It is not easy to define what is it about Sorrento that reminds you so vividly of the old glitzy European resorts of the first half of the 20th century. Maybe it's the Mediterranean architecture of luxurious old hotels, or its small streets and hidden squares, or the fact that Piazza Tasso, the town's central square, turns into a pedestrian area in the evening – the crazy traffic gets shut down and tourists stroll around, merrily and nonchalantly, enjoying a gelato or a late drink in one of the cafés surrounding the square. Add to the picture palm trees and fragrant flowers, romantic gold illumination of the street lamps and views of the sea… and you feel like you have walked into a set of an old Hollywood movie.
Although the first impression is that of a classic, classy Italian resort, Sorrento on a second glance turns into a strange little town where unexpected sights lurk at every corner.
For example, as you approach Piazza Tasso, what might slightly surprise you is the deep, steep valley filled with shrubbery in the middle of the area that is otherwise filled with palatial, beautifully lit hotels and buildings. What at first seems like a strange example of neglecting in an otherwise lovely and up kept town centre, turns out to be, as the quick look into your guide book will probably show you, a deep crack in the rock created during a huge eruption that happened 35 000 years ago. Today, this area is known as Valle dei Mulini (Valley of the Mills), taking its name from the largest of several abandoned brick mills that were built at the beginning of the 20th century at the bottom of the valley in order to take advantage of the constant stream of water located there.
Peeking down the gigantic crack and seeing the surreal ruins of buildings reminds you of the fact that the Sorrento peninsula – and the entire area surrounding the Gulf of Naples – is a fascinating geological area full of examples of Mother Earth's power, wonder, quirkiness and fickleness.
Another thing that shows you that Sorrento is not a typical seaside town, but a strange place situated in fascinating natural surroundings is its location – perched at the very edge of a high cliff, on a massive stone formation looking as if it was cut off, in clear, straight cuts, from a block of stone that no longer exists.
If you want to come to Piazza Tasso from Marina Piccola, Sorrento's little harbor that serves as a sea link with other parts of the peninsula and Italy in general, due to the very impressive elevation difference, you can either choose to take the long, curvaceous, somewhat steep road and marvel the town's layers of architecture and views of the sea, or climb the steep steps carved directly into the cliff and test your physical fitness to the very limits.
Once you discover Sorrento's peculiarities and conclude that the town would be a perfect setting for one of Agatha Christie's crime novels due to the just right amount of grittiness behind the glitz and the poshness of the town, you can relax and start exploring Sorrento's narrow side streets full of restaurants and tiny shops.
The leitmotif of your walk will surely be color yellow. It is everywhere and in everything: in bottles of limoncello, soaps and souvenirs, biscuits, candy and in or on every other imaginable sellable item. Before you succumb to the urge to have everything that Sorrento's sellers have to offer, because the color yellow never seemed so bright and inviting before, and the smell of lemon that you can't escape gets soaked up into your clothes, you will be offered, almost in every shop, different lemony treats – lemon liquors and creams, biscuits, hard and soft candy and chocolate.
If you get overwhelmed with lemon-themed shops, there are other popular souvenirs that will remind you of Sorrento, such as pepperoncini and other fragrant condiments, maiolica pottery and inlay wood objects. They all add to the festival of fragrances, colors and details that you simply cannot avoid to experience with all your senses.
If experienced in too high doses, even delight can be a bit tiring. So once you fulfill your lemony desires and collect all necessary and not-so-necessary reminders of Sorrento, the best thing is to have a drink at one of the many terraces on Piazza Tasso, enjoy the atmosphere of the town and listen to wonderful, romantic canzone Italiane played by street musicians.
Because what else do you need to live the lifestyle of Italian Dolce vita?
Thank you for sharing your pictures and for capturing the essence of Sorrento. It has brought me back and the love you feel for this magnificent place is written so beautifully. I feel like I re-visited my most favored destination.


Time is running out . . . Vote!
By Sarah Flowers April 22, 2014 April 22, 2014 Election, YALSA Info.
So, remember when you got that email from ALA that gave you the link so you could vote? Yeah, you're right; that was a month ago. But you still have three days left to vote: voting closes on Friday, April 25. Now is the time to dig through your email, find that link, and go ahead and vote.
As of yesterday, 16.6% of ALA members had cast a ballot in this election. That's a pretty low voter turnout. We don't have numbers for YALSA members specifically, but in the past, voter turnout for YALSA has been around 20%. Still, that means fewer than 1000 people are making the decisions about things that might matter to you: who serves on YALSA's Award committees (Printz, Edwards, and Nonfiction), and who serves on YALSA's Board of Directors.
For even more' details, including complete biographical information on all of the candidates, check out the sample ballot.
YALSA is a member-driven organization. That means it's up to YOU to vote for the people who will be representing you over the next few years.
Don't let any more time go by. Vote.
By Sarah Flowers November 21, 2013 November 20, 2013 Advocacy, YALSA Info.
On November 12, YALSA held a free webinar for members on the topic of Teen Services Amplified with Everyday Advocacy.' I facilitated this webinar, which drew over 40 engaged YALSA members in real time, and many more who have listened to the archived version. Because the topic of advocacy is such a big one, I wanted to focus on the ways any of us can use easily available resources, like YALSA's Advocacy Toolkit, to amplify our message that library services are important to teens and to communities.
After some quick definitions–talking about how marketing, advocacy, and lobbying differ, for example–we got into the heart of the matter by sharing examples of ways we can advocate on a daily basis. We started by talking about WHO we advocate with: administrators, co-workers, parents, community members. Attendees gave examples of times they had been able to show their bosses or co-workers how library programs and services were valuable to the teens in their communities.
Finally, I shared some of YALSA's great resources for advocacy, and encouraged members to take advantage of the advice, talking points, hints, and tools that YALSA has developed over the years. There's no need to re-invent the wheel when it comes to advocacy!
The archived version of the webinar is free to YALSA members, available on the YeLL (YALSA e-Learning Library) page.
In talking about advocating for teen services, we often emphasize advocating with your library's administration, or with elected officials, or the public. But there's a great–and often untapped–pool of people that can really help you spread the word about teen services: your library colleagues, from fellow librarians and library assistants to clerks and pages.' If you get these people on board with your message, they will carry a lot of the load of getting the message out to others.
Think about it: who are the people in the library that the public has the most contact with? Yes, it's the front-line staff, the folks who spend hours a day at the service points or in the stacks. These are the staffers that members of the public are most likely to know by name, or at least by face. In many public libraries, in fact, it is the clerks and pages who are most likely to be truly local–people who live and work in the community that the library serves.
So how can they help you advocate for teens? Well, they can't, unless they understand why they should and how they can go about it. Your first step is to inform and energize them. Keep in mind that many adults don't really understand teenagers and sometimes they're even a little afraid of them. Your job may be simply to demystify teens and help others understand why they do what they do.
Offer to do a short session at a library staff meeting and/or new employee orientation on teen developmental needs.
When you are chatting with co-workers in the break room, share interesting stories about teens and the value of teen services.
Come up with a joint project in which you can work with children's or adult services librarians to serve both teens and children or adults.
Make a note when you see a positive interaction between another staff member and a teen, and follow up by complimenting your colleague, either verbally or with a quick note.
Find out which of your colleagues have teenagers at home, or work with teens in some other part of the community–at church, at a volunteer organization, as a coach, etc.
Find opportunities to remind your colleagues that helping teens grow into strong and capable adults is good for the whole community.
Share your own enthusiasm for teen services at every opportunity–others will be swept up in your wake.
Find out if you can take another staff member along with you when you speak at schools or at community events.
As part of YALSA President Shannon Peterson's presidential theme (Amplified: Speaking Up for Teens and Libraries), YALSA is working on a number of projects to help YALSA members speak up for teens and for teen library services. As part of this effort, I recently worked with other YALSA members to update YALSA's Advocacy Toolkit. The new, updated, streamlined version can be found here, in PDF format, for easy downloading and sharing.
What is advocacy? The differences between advocacy, marketing, and lobbying.
Everyday advocacy: what you can do in five minutes, fifteen minutes, thirty minutes, or more.
Developing and delivering your message: how to develop a persuasive message and deliver it with conviction.


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Baycats Sign Benitez for 2021 Season
BARRIE - The Barrie Baycats Baseball Club announced today that we have signed pitcher Juan Benitez for the 2021 season.
Benitez, 29, joins the Baycats after an extensive career in the professional ranks.
The 6'6", 180 lbs Dominican-born pitcher signed with the Washington Nationals in 2012 and spent the season in the Dominican Summer League before signing with the Hiroshima Carps of the Nippon Professional Baseball in 2013.
After spending three seasons with the Carps, the hard-throwing righty signed with the Miami Marlins in 2017 and received an invite to their big-league camp.
From there, Benitez, who now resides in Orillia, Ontario, signed with the Quebec Capitales of the now-defunct Can-Am in 2018 while also pitching for Caneros de Los Mochis in the Mexican Winter Pacific League.
In 2018, Benitez made eight appearances and seven starts for the Capitales, rocking an earned run average of 4.91, a WHIP of 1.48, and a SO/W of 2.07.
Baycats manager Josh Matlow says he is excited to add Benitez to the fold, noting how rare it is for a Dominican-born pitcher with professional experience to be residing in the Barrie area.
"We are excited to add a big arm to our starting rotation. The resume and experience Juan brings to Baycats is extremely impressive and will help greatly in big situations and with the young pitchers. The fact he is also local is just the cherry on top. We think the fans will be very excited to watch Juan pitch this summer."

