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Bination (von spätlateinisch binarius = zwei enthaltend, aus zwei bestehend) ist die Befugnis eines katholischen Priesters, an einem Tag zwei heilige Messen zu zelebrieren. In der frühen Kirche wurden nur an Sonntagen und Feiertagen Gottesdienste gefeiert. Im Laufe der Zeit wurde dies sukzessive auf weitere und schließlich alle Wochentage ausgedehnt. Die mehrfache Zelebration an einem Tag ist zugelassen, wenn sonst (beispielsweise aus Platzmangel) nicht alle Gemeindemitglieder teilnehmen könnten oder wenn ein Priester mehrere Gemeinden zu betreuen hat. Die dreifache Messfeier wird als Trination bezeichnet.

Im Kirchenrecht heißt es dazu: "Wenn Priestermangel besteht, kann der Ortsordinarius zugestehen, dass Priester aus gerechtem Grund zweimal am Tag, ja sogar, wenn eine seelsorgliche Notlage dies erfordert, an Sonntagen und gebotenen Feiertagen auch dreimal zelebrieren." In jüngster Zeit erteilte die Gottesdienstkongregation sogar die Erlaubnis, unter den genannten Umständen viermal zu zelebrieren.

Literatur
 Stephan Jakob Neher: Die Bination nach ihrer geschichtlichen Entwicklung und nach dem heutigen Recht. Regensburg 1874. online.
 Carl Holböck: Die Bination: rechtsgeschichtliche Untersuchung. Rom 1941.

Einzelnachweise

Heilige Messe
Kanonisches Recht

redpajama_set_name: RedPajamaWikipedia


What is there to do in Zermatt during the summer?
When you hear the word Zermatt, what do you think of? Amazing skiing and snowboarding trails that leave enthusiasts of the sports breathless once they reach the bottom? The legendary mountain of Matterhorn? Or perhaps you think of climbing to the top of the Matterhorn? There is much more to do in Zermatt than any of those activities. There is no shame in visiting a tourist area in the off season because Zermatt is as active in the summer as it is during the winter!
The Matterhorn is located at such a high altitude that it never stops snowing all year round. You can still partake in skiing and snowboarding during the summer months. Zermatt is one of the most visited areas in the Swiss Alps solely because of the skiing! You may find that there are less visitors during the summer, so the trails might be less crowded than usual. The less crowded the Matterhorn is, the more time you will spend on the trails and less time waiting in line to go up the ski lift.
Hiking during the summer at Zermatt is one of the most recommended activities to experience. Zermatt is located in an isolated area in the Swiss Alps, and people rave about the beautiful sights that can be seen. They are able to boast that 700 kilometers of trails are opened to the public. You can choose any of 70 trails to hike depending on what you want to see on your hike. You can even hike 3,000 meters up above sea level and get a view of the entire Zermatt area! There are day hikes and multiple day hikes that you can choose from depending on your comfort level when it comes to hiking. Keep in mind that it is cold at Zermatt year round so that camping over night outdoors is something that should be left to professionals.
Some more extreme people out there who are looking for an adrenaline rush can find their fix at Zermatt! From mountain biking to paragliding to white water rafting, there are plenty of activities to choose from. They offer over 100 kilometers of mountain biking trails, and plenty of hotels have professionals to take beginners out paragliding and white water rafting. With over one hundred hotels to choose from, you will most certainly find one that has the packages and professionals that you are looking for and at the prices that you are looking for.


Again, seeds have a good shelf life.
Lovely French Breakfast variety which is very fast maturing. Possesses a mild yet sweet flavour for harvests from spring right through to autumn.
Sow thinly in pre-watered shallow rows and cover with a thin layer of soil. Keep seedbed soil moist; don't let them dry out as this will inhibit germination. Sow one seed every 3-4cm (1 1/2in). If you're planning on multiple rows, space rows 15cm (6in) apart.
Sow little and often for a continual supply from early spring to mid autumn.
Water radish plants regularly and generously.
When harvesting, Keep the leaves for sandwich garnishes. Harvest when roots are small, young and not tough and woody.


His signature red curls are cut shorter now, and his face looks much fuller, but Simply Red's Mick Hucknall's voice is still strong.
The 55-year-old is back with Simply Red, touring again, and was showered with praise for a recent show-stopping performance in Dublin. But it's been a battle for him to get back to the stage, after being diagnosed with hypothyroidism in 2014.
Hucknall had shunned the public eye for the past four years, after suffering from chronic fatigue, weight gain, and depression.
"I decided to recover very slowly by not taking the prescribed medication and doing it through diet alone.
The thyroid is a 2-inch-long, butterfly-shaped gland weighing less than 1 ounce. Located in the front of the neck below the larynx, or voice box, it has two lobes, one on each side of the windpipe. The thyroid is one of the glands that make up the endocrine system. The glands of the endocrine system produce and store hormones and release them into the bloodstream. The hormones then travel through the body and direct the activity of the body's cells.
The thyroid gland makes two thyroid hormones, triiodothyronine (T3) and thyroxine (T4). T3 is made from T4 and is the more active hormone, directly affecting the tissues. Thyroid hormones affect metabolism, brain development, breathing, heart and nervous system functions, body temperature, muscle strength, skin dryness, menstrual cycles, weight, and cholesterol levels.
Thyroid hormone production is regulated by TSH, which is made by the pituitary gland in the brain.
Thyroid hormone production is regulated by thyroid-stimulating hormone (TSH), which is made by the pituitary gland in the brain. When thyroid hormone levels in the blood are low, the pituitary releases more TSH. When thyroid hormone levels are high, the pituitary responds by dropping TSH production.
Hypothyroidism is a disorder that occurs when the thyroid gland does not make enough thyroid hormone to meet the body's needs. Thyroid hormone regulates metabolism—the way the body uses energy—and affects nearly every organ in the body. Without enough thyroid hormone, many of the body's functions slow down. About 4.6 percent of the U.S. population age 12 and older has hypothyroidism.
Hashimoto's disease, also called chronic lymphocytic thyroiditis, is the most common cause of hypothyroidism in the United States.1 Hashimoto's disease is a form of chronic inflammation of the thyroid gland. Hashimoto's disease is also an autoimmune disorder.
Thyroiditis causes stored thyroid hormone to leak out of the thyroid gland. At first, the leakage raises hormone levels in the blood, leading to hyperthyroidism—when thyroid hormone levels are too high––that lasts for 1 or 2 months. Most people then develop hypothyroidism before the thyroid is completely healed.
Subacute thyroiditis. This condition involves painful inflammation and enlargement of the thyroid. Experts are not sure what causes subacute thyroiditis, but it may be related to a viral or bacterial infection. The condition usually goes away on its own in a few months.
Silent thyroiditis. This type of thyroiditis is called "silent" because it is painless, as is postpartum thyroiditis, even though the thyroid may be enlarged. Like postpartum thyroiditis, silent thyroiditis is probably an autoimmune condition and sometimes develops into permanent hypothyroidism.
Some babies are born with a thyroid that is not fully developed or does not function properly. If untreated, congenital hypothyroidism can lead to mental retardation and growth failure. Early treatment can prevent these complications, so most newborns in the United States are screened for hypothyroidism.
Radioactive iodine, a common treatment for hyperthyroidism, gradually destroys the cells of the thyroid. Most people who receive radioactive iodine treatment eventually develop hypothyroidism. People with Hodgkin's disease, other lymphomas, and head or neck cancers are treated with radiation, which can also damage the thyroid.
Less commonly, hypothyroidism is caused by too much or too little iodine in the diet or by abnormalities of the pituitary gland.
However, hypothyroidism develops slowly, so many people don't notice symptoms of the disease.
Symptoms more specific to Hashimoto's disease are a goiter and a feeling of fullness in the throat.
Health care providers treat hypothyroidism with synthetic thyroxine, a medication that is identical to the hormone T4. The exact dose will depend on the patient's age and weight, the severity of the hypothyroidism, the presence of other health problems, and whether the person is taking other drugs that might interfere with how well the body uses thyroid hormone.
Health care providers test TSH levels about 6 to 8 weeks after a patient begins taking thyroid hormone and make any necessary adjustments to the dose. Each time the dose is adjusted, the blood is tested again. Once a stable dose is reached, blood tests are normally repeated in 6 months and then once a year.
Hypothyroidism can almost always be completely controlled with synthetic thyroxine, as long as the recommended dose is taken every day as instructed.


