text:
The Right Honourable
Arthur Meighen
PC QC
9th Prime Minister of Canada
June 29, 1926 – September 25, 1926
Governor General
The Lord Byng of Vimy
W. L. Mackenzie King
July 10, 1920 – December 29, 1921
The Duke of Devonshire
Robert Borden
Canadian Senator
from Ontario
March 3, 1932 – January 16, 1942
Appointed by
R. B. Bennett
Minister of the Interior
October 12, 1917 – July 10, 1920
William James Roche
James Alexander Lougheed
Superintendent-General of Indian Affairs
Solicitor General of Canada
June 26, 1913 – October 3, 1917
Hugh Guthrie (acting)
January 26, 1922 – September 14, 1926
October 26, 1908 – December 6, 1921
St. Marys, Ontario, Canada
St. Marys Cemetery, St. Marys, Ontario
Conservative (1908–1917, 1922–1942)
Unionist (1917–1922)
Progressive Conservative (1942–1960)
Isabel Cox
Theodore Meighen
Maxwell Meighen
Lillian Meighen Wright
Michael Meighen (grandson)
Mathematics (B.A., 1896)
Law (LL.D., 1902)
University College, Toronto
Arthur Meighen PC QC (/ˈmiːən/; June 16, 1874 – August 5, 1960) was a Canadian lawyer and politician who served as the ninth prime minister of Canada from July 1920 to December 1921 and from June to September 1926. He led the Conservative Party from 1920 to 1926 and from 1941 to 1942.
Meighen was born in St. Marys, Ontario. His family came from Bovevagh near Dungiven in County Londonderry, Northern Ireland. He studied mathematics at the University of Toronto, and then trained to be a lawyer. After qualifying to practice law, he moved to Portage la Prairie, Manitoba. Meighen entered the House of Commons of Canada in 1908, aged 34, and in 1913 was appointed to the Cabinet of Prime Minister Robert Borden. Under Borden, Meighen served as solicitor general (1913–1917), secretary of state for Canada (1917), minister of mines (1917, 1919–1920), minister of the interior (1917–1920), and superintendent-general of Indian affairs (1917–1920).
In 1920, Meighen succeeded Borden as Conservative leader and Prime Minister – the first born after Confederation, and the only one from a Manitoba riding. He suffered a heavy defeat in the 1921 election to Mackenzie King and the Liberal Party, but re-entered Parliament through a 1922 by-election and remained as Opposition Leader. In the 1925 election, the Conservatives won a plurality of seats, just eight short of a majority government, but Mackenzie King decided to hold onto power with the support of the Progressives. Meighen's brief second term as Prime Minister came about as the result of the "King–Byng Affair," being invited to form a ministry after Mackenzie King was refused an election request and resigned. He soon lost a no-confidence motion, however, and faced another federal election. Meighen lost his own seat, and the Conservatives lost 24, as Mackenzie King's Liberals re-took power.
After losing the 1926 election, Meighen resigned as party leader and quit politics to return to his law practice. He was appointed to the Senate in 1932, and under R. B. Bennett served as leader of the Government in the Senate and minister without portfolio until 1935. In 1941, aged 67, Meighen became leader of the Conservatives for a second time, following Robert Manion's resignation. He attempted to re-enter the House of Commons in a by-election for York South, but lost to the Co-operative Commonwealth Federation candidate and resigned as leader shortly thereafter.
Arthur Meighen's Birthplace
Meighen was born on a farm near the hamlet of Anderson in Blanshard Township, Ontario, to Joseph Meighen and Mary Jane Bell. He attended primary school at Blanshard public school in Anderson, where, in addition to being the grandson of the village's first schoolmaster, he was an exemplary student. In 1892, during his final high school year at St. Marys Collegiate Institute, which later became North Ward Public School in St. Marys (now known as Arthur Meighen Public School) Meighen was elected secretary of the literary society and was an expert debater in the school debating society in an era when debating was in high repute. He took first class honours in mathematics, English, and Latin.[1]
He then attended University College at the University of Toronto, where he earned a B.A. in mathematics in 1896, with first-class standing.[1] While there, he met and became a rival of William Lyon Mackenzie King; the two men, both future prime ministers, did not get along especially well from the start. Meighen then earned his teaching qualifications from the Ontario Normal College.[1]
In 1904 he married Isabel J. Cox, with whom he had two sons and one daughter.
Early professional career
He moved to Manitoba shortly after finishing law school. Early in his professional career, Meighen experimented with several professions, including those of teacher, lawyer, and businessman, before becoming involved in politics as a member of the Conservative Party. In public, Meighen was a first-class debater, said to have honed his oratory by delivering lectures to empty desks after class. He was renowned for his sharp wit.[2] Meighen established a law practice in Portage la Prairie, and was briefly a partner with Toby Sexsmith.[3][4]
Early political career
Meighen was first elected to the House of Commons of Canada in 1908, at the age of 34,[5] defeating incumbent John Crawford when he captured the Manitoba riding of Portage la Prairie. In 1911, Meighen won re-election, this time as a member of the new governing party. He won election again in 1913, after being appointed as Solicitor General.