redpajama_set_name: RedPajamaCommonCrawl


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Fall STEAM Week
Spring STEAM Week
High School Team Masters 3D Printing for Part in $2.2B Aircraft
A high school team in Missouri recently helped the U.S. Air Force create 3D-printed switch covers for a $2.2 billion aircraft. Students from Knob Noster High School, which serves families deployed and working at nearby Whiteman Air Force Base, designed the plastic cover for a switch box inside the B-2 Spirit bomber.
According to base spokesman Capt. Kennan Kunst, the B-2 Spirit cockpit, while equipped with "state-of-the-art, cutting-edge technology," is also "very cramped." Something was needed, he said, "to keep the pilots or other items from bumping into the switches."
The Air Force reached out after one of the B-2s made an emergency landing in Colorado Springs, because, among other problems, a switch was flipped that shouldn't have been.
The four-switch cover is part of the airframe mounted accessory drive, which is situated next to the left knee of the person in the cockpit, according to a video about the project.
Brig. Gen. John Nichols, the 509th Bomb Wing commander, took the project to Superintendent Jerrod Wheeler, who approached the high school's robotics team. Said one student in the video, "It's not very often that a superintendent comes into your school, into your classroom and says, 'We need a favor from this class and this robotics team.'"
According to Nichols, within 72 hours of finishing the initial design concept, "This team of high school, STEM-related, super-smart students printed this. Seventy-two hours from the initial design time to the final product."
Now the cover is used in all operational B-2s at Whiteman, as well as the aircraft's training simulators. Each one costs $1.25 to produce.
Dian Schaffhauser is a senior contributing editor for 1105 Media's education publications THE Journal and Campus Technology. She can be reached at dian@dischaffhauser.com or on Twitter @schaffhauser.
How Esports Can Support Powerful Learning
Gaming Skills Net Thousands in Scholarship Money
How Immersive Learning is Changing STEAM Education
6300 Canoga Ave., Suite 1150, Woodland Hills, CA 91367 © 1105 Media, Inc. All Rights Reserved


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Liggett Design Group is a landscape architecture firm in Raleigh, North Carolina that was founded in 2000 by Frank Liggett. LDG has worked in a wide variety of project types, but our primary focus is on residential, estate, institutional and commercial work in North Carolina, Virginia and the Caribbean. Frank has a Master's Degree in Landscape Architecture from the Rhode Island School of Design in Providence, Rhode Island and worked on numerous projects throughout New England prior to starting his practice in his home state of North Carolina. He has taught design and technical classes at the Radcliffe Institute for Advanced Studies at Harvard University and served as a visiting critic at the Rhode Island School of Design and the Boston Architectural Center.
The quality of our work is directly related to the excellence of our staff and our commitment to communication with our clients. At LDG, the following principles guide our work on every project:
we work to understand the site and the goals, schedule and budget of the client before beginning the design process
built elements and planted elements are equally important in a designed landscape, and the relationship betwen the two is critical in creating functional & aesthetically pleasing landscapes
constructive communication with architects, engineers, contractors, builders & developers is an essential component of our projects
landscapes and buildings have a fundamental relationship that will be addressed in the design work
every designed landscape must have a sound drainage strategy
liggett design group | landscape architecture | raleigh, nc | 919.833.0303
© 2016 liggett design group


Scared Games is an Indian web television series released by Netflix which is based on an Indian Novel. Scared Games novel was written by Vikram Chandra in the year 2006. Scared Games series was produced by Netflix & Phantom Films. Phantom Films is an Indian Production house established by Anurag Kashyap. Scared Games was the first Web TV series released by Netflix in Hindi.
Scared Games series first episode was released on 6 July 2018. The plot revolves around a cop named Sartaj Singh and Gangster Ganesh Gaitonde. The series is an action thriller and Netflix has made a statement in Indian market with this T.V series.


Toddlers are active and notoriously picky eaters. If your child has a tendency to balk at new foods, fruits or vegetables, reading a book together about healthy eating habits is a good way to get them excited about eating right. Short attention spans, difficulty sitting still, and limited vocabularies make having a talk with a toddler about nutrition difficult. Instead, use board books specifically geared towards these youngsters to help you keep your child healthy.
Books for toddlers often make difficult or boring topics fun and exciting. Board books are also sturdy and durable, meaning they can handle whatever (and wherever) kids throw them, making them a worthwhile investment.
What's In My Garden? A Book of Colors by Cheryl Christian combines learning the names of fruits and vegetables with color recognition. This lift-the-flap book is perfect for helping toddlers interact with you while you read together.
I Can Eat a Rainbow by Annabel Karmel helps youngsters learn about fruits and vegetables to make eating them fun.
It's Time for Dinner! by DK Publishing comes with reward stickers to use in conjunction with the board book.
Eating the Rainbow by Star Bright Books goes through various vegetable and fruits to help children identify them and hopefully try them.
Eating the Alphabet: Fruits & Vegetables from A to Z Lap-Sized Board Book by Lois Ehlert includes more unusual vegetables and fruits alongside ones kids are familiar eating.
Eat Your Colors! A Puzzle Book (Sesame Street Happy Healthy Monsters) by Sarah Albee features the loveable fuzzy characters from the popular children's program to teach kids about eating healthy.
Fruit by Sara Anderson includes bright pictures that are sure to catch the eye of any toddler who can't sit still long enough to hear a long story about healthy eating.
Chomp and Chew, to a Healthy You! by Molly Carroll has photographs instead of illustrations to depict good nutrition and eating habits.
It's Meal Time by Ron Berry not only teaches kids about eating right, but also table manners. A fun game is also included in this book.
While reading fun board books about healthy eating habits for toddlers is a great place to start teaching healthy heating, it is not the same as visiting with a medical or nutrition professional. Children who are not getting proper nutrition can be subject to a host of health problems. Bring your child to a local pediatrician or family doctor if you need additional assistance in getting your child to eat healthy.


Decision-making can be tough. In fact, depending on your personality, it can be a downright dreaded part of life. There is a lot of pressure behind making choices – after all, they can have a profound effect on our individual journeys. While it's important to take each commitment seriously, there are a few ways to eliminate the fear of making the wrong decision that can relieve pressure and ensure that you feel positive about the future.
Is this something I WANT or NEED?
It takes an incredible amount of maturity to ask this question and provide an honest answer. Fast food vs. a homemade grain bowl; the house with the in-ground pool or the one that makes more sense for the budget; the college with the big name or the one closer to home that will provide a good education AND an opportunity to save a few pennies. All day, every day, decisions must be made. It is so important at the end of the day to feel good about the choices that have been made, rather than regretting the extra calories or empty wallet. While it's true that you do look great behind the wheel of that BMW, you may be wishing you had the Subaru when snow hits the ground.
How will my decision affect the future?
Believe it or not, all of our decisions affect the future. Whether we choose to eat the greasy burger over the leafy green salad, spend the paycheck on the latest basketball shoes or buy the car we want rather than the one we need, all of our choices have consequences. Thinking things through and creating a list of pros and cons is a great way to be sure you have considered all aspects of the decision and how it may affect the short-term and long-term future. Oftentimes, this means taking a look at the budget (for big-ticket items), your schedule (when you choose to add a commitment to an already-busy week), travel time (when you choose the college far from home) and your living arrangement (when you choose to adopt that fur ball with the puppy dog eyes). Don't rush the process – good things come to those who wait!
Who can I ask for input or where can I research information?
What's the first thing you do when you're about to make a fairly large purchase, book a hotel or decide on a restaurant? If you're like most people, you turn to the internet and see what others have to say. Don't you wish all decisions came with a review section? It's important to do your homework when making any decision in life. If you're trying to narrow down a college, pay the campus a visit and talk to current students, professors and administration; when purchasing a home, visit a few banks, make a few calls and ask your family and friends to share their own experiences. There are always people willing to help guide you and plenty of resources online that can offer feedback, answers, and pros and cons.
How will I see this decision through?
Oftentimes, we make a decision that leads not just to unwanted results, but downright tough consequences. We've then got more decisions to make. When what is returned is less than desirable, it's important to find a way to accept things for what they are and find a positive way to live with what has resulted. Did you decide to try out for the baseball team, only to find out you probably should have had some prior experience? Make a rash decision to spend a decent amount of money on a pair of shoes to discover the thrill of wearing them was short-lived? Call off a relationship but realize that maybe (at least some) of the fingers should be pointed back at you? Such is life! It's full of ups and downs, bumps and bruises and more decisions around every turn. But that old adage that when life gives you lemons, it's best to make lemonade is incredibly true! Putting a positive spin on life's curveballs, setbacks or letdowns helps us to find the good in anything. It makes us resourceful, teaches us lessons and encourages us to set goals.


For the past 4 month I have been providing the soundtrack on alternate Tuesdays & Fridays for the vendors and guests at Artists & Fleas in SOHO.. It's given me a great opportunity to explore a wide range of music on a excellent sound system in a well lit, beautiful space, meet some incredible vendors and people from all over the world. A large space filled with highly curated stalls featuring vintage and contemporary fashion, and crafts including jewelry, and other great items. With the addition of the Strand half-price book stall, and the HOBO leather pop up, its a great place to spend a few hours on a Tuesday or Friday..


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O Saba Batry Football Club é um clube de futebol, sediado em Qom, Irão.

Disputa a primeira divisão do Campeonato Iraniano de Futebol desde a temporada 2004–05, tendo terminado em sétimo lucar na temporada 2015-16.