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Related Expertise:Value Creation Strategy, Corporate Development & Finance, Growth
Maersk Group: Creating a Premium Conglomerate
July 24, 2015 By Gerry Hansell , Jeff Kotzen , Eric Olsen , and Hady Farag
The Danish company Maersk Group dates its founding to 1904, when ship captain Peter Mærsk Møller and his son A.P. Møller founded a shipping company. Today, Maersk is the world's largest container-shipping company, with additional businesses in container terminals, shipping services, upstream oil and gas, and contract oil drilling. With annual revenues of nearly $50 billion, Maersk is Denmark's largest company, representing roughly 14 percent of the country's entire GDP. The company's market capitalization is second only to that of pharmaceutical giant Novo Nordisk. Maersk is publicly traded on the Copenhagen stock exchange, but the majority of voting shares are owned by a foundation controlled by the founding family.
During the five-year period from 2010 through 2014 covered by this year's Value Creators report, Maersk delivered an average annual TSR of 13.3 percent. That may seem modest when compared to the world's top value creators, but for the company's sector and peer group it represents remarkably strong performance. Keep in mind that during the past five years, the container-shipping industry has faced severe economic headwinds as a result of the collapse of global trade after the 2008 financial crisis and the subsequent slow recovery. The sector has suffered from serious overcapacity, falling freight rates, and major price volatility. (See The Transformation Imperative in Container Shipping: Mastering the Next Big Wave, BCG report, March 2015.) And the recent drop in oil prices, although beneficial in the short term for Maersk's shipping business, has had a major negative impact on its oil and oil-services businesses.
In the past few years, however, Maersk has undertaken a major transformation of its value-creation strategy, which has allowed the company to successfully navigate this turbulence, improve its value-creation performance, and outperform its peers. We compared Maersk's TSR performance during three periods (comprising five years, three years, and one year) with the relevant market indices and with a synthetic peer group that mirrors the company's current business mix. (See Exhibit 1.) Not only has Maersk consistently delivered above-average TSR relative to these benchmarks, but it has also, over the five-year period, delivered TSR nearly six times greater than its peer group.
Confronting a Crisis
In 2007, not long after the company's centennial birthday, Nils Andersen joined Maersk as the fourth CEO in the company's history (and only the second who was not a family member). At the time, Maersk was coming off a period of extremely strong earnings growth owing to the massive expansion in worldwide trade associated with globalization and to the company's major oil concessions, located primarily in Denmark and Qatar. From 2001 to 2008, Maersk more than tripled its revenues.
What Andersen didn't know when he joined the company was that all this was about to change. Not long after he became CEO, Maersk was hit with two major reversals that sent its earnings and its share price reeling. The first was the global financial crisis. The breakdown in the global credit system in 2008 led to a general collapse of world trade. By the beginning of 2010, more than 10 percent of container-shipping capacity worldwide was idle. The resulting overcapacity wreaked havoc with industry pricing and caused Maersk's revenues to decline precipitously—by 20 percent, about $10 billion, in 2009—forcing the company to post a loss for the first time in its 100-year history.
As if that weren't bad enough, there were emerging problems in Maersk's oil business. Although the business was highly profitable, the company had been exploiting its reserves for years and not investing in the future. Maersk had one of the lowest reserve-to-production ratios in the industry. In order to sustain the business, massive new investments were necessary.
The combination of the enormous cutback in global trade as a result of the financial crisis and declining investor expectations because of the issues in Maersk's oil business caused Maersk's share price to plummet. From the time Andersen joined the company, in 2007, to the end of 2009, the company lost two-thirds of its market value.
Focusing on Value
The first challenge that Anderson and his team faced was to stop the bleeding. From 2008 to 2010, Maersk inaugurated a series of major cost-cutting initiatives, recouping some $3 billion. But Maersk didn't focus only on cutting expenses. The company also engaged in a systematic effort to simplify the business, increase transparency and accountability, and get managers to concentrate on creating operational value rather than merely managing assets.
For a variety of reasons, Maersk had an organizational structure that made it extremely difficult for not only investors but also the company's managers to understand how its various businesses were performing and whether or not they were creating value. For one thing, Maersk's shipping-related operations were integrated: container shipping, the management of terminals, and logistics services—quite different businesses and each with its own competitive dynamics—were combined in the same organization. Not only did this hinder transparency about the performance results and investment needs of the various segments, but it also meant that most of management's attention and the lion's share of capital investment were focused on the container-shipping business. As a result of this lack of transparency and poor capital allocation, Maersk's shares suffered from a substantial conglomerate discount in the capital markets—foregone equity value that analysts estimated as equal to roughly 25 percent of the company's market capitalization.
Maersk's senior-management team took three steps to start addressing these problems. First, it created a small but activist corporate center, separate from the traditional shipping business, in order to ensure a targeted focus on each of the businesses in the group's portfolio. Second, the team increased the transparency of results, with a focus on getting each business to operational excellence compared with relevant peer groups—part of an effort to develop a more value-focused "operator mind-set" in what had been traditional asset-driven industries. Finally, the team explicitly defined the strategic roles of each business unit, clarifying where to manage for value, where to invest for growth, what to divest, and what to fix.
These moves allowed Maersk to significantly increase the underlying operating performance of its businesses. Today, the majority of Maersk's businesses are best in class or in the top quartile (as measured by return on capital employed) when compared with their relevant peers.
Restructuring the Portfolio
With the clarity and accountability of the various businesses in the group improved, the next step in the transformation of Maersk's value-creation strategy was to systematically restructure the group's portfolio. Over the years, the company had acquired positions in a far-flung range of businesses outside its core shipping and energy businesses. For instance, it owned a majority stake in Dansk Supermarked, a large Northern European retail-grocery chain, and a 20 percent stake in Danske Bank, the second largest bank in the Nordic region.
The new portfolio strategy had three components. The first was a series of divestments. Some of the businesses sold were marginal non-value-adding assets. Others, like Dansk Supermarked (in which Maersk retained a small minority stake) and Danske Bank, were large, well-performing businesses but outside Maersk's core strategic focus. In some cases, the proceeds from these sales were reinvested in Maersk's core businesses; in others, they were returned directly to the company's shareholders. These moves were made in a way that both built shareholder value for Maersk and set up the divested businesses for long-term success.
At the same time, Maersk proceeded with the second major step of the new portfolio strategy—the reorganization of its remaining operations into four core business units, each with ambitions for global leadership: Maersk Line, the world's largest container-shipping company; APM Terminals, the world's largest container-terminals company; Maersk Oil, a midsize global upstream oil-and-gas company; and Maersk Drilling, a leading drilling operator. Moreover, a cluster of midsize shipping-related businesses with promising platforms for future growth were taken out of the other businesses and grouped in a business unit of their own called APM Shipping Services. That way, they would get the attention necessary to develop further.
The third component of the portfolio strategy was equally important. The company developed new rules for allocating capital across its five new business units. Allocation was determined on the basis of each unit's performance, outlook, and specific role in the overall portfolio. These new rules have had a major impact on how Maersk allocates its capital to the businesses that are most attractive over the long term.
Becoming More Investor Friendly
Creating a more focused and transparent portfolio has gone a long way toward making Maersk more investor friendly. So has a major shift in the company's financial policies.
In February 2013, Maersk took advantage of the cash accumulating on its balance sheet because of its value-based initiatives, balance sheet trimming, and sales of noncore assets to announce a 20 percent increase in its dividend—and then, in February 2014, the company announced an additional increase of 17 percent. In April 2014, Maersk announced a five-way share split to improve liquidity and make it easier for investors to buy and sell stock. Four months later, the company announced the first share buyback in its history—a program of $1 billion to be executed over the subsequent year. And recently, the company announced a one-time special dividend associated with its divestment of Danske Bank.
All these moves helped the company shift its investment approach from a traditional focus on pure growth to one that emphasizes balanced growth at a reasonable price. The new focus attracted an investor base that was more aligned to the company's new value-creation strategy.
Breaking Away from the Pack
This combination of initiatives has had an extraordinary impact on Maersk's stock price and market capitalization. In the two years following the introduction of the new value-creation strategy, the company's stock price grew by 86 percent, and its market capitalization increased by $26 billion. (See Exhibit 2.) We estimate that nearly three-quarters of this increase can be attributed to the various moves the company has made—improvements in fundamental value, the divestment program, the increase in cash payout, and the value-based initiatives associated with more transparent metrics and a more focused portfolio. The remaining amount is the result of the elimination of the company's conglomerate discount as investors have responded favorably to Maersk's new strategy and purchased the company's stock.
Today, Maersk is a far more efficient and powerful value creator than it was five years ago, despite the challenges facing its core industries. A clear sign of this change: in 2014, the combination of an improved business climate, operational improvement, and proceeds from divestitures allowed the company to grow its net profit by 37 percent—to $5.2 billion—despite the fact that net revenue remained flat compared with the previous year.
No doubt, the future will bring new challenges. The container-shipping sector remains plagued by overcapacity and a decline in freight rates. And the company's oil business remains subscale compared with the industry's giants. Now that Maersk has created a more stable platform for value creation, it will need to find new ways to improve margins and asset productivity while generating growth in what remain extremely competitive and capital-intensive businesses.
"The macroeconomic environment remains volatile," says Maersk CEO Nils Andersen. "But the many change programs that we implemented in response to the financial crisis have helped us create a more agile organization. We now have a group of competitive business units and a financial strength that positions us well for the future. We are on an exciting journey and will continue to invest in growth and create value for our customers and shareholders—regardless of whatever turbulence lies ahead."
Read more in the The 2015 Value Creators series
Gerry Hansell
Jeff Kotzen
Eric Olsen
Hady Farag
Partner & Associate Director

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← Sibshops – Fun, Friendship and Support Services at Children's Village!
The state-wide "Chief for a Day" program is an incredible experience for the children involved. Each year, the Yakima and Selah Police Departments contact Children's Village in search of a nominee. And this year Adriel's name was selected through a blind drawing.
Not only did Adriel receive countless gifts, an official police uniform, and a police car ride but he got to attend a police motorcade in Seattle with all the other little chiefs! He was sworn in as an official police officer, met numerous Seattle celebrities and enjoyed carnival-type events.
We would also like to thank Adriel and his family for their generosity. Adriel received several gifts; among these was a karaoke machine and a gift certificate to a craft store. Adriel was gracious enough to donate these to the Parent to Parent program at the Village!
Congratulations Adriel! And thank you for your generosity!
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Tony Waldrop named vice chancellor for research after serving as interim
Feb 29, 2000 9:00 am by News Bureau | 217-333-1085Campus Life
CHAMPAIGN, Ill. - Tony Waldrop has agreed to accept the position of vice chancellor for research at the University of Illinois at Urbana-Champaign, pending approval of the board of trustees at its meeting Thursday (March 2) in Urbana.
Waldrop will succeed Richard Alkire, who returned to the faculty in August. Waldrop has been holding the position on an interim basis since fall. He would assume the permanent job on Friday.
"I believe that Tony has done a superb job as interim vice chancellor for research, within the office of the vice chancellor, throughout the rest of the campus and in external arenas," said Chancellor Michael Aiken.
"He has played a key role in the development of plans for the new research park and I am impressed with his excellent ideas on ways in which to increase the amount of federal and corporate research dollars coming to campus."
Waldrop received his bachelor's, master's and doctoral degrees from the University of North Carolina at Chapel Hill and came to the UI in 1989. He is a professor in molecular and integrative physiology and has served in several administrative capacities since 1993.
Waldrop will continue to serve as interim dean of the Graduate College until a new dean is named. He also will hold the rank of professor of molecular and integrative physiology on indefinite tenure.


