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Jeunesse Sportive de la Saoura is a professional football club based in Méridja in the Béchar Province, Algeria, which plays in Algerian Ligue Professionnelle 1. This chronological list comprises all those who have held the position of manager of the first team of JS Saoura from 2008, when the first professional manager was appointed, to the present day. Each manager's entry includes his dates of tenure and the club's overall competitive record (in terms of matches won, drawn and lost), honours won and significant achievements while under his care. Caretaker managers are included, where known. As of the start of the 2021–22 season, JS Saoura have had 21 full-time managers. Background List of managers Information correct as of 9 April 2022. Only competitive matches are counted. Managers See also JS Saoura References JS Saoura JS Saoura JS Saoura
Boeing Canada is the Canadian subsidiary of Boeing, with operations in Winnipeg, MB, Richmond, BC, Montreal, QC and Ottawa, ON. Boeing employs more than 1,600 people in Canada. Boeing Aircraft of Canada Limited was formed in 1929 by the American Boeing Airplane Company. In October 2008, Boeing Canada was named one of "Canada's Top 100 Employers" by Mediacorp Canada Inc., and was featured in Maclean's newsmagazine. Later that month, Boeing Canada Technology in Winnipeg was also named one of Manitoba's Top Employers, which was announced by the Winnipeg Free Press newspaper. Facilities Boeing operates the following main locations in Canada: Boeing Winnipeg (Winnipeg, MB) — a composite manufacturing plant established in 1971, and the largest aerospace composite manufacturing centre in Canada. Boeing Vancouver (Richmond, BC) — provider of aviation software, originally established as AeroInfo Systems in the 1990s. It is concerned with enterprise-level software development for commercial and defence customers. Boeing Vancouver Labs in downtown Vancouver, opened in September 2016 as an extension to the Richmond facility, is concerned with development of Boeing AnalytX-driven software and consulting services. Boeing Montreal / Jeppesen Montreal (Montreal, QC) — 40 Montreal-based employees of the Boeing subsidiary Jeppesen provide crew management and logistics software for the aviation industry. Boeing Ottawa (Ottawa, ON) — home to Boeing Defense, Space & Security and Boeing Global Services Global Marketing in Canada, as well as a medium- to heavy-lift helicopter program office (supporting the RCAF CH-147F Chinook fleet). Boeing Distribution Canada — four customer service centres across Canada that distribute aircraft parts and offer repair services. Boeing Canada also operates the following: C-17 field service support in Trenton, Ontario. Boeing Commercial Airplanes field service offices in Montreal, Quebec; Toronto, Ontario; and Calgary, Alberta Medium- to heavy-lift helicopter (MHLH) field service support (CH-147F Chinook) in Petawawa, Ontario MHLH parts warehouse in Renfrew, Ontario. Former Boeing holdings in Canada The Boeing Company has been producing aircraft in Canada since the 1930s: Boeing Aircraft of Canada was formed on the outskirts of Vancouver in 1939, where it built four Boeing C-204 Thunderbird biplane flying boats with detail changes from the US variants, four single-engine Boeing 40H-4 landplane transports, and one of the locally developed Boeing-Canada A-213 Totem monoplane flying boat. Beginning in 1939 they built 17 Blackburn Sharks under licence for the Royal Canadian Air Force (RCAF), before starting on 240 Consolidated Catalina I flying boats for Royal Air Force (RAF) and RCAF patrol bomber squadrons. 67 Catalina VIs were also built and supplied to the RAF and Royal Australian Air Force. The plant was located at Sea Island, and has since been re-developed as the Burkeville residential area, named for former Boeing-Canada President Stanley Burke. Boeing Vertol Helicopters, Arnprior Division, from 1954 to 2005 was a repair and overhaul facility for Boeing Helicopters used by the Canadian Forces and commercial operators. It was a Department of National Defence facility originally purchased by Vertol Helicopters prior to merging with Boeing. The site is now home to Arnprior Aerospace, formed from divesting from Boeing in 2005. de Havilland Canada at Downsview, Ontario, from 1985 to 1992. Sold to Bombardier (Dash 7 and Dash 8) and subsequently sold again to Viking Air's Longview Aviation to continue production of Bombardier Dash 8 under the name De Havilland Aircraft of Canada. Facility sold with Longview moving production to Alberta. Boeing Toronto, from 1997 to 2005, was a manufacturer of Boeing 717 wings, Delta rocket parts, the C-17 transport and the 737 airliner. This was a former McDonnell-Douglas Canada location which had been used by them from 1967 to 1997 which was absorbed by Boeing in 1997. KC-10 and MD-11 aircraft wings and related components, MD-80 wings, empennage and cabin floors, and McDonnell Douglas F/A-18 Hornet and CF-18 side panels and pylons were made there at that time. This was the Malton facility adjacent to Toronto Pearson International Airport that before McDonnell-Douglas it had been the Avro Canada plant where the Avro CF-105 Arrow was built. The plant was closed in 2005 after Boeing ended production of 717 and most of the buildings have since been torn down. TransAlta Corporation co-generation plant built in 1992 remained after Boeing plant demolished but it was finally demolished after 2019 following impact assessment. See also COM DEV International CMC Electronics Héroux-Devtek MacDonald, Dettwiler and Associates Spar Aerospace References Canada 1934 establishments in Canada Companies based in Winnipeg Canadian subsidiaries of foreign companies Aerospace companies of Canada
Macia is a small town in Gaza Province, Mozambique, and the seat of the Bilene Macia district. In 2008 its population was 25153. Location It caters for the areas of Mazivila, Dzimbeni, Macuane, Machimba, Ghombane, Zukula, Nwampaku, Incaia, and Machenganyane. History During the Mozambican Civil War, people around these villages used to live in town, as it was safer, compared to other villages. However, since Renamo forces targeted the towns most, it apparently appeared to the villagers that towns were not the ideal places to hide. As such, they started going back to the bush for the night, going back to town in the morning. The town is starting to develop after being badly destroyed during the Civil War, which lasted more than a decade. Commerce The town has a market where people from the small villages come to buy and sell their products. Macia owes much of its economic vibrancy to its location on the intersection of the main highway of Mozambique (EN1) with the road to Chokwe, Massingir, located by the Massingir Dam, and Chicualacuala, and with the road to the coastal resort of Praia do Bilene (Bilene Beach). The town has now been elevated in status to a municipality. Its surrounding villages are still in absolute poverty. References Bilene Macia District Populated places in Gaza Province
Zinaida Lvovna Volkova (née Bronstein; ; 27 March 1901 – 5 January 1933) was a Russian Marxist. She was Leon Trotsky's first daughter by his first wife, Aleksandra Sokolovskaya, a Marxist from Nikolaev (Ukraine). She was raised by her aunt Yelizaveta, sister of Trotsky, after their parents divorced. Her younger sister, Nina, stayed with her mother. She married twice, and had a daughter by her first husband and a son by her second. Both husbands died during the Great Purges. In January 1931, Volkova was allowed to leave Russia to visit her father in his exile in Turkey, taking only her younger child, her son. She left her daughter in the care of the girl's father, her first husband. Suffering from tuberculosis and depression, and prevented from returning to the Soviet Union, Volkova committed suicide in Berlin in January 1933. Biography Bronstein was born in Siberia, where her parents were living in exile at the time. Her sister Nina was born the next year. As a child, she and her younger sister Nina were raised mostly by her paternal grandparents, David and Anna Bronstein. The girls' parents parted ways in 1902 and as revolutionaries, were often traveling or living in hiding. After the Russian Revolution of 1917, Bronstein married Zakhar Borisovich Moglin (1897–1937). They had a daughter, Alexandra Moglina (1923–1989). They divorced in the mid-1920s. Moglin died during the Great Purges, and Alexandra was exiled to Kazakhstan from 1949–56. Soon after her divorce, she married her second husband, Platon Ivanovich Volkov (1898–1936), a member of the Trotsky-led Left Opposition. The couple had a son, Vsevolod (diminutive Seva, later Esteban), in 1926. Volkov was exiled to Siberia in 1928, but returned in January 1931. Volkova was about to leave Russia for Turkey with their son by that time, to visit her father in his Turkey exile. Volkov was re-arrested in 1935 during the Great Purges and disappeared in the Gulag in 1936. For three months in 1928, Volkova had taken care of her younger sister Nina, while the latter was dying of tuberculosis (TB), then incurable. Nina had married a man with the surname of Nevelson. In January 1931, Joseph Stalin allowed Volkova to leave the Soviet Union to join her father, Leon Trotsky, in exile. She was allowed to take one family member with her, and she took her son Vsevolod with her, leaving her daughter Alexandra in Russia with the girl's father. On 20 February 1932, the Soviet citizenship of Volkova and Vsevolod was revoked by Stalin, preventing their return to the Soviet Union. The Soviet citizenship of Trotsky, Natalia Sedova and Lev Sedov, were also revoked on the same day. Suffering from TB and depression, Volkova committed suicide in Berlin on 5 January 1933. She had been under the care of Arthur Kronfeld, a noted Berlin psychotherapist. She also saw Alexandra Ramm-Pfemfert. She was married to Franz Pfemfert, the founder of Die Aktion, a journal of expressionism, and translator of books by Trotsky. Descendants Volkova's daughter Alexandra (born 1923) remained in the USSR and lived for a year with her father, Zakhar Moglin. After Moglin was exiled in 1932, she was cared for by her maternal grandmother, Alexandra Sokolovskaya. The latter was exiled in 1935 during the Great Purges and died in the labor camps. Finally, as an adult, Alexandra was also exiled, to Kazakhstan. She survived, returning to Moscow after Stalin's death. She died of cancer in 1989. Not long before she died, her brother Esteban (Vsevolod) finally met his sister again after travelling to the Soviet Union from Mexico, but in tragic circumstances where Alexandra was dying of cancer and also couldn't communicate with her brother, as Esteban had forgotten his Russian and Alexandra spoke no Spanish, English or French. From January to November 1931, Volkova and her son, Vsevolod Volkov (1926-2023) lived with Leon Trotsky and Trotsky's second wife, Natalia Sedova, in Turkey. In November 1931, Volkova obtained permission to go to Germany for treatment for TB, accompanied by her half-brother, Lev Sedov (Trotsky's son by his second wife). Volkova's son stayed behind in Turkey at first. After the removal of the Soviet citizenship of Volkova and Vsevolod on 20 February 1932, the difficulties of Vsevolod being able to move to Germany were multiplied hugely, and he was only able to join his mother in Germany in late December 1932. In the early days of January 1933, Stalin's agents and Kurt von Schleicher's police decided to expel Volkova from Berlin. As Volkova needed treatment for TB, this added to her stress to the point where she committed suicide on 5 January 1933. After Volkova's death in January 1933, the news of her death was kept from her 6-7-year-old son for nearly a year. Within a month of Volkova's death, Adolf Hitler and the Nazi party came to power in Germany, causing Lev and Vsevolod to flee to Austria, where they lived until the Austrian Civil War of February 1934. After leaving Austria, they moved to France in 1934, and then finally moved to the French capital, Paris, in 1935. After Sedov died in 1938, Sedov's girlfriend, Jeanne Martin, wanted to keep the 12-year-old boy Vsevolod. Trotsky sued for custody and won the case, but Martin then went into hiding with Vsevolod. Eventually, Trotsky's friends found Martin and Vsevolod, and Vsevolod was sent to Coyoacán, Mexico to live with Trotsky and Natalia Sedova. Vsevolod arrived in Mexico on 8 August 1939, where Trotsky had been living in exile since January 1937. On 24 May 1940, a failed assassination attempt on Trotsky's life by Stalinist agents, led by David Alfaro Siqueiros, saw Vsevolod shot in the foot. On 20 August 1940, Trotsky was assassinated by Stalin's agent, Ramón Mercader. Trotsky died the following day, 21 August 1940, in hospital. After Trotsky's death, the 14-year-old Vsevolod remained in Mexico, initially living with his grandfather's widow, Natalia Sedova. Vsevolod took the first name of Esteban and went to local schools and then to college, becoming an engineer. Esteban Volkov married and had four daughters. He died on 16 June 2023 in Tepoztlán, Mexico at the age of 97. He was the current custodian of the Trotsky museum in Mexico City. Esteban could speak Spanish, French and English, by the time he was a teenager he had forgotten most of the Russian, Turkish and German that he had learned in the first 8 years of his life, and had to converse with his grandfather and step-grandmother in French when he arrived in Mexico. One of Esteban Volkov's daughters, Nora Volkow, went to medical school in Mexico. A physician, she lives in the United States, where she is the director of the U.S. National Institute on Drug Abuse at the National Institutes of Health in Bethesda, Maryland near Washington, DC. Notes External links Genealogy of Trotsky's Family at TrotskyanaNet Trotsky’s Grandson in Moscow: A Conversation with Esteban Volkov at Marxists.org "My grandfather the revolutionary: A Guardian Interview with Esteban Volkov", The Guardian 1901 births 1933 deaths Russian Jews Communist Party of the Soviet Union members Russian Trotskyists Leon Trotsky Suicides in Germany Soviet Trotskyists 1933 suicides Women Marxists
The Pathans are an Urdu-speaking community of Pashtun descent in the Uttar Pradesh state in India who form one of the largest Muslim communities in the state. They are also known as Khans which is a commonly used surname amongst them; although not all those who use the surname are Pathans, for example the Khanzada community of eastern Uttar Pradesh are also commonly known as Khan. The phrase Pathan Khanzada is used to describe Muslim Rajput groups, found mainly in Gorakhpur, who have been absorbed into the Pathan community. There are communities of partial Pashtun ancestry in the Rohilkhand region and in parts of the Doab and Awadh regions, such as the agrarian Rohilla community. History The Pathan are divided into sixteen groupings, who generally take their name from the ancestral Pashtun tribes. These include the Bangash, Afridi, Dustukhel, Tanoli, Luni (Miani), Jadoon, Bakarzai, Barech, Daudzai, Dilazak, Durrani, Ghorghushti, Toia Mehsud Khel, Ghori, Khalil, Lodi, Mohmand, Mohammadzai, Orakzai, Rohilla, Sherwani, Suri, Sultani and Yousafzai, all of which are well known Pashtun tribes. A further differentiation exists based on an identity known as the qabila or biradari, based on territorial subgroupings and community ties. Pathans in Western Uttar Pradesh The Pathans of the Barah-Basti villages of Bulandshahr produced a large number of volunteers who joined the British Irregular Cavalry, many of whom rebelled during the Indian Rebellion of 1857 under Abdul Latif Khan of Khanpur and Walidad Khan of Malagarh. See also Pathans of Madhya Pradesh Pathans of Gujarat Pathans of Rajasthan Pathans of Punjab References Muslim communities of Uttar Pradesh Rohilla Muslim communities of India Uttar Pradesh
St Hugh's Charterhouse, Parkminster, is the only post-Reformation Carthusian monastery in the United Kingdom. It is located in the parish of Cowfold, West Sussex, England. It is a Grade II* listed building. History The monastery was founded in 1873, when the property formerly known as Picknoll was acquired for its construction in order to accommodate two houses of French Carthusians in exile. Building took place between 1876 and 1883 to designs by a French architect, Clovis Normand, who had at his disposal a generous budget. The number of monks has varied: 22 in 1883, 43 in 1932, 22 in 1984, and there were 27 monks as of January 2021. The buildings are in a French Gothic Revival style although Pevsner's judgement was that 'the plan is magnificent and can only be properly seen from the air'. The church has relics of Saint Hugh of Lincoln, Saint Boniface and the Virgin Mary; and an unusually tall spire. It stands in the centre of buildings including a library with a collection of rare books and manuscripts and a chapter house decorated with images of the martyrdom of the monks' predecessors. The Great Cloister, about long, one of the longest in the world, connects the 34 hermitages to the church and the other buildings, embracing four acres of orchards and the monastic burial ground. The total length of the cloisters is 1,012 m. See also List of Carthusian monasteries List of monasteries dissolved by Henry VIII of England List of monastic houses in England List of places of worship in Horsham District References Further reading Robin Bruce Lockhart, Half-way to Heaven: The Hidden Life of the Sublime Carthusians (London: Thames Methuen, 1985) Nancy Klein Maguire, An Infinity of Little Hours: Five Young Men and Their Trial of Faith in the Western World's Most Austere Monastic Order (roman à clef, = novel based on real-life stories) (New York: PublicAffairs Books 2006, a division of Perseus Publishing, ISBN hardback , paperback 978-1-58648-432-3) External sources Carthusian monasteries in England Monasteries in West Sussex 1873 establishments in England 19th-century Christian monasteries Grade II* listed buildings in West Sussex Roman Catholic churches completed in 1886 Grade II* listed Roman Catholic churches in England Grade II* listed monasteries 19th-century Roman Catholic church buildings in the United Kingdom
Carnegie Mellon University Press is a publisher that is part of Carnegie Mellon University in Pittsburgh, Pennsylvania, United States. The press specializes in literary publishing, in particular, poetry. The press is currently a member of the Association of University Presses, to which it was admitted in 1991. It is headquartered within the Dietrich College of Humanities and Social Sciences in Baker Hall and specializes in poetry. Gerald Costanzo is the founder and director of the publishing house. The press was established in 1972, initially under the name Three Rivers Press. Three Rivers published chapbooks and full-length poetry collections as well as Three Rivers Poetry Journal. The journal appeared semi-annually from 1972-1992. Publications Notable book series published by the press include the following: Carnegie Mellon Poetry Series (authors who have published books in this series include Mary Ruefle, Cornelius Eady, C.D. Wright, Rebecca Morgan Frank, Allison Joseph, Laura Kasischke, Hayan Charara, Rachel Richardson, Brian Henry, Amy Beeder, Bridget Lowe, Nicky Beer, Kevin Prufer, and K.A. Hays) Carnegie Mellon Classic Contemporaries Series (reissuing of significant early books by important contemporary poets and writers of short fiction, including Pulitzer Prize winners in Poetry Carolyn Kizer, James Tate, and Philip Levine; and National Book Award in Poetry winners Philip Levine, James Tate, Gerald Stern, Jean Valentine, and Terrance Hayes, as well as works by Denis Johnson, Mary Karr, Larry Levis, Tim Seibles, Stuart Dybek, and Cyrus Cassells) Carnegie Mellon Series in Translation Carnegie Mellon Series in Short Fiction Poets in Prose Series (titles have included texts in the form of poets writing about their writing lives, poetry criticism, and guidebooks and handbooks about the writing of poetry) Following the closure of Eastern Washington University Press in 2010, Carnegie Mellon University Press acquired the EWUP's catalog. See also List of English-language book publishing companies List of university presses References External links Carnegie Mellon University Press Press University presses of the United States Book publishing companies based in Pennsylvania Publishing companies established in 1972 Literary publishing companies
Chinese Professional Baseball League recognizes runs batted in champions each season. Champions External links Chinese Professional Baseball League lists Chinese Professional Baseball League awards
Pavelescu is a Romanian surname. Notable people with the surname include: Aurelian Pavelescu (born 1964), Romanian politician Cincinat Pavelescu (1872–1934), Romanian poet and playwright Octavian Pavelescu (born 1942), Romanian rower Romanian-language surnames Patronymic surnames
Stockholm's permanent defence consisted of fortification structures built in the Stockholm region to defend the city against hostile attacks from sea, land, and air. The oldest installations date back to the 13th century, and the last ones were built as late as the 1970s. In the 16th century, the construction of Vaxholm Fortress began. During the second half of the 17th century, the council of war Erik Dahlbergh was the prominent fortification architect. Many sconces were modernized or newly built along the Swedish Baltic Sea coast during the Russian Pillage of 1719–1721. Throughout the 19th century, the question of Stockholm's protection against attacks, mainly from the east, was debated. Proposals for fortifications in 1808 and 1826 did not yield any concrete results. Towards the end of the 19th century, a new defence policy emerged, replacing central defence with border and coastal defence. Around the turn of the 20th century, private individuals organized themselves into the Palmqvist Foundation for Stockholm's fortification and the Association for Stockholm's Permanent Defence, donating money to construct fortifications around Stockholm, known as the "Korvlinjen." Even before the outbreak of World War II, the importance of anti-aircraft defence was recognized, and defence measures in the Stockholm archipelago were strengthened. However, little was initially done for the defence of the capital. It wasn't until 1943 that serious concerns arose, and by 1944, around fifty anti-aircraft positions were established in and around Stockholm. Stockholm's permanent defence also tells the story of 700 years of war or the threat of war and how attempts were made to protect Sweden's capital with often limited financial resources. Many projects remained on paper or were prematurely abandoned due to "lack of funds." During peacetime, defence works deteriorated, only to be hastily and seriously reinforced during times of unrest or war. Today, many of Stockholm's permanent defence installations have been demolished to make way for new development, but numerous fortresses, sconces, bunkers, tank barriers, and artillery emplacements still exist. They can be found along the Baltic Sea coast, in the Stockholm archipelago, in Stockholm County municipalities, and especially within the City of Stockholm. They represent an important and tangible part of Stockholm's history. Some are protected as listed buildings, designated as cultural landmarks, or enjoy archaeological protection. Stockholm's defence remnants from the wartime preparedness years are not legally protected and will not achieve heritage status until 2044. After the Defence Act of 2000, all ERSTA batteries along the Baltic Sea coast were dismantled except for the ERSTA Battery at Landsort (gun number 3), which is to be preserved and made accessible to the public, serving as a reminder of "the Swedish people's defence efforts during the nuclear threat of the Cold War." The ERSTA system can be considered the endpoint of the era of permanent defence in Sweden. Medieval fortifications The oldest permanent defence installations in Stockholm date back to the late 13th century and the early 14th century when the older inner city wall was constructed around the inner parts of Stadsholmen. It originated from the Tre Kronor Castle and formed a heart-shaped perimeter around Stadsholmen, the Stockholm of that time. The castle itself was protected by a robust wall and a central tower. Before the founding of Stockholm in 1252, there might have been a simple defence structure, a keep or something similar, on the northeastern part of Stadsholmen, possibly as early as the late 12th century. Fortification construction in Stockholm has been influenced by the city's unique location between Lake Mälaren and the Baltic Sea, giving it a strategic key position. Therefore, it was essential for the city wall to expand with the city's growth, and in the 15th and 16th centuries, a new outer city wall was built. A likely location for the western stretch of the 15th-century wall was along the eastern side of Lilla Nygatan, while the eastern wall ran through the present-day block east of Österlånggatan. The exact location is challenging to determine because the wall was moved outward as the city expanded. Today, a visible remnant of the western outer city wall exists in the form of the foundation of the , which can be seen in the breakfast and conference room of Hotel Victory, Lilla Nygatan 5. Besides parts of Stockholm's northern city wall, which can be found in the Museum of Medieval Stockholm, the foundation of the Lejon Tower is the only visible remains of Stockholm's outer city wall. In the north and south, the city was protected by bridges equipped with windbreaks at Norreport and . Walls and towers were also constructed on Gråmunkeholmen (present-day Riddarholmen). From that era, Birger Jarls torn still remains. During the Middle Ages, the "fortress" of Stockholm endured severe sieges, and the citizens were often called to arms. Two events have left a particular mark on Stockholm's defence and wartime history: in 1471, when King Christian I of Denmark camped at Brunkeberg but was repelled by Sten Sture the Elder's peasant army, and in 1520, when Christian II of Denmark was able to capture the city. The city's permanent defence had withstood several sieges, albeit often with heavy losses, but the Danish capture of Stockholm in 1520 was due to the city surrendering after a blockade and pressure. The city's protected island location made it difficult to conquer. Hostile attacks on Norreport or Söderport always failed. Olaus Magnus wrote: "The city gates of Stockholm inflicted greater expenses on the Kings of Denmark, expended on failed storming attempts, than the ten largest cities in their own realm." During Gustav I of Sweden's reign, the city's fortifications were well-maintained, and he organized a national defence strategy where the enemy would be met far outside the capital. He protected Stockholm's inlet with a blockhouse (hence the name Blockhusudden) and had Vaxholm Fortress built in the 1540s as a barrier against hostile fleets. At the same time, Gripsholm and Uppsala castles were fortified. Even during the reign of John III of Sweden, work was done on the capital's fortifications. Permanent land and coastal defence during the Great Power Era During Gustavus Adolphus' reign, Stockholm began its transformation from a medieval small town into a modern European metropolis. The city engaged in trade and maritime activities. The city walls had served their purpose and were hindering the city's expansion, so they were demolished. The demolition of Stockholm's younger city wall was so thorough that today, there is no trace of it above ground in Gamla stan. The city's street grid was redesigned based on contemporary modern grid planning, but there were still threats to the capital. The major adversary was Denmark, but Poland and later Russia also caused concerns, leading to the construction of sconces. During the second half of the 17th century, the council of war and Field Marshal Erik Dahlbergh was the great fortification architect of the era. He was an unconventional fortifier who often used round towers and cannons placed on multiple levels. He often had the fortification engineer by his side, responsible for the practical construction of defence installations. During the war against Denmark in 1643–1645, known as the Torstenson War, it was decided to secure the eastern and southern land routes to and from Södermalm, near Gruindhen and Danvijken, with sconces and garrisons. At , there was a narrow strip of land between Lake Hammarby and Saltsjön (today's ). In 1644, was erected on the nearby hill, and in 1645, was built at "Grinden" between Hammarby Lake and Lake Mälaren (now Årstaviken). The latter consisted of a hornwork with a forward moat and ditch wall that cut off the land tongue between Lake Hammarby and Lake Mälaren, as well as two rearward redoubts. Due to a lack of funds, Johan Peter Kirstenius, the leader of the sconce construction, was arrested for three months at one point because, in his eagerness to complete the fortifications, he had used funds intended for cavalry needs. Danvik Sconce was demolished in the 1770s, and in its place stands 's restaurant and gazebo. The last remnants of Söder Sconce disappeared when were built in the mid-1920s. In the Stockholm archipelago, sconces began to be established for the defence of Stockholm's coastline. These works were also led by Kirstenius. In 1623, he was given responsibility for . The reason was rumors that Sigismund of Poland was amassing an army near Danzig for an attack on Sweden (which never took place). Hörningsholm Sconces would become an important part of Stockholm's coastal defence for the fairways through and to Södertälje for nearly 300 years. In 1656, Kirstenius began the construction of Dalarö Fortress, and in 1676, fortifications were added at Baggensstäket. He had also worked as an engineer on the strengthening of Vaxholm Fortress. For many years, Söder Sconce and Danvik Sconce were the only major defenceworks near Stockholm. Besides, there were fortified installations at Fittja Bridge, , and . In 1709, proposed fortifications around the capital. This led to the refurbishment of Söder Sconce and Danvik Sconce and the commencement of a defensive work at Hornstull. However, work was interrupted in 1713 due to a lack of funds. In 1715, a bridge was built over Stocksund "to better defend the lakefront," and in 1717, a proposal for fortifications on the northern side from Ålkistan to was drawn up, work was initiated but soon stopped again due to a lack of funds. In 1719, the existing defence works were once again restored, and sconces were also built at Baggensstäket and Fällström (the strait between Ingarö and Älgö). In connection with the Russian Pillage along the Swedish Baltic Sea coast, where the Russians aimed to force the Swedish government into peace negotiations, an incursion at Baggensstäket was repelled by Baltzar von Dahlheim in August 1719 (see the Battle of Stäket). In fear of further Russian attacks, he had built on the southern side of Baggensstäket. For Hörningsholm Sconces and Södertälje, things did not go well. In 1719, the sconces were manned by Swedish troops, but their defencespirit was not very strong: they marched away the day before the enemy's arrival. The population on Mörkö fled after the departing troops allegedly said, "Now you're rid of us, but soon others will come who will do you more harm." Södertälje and the surrounding coastal areas were subsequently burned and ravaged by the Russians, including the destruction of all sconces and Hörningsholm Castle. But the damage could have been even greater if the Russians had continued into Lake Mälaren, where they could have freely burned and plundered irreplaceable castles and manors and attacked Stockholm "from behind." The quotes indicate that relations between the local population and the troops at the sconces were tense. Local farmers were often used as cheap labor in the construction and maintenance of the sconces. After the peace with Russia in 1721, fortification work ceased "so that the farmers would no longer be burdened." The era of the Great Power ended, and "lack of funds" increasingly became the reason why grand plans for fortification constructions remained on paper. During peacetime, the installations deteriorated, and during times of unrest and war, they had to be hastily renovated. Söder Sconce and Danvik Sconce were last renovated in 1732, after which funds were lacking for further actions. The capital's permanent defence during the Age of Liberty and Gustav III After the Great Northern War and the Treaty of Nystad in 1721, Sweden found itself in a completely changed military and defence political situation. The new superpower, Russia, posed a constant threat to its defeated and impoverished neighbor in the west. The issue of Stockholm's permanent defence had to be addressed in the context of the rest of the kingdom's defence challenges. However, the grand plans were never fully realized. Once again, there was a lack of resources because both major fortifications, Sveaborg and Landskrona Fortress, consumed the majority of the fortification funds during the Age of Liberty. In 1786, Gustav III proposed that the Estates (Ständerna) appoint a defencecommittee tasked with examining the possibilities of establishing fortifications in the Stockholm area. A comprehensive proposal was presented in 1789 by , which, however, was never implemented because the Estates refused to grant any funding. Fortification works on land and along the coast in the 19th century After Finland and Åland were lost following the Finnish War, Stockholm suddenly found itself in a very vulnerable position on the eastern border of the realm. Once again, there was a need to revise defence plans. Throughout the 19th century, the question of Stockholm's protection against attacks, primarily from the east, was discussed. The fortification proposals of 1808, as well as the recommendations of the Defence Committee in 1826, did not result in any concrete outcomes. In 1831, construction of two fortifications near , led by , began but was already halted in 1833 due to lack of funds. Parts of one of the fortifications are still preserved and are called the . In 1856, a fortification committee was established under Crown Prince Charles (later Charles XV) with the aim of addressing the defence situation for Stockholm, protecting the city from bombardment with a ring of 42 strong fortifications. According to the contemporary concept of central defence for Stockholm, 17 sconces were planned for the northern line and 25 for the southern line. The northern line (Stockholm's northern fortification) was intended to stretch from Karlberg in the west through the current Bellevue Park to Värtahamnen in the east, while the southern line (Stockholm's southern fortification) would run from Liljeholmen in the west through , Årsta, Johanneshov, and to in the east. The immediate reason for the fortification plans was the political unrest in Europe and the Crimean War of 1853–1856, during which French and English warships sailed into the Baltic Sea to combat the Russian fleet. During this time, reinforcement and expansion work was carried out at Vaxholm Fortress, including the construction of . The cost of the entire project, including defence lines north and south of the city, was estimated at six million riksdaler. However, the fortification committee's proposals from 1856 remained on paper, with the exception of a larger fortification work on the plateau at Johanneshov, which began in 1859. was also not completed, and work was already halted in 1861 due to the defence concept being considered outdated and a lack of funds. However, if the sconce had been completed, the entire installation would have covered an area of approximately 500x500 meters, equivalent to the entire . During this time, several major and costly infrastructure projects were undertaken in Stockholm, including the construction of the Western and Northern Main Lines, the building of the Sammanbindningsbanan ("Connecting Railway"), and the introduction of modern amenities such as waterworks, gasworks, and power plants. There was also the need to implement the , the comprehensive urban renewal plan for Stockholm carried out during the 1870s and 1880s. The decision was made to allocate the limited defence funds to strengthening the fortification line in Stockholm's archipelago, including the sinking of obstacles and mine barriers in certain fairways to Stockholm and Södertälje. During the second half of the 19th century, Vaxholm Fortress proved incapable of withstanding the new pointed projectiles from rifled cannons. As a result, a new modern fortress, , was built at to defend the entrance to Stockholm, constructed between 1870 and 1877. In 1902, Vaxholm Fortress's defence area extended from the straits west of Resarö to northern Värmdö, comprising a total of 37 batteries, mobile artillery, mines, infantry, and a reserve of mobile units, including engineering units and a balloon detachment. Towards the end of the 19th century, a new defence policy thinking emerged. Central defence was replaced, primarily due to the construction of railways, by a border and coastal defence strategy, and Stockholm was integrated into this new defence policy. There were also private initiatives to strengthen Stockholm's permanent defence. This included the , established by Captain Fredrik Georg Stiernklo-Lillienberg-Palmqvist (1801–1861) and handed over to the city according to his will on 25 June 1850. Together with the (FFSFF), the Palmqvist Foundation collected money from wealthy citizens to build fortifications around Stockholm, known as the "." The reason for the establishment of FFSFF was a reaction to the deficiencies in the 1897 army regulations and the 1901 army regulations, which showed significant shortcomings in Stockholm's defence. The association was founded in 1902 by Chamberlain F.W. Edelsvärd and Colonel J. Bratt. Sausage Line and Vaxholm Line of the First World War Regarding Stockholm's peripheral defence, the surrounding waterways were utilized, and the passages between them were secured with about thirty fortifications of varying sizes, approximately 15-20 kilometers as the crow flies from the center of Stockholm. The defence line was officially called the "Outer H Line," (yttre H-linjen) which stands for the outer main defence line, but it was commonly referred to as the "" (Korvlinjen) due to its sausage-like appearance. The typical "infantry sausages," officially known as "covered infantry and machine gun emplacements of concrete," were mainly constructed based on the same principle. The main part was buried underground, while the semi-circular roofs and embrasures rose low above the ground. The roofs could also be concealed under a layer of soil and vegetation. In combat situations, it was difficult to distinguish an infantry sausage from the softly rounded rock formations in the Swedish landscape. The entire construction, consisting of the Northern Front and Southern Front, was financed by private individuals who gathered in the "Society for Stockholm's Permanent Defence" and the "Palmqvist Foundation for Stockholm's Fortification." The actual construction work was carried out by military engineering units under civilian leadership. Subsequently, the facilities were donated to the military. The Sausage Line was primarily intended to be manned by infantry from the Landstorm, which consisted of conscripts older than 32 years armed with standard rifles, at most about 40,000 soldiers. This was before the consideration of armored vehicles or aerial attacks and when machine guns were still uncommon. The defence line was part of the defence organization until 1952. After 1921–1922 and during the interwar period, no further expansions of the defence line were made. Regarding Stockholm's coastal defence, the so-called was established around Vaxholm, tasked with defending the waterways to and from Stockholm between Värmdö in the east and Resarö in the west. This area included the vital straits at and Kodjupet, and the precursor to Vaxholm Fortress was already erected in 1548. In the 1730s, and were completed in 1877. From 1914, the Vaxholm Line served as the main defence line. After 1925, this task was taken over by the , and the Vaxholm Line was decommissioned. The Vaxholm Line consisted of 23 battery positions extending from the 1st battery in the east (on northern Värmdö) to the 16th battery in the west (on the small island of Lillskär off Kullö). The line was divided into three sections, with Section 1 also known as the with batteries 1 to 7. With the establishment of the (constructed between 1933 and 1945), the Vaxholm Outer Defence Line had also fulfilled its role. Air defence positions and dragon's teeth of the Second World War Before and during the Second World War, the forts of the Sausage Line were modernized, despite being outdated. A new military threat emerged, namely, aerial attacks, which had already been practiced in the later stages of the First World War. Therefore, immediately after the First World War, the establishment of Stockholm's air defence began. In 1918, Stockholm's oldest anti-aircraft gun, a 7 cm anti-aircraft gun m/18, was constructed. It was a field gun with special aiming devices mounted on a carriage, placed on a concrete foundation. At the beginning of the Second World War, Stockholm was somewhat on the sidelines as a potential target compared to areas like Scania, Norrbotten, or western Sweden. Even before the outbreak of the war, the crucial role of air defence was recognized, and defence in the archipelago was reinforced with the so-called Havsbandslinjen (constructed between 1936 and 1945). However, apart from this, not much was done initially to defend the capital. It may seem surprising that Stockholm's illuminated advertisements were often lit even during the nights of the Second World War, while other major European cities turned off their lights and lowered their blinds to avoid aiding orientation during nighttime bombing raids. There was indeed a ban on illuminated advertisements and storefront lighting during certain times, but it was not due to fear of air raids but more of a moral reminder to the Swedish people to conserve electrical power. Many people, however, were critical of this restriction and wanted to "burn at full blast" to make life during wartime a bit more pleasant. It wasn't until 1943 that serious concerns began to arise. In a Finnish-Russian separate peace treaty, Stockholm suddenly came into focus, and a sudden attack from Germany or the Soviet Union on the capital became a fear. The fortification of Stockholm was initiated, and simple roadblocks were rapidly replaced by long rows of tank obstacles in the form of dragon's teeth. The tank obstacle, together with Bellevue Park's anti-aircraft position, was part of the northern inner H-line (main defence line), which extended from Lilla Värtan in the east to Tranebergsbron in the west. On the southern side of the city, there was a similar line that stretched from Tantolunden's anti-aircraft position in the west to in the east. Both lines were also referred to as the Stenstadslinlen ("Stone City Lines"). Inside the Stone City Lines, a core defence was established. In Norrmalm, the defence line ran along Rådmansgatan, while in Östermalm, it followed and Birger Jarlsgatan down to Nybroviken. On Kungsholmen, the line ran along and down to Riddarfjärden. On Södermalm, the core defence stretched from in the west through , along the tracks of South Station, across Katarina Church's cemetery to Stadsgården in the east. The geographical extent of Stockholm's core defence roughly corresponded to the city's size in the 1650s. The so-called Gärdet Defence was established on Ladugårdsgärdet, outside the regular fortification plan, with the purpose of preventing airborne landings. According to the "Situation Map of Fortifications on Ladugårdsgärdet at the End of the World War," there were numerous foxholes and gun positions distributed across three areas on Gärdet. The central point of Gärdet Defence was located in an excavated bunker under (the facility still exists but is sealed). In case of combat, barbed wire could be rolled out, and posts could be erected to hinder the landing of enemy troops and equipment by aircraft or parachutes. Around Stockholm in 1944, there were about fifty anti-aircraft positions with various armaments, as well as several locations equipped with searchlights and listening devices. Some of these were established before the outbreak of war in 1939 and supplemented the inner and outer H-lines around the capital. The most powerful batteries were equipped with 75 mm anti-aircraft guns, while the smallest ones had 8 mm anti-aircraft machine guns. These positions often had the task of protecting infrastructure objects like important technical installations, bridges, waterways, ports, and airfields. In 1943, decisions were made to defend Bromma Airport, Barkarby Airfield, and Skarpnäck Airfield. Despite the airfields being of different sizes, equally sized units were allocated to defend them. Stockholm's anti-aircraft batteries were not continuously manned from 1939 to 1945, but during certain critical periods, units were stationed in the positions, such as in September 1939 (the outbreak of the Second World War), April 1940 (the invasion of Denmark and Norway by Nazi Germany), and the summer of 1941 (Operation Barbarossa, Nazi Germany's invasion of the Soviet Union). In late 1944, Stockholm's air defence was substantially reinforced with 49 heavy guns. Despite having a well-developed air defence system in 1944, a Soviet bombing raid on Stockholm could not be prevented, likely through a Russian ruse. On 28 February 1944, a bombing unit entered just south of Dalarö and split into two groups. One group continued towards Strängnäs while the other turned towards southern Stockholm. 's anti-aircraft position, which was the closest, was unmanned, and the anti-aircraft units misunderstood a Soviet flare as a distress signal and refrained from opening fire. The planes could continue unimpeded, drop their bombs in , and return to the Baltic Sea. The damage was limited, but diplomatic activity was significant. The incident was later interpreted by both sides as a "navigation error." Only one anti-aircraft battery fired live rounds during the war. It was Tivoliberget's anti-aircraft position, located on in Bergshamra, Solna. One winter day in 1942, the position shot down a German courier plane en route from Oslo to Finland, which had deviated from the established flight corridor. The plane made an emergency landing at Bromma Airport, and the incident was kept quiet by the Swedish government. Post-war rearmament and the scrapping of permanent defences Stockholm's anti-aircraft defences were immediately disarmed after the end of World War II. The personnel were granted leave and all equipment was stored in warehouses. The fortifications were allowed to remain if they did not obstruct Stockholm's expansion. The same fate befell the dragon's teeth, large parts of which can still be found in the forests south of Stockholm University and Lake Laduviken. Concrete barriers remained in Stockholm's urban environment until well into the 1950s, such as at Norrtull, Tranebergsbron, and Gullmarsplan. In the early 2000s, many concrete structures that had survived were either demolished or sealed off to prevent harm to the public. To protect the population from air attacks, around 14,500 "nuclear-proof" shelters of varying sizes were built in Stockholm County until the 1990s, providing approximately 1.7 million places. When applying for building permits for new constructions or extensions, the builders were required to obtain a "shelter permit" from the municipality, determining how many new shelter places were needed. In Stockholm City Centre, where shelter places were limited, 18 metro stations were prepared to be quickly converted into shelters for the civilian population. Many of the city's larger shelters are currently used as parking garages, such as the Klara shelter and the Katarinaberget shelter. It was also realized that a naval base in the middle of Stockholm was an inappropriate location. Therefore, in the late 1960s, the navy's ships and personnel were moved to the new, state-of-the-art Muskö naval base in the southern Stockholm archipelago. As recently as 2006, the Swedish military left many training areas in the Stockholm archipelago. For example, the entire island of Rindö became civilian property, and Huvudskär, Järflotta. In the northern archipelago, the defence ceased using most of the areas around Arholma, Svenska Högarna, and some of the many islets and skerries of Söderarm. However, the military have retain large areas in the southern archipelago and most of the training area at Söderarm. The technological developments in the military sphere after World War II and during the Cold War era led to new threats in the form of nuclear warfare with radioactivity and thermal radiation. Well into the 1960s, Sweden also assumed that a hostile attack would be preceded by the use of small tactical nuclear weapons. In the 1960s, it was also time for the Swedish Coastal Artillery to replace several older heavy artillery systems. The replacement was the ERSTA system. The system consisted of six identical top-secret facilities constructed from 1973 to 1983 along Sweden's Baltic Sea coast. These were located at Söderarm, Slite, Ystad, Trelleborg, Holmögadd, and Landsort and were meant to defend Sweden from a Soviet attack. When it was built, ERSTA was one of the world's most advanced artillery systems. After the Defence Act of 2000, all ERSTA batteries were dismantled except the Landsort battery (gun number 3), which is to be preserved and made accessible to the public. According to the Swedish National Heritage Board, it is to serve as a testament to "the Swedish people's defence efforts during the Cold War nuclear threat" and has been declared a state-protected historical site. The ERSTA system can be seen as the endpoint for permanent defence in Sweden and Stockholm. What remains (selected items) From Stockholm's medieval fortifications, there is a small remnant of the northern city wall on Helgeandsholmen, which can be viewed in the Museum of Medieval Stockholm. Birger Jarls torn, once a defensive tower in Gustav Vasa's fortifications from around 1530, still stands on Riddarholmen. Some of the many sconces, bastions, and redoubts from the 1600s, 1700s, and 1800s are preserved, albeit heavily overgrown. Others have been demolished, cultivated over, vandalized, or destroyed due to ignorance. This also applies to Stockholm's permanent defence installations from the First and Second World Wars. Some of the major fortifications in Stockholm's archipelago are preserved and have become museums. Here is a selection of culturally and historically interesting preserved facilities, organized by their approximate date of construction. is located on the eastern side of near in Södertälje Municipality. The fortress was established in the early 1400s and was still expanded in the 1860s. Excavations uncovered some medieval finds, including several parts of crossbows. , which, together with three other sconces, was intended to protect the inlet to Södertälje, is relatively well-preserved. A solitary 17th-century iron cannon now points toward the Baltic Sea, reminding us of the times of war and unrest in the 1600s and 1700s. The sconce is in ruins but is maintained by the Botkyrka Municipality as a historical monument. , located at opposite Nässkansen, was modernized until the First World War. The fortification was decommissioned in 1927, as decided by the 1925 parliament. Thus, 300 years of defence efforts around Skanssundet and Hörningsholm came to an end. Today, the area is used for long-term camping for caravans and campers. A solitary cannon from World War I points towards the strait, reminding of the former military strategic importance of the area. , which was part of Baggensstäket's permanent defence, still exists on next to . The redoubt was established as a fortification initiated by Baltzar von Dahlheim from 1719 to 1743 and received its final form during the Finnish War of 1808–1809. The so-called are located on Ryssberget within 's southeastern part. The area has dimensions of about 130 x 90 meters and displays fortifications from various times. One fort is known at least since 1667. From 1831 to 1833, the strong stone wall surrounding Ryssberget in the northeast was built. The wall is about 52 meters long and is between two and eight meters high. The corner facing north is made of finely cut granite blocks, while the remaining wall consists of roughly cut blocks with several drill holes. In the wall, which is joined with mortar, there are some embrasures. , the largest unfinished fortification of the 1800s in Stockholm, has remnants of the northern foundation wall remaining, consisting of a roughly 79-meter-long granite wall with two corner rondels and inner counterscarp galleries. The remains are now in the basement of a newly built office building on , just north of Söderstadion. The facility is a historical monument and can be visited by the public during office hours. Kastellet on Kastellholmen has a predecessor from 1667 that exploded in 1845 and was replaced by the current structure in 1848. Kastellet regained its defensive function during the Second World War. The tower and battery platform were equipped with rapid-firing anti-aircraft guns. Today, visiting warships are greeted by four salute cannons from Kastellet's viewing terrace. Vaxholm Fortress was outdated by the mid-1800s. In 1872, a test was conducted in which the armored ship Hildur, with its modern guns, shot through one of the walls. Today, the fortress houses the with exhibitions on Sweden's coastal defence over 500 years. Dalarö Fortress has never seen battle and was bypassed by Russian forces during the 1719 Russian pillages. The Swedish Navy finally abandoned the sconce in 1854. Both Vaxholm Fortress and Dalarö Fortress are protected historic monuments and are managed by the National Property Board. is located on the western side of in Vaxholm Municipality and was built from 1870 to 1877. The fortress was part of Stockholm's permanent defence until the late 1930s and has been a historic monument since 2002. on the eastern side of Oxdjupet is also worth seeing. The fortress consists of a broad tower and a beach battery and was completed in 1735. , also known as Myttinge Line or Batterilinjen ("Battery Line"), was a defence line on Värmdö designed to protect the fortification at from attacks from the land side. The two-kilometer-long line with seven battery positions was built between 1899 and 1903 and runs between Myttingeviken and Vretaviken on Värmdö Island. The Värmdö Line continues with (also called the 8th battery) on the Rindö side. The Värmdö Line area has been designated by Värmdö Municipality as a national interest for the Swedish Armed Forces and partly as a national interest for the cultural environment. began construction during the First World War and was completed in 1924. When the Second World War broke out in 1939, the fortress was already outdated. Modern bombers of the time could have easily destroyed the facility. Nevertheless, the fortress was used for military exercises until the 1960s when it was abandoned and began to deteriorate. In the 1990s, it was restored to serve as a military museum and tourist attraction. Of all the forts and gun positions along the , quite a few remain. For example, (once part of the Northern Front) is in very good condition. The fort is now located in the Arninge industrial area, and the property owner has renovated the facility at their own expense. One of the largest and most well-preserved forts along the Southern Front is in Tyresö, which began construction in 1903 and was part of the defence organization until 1952. Other notable facilities include , , , , and machine gun bunkers. (also known as the "Eagle's Nest") is situated high on a cliff overlooking the southern bay of Lake Orlången in Huddinge Municipality. The National Heritage Board does not consider the Sausage Line to be of national interest. Thus, responsibility for its potential preservation lies with the , which, however, does not believe that the remaining structures of the line should be protected by historical monument status. Of the tank barriers, south of Laduviken, a large part of the tank obstacles in the form of dragon's teeth are still preserved, while the rest have been demolished. Among Stockholm's preserved larger anti-aircraft batteries are Bellevue Park anti-aircraft positions, 's anti-aircraft positions, Långholmen's anti-aircraft positions, 's anti-aircraft positions, and Norsborg's anti-aircraft positions. Additionally, remnants of positions near the now-closed can be found. on Lidingö is the only nationally protected defence facility in Stockholm's vicinity. It consists of several gun positions and three gun emplacements and began construction in 1939. The facility was restored and reopened in 1994, complete with a Bofors 80 mm anti-aircraft gun m/30. Käppalaställningen serves as a monument to Stockholm's air defence and is therefore unique in Sweden. is located on Öja Island outside Nynäshamn. The facility was intended to protect Stockholm from a Soviet attack during the Cold War and was operational from 1977 to 2000. There were five more similar ERSTA batteries along the Baltic Sea coast. The ERSTA system can be considered the endpoint of Sweden's permanent defences. Gun No. 3 is proposed by the National Property Board to be preserved as a historical monument and museum. References Notes Journals Newspaper Other Print History of Stockholm Stockholm Garrison