Ligações externas
Sitio Oficial

Clubes de futebol do Irã
Clubes de futebol fundados em 2002

redpajama_set_name: RedPajamaWikipedia


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All posts by Jemma Green
A whistle-stop guide to NewcastleGateshead #AMAconf
Sticky Post By Jemma Green On 4th June 2019
The AMA team love conference but this year, Senior Marketing Officer — Events Jemma Green is particularly excited as she counts Northumberland as her second home. Jemma says:
Brightly coloured beach huts can be found along the prom on Blyth beach.
My mum comes from a small town on the Northumbrian coast called Blyth. Every school holiday we would travel up the A1 and spend our time exploring the county. As I got older these trips included regular visits to the 'Toon to take in its shopping, sites and culture and I can't wait to help show the city off to our AMA conference 2019 delegates. There's definitely more to Newcastle than Geordie Shore.
To my family, I will always be 'the southern cousin', so I thought I would put together a short guide for all the other 'southerners' (and those north of the wall) travelling to NewcastleGateshead for conference.
Geordie isn't just an accent, it's a language. Whilst slang goes in and out of fashion, there are some words that you will always hear:
Wye Aye — Yes
Howay — Come along
Aal reet — Ok
Canny — Very good
Bonny lad/lass — Informal term of endearment
Blather — Talk nonsense
Cadge — beg e.g. "can I cadge a lift?"
Mint — Great, excellent etc.
Mortal — Drunk
Pet — Term of endearment
A pack of 2 Stotty Cakes, freshly bought from Greggs.
There are some things I've only ever tasted in the North East, and every time we visit the family I have to go to Greggs (which was founded in Newcastle) to pick up some stotty cake (I actually moan about it on the way home if I haven't managed to pick any up):
Stotty cake — a flat, round loaf of bread.
Monkey's blood — raspberry sauce for your '99 from the ice cream van.
Pace eggs — a real treat at Easter, the eggs are hard boiled in onion skins to give them a dark red-brown colour. Sounds awful but tastes delicious!
Ham and pease pudding — one of my mum's favourites growing up. Pease pudding is made from yellow split peas and has a soft paste-like consistency.
Broth — a soup consisting of meat or vegetables cooked in stock, sometimes thickened with barley or other cereals. This is something my Aunty makes for us every Christmas Eve.
Eating/drinking out
There are plenty of places to eat out in Newcastle. The Quayside is famous for providing a great night out and there are loads of bars on the Gateshead side of the Tyne.
I asked my cousin for her top picks of where to eat and drink, and she suggested:
Scrumpy Willow and Singing Kettle — a vegetarian café on Clayton Street
Super Natural — a vegan bar and café on Grainger Street
Dala Café — a Swedish café on the Quayside. Does good vegetarian/vegan alternatives
Bridge Tavern — a pub on Akenside Hill that does a great selection of real ales
The Botanist — a bar and eatery near the Monument, that does a great selection of cocktails
There are some great cultural venues in NewcastleGateshead. The Sage Gateshead is home to large-scale concerts and the Royal Northern Sinfonia, Orchestra of Sage Gateshead. The BALTIC Centre for Contemporary Art has some fabulous exhibitions and there's a nice restaurant on the sixth floor. There's also a viewing gallery, which offers stunning views across the Tyne.
The Sage Gateshead is also home to AMA conference 2019 and this year's Spektrix Ginterval. The BALTIC will be playing home to the AMA conference 2019 First Night Social, which is sponsored by Art Fund, so you might just have time to look around these fantastic cultural venues, throughout conference.
There are plenty of other things to see and do in the 'Toon. From shopping to sports, you'll want to extend your trip to take it all in:
Elden Square — the main shopping centre in the city, it has recently been done up to include restaurants
The Metro Centre — a short hop into Gateshead on the Metro will take you to what was once the biggest shopping centre in England. It's so big, it used to have its own funfair and roller-coaster
St. James' Park — home to Newcastle United, you can take a tour of the stadium
Mog on the Tyne — a cat café in the city centre, you have to book to avoid disappointment. There is also a pop-up daschund café that visits the city but sadly not in July.
The Angel of the North welcoming us up to the North East.
There are some fantastic monuments and architectural features across NewcastleGateshead, including:
Angel of the North — one of the most famous sculptures in England, she welcomes everyone travelling on the A1 to the North East.
Tyne Bridge — opened in 1928, the bridge links Newcastle and Gateshead and is a welcome site as you are pulling into Newcastle from the south by train.
Grey's Monument — this Grade I listed monument to Charles Grey, 2nd Earl Grey built in 1838, can be found in Newcastle city centre
Blacksmith's Needle — a sculpture found on Newcastle's Quayside.
The view of Blyth beach, heading toward Whitley Bay and Tynemouth
If you have time to do an extended trip, it's worth getting out of the city and exploring the best that Northumberland has to offer. My top picks include:
Tynemouth — home of the Boxing Day North Sea dip, this beautiful little seaside town has some lovely shops and one of the nicest coastal walks in the North East.
Alnwick Castle and Gardens — known to Harry Potter fans as Hogwarts, you can very easily spend a day perusing its history and horticulture
Woodhorn Museum — all the men in my family used to work down the pits, so I have vivid memories of this mining museum in Ashington, including an exhibition on the Charlton brothers, who came from the area.
Hadrian's Wall — stretching 73 miles from coast to coast, you can still see the remains of this piece of history at various sites across Northumberland.
So there you have it, my whistle-stop guide to NewcastleGateshead. I'm so proud that we are visiting these fantastic cities for AMA conference 2019 and I can't wait to see you all there.
For full details on AMA conference 2019 or to book your place, please see the conference home page.
All images © Jemma Green
A whistle-stop guide to NewcastleGateshead #AMAconf June 6th, 2019Jemma Green
Talking Brand
Sticky Post By Jemma Green On 30th May 2019
Brand / Effecting change
In this keynote we'll be talking brand – all through the lens of change. Explore what it means to create a brand from scratch, what role our brands play and how we can use them to effect change.
Nadja Bellan-White of Ogilvy will use her 25 + years' experience in growing major brands in different sectors to talk about the higher order purpose that our brands have, and the power we have to effect change. Claire Eva will discuss the journey of 14-18 NOW's brand, from an ambitious idea to a hugely successful programme that engaged with a diverse blend of people across the UK.
Join us to consider how thinking differently about our brands can rewire our relationship with audiences.
View more information on AMA conference 2019 and book your place.
Nadja Bellan-White | Executive Partner | The Ogilvy Group
Nadja Bellan-White is an accomplished integrated brand marketing and digital communications executive. Her 25+ years' vertical industry experience spans B2B, Financial Services (Banking and Credit Cards), Luxury Goods and Spirits,Retail (Big Box and Electronics), Telecommunications, and Brand PR.
As Chief Client Officer for Ogilvy across Europe, Africa, and the Middle East (EMEA) for Ogilvy, Bellan-White is overseeing growth for a $250M+ portfolio of brands.
Nadja's relentless pursuit of driving ROI for her clients is valued and recognized: she is consistently a key member of her clients' advisory circle. Her belief is. "If my team and I focus on driving the business results, then everything else will fall into place."
Her client roster has included leading Global brands like American Express, Diageo North America, LVMH,Coca-Cola, Bharti Airtel, LG Electronics, RBS Citizens, IKEA North America and the Bill and Melinda Gates Foundation — where she oversees a multi-disciplined behavior change program globally.
Nadja is an alumna of A Better Chance, Inc., a graduate of The University of Virginia and holds an MBA from New York University's Stern School of Business.She is a Non-Executive Board member of Roundhouse.Org.Uk, member of the Worldwide Executive Team of Ogilvy, and has been recognised within WPP for being one of its high-performing leaders. Nadja was the recipient of AdForum's Legend Award in 2017 for her 25 career in the industry and for being a champion of diversity and inclusion in the advertising and media industry (globally).
The married mother of two currently lives in London, UK with her family.
Claire Eva | Director of 2020 Campaign | Serpentine Galleries
Claire is a specialist in strategy, digital marketing and branding for the arts. Claire has recently joined the Serpentine galleries, and her previous roles include Brand and Communications Director for 14-18 NOW (the UK's contemporary arts programme for the First World War centenary) and Head of Marketing and Audiences for Tate.
Claire is passionate about brand management in the digital age where audiences take control. She managed the Tate brand for 10 years and has significant experience of building and shaping brand identities and personalities for projects and organisations.
Claire has led multiple high profile marketing strategies including Matisse, Damien Hirst and the annual Turner Prize for Tate, and Jeremy Deller's award-winning Somme soldier tribute We're here because we're here.
Talking Brand July 3rd, 2019Jemma Green
The value of benchmarking — three things you never knew about arts business models
Benchmarking / Business models
Arts Fundraising & Philanthropy in partnership with MyCake launched the first Arts and Culture Fundraising dashboard in September 2018. The dashboard is designed to help organisations in the Arts Council England (ACE) National Portfolio and in the wider non-profit cultural sector, compare and contrast business models, their achievements in income diversification and set targets for the future.
This free tool looks first at the national picture but then digs into the detail of how that picture changes when you start looking at individual artforms, areas and turnover bands. Ultimately the goal is to support the Trustees and leaders who run arts organisations to explore the benchmark dashboard themselves, create meaningful slices of data, and build evidence to support your own organisation's aspirations for growth and change, as well as to build effective fundraising strategies.
Join us in this session to talk through some findings we discovered when we first built and started using the dashboard, and then work through an example of how it can work for an organisation like yours.
What will I gain?
— An insight into how benchmarking works
— Trends and suggestions around your business model
— Advice on how to diversify your income
Senior Management, Trustees and other staff interested in business models and income diversification.
David Johnson | Head of Programme | Arts Fundraising & Philanthropy
David joined Cause4 in April 2018 as Head of Programme for Arts Fundraising & Philanthropy, an Arts Council England Sector Support organisation within the National Portfolio. From 2011 David was Head of Development at the Albany, an arts centre in South East London and was responsible for earned and raised income generation, partnership development and contract management. During his tenure the Albany more than doubled its turnover. He also supported the leadership of the national Family Arts Campaign.
Prior to this, he worked in the Cultural Development team for the London Borough of Hackney, supporting the development of 2012 Cultural Olympiad projects and producing the borough's key youth arts festival – Discover Young Hackney; and as Company Manager for outdoor arts organisation, Emergency Exit Arts. He sits on the board of Babylon Arts in Ely and is a member of the Institute of Fundraising.
Sarah Thelwall | Founder and CEO | MyCake
Sarah set up MyCake in 2007 to enable creative, cultural and non-profit organisations to access sector specific business information tools. The core of MyCake's work is the development of a series of financial benchmarks to track the trends in the changing business models in the non-profit cultural sector. These benchmarks are then used to support strategic decision making both in individual organisations and with funders and policy makers. Benchmarking can inform your work to answer questions such as 'what does a successful cafe/shop/room hire business look like as an income stream for a cultural organisation?' or 'what level of sponsorship and donations income should we be aiming for given our location, sector and size?'.
Since 2012 MyCake has been analysing the ACE NPO annual data set to produce a benchmark dashboard of the results. In 2018 MyCake partnered with Cause4 to produce the first Arts & Culture Fundraising Benchmark and combine the insight and experience of Cause4's work on income diversification with MyCake's expertise in data analysis and insight.
The value of benchmarking — three things you never knew about arts business models May 30th, 2019Jemma Green
Ideation / Ticketless events
Help find the solution to the challenge of tickletless events in the cultural sector.
Join Richie Turner as he introduces you to the Innovation Drill — a method of ideas generation and ideation. You will then look at how to capture data for audience development strategies when hosting ticketless events.
This will be the perfect space for generating ideas and solutions with your peers.
— Methods of ideas generation and ideation
— Understanding of the various challenges posed by ticketless events
— Potential solutions for some of your ticketless challenges
This session is open to anyone wanting to work with peers to ideate on the challenge but it will be particularly interesting for those hosting ticketless events, at whatever level — your expertise and input will help to shape the success.
Richie Turner| Member of Arts Council Wales and Incubator Manager at University of South Wales
Ideas Lab July 1st, 2019Jemma Green
We won't Mention 'Digital Transformation' — but you could if you want to
Digital projects / Organisational engagement
We have recently seen examples of insights initially gained through the lens of a new website being used to start important conversations across the organisation. From audiences, marketing activity, tone of voice and brand positioning all the way through to organisational structure, recruitment and mission.