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Report on Tenorio (Costa Rica) — October 1997
Bulletin of the Global Volcanism Network, vol. 22, no. 10 (October 1997)
Managing Editor: Richard Wunderman.
Tenorio (Costa Rica) Small earthquake swarms near summit and SSW flank
Global Volcanism Program, 1997. Report on Tenorio (Costa Rica) (Wunderman, R., ed.). Bulletin of the Global Volcanism Network, 22:10. Smithsonian Institution.
Tenorio
10.673°N, 85.015°W; summit elev. 1916 m
During 5-27 October, 14 earthquakes were located on a 5-km-long SE-NW trend from the summit of Tenorio (figure 1). The swarm, centered around 10.7°N, 85.03°W, was possibly associated with known faults. The earthquakes had depths of 5-10 km and magnitudes of 0.6-2.1.
Figure 1. Major faults in the Guanacaste Range of Costa Rica and October earthquake locations around Miravalles and Tenorio volcanoes. During 5-27 October, 620 earthquakes were recorded, but only 187 could be located. Courtesy of ICE.
An unrelated swarm consisting of 27 events occurred during the same period near the village of Tierras Morenas at the SSW foot of Tenorio. The swarm was centered at 10.6°N, 85.0°W and was aligned along a 7-km NE-SW trend, possibly correlating to known faults. The earthquakes had depths of 7-12 km and magnitudes of 0.4-3.3.
Geologic Background. The 225 km2 dominantly andesitic Tenorio volcanic massif anchors the SE end of the Guanacaste Range and consists of a cluster of densely forested NNW-SSE-trending volcanic cones. Overlapping lava flows from the principal peak, Tenorio, blanket the NW-to-SW flanks and descend the NE flank. The NW-most of three craters of the central cone is sparsely vegetated and appears to be the most recently active. Volcán Montezuma to the north has twin craters, the northern of which fed a lava flow to the NE. Additional pyroclastic cones are found to the NE and SW of the central complex, and the Bijagua lava domes were constructed on the northern flank. A major debris avalanche covered about 100 km2 below the S flank. A legend exists of an eruption in 1816, but the volcano was densely forested at the time of an 1864 visit by Seebach and is not considered to have erupted in historical time. Fumarolic activity is present on the NE flank.
Information Contacts: Gerardo J. Soto and Waldo Taylor, Oficina de Sismología y Vulcanología, Departamento de Geología, Instituto Costarricense de Electricidad (ICE), Apartado 10032-1000, San José, Costa Rica.


A piece of Toronto history is on sale for $4.2 million — not a painting, not a sculpture, but a house, a heritage building in the Annex designed by the noted architect Frederick Henry Herbert.
The red brick house at 145 Madison Ave. is only one example of his work, which ranged from homes in residential neighbourhoods to buildings any of us may have walked past downtown. One such structure is The Dineen Building at the corner of Yonge and Temperance Sts., which received an honourable mention in the 2013 Heritage Toronto Awards after undergoing a dramatic restoration.
The Mutual Street Arena, which opened in 1912 and was home to the Toronto Maple Leafs before they moved to the Maple Leaf Gardens in 1931, was also designed by Herbert. The athletic hub was the largest indoor arena in Canada at the time, boasting 8,000 seats and a 230' x 95' sized rink. It was also host to the very first play-by-play radio broadcasting of a hockey game, given by Toronto Star reporter Norman Albert in 1923. The building was demolished after its closure in 1989, but in 2011, the park that had sprung up in its place was renamed from Cathedral Square Park to Arena Gardens in honour of that history.
Herbert, who came to Toronto in 1887 from Bath, England, excelled in the design of houses for wealthy clients residing in Rosedale, the Annex and Parkdale neighbourhoods and established a new standard for residential architecture in Toronto at the turn of the century.
A talented proponent of the Queen Anne style, Herbert's work can often be recognized by the picturesque, asymmetrical free style plan and elevation which incorporates his characteristic circular corner tower, steep roofs and tall chimneys.
Madison Ave. was built in 1896 by notable architect Frederick Henry Herbert.
The Madison Ave. building currently on the market, which has been home to the Kruk family for 50 years, was put up for sale by Anne and Joseph Kruk's children after Joseph's death in 2003 and Anne's death in 2017.
"It's really one of the old, original, grand [dame]'s of the Annex, and one of the few ones that are left," said Sue Mills, a Royal LePage realtor selling the 7,260 sq. ft. home.
The Madison Ave. home was built by Dancy Brothers for William R. Wadsworth in 1896 and is listed as one of the "finest remaining unspoiled examples of original Toronto Annex architecture," on realtor.ca.
While photos of the home show it in pristine condition, not all of the heritage buildings Herbert built have been preserved so carefully: another Annex home built in 1896, the Thomas Goldsmith House at 6 Walmer Rd., has been boarded up for years according to neighbours, and has been steadily deteriorating.
Herbert died in Toronto on September 17, 1914 and was buried at Mount Pleasant Cemetery.
Correction — December 10, 2018: This article was edited from a previous version that mistakenly said Mutual Street Arena is better known as the Maple Leaf Gardens or the Mattamy Athletic Centre. In fact, Mutual Street Arena was a different building and was demolished in 1989.


Employee wellness programs are becoming increasingly popular in the workplace as a way to boost employee morale and increase productivity. If not carefully crafted, however, employee wellness programs can run afoul of Title I of the Americans with Disabilities Act (ADA) and the Genetic Information Nondiscrimination Act (GINA). In a Final Rule published on May 17, 2016, effective on July 16, 2016, the Equal Employment Opportunity Commission (EEOC) amended its regulations implementing the ADA and GINA to provide further clarification as to what is and what is not an acceptable employee wellness program.
The amendments to the ADA focus on limiting the purpose and scope of permissible wellness programs. Generally, 29 C.F.R. § 1630 outlines the circumstances under which voluntary medical examinations and inquiries are permitted. An employee wellness or health program must be "reasonably designed to promote health or prevent disease"; this criterion is evaluated case-by-case based on the relevant facts and circumstances. Of note, programs that would not meet this standard are those that measure, test, screen or collect information but do not provide any follow-up advice as to how to improve health or prevent disease. A program designed to provide the employer with information to estimate future health care costs also does not meet this standard.
The amended regulations require that employee health programs be voluntary, which means the employer must not (1) require employees to participate, (2) deny health care coverage to employees who do not participate, or (3) take any form of adverse employment action against or coerce employees who do not participate. In addition, employers must provide employees with a notice written in plain language that advises the employee what medical information will be obtained, how it will be used and restrictions on its use. Information obtained under employee wellness programs is still considered protected health information for purposes of HIPAA compliance. It is important to ensure that all information is kept confidential and that employees handling the information are well trained on their confidentiality obligations. Employers also must ensure that they do not receive the information in a manner that would disclose the identity of specific individuals.
Employers may offer incentives, including financial incentives, to encourage employees to participate in employee wellness programs. To help ensure that the incentive is not so great as to "coerce" employee participation, thus making the program involuntary, incentives may not exceed 30 percent of the cost of self-only coverage under the group health plan. Where an employer offers multiple health care coverage options, the incentive may not exceed 30 percent of the cost of the lowest self-only coverage of all the plans offered, even if the employee is not enrolled in the lowest-cost health care plan. Of note, the 30 percent limit on permissible incentives does not apply in the case of smoking cessation programs enacted pursuant to the regulations implementing the Affordable Care Act, which permit a financial incentive of up to 50 percent of the cost of self-only coverage.
Employers also are required to provide a reasonable accommodation to employees who want to participate in wellness programs and earn the financial incentives, but cannot do so due to a disability. For example, an employer who provides incentives for employees to attend nutrition classes would have to provide a sign language interpreter for a deaf employee, provided that doing so does not constitute an undue burden.
Finally, employers who implement an acceptable employee wellness program are not relieved of their statutory obligations not to discriminate against employees under Title VII of the Civil Rights Act, the ADA, the Equal Pay Act, the Age Discrimination in Employment Act or GINA.
Generally, 29 C.F.R. § 1635.8 bars an employer from obtaining genetic information about an employee or an employee's family member. This general prohibition does not apply to an employer's voluntary wellness program. To ensure that this exception applies, the program must be "reasonably designed to promote health or prevent disease." This standard, like that set out in the ADA guidelines, is evaluated by looking at all the relevant facts and circumstances. For example, programs that penalize an individual because his or her spouse suffers from a disease or disorder will not meet this standard. Information collected under the program actually must be used to design services that address the conditions identified in the information collected.
Employees who have voluntarily provided genetic information indicating that they are at an increased risk of developing a condition in the future may receive incentives to participate in a disease management program. Employers also may offer incentives to employees for completing health risk assessments, so long as the receipt of the incentive is not conditioned on providing genetic information.
An employer may provide an incentive to an employee whose spouse completes a health risk assessment, except when the incentive is conditioned on receiving genetic information.
Nothing in the amended regulations eliminates an employer's obligation to treat genetic information as confidential and to maintain it in a medical file that is separate from the personnel file.
The amendments to the regulations implementing GINA adopt the same percentage limits on the value of incentives as those implementing the ADA. It is important to note, however, that GINA also contemplates spousal participation in a wellness program. In that case, the limitation on incentives is not aggregated per family. Thus, an employer may provide an incentive of up to 30 percent of the cost of the self-only coverage to both the employee and his or her spouse.
Employers may not ask employees to agree to permit the sale of their genetic information in exchange for participation in the wellness plan. Similarly, employers are prohibited from denying access to health insurance benefits or retaliating against an employee because his or her spouse refuses to provide information as part of the wellness program.
As with the ADA regulations, employers must make reasonable accommodations to allow an employee to participate in a wellness program so long as doing so does not constitute an undue burden. In addition, where an employer's wellness program provides medical care and rewards an individual for meeting a health standard, the employer must provide a reasonable alternative to earning any financial incentive. For example, a wellness program that rewards an employee for reaching a certain body mass index (BMI) must modify that standard for any employee who cannot reach that BMI for medical reasons, such as a thyroid condition, so that the employee can still earn the financial incentive.
The new guidance and changes to the regulations are designed to facilitate employer-sponsored wellness programs, a worthy benefit for both employers and employees. However, employers who sponsor such programs must ensure that the program is in complete compliance with what remain complicated legal requirements to avoid liability under the ADA and GINA.