Jump 2 Light Speed is an Australian band from Brisbane, Queensland fronted by Ben Ely. Members Ben Ely bass & vocals (Regurgitator, Pangaea, Broken Head, The Stalkers) Stella Mozgawa drums 2005-2006 (Holidays on Ice) Tim Browning drums 2006-2007 (The Shake Up, Athol) Steve Bourke guitar & vocals (Channel V host) Keita Tarlinton keyboards & vocals Discography Spooky Fun (2006) - Valve "I Am Your Friend in Fire" (2006) References External links Jump 2 Light Speed Myspace page Musical groups from Brisbane
Foxford Community School is a coeducational secondary school and sixth form located in the Longford area of Coventry, West Midlands, England. The school has a catchment area of north-east Coventry, stretching from Broad Heath to Longford and Holbrooks to Bell Green. The school has over 1,000 students including some 150 in sixth form education. The school was previously awarded specialist status as an Arts College, and had a new sixth form building built in 2006. Previously a foundation school administered by Coventry City Council, in October 2018 foxford converted to academy status. The school is now sponsored by the Castle Phoenix Trust. Notable former pupils Bob Ainsworth (born 1952), MP Tom Cartwright (1935–2007), cricketer Rosemarie Mallett (born 1959) Anglican bishop References External links School website BBC article giving various stats on the school Secondary schools in Coventry Academies in Coventry
Louise de Lavallière is a 1922 German silent historical film directed by Georg Burghardt and starring Emmy Schaeff, Fritz Delius and Ernst Hofmann. It portrays the life of the seventeenth century French courtesan Louise de La Vallière, a lover of Louis XIV. The film's sets were designed by the art director Botho Hoefer. Cast Emmy Schaeff as Louise de La Valliére Fritz Delius as Louis XIV Ernst Hofmann as Graf Pierre de Renauld Eva Speyer as Maria Theresia Olga Engl as Anna von Österreich Erna Morena as Henriette Anna von England Leo Connard as Herzog Philipp von Orleans Poldi Augustin as Marquise von Remis Hans Wassmann as Graf de Guiche Max Kronert as La Vienne, Kammerdiener Gertrude Hoffman as Marquise Françoise Athenais von Montespan Kurt Middendorf as Herzog von Lauzun Boris Michailow as Colbert, Generalkontrolleur Max Mothes as Le Nôtre, Chef der königlichen Gärten Toni Tetzlaff as Gräfin von Soisson, Oberhofmeisterin Sophie Pagay as Madame Voisin References Bibliography Grange, William. Cultural Chronicle of the Weimar Republic. Scarecrow Press, 2008. External links 1922 films Films of the Weimar Republic Films directed by Georg Burghardt German silent feature films German black-and-white films Films set in France Films set in the 17th century 1920s historical films German historical films 1920s German films
In international law, the Prevention of Disasters Principle, as first elaborated in the Agenda arising from the United Nations Habitat II conference, permits states to take pre-emptive or restraining actions when a consensus of scientific opinion is that failing to do so will cause some disaster to occur. See also the Precautionary Principle. International law
Two Sides of the Moon is the only solo studio album by the English rock musician Keith Moon, drummer for the Who. It peaked at No. 155 on the Billboard 200. The album title was credited to Ringo Starr. Rather than using the album as a chance to showcase his drumming skill, Moon sang lead vocals on all tracks, and played drums only on three of the tracks ("Crazy Like a Fox", "The Kids Are Alright" and "Move Over Ms. L"), although he played percussion on "Don't Worry Baby". The album features contributions from Ringo Starr, Harry Nilsson, Joe Walsh of the Eagles, Jim Keltner, Bobby Keys, Klaus Voormann, John Sebastian, Flo & Eddie (Mark Volman and Howard Kaylan of the Turtles), Spencer Davis, Dick Dale, Suzi Quatro's sister Patti Quatro, Patti's bandmates from Fanny Jean Millington and Nickey Barclay, and future actor Miguel Ferrer. Background Moon was the last member of the Who to release a solo album: by this point, John Entwistle had released Smash Your Head Against the Wall (with Moon playing percussion and singing backing vocals), Roger Daltrey released his hit album Daltrey (1973), and Pete Townshend had produced several Meher Baba tribute albums and the demo compilation Who Came First (1972). Moon had moved into the Beverly Wilshire Hotel with assistant Dougal Butler in March 1974, to play on the sessions for Harry Nilsson's Pussy Cats. The album was produced by John Lennon, who had been ejected from the Troubadour with Nilsson for drunkenly heckling a Smothers Brothers performance several days before Moon's arrival. The three, along with Ringo Starr (who also drummed on Pussy Cats), Lennon's girlfriend May Pang, bassist Klaus Voormann, Voormann's girlfriend Cynthia Webb, and Starr's manager Hilary Gerrard, moved together into a Santa Monica beach house for three weeks. The sessions were affected by Lennon, Nilsson, Moon and Starr's excessive lifestyles and drug abuse, ultimately prompting Lennon to relocate the sessions to New York City to separate himself and Nilsson from the Los Angeles party scene. At the time of Moon's arrival, Lennon had made initial recordings for Rock 'n' Roll (1975) with Phil Spector, and David Bowie and Bryan Ferry had also released cover albums; Bowie's Pin Ups (1973) notably included two songs by the Who, "I Can't Explain" and "Anyway, Anyhow, Anywhere". Encountering the Beatles' former road manager Mal Evans on the Sunset Strip, Moon suggested that Evans produce a solo album for him. Recording The first song, a cover version of the Beach Boys' "Don't Worry Baby", was recorded in late March at the Record Plant Studios, with musicians that included John Sebastian, Howard Kaylan and Mark Volman, Jesse Ed Davis, and Miguel Ferrer playing drums. Kaylan described the album as "a fantasy record for him", allowing him to live out his fantasy to "be a Beach Boy". For this reason, Moon largely avoided playing the drums, as he considered drumming his "job". Moon left Los Angeles on 19 April to begin filming Tommy, and after the filming concluded, unofficially relocated to California in August 1974, to work on the studio album. The album would be funded by a recording contract directly with Los Angeles' MCA Records arranged by Bill Curbishley and Peter Rudge, as funding was unavailable from London due to Track Records' legal problems with former Who managers Kit Lambert and Chris Stamp, and Moon's extravagant spending habits that led to reluctance to fund the sessions. Biographer Tony Fletcher expresses astonishment in Dear Boy: The Life of Keith Moon (1998) that MCA approved the album's recording and released the "travesty of a Beach Boys cover" as a single rather than rejecting the master tapes for "Don't Worry Baby". Much like the difficulties that befell Pussy Cats and Rock 'n' Roll, the sessions for Two Sides of the Moon were affected by the "lazy and decadent self-indulgence that permeated the superstar scene of mid-seventies LA". The routine of inconsistent working hours and lengthy indulgence, particularly of alcohol and drugs, slowed down the sessions considerably; the atmosphere of the studio resembled that of a club. One of the album's engineers, Gary Ladinsky, recalled: "You'd get something done for an hour, and then it's a party scene. Eventually, you clear out the studio and you might do something for another half an hour, and then people wander out, and you realise, 'I guess the session is over.'" After "Teenage Idol", with Dick Dale guesting on guitar, was delivered to MCA, Evans was fired as producer, which Fletcher attributes to Moon's realisation that the sessions were largely fruitless and Evans' own drinking problem was worsening. He was replaced as producer by Skip Taylor, who was described by Volman and engineer John Stronach as the main provider of drugs for the sessions. Taylor did not dispute the assessment: "I would go in and decide, is this a night where we should have a little brandy, or should we smoke some stuff, or should we put a couple of lines out?" Most of the musicians involved saw no real difference as a result of the change. Kaylan commented that after recording his parts twice, "Basically it was the same record." Joe Walsh, who was then recording So What with Stronach at the Record Plant, was brought in to play additional guitar on "The Kids Are Alright" late in the sessions. He described the results as "semi-train wrecks" and expressed surprise that Moon had only used two producers since he would "fry" anyone who worked with him. Moon's contributions to the album were primarily vocals. He only played drums on three songs, simultaneously accompanied by session drummers. Stronach said that the sessions had two drummers: "One to keep time and then Keith to play over it." The first set of vocals recorded with Evans was discarded, as all had been recorded while Moon was inebriated; Taylor characterised them as "a guy from England trying to sound like a guy from Nashville but having about five belts before he did it." Taylor demanded that Moon abandon the country twang in which he had sung the early songs (and which is noticeable on outtakes such as "I'm Not Angry"), and sing in the posh accent he regularly mimicked. Fletcher comments that so many musicians were brought in to try to "salvage" the record (sixty being credited on the final album, with several others such as Brian Wilson having been rumoured to have contributed as well) that it resulted in Moon sounding more like "the guest on someone else's record". Moon's behaviour during the sessions reflected his self-destructive lifestyle and worsening health. Recording vocals one night in Studio B under a low ceiling covered in spotlights, he smashed a light bulb with an ashtray every time recording was stopped because he failed to hit a note, ending up destroying the entire light fixture. Stronach recalled, "He'd come in, reach into his pockets, and there'd be pills and cocaine falling out." While Moon had previously been able to sing adequately on several songs from the A Quick One (1966), Ready Steady Who (1966), The Who Sell Out (1967) and Quadrophenia (1973) sessions, his strained and frequently off-key vocals on Two Sides of the Moon contributed to feelings of inadequacy and depression throughout recording. MCA's then-president Mike Maitland told Taylor at their first meeting that a lot of money had been invested before he assumed production duties, and that MCA was "prepared to spend an enormous sum of money in promotion and marketing". This was exactly what happened: Fletcher states that "well over $200,000" was spent for "recording costs alone", and that Moon claimed to receive a non-returnable advance for the same amount. With the album being prepared for release in 1975, MCA initially refused to pay for the elaborate sleeve designed by Gary Stromberg. Moon, Taylor and Stronach went to meet with Maitland; Moon asked Taylor to stop in front of an Army and Navy store on the way, and returned with a fire axe, which he kept hidden on himself. Maitland once again denied their sleeve request, criticising them for the excessive cost of the album. Moon responded by placing himself directly in front of Maitland and held the fire axe above Maitland's mahogany partners desk, and said, "What's it going to be, dear boy? My album cover or a new desk?" Content Originally recorded for his own album, but not released on it, John Lennon gave Moon the track "Move Over Ms. L" and later did his own version. "Solid Gold", written by keyboardist Nickey Barclay, was originally recorded by her band Fanny. Vinyl pressings of the Two Sides of the Moon had text etched into the run-out groove of side 1 that read "Grown Men Did This". The record itself was contained in an elaborate reversible inner sleeve that, when flipped, changed the front cover to show Moon's buttocks hanging from the limousine window, forming a pun on his name. Upon release, Moon subsequently started work on a second solo studio album, which was never completed. Two Sides of the Moon was re-released by Repertoire Records in 1997, including the finished songs that Moon had made for his second album. Two Sides of the Moon was again re-released by Castle Music and Sanctuary Records in July 2006, as a two-disc Deluxe Edition, featuring the original 10 songs plus 41 bonus tracks. 9788512 Critical reception Reviewing in Christgau's Record Guide: Rock Albums of the Seventies (1981), Robert Christgau said "It's hard to imagine the auteur of this alternately vulgar, silly, and tender travesty/tour de force as anyone but Keith Moon; his madness translates not only to film (Stardust, Tommy) but even to the supersolo studio jobs that this parodies so deliciously. I presume they thought it was funny to mix the backup singers (Nilsson, Nelson, Flo & Eddie) up in front of the guy with his name on the cover. And it was." In a review for AllMusic, Steve Leggett said the album was "so fascinatingly bad that it has assumed a certain cult status" but was nevertheless "a horrible album on all counts." The album was included in a list of 12 ill-advised solo albums, in an article produced by the NME in 2009. Track listing Side one "Crazy Like a Fox" (Al Staehely) – 2:07 "Solid Gold" (Nickey Barclay) – 2:48 "Don't Worry Baby" (Brian Wilson, Roger Christian) – 3:31 "One Night Stand" (Dennis Larden) – 3:36 "The Kids Are Alright" (Pete Townshend) – 3:03 Side two "Move Over Ms. L" (John Lennon) – 3:10 "Teen Age Idol" (Jack Lewis) – 2:20 "Back Door Sally" (John Marascalco) – 2:31 "In My Life" (Lennon-McCartney) – 2:43 "Together" (Harry Nilsson, Keith Moon, Richard Starkey) – 3:05 1997 bonus tracks "U.S. Radio Spot" (Moon, Richard Starkey) "I Don't Suppose" (Nickey Barclay) "Naked Man" (Randy Newman) "Do Me Good" (Steve Cropper) "Real Emotion" (Steve Cropper) "Don't Worry Baby" - U.S. single A-side (Brian Wilson, Roger Christian) "Teenage Idol" - U.S. single B-side (Jack Lewis) "Together 'Rap'" (Harry Nilsson, Moon, Richard Starkey) 2006 deluxe edition Personnel Keith Moon – drums, percussion, vocals Ringo Starr, Ricky Nelson, Harry Nilsson - vocals Spencer Davis, Jesse Ed Davis, John Staehely, Beau Guss, Patti Quatro, Danny Kortchmar, James Haymer, John Sebastian, Steve Adamick, Al Staehely, Mike Condello, Paul Lenart – guitar Joe Walsh – guitar, ARP synthesizer Dick Dale – surf guitar on "Teenage Idol" Skip Edwards – steel guitar, Fender Rhodes electric piano Jimmie Randall, Paul Stallworth, Jean Millington, David Birkett, Klaus Voormann – bass guitar Jay Ferguson, Nickey Barclay, Blair Aaronson, David Foster – piano Norman Kurban – piano, organ William "Curly" Smith, Cam Davis, Miguel Ferrer, Mickey McGee, Ron Grinel, Jim Keltner, Ringo Starr – drums Robert Greenidge – steel drums on "Together" Steve Douglas, Ollie Mitchell – horns on "Move Over Ms. L" and "Back Door Sally" Bobby Keys – saxophone on "Back Door Sally" Julia Tillman, Lorna Willard, Sherlie Matthews, Fanny, Clydie King, Howard Kaylan, Jim Gilstrap, Mark Volman, Flo & Eddie, Jay DeWitt White, Dennis Larden, Andra Willis, Augie Johnson, Carolyn Willis, Gerald Garrett, Gregory Matta, Ira Hawkins, Irma Routen, Ron Hicklin, Cam Davis – backing vocals David Bowie – vocal contribution on "Real Emotion" Jimmie Haskell – string arrangements, conductor Mal Evans – horn arrangement on "Move Over Ms. L" Technical Don Wood, Gary Kellgren, Gary Ladinsky, John Stronach, Lee Kiefer, Michael Verdick, Mike Stone – engineer Bruce Reiley, Gary Stromberg, John Stronach, Keith Moon, Skip Taylor – cover concept George Osaki – art direction Jim McCrary, Robert Failla – photography Session information Credits taken from the inner sleeve of the vinyl release. "Crazy Like a Fox" Written by Al Staehely Keith Moon - lead vocals, drums Curly Smith - drums Jimmie Randall - bass Spencer Davies and Al Staehely - acoustic guitars John Staehely and Jesse Ed Davis - electric guitars Jay Ferguson - piano Sherlie Matthews, Lorna Willard, Julia Tillman - backing vocals "Solid Gold" Written by Nickey Barclay Keith Moon - lead vocals Ringo Starr - "announcer" Cam Davis - drums Paul Stallingworth and Jean Millington - bass Nickey Barclay - piano Patti Quatro - guitar Joe Walsh - guitar, ARP synthesizer Beau Guss - guitar solo Sherlie Matthews, Lorna Willard, Julia Tillman, Fanny - backing vocals "Don't Worry Baby" Written by Brian Wilson and Roger Christian String arrangement and conducting by Jimmy Haskell Keith Moon - lead vocals, percussion Miguel Ferrer - drums Paul Stallingworth - bass John Sebastian, Steve Adamick, Danny Kortchmar, Jesse Ed Davis, James Haymer - acoustic guitars Norman Kurban - organ Blair Aaronson - piano Sherlie Matthews, James Gilstrap, Clydie King, Flo & Eddie - backing vocals "One Night Stand" Written by Dennis Larden Keith Moon and Rick Nelson - co-lead vocal Mickey McGee - drums David Birkett - bass Mike Condello and Al Staehely - acoustic guitars Joe Walsh - electric guitar Skip Edwards - Fender Rhodes, pedal steel guitar Dennis Larden, Jay White, Flo & Eddie - backing vocals "The Kids Are Alright" Written by Pete Townshend String arrangement and conducting by Jimmy Haskell Keith Moon - lead vocals, drums, drum solo Curly Smith - drums Jimmie Randall - bass Al Staehely - acoustic guitar John Staehely - electric guitar Joe Walsh - electric guitar, ARP synthesizer Jay Ferguson - piano Flo & Eddie - backing vocals "Move Over Ms. L" Written by John Lennon Horn arrangement by Mal Evans Keith Moon - lead vocals, drums Ron Grinel - drums Paul Stallingworth - bass Joe Walsh - lead guitar Jesse Ed Davis - guitar David Foster - piano Ollie Mitchell, Steve Douglas - horns "Teenage Idol" Written by Jack Lewis String arrangement and conducting by Jimmy Haskell Keith Moon - lead vocals Jim Keltner - drums Paul Stallingworth - bass Dick Dale - surf guitar and solo Dan Kortchmar - acoustic guitar Jesse Ed Davis - electric guitar Norman Kurban - piano Jay White, Dennis Larden - backing vocals "Back Door Sally" Written by John Marascalco Keith Moon - lead vocals Curly Smith - drums Jimmie Randall - bass Al Staehely, Joe Walsh - electric guitar Jay Ferguson, Blair Aaronson - piano Bobby Keys - sax solo Ollie Mitchell, Steve Douglas - horns Flo & Eddie - backing vocals "In My Life" Written by John Lennon and Paul McCartney String arrangement and conducting by Jimmy Haskell Keith Moon - lead vocals Norman Kurban - piano Choir: Gerald Garrett James Gilstrap Ira Hawkins Ron Hicklin August Johnson Clydie King Greg Matta Irma Routen Julia Tillman Lorna Willard Andra Willis Carolyn Willis "Together" Written by Harry Nilsson String arrangement and conducting by Jimmy Haskell Keith Moon - lead vocals Ringo Starr - drums and "rap" Jim Keltner - drums Klaus Voormann - bass Jesse Ed Davis, Danny Kortchmar, Paul Lenart - guitars Robert Greenidge - steel drums Harry Nilsson - backing vocals References External links Press release (Archived version) for the 2006 Deluxe Edition 1975 debut albums Keith Moon albums Albums arranged by Jimmie Haskell Albums produced by Steve Cropper MCA Records albums Polydor Records albums
Ghost forests are areas of dead trees in former forests, typically in coastal regions where rising sea levels or tectonic shifts have altered the height of a land mass. Forests located near the coast or estuaries may also be at risk of dying through saltwater poisoning, if invading seawater reduces the amount of freshwater that deciduous trees receive for sustenance. By looking at the stratigraphic record it is possible to reconstruct a series of events that lead to the creation of a ghost forest where, in a convergent plate boundary, there has been orogenic uplift, followed by earthquakes resulting in subsidence and tsunamis, altering the coast and creating a ghost forest. Formations Sea level changes When there is a change in sea level, coastal regions may become inundated with sea water. This can alter coastal areas and kill large areas of trees, leaving behind what is called a “ghost forest.” This type of ghost forest may develop in a variety of environments and in many different places. In the southern US, coastal marshes are expanding into dry wooded areas, killing trees and leaving behind areas of dead trees called snags. Regions of the US at or below sea level are more susceptible to tides. Coastal features affected by changing sea levels are indirectly affected by climate change. With global sea-level rise, the coastlines in the southern US are being altered and leave behind salt marshes filled with dead and dying trees in some areas. Tectonic activity Ghost forests can also result from tectonic activity. In the Pacific Northwest, there is a large, active subduction zone called the Cascadia Subduction Zone. Here, there is a convergent plate boundary where the Gorda plate, the Juan de Fuca plate, and the Explorer plate are being subducted underneath the North American plate. As these plates attempt to slide past one another, they often become stuck. For several hundred years the plates will be locked in place and the tension builds. As a result of this tension, there is orogenic uplift. This is where the tension building between two converging plates gets translated into the vertical uplift of the mountains on the coast. Orogenic uplift is usually associated with earthquakes and mountain building. But then, every 500+ years, there is a large earthquake in the Cascadia Subduction Zone and all that built-up tension is released. The release of this tension results in what is called subsidence. And with subsidence the once elevated coastline drops down several meters to below sea level. Here, sea level has not changed, but the coastline has been deformed, making it susceptible to tides. Areas of the coastline can be inundated with sea water, creating marshes and leaving behind ghost forests. The Cascadia event was documented by geologist Brian Atwater in his book, The Orphan Tsunami. Gathering evidence from both the trees and the ground, he determined that the earthquake and tsunami had occurred sometime between 1680 and 1720, but he could not pinpoint the exact date. Japanese scientists, who had extensive records of tsunamis dating back to 684 AD, read the report, and told Atwater that they knew the date and even the precise time: January 26, 1700 at 9:00 p.m. Several hours after the earthquake, tsunami waves had crossed the ocean and wiped out a fishing village. The Japanese were baffled because there was no earthquake anywhere near Japan to account for the tsunami. The ghost forest in Washington thus provided the evidence for its origin. Tsunamis In addition to subsidence, large earthquakes can also cause tsunamis. It is possible to determine that ghost forests in the Pacific Northwest were created by earthquakes and subsidence by looking at the stratigraphic record. Digging down into the earth, adjacent to a ghost forest, different layers of sediment can reveal the stratigraphy in a ghost forest. Layers of material filled with organic material can indicate where the old forest floor was located prior to subsidence. On top of the layer, there will often be a large sandy deposit. This layer represents the tsunami event, where the coast was flooded with sea water that is filled with sandy sediment. Superimposed on top of the tsunami deposit will be a muddy deposit, representative of an area subjected to ocean tides. Global warming The mountain pine beetle, Dendroctonus ponderosae Hopkins, is a significant ecological force at the landscape level. The majority of the life cycle is spent as larvae feeding in the phloem tissue (inner bark) of host pine trees. This feeding activity eventually girdles and kills successfully attacked trees. Mismanaged forests has resulted in increased mountain pine beetle activity. These direct and indirect effects potentially have devastating consequences for whitebark and other high-elevation pines. Examples Odiorne Point in Rye, New Hampshire, USA, where a transatlantic cable was laid in 1874, and at extreme low tides on nearby Jenness Beach. Neskowin Ghost Forest See also Neskowin Ghost Forest References Forestry
The 2019 League of Legends World Championship was an esports tournament for the multiplayer online battle arena video game League of Legends. It was the ninth iteration of the League of Legends World Championship, an annual international tournament organized by the game's developer, Riot Games. It was held from October 2, 2019, to November 10, 2019, in Berlin, Madrid and Paris. Twenty four teams from 13 regions qualified for the tournament based on their placement in regional circuits such as those in China, Europe, North America, South Korea and Taiwan/Hong Kong/Macau with twelve of those teams having to reach the main event via a play-in stage. "Phoenix" was the tournament's theme song, put together by Chrissy Costanza and Cailin Russo, while Blanke, Carpenter Brut, and 1788-L produced their own remix versions of "Phoenix". A virtual rap group named "True Damage" was unveiled by Riot Games during the ceremony, with Soyeon from (G)I-dle, Duckwrth, Thutmose, Keke Palmer and Becky G representing the group as its human counterpart and in the live performance of their debut song, "Giants", in the finals. Qualified teams Based on the results of the Mid-Season Invitational and the World Championship in the year prior, with the 2018 MSI victory of Royal Never Give Up and 2018 Worlds victory of Invictus Gaming, the third seed team from China (LPL) will start in the group stage, replacing the third seed team from South Korea (LCK) that will now instead begin in the play-in stage. Due to the merger of Latin America North's and Latin America South's professional leagues into a single league (LLA) and the results of the 2019 Mid-Season Invitational, Vietnam (VCS) will have a direct spot in the group stage for the summer champions and an additional spot in the play-in stage for the summer runner-up, the same format used in 2017 Worlds. The summer champions of Taiwan/Hong Kong/Macau (LMS) have also been dropped to pool #2. Venues Berlin, Madrid, Paris were the three cities chosen to host the competition. Play-in stage Venue: LEC Studio, Berlin, Germany. Round 1 Date and time: October 2–5, began at 13:00 CEST (UTC+02:00) in the first leg and 12:00 in the second. Twelve teams are drawn into four groups, with three teams in each group. Double round robin, all matches are best-of-one. If teams have same win–loss record and head to head, they will play a tie-breaker match for first or second-place. The top two teams of each group advance to the second round. The third-place team is eliminated. Group A Tiebreaker placement was based on the combined game times of teams' victories. The two teams with the longest total game times, Mammoth (78:45) and the Unicorns of Love (76:57), played in the first tiebreaker match for a spot in the second round of the play-in stage. Clutch Gaming had the shortest total game time (63:37) and went directly to the second tiebreaker match, which determined the first place team in Group A. Group B Group C Group D Round 2 Eight teams are drawn randomly into a single-elimination match, with first-place teams of each group facing second-place teams of another group. All matches are best-of-five. The first-place team chooses the side for all odd-numbered games, while the second-place team chooses the side of even-numbered games. The winner advances to the main event group stage as pool #3. Match 1 Date and time: October 7, 13:00 CEST (UTC+02:00) Match 2 Date and time: October 7, 18:00 CEST (UTC+02:00) Match 3 Date and time: October 8, 13:00 CEST (UTC+02:00) Match 4 Date and time: October 8, 18:00 CEST (UTC+02:00) Group stage Venue: Verti Music Hall, Berlin, Germany Date: October 12–20. Sixteen teams are drawn into four groups with four teams in each group. Teams of the same region cannot be placed in the same group. Double round robin, all matches are best-of-one. If teams have the same win–loss record and head-to-head record, a tiebreaker match is played for first or second place. The top two teams of each group advance to the knockout stage. The bottom two teams are eliminated. Group A Group B Group C Group D Knockout stage Eight teams are drawn into a single elimination bracket. All matches are best-of-five. The first-place team of each group is drawn against the second-place team of a different group. The first-place team chooses the side for all odd-numbered games, while the second-place team chooses the side of even-numbered games. Teams from same group will be on opposite sides of the bracket, meaning they cannot play each other until the Finals. Quarter-finals Venue: Palacio Vistalegre, Madrid, Spain The winner(s) will advance to the semi-finals. Match 1 Date: October 26. Match 2 Date: October 26 Match 3 Date: October 27. Match 4 Date: October 27. Semi-finals Venue: Palacio Vistalegre, Madrid, Spain The winner(s) will advance to the Finals. Match 1 Date: November 2. Match 2 Date: November 3. The most viewed live match in esports history, peaking at 3,985,787 viewers globally (excluding China). Finals Venue: AccorHotels Arena, Paris, France Date: November 10 12:00 UTC (Game 1 at 13:00 UTC) The members of the winning team will lift the Summoner's Cup, earning their title as the League of Legends 2019 World Champions. Ranking Team ranking () Not include tie-break games. Regional ranking The win-ratio is determined by number of won games compared the number of games played. Bracket stage wins are prioritized. () Does not include tiebreaker games. Notes References League of Legends World Championship 2019 multiplayer online battle arena tournaments The Game Awards winners
The was an earthquake that occurred in Iwate Prefecture, Japan on July 23, 2008. The earthquake's moment magnitude was 6.8 and it occurred at a depth of 115 km. Since this earthquake was an intermediate-focus earthquake, the shaking of the earthquake was observed over a wide range. It had a maximum JMA intensity of Shindo 6− (Aomori and Iwate). Earthquake The earthquake ruptured a fault within the subducting Pacific Plate beneath northern Iwate at a calculated depth of . Earthquakes within the subducting slabs are intraslab events; other intraslab earthquakes including those occurring in 1987, 1993, 2001 and 2003 have been damaging. Although occurring deeper in Earth's interior, these events can produce large ground motions. In the case of this earthquake, the recorded peak ground acceleration exceeded 1,000 cm/sec2, corresponding to IX (Violent) on the Mercalli intensity scale. A seismic inversion study suggest the earthquake ruptured two fault segments; the northern segment measuring × , and the southern segment measuring × . A maximum slip of was estimated. Casualties The earthquake left one person dead; an elderly woman in Iwaki who suffered severe wounds after falling from her bed due to the shaking. At least 211 others were also injured. See also List of earthquakes in 2008 List of earthquakes in Japan 2008 Iwate-Miyagi Nairiku earthquake - similarly sized but unrelated earthquake that affected the same area the month prior. References External links M6.8 - eastern Honshu, Japan - USGS 岩手県沿岸北部を震源とする地震について - 内閣府 2008 earthquakes July 2008 events in Japan Earthquakes of the Heisei period 2008 disasters in Japan
Horswell is a surname. Notable people with the surname include: John Horswell, English polo player and coach Micky Horswell (born 1953), English footballer See also Horsewell
Charles Richard Hillis (1913–2005) was an American Protestant Christian missionary to China, author, and founder of "Formosa Crusades", later "Orient Crusades" and "Overseas Crusades", now "OC International". Early life Hillis was born an American citizen in Victoria, British Columbia, Canada, before the family moved to Monroe, Washington. Hillis was an adventurer. At the age of thirteen in 1926, Dick attended evangelistic meetings at the little Methodist church in town, where his mother served as chairman of the church’s missionary committee. It was during these meetings where Dr. George Bennard, (the author of the gospel hymn The Old Rugged Cross) was the guest speaker, that young Dick Hillis was called to go to China as a missionary. He trained for ministry at the Bible Institute of Los Angeles (BIOLA) and graduated in 1932. Missionary career At the age of 20, Dick Hillis was on his way to China with the China Inland Mission (CIM) (now OMF International), founded by Hudson Taylor. Hillis was the youngest American missionary candidate ever accepted by the CIM. On December 8, 1934, Hillis' CIM colleagues, John and Betty Stam, were beheaded in Tsingteh. CIM mission headquarters in Shanghai sent word of the Stam’s execution to Hillis, who was just completing his first year in China. Hillis reportedly said, "Will I, too, be captured and murdered? Am I going to die here, too, Lord, alone and thousands of miles from home?" Hillis and his family spent most of World War II in the United States, but returned to China after the war, only to face further conflict between the Chinese Communists and the Chinese Nationalist Party. In 1950 Hillis and his family were expelled from China, and returned to the United States. Soon after Hillis took a position as the Taiwan director of Youth for Christ, and it was at this time that he formed a traveling evangelistic basketball team, which he renamed Venture for Victory and which led Hillis to form his own mission organization. In 1951, Hillis left Youth for Christ and founded "Formosa Crusades" as he initially responded to Madam Chiang Kai-Shek's request for men to preach to Chinese Nationalist Army soldiers in Taiwan and then to requests of Taiwanese churches that the visiting teams remain to help in training lay people and church personnel. He became General Director (1951-1970); retired for health reasons and in order to provide full-time spiritual leadership of the mission (1970); briefly assumed the newly created position of President (1976) and upon the appointment of Luis Palau as President was named Vice-President-At-Large to actively assist the mission and participate in missions conferences and seminars. On New Year's Eve, 1985, Dr. Dick Hillis received the Far East Broadcasting Company's Founder's Award at the "Rejoice '86" celebration. Today the global outreaches of OC International continue. Personal life In 1936, Hillis married Margaret Humphrey, a fellow missionary with China Inland Mission. They had six children together. Margaret Hillis died in 1981, and Hillis married Ruth Kopperud in 1982. He died on December 14, 2005. Quotes "Every heart with Christ, a missionary; every heart without Christ, a mission field." "God didn't take me to China for what I could do for China, but for what China could do for me." Bibliography Steel In His Soul, by Jan Winebrenner, 1996, WinePress Publishing. Developing a Heart for Mission: Five Missionary Heroes, by Roy Robertson, 2002, NavMedia. Works Authored numerous books on missions, particularly based on his own experiences in Asia, as well as on the role of the Holy Spirit in the Christian's life. Shall We Forfeit Formosa?, (Zondervan) 1954 Do We Recognize Red China?, (Zondervan) 1956 Are the Heathen Really Lost, (Moody Press) 1961 Unlock the Heavens, (Service Press) 1963 China Assignment, (Overseas Crusades)1965 Strange Gods, (Moody Press) 1966 Born to Climb, (Word Books) 1967 Inhale the Incense, (Fabrizio Publications) 1970 Sayings of Mao, Sayings of Jesus, editor, (Regal Books) 1972 Not Made for Quitting, (Dimension Books) 1973 The Spirit Speaks: Are You Listening?, (Regal Books) 1980 Listen to the Spirit, with Don Hillis, (Baker Books) 1984 What If They Haven't Heard?, (Moody Press) 1986 I Was Never Called, (Overseas Crusades) References External links The Dick Hillis Story OC International Dick Hillis Memorial page & documents 1913 births 2005 deaths American Protestant missionaries Biola University alumni Protestant missionaries in China Protestant writers American evangelicals American expatriates in China
Kell may refer to: People Kell (given name), including a list of people and fictional characters with the name Kell (surname), including a list of people and fictional characters with the name Kell (footballer) (José Clebson Augustinho, born 1980), a Brazilian footballer Places Kell (volcano), Kamchatka Peninsula, Russia Kell, Illinois, U.S. Kell am See, Trier-Saarburg district, Rhineland-Palatinate, Germany Other uses Kell antigen system, a group of antigens on the human red blood cell surface Kell dragon, a fictional creature in the Star Wars universe Kell factor, a parameter used to limit the bandwidth of a sampled image signal Book of Kells, an 8th-century compilation of the 4 gospels of the bible An oast house kiln Tribal leaders of the Fallen in the video game Destiny See also Kel (disambiguation) Kells (disambiguation) Kelly (disambiguation) Kehl, a town in Germany Kehl (surname)
I've Seen All I Need to See is the eighth full-length studio album by the American experimental metal band the Body. The album was released on January 29, 2021, through Thrill Jockey. Background and release On October 13, 2020, the Body announced the release of the album, I've Seen All I Need to See. The opening track, "A Lament" was served simultaneously as the album's lead single. It marks the duo's first non-collaborative studio album since I Have Fought Against It, but I Can't Any Longer. (2018). Recorded in 2019, the album was engineered by the duo's frequent collaborator, Seth Manchester, and mastered by Matt Colton. It features contributions from Chrissy Wolpert and vocalist Ben Eberle. Composition I’ve Seen All I Need to See relies on a more stripped-down production that departs from the orchestral arrangements, operatic vocals, and contemporary pop and chopped-and-screwed hip-hop production of their past releases. The production employs drums, vocals, and violently overdriven guitars, deriving its sound from death industrial and power electronics. Described by the band "as an exploration of the extremes and micro-tonality of distortion" the album lyrically addresses themes of death and despondence. The record opens with a reading of Scottish poet Douglas Dunn's "The Kaleidoscope", that was written by him after the early death of his wife, Lesley Dunn, in 1981. Critical reception At Metacritic, which assigns a weighted average rating out of 100 to reviews from mainstream publications, this release received an average score of 80 based on 7 reviews, indicating "generally favourable reviews". Pitchforks Grayson Haver Currin said that the album embraces the "bluntly fatalistic" sound of the duo by being "mercilessly distilled and efficient, reminding us there's no time to waste." Similarly, Sam Shepherd of musicOMH called it "a brutal album", writing that "somehow, there's an odd clarity to be found amongst all the noise, distortion and decay." Paul Simpson of AllMusic lauded the duo's "piercing vocals" and regarded the album as "undeniably some of their most direct and punishing work." Exclaim! writer Max Heilman praised the stripped-down concept and impenetrable execution of the album and summarized it as "the purest summation of the Body's artistry." Track listing Personnel Credits are adapted from AllMusic. The Body Lee Buford – drums, vocals Chip King – guitar, vocals Additional musicians Max Goldman – vocals Ben Eberle – vocals Seth Manchester – drums, programming, keyboard Chrissy Wolpert – piano, vocals Production Seth Manchester – engineering, production Matt Colton – mastering Alexander Barton – art design, layout References 2021 albums The Body (band) albums Thrill Jockey albums Albums produced by Seth Manchester
Link Valley is a community in southwestern Houston, Texas that consists of many apartment complexes. In the late 1980s it was nicknamed "Death Valley" due to high levels of drug-related and violent crime. Since a 1989 raid Link Valley has not had significant criminal activity. History The apartments were developed in the 1960s, when the area was considered to be suburban. Originally athletes, medical students, airline employees, local people, and young professionals lived there. At the time the 610 Loop had been newly constructed. At one time 5,000 people lived in the apartments. Robert Cullick, a member of the Houston Chronicle Austin bureau, said that as the apartments were built, residents of nearby residential subdivisions shunned them because the apartment residents were transient and of a lower socioeconomic status. The residential neighborhoods were deed restricted, preventing rental units from being built within. This caused apartments to be concentrated in the same areas. The apartments did not have recreational facilities. Cullick believed that the isolation caused Link Valley to become a crime-ridden area in the 1980s. In the 1970s through the mid-1980s Link Valley remained middle class. As Greater Houston developed, newer and more luxurious apartment complexes further away from the city core opened. Gradually the Link Valley apartments lost favor. The large number of apartments in Greater Houston caused prices of renting apartments in Link Valley to decrease. As a result of the 1980s oil glut, Houston's real estate market declined. The landlords were forced to further reduce rents, but there were insufficient tenants to keep the apartments profitable. In Link Valley many of the apartments were bankrupt and foreclosed. Jeff Kunerth of the Orlando Sentinel said that a "general abandonment" occurred. The apartments became known for drug dealing and vagrancy. After an elderly woman in a nearby community was murdered by residents of the area, homeowners put pressure on the city to clean up the community. A 1989 raid removed many drug dealers, vandals, vagrants, and drug addicts from the Link Valley community. In 1991 the City of Houston financed the demolition of several derelict structures in Link Valley. In 1993 a developer offered to buy of vacant land south of the apartments, near West Bellfort Road, and also to buy out some of the old apartments, so residential and commercial projects could be built. The developers hoped to obtain around of land. By 2004 several streets near Link Valley had townhouses each worth around $200,000. Cityscape Link Valley is in southwestern Houston, located off of Stella Link Road, and south of and along the 610 Loop. It consists of apartments centered on Link Valley Drive. The development is west of the Reliant Astrodome and is about a 10-minute driving distance to Downtown Houston. Link Valley is also in proximity to the Texas Medical Center and Hobby Airport. The Link Valley area is the size of Eola Park in Downtown Orlando, Florida. The community has six city blocks. Link Valley was adjacent to a community of brick houses. That community was originally Jewish, but in 1989 it was a racially mixed community. The apartments were clustered together, and had over 3,000 units. The apartments had brick façades, colonial style pillars, hardwood floors, and balconies made of wrought iron. Apartment dining rooms had chandeliers. Names of complexes included Alsace, Chez Charme, Provence, Royale, and Starlight Arms. In the late 1980s, when Link Valley became a center for drug dealing, many of the apartments had no appliances, plumbing, and wiring. Trash was a common feature in Link Valley. Gregory Curtis of Texas Monthly said that, after the police raid in 1989, the names of the apartments sounded like "cynical jokes". Curtis added that, in 1989, the apartments had "disintegrated to the point where restoration seems impossible and their demolition would be a blessing." Government and infrastructure The community has been served by the Houston Police Department Southwest (Beechnut) Patrol Division. The Houston City Council District K serves Link Valley. During the 2000s and prior to 2011 it was a part of city council district C. In the 1980s and 1990s it was in District D. Crime In the late 1980s the community was known for having an abundance of drug-related criminal activity. Houstonians (Houston citizens) nicknamed it "Death Valley" because many drug-related homicides occurred there. In a period over 10 years ending in 1989, many drug dealers and prostitutes operated in the area. Kim Cobb of the Houston Chronicle said that Link Valley's apartments, which were mostly vacant, appeared "like a war zone, buildings with broken windows, high weeds, boarded up buildings and an assortment of prostitutes and junkies." Gregory Curtis of the Texas Monthly said that Link Valley was "the closest we come in Texas to the total, bombed out devastation one sees in Newark or the South Bronx." Malcolm K. Sparrow, an author of Beyond 911: A New Era For Policing, said that Link Valley had "more in common with Beirut and Medellín than with the calm, landscaped residential neighborhoods that surround it." Police believed that some apartments were used as crack houses. Cocaine traffickers drove away landlords who tried to board windows or make other improvements to the complexes. One drug establishment used flashlights to manage traffic of people intending to buy drugs. The Police arrested hundreds of people at Link Valley on a yearly basis. Due to overcrowding in Houston jails, many of those caught served shorter sentences than they otherwise would, and many drug dealers arrested by police were replaced by other dealers. Sergeant J. W. Collins of the Houston Police Department Southwest Patrol Division said that the factor that aggravated the trade was the fact that Link Valley was in close proximity to the 610 Loop. Many drug customers from across Houston traveled to Link Valley to buy drugs. They used the 610 Loop to quickly enter and exit the Link Valley area. A customer would take the Stella Link exit off of 610, then drive down Link Valley Drive and receive his or her drugs. After the drug purchase, the customer would travel to the 610 Loop feeder roads via a side street, and quickly leave Link Valley. Collins said that many of the drug customers were White Americans who were casual drug users, and he recalled that powdered cocaine, rather than crack cocaine, was the main drug purchased at the complex. Collins added that, while many White casual drug consumers would feel nervous entering a black neighborhood, where they would more easily stand out and attract attention of law enforcement and violent criminals, in Link Valley they could easily enter and leave the community, so they felt more confident in buying drugs there. Link Valley was so popular that it frequently drew faraway visitors; some patrol officers said that vehicles with Louisiana license plates frequently appeared at Link Valley. History of criminal activity Collins said that the drug trade appeared in early 1986, spreading from one complex to another within a space of several month. Collins said that, by 1987, his station's officers had visited the complexes on a daily basis. In 1988 the police forces made 200 drug-related arrests in Link Valley. Jeff Kunerth of the Orlando Sentinel said "[w]ith the crime had come a Wild West lawlessness. The utility company stopped replacing street lights because the bulbs were constantly being shot out. Police responding to reports of gunshots, drug deals and dead bodies entered Death Valley with guns drawn." From January 1, 1988 until mid-December 1988, the Houston Police Department received 825 emergency calls, made hundreds of narcotic-related arrests. During the same period, six murders occurred in the complex. On September 19, 1988, a group of robbers murdered 66-year-old Gloria Pastor in her Braeswood Place house. Police traced the first suspect to an apartment in Link Valley. The suspect, a 15-year-old boy, attempted to sell off some of Pastor's items so he could get money to buy crack cocaine. Police arrested him in Pastor's van. The Pastor murder lead to members of the Braeswood Place community and other nearby communities into putting pressure on the city government, asking for a cleanup of the Link Valley area. Members of civic clubs traced the owners of the apartments and demanded that they begin expelling the drug trade, or else they would face lawsuits. Residents of some neighborhoods north of the South Loop discussed proposals to raise money to buy and tear down apartment complexes. Raid on Link Valley Sergeant J. W. Collins decided that denying the drug dealers usage of abandoned buildings, which were violating city codes and were not safe for human occupancy, would cause the criminal element to leave, so he proposed having them demolished. Originally the City of Houston municipal government agencies did not support his proposal. After the Pastor murder occurred, pressure was placed on the municipal government. The Stella Link Redevelopment Association, a group intending to improve communities across Stella Link Road, had formed. The head of the newly established group, formed by the heads of local civil associations, asked the police officers for help. The police and the neighborhood groups decided to form a partnership. The police department decided that it needed to scare away the customers and to remove the physical deterioration that housed the drug dealers. The Braeswood Place, Knollwood Village, Linkwood, Townhouse Manor, Westridge, Westwood, Willow Meadows, Woodshire and Woodside civic clubs all promoted the crackdown. Rodney Ellis of City Council District D, which represented Link Valley; and Vince Ryan of City Council District C, which represented the subdivisions supporting the crackdown, partnered with the subdivisions. In January 1989 the police announced that they would be conducting a major sweep of the Link Valley complex. The police did not intend to arrest people, but instead they intended to clear Link Valley of criminal elements so the community could be restored. On January 27, 1989, police officers enacted a thirty-day plan to clean the neighborhood. On the 27th police placed checkpoints and roadblocks, cordoning off Link Valley. One hundred police officers entered the complex to find that, due to the publicity of the upcoming raid, the drug dealers and other criminals had already fled with their weapons and drugs. The raid announcement had evicted drug addicts, drug dealers, vagrants, and vandals. Police discovered cellophane packages that were used to hold crack cocaine. On January 28 of that year, 400 volunteers from surrounding subdivisions picked up trash and cut down weeds that had grown waist-high. The trash included glass tubes, used syringes, and other drug paraphernalia. A trained crew wearing rubber clovers used eighteen dumpsters and two front loaders to clear the debris. The citizens cleared of trash, enough to fill ten semi-trailer sized garbage dumpsters. The police cordon, then staffed with fewer officers, remained for the duration of the plan. The cordon ended on March 1, 1989. The police department had spent $90,000 ($ when adjusted for inflation), most of it being overtime pay, on the crackdown on Link Valley. Aftermath of raid and end of widespread crime The largest distribution point of cocaine in the Houston area had been eliminated. Police calls in Link Valley had decreased by 44%. In all of the surrounding neighborhoods, calls for "Part I" crimes, such as arson, assault, automobile theft, burglary, larceny, and murder had decreased. In some communities reports decreased by 12%. Collins believed that, with Link Valley gone, the former customers did not end their drug purchases and instead began buying bulk packages of powdered cocaine from lower profile dealers or began using crack cocaine instead. In January–May 1988 police had recorded 349 calls to the Link Valley area, while in January–May 1989 they recorded 194 calls, a decrease by 44%. Collins, the head of the Beechnut Police Station's Tactical Response Team, stated that according to an HPD study of the crime statistics comparing those of January to May 1989 to January to May 1988, after the Link Valley complexes closed, Class 1 and Class 2 crime decreased in Westridge. In Linkwood Class 1 crime did not change, and Class 2 crime declined by 23%. In Westwood, Class 1 crime decreased by 3 percent and Class 2 crime decreased by 23%. According to the report, there were decreases of both Class 1 crime and Class 2 crime in neighborhoods surrounding Link Valley. Class 2 crime increased in Woodshire while Class 1 crime decreased; the Woodshire statistic included statistics from Link Valley itself; Collins stated that his sole explanation on why Class 2 crime figures increased was because they occurred as police officers conducted surveillance at Link Valley. In the six-month period in the Woodshire area, Class 1 crimes decreased by 11% and Class 2 crimes increased by 34%. In 1991 Dean E. Murphy of the Los Angeles Times said that "much of the area is still run down, but residents and police remain upbeat; they believe their partnership is working." During that year Don Graff, the co-chairperson of the association, said that rampant drug crime had not occurred in the community since the cleanup. By 2004 the nickname "Death Valley" was no longer used. Infrastructure Harris Health System (formerly Harris County Hospital District) designated Martin Luther King Health Center in southeast Houston for ZIP code 77025. The nearest public hospital is Ben Taub General Hospital in the Texas Medical Center. Education Residents are zoned to the Houston Independent School District. Link Valley is zoned to Shearn Elementary School, Pershing Middle School, and Madison High School. Any student zoned to Pershing may apply to Pin Oak Middle School's (of the city of Bellaire) regular program. The community houses the Emery/Weiner School, a Jewish secondary school. The school had replaced several apartments known for criminal activity. See also Forum Park, Houston Gulfton, Houston References Notes Further reading Rodriguez, Lori. "`Death Valley' move elicits relief, sadness." Houston Chronicle. Wednesday, January 25, 1989. p. A18. Available from NewsBank, Record Number: 0125599165. Available from the Houston Public Library website with a library card. Neighborhoods in Houston