Anyone who has been involved in a large scale digital project will have encountered concepts such as user-centred design, user research, prototyping, inter-departmental working, process review, prioritising organisational objectives, content strategy & development and usability-testing.
We have observed that properly engaging with these concepts on a digital project can (and does) lead to much wider institutional engagement with a range of issues. Because they place your audiences (users) at the heart of the conversation the insights gained can be surprising and powerful.
— An understanding how digital projects (should) encourage risk-taking, experimentation, testing new ideas and rethinking the way you do things
— Examples of the common elements of projects which result in such widespread impact and how you can use these projects to kick-start such discussion (or "transformation") in your own organisation
Manager and Director level delegates working in Digital, Marketing and Audience Development.
Ash Mann | Strategic Director | Substrakt
Ash is the Strategic Director at Substrakt, a digital agency whose clients include the The Bridge Theatre, Royal Court Theatre, Birmingham Hippodrome, and English National Opera among others. He's very interested in building effective relationships with arts organisations that help make the most of their digital offering, and has seen first-hand the power of using data and audience insight to inform that process
This Morning Briefing is sponsored by Substrakt
Substrakt is a web agency. We make websites and applications for organisations in the arts, cultural, heritage and creative sectors in Europe and North America. We work with people we like, on projects we love
We won't Mention 'Digital Transformation' — but you could if you want to May 30th, 2019Jemma Green
Pricing Power to the People! – dynamic pricing that enhances audience engagement
Dynamic pricing / Maximising revenue
At its core, a robust dynamic pricing strategy should be about asking your patrons what a particular performance is worth to them.
During this session Sean will be discussing emerging trends in dynamic pricing and tactics that organisations, large and small, can use to accurately price their performances.
When you charge patrons what they believe a performance is worth, you maximise revenue, and because you are charging the right price, you ensure that you are selling as many tickets as possible.
— Knowledge of what value proposition is, and how it affects patrons' buying decisions
— Competence in properly valuing different titles and performances
— Ability to effectively ask your patrons what you should be charging (spoiler alert — it's not £0)
This session will be for marketers at all levels, as well as Executive/Managing Directors, Presidents, and CEOs.
Sean Kelly| Founder | Vatic
Sean Kelly is the Founder of Vatic. Vatic provides dynamic pricing software specifically designed for the performing arts. For the past eight years Sean has been the Vice President of Marketing at The 5th Avenue Theatre in Seattle, and the Dallas Symphony Orchestra. A recovering actor with two degrees in Theatre, before entering arts administration, he worked for Starbucks Corporation as a Product Manager.
This session is sponsored by Vatic
Vatic provides dynamic pricing software for performing arts and ticketed venues. Vatic's Dynamic Pricing Tool was created over the past ten years by Sean Kelly while Vice President of Marketing for the 5th Avenue Theatre in Seattle and the Dallas Symphony Orchestra. The Tool utilizes powerful algorithms to monitor the fifteen factors that can affect pricing for performing arts organizations, applying your budget and capacity goals to ensure that you maximize revenue as well as sell more tickets. Vatic has managed the pricing for more than 1400 performances of all artistic disciplines. This past season, Vatic's clients averaged double digit growth in single ticket revenue per performance and a 5:1 return on investment.
Pricing Power to the People! – dynamic pricing that enhances audience engagement May 29th, 2019Jemma Green
Art Tickets — a system for museums and galleries
Ticketing system / Museum and Heritage
This session will introduce Art Tickets, a ticketing platform designed for museums by museums. After several months of research and user experience design and testing, Art Fund launched Art Tickets in 2018. A ticketing system specifically designed to meet the needs of museums and galleries, Art Tickets provides the tools to help improve visitor service and income generation, it's also free to use for museums in the National Art Pass network. Merrin will demonstrate how easy the system is to use and share some insight into effectively using online ticketing to market your venue and events.
"Art Tickets has been revolutionary for a small organisation like ours. It enables us to connect with a much wider audience online, providing a simple and accessible solution for buying both event and admission tickets. It has also reduced our behind-the-scenes administration by about 80%. Invaluable." — Jenny Hand, Director, Munnings Museum
— Insight into how Art Tickets could work for your museum
— Top tips for how online ticketing can help you market your venue and events
Museums and galleries who would like to be selling ticket online or thinking of changing to a system designed for them.
Merrin Kalinowsky | Museum Marketing Relationship Manager | Art Fund
Merrin has worked at Art Fund for over three years as Museum Marketing Relationship Manager. Her main responsibilities include co-ordinating the Art Happens crowdfunding platform and the Art Tickets system, working closely to support museums using these platforms. Before joining Art Fund, Merrin spent three years at The Lightbox gallery and museum in Woking as Marketing and Communications Officer
This Morning Briefing is sponsored by Art Fund
Art Fund is the national fundraising charity for art and supports the vital work of museums and galleries across the UK. We help them build and share collections, do more for their visitors and support the curators of the future.
We also believe that museums and galleries are a great untapped wellbeing resource – read our 'Calm and collected' report – at artfund.org/wellbeing. We found that 63% of people visited a gallery or museum specifically to de-stress, and that people who regularly visited reported a greater sense of satisfaction. As a passionate advocate of UK museums and galleries we have always believed that art can help us see, think and feel differently.
Art Tickets — a system for museums and galleries May 29th, 2019Jemma Green
Plug in to. Switch on. Stay connected
The meaning of culture / Audience targeting
The irrevocable explosion of digital marketing and technology has had an enormous impact on consumer media habits, social interaction and how brands influence their audiences.
In this fast-changing world, London Calling + Culture Calling reveal the results of their latest consumer survey which takes a closer look at understanding what culture means to people today; how important local versus city based cultural events are; and the main drivers for purchasing event tickets in a cash strapped society.
We'll offer solutions to target those harder to reach audiences of young, BAME and older and share several client case studies highlighting how a truly integrated print and digital campaign drives real returns.
— Insight into what culture means to people today; how important are local versus city based cultural events and the main drivers for purchasing event tickets in a cash strapped society
— Solutions on how to target those harder to reach audiences of young, BAME and older
— Recent client cases that have successfully delivered results through employing both digital and print marketing communications
Anyone who directs, manages or implements marketing plans, communications, business strategy and development.
Clare Dentith| Head of Marketing | London Calling + Culture Calling
Clare Dentith was born in 1973. After completing a Chartered Institute of Marketing Postrgraduate Diploma from Manchester Metropolitan University, Clare spent the first 12 years working in television in London. Notably, she managed the multimillion pound trade and consumer marketing for world leading television company – Discovery Networks Europe, driving the growth of flagship channel – Discovery Channel – and launch of multiple sister channels. Later, she moved to international broadcaster and Liberty Media owned Chellozone to head-up their marketing and communications global department where she successfully managed the launch of many new television channels, including four new CBS channels, into the UK and Europe. Since 2010, Clare has been consulting on a variety of strategic marketing and PR contracts within media; most recently setting up and heading the marcomms team for leading digital marketing agency, iProspect. Clare joined London Calling in May 2018 as Head of Marketing.
This session is sponsored by London Calling + Culture Calling
For over 30 years, London Calling + Culture Calling have worked with some of the UK's leading brands to deliver successful marketing campaigns.  We deliver print marketing daily to millions of consumers across the UK, speaking directly to over 100 targeted audiences segments, through our 20,000 print racks. We drive brand awareness, word of mouth and sales for our long-standing clients.  London Calling + Culture Calling also specialise in door2door distribution, on-street handouts, posters, event marketing and reach thousands of loyal arts and culture followers through our popular what's on website – culturecalling.com.
You can see more of what we do and our client work at culturecalling.co.uk.
Plug in to. Switch on. Stay connected May 29th, 2019Jemma Green
Connecting through Culture Export — expand internationally with the Culture Diary
International ambitions / Touring overseas
A brief presentation on how the Culture Diary can help you promote your work and ultimately achieve your international ambitions.
We will explain how the Culture Diary has helped UK culture organisations reach potential new audiences abroad.
You will find out how we can connect you to overseas opportunities, presenting the potential to tour, exhibit and sell UK culture internationally.
We will show you how registering with us for free and uploading your events and other content links you to government and the rest of the UK culture sector.
— New ways to benefit your cultural exporting
— Knowledge on how to connect with the GREAT Britain Campaign, DCMS and potentially be seen all over the world
— Some new culture sector friends!
Anyone in the culture and creative industries sector looking into or already touring and exporting overseas (and want more).
Brad Barrett | Culture Diary Website and Social Media Editor | The Culture Diary
Brad Barrett spent a decade as a journalist writing about music and arts for print and digital both in-house and freelance. He picked up further digital experience in government tourism offices in the UK and Australia, including the National Parks and Wildlife Service, websites for The Rocks and Darling Harbour in Sydney, and Kew Gardens in Richmond, London. Driven and inspired by arts and culture, from literature, film and theatre to video games and visual arts, Brad joined the Culture Diary in early 2016. For almost three years, he's been responsible for web content and social media channels, running the new public website, marketing, and supporting Head of Cultural Partnerships and Culture Diary Programme Lead, Anna Maloney, on the Culture Diary's mission to promote UK culture and creative industries nationally and internationally, and to encourage UK culture export for the Government's GREAT Britain Campaign.
This Morning Briefing is sponsored by The Culture Diary
The Culture Diary is the government resource for the culture and creative industries. Based at DCMS and part of the GREAT Britain Campaign, it aims to increase UK cultural export and is where officials, UK embassies and the sector find activity in their region. With 9,000 organisations already registered, we are the one stop for UK cultural touring and promote key activity through social media, monthly newsletters and potentially via the GREAT Britain Campaign using your imagery in print and online. Register & upload events and tours – we'll promote them online through our international networks. www.theculturediary.com.
Connecting through Culture Export — expand internationally with the Culture Diary May 29th, 2019Jemma Green
From Marketer to CEO
Leadership journey / Transferable skills
As a marketer you know the importance of great communication, of understanding your audiences and of getting people on side with new ideas. It's not always easy to see the real value of this experience though when it comes to making the next career step.
In this session Jo Gordon, CEO of Royal & Derngate, talks about her journey from Head of Marketing and Sales to CEO. She'll touch on everything from imposter syndrome, creating a culture of openness, building great partnerships, putting nodal networking into action, and her organisation's place in the community.
This session will help you think about: how to create an environment within your teams to identify and support the strategic leaders of the future, how to encourage transparency and share responsibility, what you might need to think about before you take the next step yourself and how to give yourself a break in the process
— Ideas on how to take an honest appraisal of your own leadership style
— Tactics for how to identify the emerging leaders across your organisation
— Further thoughts about how all of your marketing and communication skills can be applied in a leadership context
Anyone who wants to reflect on their own skills as a leader, is considering taking a next step in leadership, or who wants to hear a frank account of achieving work/life balance in doing so (or pretending to)!
Jo Gordon | CEO | Royal & Derngate
Jo Gordon is currently Chief Executive of Royal & Derngate, The Core at Corby Cube and Northampton Filmhouse, having recently taken on this role from her previous post as Marketing & Sales Director. She has been an arts marketing professional for 20 years, including running her own freelance marketing agency with clients including the Royal Shakespeare Company, Greg Ripley Duggan, Oxford Playhouse and Theatre Royal Plymouth. She also worked for Ambassador Theatre Group for 7 years and spent time overseas under contract to Creative New Zealand and St James Theatre in Wellington. She is a Trustee of Northamptonshire Community Foundation and mum to two boys.
From Marketer to CEO May 29th, 2019Jemma Green
Change of details?
If you would like to change your contact details or organisation please get in contact with us.