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kinderrs - Klei Entertainment Forums
kinderrs
About kinderrs
I like it, I admire it, but it is much too frustrating
kinderrs replied to Bahger's topic in [Invisible, Inc.] General Discussion and Strategies
I have to say that I love the game and the concept. I've always enjoyed rogue-like elements in games where it's possible to be dealt a really crappy hand or an absolutely outstanding one. It keeps a game fresh and keeps you coming back for more. That said, I'd have to say I have one minor complaint: the alarm level. First off, I like the mechanic. It keeps you moving, adds pressure, punishes you for dilly dallying around and it's quite effective at that. However, it goes up and up and up and up and up and it's just from the player being present, not because of anything reasonable like the player changing things in the environment (hacking stations, cracking safes, stealing stuff, knocking out guards, etc.) All that has to happen is the player be present. If you pass every turn (which is a no-no) the alarm rate still goes up? Why? Are the guards smoking something that makes them more paranoid as their shift goes on? Why is there no way for the player to combat increasingly nervous guards? When a guard wakes up... why doesn't he call for help looking for why he's missing the last ten minutes of his life? The only reason I have any complaint about the lack of influence (not control -- I don't want absolute control over the alarm level) is the fact that there are so many random elements that it seems to me careful play should be rewarded in some way and from the games that I have played it's currently rewarded by an increase in difficulty and ultimately doom. It's a stealth game that doesn't reward you (much) for covering your tracks as it stands now. Should the clock start ticking when a player hacks a camera, hacks a terminal, cracks a safe, leaves a door open along a patrol route? Sure. Start that clock and increase the alarm level. Should it just be rolling by default? I don't think so. Why suspect a break in when you have no indication one is happening?


There are many factors influencing the rapid changes in the energy market. These include forces such as market liberalisation, which has given rise to the need for a variety of players to work together effectively to build an interoperable environment for their products and solutions, whilst still facing a highly competitive market.
The evolving regulatory environment including the EU's 3rd energy package are factors that are driving market dynamics. For this reason, the future of the energy business is set to look very different from what it is today – and changes are already beginning to unfold. The European Union's 20-20-20 goals to reduce the output of greenhouse gases by 20 percent, improve energy efficiency by 20 percent and increase the percentage of renewable energy by 20 percent, all by 2020, mark the advent of further change.
These market and energy management goals can only be achieved with the development of the smart grid, a "digital" and more efficient energy network, which cannot operate without smart meters and interoperability.
To make the vision of the smart grid a reality, interoperability is being developed for various systems across the metering value chain. Interoperability between devices of different manufacturers and systems aids the growth of new markets and reduces investment risks for utilities, allowing them to keep their entrepreneurial flexibility. Leading suppliers such as Landis+Gyr are involved in numerous workgroups and projects all designed to lead the effort of broadening the use of standards and to provide interoperability in the energy industry.
The requirement for interoperability and openness is increasingly important for utilities. In a changing environment with different and potentially emerging technologies, it is of great importance to manage single- and multi-technical approaches. The solution is to ensure that systems interoperate, so that utilities are free to combine a solution that fits their needs – and supports their business case.
Interoperability is one of the main points of discussion among energy regulators, policy makers and the industry. There has been a call for universal definitions and communications standards, inter alia through the DLMS-User Association. This created the opportunity for AMI/AMM providers to develop interoperability specifications in the context of a series of projects.
Based on joint experience and common targets, three companies have completed a testing phase which proves that each manufacturer's smart meters are fully interoperable with those of the other two manufacturers. This is achieved by incorporating interoperable device interface specifications (IDIS) that are based on existing open international standards as defined and maintained by the DLMS-UA. IDIS is forward-looking and open to any other supplier that wants to incorporate identical interface specifications.
The interfaces of the three companies' smart meters allow customers to mix and match products from different suppliers. This will accelerate the development of smart grid applications. The scope covers a full end-to-end solution, from the Home Area Network (HAN) to the Wide Area Network (WAN) and the interface to utilities existing IT infrastructure.
Further, the Iberdrola-led OPEN meter project is supported by the European Commission. It aims to open up the market of smart multi_metering systems thereby enabling customer participation in energy markets. The Consortium's balanced partnership between network operators, equipment suppliers, research centres and standardization bodies' helps to ensure that the standards developed will have wide acceptance in the industry. Interoperability will, therefore, be achieved, eliminating costly incompatibles arising from proprietary solutions.
As the world moves toward an increasing focus on renewable energy, home automation and PHEV's, utilities are looking at how to deploy smarter grids to interact with these new resources. This development will not, however, simply come of its own volition. Although the construction of a smart grid is part of a wider trend toward the creation of a global, digitalized, information society, it is not pre-ordained. The creation of a smart grid will be the result of conscious energy, environmental and regulatory policy decisions. A first step in this transition of the grid must be the introduction of smart metering. It is the metering system that is the enabler of the smart grid: the smart grid combines data from and into many grids all sourced into one management platform.
But change in the energy market is not restricted to market liberalization: smart-metering technology and the huge improvement it offers utilities and consumers alike in terms of the quality and availability of energy management information, is putting a powerful tool in the hands of any utility that is able to fully unlock its potential.
The future smart grid will transform the current 'one way' infrastructure to a multi-directional, multi-functional, dynamic system, which balances central and decentralized generation, and creates real time transparency for all stakeholders as the basis for a stable and sustainable use of energy.
As a leader in the industry, Landis+Gyr's Gridstream solution offering is designed to enable the smart grid and the future of energy management. It enhances utility processes by gathering, managing and refining metering data and passing it on to the utility's different IT systems.
To unlock the potential of smart metering, Landis+Gyr has several initiatives in place that ensure communication, as well as a wider set of functionalities result in a more economic means of managing business process flows. Landis+Gyr and SAP have recognized this opportunity and, as a result, designed the Gridstream MDUS solution which enables the seamless integration of SAP EDM with Landis+Gyr energy management systems.
Gridstream MDUS provides the vital link between the AMI/AMM solution and the SAP environment systems. By optimising energy data management, Gridstreams MDUS allows utilities to build a direct and long-lasting relationship with their customers. It covers all functions and interfaces required for meter validation, network management, billing, and customer relationship management. The advanced software is interoperable with third-party systems using an IEC standard-based interface.
The solution has two key elements: the first provides the system level interfaces to SAP and to the AMM system, while the second performs processing and aggregation of the basic meter reading data. The software acts as an interoperable messaging interface and MDM system that enables bi-directional communication between SAP IS-U and AMM systems. It provides all functions and interfaces required for meter data collection, synchronization of the "master data", such as serial number, location, and status, associated with new device installation or device replacement, multiple-tariff or time-of-use billing parameters, and for remote device connection and disconnection. The SAP IS-U user interface initiates these operations, while MDUS performs data collection and processing required to collect and send the necessary information from the AMM system to SAP.
Liberalisation and deregulation of energy markets has led to new challenges being placed on utilities, in the areas of meter data processing, billing and customer services. In today's competitive market both regulators and customers alike are expecting the highest of service delivery from their utilities. This includes clear and accurate bills based on actual energy consumption, competitive tariff offers, and the ability to communicate more directly with customers using either in-home display devices or the Internet. All of these services require accurate and timely energy consumption information and a highly available communications channel, as well as a customer base that is well-informed of the improved options and choices that the smart grid can deliver.
One of the largest, fastest and most advanced smart meter deployments in the US is taking place in the Dallas metropolitan area. Oncor, a regulated electricity distribution and transmission utility, owns 3.1 million meters and delivers energy to over 7 million electricity consumers. Landis+Gyr was selected by Oncor to replace over 3 million meters with smart meters by 2012, in a project that includes a two-way communication network and electronic meters fitted with remote service switches. The system also enables consumer involvement via in-home displays, and can be expanded to include distribution automation.
Oncor's strategic aim is to increase energy efficiency for their consumers, and to improve their own efficiency, heralding in the Smart Grid. "With AMS technology and monitoring equipment, consumers will have the ability to get real-time information about how they use electricity. It's essentially an electricity speedometer that puts control in the hands of consumers," says Bob Shapard, Oncor CEO.
Landis+Gyr is pioneering smart grid developments on a global level. It has a leading position in IDIS and other standards development projects, and it is promoting smart metering industry interoperability at all levels, from the meter through to system software such as Gridstream AIM and Gridstream MDUS, providing the link to SAP, and beyond to distribution management.
As part of its work to provide utilities with the right products and insight to act competitively in a smart grid environment, Landis+Gyr has partnered with other industry leaders to deliver tools that contribute to the development of a smart grid environment. Its objective is to help its customers to manage energy better.
Landis+Gyr operates in more than 30 countries across five continents and offers the broadest portfolio of products and services in the electricity metering industry. We are the worldwide leader in electricity metering with a preeminent position in advanced metering management (AMM) or 'smart metering'. We have a strong heritage with over 100 years of metering experience. Landis+Gyr brings thought leadership and innovative technology to the industry, executed by people who truly understand local markets.


