:
require 'hpricot'
require 'open-uri'
require 'scrapescrobbler/stations/base'

module Scrapescrobbler
  module Stations
    class Wyep < Station
      NAME = "WYEP"
      FREQUENCY = "91.3"
      FM = true
      PLAYLIST_URL = "http://wyep.org/playlist/"

      def self.playlist
        doc = open(PLAYLIST_URL) { |f| Hpricot(f) }

        table = doc.at("table.playlist")
        breaks = Array.new(table/"tr"/"td.group")
        songs = (table/"tr.odd" + table/"tr.even" - breaks).collect do |row|
          fields = row/"td"
          next if breaks.include? fields[0]
          field_data = (fields/"p").collect do |field| field.inner_html end
          time = field_data[0] == "NOW PLAYING" ? Time.now :
              Time.parse(field_data[0])
          Scrapescrobbler::Song.new :time => time, :artist => field_data[1],
              :title => field_data[2], :album => field_data[3], :station => Wyep::NAME
        end
        songs
      end
    end
  end
end


text:
[(8R,9S,10R,13S,14S,17R)-3-ethoxy-17-ethynyl-13-methyl-2,7,8,9,10,11,12,14,15,16-decahydro-1H-cyclopenta[a]phenanthren-17-yl] acetate
Currently viewing: 001 Key | Experimental result002 Key | Read-across (Structural analogue / surrogate)
biodegradation in water: ready biodegradability
21 March 2016 - 28 April 2016
OECD Guideline 301 B (Ready Biodegradability: CO2 Evolution Test)
EU Method C.4-C (Determination of the "Ready" Biodegradability - Carbon Dioxide Evolution Test)
other: ISO International Standard 9439 "Water Quality - Evaluation of ultimate aerobic biodegradability of organic compounds in aqueous medium - carbon dioxide evolution test.
other: ISO International Standard 10634 "Water Quality - Guidance for the preparation and treatment of poorly water-soluble organic compounds for the subsequent evaluation of their biodegradability in an aqueous medium".
(17alpha)-3-ethoxy-19-norpregna-3,5-dien-20-yn-17-ol
Appearance: off-white powder
Test item storage: at room temperature
Solubility in water: not available
Stability in water: stable
Oxygen conditions:
Inoculum or test system:
activated sludge, domestic, non-adapted
Details on inoculum:
- Source of inoculum/activated sludge: the source of test organisms was activated sludge freshly obtained from a municipal sewage treatment plant: 'Waterschap Aa en Maas', 's-Hertogenbosch, The Netherlands, receiving predominantly domestic sewage.
- Storage conditions: The freshly obtained sludge was kept under continuous aeration until further treatment.
- Storage length: not indicated
- Preparation of inoculum for exposure: before use, the sludge was allowed to settle (40 minutes) and the supernatant liquid was used as inoculum at the amount of 10 mL/L of mineral medium.
- Pretreatment: the day before the start of the test (day -1) mineral components, Milli-RO water (ca. 80% of final volume) and inoculum (1% of final volume) were added to each bottle. This mixture was aerated with synthetic air overnight to purge the system of CO2.
- Concentration of sludge: 3.7 g suspended solids per litre in the concentrated sludge.
- Water used: tap-water purified by reverse osmosis (Milli-RO) and subsequently passed over activated carbon.
Duration of test (contact time):
Initial test substance concentration
Initial conc.:
Parameter followed for biodegradation estimation
Parameter followed for biodegradation estimation:
CO2 evolution
- Composition of medium: mineral medium according to OECD 301
- Test temperature: 21.9 - 22.7°C.
- pH: start: 7.5 - 7.6; end: 7.4 - 7.7
- pH adjusted: no
- Aeration of dilution water: continuously during the test period
- Suspended solids concentration: 10 mL of supernatant liquid per litre (see 'Details on inoculum' section for details)
- Continuous darkness: yes
- Culturing vessels: 2 litre glass brown coloured bottles
- Number of culture flasks/concentration: 2
- Method used to create aerobic conditions: aeration with synthetic air (CO2 < 1 ppm; at a rate of approx. 30-100 mL/min)
- Measuring method: the amount of CO2 produced was determined by titrating the remaining Ba(OH)2 with 0.05 M standardized HCl (1:20 dilution from 1 M HCl). Phenolphthalein (1% solution in ethanol) was used as pH-indicator.
- Details of trap for CO2: Three CO2-absorbers (bottles filled with 100 mL 0.0125 M Ba(OH)2) were connected in series to the exit air line of each test bottle. The CO2 produced in each bottle reacted with the barium hydroxide in the gas scrubbing bottle and precipitated out as barium carbonate. Each time the CO2-absorber nearest to the test bottle was removed for titration; each of the remaining two absorbers was moved one position in the direction of the test bottle. A new CO2-absorber was placed at the far end of the series.
- Sampling frequency: Titrations were made every second or third day during the first 10 days, and thereafter at least every fifth day until day 28, for the inoculum blank and test suspension. Titrations for the positive and toxicity control were made over a period of at least 14 days.
- Sample storage before analysis: not applicable
CONTROL AND BLANK SYSTEM
- Inoculum blank: yes, 2 replicates
- Positive control: yes, 1 replicate
- Toxicity control: yes, 1 replicate
STATISTICAL METHODS: none
Reference substance
acetic acid, sodium salt
% Degradation
% degradation (CO2 evolution)
Sampling time:
The ThCO2 of the test item was calculated to be 2.99 mg CO2/mg; the ThCO2 of the reference item (sodium acetate) was calculated to be 1.07 mg CO2/mg.
The relative biodegradation values calculated from the measurements performed during the test period revealed no significant biodegradation of test substance (0% in both bottles tested).
In the toxicity control, more than 25% biodegradation occurred within 14 days (28%, based on ThCO2).
Therefore, the test item was assumed not to inhibit microbial activity.
Functioning of the test system was checked by testing the reference item sodium acetate, which showed a normal biodegradation curve (see attached illustration).
For details containing full results, see attached background material (Tables.jpg).
BOD5 / COD results
Results with reference substance:
70% within 14 days
Acceptability of the test:
1. The positive control item was biodegraded by at least 60% within 14 days (i.e. 70%).
2. The difference of duplicate values for %-degradation of the test item was always less than 20% (i.e. ≤0%).
3. The total CO2 release in the blank at the end of the test did not exceed 40 mg/L (e.g. 60.9 mg CO2 per 2 litres of medium, corresponding to 30.45 mg CO2/L).
4. The Inorganic Carbon content (IC) of the test item (suspension) in the mineral medium at the beginning of the test was less than 5% of the Total Carbon content (TC). Since the test medium was prepared in tap-water purified by reverse osmosis, IC was less than 5% of TC (mainly coming from the test item, 12 mg TOC/L).
All criteria for acceptability were met, therefore this study was considered to be valid.
For details on validity criteria see 'Any other information on results' section.
Under the conditions of the modified Sturm test, according to OECD 301B, the test item was found to biodegrade for 0% (in the duplicate bottles tested) after 28 days of incubation. Therefore, the test substance is not considered to be biodegradable.
In a 28 day during test performed according to OECD guideline 301B (modified Sturm test) and GLP principles, the test item did not reach the pass level of 60% for ready biodegradability, neither within the 10 -d window nor after 28 days of incubation. The test item was tested in duplicate and showed 0% biodegradation in both bottles tested. Therefore, it is designated as not readliy biodegradable. All the criteria for acceptability of the test were met and the study is considered reliable without restrictions.