text:
require 'active_record'

puts "ActiveRecord version #{ActiveSupport::VERSION::STRING}"

# Load database config
if JRUBY
  require 'jdbc/sqlite3'
  require 'active_record'
  require 'active_record/connection_adapters/jdbcsqlite3_adapter'
else
  require 'sqlite3'
end

RSpec.configure do |config|
  config.before(:suite) do
    DatabaseCleaner[:active_record].strategy = :transaction
  end

  config.before(:each) do
    DatabaseCleaner[:active_record].start
  end

  config.after(:each) do
    DatabaseCleaner[:active_record].clean
  end
end

ActiveRecord::Base.establish_connection( :adapter => 'sqlite3', :database => ":memory:" )

ActiveRecord::Migration.verbose = false
ActiveRecord::Schema.define(:version => 1) do

  create_table :groups do |t|
    t.string     :name
    t.string     :type
  end

  create_table :group_memberships do |t|
    t.string     :member_type
    t.integer    :member_id
    t.integer    :group_id
    t.string     :group_name
    t.string     :membership_type
  end

  create_table :users do |t|
    t.string   :name
    t.string   :type
  end

  create_table :widgets do |t|
    t.string     :name
  end

  create_table :projects do |t|
    t.string     :name
  end

  create_table :organizations do |t|
    t.string     :name
  end
end

require 'groupify/adapter/active_record'

class User < ActiveRecord::Base
  groupify :group_member
  groupify :named_group_member
end

class Manager < User
end

class Widget < ActiveRecord::Base
  groupify :group_member
end

class Project < ActiveRecord::Base
  groupify :named_group_member
end

class Group < ActiveRecord::Base
  groupify :group, members: [:users, :widgets], default_members: :users
end

class Organization < Group
  has_members :managers
end

class GroupMembership < ActiveRecord::Base
  groupify :group_membership
end

describe Group do
  it { should respond_to :members}
  it { should respond_to :add }
end

describe User do
  it { should respond_to :groups}
  it { should respond_to :in_group?}
  it { should respond_to :in_any_group?}
  it { should respond_to :in_all_groups?}
  it { should respond_to :shares_any_group?}
end

if DEBUG
  ActiveRecord::Base.logger = Logger.new(STDOUT)
end

describe Groupify::ActiveRecord do
  let!(:user) { User.create! }
  let!(:group) { Group.create! }
  let(:widget) { Widget.create! }

  context 'when using groups' do
    it "members and groups are empty when initialized" do
      expect(user.groups).to be_empty
      expect(User.new.groups).to be_empty

      expect(Group.new.members).to be_empty
      expect(group.members).to be_empty
    end

    it "adds a group to a member" do
      user.groups << group
      expect(user.groups).to include(group)
      expect(group.members).to include(user)
      expect(group.users).to include(user)
    end

    it "adds a member to a group" do
      expect(user.groups).to be_empty
      group.add user
      expect(user.groups).to include(group)
      expect(group.members).to include(user)
    end

    it "adds multiple members to a group" do
      group.add(user, widget)
      expect(group.users).to include(user)
      expect(group.widgets).to include(widget)

      users = [User.create!, User.create!]
      group.add(users)
      expect(group.users).to include(*users)
    end

    it 'lists which member classes can belong to this group' do
      expect(group.class.member_classes).to include(User, Widget)
      expect(group.member_classes).to include(User, Widget)

      expect(Organization.member_classes).to include(User, Widget, Manager)
    end

    it "finds members by group" do
      group.add user

      expect(User.in_group(group).first).to eql(user)
    end

    it "finds the group a member belongs to" do
      group.add user

      expect(Group.with_member(user).first).to eq(group)
    end

    context 'when removing' do
      it "removes members from a group" do
        group.add user
        group.add widget

        group.users.delete(user)
        group.widgets.destroy(widget)

        expect(group.widgets).to_not include(widget)
        expect(group.users).to_not include(user)

        expect(widget.groups).to_not include(group)
        expect(user.groups).to_not include(group)
      end

      it "removes groups from a member" do
        group.add widget
        group.add user

        user.groups.delete(group)
        widget.groups.destroy(group)

        expect(group.widgets).to_not include(widget)
        expect(group.users).to_not include(user)

        expect(widget.groups).to_not include(group)
        expect(user.groups).to_not include(group)
      end

      it "removes the membership relation when a member is destroyed" do
        group.add user
        user.destroy
        expect(group).not_to be_destroyed
        expect(group.users).not_to include(user)
      end

      it "removes the membership relations when a group is destroyed" do
        group.add user
        group.add widget
        group.destroy

        expect(user).not_to be_destroyed
        expect(user.reload.groups).to be_empty

        expect(widget).not_to be_destroyed
        expect(widget.reload.groups).to be_empty
      end
    end

    context 'when checking group membership' do
      it "members can check if they belong to any/all groups" do
        user.groups << group
        group2 = Group.create!
        user.groups << group2
        group3 = Group.create!

        expect(user.groups).to include(group)
        expect(user.groups).to include(group2)

        expect(User.in_group(group).first).to eql(user)
        expect(User.in_group(group2).first).to eql(user)
        expect(user.in_group?(group)).to be true

        expect(User.in_any_group(group).first).to eql(user)
        expect(User.in_any_group(group3)).to be_empty
        expect(user.in_any_group?(group2, group3)).to be true
        expect(user.in_any_group?(group3)).to be false

        expect(User.in_all_groups(group, group2).first).to eql(user)
        expect(User.in_all_groups([group, group2]).first).to eql(user)
        expect(user.in_all_groups?(group, group2)).to be true
        expect(user.in_all_groups?(group, group3)).to be false
      end

      it "members can check if groups are shared" do
        user.groups << group
        widget.groups << group
        user2 = User.create!
        user2.groups << group

        expect(user.shares_any_group?(widget)).to be true
        expect(Widget.shares_any_group(user).to_a).to include(widget)
        expect(User.shares_any_group(widget).to_a).to include(user, user2)

        expect(user.shares_any_group?(user2)).to be true
        expect(User.shares_any_group(user).to_a).to include(user2)
      end
    end

    context 'when merging groups' do
      let(:task) { Task.create! }
      let(:manager) { Manager.create! }

      it "moves the members from source to destination and destroys the source" do
        source = Group.create!
        destination = Organization.create!

        source.add(user)
        destination.add(manager)

        destination.merge!(source)
        expect(source.destroyed?).to be true

        expect(destination.users).to include(user, manager)
        expect(destination.managers).to include(manager)
      end

      it "moves membership types" do
        source = Group.create!
        destination = Organization.create!

        source.add(user)
        source.add(manager, as: 'manager')

        destination.merge!(source)
        expect(source.destroyed?).to be true

        expect(destination.users.as(:manager)).to include(manager)
      end

      it "fails to merge if the destination group cannot contain the source group's members" do
        source = Organization.create!
        destination = Group.create!

        source.add(manager)
        destination.add(user)

        # Managers cannot be members of a Group
        expect {destination.merge!(source)}.to raise_error(ArgumentError)
      end

      it "merges incompatible groups as long as all the source members can be moved to the destination" do
        source = Organization.create!
        destination = Group.create!

        source.add(user)
        destination.add(widget)

        expect {destination.merge!(source)}.to_not raise_error

        expect(source.destroyed?).to be true
        expect(destination.users.to_a).to include(user)
        expect(destination.widgets.to_a).to include(widget)
      end
    end

    context "when using membership types with groups" do
      it 'adds groups to a member with a specific membership type' do
        user.group_memberships.create!(group: group, as: :admin)

        expect(user.groups).to include(group)
        expect(group.members).to include(user)
        expect(group.users).to include(user)

        expect(user.groups(:as => :admin)).to include(group)
        expect(user.groups.as(:admin)).to include(group)
        expect(group.members).to include(user)
        expect(group.users).to include(user)
      end

      it 'adds members to a group with specific membership types' do
        group.add(user, as: 'manager')
        group.add(widget)

        expect(user.groups).to include(group)
        expect(group.members).to include(user)
        expect(group.members.as(:manager)).to include(user)
        expect(group.users).to include(user)

        expect(user.groups(:as => :manager)).to include(group)
        expect(group.members).to include(user)
        expect(group.users).to include(user)
      end

      it "adds multiple members to a group with a specific membership type" do
        manager = User.create!
        group.add(user, manager, as: :manager)

        expect(group.users.as(:manager)).to include(user, manager)
        expect(group.users(as: :manager)).to include(user, manager)
      end

      it "finds members by membership type" do
        group.add user, as: 'manager'
        expect(User.as(:manager)).to include(user)
      end

      it "finds members by group with membership type" do
        group.add user, as: 'employee'

        expect(User.in_group(group).as('employee').first).to eql(user)
      end

      it "finds the group a member belongs to with a membership type" do
        group.add user, as: Manager
        user.groups.create!