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Incoming Manhattan DA vows personal focus on Trump business practices
By Joseph Choi - 12/20/21 05:43 PM EST
Manhattan District Attorney-elect Alvin Bragg Jr. (D) said in an interview published on Monday that he plans on focusing on former President Trump Donald TrumpPredictions of disaster for Democrats aren't guarantees of midterm failure A review of President Biden's first year on border policy Hannity after Jan. 6 texted McEnany 'no more stolen election talk' in five-point plan for Trump MORE's business practices once in office.
"This is obviously a consequential case, one that merits the attention of the DA personally," he told CNN's Kara Scannell.
Bragg was elected in November to replace outgoing District Attorney Cyrus Vance Jr. (D), beating out Republican candidate Thomas Kenniff by about 70 points.
Bragg, a former chief deputy New York state attorney general, said he has not yet been briefed on the facts of the Trump case, but said he does not plan on disrupting the investigation.
CNN reported that Carey Dunne, an attorney who successfully argued in the Supreme Court to get Trump's taxes, would be staying on the case. Bragg told Scannell that he would like for both Dunne and Mark Pomerantz, a noted attorney with a history of working on financial investigations, to stay on the case after he assumes office.
"It's hard for me to evaluate not knowing the facts, but just having worked on lots of investigations that are complex, I can say that you've got two very good lawyers that have been looking at it for a while. I think it would be a disservice to Manhattan to lose them," he said.
"Carey and Mark have been doing this a long time," added Bragg. "I want to hear what they're thinking. I'll bring my experience to bear. I may add other people to the team."
As CNN noted, the years-long investigation into Trump's businesses risks pulling focus and resources away from Bragg's other stated priorities, which include reducing gun violence, reimagining the police department's sexual assault unit and upholding police accountability.
However, Bragg said he is accustomed to high-stakes cases.
"I've done a lot of cases that are considered no-win," he told Scannell. "I think going into most of those cases people were like, 'Ooh, you're gonna get a lot of heat however it comes out.' That's the job."
Bragg is set to be sworn into office on Jan. 1, when he will become Manhattan's first Black district attorney.
Tags Donald Trump Manhattan New York City Trump investigation


This morning I had a chance to speak with a representative from Corsa Performance Exhaust about their new exhaust package for the 2013 Ford Shelby GT500 Mustang – a setup which adds 35 horsepower and 47lb-ft of torque to the 200+ mile per hour super muscle car.
If you are somehow unfamiliar with the 2013 Ford Shelby GT500 Mustang – it is the latest collaboration between the people at Ford's SVT high performance division and the minds at Shelby American – with this incredible American muscle car churning out 662 horsepower and 631lb-ft of torque. This makes the 2013 GT500 the most powerful production Mustang of all time but it also makes it the fastest with a top speed of over 200 miles per hour. However, in the muscle car segment you can never have enough power and that is where the folks at Corsa Performance Exhaust come into play with their new exhaust setup for the 2013 GT500.
Prior to installing their new exhaust system for the 2013 GT500 Mustang, Corsa strapped the modern Shelby Cobra onto a dyno for some baseline runs and the results were impressive with peak stock figures of 595.53 horsepower and 564.34lb-ft of torque at the rear wheels. That represents a very impressive drivetrain loss figure of just 10% between the back of the crankshaft and the sticky rubber that puts that power to the ground.
Next, Corsa installed their axle-back exhaust system for the 2013 Ford Shelby GT500 Mustang which basically replaces the stock mufflers with units that offer more sound along with improved exhaust flow and while the horsepower didn't change, just adding these mufflers raised the torque output to 583.07 - an increase of 18.73lb-ft over the stock setup. Using that 10% drivetrain loss from the baseline dyno run, the Corsa axle-back exhaust system for the new GT500 increases the full torque output up to roughly 648lb-ft of torque at the crankshaft.
Finally, Corsa added their high flow XO-Style Crossover Pipe along with the axle-back setup and headed back to the dyno with incredible results. Simply by changing the exhaust system, the 2013 Ford Shelby GT500 Mustang put down a whopping 612.44 horsepower and 607.31lb-ft of torque at the rear wheels. This accounts for an improvement of 17 horsepower and 43lb-ft of torque in terms of peak engine horsepower and torque. When once again using that 10% drivetrain loss figure, the 2013 GT500 is packing a total peak output of roughly 681 horsepower and 675lb-ft of torque. More importantly, Corsa found that through the midrange, the 2013 GT500 picked up 35 horsepower (at 3,900rpm) and 47lb-ft of torque (at 4,000rpm). It should be noted that the peak torque output of 607.31lb-ft was right in that midrange sweet spot while the peak horsepower came at the higher end of the powerband…roughly around 6,200rpm.
"We designed this new exhaust to unleash the power of the 2013 Mustang GT500," said Craig R. Kohrs, VP and General Manager, TMG Performance Products (parent company of Corsa). "The combined Axle-Back system and XO-Style Crossover Pipe improve airflow to deliver impressive performance gains of 35 HP and 47 lb.-ft. of torque."
It has long been an arguing point in the aftermarket world whether or not simple modifications like an axle back setup really adds any noticeable power but thanks to the dyno tests provided by Corsa – even on a vehicle with a stock exhaust system that is set up for high flow like the 2013 Ford Shelby GT500 Mustang – changing to the right exhaust system can amount to some big power gains.
Corsa was kind enough to also provide a video clip of the 2013 Ford Shelby GT500 Mustang in action with their power adding exhaust system and you can check that out in the embedded video below!
Note: The 2013 Ford GT500 shown doing a big, smokey burnout above on the right is not equipped with the Corsa exhaust system - hence the different color stripes from the GT500 in the video above. It is just an awesome picture of the new Shelby offered by Ford Motor Company.


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Pavement Whispers: Volume 151 December 5
From whispers of Brisbane's expansive riverside dining precinct to new craft breweries, The Weekend Edition is always on the search for the latest news in Brisbane, dedicated to ensuring its readers are in the know. When we put our ears to the pavement this week, this is what we found out …
Howard Smith Wharves
It's safe to say that 2018 is already shaping up to be an exciting one for Brisbane food lovers. Perhaps one of the most highly anticipated additions to our ever-growing dining and entertainment scene is the Howard Smith Wharves, due to open to the public in late 2018. Reactivating 3.4 hectares of riverside beneath the Story Bridge and Fortitude Valley cliffs, the lifestyle, dining and tourism destination will be home to a mammoth craft brewery, a packed-schedule of events and festivals, and a collection of exciting gourmet delights. Three restaurants have just been revealed today – a new Greek restaurant and bar concept from Jonathan Barthelmess (behind The Apollo, The Apollo Ginza and Cho Cho San), Japanese izakaya Toko Brisbane by Matt Yazbek (a sibling to its Sydney and Melbourne venues), and 180-seat Hong Kong-inspired eatery Stanley from Brisbane restaurateurs Andrew and Jaimee Baturo (Popolo, The Gresham). Just in case that wasn't enough for you, there will also be the Overwater Bar, an impressive octagon-shaped bar set under the bridge, perfectly finished with furniture and objects handpicked by design doyenne Anna Spiro. Fancy more details? We've got them. Look out for the full feature on The Weekend Edition this week.
Malt Brewing Co.
Brisbane's craft-brewery offering is continuing to grow and we're certainly not mad about it. There was once a time when Bulimba's Oxford Street was home to its own micro-brewery and now Malt Brewing Co. is committed to bringing independent brewing back to the leafy street. Due to open mid-December, Malt Brewing Co. will craft a selection of small-batch ales and ciders, with the ingredients all milled, brewed, fermented and served within the Oxford Street brewery. Beers will be served amongst the tanks, with a view to encourage curious drinkers to ask questions and learn about the brewing process as they get poured a frothy one. Wine will be on offer for those not so fond of beer, with bevs to be accompanied by both savoury and sweet woodfired pizzas. If you're on the run, your beer can be taken away in 'crowlers' (a 950 ml hybrid of a large tin can and a growler), where beer will be poured fresh and sealed to order on the countertop with a belt-driven canning machine, dating back to the early 1900s. Full details in the coming weeks!
Range Brewing
See, we weren't joking about that growth! Over in Newstead, Range Brewing is taking shape on Byres Street. The brewery will focus on small-batch hoppy, dark and sour beers, with the beer selection, recipes and approaches constantly evolving. Range Brewing will be built on the ethos of reusing rather than recycling, generating as little waste as possible from the beer creation through to its apparel and accessories. The beers will be served alongside simple pizzas created by internal kitchen The Squid and The Ferret, made from slow-rising sourdough. Range Brewing is due to open in mid-Autumn 2018 – we'll keep you posted.
Carolina Kitchen Morningside
Those on the southside who have been mourning the loss of Coorparoo's Carolina Kitchen, it's time to wipe those tears. The Southern-style American diner has a new venue in Morningside (next to Lick! Ice Cream), due to open next week. Carolina Kitchen Morningside will be serving up the same menu as its James Street and Riverland locations (think burgers, wings, ribs and fries), bringing back a few of the old Coorparoo favourites such as cornbread, Southern pies and hoagies, and adding new items of chicken ribs and sweet potato fries. The new location will also see a new diner model for the eatery, with seating inside, on the footpath and in the alfresco area at the back. Look out for full details next week.
Ciao! Bar
South Bank's The Spaghetti House Trattoria has just popped the cork on its new summer pop-up, Ciao! Bar. Neighbouring the Italian restaurant, the European-inspired bar will be open every evening throughout summer, promising live music and good times perfect for a pre- or post-show drink and nibble. After the three summer months are over, The Spaghetti House will be refurbishing and taking over the pop-up bar space to reveal a new permanent bar. Look out for details early next year!
If you've heard something that's worth mentioning in The Weekend Edition's Pavement Whispers, email [email protected].
The Stumble Guide is our comprehensive Brisbane dining guide with more than 2400 places to eat, drink, shop and play.
Published on 05 Dec 2017 by Chrisanthi Demos
Shuffle in to Manly's Shucks Bar to get a true taste of the sea
Crude food – Shannon's Kitchen adds a splash of silliness to home cooking
Suggested Food & Drink Reads …
Pavement Whispers: Volume 255 January 14
Satisfy your Cali-burger craving – In-N-Out pops up at Archive Beer Boutique
The year in review: the Gold Coast's best new openings of 2019
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S.U.N Online
S.U.N Online is a Free2Play MMORPG game developed and published by Webzen. In order to download, sign in and play the game right away, please visit the review page.
Air Rivals is a Free2Play MMORPG game developed by Masangsoft and published by Gameforge. In order to download, sign in and play the game right away, please visit the review page.
BiteFight is a Free2Play Browser game developed and published by Gameforge. In order to download, sign in and play the game right away, please visit the review page.
Urban Rivals is a Free2Play Browser game developed by Acute Games and published by Boostr. In order to download, sign in and play the game right away, please visit the review page.
DarkOrbit is a Free2Play Browser game developed and published by Bigpoint. In order to download, sign in and play the game right away, please visit the review page.
NosTaLe is a Free2Play MMORPG game developed by Entwell and published by Gameforge. In order to download, sign in and play the game right away, please visit the review page.
İstanbul Kıyamet Vakti
İstanbul Kıyamet Vakti is a Free2Play MMORPG game developed and published by Sobee Studios. In order to download, sign in and play the game right away, please visit the review page.