The Wreck of the Dunbar or The Yeoman's Wedding is a 1912 Australian silent film directed by Gaston Mervale starring Louise Lovely. The plot concerns the shipwreck of the Dunbar, one of Australia's worst maritime disasters. It is considered a lost film. Plot A contemporary advertisement claimed the film featured the following scenes: the Old English home; the Love Intense; the terrific struggle, man to man; two thrilling Australian Scenes; the terrible gap; the doomed ship; the wreck of the Dunbar in all its awful realism; the rescue of the sole survivor; the daring feat performed on the actual spot. Production The script, written by P.W. Marony, was based on a popular play which had been performed since the 1880s. The film was the sole feature produced by Universal Films Ltd, a company formed in Sydney in May 1912 (which had no connection to the Hollywood Studio of the same name). It took over the assets of American Australasian Film Service and Australian Life Biograph with the intention of producing and importing movies. Reception The film appears to have been successful, running for three weeks in Sydney. A few years after the film was released the sole survivor of the Dunbar died. References External links 1912 films Australian drama films Australian black-and-white films Australian silent feature films Seafaring films based on actual events Lost Australian films 1912 drama films 1912 lost films Lost drama films Films directed by Gaston Mervale Silent drama films Silent adventure films 1910s English-language films
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In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning. Michael Porter identifies three principles underlying strategy: creating a "unique and valuable [market] position" making trade-offs by choosing "what not to do" creating "fit" by aligning company activities with one another to support the chosen strategy Corporate strategy involves answering a key question from a portfolio perspective: "What business should we be in?" Business strategy involves answering the question: "How shall we compete in this business?" Management theory and practice often make a distinction between strategic management and operational management, with operational management concerned primarily with improving efficiency and controlling costs within the boundaries set by the organization's strategy. Application Strategy is defined as "the determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals." Strategies are established to set direction, focus effort, define or clarify the organization, and provide consistency or guidance in response to the environment. Strategic management involves the related concepts of strategic planning and strategic thinking. Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens around the strategic thinking or strategy making activity. Strategic management is often described as involving two major processes: formulation and implementation of strategy. While described sequentially below, in practice the two processes are iterative and each provides input for the other. Formulation Formulation of strategy involves analyzing the environment in which the organization operates, then making a series of strategic decisions about how the organization will compete. Formulation ends with a series of goals or objectives and measures for the organization to pursue. Environmental analysis includes the: Remote external environment, including the political, economic, social, technological, legal and environmental landscape (PESTLE); Industry environment, such as the competitive behavior of rival organizations, the bargaining power of buyers/customers and suppliers, threats from new entrants to the industry, and the ability of buyers to substitute products (Porter's 5 forces); and Internal environment, regarding the strengths and weaknesses of the organization's resources (i.e., its people, processes and IT systems). Strategic decisions are based on insight from the environmental assessment and are responses to strategic questions about how the organization will compete, such as: What is the organization's business? Who is the target customer for the organization's products and services? Where are the customers and how do they buy? What is considered "value" to the customer? Which businesses, products and services should be included or excluded from the portfolio of offerings? What is the geographic scope of the business? What differentiates the company from its competitors in the eyes of customers and other stakeholders? Which skills and capabilities should be developed within the firm? What are the important opportunities and risks for the organization? How can the firm grow, through both its base business and new business? How can the firm generate more value for investors? The answers to these and many other strategic questions result in the organization's strategy and a series of specific short-term and long-term goals or objectives and related measures. Implementation The second major process of strategic management is implementation, which involves decisions regarding how the organization's resources (i.e., people, process and IT systems) will be aligned and mobilized towards the objectives. Implementation results in how the organization's resources are structured (such as by product or service or geography), leadership arrangements, communication, incentives, and monitoring mechanisms to track progress towards objectives, among others. Running the day-to-day operations of the business is often referred to as "operations management" or specific terms for key departments or functions, such as "logistics management" or "marketing management," which take over once strategic management decisions are implemented. Definitions In 1988, Henry Mintzberg described the many different definitions and perspectives on strategy reflected in both academic research and in practice. He examined the strategic process and concluded it was much more fluid and unpredictable than people had thought. Because of this, he could not point to one process that could be called strategic planning. Instead Mintzberg concludes that there are five types of strategies: Strategy as plan – a directed course of action to achieve an intended set of goals; similar to the strategic planning concept; Strategy as pattern – a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended. Where the realized pattern was different from the intent, he referred to the strategy as emergent; Strategy as position – locating brands, products, or companies within the market, based on the conceptual framework of consumers or other stakeholders; a strategy determined primarily by factors outside the firm; Strategy as ploy – a specific maneuver intended to outwit a competitor; and Strategy as perspective – executing strategy based on a "theory of the business" or natural extension of the mindset or ideological perspective of the organization. In 1998, Mintzberg developed these five types of management strategy into 10 "schools of thought" and grouped them into three categories. The first group is normative. It consists of the schools of informal design and conception, the formal planning, and analytical positioning. The second group, consisting of six schools, is more concerned with how strategic management is actually done, rather than prescribing optimal plans or positions. The six schools are entrepreneurial, visionary, cognitive, learning/adaptive/emergent, negotiation, corporate culture and business environment. The third and final group consists of one school, the configuration or transformation school, a hybrid of the other schools organized into stages, organizational life cycles, or "episodes". Michael Porter defined strategy in 1980 as the "...broad formula for how a business is going to compete, what its goals should be, and what policies will be needed to carry out those goals" and the "...combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there." He continued that: "The essence of formulating competitive strategy is relating a company to its environment." Some complexity theorists define strategy as the unfolding of the internal and external aspects of the organization that results in actions in a socio-economic context. Michael D. Watkins claimed in 2007 that if mission/goals answer the 'what' question, or if vision answers the 'why' questions, then strategy provides answers to the 'how' question of business management. Historical development Origins The strategic management discipline originated in the 1950s and 1960s. Among the numerous early contributors, the most influential were Peter Drucker, Philip Selznick, Alfred Chandler, Igor Ansoff, and Bruce Henderson. The discipline draws from earlier thinking and texts on 'strategy' dating back thousands of years. Prior to 1960, the term "strategy" was primarily used regarding war and politics, not business. Many companies built strategic planning functions to develop and execute the formulation and implementation processes during the 1960s. Peter Drucker was a prolific management theorist and author of dozens of management books, with a career spanning five decades. He addressed fundamental strategic questions in a 1954 book The Practice of Management writing: "... the first responsibility of top management is to ask the question 'what is our business?' and to make sure it is carefully studied and correctly answered." He wrote that the answer was determined by the customer. He recommended eight areas where objectives should be set, such as market standing, innovation, productivity, physical and financial resources, worker performance and attitude, profitability, manager performance and development, and public responsibility. In 1957, Philip Selznick initially used the term "distinctive competence" in referring to how the Navy was attempting to differentiate itself from the other services. He also formalized the idea of matching the organization's internal factors with external environmental circumstances. This core idea was developed further by Kenneth R. Andrews in 1963 into what we now call SWOT analysis, in which the strengths and weaknesses of the firm are assessed in light of the opportunities and threats in the business environment. Alfred Chandler recognized the importance of coordinating management activity under an all-encompassing strategy. Interactions between functions were typically handled by managers who relayed information back and forth between departments. Chandler stressed the importance of taking a long-term perspective when looking to the future. In his 1962 ground breaking work Strategy and Structure, Chandler showed that a long-term coordinated strategy was necessary to give a company structure, direction and focus. He says it concisely, "structure follows strategy." Chandler wrote that: "Strategy is the determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals." Igor Ansoff built on Chandler's work by adding concepts and inventing a vocabulary. He developed a grid that compared strategies for market penetration, product development, market development and horizontal and vertical integration and diversification. He felt that management could use the grid to systematically prepare for the future. In his 1965 classic Corporate Strategy, he developed gap analysis to clarify the gap between the current reality and the goals and to develop what he called "gap reducing actions". Ansoff wrote that strategic management had three parts: strategic planning; the skill of a firm in converting its plans into reality; and the skill of a firm in managing its own internal resistance to change. Bruce Henderson, founder of the Boston Consulting Group, wrote about the concept of the experience curve in 1968, following initial work begun in 1965. The experience curve refers to a hypothesis that unit production costs decline by 20–30% every time cumulative production doubles. This supported the argument for achieving higher market share and economies of scale. Porter wrote in 1980 that companies have to make choices about their scope and the type of competitive advantage they seek to achieve, whether lower cost or differentiation. The idea of strategy targeting particular industries and customers (i.e., competitive positions) with a differentiated offering was a departure from the experience-curve influenced strategy paradigm, which was focused on larger scale and lower cost. Porter revised the strategy paradigm again in 1985, writing that superior performance of the processes and activities performed by organizations as part of their value chain is the foundation of competitive advantage, thereby outlining a process view of strategy. Change in focus from production to marketing The direction of strategic research also paralleled a major paradigm shift in how companies competed, specifically a shift from the production focus to market focus. The prevailing concept in strategy up to the 1950s was to create a product of high technical quality. If you created a product that worked well and was durable, it was assumed you would have no difficulty profiting. This was called the production orientation. Henry Ford famously said of the Model T car: "Any customer can have a car painted any color that he wants, so long as it is black." Management theorist Peter F Drucker wrote in 1954 that it was the customer who defined what business the organization was in. In 1960 Theodore Levitt argued that instead of producing products then trying to sell them to the customer, businesses should start with the customer, find out what they wanted, and then produce it for them. The fallacy of the production orientation was also referred to as marketing myopia in an article of the same name by Levitt. Over time, the customer became the driving force behind all strategic business decisions. This marketing concept, in the decades since its introduction, has been reformulated and repackaged under names including market orientation, customer orientation, customer intimacy, customer focus, customer-driven and market focus. Nature of strategy In 1985, Ellen Earle-Chaffee summarized what she thought were the main elements of strategic management theory where consensus generally existed as of the 1970s, writing that strategic management: Involves adapting the organization to its business environment; Is fluid and complex. Change creates novel combinations of circumstances requiring unstructured non-repetitive responses; Affects the entire organization by providing direction; Involves both strategy formulation processes and also implementation of the content of the strategy; May be planned (intended) and unplanned (emergent); Is done at several levels: overall corporate strategy, and individual business strategies; and Involves both conceptual and analytical thought processes. Chaffee further wrote that research up to that point covered three models of strategy, which were not mutually exclusive: Linear strategy: A planned determination of goals, initiatives, and allocation of resources, along the lines of the Chandler definition above. This is most consistent with strategic planning approaches and may have a long planning horizon. The strategist "deals with" the environment but it is not the central concern. Adaptive strategy: In this model, the organization's goals and activities are primarily concerned with adaptation to the environment, analogous to a biological organism. The need for continuous adaption reduces or eliminates the planning window. There is more focus on means (resource mobilization to address the environment) rather than ends (goals). Strategy is less centralized than in the linear model. Interpretive strategy: A more recent and less developed model than the linear and adaptive models, interpretive strategy is concerned with "orienting metaphors constructed for the purpose of conceptualizing and guiding individual attitudes or organizational participants." The aim of interpretive strategy is legitimacy or credibility in the mind of stakeholders. It places emphasis on symbols and language to influence the minds of customers, rather than the physical product of the organization. Concepts and frameworks The progress of strategy since 1960 can be charted by a variety of frameworks and concepts introduced by management consultants and academics. These reflect an increased focus on cost, competition and customers. These "3 Cs" were illuminated by much more robust empirical analysis at ever-more granular levels of detail, as industries and organizations were disaggregated into business units, activities, processes, and individuals in a search for sources of competitive advantage. SWOT analysis By the 1960s, the capstone business policy course at the Harvard Business School included the concept of matching the distinctive competence of a company (its internal strengths and weaknesses) with its environment (external opportunities and threats) in the context of its objectives. This framework came to be known by the acronym SWOT and was "a major step forward in bringing explicitly competitive thinking to bear on questions of strategy". Kenneth R. Andrews helped popularize the framework via a 1963 conference and it remains commonly used in practice. Experience curve The experience curve was developed by the Boston Consulting Group in 1966. It reflects a hypothesis that total per unit costs decline systematically by as much as 15–25% every time cumulative production (i.e., "experience") doubles. It has been empirically confirmed by some firms at various points in their history. Costs decline due to a variety of factors, such as the learning curve, substitution of labor for capital (automation), and technological sophistication. Author Walter Kiechel wrote that it reflected several insights, including: A company can always improve its cost structure; Competitors have varying cost positions based on their experience; Firms could achieve lower costs through higher market share, attaining a competitive advantage; and An increased focus on empirical analysis of costs and processes, a concept which author Kiechel refers to as "Greater Taylorism". Kiechel wrote in 2010: "The experience curve was, simply, the most important concept in launching the strategy revolution...with the experience curve, the strategy revolution began to insinuate an acute awareness of competition into the corporate consciousness." Prior to the 1960s, the word competition rarely appeared in the most prominent management literature; U.S. companies then faced considerably less competition and did not focus on performance relative to peers. Further, the experience curve provided a basis for the retail sale of business ideas, helping drive the management consulting industry. Importance-performance matrix Completion of an importance-performance matrix forms "a crucial stage in the formulation of operations strategy", and may be considered a "simple, yet useful, method for simultaneously considering both the importance and performance dimensions when evaluating or defining strategy". Notes on this subject from the Department of Engineering at the University of Cambridge suggest that a binary matrix may be used "but may be found too crude", and nine point scales on both the importance and performance axes are recommended. An importance scale could be labelled from "the main thrust of competitiveness" to "never considered by customers and never likely to do so", and performance can be segmented into "better than", "the same as", and "worse than" the company's competitors. The highest urgency would than be directed to the most important areas where performance is poorer than competitors. The technique is also used in relation to marketing, where the variable "importance" is related to buyers' perception of important attributes of a product: for attributes which might be considered important to buyers, both their perceived importance and their performance are assessed. Corporate strategy and portfolio theory The concept of the corporation as a portfolio of business units, with each plotted graphically based on its market share (a measure of its competitive position relative to its peers) and industry growth rate (a measure of industry attractiveness), was summarized in the growth–share matrix developed by the Boston Consulting Group around 1970. By 1979, one study estimated that 45% of the Fortune 500 companies were using some variation of the matrix in their strategic planning. This framework helped companies decide where to invest their resources (i.e., in their high market share, high growth businesses) and which businesses to divest (i.e., low market share, low growth businesses.) The growth-share matrix was followed by G.E. multi factoral model, developed by General Electric. Companies continued to diversify as conglomerates until the 1980s, when deregulation and a less restrictive antitrust environment led to the view that a portfolio of operating divisions in different industries was worth more as many independent companies, leading to the breakup of many conglomerates. While the popularity of portfolio theory has waxed and waned, the key dimensions considered (industry attractiveness and competitive position) remain central to strategy. In response to the evident problems of "over diversification", C. K. Prahalad and Gary Hamel suggested that companies should build portfolios of businesses around shared technical or operating competencies, and should develop structures and processes to enhance their core competencies. Michael Porter also addressed the issue of the appropriate level of diversification. In 1987, he argued that corporate strategy involves two questions: 1) What business should the corporation be in? and 2) How should the corporate office manage its business units? He mentioned four concepts of corporate strategy each of which suggest a certain type of portfolio and a certain role for the corporate office; the latter three can be used together: Portfolio theory: A strategy based primarily on diversification through acquisition. The corporation shifts resources among the units and monitors the performance of each business unit and its leaders. Each unit generally runs autonomously, with limited interference from the corporate center provided goals are met. Restructuring: The corporate office acquires then actively intervenes in a business where it detects potential, often by replacing management and implementing a new business strategy. Transferring skills: Important managerial skills and organizational capability are essentially spread to multiple businesses. The skills must be necessary to competitive advantage. Sharing activities: Ability of the combined corporation to leverage centralized functions, such as sales, finance, etc. thereby reducing costs. Building on Porter's ideas, Michael Goold, Andrew Campbell and Marcus Alexander developed the concept of "parenting advantage" to be applied at the corporate level, as a parallel to the concept of "competitive advantage" applied at the business level. Parent companies, they argued, should aim to "add more value" to their portfolio of businesses than rivals. If they succeed, they have a parenting advantage. The right level of diversification depends, therefore, on the ability of the parent company to add value in comparison to others. Different parent companies with different skills should expect to have different portfolios. See Corporate Level Strategy 1995 and Strategy for the Corporate Level 2014 Competitive advantage In 1980, Porter defined the two types of competitive advantage an organization can achieve relative to its rivals: lower cost or differentiation. This advantage derives from attribute(s) that allow an organization to outperform its competition, such as superior market position, skills, or resources. In Porter's view, strategic management should be concerned with building and sustaining competitive advantage. Industry structure and profitability Porter developed a framework for analyzing the profitability of industries and how those profits are divided among the participants in 1980. In five forces analysis he identified the forces that shape the industry structure or environment. The framework involves the bargaining power of buyers and suppliers, the threat of new entrants, the availability of substitute products, and the competitive rivalry of firms in the industry. These forces affect the organization's ability to raise its prices as well as the costs of inputs (such as raw materials) for its processes. The five forces framework helps describe how a firm can use these forces to obtain a sustainable competitive advantage, either lower cost or differentiation. Companies can maximize their profitability by competing in industries with favorable structure. Competitors can take steps to grow the overall profitability of the industry, or to take profit away from other parts of the industry structure. Porter modified Chandler's dictum about structure following strategy by introducing a second level of structure: while organizational structure follows strategy, it in turn follows industry structure. Generic competitive strategies Porter wrote in 1980 that strategy target either cost leadership, differentiation, or focus. These are known as Porter's three generic strategies and can be applied to any size or form of business. Porter claimed that a company must only choose one of the three or risk that the business would waste precious resources. Porter's generic strategies detail the interaction between cost minimization strategies, product differentiation strategies, and market focus strategies. Porter described an industry as having multiple segments that can be targeted by a firm. The breadth of its targeting refers to the competitive scope of the business. Porter defined two types of competitive advantage: lower cost or differentiation relative to its rivals. Achieving competitive advantage results from a firm's ability to cope with the five forces better than its rivals. Porter wrote: "[A]chieving competitive advantage requires a firm to make a choice...about the type of competitive advantage it seeks to attain and the scope within which it will attain it." He also wrote: "The two basic types of competitive advantage [differentiation and lower cost] combined with the scope of activities for which a firm seeks to achieve them lead to three generic strategies for achieving above average performance in an industry: cost leadership, differentiation and focus. The focus strategy has two variants, cost focus and differentiation focus." The concept of choice was a different perspective on strategy, as the 1970s paradigm was the pursuit of market share (size and scale) influenced by the experience curve. Companies that pursued the highest market share position to achieve cost advantages fit under Porter's cost leadership generic strategy, but the concept of choice regarding differentiation and focus represented a new perspective. Value chain Porter's 1985 description of the value chain refers to the chain of activities (processes or collections of processes) that an organization performs in order to deliver a valuable product or service for the market. These include functions such as inbound logistics, operations, outbound logistics, marketing and sales, and service, supported by systems and technology infrastructure. By aligning the various activities in its value chain with the organization's strategy in a coherent way, a firm can achieve a competitive advantage. Porter also wrote that strategy is an internally consistent configuration of activities that differentiates a firm from its rivals. A robust competitive position cumulates from many activities which should fit coherently together. Porter wrote in 1985: "Competitive advantage cannot be understood by looking at a firm as a whole. It stems from the many discrete activities a firm performs in designing, producing, marketing, delivering and supporting its product. Each of these activities can contribute to a firm's relative cost position and create a basis for differentiation...the value chain disaggregates a firm into its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation." Interorganizational relationships Interorganizational relationships allow independent organizations to get access to resources or to enter new markets. Interorganizational relationships represent a critical lever of competitive advantage. The field of strategic management has paid much attention to the different forms of relationships between organizations ranging from strategic alliances to buyer-supplier relationships, joint ventures, networks, R&D consortia, licensing, and franchising. On the one hand, scholars drawing on organizational economics (e.g., transaction costs theory) have argued that firms use interorganizational relationships when they are the most efficient form comparatively to other forms of organization such as operating on its own or using the market. On the other hand, scholars drawing on organizational theory (e.g., resource dependence theory) suggest that firms tend to partner with others when such relationships allow them to improve their status, power, reputation, or legitimacy. A key component to the strategic management of inter-organizational relationships relates to the choice of governance mechanisms. While early research focused on the choice between equity and non equity forms, recent scholarship studies the nature of the contractual and relational arrangements between organizations. Researchers have also noted, although to a lesser extent, the dark side of interorganizational relationships, such as conflict, disputes, opportunism and unethical behaviors. Relational or collaborative risk can be defined as the uncertainty about whether potentially significant and/or disappointing outcomes of collaborative activities will be realized. Companies can assess, monitor and manage collaborative risks. Empirical studies show that managers assess risks as lower when they external partners, higher if they are satisfied with their own performance, and lower when their business environment is turbulent. Core competence Gary Hamel and C. K. Prahalad described the idea of core competency in 1990, the idea that each organization has some capability in which it excels and that the business should focus on opportunities in that area, letting others go or outsourcing them. Further, core competency is difficult to duplicate, as it involves the skills and coordination of people across a variety of functional areas or processes used to deliver value to customers. By outsourcing, companies expanded the concept of the value chain, with some elements within the entity and others without. Core competency is part of a branch of strategy called the resource-based view of the firm, which postulates that if activities are strategic as indicated by the value chain, then the organization's capabilities and ability to learn or adapt are also strategic. Theory of the business According to Peter Drucker, business theory refers to the key points and strategies of a company, which are divided into three parts: 1. The external environment (society, technology, customers, and competition). 2. The goal of an organization. 3. Guidelines essential to achieving the mission. This business theory has four differentiations: 1. Hypotheses maintain that mission and guidelines must be reality focused. 2. Thoughts must have agreement. 3. The business theory must be notable and interpreted by the members of the organization. 4. Business theory must be continuously analyzed. Companies have difficulties when the assumptions of such a theory do not align with reality, Peter Drucker took as an example large retail premises, his goal was that people who wanted to buy in large commercial premises do so, but many consumers rejected commercial premises and preferred retailers (which focus on one or two categories of products and own their own premises) time was essential in shopping instead of profits . This theory is classified as an assumption and a discipline, which focused on the elaboration of systematic diagnoses, monitoring and testing of the guidelines that make up the business theory in order to maintain competition. Strategic thinking Strategic thinking involves the generation and application of unique business insights to opportunities intended to create competitive advantage for a firm or organization. It involves challenging the assumptions underlying the organization's strategy and value proposition. Mintzberg wrote in 1994 that it is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue." Mintzberg argued that strategic thinking is the critical part of formulating strategy, more so than strategic planning exercises. General Andre Beaufre wrote in 1963 that strategic thinking "is a mental process, at once abstract and rational, which must be capable of synthesizing both psychological and material data. The strategist must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself--and the diagnosis in fact amounts to a choice between alternative courses of action." Will Mulcaster argued that while much research and creative thought has been devoted to generating alternative strategies, too little work has been done on what influences the quality of strategic decision making and the effectiveness with which strategies are implemented. For instance, in retrospect it can be seen that the financial crisis of 2008–9 could have been avoided if the banks had paid more attention to the risks associated with their investments, but how should banks change the way they make decisions to improve the quality of their decisions in the future? Mulcaster's Managing Forces framework addresses this issue by identifying 11 forces that should be incorporated into the processes of decision making and strategic implementation. The 11 forces are: Time; Opposing forces; Politics; Perception; Holistic effects; Adding value; Incentives; Learning capabilities; Opportunity cost; Risk and Style. Classic strategy thinking, and vision have some limitations in a turbulent environment and uncertainty. The limitations relate to the heterogeneity and future-oriented goals and possession of cognitive capabilities in classic definition. Strategy should not be seen only from the top managerial hierarchy visions. The newer micro foundation framework suggests that people from different managerial levels are needed to work and interact dynamically to result in the knowledge strategy. Strategic planning Strategic planning is a means of administering the formulation and implementation of strategy. Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens around the strategy formation process. Environmental analysis Porter wrote in 1980 that formulation of competitive strategy includes consideration of four key elements: Company strengths and weaknesses; Personal values of the key implementers (i.e., management and the board) Industry opportunities and threats; and Broader societal expectations. The first two elements relate to factors internal to the company (i.e., the internal environment), while the latter two relate to factors external to the company (i.e., the external environment). There are many analytical frameworks which attempt to organize the strategic planning process. Examples of frameworks that address the four elements described above include: External environment: PEST analysis or STEEP analysis is a framework used to examine the remote external environmental factors that can affect the organization, such as political, economic, social/demographic, and technological. Common variations include SLEPT, PESTLE, STEEPLE, and STEER analysis, each of which incorporates slightly different emphases. Industry environment: The Porter Five Forces Analysis framework helps to determine the competitive rivalry and therefore attractiveness of a market. It is used to help determine the portfolio of offerings the organization will provide and in which markets. Relationship of internal and external environment: SWOT analysis is one of the most basic and widely used frameworks, which examines both internal elements of the organization—Strengths and Weaknesses—and external elements—Opportunities and Threats. It helps examine the organization's resources in the context of its environment. Scenario planning A number of strategists use scenario planning techniques to deal with change. The way Peter Schwartz put it in 1991 is that strategic outcomes cannot be known in advance so the sources of competitive advantage cannot be predetermined. The fast changing business environment is too uncertain for us to find sustainable value in formulas of excellence or competitive advantage. Instead, scenario planning is a technique in which multiple outcomes can be developed, their implications assessed, and their likeliness of occurrence evaluated. According to Pierre Wack, scenario planning is about insight, complexity, and subtlety, not about formal analysis and numbers. The flowchart to the right provides a process for classifying a phenomenon as a scenario in the intuitive logics tradition. Some business planners are starting to use a complexity theory approach to strategy. Complexity can be thought of as chaos with a dash of order. Chaos theory deals with turbulent systems that rapidly become disordered. Complexity is not quite so unpredictable. It involves multiple agents interacting in such a way that a glimpse of structure may appear. Measuring and controlling implementation Once the strategy is determined, various goals and measures may be established to chart a course for the organization, measure performance and control implementation of the strategy. Tools such as the balanced scorecard and strategy maps help crystallize the strategy, by relating key measures of success and performance to the strategy. These tools measure financial, marketing, production, organizational development, and innovation measures to achieve a 'balanced' perspective. Advances in information technology and data availability enable the gathering of more information about performance, allowing managers to take a much more analytical view of their business than before. Strategy may also be organized as a series of "initiatives" or "programs", each of which comprises one or more projects. Various monitoring and feedback mechanisms may also be established, such as regular meetings between divisional and corporate management to control implementation. Evaluation A key component to strategic management which is often overlooked when planning is evaluation. There are many ways to evaluate whether or not strategic priorities and plans have been achieved, one such method is Robert Stake's Responsive Evaluation. Responsive evaluation provides a naturalistic and humanistic approach to program evaluation. In expanding beyond the goal-oriented or pre-ordinate evaluation design, responsive evaluation takes into consideration the program's background (history), conditions, and transactions among stakeholders. It is largely emergent, the design unfolds as contact is made with stakeholders. Limitations While strategies are established to set direction, focus effort, define or clarify the organization, and provide consistency or guidance in response to the environment, these very elements also mean that certain signals are excluded from consideration or de-emphasized. Mintzberg wrote in 1987: "Strategy is a categorizing scheme by which incoming stimuli can be ordered and dispatched." Since a strategy orients the organization in a particular manner or direction, that direction may not effectively match the environment, initially (if a bad strategy) or over time as circumstances change. As such, Mintzberg continued, "Strategy [once established] is a force that resists change, not encourages it." Therefore, a critique of strategic management is that it can overly constrain managerial discretion in a dynamic environment. "How can individuals, organizations and societies cope as well as possible with ... issues too complex to be fully understood, given the fact that actions initiated on the basis of inadequate understanding may lead to significant regret?" Some theorists insist on an iterative approach, considering in turn objectives, implementation and resources. I.e., a "...repetitive learning cycle [rather than] a linear progression towards a clearly defined final destination." Strategies must be able to adjust during implementation because "humans rarely can proceed satisfactorily except by learning from experience; and modest probes, serially modified on the basis of feedback, usually are the best method for such learning." In 2000, Gary Hamel coined the term strategic convergence to explain the limited scope of the strategies being used by rivals in greatly differing circumstances. He lamented that successful strategies are imitated by firms that do not understand that for a strategy to work, it must account for the specifics of each situation. Woodhouse and Collingridge claim that the essence of being "strategic" lies in a capacity for "intelligent trial-and error" rather than strict adherence to finely honed strategic plans. Strategy should be seen as laying out the general path rather than precise steps. Means are as likely to determine ends as ends are to determine means. The objectives that an organization might wish to pursue are limited by the range of feasible approaches to implementation. (There will usually be only a small number of approaches that will not only be technically and administratively possible, but also satisfactory to the full range of organizational stakeholders.) In turn, the range of feasible implementation approaches is determined by the availability of resources. Strategic themes Various strategic approaches used across industries (themes) have arisen over the years. These include the shift from product-driven demand to customer- or marketing-driven demand (described above), the increased use of self-service approaches to lower cost, changes in the value chain or corporate structure due to globalization (e.g., off-shoring of production and assembly), and the internet. Self-service One theme in strategic competition has been the trend towards self-service, often enabled by technology, where the customer takes on a role previously performed by a worker to lower costs for the firm and perhaps prices. Examples include: Automated teller machine (ATM) to obtain cash rather via a bank teller; Self-service at the gas pump rather than with help from an attendant; Retail internet orders input by the customer rather than a retail clerk, such as online book sales; Mass-produced ready-to-assemble furniture transported by the customer; Self-checkout at the grocery store; and Online banking and bill payment. Globalization and the virtual firm One definition of globalization refers to the integration of economies due to technology and supply chain process innovation. Companies are no longer required to be vertically integrated (i.e., designing, producing, assembling, and selling their products). In other words, the value chain for a company's product may no longer be entirely within one firm; several entities comprising a virtual firm may exist to fulfill the customer requirement. For example, some companies have chosen to outsource production to third parties, retaining only design and sales functions inside their organization. Internet and information availability The internet has dramatically empowered consumers and enabled buyers and sellers to come together with drastically reduced transaction and intermediary costs, creating much more robust marketplaces for the purchase and sale of goods and services. The Internet has enabled many Internet-based entrepreneurs to tap serendipity as a strategic advantage and thrive. Examples include online auction sites, internet dating services, and internet book sellers. In many industries, the internet has dramatically altered the competitive landscape. Services that used to be provided within one entity (e.g., a car dealership providing financing and pricing information) are now provided by third parties. Further, compared to traditional media like television, the internet has caused a major shift in viewing habits through on demand content which has led to an increasingly fragmented audience. Author Phillip Evans said in 2013 that networks are challenging traditional hierarchies. Value chains may also be breaking up ("deconstructing") where information aspects can be separated from functional activity. Data that is readily available for free or very low cost makes it harder for information-based, vertically integrated businesses to remain intact. Evans said: "The basic story here is that what used to be vertically integrated, oligopolistic competition among essentially similar kinds of competitors is evolving, by one means or another, from a vertical structure to a horizontal one. Why is that happening? It's happening because transaction costs are plummeting and because scale is polarizing. The plummeting of transaction costs weakens the glue that holds value chains together, and allows them to separate." He used Wikipedia as an example of a network that has challenged the traditional encyclopedia business model. Evans predicts the emergence of a new form of industrial organization called a "stack", analogous to a technology stack, in which competitors rely on a common platform of inputs (services or information), essentially layering the remaining competing parts of their value chains on top of this common platform. Sustainability In the recent decade, sustainability—or ability to successfully sustain a company in a context of rapidly changing environmental, social, health, and economic circumstances—has emerged as crucial aspect of any strategy development. Research focusing on sustainability in commercial strategies has led to emergence of the concept of "embedded sustainability" – defined by its authors Chris Laszlo and Nadya Zhexembayeva as "incorporation of environmental, health, and social value into the core business with no trade-off in price or quality—in other words, with no social or green premium." Their research showed that embedded sustainability offers at least seven distinct opportunities for business value and competitive advantage creation: a) better risk management, b) increased efficiency through reduced waste and resource use, c) better product differentiation, d) new market entrances, e) enhanced brand and reputation, f) greater opportunity to influence industry standards, and g) greater opportunity for radical innovation. Research further suggested that innovation driven by resource depletion can result in fundamental competitive advantages for a company's products and services, as well as the company strategy as a whole, when right principles of innovation are applied. Asset managers who committed to integrating embedded sustainability factors in their capital allocation decisions created a stronger return on investment than managers that did not strategically integrate sustainability into their similar business model. To achieve genuine sustainability and these associated benefits, corporations have historically relied on a variety of mechanisms that can be integrated into their management strategy. Timothy Galpin in his chapter of “Business Strategies for Sustainability: A Research Anthology” discusses four “Internal Strategic Management Components” to build sustainability. They are as follows: Mission: Defines the purpose and priorities of the organization, ultimately providing critical signals to organizational stakeholders regarding the aims of the firm. Values: Refers to the expectations of internal stakeholders, and communicates the organisation’s belief system to various external stakeholders Goals: Provides a roadmap of the firm’s organisational activity and a basis for which to measure progress and performance. Capabilities and resources: The development of patterns of activity and investment decisions that facilitate sustainable business practices. To fully utilise these strategic management components, a firm’s mission, values, goals, resources, and capabilities need to be functioning in alignment with one another. This develops consistency across management and employee behaviour. Research has indicated that this alignment has led to improved firm performance. Following the embedding of sustainability in a firm’s strategic management plan, to fully reap the benefits the agenda must be communicated effectively to internal and external stakeholders. Doing so satisfies stakeholder theory, whereby the firm maintains ‘trustful and mutually respectful relationships with the various stakeholders’. In the past, this has consisted of advertising and disclosing sustainability information and reports. Firms are available to promote their superior sustainability performance and ultimately possess higher market valuations in comparison to firms that do not provide sustainability reporting. The amalgamation and alignment of these key internal strategic management components, in conjunction with thorough communication of the firm’s sustainability agenda, is required to achieve these associated benefits and is the reason many firms are pursuing such tactics more frequently. Strategy as learning Learning organization In 1990, Peter Senge, who had collaborated with Arie de Geus at Dutch Shell, popularized de Geus' notion of the "learning organization". The theory is that gathering and analyzing information is a necessary requirement for business success in the information age. To do this, Senge claimed that an organization would need to be structured such that: People can continuously expand their capacity to learn and be productive. New patterns of thinking are nurtured. Collective aspirations are encouraged. People are encouraged to see the "whole picture" together. Senge identified five disciplines of a learning organization. They are: Personal responsibility, self-reliance, and mastery – We accept that we are the masters of our own destiny. We make decisions and live with the consequences of them. When a problem needs to be fixed, or an opportunity exploited, we take the initiative to learn the required skills to get it done. Mental models – We need to explore our personal mental models to understand the subtle effect they have on our behaviour. Shared vision – The vision of where we want to be in the future is discussed and communicated to all. It provides guidance and energy for the journey ahead. Team learning – We learn together in teams. This involves a shift from "a spirit of advocacy to a spirit of enquiry". Systems thinking – We look at the whole rather than the parts. This is what Senge calls the "Fifth discipline". It is the glue that integrates the other four into a coherent strategy. For an alternative approach to the "learning organization", see Garratt, B. (1987). Geoffrey Moore (1991) and R. Frank and P. Cook also detected a shift in the nature of competition. Markets driven by technical standards or by "network effects" can give the dominant firm a near-monopoly. The same is true of networked industries in which interoperability requires compatibility between users. Examples include Internet Explorer's and Amazon's early dominance of their respective industries. IE's later decline shows that such dominance may be only temporary. Moore showed how firms could attain this enviable position by using E.M. Rogers' five stage adoption process and focusing on one group of customers at a time, using each group as a base for reaching the next group. The most difficult step is making the transition between introduction and mass acceptance. (See Crossing the Chasm). If successful a firm can create a bandwagon effect in which the momentum builds and its product becomes a de facto standard. Integrated view to learning Bolisani & Bratianu (2017) have defined knowledge strategy as an integration of rational thinking and dynamic learning. Rational planning contains a three-step process where the first step is to collect information, the second step is to analyze the information and the third step is to formulate goals and plans based on information. Emergent planning also contains three steps to the opposite direction starting from practical experience, what is analyzed in the second step, and then formulated to a strategy in the third step. These two approaches are combined to the “integrated view” with the Bolisani and Bratianu research implications. To start the planning process for knowledge and KM strategy creation, company can prepare a preliminary plan with the basis of rational analysis from internal or external environments. While creating rational and predictive plans, company can similarly