        expect(Group.with_member(user).as(Manager)).to eq([group])
      end

      it "checks if members belong to any groups with a certain membership type" do
        group2 = Group.create!
        user.group_memberships.create!([{group: group, as: 'employee'}, {group: group2}])

        expect(User.in_any_group(group, group2).as('employee').first).to eql(user)
      end

      it "still returns a unique list of groups for the member" do
        group.add user, as: 'manager'
        expect(user.groups.size).to eq(1)
        expect(group.users.size).to eq(1)
        expect(group.members.size).to eq(1)
      end

      it "checks if members belong to all groups with a certain membership type" do
        group2 = Group.create!
        group3 = Group.create!
        user.group_memberships.create!([{group: group, as: 'employee'}, {group: group2, as: 'employee'}, {group: group3, as: 'contractor'}])

        expect(User.in_all_groups(group, group2).as('employee').first).to eql(user)
        expect(User.in_all_groups([group, group2]).as('employee').first).to eql(user)
        expect(User.in_all_groups(group, group3).as('employee')).to be_empty

        expect(user.in_all_groups?(group, group2, group3)).to be true
        expect(user.in_all_groups?(group, group2, as: :employee)).to be true
        expect(user.in_all_groups?(group, group3, as: 'employee')).to be false
      end

      it "checks if members belong to only groups with a certain membership type" do
        group2 = Group.create!
        group3 = Group.create!
        group4 = Group.create!
        user.group_memberships.create!([{group: group, as: 'employee'}, {group: group2, as: 'employee'}, {group: group3, as: 'contractor'}, {group: group4, as: 'employee'}])

        expect(User.in_only_groups(group, group2, group4).as('employee').first).to eql(user)
        expect(User.in_only_groups([group, group2]).as('employee')).to be_empty
        expect(User.in_only_groups(group, group2, group3, group4).as('employee')).to be_empty

        expect(user.in_only_groups?(group, group2, group3, group4))
        expect(user.in_only_groups?(group, group2, group4, as: 'employee')).to be true
        expect(user.in_only_groups?(group, group2, as: 'employee')).to be false
        expect(user.in_only_groups?(group, group2, group3, group4, as: 'employee')).to be false
      end

      it "members can check if groups are shared with the same membership type" do
        user2 = User.create!
        group.add(user, user2, widget, as: "Sub Group #1")

        expect(user.shares_any_group?(widget, as: "Sub Group #1")).to be true
        expect(Widget.shares_any_group(user).as("Sub Group #1").to_a).to include(widget)
        expect(User.shares_any_group(widget).as("Sub Group #1").to_a).to include(user, user2)

        expect(user.shares_any_group?(user2, as: "Sub Group #1")).to be true
        expect(User.shares_any_group(user).as("Sub Group #1").to_a).to include(user2)
      end

      context "when removing" do
        before(:each) do
          group.add user, as: 'employee'
          group.add user, as: 'manager'
        end

        it "removes all membership types when removing a member from a group" do
          group.add user

          group.users.destroy(user)

          expect(user.groups).to_not include(group)
          expect(user.groups.as('manager')).to_not include(group)
          expect(user.groups.as('employee')).to_not include(group)
          expect(group.users).to_not include(user)
        end

        it "removes a specific membership type from the member side" do
          user.groups.destroy(group, as: 'manager')
          expect(user.groups.as('manager')).to be_empty
          expect(user.groups.as('employee')).to include(group)
          expect(user.groups).to include(group)
        end

        it "removes a specific membership type from the group side" do
          group.users.delete(user, as: :manager)
          expect(user.groups.as('manager')).to be_empty
          expect(user.groups.as('employee')).to include(group)
          expect(user.groups).to include(group)
        end

        it "retains the member in the group if all membership types have been removed" do
          group.users.destroy(user, as: 'manager')
          user.groups.delete(group, as: 'employee')
          expect(user.groups).to include(group)
        end
      end
    end
  end

  context 'when using named groups' do
    before(:each) do
      user.named_groups.concat :admin, :user, :poster
    end

    it "enforces uniqueness" do
      user.named_groups << :admin
      expect(user.named_groups.count{|g| g == :admin}).to eq(1)
    end

    it "queries named groups" do
      expect(user.named_groups).to include(:user, :admin)
    end

    it "removes named groups" do
      user.named_groups.delete(:admin, :poster)
      expect(user.named_groups).to include(:user)
      expect(user.named_groups).to_not include(:admin, :poster)

      user.named_groups.destroy(:user)
      expect(user.named_groups).to be_empty
    end

    it "removes all named groups" do
      user.named_groups.destroy_all
      expect(user.named_groups).to be_empty
    end

    it "checks if a member belongs to one named group" do
      expect(user.in_named_group?(:admin)).to be true
      expect(User.in_named_group(:admin).first).to eql(user)
    end

    it "checks if a member belongs to any named group" do
      expect(user.in_any_named_group?(:admin, :user, :test)).to be true
      expect(user.in_any_named_group?(:foo, :bar)).to be false

      expect(User.in_any_named_group(:admin, :test).first).to eql(user)
      expect(User.in_any_named_group(:test)).to be_empty
    end

    it "checks if a member belongs to all named groups" do
      expect(user.in_all_named_groups?(:admin, :user)).to be true
      expect(user.in_all_named_groups?(:admin, :user, :test)).to be false
      expect(User.in_all_named_groups(:admin, :user).first).to eql(user)
    end

    it "checks if a member belongs to only certain named groups" do
      expect(user.in_only_named_groups?(:admin, :user, :poster)).to be true
      expect(user.in_only_named_groups?(:admin, :user, :poster, :foo)).to be false
      expect(user.in_only_named_groups?(:admin, :user)).to be false
      expect(user.in_only_named_groups?(:admin, :user, :test)).to be false

      expect(User.in_only_named_groups(:admin, :user, :poster).first).to eql(user)
      expect(User.in_only_named_groups(:admin, :user, :poster, :foo)).to be_empty
      expect(User.in_only_named_groups(:admin)).to be_empty
    end

    it "checks if named groups are shared" do
      user2 = User.create!(:named_groups => [:admin])

      expect(user.shares_any_named_group?(user2)).to be true
      expect(User.shares_any_named_group(user).to_a).to include(user2)
    end

    context 'and using membership types with named groups' do
      before(:each) do
        user.named_groups.concat :team1, :team2, as: 'employee'
        user.named_groups.push :team3, as: 'manager'
        user.named_groups.push :team1, as: 'developer'
      end

      it "queries named groups, filtering by membership type" do
        expect(user.named_groups).to include(:team1, :team2, :team3)
        expect(user.named_groups.as('manager')).to eq([:team3])
      end

      it "enforces uniqueness of named groups" do
        user.named_groups << :team1
        expect(user.named_groups.count{|g| g == :team1}).to eq(1)
        expect(user.group_memberships.where(group_name: :team1, membership_type: nil).count).to eq(1)
        expect(user.group_memberships.where(group_name: :team1, membership_type: 'employee').count).to eq(1)
        expect(user.named_groups.as('employee').count{|g| g == :team1}).to eq(1)
      end

      it "enforces uniqueness of group name and membership type for group memberships" do
        user.named_groups.push :team1, as: 'employee'
        expect(user.group_memberships.where(group_name: :team1, membership_type: nil).count).to eq(1)
        expect(user.group_memberships.where(group_name: :team1, membership_type: 'employee').count).to eq(1)
        expect(user.named_groups.count{|g| g == :team1}).to eq(1)
        expect(user.named_groups.as('employee').count{|g| g == :team1}).to eq(1)
      end

      it "checks if a member belongs to one named group with a certain membership type" do
        expect(user.in_named_group?(:team1, as: 'employee')).to be true
        expect(User.in_named_group(:team1).as('employee').first).to eql(user)
      end

      it "checks if a member belongs to any named group with a certain membership type" do
        expect(user.in_any_named_group?(:team1, :team3, as: 'employee')).to be true
        expect(User.in_any_named_group(:team2, :team3).as('manager').first).to eql(user)
      end

      it "checks if a member belongs to all named groups with a certain membership type" do
        expect(user.in_all_named_groups?(:team1, :team2, as: 'employee')).to be true
        expect(user.in_all_named_groups?(:team1, :team3, as: 'employee')).to be false
        expect(User.in_all_named_groups(:team1, :team2).as('employee').first).to eql(user)
      end

      it "checks if a member belongs to only certain named groups with a certain membership type" do
        expect(user.in_only_named_groups?(:team1, :team2, as: 'employee')).to be true
        expect(user.in_only_named_groups?(:team1, as: 'employee')).to be false
        expect(user.in_only_named_groups?(:team1, :team3, as: 'employee')).to be false
        expect(user.in_only_named_groups?(:foo, as: 'employee')).to be false

        expect(User.in_only_named_groups(:team1, :team2).as('employee').first).to eql(user)
        expect(User.in_only_named_groups(:team1).as('employee')).to be_empty
        expect(User.in_only_named_groups(:foo).as('employee')).to be_empty
      end

      it "checks if a member shares any named groups with a certain membership type" do
        project = Project.create!(:named_groups => [:team3])

        expect(user.shares_any_named_group?(project, as: 'manager')).to be true
        expect(User.shares_any_named_group(project).as('manager').to_a).to include(user)
      end

      it "removes named groups with a certain membership type" do
        user.named_groups.delete(:team1, as: :employee)
        expect(user.named_groups.as(:employee)).to include(:team2)
        expect(user.named_groups.as(:employee)).to_not include(:team1)
        expect(user.named_groups.as(:developer)).to include(:team1)
        expect(user.named_groups).to include(:team1)
      end

      it "removes all named group memberships if membership type is not specified" do
        user.named_groups.destroy(:team1)
        expect(user.named_groups).to_not include(:team1)
        expect(user.named_groups.as(:employee)).to_not include(:team1)
        expect(user.named_groups.as(:developer)).to_not include(:team1)
        expect(user.named_groups.as(:employee)).to include(:team2)
      end
    end
  end

end

redpajama_set_name: RedPajamaGithub


text:
Serine/Threonine Protein Kinases from Bacteria, Archaea and Eukarya Share a Common Evolutionary Origin Deeply Rooted in the Tree of Life
Journal article, 2018
The main family of serine/threonine/tyrosine protein kinases present in eukarya was defined and described by Hanks et al. in 1988 (Science, 241, 42–52). It was initially believed that these kinases do not exist in bacteria, but extensive genome sequencing revealed their existence in many bacteria. For historical reasons, the term "eukaryotic-type kinases" propagated in the literature to describe bacterial members of this protein family. Here, we argue that this term should be abandoned as a misnomer, and we provide several lines of evidence to support this claim. Our comprehensive phylostratigraphic analysis suggests that Hanks-type kinases present in eukarya, bacteria and archaea all share a common evolutionary origin in the lineage leading to the last universal common ancestor (LUCA). We found no evidence to suggest substantial horizontal transfer of genes encoding Hanks-type kinases from eukarya to bacteria. Moreover, our systematic structural comparison suggests that bacterial Hanks-type kinases resemble their eukaryal counterparts very closely, while their structures appear to be dissimilar from other kinase families of bacterial origin. This indicates that a convergent evolution scenario, by which bacterial kinases could have evolved a kinase domain similar to that of eukaryal Hanks-type kinases, is not very likely. Overall, our results strongly support a monophyletic origin of all Hanks-type kinases, and we therefore propose that this term should be adopted as a universal name for this protein family.
phylostratigraphy
eSTK
Hanks-type kinase
bacterial protein kinase
eukaryotic-type kinase
Ivan Andreas Stancik
Chalmers, Biology and Biological Engineering, Systems and Synthetic Biology
Technical University of Denmark (DTU)
Martin Sebastijan Šestak
Ruder Boskovic Institute
Boyang Ji
Marina Axelson-Fisk
Chalmers, Mathematical Sciences
D. Franjevic
C. Jers
Tomislav Domazet-Lošo
Catholic University of Croatia
Ivan Mijakovic
Journal of Molecular Biology
0022-2836 (ISSN)
Vol. 430 1 27-32
Medical Biotechnology (with a focus on Cell Biology (including Stem Cell Biology), Molecular Biology, Microbiology, Biochemistry or Biopharmacy)
10.1016/j.jmb.2017.11.004


text:
Le batelier ou marinier est un professionnel dont le métier consiste à piloter un bateau fluvial, une péniche, pousseur ou convoi fluvial naviguant sur le réseau des voies navigables intérieures (lacs, canaux et rivières).