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Ready to get in touch?
We believe that video production should be core to your digital marketing strategy.
Central Bedfordshire Council: Using video to engage and reassure
Author: Sam Willet | Posted on: 26 February 2016
An absence of information often gives rise to speculation, so it's always better to let people know what's going on before they jump to their own conclusions. This is a key challenge for communications teams everywhere, particularly in public organisations that need to keep people informed of changes in their local area. As part of a broader communication strategy, video can reassure people by detailing changes in a concise way, allowing viewers to see exactly what is going on.
Central Bedfordshire Council needed a video to launch their New Local Plan, a development strategy focused on employment, housing, and the infrastructure that goes with it. Its aim is to deliver sustainable growth, but in Central Bedfordshire's case, they're also determined to preserve their picturesque countryside and the unique character of the area, something which is of great concern to their residents.
The main challenge of producing video for a public organisation is that the audience is often very broad. That was certainly the case with this project, which needed to have value for council officers, other local authorities, landowners, press, public, and the Planning Inspectorate. With this in mind, we had to make sure that the script was easy to digest, but also highlighted relevant, specific examples of development in the local area.
But we also understood that video was a part of the wider communications strategy. This allowed us to keep things relatively simple, and focus on getting a selection of footage from the local area which would show both the areas identified for development and some of the sights of Central Bedfordshire.
We wanted to let viewers know that they could contribute their own thoughts to the Local Plan process. With this in mind, we added a call to action at the end, which provides a next step if they want to find out more.
For public organisations, it's vital to stay in touch with the community that you serve and show them what you're doing. Only by engaging people do you find out about their needs and concerns, and make sure that you meet those needs when possible. This communication means that the organisation runs in partnership with the public and other stakeholders, rather than in a top-down fashion.
Case study: How have Central Bedfordshire Council utilised their video?
The video has had just under 2000 views in its first two weeks after publication, which is a strong start and pleasing to see. CBC have worked hard for this, and their approach is one that others can learn from. They have:
Shared the video across YouTube, Facebook and Twitter
Put the video on the websites of partner organisations such as the South East Midlands Local Enterprise Partnership
Sent an email about the video to subscribers
Sent out a press release
Mentioned the video in their internal communications for staff and councillors
Remember, you can use YouTube analytics to see how many views you're getting over time. So, you can see when things are slowing down, or indeed when you've triggered a spurt of views.
Shares are key to getting more views, so you should encourage others to share your content. Targeting individuals who have a following and who care about the subject matter of your video is a good start. For example, if you tweet a video at somebody, if they think it's any good they'll most likely retweet or share it through another channel. YouTube analytics can also tell you how people are viewing your video, so you can tell which of your distribution methods is most effective - for example, do people view videos directly whilst visiting your YouTube channel, or are you getting more views from a link you put on a partner's website?
For more tips on video optimization and sharing, take a look at these posts:
SEO and Video: How to Boost Your Rankings
How to improve your SEO today
How does video affect SEO? Video Blog
Author: Sam Willet
Sam is a Producer and Client Manager at Ember Television. He has worked in online media since graduating with an MA in Film and TV from the University of Birmingham, and loves a good human interest story. You can contact him at [email protected] https://www.linkedin.com/profile/view?id=294919697&authType=name&authToken=k-zK&trk=prof-proj-cc-name https://twitter.com/ember_samw
Marketing is about give and take
Brands need to be able to adjust their marketing strategies according to the kind of people they want to attract. In the age of instant communication, how a brand chooses to communicate with their audience is of paramount importance.
Why should brands be interested in experiential marketing?
With consumer tastes gravitating further towards experiences as opposed to just products, how can marketing follow suit?
How can content curation make your brand valuable?
Getting your message heard amongst the overflow of information online can sometimes feel like a fool's errand. But, through content curation, businesses can find benefits in this surfeit of choice.
How does music play into the distinctive atmosphere of Peaky Blinders?
Music is a big part of the BBC's Peaky Blinders. But how does the show's distinctive sonic identity help to convey its gritty, sinister atmosphere?
From breathing life into a corporate logo, to making complex information more easily digestible; there's a lot that… https://t.co/BKarogbqNi
From our #blog: #Video should be an important part of any #business' #SocialMedia strategy. But what do you need to… https://t.co/xyVC35zQt1
For almost every #business now, #SocialMedia marketing is of paramount importance. But where, asks @Marketingland,… https://t.co/jU5PJOyMge
For young #musicians, #Birmingham has grown into one of the most exciting places in the world to study. Find out wh… https://t.co/JnaxxkzRsI
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Shake Your Hips: The Excello Records Story • Panel, 2019
Author Randy Fox explores the history of Nashville blues label Excello Records and its partnership with WLAC-AM and Ernie's Record Mart in the 1950...
Teddy Robb and J.T. Harding • Songwriter Session, 2019
Just Added • 48m
Recording artist Teddy Robb and hit songwriter J.T. Harding swap songs and answer audience questions during this Songwriter Session, held on June 8, 2019, at the Country Music Hall of Fame and Museum, during the year's CMA Music Festival. Along with Robb's originals, Harding offers songs cut by Kenny Chesney, Uncle Kracker, and Keith Urban.
Harding, who grew up in Detroit, and Robb, an Ohio native who moved to Nashville from Colorado, are accompanied by guitarist Nial Hay.
Chatting with the audience, Robb explains how he landed a record deal and speaks about how a George Strait song led him to pursue songwriting. Upon hearing Strait's 2008 single "Troubadour," Robb says, "I felt something I'd really not felt before, hearing a song, and over the last ten years I've kind of dedicated myself to trying to recreate that feeling for somebody in a song."
The set list includes: "Me on You" (Teddy Robb), "Somewhere in My Car" (J.T. Harding, recorded by Keith Urban), "Good Love and Good Whiskey" (Robb), "Smile" (Harding, recorded by his co-writer Uncle Kracker), "Tell Me How" (Robb), "Y'allsome" (Harding), "I Really Souldn't Drink Around You" (Robb), "Somewhere With You" (Harding, recorded by Kenny Chesney)," and "Remember Me That Way" (Robb, written by Harding and Shane McAnally).
Up Next in Just Added
Shake Your Hips: The Excello Records ...
Author Randy Fox explores the history of Nashville blues label Excello Records and its partnership with WLAC-AM and Ernie's Record Mart in the 1950s. Following a panel discussion, a concert celebrates the label's soul, gospel, and R&B legacy.
The panelists for this program, held April 6, 201...
Curly Putman • Poets and Prophets, 2009
Curly Putman—the writer or co-writer of hits including "D-I-V-O-R-C-E," "Green, Green Grass of Home," "He Stopped Loving Her Today," and "My Elusive Dreams"—surveys his catalog of country classics during this live interview, held March 28, 2009, at the Country Music Hall of Fame and Museum.
Sonny Garrish, a steel guitarist who played on countless Nashville sessions from the 1960s through the 1990s, reminisces during this Nashville Cats program about his early interest in the instrument and the country legends he's worked with along the way. Held December 1, 2018, at the Country Musi...


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Fontanetti's were a collegiate summer baseball team located in San Jose, California, founded in 1965, as a successor to previous teams managed by Jerry Fontanetti in the 1950s. Founder Jerry Fontanetti was the owner of Fontanetti's Batting Cages, which operated in San Jose from 1953 until 2016.

The team was first called Fontanetti's of San Jose, named for owner Jerry Fontanetti's San Jose batting cages.

Fontanetti's was a powerhouse semi-pro baseball team in Northern California with prominent rivals included other perennial winners such as the Humboldt Crabs.

In the 1970s, at the height of the rival Humboldt Crabs, Fontanetti's were California State Semi-Pro runners up in 1976 and 1977 losing to the Crabs before beating the Crabs and winning the 1978 California State Championship. With the win, Fontanetti's broke the Crabs' streak of 15 straight California State Semi-Pro Championships.

After more than 50 seasons, the Fontanetti's A's played their final season in 2014, the year before Fontanetti's Batting Cages closed in 2016.

Notable alumni
Ron Mingo, World's Fastest TypistRich Bordi (1978)

References

External links
 Facebook Page
 Archived Website
 Team photos from Gold Old Sandlot Days
 News Clip on Fontanetti's

Amateur baseball teams in California
Sports teams in San Jose, California
1965 establishments in California
Baseball teams established in 1965