utilize practical adapted knowledge for example learning from the ground. The idea behind the integrated view is to combine the general visions of knowledge strategy with both the current practical understanding and future ideas. This model will move the decision-making process in a more interactive and co-creative direction. Strategy as adapting to change In 1969, Peter Drucker coined the phrase Age of Discontinuity to describe the way change disrupts lives. In an age of continuity attempts to predict the future by extrapolating from the past can be accurate. But according to Drucker, we are now in an age of discontinuity and extrapolating is ineffective. He identifies four sources of discontinuity: new technologies, globalization, cultural pluralism and knowledge capital. In 1970, Alvin Toffler in Future Shock described a trend towards accelerating rates of change. He illustrated how social and technical phenomena had shorter lifespans with each generation, and he questioned society's ability to cope with the resulting turmoil and accompanying anxiety. In past eras periods of change were always punctuated with times of stability. This allowed society to assimilate the change before the next change arrived. But these periods of stability had all but disappeared by the late 20th century. In 1980 in The Third Wave, Toffler characterized this shift to relentless change as the defining feature of the third phase of civilization (the first two phases being the agricultural and industrial waves). In 1978, Derek F. Abell (Abell, D. 1978) described "strategic windows" and stressed the importance of the timing (both entrance and exit) of any given strategy. This led some strategic planners to build planned obsolescence into their strategies. In 1983, Noel Tichy wrote that because we are all beings of habit we tend to repeat what we are comfortable with. He wrote that this is a trap that constrains our creativity, prevents us from exploring new ideas, and hampers our dealing with the full complexity of new issues. He developed a systematic method of dealing with change that involved looking at any new issue from three angles: technical and production, political and resource allocation, and corporate culture. In 1989, Charles Handy identified two types of change. "Strategic drift" is a gradual change that occurs so subtly that it is not noticed until it is too late. By contrast, "transformational change" is sudden and radical. It is typically caused by discontinuities (or exogenous shocks) in the business environment. The point where a new trend is initiated is called a "strategic inflection point" by Andy Grove. Inflection points can be subtle or radical. In 1990, Richard Pascale wrote that relentless change requires that businesses continuously reinvent themselves. His famous maxim is "Nothing fails like success" by which he means that what was a strength yesterday becomes the root of weakness today, We tend to depend on what worked yesterday and refuse to let go of what worked so well for us in the past. Prevailing strategies become self-confirming. To avoid this trap, businesses must stimulate a spirit of inquiry and healthy debate. They must encourage a creative process of self-renewal based on constructive conflict. In 1996, Adrian Slywotzky showed how changes in the business environment are reflected in value migrations between industries, between companies, and within companies. He claimed that recognizing the patterns behind these value migrations is necessary if we wish to understand the world of chaotic change. In "Profit Patterns" (1999) he described businesses as being in a state of strategic anticipation as they try to spot emerging patterns. Slywotsky and his team identified 30 patterns that have transformed industry after industry. In 1997, Clayton Christensen (1997) took the position that great companies can fail precisely because they do everything right since the capabilities of the organization also define its disabilities. Christensen's thesis is that outstanding companies lose their market leadership when confronted with disruptive technology. He called the approach to discovering the emerging markets for disruptive technologies agnostic marketing, i.e., marketing under the implicit assumption that no one – not the company, not the customers – can know how or in what quantities a disruptive product can or will be used without the experience of using it. In 1999, Constantinos Markides reexamined the nature of strategic planning. He described strategy formation and implementation as an ongoing, never-ending, integrated process requiring continuous reassessment and reformation. Strategic management is planned and emergent, dynamic and interactive. J. Moncrieff (1999) stressed strategy dynamics. He claimed that strategy is partially deliberate and partially unplanned. The unplanned element comes from emergent strategies that result from the emergence of opportunities and threats in the environment and from "strategies in action" (ad hoc actions across the organization). David Teece pioneered research on resource-based strategic management and the dynamic capabilities perspective, defined as "the ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments". His 1997 paper (with Gary Pisano and Amy Shuen) "Dynamic Capabilities and Strategic Management" was the most cited paper in economics and business for the period from 1995 to 2005. In 2000, Gary Hamel discussed strategic decay, the notion that the value of every strategy, no matter how brilliant, decays over time. Strategy as operational excellence Quality A large group of theorists felt the area where western business was most lacking was product quality. W. Edwards Deming, Joseph M. Juran, Andrew Thomas Kearney, Philip Crosby and Armand V. Feigenbaum suggested quality improvement techniques such total quality management (TQM), continuous improvement (kaizen), lean manufacturing, Six Sigma, and return on quality (ROQ). Contrarily, James Heskett (1988), Earl Sasser (1995), William Davidow, Len Schlesinger, A. Paraurgman (1988), Len Berry, Jane Kingman-Brundage, Christopher Hart, and Christopher Lovelock (1994), felt that poor customer service was the problem. They gave us fishbone diagramming, service charting, Total Customer Service (TCS), the service profit chain, service gaps analysis, the service encounter, strategic service vision, service mapping, and service teams. Their underlying assumption was that there is no better source of competitive advantage than a continuous stream of delighted customers. Process management uses some of the techniques from product quality management and some of the techniques from customer service management. It looks at an activity as a sequential process. The objective is to find inefficiencies and make the process more effective. Although the procedures have a long history, dating back to Taylorism, the scope of their applicability has been greatly widened, leaving no aspect of the firm free from potential process improvements. Because of the broad applicability of process management techniques, they can be used as a basis for competitive advantage. Carl Sewell, Frederick F. Reichheld, C. Gronroos, and Earl Sasser observed that businesses were spending more on customer acquisition than on retention. They showed how a competitive advantage could be found in ensuring that customers returned again and again. Reicheld broadened the concept to include loyalty from employees, suppliers, distributors and shareholders. They developed techniques for estimating customer lifetime value (CLV) for assessing long-term relationships. The concepts begat attempts to recast selling and marketing into a long term endeavor that created a sustained relationship (called relationship selling, relationship marketing, and customer relationship management). Customer relationship management (CRM) software became integral to many firms. Reengineering Michael Hammer and James Champy felt that these resources needed to be restructured. In a process that they labeled reengineering, firm's reorganized their assets around whole processes rather than tasks. In this way a team of people saw a project through, from inception to completion. This avoided functional silos where isolated departments seldom talked to each other. It also eliminated waste due to functional overlap and interdepartmental communications. In 1989 Richard Lester and the researchers at the MIT Industrial Performance Center identified seven best practices and concluded that firms must accelerate the shift away from the mass production of low cost standardized products. The seven areas of best practice were: Simultaneous continuous improvement in cost, quality, service, and product innovation Breaking down organizational barriers between departments Eliminating layers of management creating flatter organizational hierarchies. Closer relationships with customers and suppliers Intelligent use of new technology Global focus Improving human resource skills The search for best practices is also called benchmarking. This involves determining where you need to improve, finding an organization that is exceptional in this area, then studying the company and applying its best practices in your firm. Other perspectives on strategy Strategy as problem solving Professor Richard P. Rumelt described strategy as a type of problem solving in 2011. He wrote that good strategy has an underlying structure called a kernel. The kernel has three parts: 1) A diagnosis that defines or explains the nature of the challenge; 2) A guiding policy for dealing with the challenge; and 3) Coherent actions designed to carry out the guiding policy. President Kennedy outlined these three elements of strategy in his Cuban Missile Crisis Address to the Nation of 22 October 1962: Diagnosis: "This Government, as promised, has maintained the closest surveillance of the Soviet military buildup on the island of Cuba. Within the past week, unmistakable evidence has established the fact that a series of offensive missile sites is now in preparation on that imprisoned island. The purpose of these bases can be none other than to provide a nuclear strike capability against the Western Hemisphere." Guiding Policy: "Our unswerving objective, therefore, must be to prevent the use of these missiles against this or any other country, and to secure their withdrawal or elimination from the Western Hemisphere." Action Plans: First among seven numbered steps was the following: "To halt this offensive buildup a strict quarantine on all offensive military equipment under shipment to Cuba is being initiated. All ships of any kind bound for Cuba from whatever nation or port will, if found to contain cargoes of offensive weapons, be turned back." Active strategic management required active information gathering and active problem solving. In the early days of Hewlett-Packard (HP), Dave Packard and Bill Hewlett devised an active management style that they called management by walking around (MBWA). Senior HP managers were seldom at their desks. They spent most of their days visiting employees, customers, and suppliers. This direct contact with key people provided them with a solid grounding from which viable strategies could be crafted. Management consultants Tom Peters and Robert H. Waterman had used the term in their 1982 book In Search of Excellence: Lessons From America's Best-Run Companies. Some Japanese managers employ a similar system, which originated at Honda, and is sometimes called the 3 G's (Genba, Genbutsu, and Genjitsu, which translate into "actual place", "actual thing", and "actual situation"). Creative vs analytic approaches In 2010, IBM released a study summarizing three conclusions of 1500 CEOs around the world: 1) complexity is escalating, 2) enterprises are not equipped to cope with this complexity, and 3) creativity is now the single most important leadership competency. IBM said that it is needed in all aspects of leadership, including strategic thinking and planning. Similarly, McKeown argued that over-reliance on any particular approach to strategy is dangerous and that multiple methods can be used to combine the creativity and analytics to create an "approach to shaping the future", that is difficult to copy. Non-strategic management A 1938 treatise by Chester Barnard, based on his own experience as a business executive, described the process as informal, intuitive, non-routinized and involving primarily oral, 2-way communications. Bernard says "The process is the sensing of the organization as a whole and the total situation relevant to it. It transcends the capacity of merely intellectual methods, and the techniques of discriminating the factors of the situation. The terms pertinent to it are "feeling", "judgement", "sense", "proportion", "balance", "appropriateness". It is a matter of art rather than science." In 1973, Mintzberg found that senior managers typically deal with unpredictable situations so they strategize in ad hoc, flexible, dynamic, and implicit ways. He wrote, "The job breeds adaptive information-manipulators who prefer the live concrete situation. The manager works in an environment of stimulus-response, and he develops in his work a clear preference for live action." In 1982, John Kotter studied the daily activities of 15 executives and concluded that they spent most of their time developing and working a network of relationships that provided general insights and specific details for strategic decisions. They tended to use "mental road maps" rather than systematic planning techniques. Daniel Isenberg's 1984 study of senior managers found that their decisions were highly intuitive. Executives often sensed what they were going to do before they could explain why. He claimed in 1986 that one of the reasons for this is the complexity of strategic decisions and the resultant information uncertainty. Zuboff claimed that information technology was widening the divide between senior managers (who typically make strategic decisions) and operational level managers (who typically make routine decisions). She alleged that prior to the widespread use of computer systems, managers, even at the most senior level, engaged in both strategic decisions and routine administration, but as computers facilitated (She called it "deskilled") routine processes, these activities were moved further down the hierarchy, leaving senior management free for strategic decision making. In 1977, Abraham Zaleznik distinguished leaders from managers. He described leaders as visionaries who inspire, while managers care about process. He claimed that the rise of managers was the main cause of the decline of American business in the 1970s and 1980s. Lack of leadership is most damaging at the level of strategic management where it can paralyze an entire organization. According to Corner, Kinichi, and Keats, strategic decision making in organizations occurs at two levels: individual and aggregate. They developed a model of parallel strategic decision making. The model identifies two parallel processes that involve getting attention, encoding information, storage and retrieval of information, strategic choice, strategic outcome and feedback. The individual and organizational processes interact at each stage. For instance, competition-oriented objectives are based on the knowledge of competing firms, such as their market share. Strategy as marketing The 1980s also saw the widespread acceptance of positioning theory. Although the theory originated with Jack Trout in 1969, it didn't gain wide acceptance until Al Ries and Jack Trout wrote their classic book Positioning: The Battle For Your Mind (1979). The basic premise is that a strategy should not be judged by internal company factors but by the way customers see it relative to the competition. Crafting and implementing a strategy involves creating a position in the mind of the collective consumer. Several techniques enabled the practical use of positioning theory. Perceptual mapping for example, creates visual displays of the relationships between positions. Multidimensional scaling, discriminant analysis, factor analysis and conjoint analysis are mathematical techniques used to determine the most relevant characteristics (called dimensions or factors) upon which positions should be based. Preference regression can be used to determine vectors of ideal positions and cluster analysis can identify clusters of positions. In 1992 Jay Barney saw strategy as assembling the optimum mix of resources, including human, technology and suppliers, and then configuring them in unique and sustainable ways. James Gilmore and Joseph Pine found competitive advantage in mass customization. Flexible manufacturing techniques allowed businesses to individualize products for each customer without losing economies of scale. This effectively turned the product into a service. They also realized that if a service is mass-customized by creating a "performance" for each individual client, that service would be transformed into an "experience". Their book, The Experience Economy, along with the work of Bernd Schmitt convinced many to see service provision as a form of theatre. This school of thought is sometimes referred to as customer experience management (CEM). Information- and technology-driven strategy Many industries with a high information component are being transformed. For example, Encarta demolished Encyclopædia Britannica (whose sales have plummeted 80% since their peak of $650 million in 1990) before it was in turn, eclipsed by collaborative encyclopedias like Wikipedia. The music industry was similarly disrupted. The technology sector has provided some strategies directly. For example, from the software development industry agile software development provides a model for shared development processes. Peter Drucker conceived of the "knowledge worker" in the 1950s. He described how fewer workers would do physical labor, and more would apply their minds. In 1984, John Naisbitt theorized that the future would be driven largely by information: companies that managed information well could obtain an advantage, however the profitability of what he called "information float" (information that the company had and others desired) would disappear as inexpensive computers made information more accessible. Daniel Bell (1985) examined the sociological consequences of information technology, while Gloria Schuck and Shoshana Zuboff looked at psychological factors. Zuboff distinguished between "automating technologies" and "informating technologies". She studied the effect that both had on workers, managers and organizational structures. She largely confirmed Drucker's predictions about the importance of flexible decentralized structure, work teams, knowledge sharing and the knowledge worker's central role. Zuboff also detected a new basis for managerial authority, based on knowledge (also predicted by Drucker) which she called "participative management". Maturity of planning process McKinsey & Company developed a capability maturity model in the 1970s to describe the sophistication of planning processes, with strategic management ranked the highest. The four stages include: Financial planning, which is primarily about annual budgets and a functional focus, with limited regard for the environment; Forecast-based planning, which includes multi-year budgets and more robust capital allocation across business units; Externally oriented planning, where a thorough situation analysis and competitive assessment is performed; Strategic management, where widespread strategic thinking occurs and a well-defined strategic framework is used. PIMS study The long-term PIMS study, started in the 1960s and lasting for 19 years, attempted to understand the Profit Impact of Marketing Strategies (PIMS), particularly the effect of market share. The initial conclusion of the study was unambiguous: the greater a company's market share, the greater their rate of profit. Market share provides economies of scale. It also provides experience curve advantages. The combined effect is increased profits. The benefits of high market share naturally led to an interest in growth strategies. The relative advantages of horizontal integration, vertical integration, diversification, franchises, mergers and acquisitions, joint ventures and organic growth were discussed. Other research indicated that a low market share strategy could still be very profitable. Schumacher (1973), Woo and Cooper (1982), Levenson (1984), and later Traverso (2002) showed how smaller niche players obtained very high returns. Other influences on business strategy Military strategy In the 1980s business strategists realized that there was a vast knowledge base stretching back thousands of years that they had barely examined. They turned to military strategy for guidance. Military strategy books such as The Art of War by Sun Tzu, On War by von Clausewitz, and The Red Book by Mao Zedong became business classics. From Sun Tzu, they learned the tactical side of military strategy and specific tactical prescriptions. From von Clausewitz, they learned the dynamic and unpredictable nature of military action. From Mao, they learned the principles of guerrilla warfare. Important marketing warfare books include Business War Games by Barrie James, Marketing Warfare by Al Ries and Jack Trout and Leadership Secrets of Attila the Hun by Wess Roberts. The marketing warfare literature also examined leadership and motivation, intelligence gathering, types of marketing weapons, logistics and communications. By the twenty-first century marketing warfare strategies had gone out of favour in favor of non-confrontational approaches. In 1989, Dudley Lynch and Paul L. Kordis published Strategy of the Dolphin: Scoring a Win in a Chaotic World. "The Strategy of the Dolphin" was developed to give guidance as to when to use aggressive strategies and when to use passive strategies. A variety of aggressive strategies were developed. In 1993, J. Moore used a similar metaphor. Instead of using military terms, he created an ecological theory of predators and prey(see ecological model of competition), a sort of Darwinian management strategy in which market interactions mimic long term ecological stability. Author Phillip Evans said in 2014 that "Henderson's central idea was what you might call the Napoleonic idea of concentrating mass against weakness, of overwhelming the enemy. What Henderson recognized was that, in the business world, there are many phenomena which are characterized by what economists would call increasing returns—scale, experience. The more you do of something, disproportionately the better you get. And therefore he found a logic for investing in such kinds of overwhelming mass in order to achieve competitive advantage. And that was the first introduction of essentially a military concept of strategy into the business world. ... It was on those two ideas, Henderson's idea of increasing returns to scale and experience, and Porter's idea of the value chain, encompassing heterogenous elements, that the whole edifice of business strategy was subsequently erected." Traits of successful companies Like Peters and Waterman a decade earlier, James Collins and Jerry Porras spent years conducting empirical research on what makes great companies. Six years of research uncovered a key underlying principle behind the 19 successful companies that they studied: They all encourage and preserve a core ideology that nurtures the company. Even though strategy and tactics change daily, the companies, nevertheless, were able to maintain a core set of values. These core values encourage employees to build an organization that lasts. In Built To Last (1994) they claim that short term profit goals, cost cutting, and restructuring will not stimulate dedicated employees to build a great company that will endure. In 2000 Collins coined the term "built to flip" to describe the prevailing business attitudes in Silicon Valley. It describes a business culture where technological change inhibits a long term focus. He also popularized the concept of the BHAG (Big Hairy Audacious Goal). Arie de Geus (1997) undertook a similar study and obtained similar results. He identified four key traits of companies that had prospered for 50 years or more. They are: Sensitivity to the business environment – the ability to learn and adjust Cohesion and identity – the ability to build a community with personality, vision, and purpose Tolerance and decentralization – the ability to build relationships Conservative financing A company with these key characteristics he called a living company because it is able to perpetuate itself. If a company emphasizes knowledge rather than finance, and sees itself as an ongoing community of human beings, it has the potential to become great and endure for decades. Such an organization is an organic entity capable of learning (he called it a "learning organization") and capable of creating its own processes, goals, and persona. Will Mulcaster suggests that firms engage in a dialogue that centres around these questions: Will the proposed competitive advantage create Perceived Differential Value?" Will the proposed competitive advantage create something that is different from the competition?" Will the difference add value in the eyes of potential customers?" – This question will entail a discussion of the combined effects of price, product features and consumer perceptions. Will the product add value for the firm?" – Answering this question will require an examination of cost effectiveness and the pricing strategy. See also Balanced scorecard Business analysis Business model Business plan Concept-driven strategy Cost overrun Dynamic capabilities Enterprise risk management Integrated business planning Marketing Marketing plan Marketing strategies Management Management consulting Military strategy Morphological analysis Overall equipment effectiveness Outline of management Real options valuation Results-based management Revenue shortfall Six Forces Model Strategy (game theory) Strategy dynamics Strategic planning Strategic Management Society Strategy map Strategy Markup Language Strategy visualization Value migration References Further reading Cameron, Bobby Thomas. (2014). Using responsive evaluation in Strategic Management.Strategic Leadership Review 4 (2), 22–27. David Besanko, David Dranove, Scott Schaefer, and Mark Shanley (2012) Economics of Strategy, John Wiley & Sons, Edwards, Janice et al. Mastering Strategic Management- 1st Canadian Edition. BC Open Textbooks, 2014. Kemp, Roger L. "Strategic Planning for Local Government: A Handbook for Officials and Citizens," McFarland and Co., Inc., Jefferson, NC, USA, and London, England, UK, 2008 () Kvint, Vladimir (2009) The Global Emerging Market: Strategic Management and Economics Excerpt from Google Books Pankaj Ghemawhat - Harvard Strategy Professor: Competition and Business Strategy in Historical Perspective Social Science History Network-Spring 2002 External links Institute for Strategy and Competitiveness at Harvard Business School – recent publications The Journal of Business Strategies – online library Systems thinking Business terms Management by type Corporate conduct Strategy
Saint-Maurice-les-Brousses (; ) is a commune in the Haute-Vienne department in the Nouvelle-Aquitaine region in west-central France. See also Communes of the Haute-Vienne department References Communes of Haute-Vienne
The 53rd Corps () was a corps formation of the German Army in World War I. It was formed in September 1916 and was still in existence at the end of the war. Chronicle The 53rd Corps (z.b.V.) was formed in September 1916. With the onset of trench warfare, the German Army recognised that it was no longer possible to maintain the traditional Corps unit, that is, one made up of two divisions. Whereas at some times (and in some places) a Corps of two divisions was sufficient, at other times 5 or 6 divisions were necessary. Therefore, under the Hindenburg regime (from summer 1916), new Corps headquarters were created without organic divisions. These new Corps were designated General Commands for Special Use (). Commanders The 53rd Corps had the following commanders during its existence: See also German Army (German Empire) References Bibliography Corps of Germany in World War I Military units and formations established in 1916 Military units and formations disestablished in 1919
Hrvaćani () is a village in the Kotor Varoš municipality, Republika Srpska entity, Bosnia and Herzegovina. The center of the settlement is at an altitude of 470 m. Along the village, in the direction northeast–southwest, flows the Hrvaćanska river, a right tributary of the Vrbanja river. Its mouth is below the village Dabovci. According to 2013 preliminary data of the first post-war census, 429 inhabitants were registered. History The word Hrvaćani in Bosnia was used in olden times as another term for Serbs of Croatia. The name thus denotes a settlement settled and established by Orthodox Serbs from the territory of Croatia. During World War II, the village was a site of Yugoslav Partisan operations. The village was taken by the Chetniks at one point. During the Bosnian War (1991–95), Hrvaćani was a site of atrocities against the Bosniak population, covered in several indictments and convictions at the Hague Tribunal. Locals were tortured, murdered and persecuted, estates were destroyed. Locals first fled to Večići, and then, together with other refugees in the region, went further or were transferred to the camp which was in Elementary School in Grabovica, where they disappeared without a trace. Sports The association football club Ravnogorac plays in the Republika Srpska League. Population References Populated places in Kotor Varoš Villages in Republika Srpska
The Supreme Council (Soviet) of the Republic of Belarus of the 12th convocation is the Belarusian parliament, which was elected in 1990 as the Supreme Council of the Belarusian Soviet Socialist Republic of the 12th convocation. It became a national parliament of Belarus after the proclamation of independence. The Supreme Council adopted the Declaration of Independence of Belarus on July 27, 1990. It is widely regarded as the final democratically-elected Parliament of Belarus. The first round of voting to the Supreme Council was held on March 4, 1990. Following the elections, 360 deputies were elected to the parliament. For the first time the opposition took place in Parliament. As a result, the Belarusian Popular Front opposition faction with 26 deputies was formed. The total number of deputies was 328 people. The successor of the Supreme Soviet of the 12th convocation was the newly elected Supreme Council of the Republic of Belarus of the 13th convocation, which began its work January 9, 1996. Bibliography Палітычная гісторыя незалежнай Беларусі / Пад рэд. Валера Булгакава. Вільня, Інстытут Беларусістыкі. — 2006. — 744 с. References Historical legislatures
The Durbalı Sultan Tekke (), also known as Tekke of Asprogeia (Τεκές των Ασπρογείων) or Ireni Tekke, was an Alevi tekke (a house for the gathering of dervishes) from 1492 located in the village of Ano Asprogeia, now in the Farsala municipality in Thessaly, Greece. It has images of Imam Ali and Haji Bektash Veli in it. History According to tradition, its eponymous founder was the Alevi dervish Durbalı. Hailing from Konya in central Anatolia, he reportedly arrived at Ireni, as Asprogeia was known under Ottoman rule, in . As a reward for his military service, including in the pacification and Islamization of Thessaly, the local Ottoman authorities granted him the license to build a tekke. As is frequent with tekkes, it was built on the ruins of a 10th-century Byzantine monastery dedicated to St. George. A fresco depicting St. George, who like many Christian saints was also venerated by the sufis, survives on the walls of the tekke. Some modern scholars, such as the archaeologist N. Giannopoulos, believe that Durbalı Sultan was a legendary figure, and that its Ottoman name Durbalı Tekke derived rather from a corruption of türbe, "tomb, mausoleum", with its name thus meaning "Tekke of the Tombs". Indeed, from the architectural features of the complex and the dates on the surviving tombs, it has been suggested that the tekke was founded in the second half of the 18th century. The tekke quickly became wealthy and powerful, being awarded estates () of over 32,000 in Ireni and Arduan (Eleftherochori). In about 1770 it was occupied by the Mevlevi order. Following the annexation of Thessaly to Greece in 1881, the tekke continued to function without interruption. According to the archaeologist Frederick Hasluck, in there were 55 dervishes living in the tekke, while in 1892, the Greek novelist Andreas Karkavitsas visited the shrine and wrote about his experiences there in the Estia newspaper. In 1925, following the abolition of the sufi orders in Turkey by Mustafa Kemal, the tekke was taken over by the Albanian Bektashis, who remained there until 1973, when the 33rd and last abbot (baba) died. In 1925, many Albanians who were hostile to the Albanian King Ahmet Zogu, who had persecuted them, found refuge in the tekke on behalf of the Greek state. In the mid-1930s, the tekke was inhabited by 6 elderly Albanian dervishes under their leader Kiaxem Baba. The dervishes were known to be very hospitable. Outside the courtyard of the tekke there was a small mosque, called the "Temple of Durbalos". Description The tekke is located on a spur of the nearby mountains, with a good view over the Thessalian plain. As was usual for both Christian and Muslim monasteries, it is surrounded by a wall for safety, reinforced with towers and crenelations. A water spring is at the entrance of the complex, which comprises two large and distinct areas, in turn surrounded by walls: the cemetery in the south, and the residential area in the north. The residential area included stables, a kitchen, storage rooms, guest houses, and a building for the ritual purification of prospective abbots. Most of these buildings are in a ruined condition today. The cemetery comprises two türbes and 33 tombs. The western türbe is the oldest, with dimensions of 6×7×7,5 m. Its masonry is of irregular ashlar blocks surrounded by bricks, which according to some scholars dates it to the 16th century. Byzantine spolia were also used in its construction. The eastern türbe is of similar dimensions and houses three tombs. The two türbes are linked by a low modern cement structure that houses two tombs. The tekke has been declared a protected monument. The tekke still belongs to the Bektashi order, but its de facto management is under the land office of the Larissa Prefecture, leading to disagreements and legal ambiguity over its ownership status and problems with its maintenance. References Buildings and structures in Larissa (regional unit) Albanians in Greece Bektashi tekkes Mevlevi Order Religious buildings and structures completed in 1492 Ottoman architecture in Thessaly 18th-century architecture in Greece
Andy Friedman was an American professional football player at fullback, as well as the manager of the Syracuse Pros in 1921. The Pros were a professional team from Syracuse, New York. It is suspected, though not certain, that the team joined the American Professional Football Association (now the National Football League) in 1921. References Year of birth missing Year of death missing American football fullbacks Syracuse Pros players
Robert Piva (born 4 November 1966) is a former New Zealand international rugby league footballer who played in the 1980s and 1990s. A forward, Piva played for Wakefield Trinity and was a foundation player for the North Queensland Cowboys. Playing career A Junior Kiwis representative, Piva played for Waterside, St. George, Randwick, Porirua City and the Kapiti Bears in the Wellington Rugby League and represented Wellington 40 times over seven years. In 1993, he was selected for New Zealand on their tour of Great Britain. He made his Test debut for New Zealand in their 24–19 win over Wales in Swansea. He played eight tour games before fracturing his eye socket while tackling Andy Farrell in a game against the Great Britain under-21 side. In 1994, Piva played for the Taranaki Rockets in the Lion Red Cup. Halfway through the season he was signed by Wakefield Trinity, spending a season with the club. In 1995, after the English season had ended, he signed with the North Queensland Cowboys in the Australian Rugby League. In Round 11 of the 1995 ARL season, he made his first grade in the Cowboys' 14–44 loss to the Newcastle Knights. He played nine games for the club that season, coming off the bench in all of them. At the end of the season, he was named in the Western Samoa squad for 1995 Rugby League World Cup but did not play a game. In 1996, he represented Western Samoa at the Super League World Nines in Suva, Fiji. In 2001 he played in the Bartercard Cup for the Porirua Pumas. References 1966 births Living people New Zealand sportspeople of Samoan descent Samoa national rugby league team players Samoan rugby league players New Zealand national rugby league team players Taranaki rugby league team players New Zealand rugby league players North Queensland Cowboys players Porirua Pumas players Kapiti Coast Bears players Randwick Kingfishers players St. George Saints players Porirua Vikings players Rugby league props Rugby league second-rows Junior Kiwis players New Zealand expatriate rugby league players Expatriate rugby league players in England New Zealand expatriate sportspeople in England New Zealand expatriate sportspeople in Australia Wakefield Trinity players Wellington rugby league team players Expatriate rugby league players in Australia
The Harbourmaster's House is a B-listed 18th-century building located by Dysart Harbour, near Kirkcaldy in Fife, Scotland. It houses the first coastal centre in Fife, which was opened by Gordon Brown in 2006. It is run by Fife Coast and Countryside Trust, whose headquarters are in the building. The Harbourmaster's House and Dysart Harbour were used a filming location for season two, episode one of the TV series Outlander. See also Sabhal Mòr Ostaig Torloisk House References External links The Harbourmaster's House Houses in Fife Category B listed buildings in Fife
2nd Cavalry, 2nd Cavalry Division, 2nd Cavalry Brigade or 2nd Cavalry Regiment may refer to: Armies 2nd Cavalry Army, of the Bolshevik Red Army in the Russian Civil War Corps II Cavalry Corps (Grande Armée) II Cavalry Corps (German Empire) Divisions 2nd Cavalry Division (Australia) 2nd Cavalry Division (Belgium) 2nd Light Cavalry Division (France) 2nd Cavalry Division (German Empire) 2nd Cavalry Division (Reichswehr) 2nd Indian Cavalry Division 2nd Cavalry Division Emanuele Filiberto Testa di Ferro, of the Italian Army 2nd Guard Cavalry division (Russian Empire) 2nd Cavalry Division (United Kingdom) 2nd Cavalry Division (United States) Brigades 2nd Cavalry Brigade (Australia) 2nd Cavalry Brigade (Hungary) 2nd (Sialkot) Cavalry Brigade, of the Indian Army 2nd Cavalry Brigade (Poland) 2nd Cavalry Brigade (United Kingdom) 2nd Brigade Combat Team, 1st Cavalry Division (United States) Regiments 2nd Cavalry Regiment (Australia) 2nd Regiment of Cavalry (Canada) 2nd Foreign Cavalry Regiment, of the French Foreign Legion 2nd Cavalry Regiment (Greece) 2nd Madras Cavalry, of the East India Company 2nd Cavalry Regiment (Portugal) 2nd Cavalry Regiment (United States) 2nd Regiment Alabama Volunteer Cavalry (Confederate), a Confederate regiment of the American Civil War 2nd Arkansas Cavalry Regiment (Slemons'), a Confederate regiment of the American Civil War 2nd Arkansas Cavalry Regiment (Union), a Union regiment of the American Civil War 2nd California Cavalry Regiment, a Union regiment of the American Civil War 2nd Colorado Cavalry Regiment, a Union regiment of the American Civil War 2nd Florida Cavalry Regiment (Union), a Union regiment of the American Civil War 2nd Regiment Indiana Cavalry, a Union regiment of the American Civil War 2nd Regiment Illinois Volunteer Cavalry, a Union regiment of the American Civil War 2nd Regiment Iowa Volunteer Cavalry, a Union regiment of the American Civil War 2nd Regiment Kansas Volunteer Cavalry, a Union regiment of the American Civil War 2nd Maryland Cavalry (Confederate), a Confederate regiment of the American Civil War 2nd Regiment of Cavalry, Massachusetts Volunteers, a Union regiment of the American Civil War 2nd Michigan Volunteer Cavalry Regiment, a Union regiment of the American Civil War 2nd Minnesota Volunteer Cavalry Regiment, a Union regiment of the American Civil War 2nd Nebraska Cavalry, a Union regiment of the American Civil War 2nd Ohio Cavalry, a Union regiment of the American Civil War 2nd Tennessee Cavalry Regiment, a Confederate regiment of the American Civil War 2nd Virginia Cavalry, a Confederate regiment of the American Civil War 2nd West Virginia Volunteer Cavalry Regiment, a Union regiment of the American Civil War 2nd Regiment Wisconsin Volunteer Cavalry, a Union regiment of the American Civil War
```java package utilities; import java.io.BufferedReader; import java.io.File; import java.io.IOException; import java.io.InputStreamReader; import java.util.Arrays; import java.util.logging.Level; import java.util.logging.Logger; public class SubprocessUttility { private static final Logger LOGGER = Logger.getLogger(SubprocessUttility.class.getName()); /** * Execute a command in the runtime environment * @param command The command to execute * @param cwd directory in which the command should be executed. Set null or empty string to execute in the current directory * @return stdout and stderr of the command * @throws ExecutionException if there is any exception encountered. / public static String[] execute(String command, String cwd) throws ExecutionException { final File dir; if (cwd != null && !cwd.isEmpty()) { dir = new File(cwd); } else { dir = null; } return execute(command, new ExceptableFunction<Void, Process, IOException>() { @Override public Process apply(Void d) throws IOException { return Runtime.getRuntime().exec(command, null, dir); } }); } /* * Execute a command in the runtime environment * @param command The command to execute * @param cwd directory in which the command should be executed. Set null or empty string to execute in the current directory * @return stdout and stderr of the command * @throws ExecutionException if there is any exception encountered. / public static String[] execute(String[] command, String cwd) throws ExecutionException { final File dir; if (cwd != null && !cwd.isEmpty()) { dir = new File(cwd); } else { dir = null; } return execute(String.join(" ", Arrays.asList(command)), new ExceptableFunction<Void, Process, IOException>() { @Override public Process apply(Void d) throws IOException { return Runtime.getRuntime().exec(command, null, dir); } }); } private static String[] execute(String command, ExceptableFunction<Void, Process, IOException> processSupplier) throws ExecutionException { // 0 for stdout, 1 for stderr. final boolean[] fail = new boolean[2]; try { StringBuffer stdout = new StringBuffer(); StringBuffer stderr = new StringBuffer(); // Process process = Runtime.getRuntime().exec(command, null, dir); Process process = processSupplier.apply(null); BufferedReader bufferStdout = new BufferedReader(new InputStreamReader(process.getInputStream())); BufferedReader bufferStderr = new BufferedReader(new InputStreamReader(process.getErrorStream())); Thread t1 = new Thread() { @Override public void run() { try { readFromStream(bufferStdout, stdout); } catch (Exception e) { LOGGER.log(Level.WARNING, "Exception encountered reading stdout of command $" + command, e); fail[0] = true; } } }; t1.start(); Thread t2 = new Thread() { @Override public void run() { try { readFromStream(bufferStderr, stderr); } catch (Exception e) { LOGGER.log(Level.WARNING, "Exception encountered reading stderr of command $" + command, e); fail[1] = true; } } }; t2.start(); t1.join(); t2.join(); process.waitFor(); if (fail[0] \|\| fail[1]) { LOGGER.log(Level.WARNING, "Exception encountered when executing command $" + command); throw new ExecutionException(); } return new String[] {stdout.toString(), stderr.toString()}; } catch (Exception e) { LOGGER.log(Level.WARNING, "Exception encountered while running command " + command, e); throw new ExecutionException(); } } private static void readFromStream(BufferedReader reader, StringBuffer output) throws IOException { String line; while ((line = reader.readLine()) != null) { String trimmed = line.trim(); if (trimmed.length() == 0) { continue; } output.append(trimmed); output.append("\n"); } } /* * Execute a command in the runtime environment * @param command The command to execute * @param cwd directory in which the command should be executed. Set null to execute in the current directory * @return stdout of the command, or empty string if there is any exception encountered. / public static String execute(String command, File cwd) throws ExecutionException { String path = null; if (cwd != null) { path = cwd.getPath(); } return execute(command, path)[0]; } /* * Execute a command in the runtime environment * @param command The command to execute * @return stdout of the command, or empty string if there is any exception encountered. */ public static String execute(String command) throws ExecutionException { return execute(command, "")[0]; } public static class ExecutionException extends Exception { private static final long serialVersionUID = 6688739122137565700L; private ExecutionException() {} } private SubprocessUttility() {} } ```
Pleasant Goat and Big Big Wolf – Desert Trek: The Adventure of the Lost Totem (), is a 2010 Chinese animated film based on the popular Pleasant Goat and Big Big Wolf TV series. It is preceded by Pleasant Goat and Big Big Wolf: The Super Snail Adventure (2009) and is followed by Moon Castle: The Space Adventure (2011). Synopsis Gecko Counselor and Lord Japper brutally attack the Goat Village with plans to build an amusement park. Even worse, they intend to turn the Wolf Castle, which is home to Wolffy, Wolnie and Wilie, into a public toilet! To save their captured families from the fierce animal gang and robot soldiers, Weslie and Wolffy must work together to find the legendary statues that protected their ancestors. Can they beat the villains and become friends? Plot In order to commemorate the thousandth anniversary of the invention of Chinese cabbage, a party was held in the Goats Village in the evening. However at the same time, the one-thousandth anniversary of the invention of the mutton hotpot has arrived in the wolf pack, in order to achieve the goal, the wolves decided to catch the goats from Goats Village to make mutton hotpot that night. Unexpectedly, when the party started in the Goats Village, other than Wolffy, an uninvited guest appeared, and that was Lord Japper. With the rights of the president of the International Animal Council, he planned to convert the Green Green Grassland including the Goats Village into an amusement park, even the Wolf Castle was converted into a public toilet. Moreover, the residents in the Green Green Grassland were forced to work as employees of the amusement park and the residents were only given two hours to rest each day. So Weslie and Wolffy decided to look for the legendary invincible totem under the instructions of Slowy, the village chief of the Goats Village. Theme songs "Dajia Yiqi Xiyangyang" () by Bibi Zhou "Zuoshou Youshou" () by Yang Peiyi "Wo Ai Pingdiguo" () by Ronald Cheng Voice cast Zu Liqing - Weslie Deng Yuting - Tibbie / Jonie Liang Ying - Paddi / Wilie Liu Hongyun - Sparky Gao Quansheng - Slowy Zhang Lin - Wolffy Zhao Na - Wolnie Jia Yi - Lord Japper Guo Yu - Gecko Counselor Chip Tsao - Sphinx Wolf Shi An - Sphinx Goat Huang Xuming - Cool Leopold Marketing Mainland China In order to boost the box office for the film, one of the production companies: Shanghai Media Group arranged a special marketing promotion. For those who bought the film tickets may have a chance to get a special game card and a limited edition "mystery gift", which includes a limited edition Pleasant Goat Year of the Tiger plush toy, a limited edition Big Big Wolf Year of the Tiger plush toy and the film DVD. Hong Kong Vinda International, a Chinese tissue paper production company co-branded with Pleasant Goat and Big Big Wolf produce tissue paper products with image of Pleasant Goat on it. Furthermore, in order to boost the sales and promote its brand, Vinda also held a Peasant Goat movie tickets lucky draw for those who bought Vinda products. Reception In mainland China, the box office has received over ten million Renminbi in just one day after the movie released, while it received over forty-five million Renminbi in one week. Overall, the film had received a total revenues of 124.38 million yuan. Although the film made a sound profit in the box office, the brand of “Pleasant Goat and Big Big Wolf” became famous over Mainland China, the main production company of the film: Creative Power Entertaining could not cover the cost as its revenue is much lower than the box office. Moreover, the sales content-based derivative products is lower than the company's expected due to lots of fake derivative products in China market and lacking copyright protection. Awards "Pleasant Goat and Big Big Wolf: Desert Trek: The Adventure of the Lost Totem" has won "The Best Chinese Animation Award" in the 16th "Magnolia Awards"; the film has also won the "Best Animated Feature Film Award" in "" (OACC). References External links The Tiger Prowess official website Official Tudou film link 2010 films Pleasant Goat and Big Big Wolf films Chinese animated films 2010 animated films Animated films based on animated series Animated films set in amusement parks 2010s Mandarin-language films
Gyani Ram was the first representative of the Indian National Congress who was elected to the Bihar Legislative Assembly in 1962 from Hazaribagh constituency. References Year of birth missing Possibly living people Indian National Congress politicians People from Hazaribagh Bihar MLAs 1962–1967
Polish Cemetery in Tehran is a historical cemetery situated in the eastern suburbs of Tehran, Iran, part of Doulab Christian Cemetery of Tehran. It was made during Evacuation of Polish civilians from the USSR in World War II. This cemetery contains the remains of 22,192 graves of the Polish civilians who perished due to sickness during their transport to the Middle East. Overview There are two memorials in this cemetery. The first is located in the center of the Polish section, built in honor of the victims of this historic migration, and the other is a stony statue of the Polish White Eagle, with the left of the names of the refugees who drowned in the Caspian Sea, and to the right of it are the names of those buried in the cemeteries of Khorramshahr and Qazvin and in over cemeteries in Iran. See also Polish Cemetery at Monte Cassino Polish Military Cemetery at Casamassima References External links The image of the Polish Cemetery @ Tehran The image of the Polish Cemetery @ Tehran World War II cemeteries Cemeteries in Tehran Poland in World War II Iran–Poland relations
Ulsan National Institute of Science and Technology, simply referred to as UNIST (), is one of the four public universities in South Korea which are dedicated to research in science and technology, along with KAIST, GIST,UST and DGIST. UNIST was founded in 2007 in response to growing demand for higher education in the Korean industrial capital of Ulsan, where world-renowned automotive (Hyundai Motor), shipbuilding (Hyundai Heavy Industries), petrochemical (SK Energy), and secondary cells industries are clustered. At the time of its foundation, UNIST was known for being the first national university in South Korea to be incorporated and thus administered by an independent board of trustees despite being funded by the central government. History Despite the fact that Ulsan, with over 1.1 million residents, is an industrial powerhouse of South Korea with the highest GDP per capita among any region in the country, there only existed one university within the city limits, the University of Ulsan. The former president Roh Mu-hyun included the establishment of a national university in Ulsan as part of his campaigning platform and a discussion regarding the university began three years into his presidency along with the construction of a new high speed rail station, Ulsan Station, for the city. The location of the campus was finalized in 2006 and in 2007, Moo Je Cho was selected as the first president of the new university. Cho appealed to the public that the school should be a science and technology oriented institute in order for the new school to find its niche and to take advantage of a possible synergetic effect resulting from a collaboration between the researchers and the local industry as seen in the case of Stanford University and Silicon Valley or KAIST and Daedeock Innopolis. UNIST was established by the UNIST bill that was passed in 2007 by the request of the people and city of Ulsan. In 2009, UNIST opened its doors to welcome its first class of undergraduate students. In March 2015, a new bill was passed in the national assembly recognizing UNIST as one of the four nationally funded research institutes in Korea. Besides changing the Korean name of the school from Ulsan Gwahak Gisurdae (울산과학기술대) to Ulsan Gwahak Gisurwon (울산과학기술원), the passage of this bill implied a new set of additional changes and benefits from the national government including but not limited to a greater emphasis on graduate education and the waiver of the alternative military service examination for its PhD students. On 12 May 2019, the university has celebrated its 10th anniversary from the day of its opening. The ceremony lasted the entire day, and several UNIST members and distinguished guests, such as National Assembly members Lee Chae-ik, Jeong Kab-yoon, and Kang Ghil-boo, Ulju County mayor Lee Seon-ho, among others. The ceremony was sponsored by KBS and BNK Kyongnam Bank. A commemorative open concert was held in the evening of the same day and was broadcast via Korean Broadcasting Service. The concert was attended by some 7000 people. Timeline University rankings In 2017, the Times Higher Education ranked UNIST 201-250th in the world. In 2018, the Times Higher Education ranked UNIST 201-250th in the world. In 2019, the U.S. News & World Report Best Global University Ranking ranked UNIST 368th in the world, 51st in Asia, 7th in Korea. Times Higher Education World University Rankings ranked UNIST 201-250th in the world, 20th amongst world's youngest universities (Universities that are 50 years old or younger), and 22nd best university in Asia. In 2021, the Times Higher Education ranked UNIST 178th in the world, 21st in Asia, 5th in Korea, 5th amongst world’s youngest universities. Academics UNIST is a medium-sized, research oriented university. Modeled after other universities around the world such as KAIST, MIT and HKUST the school employed three approaches that would set UNIST apart from other universities in Korea. First, despite being a national university of Korea, 100% of the courses at UNIST are taught in English and the school is actively seeking ways to recruit international students and professors. Second, all undergraduate students are required to pursue two areas of specializations called 'tracks'. The first track is roughly equivalent to a major and the second track is comparable to a minor at other universities. Third, UNIST has adopted the flipped learning approach in its classrooms in order to promote active student participation and mastery of the core subjects in science and engineering. UNIST comprises 13 science and engineering departments, a business school, and the School of Liberal Arts, which oversees the school's first year undergraduate curriculum. In addition, there are several specialized graduate schools and research centers. Undergraduate schools Department of Mechanical Engineering Department of Urban and Environmental Engineering Department of Materials Science and Engineering Department of Nuclear Engineering School of Design School of Biomedical Engineering Department of Industrial Engineering Department of Biological Engineering Department of Electrical Engineering Department of Computer Science and Engineering Department of Physics Department of Mathematical Science Department of Chemistry School of Energy and Chemical Engineering School of Business Administration School of Liberal Arts Graduate schools Graduate School of Technology & Innovation Management Graduate School of Creative Design Engineering Graduate School of Interdisciplinary Management Graduate School of Artificial Intelligence Graduate School of Semiconductor Materials and Devices Engineering Affiliated research centers KOGIC: Korean Genomics Center at UNIST Hans Schöler Stem Cell Research Center Institute for Basic Science (IBS) is a nationally funded research organization in South Korea consisting of a number of labs in universities around the country. UNIST is home to 3 IBS affiliated labs, namely: Center for Multidimensional Carbon Materials (Director Rodney Ruoff) Center for Soft and Living Matter (Director Steve Granick) Center for Genomic Integrity (Director Myung Kyungjae) Campus UNIST maintains a fully residential campus. Its location, Eonyang, is adjacent to the old Ulsan city and small mountains surround the whole campus. At the center of the campus, there sits a large man-made pond called Gamakmot. Note All courses are taught in English. Almost all students live in dormitories. All undergraduate students and graduate students in good standing receive full-tuition and living expenses from the university. UNIST is actively recruiting international researchers and graduate level students. Gallery See also List of national universities in South Korea List of universities and colleges in South Korea Education in Korea References See also Education in South Korea List of colleges and universities in South Korea National universities and colleges in South Korea Ulsan National Institute of Science and Technology Educational institutions established in 2007 2007 establishments in South Korea Technical universities and colleges