Le marinier vit généralement à bord, dans un espace restreint, le volume dans ces bateaux étant généralement mesuré au profit de la cale (et donc du fret marchand).

Historique
Cette profession, , a évolué notablement avec l'apparition des canaux qui a amené les familles entières à s'installer à bord du bateau. Pendant plusieurs siècles, le nombre des membres de la corporation était important, du fait de son rôle dans l'approvisionnement en marchandises et dans le transport des voyageurs, mais avec le développement du chemin de fer puis de la route, la profession ne regroupe plus qu'un petit nombre de gens vivant d'une manière assez marginale.

Au milieu du  la nécessité de transporter des marchandises sur de longues distances, notamment pour les besoins de l'industrie, obligea les bateliers à "faire de grands voyages" et ils durent (entre autres pour réduire les coûts afin d'être concurrentiel avec le chemin de fer) embarquer leurs familles qui constituèrent du même coup la main d'œuvre.
Les voyages lents, souvent longs, ont longtemps éloigné les enfants de l'éducation, la seule autre possibilité étant de les placer dans des internats.

L'équipage d'une péniche est généralement restreint : le batelier, son épouse (généralement batelière également), un enfant, et parfois, un matelot.
N'ayant pas de mécanicien à bord, le batelier doit être capable d'assurer les petites réparations de base sur le moteur, l'installation électrique ou la robinetterie.

Les conditions de vie ont été difficiles jusqu'au milieu du . Jusqu'à cette époque (et même au-delà) l'électricité et l'eau courante ne sont pas présentes sur les péniches. De plus, les horaires de travail sont amples et l'entretien du bateau est souvent nécessaire.

Le film de Jean Vigo L'Atalante et le feuilleton télévisé L'Homme du Picardie (1968) sont deux illustrations de cette profession.

Le grand saint patron des mariniers et bateliers est, en France, saint Nicolas. Mais on trouve aussi, dans les régions, les cultes de saint Roch, saint Aré (ou Arigle) dans le Nivernais, saint Clément en basse Loire, saint Thibault en Berry, sainte Philomène un peu partout (on en trouve des représentations en statue ou en vitrail à Roanne, Montauban ou Clamecy, entre autres), sainte Honorine, saint Budoc et la sainte Marie. En Espagne, c'est saint Elme.

La capitale française de la batellerie est Conflans-Sainte-Honorine. Le Musée d'intérêt national de la batellerie y a été créé en 1965. Le pardon national de la batellerie s'y déroule chaque année depuis 1960.

La profession aujourd'hui
, les nouveaux enjeux écologiques ont relancé l'intérêt pour le transport par les voies navigables intérieures.

La profession voit coexister actuellement des mariniers-artisans, souvent propriétaires d'une péniche automoteur, et des salariés de compagnies de transport affectés au pilotage de convois fluviaux poussés. Ces convois, qui peuvent atteindre 25 000 tonnes et 23 m de large sur certaines voies, poussés par des moteurs de 3 000 ch dénotent

Sur ces grosses unités, en Allemagne, aux Pays-Bas, en Belgique ou aux États-Unis, les équipes de mariniers logent sur le bateau et celui-ci navigue en continu, aidé de radars la nuit et par temps de brouillard.
Les convois font également office d'entrepôt industriel provisoire, un principe très pratiqué en Allemagne et aux Pays-Bas dans le cas du flux tendu.

Formation
 En France, les études durent trois ans et sont sanctionnées par un DEP.
Les métiers accessibles sont commandant, premier capitaine, second capitaine, timonier, matelot-timonier, mécanicien, matelot-garde moteur, matelot-niveau 1-2.
Des organismes spécifiques de formation existent pour ces métiers.
 En Belgique, un certificat attribué par l'État est nécessaire : le certificat de conduite.

Notes et références

Voir aussi

Bibliographie
 La batellerie au Pays de Seyssel, Gap éd., Challes-les-Eaux, 2008, 67 p.
 Genevière Bedu, Les derniers mariniers de Loire à Gien et leur environnement au  siècle, Gien, G. Bedu, 2003, 352 p.
 Jean Bourgeois (photogr.) et Hubert Pasquier (texte et dessins), Des hommes et des bateaux sur la Loire, Éditions Bourgeois-Pasquier, Savonnières, 2008, 142 p.
 Jean-Louis Dangauthier, À propos d'une culture identitaire... Les Bateliers, Observatoire des politiques culturelles, Grenoble, 1997, 99 p. (Mémoire de DESS)
 Philippe Delvit, Le temps des bateliers : gens et métiers de la rivière, Éditions Privat, Toulouse, 1999, 123 p.
 Bernard Le Sueur, Histoire et mémoire de la batellerie artisanale, Chasse-marée, Douarnenez, 2004, 233 p.
 Espreux Régine, "Peau de bois, Peau d'acier", roman historique sur la batellerie du  s., Cheminements éd., Loire, 2006, 336 p.
 France Normand, Naviguer le Saint-Laurent à la fin du  siècle : une étude de la batellerie du port de Québec, les Presses de l'Université Laval, Sainte-Foy (Québec), 1997, IX-283 p.
 Françoise de Person, Bateliers contrebandiers du sel : - siècle, Éd. Ouest-France, Rennes, 1999, 270 p.
 La Saga des bateliers d'Offendorf, Commune d'Offendorf (Bas-Rhin), 2007, 237 p.
 Raoul Toscan, L'épopée des mariniers de la Loire, Éd. PyréMonde, Pau, 2006, 216 p.
 Poirier Jacques, Les Heures de gloire de la Marine de Loire Éd. Corsaire, Orléans,
 Senotier Annick, Vent de galerne sur la Loire, Éd. Corsaire, Orléans,
 Jouanneau Jacques Rougeux, Passeur de Loire, Éd. Corsaire, Orléans,
 Angevin François Contes et récits des bords de Loire, Éd. Corsaire, Orléans,
 Beaurieux Rémy Cailloute, Éd. Corsaire, Orléans,
 Léon Lepetit-Blois, La batellerie d'autrefois, Saint-Josse sur mer, 1991, Imprimerie du moulin, 160 p.
 Christine Van Acker, Domiciliés à bord, Quorum, 1994
 Christine Van Acker, Bateau ciseaux, Esperluète, 2007

Les mariniers dans la littérature
Plusieurs romans et nouvelles de Simenon se déroulent dans le milieu des mariniers;
 l'Écluse numéro 1
 l'Écluse numéro 14
 La Péniche aux deux pendus
 l'affaire du canal
 le baron de l'écluse

Filmographie
 L'Atalante, film de fiction de Jean Vigo, 1934, 89 min
 L'Homme du Picardie, feuilleton télévisé de Jacques Ertaud, 1968
 Mariniers de Bourgogne, film documentaire d'Anne Pascal, CNRS Audiovisuel, Meudon, 1980, 52 min (VHS)
 D'une écluse à l'autre, film documentaire d'Anne Pascal, Université Paris X, Nanterre, 1986, 28 min (VHS)

Articles connexes
 Transport fluvial
 Jardin batelier
 Permis plaisance

Liens externes

 École de navigation intérieure (site de la province de Liège)
 Le passé et le présent du transport fluvial en France
 Le site consacré à la batellerie le plus populaire de la toile francophone
 Le Portail du Transport Fluvial
 Les Bateliers de la Malène 1875