Learn to program and create applications with Microsoft's Visual Basic by studying our free online courses. This widely popular programming language is flexible enough for novice programmers. Make use of our free online tutorials and master the visual basic language.
A simple but worthwhile guide to Visual Basic 6.


text:
Páirc Esler ( , ; also  ) is a GAA stadium in Newry, County Down, Northern Ireland. It is the home of the Down Gaelic football and hurling teams and the Newry Shamrocks GAA club. The ground has a capacity of about 20,000.

History
The ground was named after Fr. (later Archdeacon) Hugh Esler (d. 1983), a Catholic priest and Ballynahinch native credited with reinvigorating interest in Gaelic football in Newry in the 1930s–50s, and with securing the grounds that was to later become Páirc Esler.

Renovation
The ground has undergone major redevelopment work, with new stands, floodlights, new pitch all added in 2006–2007. From 1999 to 2004 no senior intercounty championship matches were played at the venue. After the development of a new terrace at the canal end of the ground and a new stand on the south side of the ground, Down hosted the All Ireland Champions, Tyrone, in round 2 of the football championship qualifiers. The following year both Fermanagh and Derry visited the ground in the qualifiers, Down losing to the latter. The ground was closed after the Down v Armagh game in Division 1B of the National Football League in March 2006 for further development.

Reopening

With work now completed on the ground, with a new covered stand and floodlighting facilities, the ground hosted its first Ulster Senior Football Championship Match since 1999 when Cavan visited the stadium for a preliminary round replay on Sunday 20 May 2007, which the home side won 0–15 to 0–11. In June it held a first-round Ulster Championship clash with Monaghan and a first-round qualifier game with Meath – Down lost both games.

On 8 October 2007, the new stand was officially opened by GAA president Nickey Brennan, just before the start of the Senior Football Championship Final between Mayobridge and Longstone, which ended in a draw.  Mayobridge won the replay, and their fourth title in a row.  The 26 October saw the official switch-on of the floodlights, which was marked by the division one league final between Kilcoo and An Riocht.  An Riocht won the game by 3 points, with AFL star Martin Clarke scoring 2–1 in the final. It has now hosted Dr. McKenna cup matches in 2008 in which Down played and beat Cavan, UUJ and beat Donegal 5–14 to 0–13. In the same year they won the final which was played in Casement Park, Belfast. Down V Derry, and later in the championship first round beat soon-to-be All Ireland SFC Champions Tyrone, the only team that year to do so in the championship.

See also
 List of Gaelic Athletic Association stadiums
 List of stadiums in Ireland by capacity

References

Down GAA
Gaelic games grounds in Northern Ireland
Newry
Sports venues in County Down