Let's Take an Old-Fashioned Walk may refer to: "Let's Take an Old-Fashioned Walk" (Irving Berlin song), a song by Irving Berlin for the 1949 musical Miss Liberty "Let's Take an Old-Fashioned Walk", a 1907 song recorded by Ada Jones and Billy Murray
Katharina Lehner (born April 9, 1990) is a German mixed martial artist who last competed in Bellator MMA. She has also previously fought in Invicta FC. She fought Sarah Kaufman for the Invicta Bantamweight title in the main event of Invicta FC 29. Mixed martial arts career Invicta FC Lehner made her professional debut against Anne Merkt at We Love MMA 9 on September 27, 2014. She won the fight by split decision, and amassed a 5–0 record before signing with Invicta FC. Lehner made her debut against Alexa Conners at Invicta FC 25: Kunitskaya vs. Pa'aluhi on August 31, 2017. She won the fight by a first-round technical knockout. After defeating Gemma Pike by unanimous decision at Hype FC 7 on December 16, 2017, Lehner was booked to face Sarah Kaufman for the vacant Invicta FC Bantamweight Championship at Invicta FC 29: Kaufman vs. Lehner on May 4, 2018. She lost the fight by a third-round submission. Lehner faced Lisa Spangler at Invicta FC 35: Bennett vs. Rodriguez II on June 7, 2019. She lost the fight by unanimous decision. Lehner faced Sinead Kavanagh at Bellator Milan 3 on October 3, 2020, following a 16-month absence from the sport. She lost the fight by unanimous decision. Lehner was expected to face Talita Bernardo at Invicta FC 48 on July 20, 2022. Lehner withdrew for an undisclosed reason and was replaced by Yana Gadelha. Lehner was rebooked against Talita Bernardo on November 16, 2022 at Invicta FC 50, getting submitted via a kimura in the second round. Mixed martial arts record \|- \|Loss \|align=center\|8–5 \|Melissa Croden \|TKO (punches) \|LFA 169 \| \|align=center\|3 \|align=center\|3:20 \|Dallas, Texas, United States \| \|- \|Win \|align=center\| 8–4 \|Abril Anguiano \|Decision (unanimous) \|Peak Fighting 27 \| \|align=center\|3 \|align=center\|5:00 \|Frisco, Texas, United States \| \|- \|Loss \|align=center\| 7–4 \|Talita Bernardo \|Submission (kimura) \|Invicta FC 50 \| \|align=center\|2 \|align=center\|4:26 \|Denver, Colorado, United States \| \|- \| Loss \| align=center\| 7–3 \| Sinead Kavanagh \| Decision (unanimous) \| Bellator Milan 3 \| \| align=center\| 3 \| align=center\| 5:00 \| Milan, Italy \| \|- \| Loss \| align=center\| 7–2 \| Lisa Spangler \| Decision (unanimous) \| Invicta FC 35: Bennett vs. Rodriguez II \| \| align=center\| 3 \| align=center\| 5:00 \| Kansas City, Kansas, United States \| \|- \| Loss \| align=center\| 7–1 \| Sarah Kaufman \| Submission (rear-naked choke) \| Invicta FC 29: Kaufman vs. Lehner \| \| align=center\| 3 \| align=center\| 4:30 \| Kansas City, Missouri, United States \| \|- \| Win \| align=center\| 7–0 \| Gemma Pike \| Decision (unanimous) \| Hype FC 7 \| \| align=center\| 3 \| align=center\| 5:00 \| Bremen, Germany \| \|- \| Win \| align=center\| 6–0 \| Alexa Conners \| TKO (punches) \| Invicta FC 25: Kunitskaya vs. Pa'aluhi \| \| align=center\| 1 \| align=center\| 4:21 \| Lemoore, California, United States \| \|- \| Win \| align=center\| 5–0 \| Judith Ruis \| Decision (unanimous) \| Respect FC 18 \| \| align=center\| 3 \| align=center\| 5:00 \| Cologne, Germany \| \|- \| Win \| align=center\| 4–0 \| Alexandra Buch \| Decision (unanimous) \| GMC 7 \| \| align=center\| 3 \| align=center\| 5:00 \| Castrop-Rauxel, Germany \| \|- \| Win \| align=center\| 3–0 \| Camilla Hinze \| Decision (unanimous) \| We Love MMA 15 \| \| align=center\| 3 \| align=center\| 5:00 \| Berlin, Germany \| \|- \| Win \| align=center\| 2–0 \| Barbora Polakova \| Decision (unanimous) \| Young Blood Night Vol. 3: War Zone \| \| align=center\| 3 \| align=center\| 5:00 \| Fürth, Germany \| \|- \| Win \| align=center\| 1–0 \| Anne Merkt \| Decision (split) \| We Love MMA 9 \| \| align=center\| 2 \| align=center\| 5:00 \| Hamburg, Germany \|- Professional boxing record References External links Katharina Lehner at Invicta FC 1990 births German female mixed martial artists Bantamweight mixed martial artists Sportspeople from Cologne Featherweight mixed martial artists Living people
The United States Army Corps of Engineers is involved with a wide spectrum of public works projects: environmental protection, water supply, recreation, flood damage and reduction, beach nourishment, homeland security, military construction, and support to other Governmental agencies. In nineteen (19) different Flood Control Acts since 1917, the United States Congress has authorized the corps to design and build flood protection projects and one risk reduction system in the Greater New Orleans area and throughout the nation. Many of the Corps of Engineers' civil works projects in New Orleans have been characterized as being riddled with patronage (see pork barrel) or a waste of money. Projects have allegedly been justified based on flawed or manipulated analyses during the planning phase. Some projects are said to have created profound detrimental environmental effects and/or provided questionable economic benefit such as the Mississippi River Gulf Outlet in southeast Louisiana. Faulty design and substandard construction have been cited in the failure of levees in the wake of Hurricane Katrina. Reforming the Corps' way of doing business has been championed by Senators Russ Feingold and John McCain. The corps has been accused of conducting an orchestrated plan to disparage its critics by posting online anonymous comments. The leader of an independent levee investigation accused the upper levels of the corps of unethical behavior pertaining to its investigation of the levee failures in New Orleans following Hurricane Katrina. There are several cases of the corps being accused of muzzling expert investigators. One of the difficulties of making changes, however, is the political process itself. Whether or not USACE planners and engineers actually do the best they can with what they are directed to do is part of the controversy. Federal investigation of levee failures following Hurricane Katrina Interagency Performance Evaluation Task Force (IPET) Claims of conflict of interest In October 2005, the Chief of Engineers at the Army Corps, Lt. General Carl Strock commissioned the IPET (Interagency Performance Evaluation Task Force) to evaluate the performance of the hurricane protection systems in New Orleans and the surrounding areas. It was to "provide credible and objective scientific and engineering answers to fundamental questions about the performance of the hurricane protection and flood damage reduction system in the New Orleans metropolitan area." This meant that the organization responsible for the flood protection's performance would convene and manage an investigation of its own work. Neither Louisiana's governor nor the Louisiana Congressional delegation pointed out what appeared to be a conflict of interest. However, Steve Ellis (Taxpayers for Common Sense), Scott Faber (Environmental Defense) and Ivor van Heerden (Louisiana State University Hurricane Center) protested. They preferred to see some sort of independent, federally authorized commission look into the levee breaches, in addition to the Corps. After the IPET draft final report was released, the grassroots group, Levees.org, headquartered in New Orleans and led by Sandy Rosenthal questioned the credibility of this levee investigation as well. They noted that the study was convened and closely managed by the Corps of Engineers, the agency responsible for the levee design and construction, and that an independent commission should be created. The group contacted U.S. Senator Mary Landrieu's office and submitted documentation with statistics revealing that of the top three IPET leaders, two work for USACE and one did for 15 years (1986–2002). Of the 23 task team leaders, six work for the Corps and seven work for the Engineer Research and Development Center (ERDC). In 10 out of the 15 volumes of the IPET draft final report, the majority of the team members were Corps of Engineers personnel. According to the IPET draft final report, IPET membership consisted of individuals from the Universities of Maryland, Florida, Notre Dame, and Virginia Polytechnic Institute, the National Oceanic and Atmospheric Administration, the South Florida Water Management District, Harris County Flood Control District (Houston, TX), the United States Department of Agriculture, and the United States Bureau of Reclamation as well as those from USACE. American Society of Civil Engineers (ASCE) involvement ASCE's press release contains wrong/conflicting information On 1 June 2007, the American Society of Civil Engineers issued its External Peer Review (ERP) report, the peer review of the Corps-sponsored IPET and also an accompanying press release. However, the press release was criticized because it contained information that was not present in the report, included information that conflicted with the report, and minimized the Army Corps' involvement in the catastrophe. The press release stated, "Even without breaching, Hurricane Katrina’s rainfall and surge overtopping would have caused extensive and severe flooding—and the worst loss of life and property loss ever experienced in New Orleans." Meanwhile, the ERP report stated that had levees and pump stations not failed, "far less property loss would have occurred and nearly two-thirds of deaths could have been avoided." This determination was on page 39 of an 80-page report. The New Orleans Times Picayune editorial board decried ASCE's press release. Raymond Seed submits ethics complaint In October 2007, Raymond Seed, a civil engineering professor at the University of California-Berkeley and an ASCE member submitted an ethics complaint to the ASCE which alleged that the Corps of Engineers, with the help of the ASCE, sought to minimize the Corps' mistakes in the flooding, intimidate anyone who tried to intervene, and delay the final results until the public's attention had turned elsewhere. The Corps acknowledged receiving a copy of the letter but has refused to comment until after the ASCE's Committee on Professional Conduct (CPC), led by Rich Hovey, comments on the complaint. It took over a year for the ASCE to announce the results of the CPC. When the results of the self-study were finally announced, the ASCE panel did not file any charges of ethical misconduct. They blamed their errors in their June press release on its creation by "staff level and not by review panel members." Grassroots group posts satire of relationship between ASCE and USACE In November 2007, Levees.Org posted a spoof on YouTube satirizing what it believed was an overly cozy relationship between the Army Corps of Engineers and the members of the ASCE's ERP. The video depicted money changing hands in an overstuffed brief case and ERP members covered with bling. The group contended that the ERP validating the IPET process was an apparent conflict of interest because the Corps selected the ASCE, directly paid the ASCE over $2 million and awarded the panel members Outstanding Civilian Service Medals (OCSM) before their work was complete. The ASCE presented Levees.org with a threat of lawsuit if the group did not remove the video from YouTube. The group took it down while its leader Sandy Rosenthal examined options from response. Flanked by lawyers with Adams and Reese, the group ignored the threat and reposted the controversial video to YouTube citing Louisiana's Anti-SLAPP statute—a "strategic lawsuit against public participation"—which allows courts to weed out lawsuits designed to chill public participation on matters of public significance. In a response for comment, President David Mongan P.E. replied, "Since the video has already been widely reposted by other organizations, moving forward, we feel our time and expertise are best utilized working to help protect the residents of New Orleans from future storms and flooding." Two panels are created to examine claims of ethics breaches In 8 December 2007, the ASCE confirmed that it had launched two ethics investigations. One of them was an internal probe led by Rich Hovey to look into Dr. Ray Seed's claims in his 42-page ethics complaint accusing it of colluding with the Army Corps to cover up its engineering mistakes discovered after the 2005 hurricane struck. The second was external and would look at the ethics of the ASCE receiving funds directly from those organizations selecting the ASCE for its peer reviews. The task force was chaired by the Honorable Sherwood L. Boehlert, former Chairman of the House Science Committee. The other participants are as follows: Joseph Bordogna, PhD, Former Deputy Director of the National Science Foundation; Jack W. Hoffbuhr, P.E., DEE, Former Executive Director of the American Water Works Association; Jack Snell, PhD, Former Director of the National Institute of Standards and Technology's Building and Fire Research Laboratory; William A. Wulf, PhD, Former President of the National Academy of Engineering. On 12 September 2008, Congressman Boehlert released his investigative report on Dr. Ray Seed's allegations contained in his ethics complaint. The report, issued nearly nine months after their investigation began, criticized the ASCE for apparent conflicts of interest. The Boehlert Report made several major recommendations, the most important being that funding for peer reviews over $1 million should come from a separate source, like the National Institute of Standards and Technology (NIST). The report also recommended that the ASCE Headquarters should facilitate but not control the assessment teams, and that dissemination of information to the public and press not be under the extremely tight controls that Dr. Seed and his team experienced. The report concluded that ASCE should draw up an ethics policy to eliminate questions of possible conflicts of interest. The task force also acknowledged that the On 6 April 2009, the internal probe with the ASCE issued a report that ordered a retraction of the ASCE's 1 June 2007 press release. The panel determined that the press release "inadvertently conveyed a misleading impression regarding the role of engineering failures in the devastation of New Orleans." The release also incorrectly said that surge levels along Mississippi's coastline were higher than water levels caused by a tsunami in the Indian Ocean in 2004, and incorrectly repeated estimates of deaths and property damage that might have occurred in New Orleans if levees and floodwalls hadn't been breached. Design problems and mechanisms of failure On 5 April 2006, months after independent investigators had demonstrated that the levee failures were not due to natural forces beyond intended design strength, Lt. Gen. Carl Strock testified before the U.S. Senate Subcommittee on Energy and Water that, "We have now concluded we had problems with the design of the structure." He also testified that the Corps of Engineers did not know of this mechanism of failure prior to 29 August 2005. The claim of ignorance is refuted by the National Science Foundation investigators hired by the Army Corps of Engineers, who point to a 1986 study (E-99 study) by the corps itself that such separations were possible in the I-wall design.[28] This issue is addressed again in a study released in August 2015 by J. David Rogers et al. who concluded that a misinterpretation of the 1986 study occurred apparently because the Corps had draped a tarpaulin over the gap that formed between the bases of the deflecting sheet piles and the soil in which they were embedded, so they did not see the gap. The tarpaulin was there for safety and to stop water that would seep through the interlocks. Failure to include the gap in interpretation of the test results introduced unconservatism in the final designs based on these tests. It allowed the use of shorter sheet piles, and reduced overall flood protection reliability. Ivor van Heerden Team Louisiana investigation report Scientists from LSU and from the private sector conducted a forensic investigation of the levee failures. Commissioned by the Louisiana State Department of Transportation and Development (DOTD), it was led by Dr. Ivor van Heerden, Deputy Director of the LSU Hurricane Center, and released in 2007. They found that the hurricane protection system was not properly conceived to accomplish the 1965 Congressional mandate to protect against the "most severe combination of meteorological conditions reasonably expected," and they highlighted many other shortcomings in the hurricane protection system creation practices. It recommended independent review of levee projects, among other suggestions. Lawsuit against Louisiana State University (LSU) On 9 April 2009 LSU announced it was firing Ivor van Heerden, effective the end of the spring semester 2010. Van Heerden said he was not offered any reason. A criticism from a retired corps employee was that van Heerden, a geologist, had allegedly offered "engineering services" or had represented himself "as an engineer publicly without having a professional engineer's license" and consequently was a legal liability for his employer, LSU. On 10 February 2010, Dr. Van Heerden filed a wrongful termination lawsuit in Louisiana state court alleging that LSU officials waged a campaign of retaliation against him that culminated with the termination of his position with the university. He settled with the university shortly after embarrassing emails were made public. The emails traded between members of the Louisiana Governor's office and LSU officials three weeks after Katrina revealed an apparent early plan to muzzle Dr. Ivor van Heerden when he blamed the Army Corps of Engineers for most of the New Orleans area flooding during Katrina. Dr. Van Heerden settled for $435,000. The university spent nearly a million dollars fighting the legal case. Public relations controversies In 2007, the New Orleans District hired a PR firm, Outreach Process Partners (OPP), allegedly to develop educational materials and set up public meetings that the Corps is required by law to hold in order to get feedback from residents about corps' projects. The total cost of the PR contract was $5,200,000. In May 2009, an internet blogger discovered that OPP had a bar graph on its website that boasted how it helped reduce negative news coverage that plagued the Corps following Hurricane Katrina. The group Levees.org publicly stated that corps' should not be spending taxpayer dollars trying to repair its reputation. Internet scandal In December 2008, Sandy Rosenthal leader of the group Levees.org called a New Orleans CBS affiliate television station and offered to give them an exclusive to publicize several incidences in which employees of the corps used taxpayer-funded computers to post derogatory blog comments deriding citizen activists' efforts. In response to the news story, the U.S. Army Corps of Engineers described the event as an isolated incident. Three days after the incident was publicized, the Commander of the New Orleans District of the Corps of Engineers, Colonel Alvin Lee, issued a formal apology. "Please accept my apology for the unprofessional comments someone in my District posted to your web site," said the letter. "I have reinforced with my entire staff that this was an inappropriate and unacceptable use of our computers and time." On 23 June 2009, US Senator Mary Landrieu issued this statement to WWL TV Eyewitness News in New Orleans with regard to the scandal: On 29 September 2009, the Department of Defense Inspector General's Office has closed its investigation. "We believe that (corps New Orleans District office) officials took appropriate actions once informed of the allegations at issue," Assistant Inspector General John Crane said in a letter to U.S. Sen. Mary Landrieu, D-La. "Accordingly, further review by this agency is not warranted." Those actions included strongly worded messages to corps employees telling them comments that demeaned corps critics were not allowed. In addition, access to the site of the Levees.org group was blocked from corps computers, preventing employees from commenting there. Lastly, the employee of a contractor—who was a former corps employee himself and was identified as using a government computer to post disparaging remarks on NOLA.com—was barred from working on corps projects. Environmental challenges Debate over type of flood protection Different types of hurricane protection were proposed to protect the southern Louisiana region. Between 1970 and 1975, the Corps developed a plan for massive sea gates for the region east of New Orleans that would prevent storm surge from flowing through Lake Borgne and into Lake Pontchartrain through the Rigolets and Chef Menteur passes. Referred to as the Barrier Plan, it included a series of levees along the lake Gulf Intracoastal Waterway (GIWW), a navigable inland waterway. A small group, led by Luke Fontana, filed a lawsuit against the Barrier Plan in 1976 over the Corps' Environmental Impact Study (EIS). In Save our Wetlands v Rush, the plaintiffs claimed that the Corps' EIS did not meet the requirements of Section 102 of the National Environmental Policy Act (NEPA). The court agreed with Fontana noting, among other things, that the EIS was based on obsolete data and that the Corps' biological analysis 'relied entirely on a single telephone conversation with a marine biologist.' Judge Charles Schwartz issued an injunction preventing further progress on the barrier option until the Corps revised its EIS. However, the Corps did not return and, in 1980, concluded that an alternative option of higher levees providing hurricane protection was less costly, less damaging to the environment and more acceptable to local interests After Katrina, the controversy was revisited, with some blaming the lack of the massive barriers – and the environmentalists – for the storm's destruction. But Corps' officials told the Government Accountability Office that "if they had gone ahead with the floodgate plan, Katrina's devastation would have been even worse, because the barriers would not have been large enough to keep the storm surge out of the lake – and the levees around the city would have been even lower." Lawsuits issues in New Orleans In March 2007, the City of New Orleans filed a $77 billion claim against the USACE for damages sustained from faulty levee construction and resultant flooding during Hurricane Katrina. Of this amount, only $1 billion was designated as direct "infrastructure damages"; the rest was attributed to consequential damages such as industry losses and the city's tarnished image. Hundreds of thousands of individual claims were received in the Corps' New Orleans District office. In addition to the City of New Orleans, other claimants include Entergy New Orleans, the city's now-bankrupt electric utility, and New Orleans Sewerage and Water Board. In February 2007 U.S. District Court Judge Stan Duval ruled that the Flood Control Act of 1928 did not apply to cases involving navigational projects. He ruled that the Corps may be sued over alleged defects in its Mississippi River-Gulf Outlet navigation channel. Immunity for cases involving flood levees was apparently not addressed at that time. On 30 January 2008, Judge Duval ruled that even though the US Army Corps of Engineers was negligent and derelict in their duty to provide flood protection for the citizens of New Orleans, he was compelled to dismiss a class action lawsuit filed against the Corps for levee breaches after Hurricane Katrina. He cited the Flood Control Act of 1928 which, among other actions, provided protection to the federal government from lawsuits when flood control projects like levees break. Duval's decision left the New Orleans Sewerage & Water Board and Orleans Levee District as defendants in the lawsuit. The dismissal of the lawsuit also denied about 489,000 claims by businesses, government entities, and residents, seeking trillions of dollars in damages against the Corps, which were pinned to the suit and a similar one filed over flooding from a navigation channel in St. Bernard Parish. It was unclear how many claims could still move forward. The plaintiffs vowed to appeal to the United States Court of Appeals for the Fifth Circuit. On 19 November 2009, the Court found the Army Corps responsible for the flooding by not properly maintaining the Mississippi River-Gulf Outlet Canal (MRGO). Judge Duval said that the "Corps had an opportunity to take a myriad of actions to alleviate this deterioration or rehabilitate this deterioration and failed to do so." Duval ruled in favor of five of the six plaintiffs, awarding those from Lower Ninth Ward and St. Bernard Parish between $100,000 and $317,000 in damages. Duval, however, ruled against a couple from New Orleans East. In his decision, Duval wrote that the Corps was aware that deteriorating conditions of the canal would affect the levees in St. Bernard Parish and the Lower Ninth Ward neighborhoods. Duval awarded a total of $719,000 to the five plaintiffs but the decision leaves the U.S. government open to additional lawsuits from those affected. A spokesman for the Corps indicated the matter would be appealed, up to and including the U.S. Supreme Court. In April 2019, a federal appeals court overturned the decision, saying that the plaintiffs failed to prove that construction or operation of the outlet caused the flooding. See also U.S. Army Corps of Engineers civil works controversies 2005 levee failures in Greater New Orleans Flood Control Act of 1965 Criticism of the government response to Hurricane Katrina Political effects of Hurricane Katrina Reconstruction of New Orleans When the Levees Broke (film) Civil engineering and infrastructure repair in New Orleans after Hurricane Katrina London Avenue Canal 17th Street Canal Industrial Canal References External links Levees.Org (non-profit flood protection group in New Orleans) NOLA.com flash animation of levee failures and flooding in the wake of Katrina Dr. Ray Seed's ethics complaint letter to ASCE president Independent Levee Investigation Team (ILIT) U.S. Army Corps of Engineers' Interagency Performance Evaluation Taskforce (IPET) Team Louisiana Forensic Levee Investigation United States Army Corps of Engineers Political controversies in the United States
Robert Kilgour Thom was Dean of Brechin from 1861 until 1874; he was also the incumbent of Drumlithie. Notes Scottish Episcopalian clergy Deans of Brechin 19th-century Scottish clergy Year of birth missing Year of death missing
Zhang Xiaoya (born 4 October 1992) is a Chinese female volleyball player. She is part of the China women's national volleyball team. On club level she played for Sichuan in 2015. Clubs Sichuan (2009–Present) Supreme Chonburi (2019) Awards Individuals 2016 Montreux Volley Masters "Best Middle Blocker" 2019 Thai–Denmark Super League "Best Middle Blocker" Club 2019 Thai–Denmark Super League - Champion, with Supreme Chonburi 2019-2020 Volleyball Thailand League - Champion, with Supreme Chonburi National team 2014 Asian Cup — Champion 2014 Asian Games — Silver Medal 2015 World Cup — Champion 2016 Montreux Volley Masters — Champion 2016 World Grand Prix — 5th place 2016 Asian Cup — Champion References 1992 births Living people Chinese women's volleyball players Volleyball players from Sichuan Place of birth missing (living people) Volleyball players at the 2014 Asian Games Asian Games medalists in volleyball Medalists at the 2014 Asian Games Asian Games silver medalists for China Sportspeople from Chengdu Middle blockers 21st-century Chinese women
Cupid (Carrie Cutter) is a supervillain appearing in American comic books published by DC Comics. She is an enemy of Black Canary and Green Arrow, the latter of whom she has an unhealthy limerence for. Cupid appeared as a recurring character on the Arrowverse television series Arrow, played by actress Amy Gumenick. Publication history Created by writer Andrew Kreisberg and artist David Baron, the character made her first appearance in Green Arrow and Black Canary #15 (February 2009). Fictional character biography Carrie Cutter was a special ops soldier, working for a top secret program called COBALT, who thought her husband Ross had abandoned her. During a mission in Georgia she encountered something that deeply disturbed her. She volunteered for a program that would make her fearless. It also turns her emotions up to the extreme when it comes to falling in love. Other effects included memory loss and increased strength. She fell off the radar for a long time. Years later, she found out that her husband Ross was still alive, tracked him to Star City and killed him. Green Arrow thought that the unknown man was abusing his wife so he shot an arrow at him. Cupid picked up that arrow which began her obsession with Green Arrow. Cupid first showed up in Star City at a scene of one of Green Arrow's fights. She picked up a broken tip of one of his arrows and carved the infamous heart with an arrow through it on her chest. She began killing off some of his notable enemies in the hope that she may begin to fulfill his heart's desire. She is mentally unstable as upon getting a new haircut, she cut out the eyes of the hairdresser, for the hair was cut so perfectly that she did not want anyone else to ever have the same perfect hair. Small time enemies killed by Cupid include Big Game, Death Dealer, Vengeance, and Slingshot, which brought her to the attention of Star City's crime boss, Brick. When he learned of these killings, he sent his men to find out who was behind them. Within minutes of sending a street junkie out to find Cupid, she shot the junkie in the head and proceeded to fire upon Brick himself. As this did not work, she had a back-up plan in the form of a wrecking ball suspended from a crane. The crane cut through the building Brick was in and left him dead, cut in half at the waist. She had captured Merlyn from the police department, drugged him and lured Green Arrow to Star City Museum. Cupid had it arranged that Green Arrow, with a new-found darkness within him, would kill Merlyn and help himself achieve his hearts desire. Green Arrow did not follow through with Merlyn's death after seeing a way out of it and instead incapacitated him. This angered Cupid, who triggered an explosion. We next see her waking Green Arrow up underground. She had chained him to the subway tracks and planned on dying with him in her arms so that it may be a romantically famous death, but Black Canary rescued him. Before admitting defeat, Cupid slit an unconscious Merlyn's throat. Knowing that Green Arrow and Black Canary would not let him die (despite him being one of their worst and most destructive enemies) she used that chance to escape. She has started to aid the city during a riot, using a bow, that she admits she needs practice with. This is mainly to impress Green Arrow, but has not succeeded. After spending some time in prison, she is broken out by her rival Black Canary because her life was believed to be in danger. Later she encounters Everyman who believes himself to be Green Arrow and they begin to work together against the real Green Arrow and company. She is seen to still be obsessed with Oliver and only considers Everyman to be "good in a pinch". She stabs Green Arrow's associate Lucas Hilton in the back of the head resulting in mood swings caused by brain damage.Cupid later killed Everyman herself, declaring their relationship as "a rebound thing". In later issues, Green Arrow and Black Canary are able to restore her sanity after meeting Dr Victor Turlough, a Cobalt chemical engineer who was responsible for Cutter's transition into Cupid and aims to reverse it. This happens right after foiling Cupid's plan to dump a truck filled with love potion into the river and a Cobalt helicopter showing up to kill her. Green Arrow jumps on the Cobalt helicopter and talks to the Dr while Cupid pushes Speedy (Mia Dearden) out of the one piloted by Black Canary. It crashes into a dam to which both of them are left clinging to. Green arrow shoots Cupid's hand with an arrow coated in an antidote after which she saves Canary and anxiously introduces herself as Carrie. Her memories of her time as Cupid flood back and she expresses guilt and disgust at her villainous actions, and Green Arrow accepts her apology and forgives her as the Cobalt agents take her away. Powers and abilities Cupid is an exceptional hand-to-hand combatant. She possesses enhanced strength, speed, endurance, sense, etc.; but at the cost of her own sanity. In other media Cupid appears in the "Green Arrow" segment of DC Nation Shorts, voiced by Kari Wahlgren. Carrie Cutter appears in Arrow, portrayed by Amy Gumenick. First appearing in the third season, this version is a former member of the Star City Police Department's S.W.A.T. team who was forced to leave because of an attachment disorder. Amidst Slade Wilson's attack on Starling City, Cutter was saved by Oliver Queen / Arrow, leading to her developing an obsession with him and seeing herself as his partner in life. Taking the name "Cupid", she stalks Queen and uses his skill set to kill criminals in an attempt to show him how "right" they are for each other. Ultimately, she is apprehended by Queen, who recognizes her mental illness and sends her to Amanda Waller of A.R.G.U.S. rather than prison. Following this, Cutter becomes a member of Waller's Suicide Squad and maintains her obsession with Queen until she is saved by teammate Floyd Lawton and makes him the target of her obsession instead, though she is left devastated by Lawton's death during one of the squad's missions. As of the fourth season, Cutter has finished her term with A.R.G.U.S. and returns to Star City. Traumatized by Queen's rejection and Lawton's death, she begins killing celebrity newlyweds to publicly demonstrate her new belief that love is pointless. Queen and Felicity Smoak stage a wedding to draw out Cutter, who is subsequently arrested by Team Arrow. In the fifth season, Cutter escapes from prison alongside China White and Liza Warner in the hopes of taking over Star City, only to be captured by Queen. In the seventh season, Cutter is recruited into the Suicide Squad's successor group, the "Ghost Initiative". Having learned Queen's identity as the Arrow, she develops a grudge against Smoak, who had become married to him. The Arrow incarnation of Carrie Cutter appears in The Flash: Season Zero. As part of a squad mission, she, Lawton, and Digger Harkness observe the Flash's fight with King Shark and attempt to recruit the latter. References External links Cupid comicbookdb Fictional United States Army Special Forces personnel Green Arrow characters Black Canary characters Comics characters introduced in 2009 DC Comics characters who can move at superhuman speeds DC Comics characters with superhuman strength DC Comics martial artists DC Comics military personnel DC Comics female supervillains Fictional assassins in comics Fictional characters with neurological or psychological disorders Fictional female military personnel Fictional stalkers Suicide Squad members DC Comics metahumans
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Procambarus clarkii, known variously as the red swamp crayfish, Louisiana crawfish or mudbug, is a species of cambarid crayfish native to freshwater bodies of northern Mexico, and southern and southeastern United States, but also introduced elsewhere (both in North America and other continents), where it is often an invasive pest. Appearance P. clarkii is typically dark red, with long claws and head, small or no spines on the sides of its carapace just below the head, and rows of bright red bumps on the front and side of the first leg. Range and range expansion The native range of P. clarkii is from northern Mexico and far southeastern New Mexico, through the Gulf States to the Florida Panhandle, as well as inland north through the Mississippi Basin to southern Illinois and Ohio. It has also been introduced, sometimes deliberately, outside its natural range to countries in Asia, Africa, Europe and elsewhere in the Americas. In northern Europe, the populations are self-maintaining but not expanding, while in southern Europe, P. clarkii is multiplying and actively colonizing new territories at the expense of the native crayfish, Astacus astacus and Austropotamobius spp. Individuals are reported to be able to cross many miles of relatively dry ground, especially in wet seasons, although the aquarium trade and anglers may have hastened the spread in some areas (anglers using P. clarkii as fishing bait are thought to have introduced it to the state of Washington). Attempts have also been made to use P. clarkii as a biological control organism, to reduce levels of the snails involved in the lifecycle of schistosomiasis, leading to the dispersal of P. clarkii in, for instance, Kenya. Invasiveness In Europe, P. clarkii is included since 2016 in the list of Invasive Alien Species of Union concern (the Union list). This implies that this species cannot be imported, bred, transported, commercialized, or intentionally released into the environment in the whole of the European Union. Ecology P. clarkii is most commonly found in warm freshwater bodies such as slow-flowing rivers, marshes, reservoirs, irrigation systems and rice paddies. It is considered to be the most ecologically plastic species in the order Decapoda and is able to grow quickly even in only seasonally present water, being able to tolerate dry spells of up to four months. P. clarkii grows quickly, and is capable of reaching weights over and sizes of long. It is also able to tolerate slightly saline water, which is unusual for a crayfish. Additionally, P. clarkii are physiologically capable of tolerating relatively low dissolved oxygen concentrations. The average lifetime of P. clarkii is five years, although some individuals are known to have reached ages (in nature) of over six years. The burrowing activities of P. clarkii can lead to damage to existing water courses and to crops, particularly rice, and its feeding can disrupt native ecosystems. It may outcompete the native crayfish species and is a vector for the crayfish plague fungus Aphanomyces astaci, for crayfish virus vibriosis and for a number of parasitic worms on vertebrates. Their burrowing activities may also be a threat to civil infrastructure such as storm ponds and levees. In 2007, troglomorphic specimens of P. clarkii were found in central Portugal in the karst springs of the Rio Anços in the Sicó massif and of the Alviela River in the Estremenho massiff. In 2011, another cave-dwelling population was discovered in caves in the San Giuliano Terme municipality in the Province of Pisa in Italy. Both localities consist of karst landscapes with extensive cave formations. The Portuguese population is entirely depigmented, although pigmented specimens are present in nearby surface streams; the deepest recorded specimen was a male recovered at a depth of . 53% of Italian specimens displayed a blue-white coloration. The greater presence of pigmented individuals suggests either a more recent entrance, an external source of carotenoids, or movement between surface and underground waters. Collectively, these potations make up the first recorded instances of troglodytic crayfish in Europe. The invasive crayfish have the potential to pose an environmental threat to native stygobitic fauna, due to the crayfish's recorded ability to prey on diverse sources of food and the highly restricted ranges of native cave fauna. Economic importance Harvests of P. clarkii for food account for a large majority of the crayfish produced in the United States and elsewhere. Crayfish farming began in Louisiana in the 18th century, taking place in rice fields in a concurrent or alternate culture system. The concurrent polyculture of rice and crayfish combination makes good use of land, resources, equipment and infrastructure already being used for rice production. However, crayfish production has decreased in recent years due to an increase of imports from China, which is now the world's leading producer of farmed crayfish using a rice-based system. A number of species of crustaceans were introduced to China to create markets for aquaculture and because they are better adapted to growing in a rice field than native fish species. Rice-fish farming originated in China and is once again growing as the yields from Green Revolution practices used to grow rice are no longer increasing, and resources such as land and water are becoming more limited. Crayfish are also cultivated as animal feed for poultry farms, fish farms and bullfrog farms, or used to add into organic fertilizers. P. clarkii has also been introduced elsewhere for cultivation, such as Spain, where its success is attributable to its ability to colonize disturbed habitats that would be unsuitable for the native crayfish (Astacus astacus). P. clarkii is also marketed by biological supply companies for teaching and research. P. clarkii also exhibits different colour morphs, including white, blue and orange, which are commonly sold in pet stores. The introduction of P. clarkii has also resulted in economic losses in some regions. In the Baixo Mondego region of Portugal, it caused a decrease in 6.3% of profits in rice fields. However, this was on a wet-seeded field. All negative effects of crayfish can be avoided if adult crayfish are separated from the seed and seedlings. As food P. clarkii is eaten in China, Cambodia, Thailand, Europe, Africa, the United States, Canada, Australia, New Zealand and the Caribbean. In the United States, crayfish are particularly popular in Louisiana, where the standard culinary terms vary between "crawfish", "crayfish", "crawdaddy" or "mudbug", and crawfish boils are popular social gatherings centered around eating the crustaceans. Louisiana crawfish are usually boiled in a large pot with heavy seasoning (salt, cayenne pepper, lemon, garlic, bay leaf, etc.) and other items such as potatoes and corn on the cob. Many differing methods are used to season the dish, and there are an equal number of opinions on which one is correct. In 1990, Louisiana produced 90% of the crayfish in the world, and consumed 70% locally. However, as early as 2003, Asian fish farms and fisheries produced more and continued to outpace production in any other part of the world. By 2018, P. clarkii crayfish production in the Americas represented just 4% of total global P. clarkii supply. Louisiana crayfish remain in demand for local production and consumption. In 2018, 93% of crayfish farms in the US were located in Louisiana. Reproduction Procambarus clarkii normally reproduces sexually, but research suggests it may also reproduce by parthenogenesis. References Further reading External links Procambarus clarkii at Animal Diversity Web Cambaridae Freshwater crustaceans of North America Fauna of the Southeastern United States Crustaceans described in 1852 Arthropods of the Dominican Republic Edible crustaceans
Alice's Adventures Under Ground is a 2016 one-act opera by Gerald Barry to his own libretto, based on Lewis Carroll's 1865 children's book Alice's Adventures in Wonderland (the original manuscript of which had the title of Alice's Adventures Under Ground) and its 1871 sequel Alice Through the Looking-Glass. First performed in a concert staging at the Walt Disney Concert Hall, Los Angeles on 22 November 2016 (a performance repeated with the same cast and conductor, Thomas Adès, at the Barbican Centre in London a few days later), it received its stage premiere at the Royal Opera House on 3 February 2020. The staging was a joint production by the Royal Opera House, Irish National Opera and Dutch National Opera, and was directed by Antony McDonald. The 54 roles in the opera are sung by a cast of seven. Roles Synopsis The following synopsis is in accordance with the Royal Opera House production, 2020. The opera, which is in a single act and lasts for just under an hour, is a sequence of episodes or parts of episodes from both Alice's Adventures in Wonderland and Alice Through the Looking-Glass. It begins with Alice falling through the Rabbit Hole and meeting many of the characters of the first book, including the White Rabbit, the Mad Hatter, the Mock Turtle and the King, Queen and Knave of Hearts. Some of the poetry from the books also features, including "Jabberwocky" which is sung in versions in Russian (to the tune of "It's a Long Way to Tipperary"), French and German. Moving to Looking Glass Land, Alice moves across the chessboard, meeting among others Humpty Dumpty and Tweedledum and Tweedledee, becoming a queen when she reaches the eighth square. References Notes Sources Royal Opera House (2020a). Programme, Alice's Adventures Under Ground Royal Opera house (2020b). Cast list, Alice's Adventures Under Ground 2016 operas Operas Operas by Gerald Barry Music based on Alice in Wonderland English-language operas Opera world premieres at the Royal Opera House One-act operas
The following lists events that happened during 1980 in the Grand Duchy of Luxembourg. Incumbents Events January – March 22 February – Minister Jean Wolter dies, and is replaced by Jean Spautz. April – June 19 April – Representing Luxembourg, Sophie & Magaly finish ninth in the Eurovision Song Contest 1980 with the song Papa Pingouin. 1 May – In football, Luxembourg beats Thailand 1-0: Luxembourg's first international victory since 1973. 9 May – The Luxembourgian national football team beats South Korea 3–2. This was Luxembourg's last international victory until 1995. 8 June – The Netherlands' Bert Oosterbosch wins the 1980 Tour de Luxembourg. July – September 1 July – Footballer Robby Langers transfers from Union Luxembourg to German club Borussia Mönchengladbach. October – December 21 November – Gaston Thorn is named as President of the European Commission. 22 November – Gaston Thorn steps down as Deputy Prime Minister and Minister for Foreign Affairs of Luxembourg and is succeeded by Colette Flesch. Camille Polfer replaces Flesch as Mayor of Luxembourg City. Births 15 April – Fränk Schleck, cyclist Deaths 22 February – Jean Wolter, politician 27 June – Marcel Fischbach, politician 12 July – Arsène Mersch, cyclist 23 October – Auguste Trémont, artist Footnotes References
Taiwan Financial Holdings Co., Ltd. () is a Taiwan based state-owned corporation that is the parent holding company of the Bank of Taiwan, BankTaiwan Securities and BankTaiwan Life Insurance. Founded in 2007 and commenced in 2008 through the legislative approval of the merger, it is the largest financial institution in Taiwan. Today the Group is the 18th largest financial institution in Asia and 89th largest in the world, with assets of NT$5,458.59 billion and net worth of NT$373.17 billion as of March, 2008. History In January 2008, the Bank of Taiwan became part of the Taiwan Financial Holdings Co., Ltd.(), which was resulted in the merger of the Bank of Taiwan (), Land Bank of Taiwan (), The Export–Import Bank of China (), BankTaiwan Securities and BankTaiwan Life Insurance. This is now Taiwan's largest financial institution. The merger was filed report in accordance with the Fair Trade Law. On June 28, 2008, the Government of Taiwan approved a draft law which allowed Taiwan Financial Holdings to acquire other financial companies. The Government also approved the withdrawal of Export-Import Bank of China from the holding company. On July 21, 2008, the Government of Taiwan planned of a future release of 20% stake in the state-owned Taiwan Financial Holdings to foreign strategic partners and allowed them to join the company's board of directors. This will be effective once the ratification of the draft Statute for Taiwan Financial Holdings has been complete, scheduled on September 2008. Merger and acquisitions In 2008, the banks and financial institutions Bank of Taiwan, Land Bank of Taiwan, The Export-Import Bank of China, BankTaiwan Securities and BankTaiwan Life Insurance merged into a single parent holding company, Taiwan Financial Holdings Group (). Taiwan Financial Holdings Co. Ltd. filed a merger report in accordance with the Fair Trade Law under Article 6, 11 and 12. The merger report concluded that this will result in the possession of more than 15% of the deposit and loan market and there is no obvious danger of restriction on market competition. The report concluded that the meeting on October 4, 2007 decided the benefits brought by the merger outweigh the negative. Subsidiaries Asia Pacific Bank of Taiwan () BankTaiwan Securities () BankTaiwan Life Insurance () See also List of banks in Taiwan Economy of Taiwan List of companies of Taiwan References External links Taiwan Financial Holdings Group (臺灣金控) Bank of Taiwan (臺灣銀行) Land Bank of Taiwan (臺灣土地銀行) BankTaiwan Securities (臺銀證券) BankTaiwan Life Insurance (臺銀人壽) Banks established in 2007 Banks of Taiwan Companies based in Taipei Government-owned companies of Taiwan Holding companies established in 2007 Holding companies of Taiwan Taiwanese companies established in 2007
Dewey Michael Proctor (July 1, 1920 – July 2, 2009) was an American football fullback. Proctor was born in South Carolina in 1920 and attended Lake View High School in Lake View, South Carolina. He played college football at Furman. He played professional football in the All-America Football Conference for the New York Yankees in 1946, 1947, and 1949 and for the Chicago Rockets in 1948. He appeared in 25 professional football games, five of them as a starter, and tallied 280 rushing yards, 54 receiving yards, and four touchdowns. He died in 2009. References 1920 births 2009 deaths American football fullbacks New York Yankees (AAFC) players Chicago Rockets players Furman Paladins football players Players of American football from South Carolina
Mount Richards is a 2,377-meter-elevation (7,799-foot) mountain summit located in Waterton Lakes National Park, in the Canadian Rockies of Alberta, Canada. It is situated just north of the Canada–United States border, with the south footing of the mountain at Boundary Creek just within Glacier National Park of the United States. Its nearest higher peak is Mount Alderson, to the northwest. Bertha Lake and Bertha Peak are situated immediately to the north. History Mount Richards was named in honor of Admiral Sir George Henry Richards (1820–1896), Hydrographer of the Navy who was the Second Commissioner of the British Boundary Commission which delineated the border from the Pacific to the Rockies. It has also been called Sleeping Indian Mountain. The mountain's toponym was officially adopted in 1943 by the Geographical Names Board of Canada. Geology Like other mountains in Waterton Lakes National Park, Mount Richards is composed of sedimentary rock laid down during the Precambrian to Jurassic periods. Formed in shallow seas, this sedimentary rock was pushed east and over the top of younger Cretaceous period rock during the Laramide orogeny. Climate Based on the Köppen climate classification, Mount Richards is located in a subarctic climate zone with cold, snowy winters, and mild summers. Winter temperatures can drop below −20 °C with wind chill factors below −30 °C. Precipitation runoff from Mount Richards drains into Waterton Lake, thence Waterton River. Gallery See also Geography of Alberta References External links Mount Richards weather forecast Parks Canada web site: Waterton Lakes National Park Two-thousanders of Alberta Waterton Lakes National Park Alberta's Rockies Canadian Rockies