Transport fluvial
Métier du cours d'eau
Vocabulaire maritime


As she spoke she took a small leather case out of her pocket—it was ornamented with a monogram, and opened with a catch. She pressed the lid, it flew up, and I saw, resting on a velvet bed, a glittering circlet of enormous diamonds. The Countess lifted them out, and slipped them over her slender wrist.
"Helena most imprudently left the case on her dressing-table last night," he said, "and owing to the heat she kept the window open. Some one must have waded into the water in the dark and stolen it. Perhaps one of the bandsmen may have noticed the flashing of the diamonds on her wrist and returned to secure the bracelet—there's no saying. The only too palpable fact is that it is gone—it was valued at twenty thousand pounds!"
"We are in a state of despair," he wrote; "we have had two detectives on board, and the police have moved heaven and earth to try and discover the bracelet—all in vain; not the slightest clue has been forthcoming. No one has worked harder for us than Vyner. He has a small place of his own further down the river, and comes up to see us almost daily. He has made all sorts of suggestions for the recovery of the diamonds, but hitherto they have led to nothing. In short, our one hope now turns upon you, Bell; you have done as difficult things as this before. Will you come and see us, and give us the benefit of your advice? If any man can solve this mystery, you are the person."
I wrote immediately to say that I would return to the Theodora on the following evening, and for the remainder of that day tried to the best of my ability to think out this most difficult problem. I felt morally certain that I could put my hand on the thief, but I had no real clue to work upon—nothing beyond a nameless suspicion. Strange as it may seem, I was moved by sentiment. I had spent some pleasant hours in Vyner's society—I had enjoyed his conversation; I had liked the man for himself. He had abilities above the average, of that I was certain—if he were proved guilty, I did not want to be the one to bring his crime home to him. So uncomfortable were my feelings that at last I made up my mind to take a somewhat bold step. This was neither more nor less than to go to see Vyner himself before visiting the house-boat. What I was to do and say when I got to him I was obliged to leave altogether to chance; but I had a feeling almost amounting to a certainty that by means of this visit I should ultimately return the bracelet to my friends the Ridsdales.
"All right, sir—but you did frighten me just now. I wish you hadn't called out like that!"
"Oh, it's nothing, sir; I suppose I'm an old fool," he faltered, smiling. "I don't know what's the matter with me, sir—I'm all of a tremble. The fact is, something happened here last night, and I don't seem to have got over it. You know, I am all by myself here now, sir, and a lonely place it is."
"It is this way, sir," he began. "Last night after I had had my supper I thought I'd like a stroll and a quiet smoke along the towing path before turning in. I did not expect any more boats, as it was getting on for ten o'clock. I walked about three-quarters of a mile, and was just going to turn round, when I saw a light down on the surface of the water in mid-stream. It was pretty dark, for the moon was not up yet, and there was a thick white mist rising from the water. I thought it must be some one in a canoe at first, so I waited a bit and watched. Then it suddenly disappeared, and the next instant I saw it again about a hundred yards or so higher up the stream, but only for a second, and then it went out. It fairly puzzled me to know what it could be, as I had never seen anything like it before. I felt sure it wasn't any sort of craft, but I had heard of strange lights being seen at times on the water—what they call jack-o'-lanterns, I believe, sir. I reckoned it might be one of them, but I thought I'd get back to the lock, so that, if it was a canoe, I could let it through. However, nothing came of it, and I waited and watched, and worried all the evening about it, but couldn't come to any sort of idea, so I went to bed. Well, about one o'clock this morning I suddenly woke up and thought I could hear some one a long way off calling exactly as you did just now, 'Lock! lock! lock!' but it sounded ever so far away.
"I tell you, sir, my heart seemed to stand dead still, and I nearly fell back over the bridge. I wheeled round sharp, but there was nothing in the lock, that I'll swear to my dying day—for I could see all over it, and nothing could have got in there without passing me. The moon was quite bright, and I could see all round it. Without knowing what I was doing, I rushed down like mad to the lower gates, and began to wind up one of the sluices, and then I stood there and waited, but nothing came. As the lock emptied I looked down, but there was no sign of anything anywhere, so I let down the sluice without opening the gates, and then filled up the lock again. I stood by the post, hardly daring to move, when, about half-past five, thank God, I heard the whistle of a tug, and, after seeing her through, it was broad daylight.
I confess that Jimmy's story had left a most unpleasant impression on me. I had little doubt that the whole thing was some strange subjective hallucination, but for a weird and ghostly experience it certainly beat most of the tales I had ever heard. I thought for a moment—it was now quite dark, and I felt little inclined to go on to Wotton. My keenest interests were awakened.
I went quickly to bed, and, tired after my long pull, despite the originality of the situation, fell fast asleep. Suddenly I awoke—some one was bending over me and calling me by my name. I leapt up, and, not realising where I was for the moment, but with a sort of dim idea that I was engaged in some exposure, instinctively seized the man roughly by the throat. In a moment I remembered everything, and quickly released my grip of poor old Jimmy, who was gurgling and gasping with horror. I burst out laughing at my mistake, and begged his pardon for treating him so roughly.
There was obviously only one thing to be done, and that was to send for medical assistance at once. It was clear that the man was badly injured, but to what extent I could not determine. It was impossible to extract the slightest further communication from him—he lay quite still, groaning from time to time.
"You are Mr. Bell," he said slowly. "Ridsdale told me that you were coming to the Theodora on purpose to discover the mystery of the lost diamonds. You didn't know that I should give you an opportunity of discovering the truth even before you arrived at the house-boat. Bend down close to me—you have injured me; I may not recover; hear what I have to say."
"Two days ago I had a letter from Ridsdale in which he told me that he intended to put the matter into your hands. Now this was by no means to my mind, for you, Bell, happened to be the one man in the world whom I really dreaded. I saw that I must no longer lose time. Under my little boat-house I had a small submarine boat which I had lately finished, more as a hobby than anything else. I had begun it years ago in my odd moments on a model I had seen of a torpedo used in the American War. My boat is now in the lock outside, and you will see for yourself what ingenuity was needed to construct such a thing. On the night before the one which has just passed, I got it ready, and, as soon as it was dark, started off in it to recover the diamonds. I got through the lock easily by going in under the water with a barge, but when I reached the spot where I had sunk the diamonds, found to my dismay that my electric light would not work. There was no help for it—I could not find the bracelet without the aid of the light, and was bound to return home to repair the lamp. This delay was fraught with danger, but there was no help for it. My difficulty now was to get back through the lock; for though I waited for quite three hours no boats came along. I saw the upper gates were open, but how to get through the lower ones I could not conceive. I felt sure that my only chance was to frighten the lock-keeper, and get him to open the sluices, for I knew I could pass through them unobserved if they were open, as I had done once before.


text:
Distraught mother is still seeking apology four years after her son's death
Greg Taylor died after being struck by a hit and run driver
Anita Merritt
Sign up for our Torbay newsletter and you'll never miss a big story again
This Christmas will be the fifth Bev Taylor has had to endure since the sudden death of her 19-year-old son while trying to put on a brave face for the sake of her two other children.
The tragic death of her eldest child Greg, from Buckfast, occurred on August 4, 2013, when he was riding his motorbike in the early hours of the morning and was struck by a hit and run driver while he was attempting to overtake on Kings Ash Road in Paignton.
Since being informed of his death, Bev says she has discovered a series of failings which contributed to the former Ashburton school pupil's death and have resulted in the family not getting justice or an apology.
Greg Taylor with his little brother
The claims include the "incompetency" of the call handlers who took the 999 call, and the "inappropriate" care of the ambulance crew who she says spent 13 minutes of the side of the road treating Greg but did not give him pain relief, take off his bike clothes or spot a large pool of blood underneath his back.
Greg passed away shortly after arriving at Torbay Hospital.
Search for missing 15-year-old wearing school uniform
Bev, whose two children were aged five and 10-months-old when Greg died, said: "Greg's death has been absolutely devastating for the whole family. The worst of it is that not only do we have to live with his death, we also have to live with the fact we believe he was not cared for.
"The people who were supposed to look after and care for him didn't. They treated him worse than a dog.
"Greg was such a beautiful and lovely lad. If we can save on person's life by fighting for justice then it will have been worth doing."
Police traced the driver of the car, Niall Darvell, who admitted causing death by careless driving and driving without insurance. The VW Golf he was driving was said to be in "an appalling state of repair and not roadworthy".
Darvell was sentenced at Exeter Crown Court in 2014, to two six-month terms suspended for two years.
The court heard Darvell, of Paignton, had been banned from driving before and in 2007 he drove while disqualified and without insurance.
Scammers from insulation companies claim they work for Teignbridge Council
In 2012, he was convicted of a Class A drug offence and again of driving without insurance.
It was a bitter blow to Greg's family who say they had been told by a police officer he would definitely get a custodial sentence with a starting point of five years because of the aggravating factors.
According to guidelines of the Sentencing Council at the time, the penalty for causing death by careless driving can range from a community order to a maximum of five years in jail.
The Ministry of Justice said in 2014 it was planning a review of sentencing.
An appeal on the sentence could not be made with the attorney general because the offence of causing death by driving without due care and attention was not eligible for the unduly lenient sentence scheme.
An inquest was held into his death in November 2015 and a jury concluded: "There was a collision between the VW Golf and the Kawasaki motorcycle whilst the motorcycle was overtaking.
"The consequences of this collision led to Mr Taylor losing control of his motorcycle. He then collided with the hard shoulder or object which resulted in fatal chest injuries."
The inquest had previously heard Greg was known as 'Mr Safety' on his bike.
Greg, who worked as a kitchen assistant for The Dartington Hall Trust. had been in the company of two friends, who were also riding motorcycles, at the time of the collision.
One of his friends who witnessed the accident recalled how the hit and run driver had been "driving in an erratic manner".
Coroner Ian Arrow said the purpose of an inquest was to consider the facts and not to point the finger of blame at individuals or organisations.
The family pursued their fight for justice with the Independent Police Complaints Commission (IPCC).
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They were refused an independent investigation and then when they appealed it was upheld. The investigation concluded no one was to blame and by that point the chief investigating officer in Greg's case had retired.
The family has not lodged formal complaints with South Western Ambulance Service Foundation Trust (SWASFT) or Torbay Hospital.
Their belief is Greg should have been taken to Derriford Hospital instead of Torbay Hospital as it would have been better equipped to deal with his injuries.
Bev said: "When Greg got knocked off his bike around 1.30am he had just finished work. He was going to play zombies with friends so was with two riders.
"After he came off his bike they took off his helmet and blood was coming from his eye, nose and ear which was reported to the 999 call handler, along with that he couldn't move and was having trouble breathing.
"I have a transcript of that conversation and it took 23 questions to find out their location. Kings Ash Road is not a difficult place to locate."
Bev claims there was some discrepancies in the timings of when the 999 call was made and how long it took for an ambulance to arrive. The ambulance trust said they were on the scene within seven minutes.
Bev said: "The ambulance crew who turned up were a newly qualified paramedic and an emergency care assistant. It took them 13 minutes to leave the scene. They didn't remove his bike clothes, which was one of the first things they should have done to assess him properly for any injuries and to get him ready for theatre if he needed it.
"He wasn't given any pain relief. All they did for him was give him an oxygen mask and a blanket.
"At Greg's inquest I found out there was pool of blood found at the scene by the crash scene investigator. It measures 22cms by 18cms and it had come from his back and yet the paramedics didn't notice it because there was no record of it.
"I have seen no evidence of a pre alert call being made to Torbay Hospital. At the inquest the paramedic said he made a call on his private phone.
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"When they arrived at hospital he bleed to death on the resuscitation table which were told during his inquest.
"We also heard that Greg was cut open to get through to his heart with a pair of bandage scissors instead of a circular saw. That was so upsetting to hear and I think it shows the severe lack of care he received."
Bev says that since Greg's death she has written to every single person who dealt with her son's "lack of care", but is yet to receive a single apology.
She said: "All I've had is excuses to cover up what I believe are lies.
"We didn't even get justice when the hit and driver was sentenced. He had five previous convictions and had 26 faults on the car which includes the lights and brakes.
"We are still doing as much as we can because I don't want this happening to anyone else."
No one decided to comment from SWASFT or Torbay Hospital. The police said they would not comment as the matter had been dealt with by the IPCC.