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CIEM sketches out Vietnam's 2023 economic scenarios Vietnam's FDI projected to reap up to 38 bln USD in 2023 Viettel named most valuable telecoms brand in Southeast Asia
Make good use of new generation FTAs to increase FDI attraction
VCN - Vietnam has many opportunities to attract foreign direct investment (FDI) in the context of the world trend of shifting FDI capital.
Dong Nai eyes selective FDI attraction
Hanoi remains bright spot in FDI attraction
HCM City tops nation in FDI attraction in first eight months
Dr. Le Xuan Sang, Deputy Director of the Vietnam Institute of Economics.
To make good use of the opportunity, Dr. Le Xuan Sang, Deputy Director of the Vietnam Institute of Economics, said that one of the important factors is that Vietnam needs to maintain political stability and make good use of free trade agreements (FTAs).
In the context of the Covid-19 pandemic and the shift of the global supply chains, there is a trend of shifting FDI capital. Could you please say more about this trend?
In recent years, FDI trends have changed significantly under the influence of very important global factors. These are the US-China trade war, the Covid-19 pandemic, the Russia-Ukraine conflict and the energy crisis.
First of all, the leading position is still FDI in the field of sustainable development, typically FDI projects for renewable energy and green growth. It can be seen that the trend of FDI in sustainable development has been established before. However, under the impact of climate change and the Russian-Ukrainian conflict, this trend may be difficult.
The second group of FDI that occupies an important position in recent times is the digital economy. The US-China trade war and the impact of Covid-19 causing a supply chain disruption, is strongly related to this field, especially for chips or semiconductors.
The third FDI trend is that enterprises have a global shift and reposition in their investment positions. They moved to consumer markets for electronics such as returning to the US, EU or Japan; at the same time, the largest investment places are Taiwan (China), and Korea. In terms of territory, Asia-Pacific is still the largest FDI region. India has for the first time surpassed China to become the largest FDI recipient because China has had the impact of the Covid-19 pandemic and they maintained a "Zero Covid" strategy for a long time.
In the trend of shifting FDI capital, what are the opportunities for Vietnam, sir?
FDI into a country follows four main motivations, including FDI to improve investment efficiency provided that domestic investment is no longer effective; exploit the current market; exploitation of resources; exploit, seek and seize strategic assets. Vietnam has many favorable factors that increase the chances of attracting FDI into Vietnam belongs to the first two types.
Vietnam is a relatively young population market and is also the only country with a large population participating in 15 FTAs. That helps foreign FDI into Vietnam and at the same time can dominate the global market, especially under the positive impact of new generation FTAs. In addition, Vietnam has relatively cheap labor and land rent. Besides, the political environment, including the geo-economic position of Vietnam, is also very favorable. Vietnam is close to China, which is a big market, and logistics transportation is also not disrupted.
Besides the favorable factors, in your opinion, what are the outstanding shortcomings affecting Vietnam's ability to attract FDI?
The obvious disadvantage in attracting FDI in Vietnam is that the infrastructure is not as good as the region, and the quality of human resources is not good. Domestic supporting industry enterprises are not strong enough so when FDI enterprises invest in them, they can cooperate and coordinate to improve efficiency and increase initiative for FDI enterprises, especially in the context of uncertainties and conflicts of geopolitics.
To be able to connect with FDI enterprises, domestic enterprises need to meet certain requirements. However, the disadvantage is that domestic enterprises have uncompetitive prices, the quality of goods is not good enough, and at the same time, the capacity to deliver goods on time is limited. Further, it must be affirmed that Vietnam's supporting industry is still very weak; most of the fields have not achieved the desired effect.
In addition, currently, Vietnam has not designed groups of policies to promote linkages between domestic and FDI enterprises.
Vietnam is competing with many other countries in the race to receive capital flows from multinational companies. What does Vietnam need to do to get ahead in this race, sir?
There are many things to do, but in order to have a breakthrough, Vietnam must first exploit its geopolitical and geo-economic position. Second, Vietnam needs to make good use of new-generation FTAs while maintaining political stability.
In the long run, Vietnam must develop supporting industries. Notably, in the policy design stage, it is necessary to have a policy to directly connect the two sectors, which are FDI enterprises and domestic enterprises. This is something that Vietnam has never had before. Meanwhile, the international experience is very good, for example, there can be support for each group of small and medium enterprises in Vietnam to connect with the group of foreign-invested enterprises.
It must also be added that there is a problem of fundamental policy adjustment in FDI attraction that Vietnam has done but has not achieved the expected effect, it is necessary to continue to improve the quality of human resources. There are many cases where provinces are 1-2km apart, but where there is a better quality of human resources, attracting FDI is much better.
Another important factor is how to attract more FDI enterprises through joint ventures.
The strategic direction in attracting FDI in the future is to actively participate in the Indo-Pacific Economic Framework. This plays a very important role in Vietnam's digital economy development, supply chain recovery as well as issues related to the green economy.
More importantly; when joining, Vietnam has very strong allies both in terms of economy and politics. All help Vietnam have a stronger position.
By Thanh Nguyen/Bui Diep.
FDI attraction FDI FTAs capital
Stock market sees positive signals in first trading sessions of 2023
VCN – Although the stock market in 2023 continues to undergo difficulties, the rising first trading sessions of the year predict that the market will recover.
The Government promulgates 16 Decrees on special preferential import and export tariffs
VCN - The Government signed and promulgated 16 Decrees specifying Vietnam's special preferential import tariff schedule for the implementation of the Trade Agreements and Economic Partnership Agreements.
Extensive implementation of the new generation FTA: "The key" to accelerate exports
Association asks for support to build cold storage system in HCM City
Vietnamese furniture products introduced at UK exhibition
Hai Phong aims to become an international logistics centre
A stepping stone to bring import-export turnover obtained 1 trillion USD by 2025
Leather and footwear industry targets US$27 billion in 2023 exports
Vietnamese businesses could join global supply chains with sound strategies: experts
In 2023, pangasius exports grow in difficulties
Vietnam's FDI projected to reap up to 38 bln USD in 2023 Viettel named most valuable telecoms brand in Southeast Asia Intertwined opportunities, challenges for Vietnam's economy in 2023 Extensive implementation of the new generation FTA: "The key" to accelerate exports Association asks for support to build cold storage system in HCM City Vietnamese furniture products introduced at UK exhibition Hai Phong aims to become an international logistics centre A stepping stone to bring import-export turnover obtained 1 trillion USD by 2025 Leather and footwear industry targets US$27 billion in 2023 exports Vietnamese businesses could join global supply chains with sound strategies: experts


Start saving your appetites! The region's biggest music and food event, Pig Out in the Park, opens this Wednesday in Riverfront Park and runs through Labor Day. 45 Food Booths offering 200 Menu Items, 3 Adult Beverage Gardens, and 100 Free Concerts on 3 Stages featuring National, Regional, and Local Artists. I will be there, emceeing the City Hall stage so come by and say hello.
This is the 36th year that Bill Burke has put on Pig Out in the Park. For all the details go to spokanepigout.com.
Wheatland Bank has purchased the downtown Spokane building at 222 N. Wall street where their corporate office and a branch have been located for over 14 years. The cost of the transaction was $4.4 million.
Wheatland Bank has assets of $350 million and employs 120 people. The bank has 14 branches throughout the state, eleven of which are in Central Washington. There are three branches in Spokane, Downtown, Northside and Spokane Valley, and one in the Tri-Cities.
It's been a long summer of road construction next to Rocket Market on the South Hill, and it's finally coming to an end. Join the folks at Rocket Market as they celebrate the end of summer...and getting back to normal with the end of construction, for their Block Party, Thursday, September 10 at 6pm. Mayor David Condon will be there to help celebrate the new road. There will also be live music, food, wine & beer available for purchase.
New staff at Design Spike, Inc.
Design Spike, Inc. has hired Pete Chichester as Chief Operating Officer and Derek Landers as Art Director to further develop and support its portfolio of regional and national advertising and marketing accounts.
Pete brings more than 20 years of experience in advertising, design, and marketing to Design Spike. Prior to accepting his position with Design Spike, he worked at SavorWeb as president and creative director. Pete will be providing executive leadership for implementing and sustaining an improvement process throughout the company, which will include business development, project management, and operational efficiencies.
Earlier this year, Derek Landers joined Design Spike as Art Director. He has over 18 years of experience in print design, branding, web design, and photography and film production. Previously, Derek was a Graphic Design Instructor for North Idaho College. Derek is responsible for day-to-day website design, creation and implementation and for creating design solutions that have a high visual impact. His position ensures that the front-end design, functionality, and content structure of a web site and web application facilitate a positive user experience. Derek will lead the design team, maintaining clients' branding for consistency throughout entire print and/or website projects.
Design Spike, Inc., designspike.com is a design company based in Spokane. It focuses on web design and development, identity, print, and social media management. A woman-owned business founded in 2003, Design Spike has more than 350 clients throughout the United States and offers a full range of web design and development, advertising, and marketing services.
AMC Theatres, downtown at River Park Square, are set to begin a remodeling project of their 20 screen theatres. They are replacing two thirds of the seating in the theaters with new, larger reclining seats. The shows must go on, so the theatres will remain open during the project.
This Saturday, September 5 at 6pm, the Spokane Symphony will perform at Liberty Lake's Pavillion Park, for the 15th Annual Ludlow Kramer Memorial Concert that is the finale of The Friends of Pavillion Park's Summer Festival.
Aezy's newest account coordinator, Lucy Watmore, is an Aussie transplant who now calls Spokane home. She is a University of Western Sydney graduate and has worked in broadcast and digital marketing for over 4 years. Most recently she was with KREM as a digital sales specialist. Aezy is an online advertising company that provides managed programmatic media buying and comprehensive campaign strategy. The phone number is 509-368-7337 and the website is aezy.com.
Red Lion Hotels Corp. to Enter Joint Venture to Acquire The Quincy Hotel in Washington D.C.
RLHC (Red Lion Hotels Corporation) announces that a subsidiary of the company will enter into a joint venture with an affiliate of Shelbourne Capital to acquire The Quincy Hotel in downtown Washington, D.C. for an undisclosed amount. A definitive agreement has been signed and the transaction is expected to close on the 99 room boutique hotel by mid-October. RLHC will enter into a long term agreement to manage the property as a Hotel RL.
The Quincy Hotel has 99 guest rooms in a 10-story building and a restaurant and lounge on the main floor. RLHC previously opened its first Hotel RL, the Hotel RL Baltimore Inner Harbor, on Aug. 1. Three more Hotel RL locations are set to open in the first half of 2016 in Salt Lake City, Utah, and Spokane and Olympia.
Spokane's Heart & Stroke Walk/5k Run is on Saturday, September 12 at the Riverfront Park Clock Tower. The Heart Walk celebrates those who have made lifestyle changes and encourages many more to take the pledge to live healthier lifestyles while raising the dollars needed to fund life-saving research and initiatives in our local community. Festivities begin at 9am, Kid's Fast Dash with Mascots at 9:55am, 5k Run, Walk, Miracle Mile Loop start at 10am.
For more information or to register, visit www.mendedheartsofspokane.org.
The International Best Shorts Competition announces that 'Ultraviolent,' a Michael Easton and Hamilton Studio production as BEST OF SHOW 2015. The Best Shorts Competition puts filmmakers first and provides a direct opportunity for recognition and publicity for high quality productions. It is international in scope and has granted awards to producers all over the world.
The Best of Show winner 'Ultraviolent' was produced by Lorna St. John, Don Hamilton and Michael Easton. Hamilton Studio provided all production elements, including: Don Hamilton, Director of Photography; Michael Easton and Hannah Sander, Editing; Nick Palmieri, Audio Recording and Mixing; Matt Vielle and NIck Palmieri, Camera operators, and Lorna St. John, Wardrobe, Set Dressing and Make-up.