"Asimbonanga", also known as "Asimbonanga (Mandela)", is an anti-apartheid song by the South African racially integrated band Savuka. It was first released as a 12" single in 1986, and then included in their 1987 album Third World Child. It alluded to Nelson Mandela, imprisoned on Robben Island at the time of song's release, and other anti-apartheid activists. "Asimbonanga" is a Zulu phrase that may be translated as "We have not seen him". It was well received, becoming popular within the movement against apartheid, and was covered by several artists including Joan Baez and the Soweto Gospel Choir. Background, lyrics, and composition The Afrikaner National Party (NP) was elected to power in South Africa in 1948, and remained in control of the government for the next 46 years. The white minority held all political power during this time, and implemented the system of apartheid. Savuka was formed in 1985 by many of the members of the band Juluka, often credited with being the first racially integrated band in South Africa, though frontman Johnny Clegg has stated that that was not the case. Savuka was also a mixed-race band, containing three black South Africans and three whites. Savuka, which means "awakening" in Zulu, played music that drew on Zulu traditions as well as on Celtic music and rock music, and became popular with both black and white South Africans. Black South African leader Nelson Mandela was imprisoned on Robben Island in 1962. "Asimbonanga" was written while he was still in prison, and its lyrics alluded to his absence from society, as well as mentioning other anti-apartheid activists by name, including Steve Biko (who was also the subject of the 1980 Peter Gabriel’s song "Biko"), Victoria Mxenge and Neil Aggett. "Asimbonanga" is a Zulu phrase that may be translated as "We have not seen him". The song, described as "elegiac", included choruses sung in Zulu and verses sung in English. The title of the song translates approximately to "We can't see him" or "We have not seen him", and refers to the "need South Africans had for their persecuted icon." "Asimbonanga" has been described as part of a trend that emerged within South African music after the 1976 Soweto uprising, of combining politically conscious lyrics with jive and dance rhythms. This style has been variously called "township jive", "township soul", and "bubblegum." Release, reception and performances The song was the second track on Savuka's album Third World Child, released in 1987. Johnny Clegg was credited as the composer for the song, as with the rest of the album. The song was a best-seller in France, reaching No. 2 on the singles chart. "Asimbonanga" became among the most popular anti-apartheid songs, and was adopted as an anthem by the United Democratic Front (South Africa). It has been described as among "three of the most incredible songs" written by Clegg. The music magazine The Crisis called it a "beautiful chant to Nelson Mandela", while scholar David Coplan called it a "haunting tribute". The explicit dedication of the song to Mandela, Biko, and others led to the band experiencing trouble with the police; their concerts were raided, and they were arrested repeatedly. Clegg's interest in Zulu traditional music and his work with Zulu musician Sipho Mchunu had previously gotten him into trouble with the apartheid government. Asimbonanga was among several of his songs that were banned in South Africa. The song has been covered by numerous artists, including Joan Baez, who included it on her recording Recently. Though Baez sang in her customary vocal style, the track included backing vocals drawn from traditional South African music, arranged by Caiphus Semenya. The track brought Baez a nomination for a Grammy Award. Another notable cover was by the Soweto Gospel Choir, who performed it as a flash mob in 2013. At the Nelson Mandela 90th Birthday Tribute concert in London in 2008, Clegg, Baez, and the Soweto Gospel Choir performed the song together. At a 1999 performance by Clegg, Mandela joined the band on stage for their performance of "Asimbonanga", and danced while the song was played. After the song ended, Mandela stated "It is music and dancing that makes me at peace with the world," and asked the band to play it again. The track was included on the collection Sounds from Soweto, which contained music from ten different artists. References Anti-apartheid songs 1987 songs Macaronic songs Savuka songs
"Where Do We Go from Here" is a song recorded by British singer Cliff Richard, released in 1982 as the second single from his album Now You See Me, Now You Don't. The song was written by British singer-songwriter Chris Eaton. The song reached number 22 in Ireland and 27 in Belgium, but only reached number 60 in the UK Singles Chart. Chart performance References External links 1982 singles 1982 songs Cliff Richard songs Songs written by Chris Eaton (British musician)
The maker culture is a contemporary subculture representing a technology-based extension of DIY culture that intersects with hardware-oriented parts of hacker culture and revels in the creation of new devices as well as tinkering with existing ones. The maker culture in general supports open-source hardware. Typical interests enjoyed by the maker culture include engineering-oriented pursuits such as electronics, robotics, 3-D printing, and the use of computer numeric control tools, as well as more traditional activities such as metalworking, woodworking, and, mainly, its predecessor, traditional arts and crafts. The subculture stresses a cut-and-paste approach to standardized hobbyist technologies, and encourages cookbook re-use of designs published on websites and maker-oriented publications. There is a strong focus on using and learning practical skills and applying them to reference designs. There is also growing work on equity and the maker culture. Philosophical emphasis Maker culture emphasizes learning-through-doing (active learning) in a social environment. Maker culture emphasizes informal, networked, peer-led, and shared learning motivated by fun and self-fulfillment. Maker culture encourages novel applications of technologies, and the exploration of intersections between traditionally separate domains and ways of working including metalworking, calligraphy, filmmaking, and computer programming. Community interaction and knowledge sharing are often mediated through networked technologies, with websites and social media tools forming the basis of knowledge repositories and a central channel for information sharing and exchange of ideas, and focused through social meetings in shared spaces such as hackerspaces. Maker culture has attracted the interest of educators concerned about students’ disengagement from STEM subjects (science, technology, engineering and mathematics) in formal educational settings. Maker culture is seen as having the potential to contribute to a more participatory approach and create new pathways into topics that will make them more alive and relevant to learners. Some say that the maker movement is a reaction to the de-valuing of physical exploration and the growing sense of disconnection with the physical world in modern cities. Many products produced by the maker communities have a focus on health (food), sustainable development, environmentalism and local culture, and can from that point of view also be seen as a negative response to disposables, globalised mass production, the power of chain stores, multinationals and consumerism. In reaction to the rise of maker culture, Barack Obama pledged to open several national research and development facilities to the public. In addition the U.S. federal government renamed one of their national centers "America Makes". The methods of digital fabrication—previously the exclusive domain of institutions—have made making on a personal scale accessible, following a logical and economic progression similar to the transition from minicomputers to personal computers in the microcomputer revolution of the 1970s. In 2005, Dale Dougherty launched Make magazine to serve the growing community, followed by the launch of Maker Faire in 2006. The term, coined by Dougherty, grew into a full-fledged industry based on the growing number of DIYers who want to build something rather than buy it. Spurred primarily by the advent of RepRap 3D printing for the fabrication of prototypes, declining cost and broad adoption have opened up new realms of innovation. As it has become cost-effective to make just one item for prototyping (or a small number of household items), this approach can be depicted as personal fabrication for "a market of one person". Makerspaces The rise of the maker culture is closely associated with the rise of hackerspaces, fablabs and other "makerspaces", of which there are now many around the world, including over 100 each in Germany and the United States. Hackerspaces allow like-minded individuals to share ideas, tools, and skillsets. Some notable hackerspaces which have been linked with the maker culture include Artisan's Asylum, Dallas Makerspace, Noisebridge, NYC Resistor, Pumping Station: One, and TechShop. In addition, those who identify with the subculture can be found at more traditional universities with a technical orientation, such as MIT and Carnegie Mellon University (specifically around "shop" areas like the MIT Hobby Shop and CMU Robotics Club). As maker culture becomes more popular, hackerspaces and Fab Labs are becoming more common in universities and public libraries. The federal government has started adopting the concept of fully open makerspaces within its agencies, the first of which (SpaceShop Rapid Prototyping Lab) resides at NASA Ames Research Center. In Europe the popularity of the labs is more prominent than in the US: about three times more labs exist there. Outside Europe and the US, the maker culture is also on the rise, with several hacker or makerspaces being landmarks in their respective cities' entrepreneurial and educational landscape. More precisely: HackerspaceSG in Singapore has been set up by the team now leading the city-state's (and, arguably, South-East Asia's) most prominent accelerator JFDI.Asia. Lamba Labs in Beirut is recognized as a hackerspace where people can collaborate freely, in a city often divided by its different ethnic and religious groups. Xinchejian in Shanghai is China's first hackerspace, which allows for innovation and collaboration in a country known for its strong internet censorship. With the rise of cities, which will host 60% of the human population by 2030, hackerspaces, fablabs and makerspaces will likely gain traction, as they are places for local entrepreneurs to gather and collaborate, providing local solutions to environmental, social or economical issues. The Institute for the Future has launched in this regard Maker Cities as "an open and collaborative online game, to generate ideas about how citizens are changing work, production, governance, learning, well-being, and their neighborhoods, and what this means for the future". Tools and hardware Cloud Cloud computing describes a family of tools in service of the maker movement, enabling increased collaboration, digital workflow, distributed manufacturing (i.e. the download of files that translate directly into objects via a digitized manufacturing process) and sharing economy. This, combined with the open source movement, initially focused on software, has been expanding into open-source hardware, assisted by easy access to online plans (in the cloud) and licensing agreements. Some example of cloud-based tools include online project repositories like Appropedia and thingiverse, version-controlled collaborative platforms like GitHub and wevolver, knowledge sharing platforms like instructables, wikipedia and other Wikis, including WikiHow and wikifab and platforms for distributed manufacturing like shapeways and 100k garages. Computers Programmable microcontrollers and single-board computers like the Arduino, Raspberry Pi, BeagleBone Black, and Intel's Galileo and Edison, many of which are open source, are easy to program and connect to devices such as sensors, displays, and actuators. This lowers the barrier to entry for hardware development. Combined with the cloud, this technology enables the Internet of Things. Digital fabrication Desktop 3D printing is now possible in various plastics and metals. In combination with DIY open-source microelectronics, they can create autoreplicant 3d printers, such as RepRap. Digital fabrication also includes various subtractive fabrication tech, eg. laser cutting, CNC milling, and knitting machines. To create one's own designs for digital fabrication requires digital design tools, like Solidworks, Autodesk, and Rhinoceros 3D. More recently, less expensive or easier to use software has emerged. Free, open-source software such as FreeCAD can be extremely useful in the design process. Autodesk's Fusion 360 is free for start ups and individuals, and Onshape and Tinkercad are browser-based digital design software. Online project repositories make many parts available for digital fabrication—even for people who are unable to do their own design work. Opendesk is one example of a company which has made a business by designing and hosting projects for distributed digital fabrication. Funding platforms Patreon and Kickstarter are two examples of distributed funding platforms key to the maker movement. Hand tools Maker culture is not all about new, digital technologies. Traditional and analog tools remain crucial to the movement. Traditional tools are often more familiar and accessible, which is key to maker culture. In many places and projects where digital fabrication tools are just not suitable, Hand tools are. Other types of making Maker culture involves many types of making – this section reviews some of the major types. Amateur scientific equipment This involves making scientific instruments for citizen science or open source labs. With the advent of low-cost digital manufacturing it is becoming increasingly common for scientists as well as amateurs to fabricate their own scientific apparatuses from open source hardware designs. Docubricks is a repository of open source science hardware. Biology, food and composting Examples of maker culture in food production include baking, homebrewing, winemaking, home roasting coffee, vegoil, pickling, sausage, cheesemaking, yogurt and pastry production. This can also extend into urban agriculture, composting and synthetic biology. Clothes Like many other craft objects, also clothing has traditionally been made at home. But within the maker culture, also clothes has seen a resurgence. Clothes can include sew and no-sew DIY hacks, and pattern-sharing magazines and platforms, such as Burda Style. Especially the open source element has been picked up by a new generation of makers, creating open patterns and platforms for sharing patterns, sewing methods and construction techniques. Hacking has also been a popular reference to DIY clothing and up cycling. Clothing can also include knitted or crocheted clothing and accessories. Some knitters may use knitting machines with varying degrees of automatic patterning. Fully electronic knitting machines can be interfaced to computers running computer-aided design software. Arduino boards have been interfaced to electronic knitting machines to further automate the process. Free People, a popular clothing retailer for young women, often hosts craft nights inside the doors of its Anthropologie locations. Cosmetics Maker cosmetics include perfumes, creams, lotions, shampoos, and eye shadow. Tool kits for maker cosmetics can include beakers, digital scales, laboratory thermometers (if possible, from -20 to 110 °C), pH paper, glass rods, plastic spatulas, and spray to disinfect with alcohol. Perfumes can be created at home using ethanol (96%, or even vodka or everclear), essential oils or fragrance oils, infused oils, even flavour extracts (such as pure vanilla extract), distilled or spring water and glycerine. Tools include glass bottles, glass jar, measuring cup/measuring spoons, a dropper, funnel, and aluminum foil or wrapping paper. Musical instruments The concept of homemade and experimental instruments in music has its roots prior to the maker movement, from complicated experiments with figures such as Reed Ghazala and Michel Waisvisz pioneering early circuit bending techniques to simple projects such as the Cigar Box Guitar. Bart Hopkin published the magazine Experimental Musical Instruments for 15 years followed by a series of books about instrument building. Organizations such as Zvex, WORM, STEIM, Death by Audio, and Casper Electronics cater to the do-it-yourself audience, while musicians like Nicolas Collins and Yuri Landman create and perform with custom made and experimental instruments. Synth DIY While still living at home Hugh Le Caine began a lifelong interest in electronic music and sound generation. In 1937, he designed an electronic free reed organ, and in the mid-1940s, he built the Electronic Sackbut, now recognised to be one of the first synthesizers. In 1953, Robert Moog produced his own theremin design, and the following year he published an article on the theremin in Radio and Television News. In the same year, he founded RA Moog, selling theremins and theremin kits by mail order from his home. One of his customers, Raymond Scott, rewired Moog's theremin for control by keyboard, creating the Clavivox. John Simonton founded PAiA Electronics in Oklahoma City in 1967 and began offering various small electronics kits through mail order. Starting in 1972 PAiA began producing analog synthesizer kits, in both modular and all-in-one form. Tool making Makers can also make or fabricate their own tools. This includes knives, hand tools, lathes, 3-D printers, wood working tools, etc. Vehicles A kit car, also known as a "component car", is an automobile that is available as a set of parts that a manufacturer sells and the buyer himself then assembles into a functioning car. Car tuning can include electric vehicle conversion. Motorcycle making and conversions are also represented. As examples: Tinker Bike is an open source motorcycle kit adaptable to recycled components; NightShift Bikes is a small, Makerist project in custom, DIY electric motorcycle conversions. Bicycles, too, have a DIY, Maker-style community. Zenga Bros' Tall Bikes are one example. Community bike workshops are a specific type of makerspaces. Media MAKE (a magazine published since 2004 by O'Reilly Media), is considered a "central organ of the Maker Movement," and its founder, Dale Dougherty, is widely considered the founder of the Movement. Other media outlets associated with the movement include Wamungo, Hackaday, Makery, and the popular weblog Boing Boing. Boing Boing editor Cory Doctorow has written a novel, Makers, which he describes as being "a book about people who hack hardware, business-models, and living arrangements to discover ways of staying alive and happy even when the economy is falling down the toilet". In 2016 Intel sponsored a reality TV show—America's Greatest Makers—where 24 teams of makers compete for $1 million. Maker Faires Since 2006 the subculture has held regular events around the world, Maker Faire, which in 2012 drew a crowd of 120,000 attendees. Smaller, community driven Maker Faires referred to as Mini Maker Fairs are also held in various places where an O'Reilly-organised Maker Faire has not yet been held. Maker Faire provides a Mini Maker Faire starter kit to encourage the spread of local Maker Faire events. Following the Maker Faire model, similar events which don't use the Maker Faire brand have emerged around the world. Maker Film Fest A Maker Film Festival was announced for August 2014 Powerhouse Science Center in Durango, Colorado, featuring "Films About Makers, and Makers Making Movies." PPE Production in Response to COVID-19 The Maker movement galvanized in response to the outbreak of the COVID-19 pandemic, with participants initially directing their skills toward designing Open Source ventilators. They subsequently targeted production of Personal protective equipment (PPE). Disruption of supply chains was a mounting problem, particularly in the early days of the pandemic, and compounded with the Shortages related to the COVID-19 pandemic in the medical sectors. The response was largely regional and spread across 86 countries on 6 continents, and coordinated their response, designs and shared insights with each other through intermediary organizations such as Tikkun Olam Makers, the Fab Fouhdation or Open Source Medical Supplies which included more than 70,000 people. National movements emerged in Germany, Brazil, Romania, France, Spain, India, and the United Kingdom. Said movements used distributed manufacturing methods; some cooperated with local government entities, local police and the national military to help locate supply shortages and manage distribution. Total production figures sides the maker community exceeded 48.3 million units produced, totaling a market value of about $271 million. The most-produced items included face shields (25 million), medical gowns (8 million) and face masks (6 million). The primary modes of production utilized were familiar tools like 3D printing, laser cutting or sewing machines, but multiple maker organizations scaled their production output by pooling funds to afford high-output methods like die cutting or injection molding. Criticisms The maker movement has at times been criticized for not fulfilling its goals of inclusivity and democratization. One of the most famous critiques came from Deb Chachra's piece, Why I Am Not a Maker in The Atlantic, criticizing the movement's gendered history and present; Evgeny Morozov's Making It in The New Yorker, challenging the movement's potential to actually disrupt or democratize innovation; and Will Holman's The Toaster Paradox, about Thomas Thwaites' the Toaster Project's challenges to the DIY and "Maker impulse." Critical making can also be seen as an argument against or a comment on maker culture, which has been explored by Garnet Hertz, Eric Paulos, John Maeda, Matt Ratto and others. The primary argument is that maker culture is unnecessarily fascinated with technology, and that projects are improved when they work to critically consider social concerns - borrowing from the more established disciplines of industrial design and media art practice. Others criticize the maker movement as not even being a movement, and posit that fundamental hypocrisy extends to limit the scope and impact of every aspect of the "Movement." See also Autonomous building Bricolage Craft production Do-it-yourself biology Modular design Open-design movement Open-source car SparkFun Electronics STEAM fields STEM education References External links Informal crowd-sourced research by the Ananse Group The Maker Manifiesto. Maker Movement, P2P Foundation Subcultures
Clickky is a full-stack platform for advertisers and publishers, which offers programmatic, performance and video solutions. Currently, Clickky focuses on the developing of its own SSP and RTB Marketplace. The company was founded by Vadim Rogovskiy in 2010. Clickky has offices in New York, Moscow, Mumbai and Beijing, with the R&D office in Odesa, Ukraine. According to the Dealbook of Ukraine, Clickky made the list of Ukrainian IT companies with the most revenue abroad. History The company evolved from Clickburner ad network, which was founded in 2010 by Vadim Rogovskiy. In 2013, Clickky shifted its focus to mobile market, offering solutions for mobile app developers. In May, 2015 Clickky received $2M from iTech Capital, a venture capital firm that focuses on growth investments in digital economy businesses. The company has shown a 1,498% growth over the four years, reaching €3.3 M revenue. Activities Clickky holds an annual Mobile Beach Conference — a two-day mobile marketing and tech event, taking place in Odesa, Ukraine. In 2017, Mobile Beach Conference gathered over 800 mobile marketing professionals from 29 countries. The event also hosts Startup Alley, a competition for tech startups. References External links Official Website Digital marketing companies
Neanderthal man is an extinct human of the genus Homo. Neanderthal man may also refer to: The Neanderthal Man (1953), science-fiction film made in the United States "Neanderthal Man" (song) (1970), by English band Hotlegs Neanderthal Man: In Search of Lost Genomes (2014), memoir by Neanderthal researcher Svante Pääbo See also Neanderthal (disambiguation)
The Lomellini Family is a portrait painting by the Flemish Baroque painter Anthony van Dyck. A group portrait of a landed Genoese family, it is in the Scottish National Gallery in Edinburgh. Painting Van Dyck spent the years 1621–1627 in the city of Genoa, painting portraits for the city's wealthiest and most prominent patrons. This work is considered his grandest and most encompassing. It was commissioned by Giacomo Lomellini, the Doge of Genoa, and depicts his family, though he himself does not appear in the work. This is because incumbent doges were forbidden from being depicted, to prevent self-promotion. Lomellini's two eldest sons stand next to his second wife, and to her left are their two youngest children. It was acquired by the Royal Institution in 1830, and transferred to the gallery in 1859. See also List of paintings by Anthony van Dyck References 1620s paintings Paintings in National Galleries Scotland Portraits by Anthony van Dyck Dogs in art Paintings of children
Khoshkedan-e Olya (, also Romanized as Khoshkedān-e ‘Olyā; also known as Khoshkedān) is a village in Sepidar Rural District, in the Central District of Boyer-Ahmad County, Kohgiluyeh and Boyer-Ahmad Province, Iran. At the 2006 census, its population was 41, in 7 families. References Populated places in Boyer-Ahmad County
Praneth Jayasundera (born 6 August 1980) is a Sri Lankan cricketer. He played 72 first-class and 51 List A matches for multiple domestic sides in Sri Lanka between 2001 and 2009. He made his Twenty20 debut on 17 August 2004, for Chilaw Marians Cricket Club in the 2004 SLC Twenty20 Tournament. His last first-class match was for Lankan Cricket Club in the 2009–10 Premier Trophy on 4 December 2009. See also List of Chilaw Marians Cricket Club players References External links 1980 births Living people Sri Lankan cricketers Chilaw Marians Cricket Club cricketers Lankan Cricket Club cricketers Sebastianites Cricket and Athletic Club cricketers Wayamba cricketers Place of birth missing (living people)
Ernst Grenzebach (14 February 1871 – 29 May 1936) was a German concert baritone and voice teacher. He taught, among others, two of the most famous European heroic tenors: Max Lorenz and Lauritz Melchior. Life and career Born in Berlin, Grenzebach was the son of a Berlin merchant. From 1900 to 1904 he studied opera and concert singing at the Stern Conservatory. He also studied with the legendary baritone and teacher Cotogni, according to Shirlee Emmons in her Melchior biography TRISTANISSIMO (1990). Although he was also active as a concert soloist, from 1904 he devoted himself primarily to teaching. He conducted the Grenzebach'sche Frauenchor which consisted of his students. In the 1920s he lived in Nassauische Strasse in Berlin-Wilmersdorf. He was the principal teacher of opera and concert singing at the Klindworth-Scharwenka-Konservatorium, which for decades enjoyed the reputation of an internationally renowned training institution. He was regarded as the vocal pedagogue of Berlin and was a professor at the Staatliche Hochschule für Musik und Darstellende Kunst Berlin from 1928 to 1934. Else Prausnitz (1885-1976) was the piano accompanist during his lessons for many years. The later record producer, manager and composer (1897–1992) was his nephew whose musical education was supported by his uncle. Grenzebach died in Berlin aged 65. Students Literature Karl-Josef Kutsch, Leo Riemens: Großes Sängerlexikon. Fourth, extended and updated edition. K. G. Saur, Munich 2003, vol. 4. References External links Grenzebach, Ernst on Operissimo 1871 births 1936 deaths Musicians from Berlin German baritones Voice teachers
Gymnopilus hybridus is a species of agaric fungus in the family Hymenogastraceae. See also List of Gymnopilus species References External links Fungi described in 1789 Fungi of Europe Fungi of North America hybridus Taxa named by Jean Baptiste François Pierre Bulliard
"Too Much Information" is a song by English new wave band Duran Duran, released in August 1993 as the third single from their seventh studio album, Duran Duran (1993). The song's lyrics deal mainly with the commercialisation of the music industry. In the United Kingdom, it became the band's third top-40 single from the album, while in North America, it peaked at number 45 on the US Billboard Hot 100 and number 26 in Canada. Release In the United Kingdom, the 12-inch, cassette, and CD singles were released on 23 August 1993. Those who bought the cassette received a free No Ordinary EP cassette with live tracks ("Hungry Like the Wolf", "Notorious", "Come Undone"), recorded during a performance at Tower Records a few months before. These recordings also appeared as bonus tracks on various global CD releases of the single. Critical reception Alan Jones from Music Week gave the song three out of five in his review, describing it as "somewhat less atmospheric than "Come Undone" and more world-weary than "Ordinary World". It won't be as big as either but should still perform well enough to give them another Top 30 hit." Music video The accompanying music video for "Too Much Information" was filmed by director Julien Temple in Santa Monica on 27 August and featured the elaborate stage setup designed for the band's 1993 Dilate Your Mind tour. Personnel Simon Le Bon – vocals Nick Rhodes – keyboards John Taylor – bass Warren Cuccurullo – acoustic and electric guitars John Jones – keyboards Steve Ferrone – drums Charts References DuranDuran.com Duran Duran Collection CZ Duran Duran songs 1993 singles 1993 songs Capitol Records singles Music videos directed by Julien Temple Parlophone singles Songs written by John Taylor (bass guitarist) Songs written by Nick Rhodes Songs written by Simon Le Bon Songs written by Warren Cuccurullo
Tappan may refer to: People Tappan (Native Americans) Arthur Tappan (1786–1865), abolitionist Benjamin Tappan (1773–1857), Ohio senator Clair S. Tappaan (1878–1932), California judge and Sierra Club president Eli Todd Tappan (1824–1888), president of Kenyon College, 1868–1875 Henry Philip Tappan (1805–1881), president, University of Michigan, 1852–1863 James Camp Tappan (1825–1906), Confederate Army Brigadier General Lewis Tappan (1788–1873), abolitionist, developer of credit reporting service Lewis Northey Tappan (1831–1880), abolitionist, Western pioneer and a founder of Colorado City Mary Tappan Wright (née Tappan; 1851–1916), writer Mel Tappan (1933–1980), survivalist writer Samuel F. Tappan (1831–1913), US Army officer, journalist, Native American advocate Stacey Tappan (born 1973), American lyric soprano Tappan Wright King (born 1950), editor W. J. Tappan (fl. 1881), founder of the Ohio Valley Foundry Company, later renamed Tappan Stove Company Places United States Tappan, Ohio, an unincorporated community Tappan, West Virginia, an unincorporated community Lake Tappan, a reservoir on the Hackensack River Old Tappan, New Jersey, a town in Bergen County Tappan Lake, a reservoir in Harrison County, Ohio Tappan, New York, a hamlet in Rockland County Tappan Zee, widening of the Hudson River Tappan Zee Bridge (1955–2017), a former bridge at the Tappan Zee Tappan Zee Bridge (2017–present) (Governor Mario M. Cuomo Bridge), the replacement for the 1955 bridge Other Tappan (brand), a brand of stoves owned by Electrolux, founded by W.J. Tappan See also
The Who's Tommy is a rock musical with music and lyrics by Pete Townshend and a book by Townshend and Des McAnuff. It is based on the 1969 rock opera Tommy by The Who. Productions The musical opened at La Jolla Playhouse in San Diego, California, on 1 July 1992. The Broadway theatre debut was at the St. James Theatre on 29 March 1993 with 27 previews running through 10 April. The show then officially opened on 22 April 1993 and closed on 17 June 1995, after 899 performances. Produced by Sir George Martin and directed by Des McAnuff, with choreography by Wayne Cilento, the original cast included Michael Cerveris (Tommy), Marcia Mitzman (Mrs. Walker), Jonathan Dokuchitz (Captain Walker), Paul Kandel (Uncle Ernie) and Cheryl Freeman (The Gypsy/Acid Queen), plus an ensemble that included Alice Ripley, Christian Hoff, Norm Lewis, Tracy Nicole Chapman, Michael Gardner, Michael McElroy and Sherie Rene Scott. A Canadian Production opened at the Elgin Theatre in Toronto on 1 March 1995, and played throughout the year. The production featured an entirely Canadian cast, and the lead character of Tommy was played by Tyley Ross. Once the Toronto run ended, the production went on a Canadian tour. The original production ran 1995/1996 for 13 months in Germany at the Capitol Theatre in Offenbach (next to Frankfurt). The show officially opened on 28 April 1995 and closed on 16 June 1996. Cast included Michael Cerveris (Tommy), Helen Hobson (Mrs. Walker), Joe Lutton (Captain Walker), Roger Bart (Cousin Kevin), Bill Kocis (Onkel Ernie), Linda Dorsey (Acid Queen) plus an ensemble that included Stephen Bienskie, Nicci Brightman, Patrick Clancy, Tim Talman, and others. The show subsequently was produced by various touring companies throughout North America and Europe. A production ran in the West End at the Shaftesbury Theatre from 5 March 1996 until 8 February 1997, featuring Paul Keating (Tommy) and Kim Wilde (Mrs. Walker). The original Broadway cast performed a one night only reunion benefit concert at the August Wilson Theatre in New York City on 15 December 2008. Produced by The Path Fund/Rockers on Broadway, the concert was a benefit for Broadway Cares/Equity Fights AIDS, the Broadway Dreams Foundation and the Bachmann-Strauss Dystonia and Parkinson Foundation. Des McAnuff revived the musical at the Stratford Festival of Canada from 4 May until 19 October 2013 at the Avon Theatre in Stratford, Ontario. Aria Entertainment and Greenwich Theatre revived the show in London at the Greenwich Theatre from 29 July until 23 August 2015. A new production by New Wolsey Theatre, Ipswich (in co-production with Ramps on the Moon) began touring from March 2017 in Ipswich before heading to Nottingham Playhouse, West Yorkshire Playhouse, Birmingham Repertory Theatre, Theatre Royal Stratford East and Sheffield Theatres. It is directed by Kerry Michael and features original West End cast member Peter Straker as the Acid Queen (after previously playing the Narrator). A production featuring Andy Mientus as Tommy opened on 27 April 2018 at the Denver Center for the Performing Arts. A limited production opened at the Kennedy Center for the Performing Arts on 24 April 2019. The production starred Casey Cott as Tommy, Christian Borle as Captain Walker, and Mandy Gonzalez as Mrs. Walker. The production ran through 29 April 2019. A 30th anniversary revival of the musical premiered at the Goodman Theatre in 2023, in a production directed by Des McAnuff. This production made some revisions to the script including the removal of "Tommy's Holiday Camp" and new rewrite of the verses of "We're Not Gonna Take It". On 26 October 2023, it was announced that this production would transfer to Broadway's Nederlander Theatre, with opening night scheduled for 28 March 2024. This musical inspired Data East's production of a pinball machine called The Who's Tommy Pinball Wizard, which used music, sound effects and artwork based on the original Broadway production; this machine was the third one after the 1975 pinball machine Wizard! and the 1976 machine Capt. Fantastic and the Brown Dirt Cowboy, both made by Bally and based on the 1975 movie. The former features an image of Roger Daltrey as the Pinball Wizard, the latter features an image of Elton John as the Pinball Champion. Plot Note that there are several plot differences between the album, the film, and the stage production, though the general storyline is largely the same. Prologue An opening montage of London is presented, beginning in 1940 with the initial meeting and then marriage of the Walkers. Amidst World War II, the husband, Captain Walker, parachutes into Germany, where he is captured as a prisoner of war by the Nazis ("Overture"). Back in London at 22 Heathfield Gardens, the captain's brother Ernie delivers a care package to the pregnant Mrs Walker just as two officers arrive at the home to announce the disappearance and presumed death of her husband ("Captain Walker"). Act I The following year, two nurses gently hand Mrs Walker her newborn son, Tommy; later, in 1945, American troops liberate Captain Walker's POW camp, proclaiming the end of the war ("It's a Boy" / "We've Won"). Mrs Walker has since attained a new lover, and they celebrate her twenty-first birthday and discuss marriage together with four-year-old Tommy ("Twenty-One"). To their surprise, Captain Walker enters the house and a fight erupts between Captain Walker and the boyfriend. Mrs Walker turns Tommy away, but he watches his father shoot the boyfriend to death through a large mirror. Captain and Mrs Walker embrace but soon realize what Tommy has witnessed, and violently shake him, telling him he did not see or hear anything ("What About the Boy"). The police arrive; Tommy simply gazes at the mirror in silence. A narrator—Tommy's older self—appears to the audience, introducing and framing the story of his exceptional childhood ("Amazing Journey"). Captain Walker is tried for murder but found not guilty by reasons of self-defense. However, Tommy fails to celebrate his father's release, and his family quickly realizes that he has apparently gone deaf, mute, and blind. Tommy's parents have him undergo a battery of medical tests, to no avail ("Sparks"). At ten years of age, Tommy's unresponsive state remains unchanged ("Amazing Journey – Reprise"). The Walkers all go to church and host a Christmas family dinner, though the family is unnerved that Tommy does not know that it is Christmas or understand its significance ("Christmas"). Everyone is stunned when Tommy responds only to his uncle Ernie's playing the French horn. Mr Walker, in a desperate attempt to reach his son, shouts "Tommy, can you hear me?" multiple times. Older Tommy, only visible to young Tommy, who persistently stares at the mirror, sings to him ("See Me, Feel Me"). The Walkers leave Tommy with a slew of vicious babysitters, including alcoholic and sexually abusive Uncle Ernie ("Do You Think It's Alright?" and "Fiddle About"), as well as his cousin Kevin, a sadistic bully ("Cousin Kevin"). Cousin Kevin and his friends take Tommy to a youth club where, to everyone's astonishment, Tommy plays pinball brilliantly ("Sensation"). Meanwhile, another doctor, a psychiatrist, tests Tommy yet again with no success ("Sparks – Reprise"). The desperate Captain Walker is approached by The Hawker and Harmonica Player ("Eyesight to the Blind") who promise a miraculous cure for Tommy. They take young Tommy to the Isle of Dogs to find a prostitute called The Gypsy, who tries to convince Captain Walker to let her spend time alone with Tommy, introducing him to drugs ("The Acid Queen"). Horrified by her methods, Captain Walker snatches Tommy away. By 1958, Tommy has apparently become a pinball-playing expert as Cousin Kevin and a group of adolescents await 17-year-old Tommy's appearance at the amusement arcade, where his rise to local popularity has begun ("Pinball Wizard"). Act II By 1960, Tommy has become the local pinball champion and hero of the neighborhood lads ("Underture"). Captain Walker persists unsuccessfully in seeking doctors and a cure for Tommy ("There's a Doctor" and "Go to the Mirror!"). One doctor discovers that Tommy's senses do function but not at a self-aware or openly expressive level. On the street, a group of local louts surround Tommy ("Tommy, Can You Hear Me?") and carry him home. The Walkers, at their wits' end, passionately confront each other in an effort to reconcile and face the reality that Tommy might never be cured ("I Believe My Own Eyes"). Captain Walker leaves Mrs. Walker with Tommy. Tommy stares into the mirror blankly as his mother tries desperately to reach him one last time, before smashing the mirror in a rage ("Smash the Mirror"). With the mirror in pieces, Tommy suddenly becomes fully lucid and interactive for the first time since the age of four, and he leaves home ("I'm Free"). Through 1961 to 1963, news of Tommy's miraculous regaining of full consciousness receives huge media attention ("Miracle Cure"), Tommy is idolized by the public and the press ("Sensation – Reprise"), and he begins appearing in packed stadiums, playing pinball with a helmet that temporarily blinds and deafens him ("Pinball Wizard – Reprise"). Uncle Ernie tries to capitalise on Tommy's newfound stardom, by selling cheap souvenirs for a grand opening party of Tommy's new holiday camp, resulting from Tommy's cult-like following ("Tommy's Holiday Camp"). That night, an adolescent fan named Sally Simpson falls from the stage in her eagerness to touch Tommy and is pummeled by guards ("Sally Simpson"). Tommy, in horror, stops the show and tends to Sally. He says he has had enough and decides to go home. Realizing how caught up in celebrity he has become, Tommy wishes to do something in return for his fans and invites them all back to his house ("Welcome"). Once there, the population of fans keeps growing, though Tommy generously, but naïvely, wishes to welcome everyone equally. Sally then asks Tommy how she can be more like him and less like herself ("Sally Simpson's Question"). He is confused, and insists that there is no reason for anyone to be like him, when everyone else already possesses the amazing gifts that he was deprived of most of his life. He suddenly realises that he had thought his fame came from his miraculous recovery, when it in fact arose due to his fans' desire for a spiritual leader, hoping he could communicate wisdom from his experience of not being able to hear, see, or talk for so long. Now, disenchanted with their hero for failing to provide the answers they wanted to be told to them, the crowd turns on him in anger and eventually leaves ("We're Not Gonna Take It"), leaving Tommy with just his family surrounding him. Tommy hears the voice of his ten-year-old self from the mirror ("See Me, Feel Me") and for a moment, to the horror of his family, seems to be reverting to his old state. Instead, he turns to his family, whom he has ignored during his stardom, and embraces them in acceptance, before he climactically reunites with his younger selves onstage ("Listening to You/Finale"). Plot differences between the three versions The original 1969 album was much more ambiguous in its specific plot points than the stage musical and film versions. Originally, the song "Twenty-One" was called "1921" as the album version took place in a post-World War I setting. In the film, the story was changed to be post-World War II and the song was changed to "1951". In both the album and stage versions, the father comes home and kills the lover in the confrontation. Ken Russell's film made a reversal and killed Mr. Walker's character, having the lover then assume the role of a step-father to Tommy. Pete Townshend made a number of lyrical changes to songs for the film version, many of which were utilized in the stage musical (these include revisions made to "It's a Boy", "Amazing Journey", and "Tommy's Holiday Camp", among others). The new pieces created for the film, however ("Bernie's Holiday Camp", "Champagne", "Mother and Son"), were not retained for the stage production. Instead, Townshend wrote a new piece called "I Believe My Own Eyes" in which the Walkers resign themselves to accepting Tommy's fate after years of trying. Tommy's experience with the Acid Queen (Scene 11) is also handled differently between the album, movie, and stage productions. In both the album and movie, Tommy appears to have taken a drug from the Acid Queen which produced a visceral response in the otherwise mostly catatonic child. In the musical, his father brings him to see the Acid Queen, then changes his mind and leaves before Tommy partakes of her "charms." The most fundamental difference in the story is the finale, which was rewritten in 1993. Originally, Tommy instructs his followers to become deaf, mute, and blind themselves to find a heightened state of enlightenment. The crowd rejects this and turns on him. In the stage version, Tommy tells them the opposite: to not try to emulate him, but to rather live out their own normal lives. Upon hearing this message, the crowd still rejects him out of a desire to hear a bolder message from him. Characters Principals Tommy, age 16–25, A young pinball genius. Tenor. Captain Walker age: 25–35, Tommy's guilty father. Tenor. Mrs. Walker, age: 18–30, Tommy's weary mum. Pop Mezzo-soprano. Other Tommys Tommy, age 3–7: child Tommy Tommy, age 8–12: preadolescent Tommy Supporting roles Cousin Kevin, age: 15–20, Tommy's evil babysitting cousin. A young, loutish nuisance. Baritone. Uncle Ernie, age: 30–45, Tommy's perverted uncle. A lecherous bachelor. Tenor. The Lover, age: 25–30, Mrs. Walker's lover, killed by Captain Walker The Hawker, age: 20–50, An unsavory street man. Baritone The Gypsy, age: 20–35, A drug dealer and prostitute. Rock Mezzo-soprano The Specialist, age: 30–50, A very modern doctor who has new theories on how to cure Tommy. Baritone. Sally Simpson, age: 13–20, A typical teenybopper. Soprano. Principal Casts Song list Act One "Overture" – Company "Captain Walker" – Officers "It's a Boy" / "We've Won" – Nurses and Mrs. Walker / Captain Walker and Allied Soldiers "Twenty-One" / "What About the Boy?" – Mrs. Walker and Boyfriend / Captain Walker and Mrs. Walker "Amazing Journey" – Tommy "Courtroom Scene" – Judge "Sparks" – Instrumental "Amazing Journey" (Reprise) – Tommy "Christmas" / "See Me, Feel Me" – Captain Walker, Mrs. Walker, Minister, Minister's Wife and Ensemble / Tommy "Do You Think It's Alright?" – Captain Walker and Mrs. Walker "Fiddle About" (music and lyrics by John Entwistle) – Uncle Ernie and Ensemble "See Me, Feel Me" (Reprise) – Tommy "Cousin Kevin" (music and lyrics by John Entwistle) – Cousin Kevin and Ensemble "Sensation" – Tommy and Ensemble "Sparks (Reprise)" "Eyesight to the Blind" (lyrics by Sonny Boy Williamson II, music and additional lyrics by Pete Townshend) – Hawker, Harmonica Player and Ensemble "The Acid Queen" – The Gypsy "Pinball Wizard" – Local Lads, Cousin Kevin and Ensemble Act Two "Underture (Entr'acte)" – Ensemble "It's a Boy (Reprise)" / "There's a Doctor" – Captain Walker and Mrs. Walker "Go to the Mirror!" / "Listening to You" – Specialist, Specialist's Assistant, Captain Walker and Mrs. Walker / Tommy, Tommy (Age 10) and Tommy (Age 4) "Tommy, Can You Hear Me?" – Local Lads "I Believe My Own Eyes" – Captain Walker and Mrs. Walker "Smash the Mirror" – Mrs. Walker "I'm Free" – Tommy "Streets of London 1961–3 (Miracle Cure)" – News Vendor and Local Lads "Sensation (Reprise)" – Tommy and Ensemble "I'm Free" (Reprise) / "Pinball Wizard" (Reprise) – Tommy and Company "Tommy's Holiday Camp" (music and lyrics by Keith Moon) – Uncle Ernie "Sally Simpson" – Cousin Kevin, Security Guards, Sally Simpson, Mr. Simpson and Mrs. Simpson "Welcome" – Tommy and Ensemble "Sally Simpson's Question" – Sally Simpson, Tommy "We're Not Gonna Take It" – Tommy and Ensemble "See Me, Feel Me" (Final Reprise) / "Listening to You" (Reprise) – Tommy and Company Awards and nominations Original Broadway production Original London production References External links Plot and production information at the Guide to Musical Theatre The Who's Tommy at the Music Theatre International website Tommy (rock opera) Rock musicals Broadway musicals Plays and musicals about disability Sung-through musicals Laurence Olivier Award-winning musicals Musicals set in the 1940s Musicals set in the 1950s Musicals set in the 1960s Musicals set in England Pete Townshend Adultery in theatre 1993 musicals Tony Award-winning musicals
Ochelata is a town in Washington County, Oklahoma, United States. The population was 424 at the 2010 census, a decline of 14.2 percent from the figure of 494 recorded in 2000. History This settlement was founded circa 1898 by Thomas Ellis, who had bought 40 acres from a Cherokee land owner named Jacob Dick. Ellis named the community Otis. It was renamed Ochelata in November 1899 to honor Cherokee Principal Chief Charles Thompson, whose Cherokee name was Oochalata. The Atchison, Topeka and Santa Fe Railway reached Ochelata in 1899. A post office was established March 23, 1900, and the town of Ochelata was incorporated in 1902. Ochelata School District was consolidated with Ramona, Vera, and Oglesby to become the Caney Valley School District. The elementary school is located in Ochelata and the administration, middle school and high school are located in Ramona. In 2013–2014, the old Ochelata School building was renovated and placed back in service with classrooms. Geography According to the United States Census Bureau, the town has a total area of , all land. Demographics As of the census of 2000, there were 494 people, 175 households, and 131 families residing in the town. The population density was . There were 188 housing units at an average density of . The racial makeup of the town was 72.27% White, 18.83% Native American, 1.01% from other races, and 7.89% from two or more races. Hispanic or Latino of any race were 1.42% of the population. There were 175 households, out of which 36.0% had children under the age of 18 living with them, 60.6% were married couples living together, 10.3% had a female householder with no husband present, and 25.1% were non-families. Of all households 23.4% were made up of individuals, and 12.6% had someone living alone who was 65 years of age or older. The average household size was 2.82 and the average family size was 3.34. In the town, the population was spread out, with 32.0% under the age of 18, 9.5% from 18 to 24, 25.3% from 25 to 44, 21.1% from 45 to 64, and 12.1% who were 65 years of age or older. The median age was 33 years. For every 100 females, there were 100.0 males. For every 100 females age 18 and over, there were 90.9 males. The median income for a household in the town was $37,500, and the median income for a family was $40,781. Males had a median income of $31,250 versus $21,875 for females. The per capita income for the town was $14,365. Of the population 7.1% and 8.8% of families were below the poverty line. Out of the total population living in poverty, 10.5% of those under the age of 18 and 3.1% of those 65 and older were living below the poverty line. Economy Ochelata is home to Lucas Metal Works, a manufacturing company who produces their own line of steel buildings, metal roofing panels, farm equipment, and The Ground Hog Arena Tool, which is used annually at the National Finals Rodeo (NFR). Totah Communications was incorporated in 1954 as Totah Telephone Company, incorporated in Ochelata. The headquarters is still located on the southwest corner of Ochelata and Main St. Totah is a provider of high quality communications services, such as broadband to rural areas in northeastern Oklahoma including Ochelata and sections of rural southeastern Kansas. References Towns in Oklahoma Towns in Washington County, Oklahoma Populated places within the Cherokee Nation reservation Tulsa metropolitan area
Giorgio Scarlatti (2 October 1921 – 26 July 1990) was a racing driver from Italy. He participated in 15 Formula One World Championship Grands Prix, debuting on 13 May 1956. Formula One career Scarlatti was born in Rome. He got interested in racing right after the end of World War Two. His first outings were with a Maserati A6. In 1955 he entered the Naples Grand Prix at the wheel of a Ferrari 500 F2 and finishing fourth. Scarlatti's performance caught the eye of Maserati who decided to hire him for the 1957 Formula One season. Scarlatti's best results were at the Pescara Grand Prix, where he narrowly missed out on the points-scoring positions when his Maserati 250F was overtaken in the latter stages by Stuart Lewis-Evans and the Italian Grand Prix, where he finished fifth, sharing the car with Harry Schell. Sports car racing In 1957 Scarlatti competed at the 24 Hours of Le Mans, sharing a Maserati with Joakim Bonnier. Bonnier and Scarlatti were forced to retire after 7 hours due to a clutch problem. In 1958 he finished second at the Targa Florio together with Jean Behra on a Porsche 718. In 1961 Scarlatti and Lorenzo Bandini won the 4 Hours of Pescara on a Ferrari 250 Testa Rossa. Complete Formula One World Championship results (key) ''* Indicates shared drive with Harry Schell References 1921 births 1990 deaths Italian racing drivers Italian Formula One drivers 24 Hours of Le Mans drivers Giorgio Scarlatti Formula One drivers Scuderia Centro Sud Formula One drivers Maserati Formula One drivers Cooper Formula One drivers Scuderia Serenissima Formula One drivers World Sportscar Championship drivers Racing drivers from Rome
The 2015 Campeonato Mato-Grossense de Futebol was the 73rd edition of the Mato Grosso's top professional football league. The competition began on 1 February and ended on 11 May. Cuiabá won the championship for the 6th time. First phase Group A Group B Second phase Group C Group D Semifinals Finals Cuiabá won 2–1 on aggregate. References Mato Grosso Campeonato Mato-Grossense
A virago is a strong, brave, or warlike woman. Virago may also refer to: Media Virago Press, a British publishing company Virago (EP), a 1999 EP by Theatre of Tragedy "Virago", a song from the 2005 album Razorbliss by Flowing Tears Virago, a fictional Star Wars spacecraft Virago, a fictional crimefighter slain by the supervillain Onomatopoeia in the comic book Green Arrow Virago, an American production company in Denver in the 1970s Ships HMS Virago, four ships of the British Royal Navy, including: HMS Virago (1842), a Driver-class wooden paddle sloop HMS Virago (1895), a B-class torpedo boat destroyer HMS Virago (R75), a World War II V-class destroyer Other uses Virago sleeve, a women's clothing fashion of the early 17th century Virago Sound, on the north coast of Graham Island, Queen Charlotte Islands, British Columbia, Canada Yamaha Virago, a series of motorcycles, produced from 1981 to 2007 Virago (horse)