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Q: Windows 10 and filenames starting with "cookies" I had issues cloning a git repo and it turned out that my copy of Windows 10 has issues with filenames that begin with cookies.
To check whether this is just a local issue can somebody with Windows 10 check this by doing the following:

*

*Use cmd to open the command prompt.

*cd to your Desktop.

*echo . > cookies

*Try to open the file in either VSCode or Wordpad.

For me VSCode reports Unable to open 'cookies': Unable to read file and Wordpad reports Access to \path\cookies was denied.

A: I suspect this was some kind of unidentified rootkit that was locking all files that had names starting with cookies... it is too much of a coincidence that this was only happening with files that could allow an attacker to clone my browser sessions (so they would be logged in as me on all the sites I am).
Incidentally, it worked fine in safe mode but no virus scanners (running inside and outside the OS) could see it.
Ultimately I decided to reinstall the OS to fix the issue.

redpajama_set_name: RedPajamaStackExchange


The UKFibromyalgia Forums • View topic - funny thing today!
I dont know about you but our Drs only do l months prescriptions at a time, so i go up and collect anti-inflams, trammies, bp tablets, colestral tablets, amitrip, hormone cream, and cream for my face, plus non oily skin moistureiser.
I said to our receptionist gosh if i get any more you will be handing these over in a carry bag.
Anyway i left and didnt think about it.
Today i went up to collect them and low and behold with a straight face she handed them over in a CARRY BAG!!!!!
I just giggled - she is usually very poker faced, but i guess she has a funny side.
Last edited by princess on Mon Apr 27, 2009 8:29 pm, edited 1 time in total.
last time i got handed my meds there was a person i knew by sight in the chemist, she took one look at the bag then me, and said gosh whats up will you, you must be really ill.
My Mum used to take 18 tablets a day, she died at 63. I have had a long talk with Dr that i dont want to be swallowing tablets like smarties!!! So not bad so far, but not sure what i will be taking later.
i hate taking meds, i was on 23 a day but the neurosurgeon weaned me off some.
i have strong pain killers but dont take them vey often, have to be really bad to take extra.
on amitrip and oxycontin and others, on lax`s as well. i now take 16 pills every day & take the lax on top if in lots of pain i have tramadol.
i know the feeling i take 21 pills a day and wear a fentanyl patch which is changed every 3 days and i am only 21!
i used to be on the patches, was on them for a couple of yrs.
had to stop them in the end they did not work and i started to scratch where the patch was. i had to wear 2 patches of 20mg.
Unigirl - i love you words in pink!!!! excellent, how do you do that?
when you type your signature there is a font colour box click it and chose yoour font and type away!


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Woman gives evidence wearing niqab
https://www.meforum.org/islamist-watch/28702/woman-gives-evidence-wearing-niqab
For the first time in Danish legal history, a woman has given evidence in a courtroom wearing a niqab, reports TV2 News.
The woman was a witness during a High Court hearing on 7 August and was wearing the traditional Islamic headscarf that covers the face, leaving only the eyes visible.
Judge Henrik Bitsch explained that the situation was resolved when the woman produced her driver's license as ID and then removed her face covering in front of a female judge to confirm her identity.
Related Topics: Government, Head Coverings / Dress, Legal, Multiculturalism receive the latest by email: subscribe to the free mef mailing list


The Sunday Televised Mass is recorded in the Our Lady Chapel of St. Joseph Cathedral in downtown Buffalo. It airs on WUTV-Fox 29 at 7:30 a.m. on Sunday mornings and at various times on cable.
If you are a regular viewer of the Sunday Mass, please email your thoughts and comments, to daybreak@buffalodiocese.org or write us at Daybreak TV Productions - 795 Main Street - Buffalo, New York 14203-1250, USA We'd love to hear from you. If you'd like you can call us at (716) 847-8721.
The Sunday Televised Mass reaches viewers in the Diocese of Buffalo and the surrounding areas of WNY. This ministry is not meant to replace the parish's pastoral ministry of prayer and visitation, but as an addition to it.
Daybreak TV Productions records all of the Masses at St. Joseph Cathedral in the Our Lady Chapel. With the Sunday Mass, Daybreak hopes to bring the word of God to the home of each viewer, with Priests, lectors and musicians from different areas of the Diocese.
To make a tax deductible donation to support production of the Sunday Televised Mass, click on the DONATE button below. Thank you!


Man using tablet pc against medical xray. Top view. Professional shot on BMCC RAW fith high dynamic range. You can use it e.g in your commercial video, commercial video, medical ,video about clinic, doctor, health, hospital, medicine.


The Cast of Friends: Where Are They Today?
On September 22nd, 1994, Rachel, Ross, Monica, Phoebe, Joey and Chandler were introduced to America on the sitcom Friends, and it wasn't long before the show became a hairstyle-inspiring cultural juggernaut.
Over twenty years ago in a Manhattan coffee house, jilted husband Ross whined to his friends that he desperately wanted to get married, again.
Then right on cue, in walked a runaway bride named Rachel, setting the stage for a ten-year, on-again-off-again courtship that would captivate audiences the world over.
From their hilarious antics to the happily-ever-afters, the beloved show sadly came to an end in 2004. Friends lasted for a whopping 10 seasons and a big part of its success was the very real chemistry of its tight-knit cast that stuck together both onscreen and off.
You may still be enjoying reruns featuring a fresh-faced Rachel, Ross, Phoebe, Joey, Monica, and Chandler, but some of the cast hasn't managed to escape the ravages of time. Others, however, haven't aged a day!


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Wednesday, March 16 • 10:00pm - 11:00pm
For the next chapter of Playing For Change's improbable journey, founder and architect Mark Johnson assembled a band with musicians from around the globe, many of whom appeared in the now ubiquitous "Stand By Me" video (which has been viewed on the internet more than 30 million times). What started as a simple concept to virtually bring musicians from different cultures together via technology for the common purpose of promoting peace through music, resulted in a bonafide cultural phenomenon; but no one was quite sure what would happen when they all gathered for the first time for a special performance at Austin's SXSW music conference in 2009. Sure, the Playing For Change story had captured imaginations around the world and their inspiring mix of togetherness, positivity and sterling musicianship had undeniably created a movement and surprised the music industry. But what would happen when they were actually on tour together? Could the Playing For Change idea live and breathe in the here and now? The result was astonishing. After sold-out shows, critical acclaim and the smiles of thousands of new fans, the questions have been answered. On June 15th, Playing For Change Records/Concord Music Group will release Playing For Change Live – a special two-disc CD/DVD containing a ten-song audio CD and a fourteen-track DVD, documenting the Playing For Change Band's triumphant 2009 world-tour. On Playing For Change Live, the PFC band is captured all over the world including riveting performances from the U.K.'s Glastonbury Festival, Vancouver, Madrid, Los Angeles and the Santa Monica Pier where the project's extraordinary journey began. The band's incredible energy and brilliant musicianship is evident on Bob Marley's "One Love," a medley of 4 Non Blondes' and Bobby McFerrin's 'What's Up"/"Don't Worry Be Happy", the 1959 American R&B gem "Fannie Mae (with Keb' Mo!) and original band compositions like Titi Tsira's "Fela ngaye" and Louis Mhlanga's "Children Of The World" just to name a few. Guest appearances also include reggae legends, Toots Hibbert on the Otis Redding classic "I've Got Dreams To Remember" and Ziggy Marley on his own "Love Is My Religion." The DVD also contains the 90-minute film "On The Road With the PFC Band" chronicling the band's improbable story of strength, support and harmony. The video log's remarkable backstage, behind-the-scenes, performance and interview footage includes personal insights and inspiring moments from touring members: percussionist Mohammed Alidu (Northern Ghana), vocalist Clarence Bekker (Amsterdam), drummer Peter Bunetta (Los Angeles), vocals/harmonica Grandpa Elliott (New Orleans), vocals/percussionist Mermans Kenkosenki (Kinshasa, DR Congo), guitarist Louis Mhlanga (Zimbabwe), bassist Reggie McBride (Detroit), guitarist Jason Tamba (Kinshasa, DR Congo), vocalists Tal Ben-Ari "Tula" (Israel), Titi Tsira (Gugulethu, African township in the Western Cape) and PFC founder Mark Johnson. Along the way, we get to know the musicians and discover the emotional stories of perseverance and hope that enabled them to take part in this globally celebrated effort. With its stirring call for reconciliation and cross-cultural unification, the global music collaboration/multi-media project; Playing For Change has struck a deep and powerful chord worldwide. Founder, filmmaker, and Grammy winning producer Mark Johnson was looking for musicians for his film, Peace Through Music when he captured a mesmerizing performance of the Ben E. King classic "Stand By Me" by legendary street singer, Roger Ridley in Santa Monica. Mark then took the show on the road. In New Orleans, he put headphones on beloved local street performer, Grandpa Elliott, who harmonized with Ridley's soulful rendition of the song and he was on his way. Using innovative mobile technology and traveling the world, he filmed and recorded more than 100 musicians, largely outdoors, in parks, plazas and promenades, in doorways, on cobblestone streets and amid hilly pueblos. Each performance created a new mix in which the artists are all performing together, albeit hundreds or thousands of miles apart. In April of 2009, Hear Music/Concord Music Group released the CD/DVD Playing For Change – Songs Around The World and shocked the music world when it debuted in Billboard's Top 10. The accompanying documentary Playing For Change – Peace Through Music, was broadcast nationwide by PBS that summer.
For the next chapter of Playing For Change's improbable journey, founder and architect Mark Johnson assembled a band with musicians from around the globe, many of whom appeared in the now ubiquitous "Stand By Me" video (which has been viewed on the internet more than 30 million... Read More →
Wednesday March 16, 2011 10:00pm - 11:00pm