The Texas State Guard Service Medal is a campaign/service award of the Texas Military Department that may be issued to a service member of the Texas Military Forces. There is no provision for subsequent awards. Issuance of the Texas State Guard Service Medal requires authorization by the Texas State Guard Commanding General and presentation to the awardee by the next higher level of command. See also Awards and decorations of the Texas Military Awards and decorations of the Texas government Texas Military Forces Texas Military Department List of conflicts involving the Texas Military References Texas Texas Military Forces Texas Military Department
Al-Nahda Club may refer to: Al-Nahda Club (Oman), an Omani sports club based in Al-Buraimi Al-Nahda Club (Saudi Arabia), a Saudi football club from Al-Khobar Al Nahda SC, a defunct Lebanese football club
The Fauvel AV.10 was a tailless light aircraft built in France by Charles Fauvel. A two-seater side-by-side and equipped with a 75 hp engine, it first flew in 1935. Designed by Charles Fauvel, it was his first powered aircraft, designed from the outset as that, to have been realised. In 1936, it had been exhibited at the 25th Salon de L'Aéronautique at the Grand-Palais of Paris. The AV-10 was a one-off design and disappeared in 1940, when it's believed it was taken by German troops. Specifications References 1930s French aircraft Fauvel aircraft Aircraft first flown in 1935 Single-engined tractor aircraft Tailless aircraft
Philip DeLaMare (alternately De La Mare; Delamare in French) (April 3, 1823 – October 16, 1915) was a convert to Mormonism who was a key figure in the attempts to introduce the sugar beet industry to Utah in the late-19th century. The modern neighborhood Sugar House, Salt Lake City is named for that trial sugar factory. Early life DeLaMare was born on the Isle of Jersey in 1823. His parents were Francis DeLaMare and Jane Esther Hier. Role in founding the Sugarhouse area DeLaMare converted to the Church of Jesus Christ of Latter-day Saints (LDS Church) in 1849. In 1851, while on a mission to France, DeLaMare accompanied apostle John Taylor to Arras. Arras was home to extensive beet sugar plants and DeLaMare was able to carefully study the industry and evaluate whether or not this business would work well in Utah. Taylor and DeLaMare, along with others, purchased beet sugar manufacturing supplies and imported it to America. The Philip DeLaMare Company The sugar factory machinery was first shipped from Liverpool to St. Louis then the equipment had to be taken to Utah by wagon. This was the first beet sugar machinery ever brought to America. The company, known as the Philip De La Mare Company, left for Utah Territory on July 4, 1852 with over 80 people. They would arrive on November 10, 1852. DeLaMare led 52 teams of oxen that hauled the equipment to Salt Lake City. Some of these wagons would break down during the journey due to the heavy weight of equipment. The company also had trouble with their cattle dying and more cattle had to be brought in along the way. It is believed that parts of the intricate machinery were lost during this journey, which would later lead to problems in the factory’s attempts to produce sugar. The Sugar House Sugar Factory On March 5, 1853, Brigham Young, Heber C. Kimball, John Taylor, Mr. Mollenhauer, Daniel H. Wells, and Amasa M. Lyman selected the southeast corner of 21st South and Highland Drive as the location for the sugar factory. This is in the part of Salt Lake City now known as "Sugar House". Seeds were sent ahead and about 300 acres of land were planted with sugar beets. The factory began operating in February 1855. The finished factory used a water wheel in Parley’s Creek to power the factory. By the end of the summer in 1855, Brigham Young concluded the factory to be a failure and ordered it to be shut down. The factory could not produce sugar, and would only ever create molasses. There are several theories as to why the factory could not produce sugar. It appears some parts of the factory machinery may have been lost on the journey to Utah. In the Agricultural History journal, historian Leonard Arrington theorized that the problems was with the chemical nature of the beets made them difficult to convert since they were grown in alkali soil. Another historian believed the salt content of the beets was much higher than the content of those grown in France and that this imbalance caused the problem. Others have speculated that the Sugar House factory was never able to master the crystallization method necessary for the process. It is believed that approximately $100,000 was spent in the attempt to make sugar production successful at the factory. The factory was later used as a paper mill (which processed sunflower seeds, weeds, straw, and old rags), roundhouse, bucket and tub works, woolen factory, a machine shop for the Utah Central Railroad, coal yard office, and weighing station. The factory was completely torn down in 1928. See also Deseret Manufacturing Company Utah-Idaho Sugar Company References 1823 births 1915 deaths 19th-century Mormon missionaries Converts to Mormonism History of sugar Jersey emigrants to the United States Jersey Latter Day Saints Jersey Mormon missionaries Mormon missionaries in France Mormon pioneers People from Salt Lake City Jersey people
New South Wales v Commonwealth may refer to a number of High Court of Australia cases: New South Wales v Commonwealth (1908) 7 CLR 179 New South Wales v Commonwealth (1915) 20 CLR 54, Wheat Case New South Wales v Commonwealth (1932) 46 CLR 155, Garnishee Case No 1 New South Wales v Commonwealth (1975) 135 CLR 337, Seas and Submerged Lands Case New South Wales v Commonwealth (1983) 151 CLR 302, Hospital Benefits Fund Case New South Wales v Commonwealth (1990) 169 CLR 482, Incorporation Case New South Wales v Commonwealth (2006), WorkChoices Case High Court of Australia cases Australian constitutional law
The forest shrews are the members of the genus Sylvisorex. They are mammals in the family Soricidae and are found only in Africa. The genus name comes from the Latin world "silva" which means "forest" and "sorex", which means "shrew-mouse". This reflects the nature of these shrews, which prefer forest habitats. All shrews are carnivorous, and eat continually to satisfy their high metabolic rate. The genus contains these species: Akaibe's forest shrew, Sylvisorex akaibei Cameroonian forest shrew, Sylvisorex cameruniensis Corbet's forest shrew, Sylvisorex corbeti Grant's forest shrew, Sylvisorex granti Howell's forest shrew, Sylvisorex howelli Bioko forest shrew, Sylvisorex isabellae Johnston's forest shrew, Sylvisorex johnstoni Kongana shrew, Sylvisorex konganensis Moon forest shrew, Sylvisorex lunaris Mount Cameroon forest shrew, Sylvisorex morio Greater forest shrew, Sylvisorex ollula Lesser forest shrew, Sylvisorex oriundus Rain forest shrew, Sylvisorex pluvialis Bamenda forest shrew, Sylvisorex silvanorum Volcano shrew, Sylvisorex vulcanorum References Mammal genera Taxa named by Oldfield Thomas Taxonomy articles created by Polbot
Whitefish Bay is an unincorporated community on the Lake Michigan shoreline in the town of Sevastopol, Door County, Wisconsin. Native Americans, likely the Menominee, called Whitefish Bay Ah-Quas-He-Ma-Ganing ("save our lives"). Glidden Drive stretches along the shore in Whitefish Bay. It is named after a banker from Michigan City, Indiana named Orrin Glidden, and is part of Rustic Road 9. Trails connecting to Glidden Drive stretch across public lands to provide access to Arbter and Schwartz lakes, and the Nature Conservancy operates a parking lot off of Glidden Drive. In 1893, Joe Mardin purchased 43 acres nearby along Shivering Sands Creek. He built a four-story structure out of wood, especially wood he had found washed ashore. Called Castle Romance, the first story housed pigs, the second, geese, and the fourth, ducks. The third story was intended to lodge summer travelers and had several beds and a piano. In 1913, the first summer cottage along what is now Glidden Drive was built out of wood scrapped from Castle Romance. Sherman Bay is a small bay about a half mile in size located south of Whitefish Bay and north of Lily Bay. Roads East Whitefish Bay Road (center) runs east towards Whitefish Bay, making a T intersections with three roads to the south: Lake of the Woods Road (left), Glidden Drive (center), and Moeller Drive (center left). The east end of the road is at Sevastopol Town Park with a beach and dock. Just before reaching the park, East Whitefish Bay Road intersects with Bark Road to the South and South Cave Point Drive to the north. South Cave Point Drive crosses Whitefish Bay Creek just upstream of its mouth (upper right) into Whitefish Bay. Bark Road continues south, ending at a T intersection with Glidden Drive. Glidden Drive extends to the lower border of the photograph at the row of Glidden Lodge Beach Resort condos (right lower border). Northeastern part South Cave Point Drive extends north after crossing the mouth of Whitefish Bay Creek (lower left), ending at (far right corner; the state park also includes the wooded area set back from the shore on the left) Southern part Glidden Drive runs parallel to the shore south of the row of Glidden Lodge Beach Resort condos (upper left corner). Extensive wooded areas both along the drive and set back further to the west are owned by the Nature Conservancy and the Wisconsin Department Natural Resources and are open to the public. Climate Gallery References Unincorporated communities in Wisconsin Unincorporated communities in Door County, Wisconsin
Yang Aiyuan (楊愛源) (1886 – 2 January 1959) was a KMT general from Shanxi. From 1928 to 1930, Yang was the first chairman of the government of Chahar, a newly formed province of the Republic of China. In 1937, as a general of the KMT, he played an active part in the Battle of Taiyuan and the Battle of Xinkou. He died in 1959 in Taiwan. References Yang Aiyuan at Rulers.org Chinese administrative divisions at Rulers.org National Revolutionary Army generals from Shanxi People of the Northern Expedition 1886 births 1959 deaths People from Xinzhou
Shamsin ( Shamsîn also spelled Shemsin, Shamsinn or Shimsan) is a village in central Syria, administratively part of the Homs Governorate, located south of Homs. Nearby localities include al-Qusayr to the west, Damina al-Sharqiya to the northwest, Shinshar to the north, Dardaghan to the southeast and Hisyah to the south. According to the Syrian Central Bureau of Statistics (CBS), Shamsin had a population of 811 in the 2004 census. Its inhabitants are predominantly Sunni Muslims. History In 1226, during Ayyubid rule, Syrian geographer Yaqut al-Hamawi visited Shamsin, noting it was "a place between Hims (Homs) and Kara." Under the Ayyubids and later the Mamluks who gained power in 1250, Shamsin was part of Mamlakat Hims ("Kingdom of Homs"), the smallest district in both sultanates. In the mid-19th-century, Shamsin was described as "a small place" by German traveler Albert Socin. During this period, the village was walled and referred to as the site of an old khan (caravanserai). It was populated by a few families, while the surrounding areas were dominated by the nomadic `Anizzah tribe. References Bibliography Populated places in Homs District
```javascript /** * * * path_to_url * * Unless required by applicable law or agreed to in writing, software * WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied. / define(["jquery", "data/Parts", "part/Part", "part.scss", "data/Notes", "Tone/core/Transport", "part/SnapScroll", "part/TimelineIndicator"], function ($, PartsData, Part, partStyle, Notes, Transport, SnapScroll, TimelineIndicator) { var partsContainer = $("<div>", { "id" : "Parts" }).appendTo("body"); //reset the chord when the parts container changes size $(window).on("resize", function(){ Parts.setChord(currentNotes); }); /* * THE PARTS / var parts = []; var currentPart = 0; //setup for (var i = 0; i < PartsData.parts.length; i++){ var part = new Part(partsContainer, PartsData.parts[i]); part.enabled = false; parts.push(part); } // the current notes var currentNotes = []; /* * The return object */ var Parts = { setChord : function(notes){ currentNotes = notes; parts.forEach(function(part){ part.setChord(notes); }); }, initChord : function(){ parts.forEach(function(part){ part.initChord(); }); }, setPart : function(currentIndex, nextIndex){ var lastPart = parts[currentIndex]; lastPart.enable(false); //setup the new part currentPart = nextIndex; parts[nextIndex].enable(true); } }; //initially just set it to C Parts.setChord(Notes.major.C); //and enable the first part parts[currentPart].enable(true); //and make the parts scrollable SnapScroll(partsContainer, Parts.setPart); //swap out the icons partsContainer.find(".slick-prev").addClass("icon-svg_left_arrow"); partsContainer.find(".slick-next").addClass("icon-svg_right_arrow"); //set the loop position of the transport Transport.loop = true; Transport.loopEnd = PartsData.loopDuration; //the timelint indicator TimelineIndicator(partsContainer); return Parts; }); ```
The Maneri Dam is a concrete gravity dam on the Bhagirathi River located at Maneri, east of Uttarkashi in Uttarkashi district, Uttarakhand, India. The primary purpose of the dam is to divert water into a tunnel which feeds the run-of-the-river Tiloth Power Plant. Background The power station is stage one of the Maneri Bhali Hydroelectric Project which was planned in the 1960s. It was completed and commissioned in 1984. Dharasu Power Station, the second stage, was halted in 1990 due to funding issues and was not restarted until 2002. It was eventually completed and commissioned by 2008. Design and operation The Maneri Dam is a tall and wide gravity dam with a structural volume of . It's spillway is located on its crest and is controlled by four tainter gates. In addition to discharge tunnel, the spillway has a maximum discharge capacity of . The dam's reservoir has a capacity, of which is active (or "useful") capacity. Water supplied to the power station is first diverted from the Bhagirathi River by the dam into a long tunnel directly behind the dam. The difference in elevation between the barrage and the power station affords a design hydraulic head of and gross head of . Near the Tiloth Power Plant, the tunnel splits into three penstocks to power each of the three 30 MW Francis turbine-generators before being discharged back into the river. The design discharge of the power station is . See also List of power stations in India References Dams completed in 1984 Dams in Uttarakhand Gravity dams Uttarkashi district Dams on the Bhagirathi River Energy infrastructure completed in 1984 1984 establishments in Uttar Pradesh Hydroelectric power stations in Uttarakhand 20th-century architecture in India
Magaña is a Spanish surname. include: Aldo Magaña (born 1996), Mexican footballer Álvaro Magaña (1925–2001), Salvadorean politician Ángel Magaña (1915–1982), Argentine actor Angela Magaña (born 1983), American mixed martial artist Brenda Magaña (born 1977), Mexican gymnast Cristian Magaña (born 1991), Chilean footballer Delia Magaña (1903–1996), Mexican actress, singer and dancer Eduardo Magaña (born 1984), Mexican archer Gildardo Magaña (1891–1939), Mexican general, politician and revolutionary Gumersindo Magaña (1939–2013), Mexican politician Israel Ledesma Magaña (1954–2014), Mexican politician José Luis Valle Magaña (born 1959), Mexican politician Kevin Magaña (born 1998), Mexican footballer Mardonio Magaña (c.1865–1947), Mexican educator and sculptor Margarita Magaña (born 1979), Mexican actress and model Oscar Magaña (born 1987), Chilean footballer Raúl Magaña (1940–2009), Salvadoran footballer and manager Diego Magaña Tejero (born 1982), Spanish winemaker Surnames of Spanish origin
Wong Chun-chun (; born 5 October 1972) is a Hong Kong film director, screenwriter, actress and producer. She is known for her female-centric films which include Women's Private Parts (2000), Truth or Dare: 6th Floor Rear Flat (2003) and The Stolen Years (2013). Wong was awarded the "Hong Kong Ten Outstanding Young Persons" by the Junior Chamber International Hong Kong in 2002, and "Young Achiever of the Year" in the Women of Influence award by United States Chamber of Commerce in 2007. Early life and education Born and raised in Hong Kong, Wong graduated from The Hong Kong Academy for Performing Arts in 1990. After graduation, she worked at Commercial Radio Hong Kong as a disc jockey. In 1993, Wong moved to New York to further her studies where she graduated from New York University Tisch School of the Arts. Her graduation work HUGO was selected as an NYU Best Student Film. Career After graduating from New York University Tisch School of the Arts, Wong stayed in New York and produced the short film, The Hipster. In 1995, Wong established a production company in New York, Basko Wong Productions, to produce television programs for several networks such as ABC and NBC. In 1997, Wong directed her first low-budget independent feature film, A Carburetor for Suzy (1998), at her own expense. The film was screened at NewFilmmakers New York series of Anthology Film Archives in 1998. In 1999, she returned to Hong Kong from New York and filmed Women's Private Parts (2000), a documentary interviewing Chinese women about how they view their bodies and how they express their attitudes and thoughts towards sexuality. This film in particular peaked the interest of not only the Hong Kong film industry, but was recognized internationally and subsequently went on to win Best International Feature Film at the New York City Independent Film Festival in 2001. Following this, Wong directed Men's Private Parts (2002) as a sequel to Women's Private Parts, which interviewed 30 men about their attitudes and thoughts towards sex, love, and power. In 2003, Wong collaborated with Lawrence Cheng to produce the comedy, Truth or Dare: 6th Floor Rear Flat (2003), inspired by Madonna's documentary, Madonna: Truth or Dare (1991). The narrative is a story of six youths living in a 6th floor rear flat in Hong Kong. As a result, Wong was also nominated for Best New Director at the 23rd Hong Kong Film Awards. Wong continued to shape the Hong Kong community, going on to film Six Strong Guys (2004), Protégé de la Rose Noire (2004), Wonder Women (2007), Happy Funeral (2008) and Break Up Club (2010). Of these, Wonder Women (2007) was filmed to celebrate Hong Kong's tenth anniversary of its handover, and the film was premiered at the Great Hall of the People in 2007. Since releasing the film The Allure of Tears (2011), Wong has shifted her focus from Hong Kong to the mainland, gearing into a more commercial direction. She has since directed several romance-drama films such as The Stolen Years (2013), Girls (2014), The Secret (2016), Girls 2: Girls vs Gangsters (2018) and Don't Forget I Love You (2022). Filmography As filmmaker As actress Mighty Baby (2002) Runaway Pistol (2002) - Jade Truth or Dare: 6th Floor Rear Flat (2003) - Amy Fear of Intimacy (2004) Six Strong Guys (2004) - Bride Escape from Hong Kong Island (2004) - Raymond's Sister All's Well, Ends Well 2009 (2004) - Servant Girls (2014) Variety, reality and cultural show Close To Culture (2006) - Guest host King Maker III (2020) - Guest judge Awards and nominations References External links Wong Chun-chun at HK Cinemagic Wong Chun-chun at LoveHKfilm Interview with Wong Chun-chun Hong Kong film directors Hong Kong screenwriters 21st-century Hong Kong actresses Living people Tisch School of the Arts alumni Hong Kong women artists 1972 births Hong Kong film producers
Intisar Ali Al-Sharrah (; 5 November 1962 – 31 July 2021) was a Kuwaiti actress. She was one of the few female comedians in Kuwait in the 1980s and 1990s. Career Her real debut was through the play "By Bye London". She graduated from the Higher Institute of Dramatic Arts in 1985. During her career, she participated in many theater and television works. She was the only actress of her generation to play comedic roles, and she was able to dominate in that period of stardom, to the extent that she formed a duet with the artist Daoud Hussein, and together they presented the most prominent comedic works such as: "With Melodies", "Take and Leave", "Cocktail", "Nest of Marriage", "TV channels" and others. Personal life She was married to Mazen Salem Al-Tamimi, and they have three children: Dalal, Salem, and Ali. Death She died on Saturday morning, 31 July 2021, after a long illness, in the British capital, London, at the age of 58. References External links Intisar Al-Sharrah on Elcinema 20th-century Kuwaiti actresses 21st-century Kuwaiti actresses Kuwaiti stage actresses Kuwaiti television actresses 1962 births 2021 deaths
Rose walnut is a common name for several flowering plants in the family Lauraceae, in a different family and order from true walnut trees, and may refer to: Cryptocarya erythroxylon, native to Australia Endiandra discolor, native to Australia
Roger Cador (born January 30, 1952) is an American college baseball coach who most recently served as head coach of the Southern Jaguars baseball team. He was named to that position prior to the 1985 season. He is also a member of a Major League Baseball task force to improve African-American participation in baseball. Playing career Cador played baseball and basketball at Southern, leading the Jaguars in hitting in his junior season of 1972 at .393. He would be drafted by the Atlanta Braves in the 10th round of the 1973 MLB Draft and play five seasons in the Braves organization, reaching Class-AAA in his final season of 1977 as an outfielder. Coaching career He returned to Southern in 1978 as an assistant baseball coach. He moved to assistant basketball coach of the Jaguars in 1980, where he remained four seasons before earning the head coaching job of the baseball team in 1985. Cador's accomplishments include conference championships, 13 SWAC Coach of the Year awards, NCAA regional appearances, and three NCAA play-in appearances. Cador has also produced 35 players who played professional, or became coaches, umpires, or scouts, including 23 players drafted from 2001–2004. Cador tells a story that when he took over as head coach, the Jaguars had virtually no equipment or facilities. He arranged a scrimmage with the Braves, then managed by his friend Dusty Baker, and returned to Baton Rouge with a truck full of equipment for his team. He has also spearheaded efforts to build an on-campus stadium, complete with lights, and ground was recently broken on a facility to house space exclusively for the Jaguars baseball team. To increase exposure, he has organized the Urban Invitational featuring Historically Black Colleges and Universities televised on MLB Network. Cador completed his career at Southern with 14 SWAC titles, 11 NCAA tournament appearances, and two black national titles (in 2003 and 2005). He also held the distinctions of having coached the first Golden Spikes Award winner and Dick Howser Trophy to have played at a predominantly black school (Rickie Weeks Jr. in 2003) and the first NCAA Division I tournament game win by a black school. See also List of current NCAA Division I baseball coaches References External links Living people 1952 births American men's basketball players Greenwood Braves players Peninsula Pennants players Richmond Braves players Savannah Braves players Southern Jaguars baseball coaches Southern Jaguars baseball players Southern Jaguars basketball coaches Southern Jaguars basketball players Wytheville Braves players People from New Roads, Louisiana
Ion Ion (born 21 June 1954) is a Romanian football manager and former player. In his coaching career he has coached several clubs from Oman, Bahrain, UAE and Qatar. He managed Steaua București for the 2017–18 season, but his contract was not renewed after the club failed to gain promotion to Liga III. Honours As a player Club Steaua București Divizia A: 1975–76, 1977–78 Cupa României: 1975–76 Rapid București Divizia B: 1982–83 As a manager Club Steaua București Liga IV Bucharest: Runner-up: 2017-18 Notes References 1954 births Living people Romanian men's footballers Romanian football managers Romanian expatriate football managers FC Steaua București players FC Rapid București players CSM Jiul Petroșani managers CSA Steaua București managers Men's association football midfielders Al-Muharraq SC managers Fujairah FC managers Footballers from Bucharest
Pierick Houdy (18 January 1929 – 22 March 2021) was a French composer, organist, pianist, kapellmeister, and professor. Biography Houdy began his musical studies in 1935 at the Conservatoire de Rennes. His first compositions date from that year. In 1937, he first played publicly at the Opéra de Rennes and his first four works were published by Henry Lemoine under the title À mes petits amis. He practiced piano with Marguerite Long and was admitted to the Conservatoire de Paris in 1939, where he studied under Noël Gallon, Nadia Boulanger, Simone Plé-Caussade, Maurice Duruflé, Olivier Messiaen, Darius Milhaud, and others. Outside the Conservatory, he studied piano with Lazare Lévy. He received the Deuxième Prix of the Prix de Rome in 1953 and won first prize in composition from the Conservatoire de Paris in 1954, as well at the Grand Prix de la Ville de Paris that same year. Houdy was the Director of the from 1955 to 1960, professor at Schola cantorum in 1963 and 1964, Kapellmeister of the Church of Saint-Séverin from 1965 to 1969, and conductor of the Maîtrise d'enfants de Radio France from 1966 to 1969. He was then a professor of composition at the Université Laval and the Conservatoire de musique et d'art dramatique du Québec. He returned to France in 1992 and began teaching musical writing in Brest and Quimper. Pierick Houdy died in Le Palais on 22 March 2021 at the age of 92. Filmography (selection) 1964: License to Kill (Nick Carter va tout casser) 1965: Ces dames s'en mêlent 1978: The Backstreet Six (Comme les six doigts de la main) 1986: Bach and Broccoli (Bach et Bottine) 1990: Vincent and Me References External links 1929 births 2021 deaths Musicians from Rennes French composers French organists French film score composers
Kvinnor och barn is the sixth album by Swedish singer Frida Hyvönen. It reached number 20 in the Swedish Album charts. Track listing Personnel Personnel adapted from album liner notes. Musicians Frida Hyvönen – vocals, grand piano, keyboards, Mellotron, handclaps Amanda Lindgren – cornet, clarinet, drums, vocals, handclaps Tobias Fröberg – keyboards, vocals, handclaps Lasse Hyvönen – nyckelharpa (10) Ola Hultgren – drums (7) Linnea Olson – cello, vocals Mattias Björkas – vocals (2) Production Friday Hyvönen – production, mixing Tobias Fröberg – production, mixing Charts References 2016 albums Frida Hyvönen albums
Homalomena is a genus of flowering plants in the family Araceae. Homalomena are found in southern Asia and the southwestern Pacific. Many Homalomena have a strong smell of anise. The name derives apparently from a mistranslated Malayan vernacular name, translated as , meaning flat, and mene = moon. The plants of this genus are clump-forming evergreen perennials with mainly heart-shaped or arrowheaded shaped leaves. The flowers are tiny and without petals, enclosed in a usually greenish spathe hidden by the leaves. Some authors have proposed splitting the genus and moving all the neotropical species of Homalomena to Adelonema. Species Homalomena adiensis A.Hay - western New Guinea Homalomena aeneifolia Alderw. - Sulawesi Homalomena agens Kurniawan & P.C.Boyce - Kalimantan Timur Homalomena ardua P.C.Boyce & S.Y.Wong - Sarawak Homalomena argentea Ridl. - Peninsular Malaysia, Borneo Homalomena aromatica (Spreng.) Schott - Yunnan, Assam, Bangladesh, Indochina Homalomena asmae Baharuddin & P.C.Boyce - Perak Homalomena asperifolia Alderw. - Sumatra Homalomena atroviridis Engl. & K.Krause - Papua New Guinea Homalomena atrox P.C.Boyce, S.Y.Wong & Fasih - Sarawak Homalomena batoeensis Engl. - Sumatra Homalomena bellula Schott - Java Homalomena burkilliana Ridl. - Sumatra Homalomena clandestina P.C.Boyce, S.Y.Wong & Fasih. - Sarawak Homalomena cochinchinensis Engl. - Cambodia, Laos, Vietnam, Yunnan, Guangdong Homalomena confusa Furtado - Peninsular Malaysia Homalomena consobrina (Schott) Engl. - Thailand, Borneo, Sumatra Homalomena cordata Schott - Java, Andaman and Nicobar Islands Homalomena corneri Furtado - Jahore Homalomena cristata Alderw. - Sumatra Homalomena curtisii Ridl. - Perak Homalomena curvata Engl. - Melaka Homalomena davidiana A.Hay - New Guinea Homalomena debilicrista Y.C.Hoe - Sarawak Homalomena distans Ridl. - New Guinea Homalomena doctersii Alderw. - Sumatra Homalomena elegans Engl. - Sumatra Homalomena elegantula A.Hay & Hersc. - Sumatra Homalomena expedita A.Hay & Hersc. - Sarawak Homalomena gadutensis M.Hotta - Sumatra Homalomena gaudichaudii Schott - New Guinea, Maluku, Philippines Homalomena giamensis L.S.Tung, S.Y.Wong & P.C.Boyce - Sarawak Homalomena gillii Furtado - Sabah Homalomena griffithii (Schott) Hook.f. - Andaman & Nicobar Islands, Thailand, Vietnam, Borneo, Malaysia, Sumatra Homalomena hainanensis H.Li - Hainan Homalomena hanneae P.C.Boyce, S.Y.Wong & Fasih. - Sarawak Homalomena hastata M.Hotta - Sumatra Homalomena havilandii Ridl. - Sabah, Sarawak Homalomena hendersonii Furtado - Kelantan Homalomena hooglandii A.Hay - New Guinea Homalomena humilis (Jack) Hook.f. - Thailand, Malaysia, Borneo, Java, Sulawesi, Sumatra Homalomena impudica Hersc. & A.Hay - Papua New Guinea Homalomena insignis N.E.Br. - Borneo Homalomena jacobsiana A.Hay - Papua New Guinea Homalomena josefii P.C.Boyce & S.Y.Wong - Sarawak Homalomena kalkmanii A.Hay - New Guinea Homalomena kelungensis Hayata - Taiwan Homalomena kiahii Furtado - Kelantan Homalomena korthalsii Furtado - Borneo Homalomena kualakohensis Zulhazman, P.C.Boyce & Mashhor - Peninsular Malaysia Homalomena lancea Ridl. - Sarawak Homalomena lancifolia Hook.f. - Peninsular Malaysia, Thailand Homalomena latifrons Engl. - Borneo, Java, Sumatra Homalomena lauterbachii Engl. - New Guinea Homalomena lindenii (Rodigas) Ridl. - New Guinea Homalomena longipes Merr - Sumatra Homalomena magna A.Hay - Papua New Guinea Homalomena major Griff. - Peninsular Malaysia Homalomena matangae Y.C.Hoe, S.Y.Wong & P.C.Boyce - Sarawak Homalomena megalophylla M.Hotta - Sumatra Homalomena melanesica A.Hay - Bismarck Archipelago, Solomon Islands Homalomena metallica (N.E.Br.) Engl. - Borneo Homalomena minor Griff. - Peninsular Malaysia Homalomena minutissima M.Hotta - Brunei Homalomena monandra M.Hotta - Sumatra Homalomena montana Furtado - Peninsular Malaysia Homalomena nathanielii S.Y.Wong & P.C.Boyce - Singapore Homalomena nigrescens (Schott) Engl. - Sumatra Homalomena nutans Hook.f. - Kelantan, Nicobar Islands Homalomena obovata Ridl. - Sumatra Homalomena obscurifolia Alderw. - Borneo Homalomena occulta (Lour.) Schott - Laos, Thailand, Vietnam, Guangdong, Guangxi, Hainan, Yunnan Homalomena ovalifolia (Schott) Ridl. - Borneo Homalomena ovata Engl. - Borneo Homalomena padangensis M.Hotta - Sumatra Homalomena palawanensis Engl. - Palawan Homalomena peekelii Engl. - Bismarck Archipelago, Solomon Islands, New Guinea Homalomena pendula (Blume) Bakh.f. - Bangladesh, Myanmar, Thailand, Borneo, Java, Sumatra, Lesser Sunda Islands Homalomena philippinensis Engl. - Philippines, Lan Yü Islands of Taiwan Homalomena pineodora Sulaiman & P.C.Boyce - Perak Homalomena pontederifolia Griff. ex Hook.f. - Thailand, Peninsular Malaysia Homalomena producta A.Hay - New Guinea Homalomena pseudogeniculata P.C.Boyce & S.Y.Wong - Brunei, Sarawak Homalomena pulleana Engl. & K.Krause - western New Guinea Homalomena punctulata Engl. - Brunei, Sarawak Homalomena pyrospatha Bogner - Sumatra Homalomena robusta Engl. & K.Krause - New Guinea Homalomena rubescens (Roxb.) Kunth. - Sikkim, Bhutan, Assam, Arunachal Pradesh, Myanmar Homalomena rusdii M.Hotta - Sumatra Homalomena sarawakensis Ridl. - Sarawak Homalomena saxorum (Schott) Engl. - Sumatra, Borneo Homalomena schlechteri Engl. - New Guinea Homalomena scortechinii Hook.f. - Peninsular Malaysia Homalomena sengkenyang P.C.Boyce, S.Y.Wong & Fasih. - Sarawak Homalomena silvatica Alderw. - Sumatra Homalomena singaporensis Regel - Peninsular Malaysia Homalomena soniae A.Hay - New Guinea Homalomena steenisiana A.Hay - Papua New Guinea Homalomena stollei Engl. & K.Krause - New Guinea Homalomena striatieopetiolata P.C.Boyce & S.Y.Wong - Sarawak Homalomena subcordata Engl. - Sarawak Homalomena symplocarpifolia P.C.Boyce, S.Y.Wong & Fasih. - Sarawak Homalomena tenuispadix Engl. - New Guinea Homalomena terajaensis S.Y.Wong & P.C.Boyce - Brunei Homalomena treubii Engl. - Borneo Homalomena truncata (Schott) Hook.f. - Myanmar, Thailand, Peninsular Malaysia Homalomena vagans P.C.Boyce - Brunei, Sarawak Homalomena vietnamensis Bogner & V.D.Nguyen - Vietnam Homalomena vittifolia Kurniawan & P.C.Boyce - Sulawesi Homalomena vivens P.C.Boyce, S.Y.Wong & Fasih. - Sarawak Homalomena wallichii Schott - Pulau Pinang in Malaysia Homalomena wongii S.Y.Wong & P.C.Boyce - Brunei Homalomena zollingeri Schott - Java See also Schismatoglottis References External links Asiatica plant catalogue Araceae genera
Spelljammer is a campaign setting originally published for the Advanced Dungeons & Dragons (2nd edition) role-playing game, which features a fantastic (as opposed to scientific) outer space environment. Subsequent editions have included Spelljammer content; a Dungeons & Dragons 5th edition setting update released on August 16, 2022. Spelljammer introduced into the AD&D universe a comprehensive system of fantasy astrophysics, including the Ptolemaic concept of crystal spheres. Crystal spheres may contain multiple worlds and are navigable using ships equipped with "spelljamming helms". Ships powered by spelljamming helms are capable of flying into not only the sky but into space. With their own fields of gravity and atmosphere, the ships have open decks and tend not to resemble the spaceships of science fiction, but instead look more like galleons, animals, birds, fish or even more wildly fantastic shapes. The Spelljammer setting is designed to allow the usual sword and sorcery adventures of Dungeons & Dragons to take place within the framework of outer space tropes. Flying ships travel through the vast expanses of interplanetary space, visiting moons and planets and other stellar objects. Like the Planescape setting, Spelljammer unifies most of the other AD&D settings and provides a canonical method for allowing characters from one setting (such as Dragonlance) to travel to another (such as the Forgotten Realms). However, unlike Planescape, it keeps all of the action on the Prime Material Plane and uses the crystal spheres, and the "phlogiston" between them, to form natural barriers between otherwise incompatible settings. Though the cosmology is derived largely from the Ptolemaic system of astronomy, many of the ideas owe much to the works of Jules Verne and his contemporaries, and to related games and fiction with a steampunk or planetary romance flavor. A strong Age of Sail flavor is also present. Publication history Shannon Appelcline, in the book Designers & Dragons (2011), highlighted that in 1989 Spelljammer was the first of a host of new campaign settings published by TSR. It was created by Jeff Grubb and "introduced a universe of magical starships traversing the ‘crystal spheres’ that contained all the earthbound AD&D campaign worlds. It suggested a method to connect together all of TSR's settings and at the same time introduced fun new Jules Verne-esque technology that had never before been seen in the game. It was innovative and popular." Appelcline commented that Spelljammer "offered a way to connect every single D&D fantasy world, was thus one of the first true crossovers" in role-playing games. Advanced Dungeons & Dragons (2nd edition) The Spelljammer: AD&D Adventures in Space space fantasy boxed set was released in 1989. Several of TSR's other campaign worlds had their own sections in the Spelljammer Boxed Set - Realmspace for the Forgotten Realms, Krynnspace for Dragonlance, and Greyspace for Greyhawk. Along with the new sphere - Clusterspace - they were known as the "Big Three and Astromundi". Dark Sun, Ravenloft and Mystara weren't included, as the first two did not fit with the setting and the Mystara only used the D&D rules, not the AD&D rules. The product line would be expanded with a number of boxed sets and accessories such as Lost Ships (1990), Realmspace (1991) and The Astromundi Cluster (1993). Appelcline commented that The Astromundi Cluster acted as "a soft reboot of the Spelljammer line" and was more of setting focused sourcebook than previous Spelljammer books which acted more "as a conduit between all of the other AD&D settings". The first adventure module, titled Wildspace, was released in 1990; four connected adventure modules followed it. A longer campaign module, Heart of the Enemy, was then published in 1992 followed by an adventure anthology, Space Lairs, in 1993. The monsters of Spelljammer were detailed in two installments of the Monstrous Compendium series, Spelljammer Appendix in 1990 and Spelljammer Appendix II in 1991. In 1993, Space Lairs and The Astromundi Cluster were the final products of the line. Appelcline commented on the end of the setting in the Advanced Dungeons & Dragons era: "TSR’s fifth second-edition campaign world, Planescape (1993), was released to replace Spelljammer, which had just then ended. TSR wanted a new world-spanning setting and Slade Henson came up with the answer by suggesting a new setting built on Jeff Grubb's first-edition Manual of the Planes (1987). [...] Unlike Spelljammer this new setting had a strong geographical centre, the City of Sigil, resolving a flaw in the Spelljammer setting that denied players a good home base." Dungeons & Dragons (3rd edition) The Spelljammer line of products was discontinued by TSR before they were acquired by Wizards of the Coast in 1997. In May 2002, Paizo published an article for Spelljammer in Dungeon #92 titled "Spelljammer: Shadow of the Spider Moon". Using the D20 system, it provided new rules for firearms and spelljamming, as well as skills, feats and prestige classes. Spelljammer monsters such as neogi and giff were not used. Instead, it featured creatures from the Monster Manual such as drow, formians and yuan-ti. In May 2005, Wizards of the Coast updated the neogi to the 3.5 edition rules in the supplement Lords of Madness (2005). The book included a chapter with a sample map of a crashed Spelljamming vessel, cultural habits of the neogi, and the monster's stat blocks. Dungeons & Dragons (4th edition) A Spelljammer homage appears in the 4th edition Manual of the Planes; the sourcebook highlights Spelljammer ships as one method of traveling between planes and provides information for in-game use of Spelljammer vessels. Dungeons & Dragons (5th edition) Spelljammer content also appears in the 5th Edition adventure module Waterdeep: Dungeon of the Mad Mage (2018). In the adventure, a spelljamming ship and its illithid captain appear stranded in level 19 of the titular dungeon. Then in October 2021, Wizards released the PDF Travelers of the Multiverse which is part of the "Unearthed Arcana" public playtest series. Of the six player races it included, four races (autognome, giff, hadozee, and plasmoid) are closely associated with the Spelljammer setting. Both Polygon and Bleeding Cool highlighted that this playtest could indicate a future Spelljammer reboot. In April 2022, Wizards of the Coast announced a new boxed set titled Spelljammer: Adventures in Space which was released on August 16, 2022; this release updates the Spelljammer setting for the 5th Edition. The box set includes a Dungeon Master's screen, a double-sided poster map and three 64-page hardcover books: Astral Adventurer’s Guide (a Dungeon Master guide), Boo's Astral Menagerie (a bestiary), and Light of Xaryxis (an adventure module). A special edition, with cover art by Hydro74, was also released. A prequel adventure module, titled Spelljammer Academy, was released for free on the Wizards of the Coast website and on D&D Beyond in July 2022. Monstrous Compendium Vol 1: Spelljammer Creatures introduced ten creatures from the Spelljammer setting to the 5th Edition in April 2022. Fictional setting Spelljamming helms Spelljamming helms are the central setting concept which allow interplanetary and interstellar space travel for vessels which would otherwise not be spaceworthy, in the form of a helm. Any spellcaster may sit on a spelljammer helm to move the ship. The mysterious race known as the Arcane is the sole manufacturer and distributor of spelljamming helms. Within the Dungeons & Dragons universe, they are a method of converting magical energy into motive power. Gravity and air All bodies of a sufficiently large size have gravity. This gravity usually (but not always) exerts a force equal to the standard gravitational attraction on the surface of an Earth-sized planetary body. Gravity in the Spelljammer universe is also an exceptionally convenient force, and almost always works such that "down" orients itself in a manner most humanoids would find sensible. All bodies of any size carry with them an envelope of air whenever they leave the surface of a planet or other stellar object. Unlike real-world astrophysics, this air envelope is not dispersed by the vacuum of space. These bubbles of air provide breathable atmosphere for varying lengths of time, but 3 months is considered "standard". Crystal spheres A crystal sphere (also known as a crystal shell) is a gigantic spherical shell which contains an entire planetary system. Each sphere varies in size but typically they are twice the diameter of the orbit of the planet that is farthest from the sun or planet at the center of the sphere (the system's primary). The surface of the sphere is called the "sphere wall" and separates the void of "wildspace" (within the sphere) from the "phlogiston" (that surrounds and flows outside the sphere). The sphere wall has no gravity and appears to be impossible to damage by any normal or magical means. Openings in the sphere wall called "portals" allow spelljamming ships or wildspace creatures to pass through and enter or exit from a crystal sphere. Portals can spontaneously open and close anywhere on the sphere wall. Magical spells (or magical items that reproduce their effects) can allow a portal to be located. Other magic can open a new portal or collapse an existing one. Ships or creatures passing through a portal when it closes may be cut in two. Note that unlike the Ptolemaic system, the crystal spheres are not nested within each other. Wildspace Wildspace is similar to the outer space of science fiction, with planets, asteroids and stars, but with different physics. Gravity is either none or the same as that of Earth, and is directed towards the center of planet-sized bodies; on large objects in space like spacecraft and enormous creatures gravity is directed towards a flat plane running through the object's long axis, allowing characters to stand on the decks of ships. The Phlogiston The phlogiston is essentially a big ocean of a unique element that is neither air, fire, water, or earth. The phlogiston (also known as "the Flow") is a bright, extremely combustible gas-like medium that exists between the Crystal Spheres. A signature property of the substance is that it does not exist within the boundaries of a crystal sphere, to the degree that it cannot be brought into a crystal sphere by any known means up to and including the direct will of deities. Every crystal sphere floats in the phlogiston, very slowly bobbing up and down over time. Travel between Crystal Spheres is facilitated by the formation of "Flow rivers" — sections of the phlogiston which have a current and greatly reduce travel time. Travel through the "slow flow" (i.e. off the Flow rivers) is possible, but very dangerous. The Spelljammer The Spelljammer is a legendary ship which looks like a gigantic manta ray, and houses an entire city on its back. All spacefarers (people who live in wildspace) have heard of the Spelljammer but very few have ever seen it themselves. It is this ship that gives its name to "spelljamming", "spelljamming helms" and anything else connected with spelljamming. The ship has been reported to have been seen in countless spheres for as long as records go back. Even some groundlings (people who live on planets that have very little or no commerce with spelljamming communities) have legends about it. There are hundreds of conflicting legends about this ship, and a mythology has developed about the ship that is similar to the legends surrounding The Flying Dutchman. As a living thing (although it does not consume any matter, it does absorb heat and light through its ventral (or under) side and uses them to produce air and food for its inhabitants), the Spelljammer has a complex life cycle and means of procreation. Normally the ship has no captain and wanders the cosmos seemingly aimlessly. When the Spelljammer has a captain, obtained through another complex process, it will create Smalljammers (miniature versions of the Spelljammer) that go forth as its spawn. Apparently there can only be one Spelljammer at any one time. One Smalljammer will mature into a full Spelljammer ship if its predecessor is ever destroyed. Races Alien races inhabiting the Spelljammer universe included humans, dwarves, xenophobic beholders, rapacious neogi, militant giff (humanoid hippopotami), centaurlike dracons, hubristic elf armadas, spacefaring orcs called "scro", mysterious arcane, the Thri-kreen insectoids, and bumbling tinker gnomes. Illithids were another major race, but were presented as more mercantile and less overtly evil than in other D&D settings. The Monstrous Compendium series added many more minor races. The simian Hadozee were also introduced into the setting, and later incorporated into the 3.5 rules in the supplemental book Stormwrack. Official products Spelljammer has acted as the official campaign setting for multiple Dungeons & Dragons roleplaying adventure modules, sourcebooks and accessories. In other media Comics Fifteen comics set in the Spelljammer universe were published by DC Comics between September 1990 and November 1991 with the creative team of Barbara Kesel, Michael Collins and Dan Panosian. Spelljammer comics also uses Jasmine, a winged human character originally introduced from Forgotten Realms comics, as one of the lead characters. Novels Six novels set in the Spelljammer universe were published by TSR, before TSR was incorporated into Wizards of the Coast. The novels were interconnected and formed "The Cloakmaster Cycle". The novels tell the story of Teldin Moore, a 'groundling' farmer on Krynn who has a powerful and apparently cursed magical cloak that was given to him. He then ends up on a quest, which takes him first into wildspace and then away from his home sphere to distant crystal spheres. The series showcases the wonders and perils of the Spelljammer universe. The novels are now out of print. Beyond the Moons by David Cook, (July, 1991) () Into the Void by Nigel Findley, (October, 1991) () The Maelstrom's Eye by Roger E. Moore, (May, 1992) () The Radiant Dragon by Elaine Cunningham, (November, 1992) () The Broken Sphere by Nigel Findley, (May, 1993) () The Ultimate Helm by Russ T. Howard, (September, 1993) () Computer games The only Spelljammer computer game ever produced was Spelljammer: Pirates of Realmspace, published by SSI in 1992. In 2002 a team of freelance game modification developers created "The Arcane Space Tileset" for Neverwinter Nights. This tileset included Spelljamming ships, space and atmospheric terrains, along with monsters and NPCs, all set within the Spelljammer Campaign setting. Web series Legends of the Multiverse (2022) is an official actual play streaming series broadcast on the Dungeons & Dragons channels which premiered on April 27, 2022 and is set in the Spelljammer campaign setting. It stars Deborah Ann Woll, B. Dave Walters, Gina Darling, Meagan Kenreck, and Todd Kenreck. It will also feature guest stars such as Brennan Lee Mulligan, Aabria Iyengar, Ginny Di, Anna Prosser, Deejay Knight, Emme Montgomery, Travis McElroy, SungWon Cho, and Jim Zub. Reception In the January 1990 edition of Games International (Issue 12), James Wallis was not a fan of the initial release, Spelljammer: AD&D Adventures in Space, finding inconsistencies in the combat rules, saying, "The cumulative effect of these inconsistencies is to make space combat unplayable." He did find the background "imaginative and consistent, but unfortunately there is little of it." Although he admired the production values of the components, he found the book disorganized to the point of "disarray and confusion." He concluded by giving the game a poor rating of only 2 out of 5, saying, "Spelljammer may score well physically but fails mentally [...] Scavenging AD&D players who enjoy stripping tasty ideas from the carcasses of dying games may find it of interest, but I cannot recommend it to anyone else." Alexander Sowa, for CBR in October 2021, commented that Spelljammer should be one of the classic settings Wizards of the Coast brings back for the 5th Edition. Sowa wrote, "players have been asking for Spelljammer to be introduced to 5e since the release of the first setting sourcebook. Wizards tossed them a bone with the Dream of The Blue Veil spell added in Tasha's Cauldron of Everything, but it's not a replacement for the niche Spelljammer previously filled. It's not just a way to travel between different campaign settings; it's a simultaneous fulfillment of sci-fi and fantasy dreams of exploration, venturing deep into unknown depths and contending with the strange and otherworldly". Spelljammer was #3 on The Gamer's 2022 "The 8 Best Dungeons & Dragons Settings Ever" list — the article states that "Spelljammer is one of the most unique settings on this list, with endless possibilities brought up in its planet-hopping realms. The Spelljammer setting can almost best be surmised as 'pirates meets sci-fi fantasy' with its blend of magical worlds and galaxy-traversing galleons". In a separate article for The Gamer, in February 2022, Paul DiSalvo commented that "while D&D's second edition was home to a wide range of Spelljammer books including several adventure modules, the setting has since faded into obscurity, with it not being prominently featured within the game's third, fourth, and fifth editions". References External links Spelljammer: Beyond the Moons (official fan site) Dragonhelm's Guide to Krynnspace at Dragonlance Nexus Beyond the Moons - Crimson Sphere at Spelljammer.org Tarkas Brain Lab IV (listed as Helm System for 3e) at Spelljammer.org Spelljammer: Shadow of the Spider Moon at AndyCollins.net Dungeons & Dragons campaign settings Series of books
Power/Rangers, or Power Rangers: Unauthorized, is an American superhero fan short film based on the Power Rangers franchise, and was directed and co-written by Joseph Kahn, produced by Adi Shankar and Jil Hardin, and co-written by James Van Der Beek and Dutch Southern. The short film featured an ensemble cast starring Katee Sackhoff, Van Der Beek, Russ Bain, Will Yun Lee, and Gichi Gamba. It was released on YouTube and Vimeo on February 23, 2015. Plot After the Machine Empire defeats the Power Rangers and destroys the Megazord in battle, Earth's governments negotiate a truce with the Machine Empire and the Power Rangers are disbanded. Years later, Rocky DeSantos, the second Red Ranger has defected to the Machine Empire, critical of Zordon's use of the Power Rangers as child soldiers, and now sports a prosthetic leg. While interrogating a restrained Kimberly Hart, the former Pink Ranger, about the location of Tommy Oliver, the former Green Ranger, he details the fates of the other Rangers in flashback: Jason Lee Scott, Rocky's Red Ranger predecessor, was gunned down eight hours after marrying Kimberly, when Farkas Bulkmeier and Eugene Skullovitch seemingly revealed their location to a police force (later dying of a meth overdose and drowning, respectively). Zack Taylor, the former Black Ranger, was an insatiable action junkie and "Hip Hop Kido" workout instructor who became a Machine Empire enforcer (seen taking down the North Korean Kim and his goons personally) before being murdered by an unknown assassin. Billy Cranston, the former Blue Ranger, became an openly-gay trillionaire who ended up buying Lockheed Martin and was found dead of an apparent suicide. Rejecting Rocky's claim that Tommy is hunting down the Rangers, Kimberly tells Rocky that she has not seen him since the funeral of Trini Kwan, the former Yellow Ranger, who died during the treaty negotiations. Rocky acknowledges that he already knew that; she is really being held as bait to lure out Tommy. Tommy arrives and kills the guards, entering into single combat against Rocky in a sword duel. When Rocky gains the upper hand, Kimberly shoots and kills him, but Tommy demands to know who she is, revealing that the real Kimberly died during the final battle years earlier. The fake Kimberly's façade crumbles to reveal Rita Repulsa, who killed all the others: she distracted Jason during the shootout and executed Zack and Billy with gunshots. Rita attempts to lure Tommy into her plan of world domination (noting that she created him) but he denies her, attacking her as the film ends. Several of the plot points make references to real-life incidents in the original Power Rangers actors' lives: David Yost, who played Billy, came out as gay after the series ended and was bullied by the original show's producers because of it, which caused him to leave the show and contemplate suicide. Thuy Trang, who played Trini, died in an automobile accident in 2001; Jason David Frank, who played Tommy, was unable to attend Trang's funeral (as he was burying his then-recently deceased brother at the time). Cast Power Rangers James Van Der Beek as Rocky, the former Red Ranger Katee Sackhoff as Kimberly, the former Pink Ranger Russ Bain as Tommy, the former Green Ranger and White Ranger Gichi Gamba as Zack, the former Black Ranger Yves Bright as Billy, the former Blue Ranger Stevin Knight as Jason, the former Red Ranger Camilla Lim as Trini, former Yellow Ranger Others Will Yun Lee as General Klank Tony Gomez as Bulk Matt D'Elia as Skull Bree Olson as Divatox Amia Miley as Scorpina Carla Perez as Rita Steffane Melanga as Cestria Adi Shankar as Billy's husband Perez had previously played Rita Repulsa in the original series. She was the only cast member to reprise her role. Release The film was released on February 23, 2015. Two versions of the film were released; the version hosted on Vimeo included brief nudity not present in the YouTube version. Reception by original cast Members of the original Mighty Morphin Power Rangers praised it, such as Austin St. John, Amy Jo Johnson and Steve Cardenas. Jason David Frank, the original Green Ranger, criticized the short film, thinking it was too violent and the fact the Power Rangers franchise is still being produced for children. However, he appreciated it on an "inner geek level". Carla Perez, who played Rita Repulsa in Saban's American-filmed footage for Mighty Morphin Power Rangers and other television iterations (when the character was not portrayed through repurposed Japanese Super Sentai footage in which the character was played by Machiko Soga), made a brief appearance in this film as Rita. Removal by Saban and restoration On February 24, 2015, Vimeo chose Power/Rangers as a "Staff Pick". However, a few hours later Vimeo removed the film from its site entirely. On February 25, Vimeo released a statement that the film was removed due to a copyright claim from Saban, the original copyright holders of the Power Rangers franchise. On February 26, Saban had the film removed from YouTube, once again citing copyright claim. On February 27, Power/Rangers was restored to both Vimeo and YouTube. Possible television follow-up Adi Shankar has shown interest in making an R-rated re-imagining television series of the original television show. References External links Power/Rangers on Joseph Kahn's website Power Rangers Fan films American short films Films directed by Joseph Kahn 2010s English-language films Films released on YouTube
Carpineto Sinello is a comune and town in the province of Chieti in the Abruzzo region of central-southern Italy. Main sights Ducal Castle Museum of Swine Church of San Michele Arcangelo References Cities and towns in Abruzzo
La Salle Explorers basketball may refer to either of the basketball teams that represent La Salle University: La Salle Explorers men's basketball La Salle Explorers women's basketball
James Louis Bosio (born 24 September 1991) is a futsal coach and former professional footballer. Mainly a defensive midfielder, he was able to play at left-back or centre-back in a career that saw him play at Glacis United, Europa, Lincoln Red Imps and Gibraltar United, alongside loan spells in England with Ashford United and Canterbury City. Born in the Republic of Ireland, he earned 12 caps for the Gibraltar national team. Club career Bosio became Gibraltar's first captain in the UEFA Europa League when College Europa took on FC Vaduz of Liechtenstein in July 2014. He was part of the Lincoln Red Imps F.C. squad that made history by qualifying for the second round of the UEFA Champions League for the first time in July 2015. In 2016 he joined Gibraltar United, where he served as vice-captain. After Gibraltar United folded in 2019, he rejoined Lincoln Red Imps to play for their under-23 side in the Gibraltar Intermediate League, while he recovers from an ACL injury he suffered in October 2018. He also assisted the development of youth players in the team. In February 2021, he rejoined Glacis United. However, he retired from football at the end of the season. He is currently a teacher in Gibraltar after completing his teacher training at Canterbury Christ Church University where he was awarded an Elite Sport Scholarship. He also serves as co-president and coach of Bavaria F.C.C.'s futsal team, and in 2019 joined the coaching staff of the Gibraltar women's futsal team. He is also a player for his futsal team as a player manager. International career Bosio was eligible to represent either Gibraltar or the Republic of Ireland at international level. He decided to pledge his allegiance to Gibraltar and made his debut in their 4–0 defeat to Croatia in Varazdin on 6 June 2015 and his competitive debut against world champions Germany in the UEFA Euro 2016 Qualifiers a week later. Bosio made his first competitive start for Gibraltar against Greece in the FIFA World Cup 2018 Qualifiers in September 2016. Career statistics References External links gibraltarfa.com Gibraltar FA Website pitchero.com Canterbury City Player Profile 1991 births Living people Gibraltarian men's footballers Gibraltar men's international footballers Association footballers from Dublin (city) Republic of Ireland men's association footballers Men's association football defenders Ashford United F.C. players Canterbury City F.C. players Europa F.C. players Gibraltar United F.C. players Home Farm F.C. players Lincoln Red Imps F.C. players Glacis United F.C. players Gibraltar Premier Division players Gibraltarian expatriate sportspeople in England Irish expatriate sportspeople in England Republic of Ireland expatriate men's association footballers Gibraltarian expatriate men's footballers Expatriate men's footballers in England
The Audiffred Building is a three-story historic commercial building in San Francisco, California, United States, formerly the location of waterfront bars and of the headquarters of a seamen's union, and now housing Boulevard restaurant. It is City of San Francisco Landmark number 7, and was listed on the National Register of Historic Places in 1979. Location The Audiffred Building is on the corner of Mission Street and the Embarcadero, facing the waterfront; it is one of the few surviving waterfront buildings on the land side of the Embarcadero. Since the removal of the elevated Embarcadero Freeway after the 1989 Loma Prieta earthquake, the building again looks out on the waterfront. Building The building is of brick, with projecting brick quoins on the corners of the second floor. Its architecture emulates the Second Empire style of late 19th-century French commercial buildings. There are three floors, the third being within a wood-framed tiled mansard roof decorated with a diamond pattern. The first floor has fluted cast iron columns with capitals incorporating a floral letter "A". Above the first floor on the eastern half of the facade is a frieze consisting of nautical motifs, including dolphins, lighthouses, sailing ships, and seahorses, in bas relief. History Early years Hippolite d'Audiffret (anglicized as "Audiffred"), a Frenchman who had been living in Mexico and reportedly walked to San Francisco from Veracruz after Emperor Maximilian and the French became unpopular there, and built a profitable business selling charcoal in Chinatown. The Audiffred Building was constructed for him in 1889, presumably to house this business. The first floor retail spaces were initially rented to a restaurant and three taverns; at the turn of the nineteenth and twentieth centuries The Bulkhead tavern was one of these tenants, serving "Bull's Head" stew. Upstairs until 1905 were the offices of the Coast Seamen's Union, later the Sailor's Union of the Pacific, a forerunner of the International Seamen's Union; at one time or another prior to World War I the building also housed unions for Marine Engineers, Masters and Pilots, and Pile Drivers, and for a short time the Industrial Workers of the World. In an attempt to stop the fires following the 1906 earthquake, the San Francisco Fire Department nearly destroyed the building along with all those surrounding it; the Audiffred Building was saved when the bartender of the Bulkhead, the drinking establishment then occupying the building, bribed the firemen with the offer of two quarts of whiskey apiece and a fire cart full of bottles of wine. The Audiffred Building served as headquarters for the City Front strike in 1901 and again during the 1934 San Francisco waterfront strike, the strike committee was headquartered there. On "Bloody Thursday" sailors Howard Sperry and Nick Bordoise were shot dead by police outside, as commemorated by a monument across the street. In 1928 one of the earliest branches of the Bank of Italy, forerunner of Bank of America, moved into part of the first floor; the nautical frieze was commissioned for the bank. Artists With the decline of San Francisco's waterfront in the mid-twentieth century, the Seven Seas Club for homeless sailors moved into the building in 1946, and bohemian artists and writers including Elmer Bischoff, Howard Hack, Frank Lobdell, Hassel Smith, Martin Snipper, and Lawrence Ferlinghetti occupied lofts and studios on the two upper floors, which had no electricity, until they were condemned as unsafe in 1955. Ferlinghetti told The Paris Review (#228, Spring 2019 issue, p. 179) that he paid $29 a month in rent for his studio here where he made his first very tall paintings, that the only heating source was from a potbellied stove in one corner, and that the artists there could only work during the daytime because of the lack of electricity. Fire In 1978 a gas fire gutted the building, and it was to have been demolished; it was saved by public demand and was placed on the National Register of Historic Places in 1979. It was designated San Francisco City Landmark number 7 in 1968. Reconstruction and present day A domed penthouse was added in the reconstruction after the fire. The building was subsequently bought by real estate developer Dusan Mills and in 1983–1984 was refurbished and remodeled into office space by William E. Cullen. Since 1993, the Audiffred Building has housed Boulevard restaurant. References External links Buildings and structures in San Francisco Commercial buildings completed in 1889 San Francisco Designated Landmarks Drinking establishments on the National Register of Historic Places in California
```objective-c // Generated by the protocol buffer compiler. DO NOT EDIT! // source: caffe2/proto/prof_dag.proto #ifndef PROTOBUF_caffe2_2fproto_2fprof_5fdag_2eproto__INCLUDED #define PROTOBUF_caffe2_2fproto_2fprof_5fdag_2eproto__INCLUDED #include <string> #include <google/protobuf/stubs/common.h> #if GOOGLE_PROTOBUF_VERSION < 3005000 #error This file was generated by a newer version of protoc which is #error incompatible with your Protocol Buffer headers. Please update #error your headers. #endif #if 3005000 < GOOGLE_PROTOBUF_MIN_PROTOC_VERSION #error This file was generated by an older version of protoc which is #error incompatible with your Protocol Buffer headers. Please #error regenerate this file with a newer version of protoc. #endif #include <google/protobuf/io/coded_stream.h> #include <google/protobuf/arena.h> #include <google/protobuf/arenastring.h> #include <google/protobuf/generated_message_table_driven.h> #include <google/protobuf/generated_message_util.h> #include <google/protobuf/metadata.h> #include <google/protobuf/message.h> #include <google/protobuf/repeated_field.h> // IWYU pragma: export #include <google/protobuf/extension_set.h> // IWYU pragma: export #include <google/protobuf/unknown_field_set.h> // @@protoc_insertion_point(includes) namespace protobuf_caffe2_2fproto_2fprof_5fdag_2eproto { // Internal implementation detail -- do not use these members. struct CAFFE2_API TableStruct { static const ::google::protobuf::internal::ParseTableField entries[]; static const ::google::protobuf::internal::AuxillaryParseTableField aux[]; static const ::google::protobuf::internal::ParseTable schema[4]; static const ::google::protobuf::internal::FieldMetadata field_metadata[]; static const ::google::protobuf::internal::SerializationTable serialization_table[]; static const ::google::protobuf::uint32 offsets[]; }; void CAFFE2_API AddDescriptors(); void CAFFE2_API InitDefaultsTwoNumberStatsProtoImpl(); void CAFFE2_API InitDefaultsTwoNumberStatsProto(); void CAFFE2_API InitDefaultsBlobProfileImpl(); void CAFFE2_API InitDefaultsBlobProfile(); void CAFFE2_API InitDefaultsProfDAGProtoImpl(); void CAFFE2_API InitDefaultsProfDAGProto(); void CAFFE2_API InitDefaultsProfDAGProtosImpl(); void CAFFE2_API InitDefaultsProfDAGProtos(); inline void CAFFE2_API InitDefaults() { InitDefaultsTwoNumberStatsProto(); InitDefaultsBlobProfile(); InitDefaultsProfDAGProto(); InitDefaultsProfDAGProtos(); } } // namespace protobuf_caffe2_2fproto_2fprof_5fdag_2eproto namespace caffe2 { const ::std::string& GetEmptyStringAlreadyInited(); class BlobProfile; class BlobProfileDefaultTypeInternal; CAFFE2_API extern BlobProfileDefaultTypeInternal _BlobProfile_default_instance_; class ProfDAGProto; class ProfDAGProtoDefaultTypeInternal; CAFFE2_API extern ProfDAGProtoDefaultTypeInternal _ProfDAGProto_default_instance_; class ProfDAGProtos; class ProfDAGProtosDefaultTypeInternal; CAFFE2_API extern ProfDAGProtosDefaultTypeInternal _ProfDAGProtos_default_instance_; class TwoNumberStatsProto; class TwoNumberStatsProtoDefaultTypeInternal; CAFFE2_API extern TwoNumberStatsProtoDefaultTypeInternal _TwoNumberStatsProto_default_instance_; } // namespace caffe2 namespace caffe2 { // =================================================================== class CAFFE2_API TwoNumberStatsProto : public ::google::protobuf::Message /* @@protoc_insertion_point(class_definition:caffe2.TwoNumberStatsProto) / { public: TwoNumberStatsProto(); virtual ~TwoNumberStatsProto(); TwoNumberStatsProto(const TwoNumberStatsProto& from); inline TwoNumberStatsProto& operator=(const TwoNumberStatsProto& from) { CopyFrom(from); return this; } #if LANG_CXX11 TwoNumberStatsProto(TwoNumberStatsProto&& from) noexcept : TwoNumberStatsProto() { this = ::std::move(from); } inline TwoNumberStatsProto& operator=(TwoNumberStatsProto&& from) noexcept { if (GetArenaNoVirtual() == from.GetArenaNoVirtual()) { if (this != &from) InternalSwap(&from); } else { CopyFrom(from); } return this; } #endif inline const ::google::protobuf::UnknownFieldSet& unknown_fields() const { return _internal_metadata_.unknown_fields(); } inline ::google::protobuf::UnknownFieldSet* mutable_unknown_fields() { return _internal_metadata_.mutable_unknown_fields(); } static const ::google::protobuf::Descriptor* descriptor(); static const TwoNumberStatsProto& default_instance(); static void InitAsDefaultInstance(); // FOR INTERNAL USE ONLY static inline const TwoNumberStatsProto* internal_default_instance() { return reinterpret_cast<const TwoNumberStatsProto>( &_TwoNumberStatsProto_default_instance_); } static int const kIndexInFileMessages = 0; void Swap(TwoNumberStatsProto other); friend void swap(TwoNumberStatsProto& a, TwoNumberStatsProto& b) { a.Swap(&b); } // implements Message ---------------------------------------------- inline TwoNumberStatsProto* New() const PROTOBUF_FINAL { return New(NULL); } TwoNumberStatsProto* New(::google::protobuf::Arena* arena) const PROTOBUF_FINAL; void CopyFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void MergeFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void CopyFrom(const TwoNumberStatsProto& from); void MergeFrom(const TwoNumberStatsProto& from); void Clear() PROTOBUF_FINAL; bool IsInitialized() const PROTOBUF_FINAL; size_t ByteSizeLong() const PROTOBUF_FINAL; bool MergePartialFromCodedStream( ::google::protobuf::io::CodedInputStream* input) PROTOBUF_FINAL; void SerializeWithCachedSizes( ::google::protobuf::io::CodedOutputStream* output) const PROTOBUF_FINAL; ::google::protobuf::uint8* InternalSerializeWithCachedSizesToArray( bool deterministic, ::google::protobuf::uint8* target) const PROTOBUF_FINAL; int GetCachedSize() const PROTOBUF_FINAL { return _cached_size_; } private: void SharedCtor(); void SharedDtor(); void SetCachedSize(int size) const PROTOBUF_FINAL; void InternalSwap(TwoNumberStatsProto* other); private: inline ::google::protobuf::Arena* GetArenaNoVirtual() const { return NULL; } inline void* MaybeArenaPtr() const { return NULL; } public: ::google::protobuf::Metadata GetMetadata() const PROTOBUF_FINAL; // nested types ---------------------------------------------------- // accessors ------------------------------------------------------- // optional float mean = 1; bool has_mean() const; void clear_mean(); static const int kMeanFieldNumber = 1; float mean() const; void set_mean(float value); // optional float stddev = 2; bool has_stddev() const; void clear_stddev(); static const int kStddevFieldNumber = 2; float stddev() const; void set_stddev(float value); // optional int64 count = 3; bool has_count() const; void clear_count(); static const int kCountFieldNumber = 3; ::google::protobuf::int64 count() const; void set_count(::google::protobuf::int64 value); // @@protoc_insertion_point(class_scope:caffe2.TwoNumberStatsProto) private: void set_has_mean(); void clear_has_mean(); void set_has_stddev(); void clear_has_stddev(); void set_has_count(); void clear_has_count(); ::google::protobuf::internal::InternalMetadataWithArena _internal_metadata_; ::google::protobuf::internal::HasBits<1> _has_bits_; mutable int _cached_size_; float mean_; float stddev_; ::google::protobuf::int64 count_; friend struct ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::TableStruct; friend void ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::InitDefaultsTwoNumberStatsProtoImpl(); }; // your_sha256_hash--- class CAFFE2_API BlobProfile : public ::google::protobuf::Message /* @@protoc_insertion_point(class_definition:caffe2.BlobProfile) / { public: BlobProfile(); virtual ~BlobProfile(); BlobProfile(const BlobProfile& from); inline BlobProfile& operator=(const BlobProfile& from) { CopyFrom(from); return this; } #if LANG_CXX11 BlobProfile(BlobProfile&& from) noexcept : BlobProfile() { this = ::std::move(from); } inline BlobProfile& operator=(BlobProfile&& from) noexcept { if (GetArenaNoVirtual() == from.GetArenaNoVirtual()) { if (this != &from) InternalSwap(&from); } else { CopyFrom(from); } return this; } #endif inline const ::google::protobuf::UnknownFieldSet& unknown_fields() const { return _internal_metadata_.unknown_fields(); } inline ::google::protobuf::UnknownFieldSet* mutable_unknown_fields() { return _internal_metadata_.mutable_unknown_fields(); } static const ::google::protobuf::Descriptor* descriptor(); static const BlobProfile& default_instance(); static void InitAsDefaultInstance(); // FOR INTERNAL USE ONLY static inline const BlobProfile* internal_default_instance() { return reinterpret_cast<const BlobProfile>( &_BlobProfile_default_instance_); } static int const kIndexInFileMessages = 1; void Swap(BlobProfile other); friend void swap(BlobProfile& a, BlobProfile& b) { a.Swap(&b); } // implements Message ---------------------------------------------- inline BlobProfile* New() const PROTOBUF_FINAL { return New(NULL); } BlobProfile* New(::google::protobuf::Arena* arena) const PROTOBUF_FINAL; void CopyFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void MergeFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void CopyFrom(const BlobProfile& from); void MergeFrom(const BlobProfile& from); void Clear() PROTOBUF_FINAL; bool IsInitialized() const PROTOBUF_FINAL; size_t ByteSizeLong() const PROTOBUF_FINAL; bool MergePartialFromCodedStream( ::google::protobuf::io::CodedInputStream* input) PROTOBUF_FINAL; void SerializeWithCachedSizes( ::google::protobuf::io::CodedOutputStream* output) const PROTOBUF_FINAL; ::google::protobuf::uint8* InternalSerializeWithCachedSizesToArray( bool deterministic, ::google::protobuf::uint8* target) const PROTOBUF_FINAL; int GetCachedSize() const PROTOBUF_FINAL { return _cached_size_; } private: void SharedCtor(); void SharedDtor(); void SetCachedSize(int size) const PROTOBUF_FINAL; void InternalSwap(BlobProfile* other); private: inline ::google::protobuf::Arena* GetArenaNoVirtual() const { return NULL; } inline void* MaybeArenaPtr() const { return NULL; } public: ::google::protobuf::Metadata GetMetadata() const PROTOBUF_FINAL; // nested types ---------------------------------------------------- // accessors ------------------------------------------------------- // optional string name = 1; bool has_name() const; void clear_name(); static const int kNameFieldNumber = 1; const ::std::string& name() const; void set_name(const ::std::string& value); #if LANG_CXX11 void set_name(::std::string&& value); #endif void set_name(const char* value); void set_name(const char* value, size_t size); ::std::string* mutable_name(); ::std::string* release_name(); void set_allocated_name(::std::string* name); // optional .caffe2.TwoNumberStatsProto bytes_used = 3; bool has_bytes_used() const; void clear_bytes_used(); static const int kBytesUsedFieldNumber = 3; const ::caffe2::TwoNumberStatsProto& bytes_used() const; ::caffe2::TwoNumberStatsProto* release_bytes_used(); ::caffe2::TwoNumberStatsProto* mutable_bytes_used(); void set_allocated_bytes_used(::caffe2::TwoNumberStatsProto* bytes_used); // @@protoc_insertion_point(class_scope:caffe2.BlobProfile) private: void set_has_name(); void clear_has_name(); void set_has_bytes_used(); void clear_has_bytes_used(); ::google::protobuf::internal::InternalMetadataWithArena _internal_metadata_; ::google::protobuf::internal::HasBits<1> _has_bits_; mutable int _cached_size_; ::google::protobuf::internal::ArenaStringPtr name_; ::caffe2::TwoNumberStatsProto* bytes_used_; friend struct ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::TableStruct; friend void ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::InitDefaultsBlobProfileImpl(); }; // your_sha256_hash--- class CAFFE2_API ProfDAGProto : public ::google::protobuf::Message /* @@protoc_insertion_point(class_definition:caffe2.ProfDAGProto) / { public: ProfDAGProto(); virtual ~ProfDAGProto(); ProfDAGProto(const ProfDAGProto& from); inline ProfDAGProto& operator=(const ProfDAGProto& from) { CopyFrom(from); return this; } #if LANG_CXX11 ProfDAGProto(ProfDAGProto&& from) noexcept : ProfDAGProto() { this = ::std::move(from); } inline ProfDAGProto& operator=(ProfDAGProto&& from) noexcept { if (GetArenaNoVirtual() == from.GetArenaNoVirtual()) { if (this != &from) InternalSwap(&from); } else { CopyFrom(from); } return this; } #endif inline const ::google::protobuf::UnknownFieldSet& unknown_fields() const { return _internal_metadata_.unknown_fields(); } inline ::google::protobuf::UnknownFieldSet* mutable_unknown_fields() { return _internal_metadata_.mutable_unknown_fields(); } static const ::google::protobuf::Descriptor* descriptor(); static const ProfDAGProto& default_instance(); static void InitAsDefaultInstance(); // FOR INTERNAL USE ONLY static inline const ProfDAGProto* internal_default_instance() { return reinterpret_cast<const ProfDAGProto>( &_ProfDAGProto_default_instance_); } static int const kIndexInFileMessages = 2; void Swap(ProfDAGProto other); friend void swap(ProfDAGProto& a, ProfDAGProto& b) { a.Swap(&b); } // implements Message ---------------------------------------------- inline ProfDAGProto* New() const PROTOBUF_FINAL { return New(NULL); } ProfDAGProto* New(::google::protobuf::Arena* arena) const PROTOBUF_FINAL; void CopyFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void MergeFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void CopyFrom(const ProfDAGProto& from); void MergeFrom(const ProfDAGProto& from); void Clear() PROTOBUF_FINAL; bool IsInitialized() const PROTOBUF_FINAL; size_t ByteSizeLong() const PROTOBUF_FINAL; bool MergePartialFromCodedStream( ::google::protobuf::io::CodedInputStream* input) PROTOBUF_FINAL; void SerializeWithCachedSizes( ::google::protobuf::io::CodedOutputStream* output) const PROTOBUF_FINAL; ::google::protobuf::uint8* InternalSerializeWithCachedSizesToArray( bool deterministic, ::google::protobuf::uint8* target) const PROTOBUF_FINAL; int GetCachedSize() const PROTOBUF_FINAL { return _cached_size_; } private: void SharedCtor(); void SharedDtor(); void SetCachedSize(int size) const PROTOBUF_FINAL; void InternalSwap(ProfDAGProto* other); private: inline ::google::protobuf::Arena* GetArenaNoVirtual() const { return NULL; } inline void* MaybeArenaPtr() const { return NULL; } public: ::google::protobuf::Metadata GetMetadata() const PROTOBUF_FINAL; // nested types ---------------------------------------------------- // accessors ------------------------------------------------------- // repeated .caffe2.BlobProfile output_profile = 5; int output_profile_size() const; void clear_output_profile(); static const int kOutputProfileFieldNumber = 5; const ::caffe2::BlobProfile& output_profile(int index) const; ::caffe2::BlobProfile* mutable_output_profile(int index); ::caffe2::BlobProfile* add_output_profile(); ::google::protobuf::RepeatedPtrField< ::caffe2::BlobProfile >* mutable_output_profile(); const ::google::protobuf::RepeatedPtrField< ::caffe2::BlobProfile >& output_profile() const; // required string name = 1; bool has_name() const; void clear_name(); static const int kNameFieldNumber = 1; const ::std::string& name() const; void set_name(const ::std::string& value); #if LANG_CXX11 void set_name(::std::string&& value); #endif void set_name(const char* value); void set_name(const char* value, size_t size); ::std::string* mutable_name(); ::std::string* release_name(); void set_allocated_name(::std::string* name); // optional .caffe2.TwoNumberStatsProto execution_time = 4; bool has_execution_time() const; void clear_execution_time(); static const int kExecutionTimeFieldNumber = 4; const ::caffe2::TwoNumberStatsProto& execution_time() const; ::caffe2::TwoNumberStatsProto* release_execution_time(); ::caffe2::TwoNumberStatsProto* mutable_execution_time(); void set_allocated_execution_time(::caffe2::TwoNumberStatsProto* execution_time); // required float mean = 2; bool has_mean() const; void clear_mean(); static const int kMeanFieldNumber = 2; float mean() const; void set_mean(float value); // required float stddev = 3; bool has_stddev() const; void clear_stddev(); static const int kStddevFieldNumber = 3; float stddev() const; void set_stddev(float value); // @@protoc_insertion_point(class_scope:caffe2.ProfDAGProto) private: void set_has_name(); void clear_has_name(); void set_has_mean(); void clear_has_mean(); void set_has_stddev(); void clear_has_stddev(); void set_has_execution_time(); void clear_has_execution_time(); // helper for ByteSizeLong() size_t RequiredFieldsByteSizeFallback() const; ::google::protobuf::internal::InternalMetadataWithArena _internal_metadata_; ::google::protobuf::internal::HasBits<1> _has_bits_; mutable int _cached_size_; ::google::protobuf::RepeatedPtrField< ::caffe2::BlobProfile > output_profile_; ::google::protobuf::internal::ArenaStringPtr name_; ::caffe2::TwoNumberStatsProto* execution_time_; float mean_; float stddev_; friend struct ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::TableStruct; friend void ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::InitDefaultsProfDAGProtoImpl(); }; // your_sha256_hash--- class CAFFE2_API ProfDAGProtos : public ::google::protobuf::Message /* @@protoc_insertion_point(class_definition:caffe2.ProfDAGProtos) / { public: ProfDAGProtos(); virtual ~ProfDAGProtos(); ProfDAGProtos(const ProfDAGProtos& from); inline ProfDAGProtos& operator=(const ProfDAGProtos& from) { CopyFrom(from); return this; } #if LANG_CXX11 ProfDAGProtos(ProfDAGProtos&& from) noexcept : ProfDAGProtos() { this = ::std::move(from); } inline ProfDAGProtos& operator=(ProfDAGProtos&& from) noexcept { if (GetArenaNoVirtual() == from.GetArenaNoVirtual()) { if (this != &from) InternalSwap(&from); } else { CopyFrom(from); } return this; } #endif inline const ::google::protobuf::UnknownFieldSet& unknown_fields() const { return _internal_metadata_.unknown_fields(); } inline ::google::protobuf::UnknownFieldSet* mutable_unknown_fields() { return _internal_metadata_.mutable_unknown_fields(); } static const ::google::protobuf::Descriptor* descriptor(); static const ProfDAGProtos& default_instance(); static void InitAsDefaultInstance(); // FOR INTERNAL USE ONLY static inline const ProfDAGProtos* internal_default_instance() { return reinterpret_cast<const ProfDAGProtos>( &_ProfDAGProtos_default_instance_); } static int const kIndexInFileMessages = 3; void Swap(ProfDAGProtos other); friend void swap(ProfDAGProtos& a, ProfDAGProtos& b) { a.Swap(&b); } // implements Message ---------------------------------------------- inline ProfDAGProtos* New() const PROTOBUF_FINAL { return New(NULL); } ProfDAGProtos* New(::google::protobuf::Arena* arena) const PROTOBUF_FINAL; void CopyFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void MergeFrom(const ::google::protobuf::Message& from) PROTOBUF_FINAL; void CopyFrom(const ProfDAGProtos& from); void MergeFrom(const ProfDAGProtos& from); void Clear() PROTOBUF_FINAL; bool IsInitialized() const PROTOBUF_FINAL; size_t ByteSizeLong() const PROTOBUF_FINAL; bool MergePartialFromCodedStream( ::google::protobuf::io::CodedInputStream* input) PROTOBUF_FINAL; void SerializeWithCachedSizes( ::google::protobuf::io::CodedOutputStream* output) const PROTOBUF_FINAL; ::google::protobuf::uint8* InternalSerializeWithCachedSizesToArray( bool deterministic, ::google::protobuf::uint8* target) const PROTOBUF_FINAL; int GetCachedSize() const PROTOBUF_FINAL { return _cached_size_; } private: void SharedCtor(); void SharedDtor(); void SetCachedSize(int size) const PROTOBUF_FINAL; void InternalSwap(ProfDAGProtos* other); private: inline ::google::protobuf::Arena* GetArenaNoVirtual() const { return NULL; } inline void* MaybeArenaPtr() const { return NULL; } public: ::google::protobuf::Metadata GetMetadata() const PROTOBUF_FINAL; // nested types ---------------------------------------------------- // accessors ------------------------------------------------------- // repeated .caffe2.ProfDAGProto stats = 1; int stats_size() const; void clear_stats(); static const int kStatsFieldNumber = 1; const ::caffe2::ProfDAGProto& stats(int index) const; ::caffe2::ProfDAGProto* mutable_stats(int index); ::caffe2::ProfDAGProto* add_stats(); ::google::protobuf::RepeatedPtrField< ::caffe2::ProfDAGProto >* mutable_stats(); const ::google::protobuf::RepeatedPtrField< ::caffe2::ProfDAGProto >& stats() const; // optional string net_name = 2; bool has_net_name() const; void clear_net_name(); static const int kNetNameFieldNumber = 2; const ::std::string& net_name() const; void set_net_name(const ::std::string& value); #if LANG_CXX11 void set_net_name(::std::string&& value); #endif void set_net_name(const char* value); void set_net_name(const char* value, size_t size); ::std::string* mutable_net_name(); ::std::string* release_net_name(); void set_allocated_net_name(::std::string* net_name); // @@protoc_insertion_point(class_scope:caffe2.ProfDAGProtos) private: void set_has_net_name(); void clear_has_net_name(); ::google::protobuf::internal::InternalMetadataWithArena _internal_metadata_; ::google::protobuf::internal::HasBits<1> _has_bits_; mutable int _cached_size_; ::google::protobuf::RepeatedPtrField< ::caffe2::ProfDAGProto > stats_; ::google::protobuf::internal::ArenaStringPtr net_name_; friend struct ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::TableStruct; friend void ::protobuf_caffe2_2fproto_2fprof_5fdag_2eproto::InitDefaultsProfDAGProtosImpl(); }; // =================================================================== // =================================================================== #ifdef __GNUC__ #pragma GCC diagnostic push #pragma GCC diagnostic ignored "-Wstrict-aliasing" #endif // __GNUC__ // TwoNumberStatsProto // optional float mean = 1; inline bool TwoNumberStatsProto::has_mean() const { return (_has_bits_[0] & 0x00000001u) != 0; } inline void TwoNumberStatsProto::set_has_mean() { _has_bits_[0] \|= 0x00000001u; } inline void TwoNumberStatsProto::clear_has_mean() { _has_bits_[0] &= ~0x00000001u; } inline void TwoNumberStatsProto::clear_mean() { mean_ = 0; clear_has_mean(); } inline float TwoNumberStatsProto::mean() const { // @@protoc_insertion_point(field_get:caffe2.TwoNumberStatsProto.mean) return mean_; } inline void TwoNumberStatsProto::set_mean(float value) { set_has_mean(); mean_ = value; // @@protoc_insertion_point(field_set:caffe2.TwoNumberStatsProto.mean) } // optional float stddev = 2; inline bool TwoNumberStatsProto::has_stddev() const { return (_has_bits_[0] & 0x00000002u) != 0; } inline void TwoNumberStatsProto::set_has_stddev() { _has_bits_[0] \|= 0x00000002u; } inline void TwoNumberStatsProto::clear_has_stddev() { _has_bits_[0] &= ~0x00000002u; } inline void TwoNumberStatsProto::clear_stddev() { stddev_ = 0; clear_has_stddev(); } inline float TwoNumberStatsProto::stddev() const { // @@protoc_insertion_point(field_get:caffe2.TwoNumberStatsProto.stddev) return stddev_; } inline void TwoNumberStatsProto::set_stddev(float value) { set_has_stddev(); stddev_ = value; // @@protoc_insertion_point(field_set:caffe2.TwoNumberStatsProto.stddev) } // optional int64 count = 3; inline bool TwoNumberStatsProto::has_count() const { return (_has_bits_[0] & 0x00000004u) != 0; } inline void TwoNumberStatsProto::set_has_count() { _has_bits_[0] \|= 0x00000004u; } inline void TwoNumberStatsProto::clear_has_count() { _has_bits_[0] &= ~0x00000004u; } inline void TwoNumberStatsProto::clear_count() { count_ = GOOGLE_LONGLONG(0); clear_has_count(); } inline ::google::protobuf::int64 TwoNumberStatsProto::count() const { // @@protoc_insertion_point(field_get:caffe2.TwoNumberStatsProto.count) return count_; } inline void TwoNumberStatsProto::set_count(::google::protobuf::int64 value) { set_has_count(); count_ = value; // @@protoc_insertion_point(field_set:caffe2.TwoNumberStatsProto.count) } // your_sha256_hash--- // BlobProfile // optional string name = 1; inline bool BlobProfile::has_name() const { return (_has_bits_[0] & 0x00000001u) != 0; } inline void BlobProfile::set_has_name() { _has_bits_[0] \|= 0x00000001u; } inline void BlobProfile::clear_has_name() { _has_bits_[0] &= ~0x00000001u; } inline void BlobProfile::clear_name() { name_.ClearToEmptyNoArena(&GetEmptyStringAlreadyInited()); clear_has_name(); } inline const ::std::string& BlobProfile::name() const { // @@protoc_insertion_point(field_get:caffe2.BlobProfile.name) return name_.GetNoArena(); } inline void BlobProfile::set_name(const ::std::string& value) { set_has_name(); name_.SetNoArena(&GetEmptyStringAlreadyInited(), value); // @@protoc_insertion_point(field_set:caffe2.BlobProfile.name) } #if LANG_CXX11 inline void BlobProfile::set_name(::std::string&& value) { set_has_name(); name_.SetNoArena( &GetEmptyStringAlreadyInited(), ::std::move(value)); // @@protoc_insertion_point(field_set_rvalue:caffe2.BlobProfile.name) } #endif inline void BlobProfile::set_name(const char* value) { GOOGLE_DCHECK(value != NULL); set_has_name(); name_.SetNoArena(&GetEmptyStringAlreadyInited(), ::std::string(value)); // @@protoc_insertion_point(field_set_char:caffe2.BlobProfile.name) } inline void BlobProfile::set_name(const char* value, size_t size) { set_has_name(); name_.SetNoArena(&GetEmptyStringAlreadyInited(), ::std::string(reinterpret_cast<const char>(value), size)); // @@protoc_insertion_point(field_set_pointer:caffe2.BlobProfile.name) } inline ::std::string BlobProfile::mutable_name() { set_has_name(); // @@protoc_insertion_point(field_mutable:caffe2.BlobProfile.name) return name_.MutableNoArena(&GetEmptyStringAlreadyInited()); } inline ::std::string* BlobProfile::release_name() { // @@protoc_insertion_point(field_release:caffe2.BlobProfile.name) clear_has_name(); return name_.ReleaseNoArena(&GetEmptyStringAlreadyInited()); } inline void BlobProfile::set_allocated_name(::std::string* name) { if (name != NULL) { set_has_name(); } else { clear_has_name(); } name_.SetAllocatedNoArena(&GetEmptyStringAlreadyInited(), name); // @@protoc_insertion_point(field_set_allocated:caffe2.BlobProfile.name) } // optional .caffe2.TwoNumberStatsProto bytes_used = 3; inline bool BlobProfile::has_bytes_used() const { return (_has_bits_[0] & 0x00000002u) != 0; } inline void BlobProfile::set_has_bytes_used() { _has_bits_[0] \|= 0x00000002u; } inline void BlobProfile::clear_has_bytes_used() { _has_bits_[0] &= ~0x00000002u; } inline void BlobProfile::clear_bytes_used() { if (bytes_used_ != NULL) bytes_used_->Clear(); clear_has_bytes_used(); } inline const ::caffe2::TwoNumberStatsProto& BlobProfile::bytes_used() const { const ::caffe2::TwoNumberStatsProto* p = bytes_used_; // @@protoc_insertion_point(field_get:caffe2.BlobProfile.bytes_used) return p != NULL ? p : reinterpret_cast<const ::caffe2::TwoNumberStatsProto>( &::caffe2::_TwoNumberStatsProto_default_instance_); } inline ::caffe2::TwoNumberStatsProto BlobProfile::release_bytes_used() { // @@protoc_insertion_point(field_release:caffe2.BlobProfile.bytes_used) clear_has_bytes_used(); ::caffe2::TwoNumberStatsProto* temp = bytes_used_; bytes_used_ = NULL; return temp; } inline ::caffe2::TwoNumberStatsProto* BlobProfile::mutable_bytes_used() { set_has_bytes_used(); if (bytes_used_ == NULL) { bytes_used_ = new ::caffe2::TwoNumberStatsProto; } // @@protoc_insertion_point(field_mutable:caffe2.BlobProfile.bytes_used) return bytes_used_; } inline void BlobProfile::set_allocated_bytes_used(::caffe2::TwoNumberStatsProto* bytes_used) { ::google::protobuf::Arena* message_arena = GetArenaNoVirtual(); if (message_arena == NULL) { delete bytes_used_; } if (bytes_used) { ::google::protobuf::Arena* submessage_arena = NULL; if (message_arena != submessage_arena) { bytes_used = ::google::protobuf::internal::GetOwnedMessage( message_arena, bytes_used, submessage_arena); } set_has_bytes_used(); } else { clear_has_bytes_used(); } bytes_used_ = bytes_used; // @@protoc_insertion_point(field_set_allocated:caffe2.BlobProfile.bytes_used) } // your_sha256_hash--- // ProfDAGProto // required string name = 1; inline bool ProfDAGProto::has_name() const { return (_has_bits_[0] & 0x00000001u) != 0; } inline void ProfDAGProto::set_has_name() { _has_bits_[0] \|= 0x00000001u; } inline void ProfDAGProto::clear_has_name() { _has_bits_[0] &= ~0x00000001u; } inline void ProfDAGProto::clear_name() { name_.ClearToEmptyNoArena(&GetEmptyStringAlreadyInited()); clear_has_name(); } inline const ::std::string& ProfDAGProto::name() const { // @@protoc_insertion_point(field_get:caffe2.ProfDAGProto.name) return name_.GetNoArena(); } inline void ProfDAGProto::set_name(const ::std::string& value) { set_has_name(); name_.SetNoArena(&GetEmptyStringAlreadyInited(), value); // @@protoc_insertion_point(field_set:caffe2.ProfDAGProto.name) } #if LANG_CXX11 inline void ProfDAGProto::set_name(::std::string&& value) { set_has_name(); name_.SetNoArena( &GetEmptyStringAlreadyInited(), ::std::move(value)); // @@protoc_insertion_point(field_set_rvalue:caffe2.ProfDAGProto.name) } #endif inline void ProfDAGProto::set_name(const char* value) { GOOGLE_DCHECK(value != NULL); set_has_name(); name_.SetNoArena(&GetEmptyStringAlreadyInited(), ::std::string(value)); // @@protoc_insertion_point(field_set_char:caffe2.ProfDAGProto.name) } inline void ProfDAGProto::set_name(const char* value, size_t size) { set_has_name(); name_.SetNoArena(&GetEmptyStringAlreadyInited(), ::std::string(reinterpret_cast<const char>(value), size)); // @@protoc_insertion_point(field_set_pointer:caffe2.ProfDAGProto.name) } inline ::std::string ProfDAGProto::mutable_name() { set_has_name(); // @@protoc_insertion_point(field_mutable:caffe2.ProfDAGProto.name) return name_.MutableNoArena(&GetEmptyStringAlreadyInited()); } inline ::std::string* ProfDAGProto::release_name() { // @@protoc_insertion_point(field_release:caffe2.ProfDAGProto.name) clear_has_name(); return name_.ReleaseNoArena(&GetEmptyStringAlreadyInited()); } inline void ProfDAGProto::set_allocated_name(::std::string* name) { if (name != NULL) { set_has_name(); } else { clear_has_name(); } name_.SetAllocatedNoArena(&GetEmptyStringAlreadyInited(), name); // @@protoc_insertion_point(field_set_allocated:caffe2.ProfDAGProto.name) } // required float mean = 2; inline bool ProfDAGProto::has_mean() const { return (_has_bits_[0] & 0x00000004u) != 0; } inline void ProfDAGProto::set_has_mean() { _has_bits_[0] \|= 0x00000004u; } inline void ProfDAGProto::clear_has_mean() { _has_bits_[0] &= ~0x00000004u; } inline void ProfDAGProto::clear_mean() { mean_ = 0; clear_has_mean(); } inline float ProfDAGProto::mean() const { // @@protoc_insertion_point(field_get:caffe2.ProfDAGProto.mean) return mean_; } inline void ProfDAGProto::set_mean(float value) { set_has_mean(); mean_ = value; // @@protoc_insertion_point(field_set:caffe2.ProfDAGProto.mean) } // required float stddev = 3; inline bool ProfDAGProto::has_stddev() const { return (_has_bits_[0] & 0x00000008u) != 0; } inline void ProfDAGProto::set_has_stddev() { _has_bits_[0] \|= 0x00000008u; } inline void ProfDAGProto::clear_has_stddev() { _has_bits_[0] &= ~0x00000008u; } inline void ProfDAGProto::clear_stddev() { stddev_ = 0; clear_has_stddev(); } inline float ProfDAGProto::stddev() const { // @@protoc_insertion_point(field_get:caffe2.ProfDAGProto.stddev) return stddev_; } inline void ProfDAGProto::set_stddev(float value) { set_has_stddev(); stddev_ = value; // @@protoc_insertion_point(field_set:caffe2.ProfDAGProto.stddev) } // optional .caffe2.TwoNumberStatsProto execution_time = 4; inline bool ProfDAGProto::has_execution_time() const { return (_has_bits_[0] & 0x00000002u) != 0; } inline void ProfDAGProto::set_has_execution_time() { _has_bits_[0] \|= 0x00000002u; } inline void ProfDAGProto::clear_has_execution_time() { _has_bits_[0] &= ~0x00000002u; } inline void ProfDAGProto::clear_execution_time() { if (execution_time_ != NULL) execution_time_->Clear(); clear_has_execution_time(); } inline const ::caffe2::TwoNumberStatsProto& ProfDAGProto::execution_time() const { const ::caffe2::TwoNumberStatsProto* p = execution_time_; // @@protoc_insertion_point(field_get:caffe2.ProfDAGProto.execution_time) return p != NULL ? p : reinterpret_cast<const ::caffe2::TwoNumberStatsProto>( &::caffe2::_TwoNumberStatsProto_default_instance_); } inline ::caffe2::TwoNumberStatsProto ProfDAGProto::release_execution_time() { // @@protoc_insertion_point(field_release:caffe2.ProfDAGProto.execution_time) clear_has_execution_time(); ::caffe2::TwoNumberStatsProto* temp = execution_time_; execution_time_ = NULL; return temp; } inline ::caffe2::TwoNumberStatsProto* ProfDAGProto::mutable_execution_time() { set_has_execution_time(); if (execution_time_ == NULL) { execution_time_ = new ::caffe2::TwoNumberStatsProto; } // @@protoc_insertion_point(field_mutable:caffe2.ProfDAGProto.execution_time) return execution_time_; } inline void ProfDAGProto::set_allocated_execution_time(::caffe2::TwoNumberStatsProto* execution_time) { ::google::protobuf::Arena* message_arena = GetArenaNoVirtual(); if (message_arena == NULL) { delete execution_time_; } if (execution_time) { ::google::protobuf::Arena* submessage_arena = NULL; if (message_arena != submessage_arena) { execution_time = ::google::protobuf::internal::GetOwnedMessage( message_arena, execution_time, submessage_arena); } set_has_execution_time(); } else { clear_has_execution_time(); } execution_time_ = execution_time; // @@protoc_insertion_point(field_set_allocated:caffe2.ProfDAGProto.execution_time) } // repeated .caffe2.BlobProfile output_profile = 5; inline int ProfDAGProto::output_profile_size() const { return output_profile_.size(); } inline void ProfDAGProto::clear_output_profile() { output_profile_.Clear(); } inline const ::caffe2::BlobProfile& ProfDAGProto::output_profile(int index) const { // @@protoc_insertion_point(field_get:caffe2.ProfDAGProto.output_profile) return output_profile_.Get(index); } inline ::caffe2::BlobProfile* ProfDAGProto::mutable_output_profile(int index) { // @@protoc_insertion_point(field_mutable:caffe2.ProfDAGProto.output_profile) return output_profile_.Mutable(index); } inline ::caffe2::BlobProfile* ProfDAGProto::add_output_profile() { // @@protoc_insertion_point(field_add:caffe2.ProfDAGProto.output_profile) return output_profile_.Add(); } inline ::google::protobuf::RepeatedPtrField< ::caffe2::BlobProfile >* ProfDAGProto::mutable_output_profile() { // @@protoc_insertion_point(field_mutable_list:caffe2.ProfDAGProto.output_profile) return &output_profile_; } inline const ::google::protobuf::RepeatedPtrField< ::caffe2::BlobProfile >& ProfDAGProto::output_profile() const { // @@protoc_insertion_point(field_list:caffe2.ProfDAGProto.output_profile) return output_profile_; } // your_sha256_hash--- // ProfDAGProtos // repeated .caffe2.ProfDAGProto stats = 1; inline int ProfDAGProtos::stats_size() const { return stats_.size(); } inline void ProfDAGProtos::clear_stats() { stats_.Clear(); } inline const ::caffe2::ProfDAGProto& ProfDAGProtos::stats(int index) const { // @@protoc_insertion_point(field_get:caffe2.ProfDAGProtos.stats) return stats_.Get(index); } inline ::caffe2::ProfDAGProto* ProfDAGProtos::mutable_stats(int index) { // @@protoc_insertion_point(field_mutable:caffe2.ProfDAGProtos.stats) return stats_.Mutable(index); } inline ::caffe2::ProfDAGProto* ProfDAGProtos::add_stats() { // @@protoc_insertion_point(field_add:caffe2.ProfDAGProtos.stats) return stats_.Add(); } inline ::google::protobuf::RepeatedPtrField< ::caffe2::ProfDAGProto >* ProfDAGProtos::mutable_stats() { // @@protoc_insertion_point(field_mutable_list:caffe2.ProfDAGProtos.stats) return &stats_; } inline const ::google::protobuf::RepeatedPtrField< ::caffe2::ProfDAGProto >& ProfDAGProtos::stats() const { // @@protoc_insertion_point(field_list:caffe2.ProfDAGProtos.stats) return stats_; } // optional string net_name = 2; inline bool ProfDAGProtos::has_net_name() const { return (_has_bits_[0] & 0x00000001u) != 0; } inline void ProfDAGProtos::set_has_net_name() { _has_bits_[0] \|= 0x00000001u; } inline void ProfDAGProtos::clear_has_net_name() { _has_bits_[0] &= ~0x00000001u; } inline void ProfDAGProtos::clear_net_name() { net_name_.ClearToEmptyNoArena(&GetEmptyStringAlreadyInited()); clear_has_net_name(); } inline const ::std::string& ProfDAGProtos::net_name() const { // @@protoc_insertion_point(field_get:caffe2.ProfDAGProtos.net_name) return net_name_.GetNoArena(); } inline void ProfDAGProtos::set_net_name(const ::std::string& value) { set_has_net_name(); net_name_.SetNoArena(&GetEmptyStringAlreadyInited(), value); // @@protoc_insertion_point(field_set:caffe2.ProfDAGProtos.net_name) } #if LANG_CXX11 inline void ProfDAGProtos::set_net_name(::std::string&& value) { set_has_net_name(); net_name_.SetNoArena( &GetEmptyStringAlreadyInited(), ::std::move(value)); // @@protoc_insertion_point(field_set_rvalue:caffe2.ProfDAGProtos.net_name) } #endif inline void ProfDAGProtos::set_net_name(const char* value) { GOOGLE_DCHECK(value != NULL); set_has_net_name(); net_name_.SetNoArena(&GetEmptyStringAlreadyInited(), ::std::string(value)); // @@protoc_insertion_point(field_set_char:caffe2.ProfDAGProtos.net_name) } inline void ProfDAGProtos::set_net_name(const char* value, size_t size) { set_has_net_name(); net_name_.SetNoArena(&GetEmptyStringAlreadyInited(), ::std::string(reinterpret_cast<const char>(value), size)); // @@protoc_insertion_point(field_set_pointer:caffe2.ProfDAGProtos.net_name) } inline ::std::string ProfDAGProtos::mutable_net_name() { set_has_net_name(); // @@protoc_insertion_point(field_mutable:caffe2.ProfDAGProtos.net_name) return net_name_.MutableNoArena(&GetEmptyStringAlreadyInited()); } inline ::std::string* ProfDAGProtos::release_net_name() { // @@protoc_insertion_point(field_release:caffe2.ProfDAGProtos.net_name) clear_has_net_name(); return net_name_.ReleaseNoArena(&GetEmptyStringAlreadyInited()); } inline void ProfDAGProtos::set_allocated_net_name(::std::string* net_name) { if (net_name != NULL) { set_has_net_name(); } else { clear_has_net_name(); } net_name_.SetAllocatedNoArena(&GetEmptyStringAlreadyInited(), net_name); // @@protoc_insertion_point(field_set_allocated:caffe2.ProfDAGProtos.net_name) } #ifdef __GNUC__ #pragma GCC diagnostic pop #endif // __GNUC__ // your_sha256_hash--- // your_sha256_hash--- // your_sha256_hash--- // @@protoc_insertion_point(namespace_scope) } // namespace caffe2 // @@protoc_insertion_point(global_scope) #endif // PROTOBUF_caffe2_2fproto_2fprof_5fdag_2eproto__INCLUDED ```
HD 47475 (HR 2445) is a solitary star located in the southern constellation Columba. With an apparent magnitude of 6.34, its barely visible to the naked eye under ideal conditions. The star is located 1,720 light years away from the Solar System, but is drifting away with a heliocentric radial velocity of 15.77 km/s. Properties HD 47475 has a classification of K0 II, which states its a bright giant that has exhausted hydrogen at its core and left the main sequence. It has four times the Sun's mass, but has expanded to 45 times the Sun's radius. It radiates at about 1,000 times the Sun's luminosity from its enlarged photosphere from an effective temperature of . HD 47475 has a projected rotational velocity of 5 km/s, which is fast for its class. References 047475 K-type bright giants 2445 031603 Durchmusterung objects Columba (constellation) Columbae, 111
The Tugu Negara is a national monument that commemorates those who died in Malaysia's struggle for freedom, principally against the Japanese occupation during World War II and the Malayan Emergency, which lasted from 1948 until 1960. It is located in the Federal capital, Kuala Lumpur. The Malaysian Houses of Parliament is situated near the monument. It is the world's tallest bronze freestanding sculpture grouping. Until 2010, on 31 July on Warriors' Day, the Yang di-Pertuan Agong, the Prime Minister, and the heads of the Malaysian Armed Forces and the Royal Malaysia Police pay their respects to the fallen heroes by laying garlands at the monument. Warriors' Day is now commemorated on Merdeka Square, after ultra-conservative religious bureaucrats declared the sculpture to be idolatrous. History Kuala Lumpur Cenotaph The predecessor of the Tugu Negara is an interwar-era cenotaph originally erected by the colonial British administration on a 10m flat grass-covered ground on a roundabout adjoining Victory Avenue (now part of Jalan Sultan Hishamuddin) and Raja Road, close to the Kuala Lumpur Railway Station and Railway Administration Building. Originally intended to commemorate the Great War (1914–1918) and honour those from the British Malayan colonies who were killed in the war, the cenotaph's inscription would later include fallen British Malayan soldiers of World War II (1939–1945) after its and resumption of British rule. Names of the fallen are engraved on plaques of the cenotaph as a tribute to their sacrifices. In 1964, the cenotaph was moved from its original location to the site of the National Monument in Lake Gardens before a planned flyover connecting Jalan Sultan Hishamuddin and the Parliament roundabout was constructed over the original site. The transfer of the cenotaph was done by dismantling the structure into catalogued parts, allowing it to be transported in pieces and reassembled at its new location. Following its move, inscriptions were added to include fallen soldiers from the Malayan Emergency (1948–1960) and a Malay translation in pre-1972 Za'aba Spelling: "To Our Glorious Dead", "Untuk Mengingati Jasa Pahlawan-pahlawan Yang Gugor" ("To Remember the Service of Warriors Who Have Fallen"). The monument is depicted on several Malaysian 1 Ringgit banknotes issued between 1982 and 1989. National Monument The concept of a national monument was mooted by Malaysia's first Prime Minister Tunku Abdul Rahman, who was inspired by the Marine Corps War Memorial during his visit to the United States in October 1960, before personally meeting Felix de Weldon for a favour to design the monument. Felix de Weldon contributed in creating Malaysia's Tugu Negara (National Monument). He also designed the Iwo Jima Memorial located at Arlington, Washington DC. The Tugu Negara was completed and officially opened on 8 February 1966, by Ismail Nasiruddin of Terengganu, then Yang di-Pertuan Agong. It was proclaimed a memorial park dedicated to the 11,000 people who died during the 12-year Malayan Emergency (1948–1960). Thereafter, a wreath-laying ceremony takes place at the monument every 31 July on Warriors Day. De Weldon was later conferred with the title Tan Sri, the Malaysian equivalent of a high-ranking knighthood. On 27 August 1975, the monument suffered extensive damage due to an explosion set off by a communist guerrilla. It has since been restored to its original state with the renovated statues unveiled on 11 May 1977. A fence was then erected and the complex was declared a protected area between sunset and dawn. Every day at dawn, a soldier raises the national flag and lowers it at dusk. Minister in the Prime Minister's Department Jamil Khir Baharom has stated that from 2010, the Warriors' Day commemoration service would be held elsewhere after Malaysia's National Fatwa Council guidelines declared the statues "un-Islamic" and potentially idolatrous. Defence Minister Zahid Hamidi added that a new "Warrior's Square" would be built in the country's administrative capital Putrajaya. When asked why the decision was made only after almost four decades of celebrating Warriors' Day at the present site, Jamil evaded comment, saying "Alhamdulillah, we are serious in solving this issue". A similar sentiment would later be echoed in September 2016 by Harussani Zakaria, a Perak-based mufti, who declared that the construction of the monument had been a "big sin" and "idolatrous", because building monuments in the shape of humans was haram in Islam. Design Commissioned in 1963 and constructed in 1966, the sculpture that stands as a centrepiece of the monument is 15 meters (49.21 feet) tall, made of bronze and was designed by Austrian sculptor Felix de Weldon, who was also responsible for the Marine Corps War Memorial in Virginia, United States. The sculpture depicts 7 figures, 5 of the figures (1. holding the Malaysian flag, 2. armed with a rifle and bayonet (left), 3. armed with a machine gun (right), 4. soldiers tending to fifth wounded compatriot) represents the victorious allied forces while the other 2 figures that lie on the ground represents that of the defeated communist forces. Overall the monument depicts the victory of the forces of democracy, peace and freedom over that of communism. The sculpture was then cast at a foundry in Rome at a cost of RM600,000. Each of the bronze figures symbolises leadership, suffering, unity, vigilance, strength, courage and sacrifice. The stones that the soldiers are standing on were imported from the small coastal city of Karlshamn in south eastern Sweden. The granite base of the sculpture bears the Malayan Coat of Arms, flanked on either side by inscriptions in English, Latin script, and also in Malay in Jawi script: Jalan Tugu Jalan Tugu, originally known as Cenotaph Road, refers to a road which was laid out following the completion of the cenotaph and adjoins the original cenotaph roundabout. The road was renamed to a direct Malay translation of the English name following a street renaming campaign during the 1960s, and continues to carry this name, as of 2013. The road runs parallel to the Kuala Lumpur Railway Station, and is located opposite the Railway Administration Building and National Mosque. References External links In honour of our fallen heroes, New Straits Times, 16 December 2005. Monuments to honour the dead, The Star, 28 July 2007. Tourism Malaysia - National Monument Tugu Negara 1966 establishments in Malaysia 1966 sculptures Buildings and structures completed in 1966 Buildings and structures in Kuala Lumpur Culture of Kuala Lumpur Monuments and memorials in Malaysia Sculptures in Malaysia Sculptures of men Bronze sculptures Outdoor sculptures War monuments and memorials Parks in Kuala Lumpur Tourist attractions in Kuala Lumpur Squares in Kuala Lumpur 20th-century architecture in Malaysia
Phase Equilibria Diagrams can refer to: Phase diagrams in equilibrium Phase Equilibria Diagrams, a database for glass; see Glass databases

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