Meighen's fiery, sarcastic, and partisan speeches gained him a following on the Conservative party backbench, who saw him as logical, informed, and principled. He gained a following among those in the party who felt Borden's government was aimless.
Meighen during his early years as a cabinet minister.
Meighen served as Solicitor General from June 26, 1913 until August 25, 1917, when he was appointed Minister of Mines and Secretary of State for Canada. In 1917, he was mainly responsible for implementing mandatory military service as a result of the Conscription Crisis of 1917. Noteworthy was the government's decision to give votes to conscription supporters (soldiers and their families), while denying that right to potential opponents of conscription such as immigrants.[6] Meighen's portfolios were again shifted on October 12, 1917, this time to the positions of Minister of the Interior and Superintendent of Indian Affairs.
He was re-elected in the December 1917 federal election, in which Borden's Unionist (wartime coalition) government defeated the opposition Laurier Liberals over the conscription issue.
As Minister of the Interior, Meighen steered through Parliament the largest piece of legislation ever enacted in the British Empire: The consolidation of a number of bankrupt and insolvent railways into the Canadian National Railway Company, which continues today.
In 1919, as acting Minister of Justice and senior Manitoban in the government of Sir Robert Borden, Meighen helped to subdue the Winnipeg General Strike. Shortly after the strike ended, he enacted the Section 98 amendments to the Criminal Code to ban association with organizations deemed seditious.[1][7] Though Meighen has often been credited by historians with instigating the prosecution of the Winnipeg strike leaders, in fact he rejected demands from the Citizens' Committee that Ottawa step in when the provincial government of Manitoba refused to prosecute. It took the return to Ottawa in late July 1919 of Charles Doherty, Minister of Justice, for the Citizens' Committee to get federal money to carry forward their campaign against labour.[1]
Meighen was re-appointed Minister of Mines on the last day of 1920.
Prime Minister, 1920–1921
Meighen became leader of the Conservative and the Unionist Party, and Prime Minister on July 10, 1920, when Borden resigned and William Thomas White declined the Governor General's invitation to be appointed Prime Minister. During this first term, he was Prime Minister for about a year and a half.
Meighen fought the 1921 election under the banner of the National Liberal and Conservative Party in an attempt to keep the allegiance of Liberals who had supported the wartime Unionist government. However, his actions in implementing conscription hurt his party's already-weak support in Quebec, while the Winnipeg General Strike and farm tariffs made him unpopular among labour and farmers alike. The party was defeated by the Liberals, led by William Lyon Mackenzie King. Meighen was personally defeated in Portage la Prairie, with his party nationally falling to third place behind the newly formed Progressive Party.
Opposition, 1921–1926
Meighen continued to lead the Conservative Party (which reverted to its traditional name), and was returned to Parliament in 1922, after winning a by-election in the eastern Ontario riding of Grenville.
Despite his party finishing in third place, Meighen became Leader of the Opposition after the Progressives declined the opportunity to become the Official Opposition. Unlike the situation with Laurier and Borden, who had a generally respectful personal relationship despite their clear ideological differences, there existed between Meighen and King a very deep personal distrust and animosity. Meighen looked down upon King, whom he called "Rex" (King's old University nickname), and considered him unprincipled. King viewed Meighen as an unreconstructed High Tory who would destroy the nation's social peace after the traumatic domestic events of World War I. The bitter and unrelenting rivalry between the two party leaders was probably the nastiest in the history of Canadian politics.[2]
Meighen's term as opposition leader was most marked by his response to the crisis at Chanak, in which British Colonial Secretary Winston Churchill, then serving in the cabinet of David Lloyd George, leaked to the press that the Dominions might be called upon to help British forces in the Chanak, Turkey. With Parliament not in session, King refused to commit the country to military action without Parliamentary approval, and announced that the matter was not important enough to recall Parliament. Meighen strongly condemned King's statement, and quoted Laurier's remark made on an earlier occasion: "When Britain's message came, then Canada should have said, 'Ready, aye ready, we stand by you.'" The crisis subsided within days before any formal request for Canadian help could be made, and Lloyd George's government was a casualty of the whole affair.[8] Meighen was left with a reputation as being blindly in favour of Britain's interests.[according to whom?]
The Liberal government of Mackenzie King was soon beset with scandal. While the uneven performance of the government and disorganization of the Progressive movement created some opportunity for the Conservatives, Meighen generally refused to change from his general philosophy of restoring the pre-war social order and returning to National Policy level tariffs. His strategy in Quebec consisted of granting Esioff-Léon Patenaude general autonomy to run a full campaign without any interference from Conservative headquarters.
Meighen and the Tories won a plurality of seats in the inconclusive election of 1925. King, as the already sitting Prime Minister, opted to retain confidence in the house through an informal alliance with the Progressives. Meighen denounced King as holding onto office like a "lobster with lockjaw."
Prime Minister, 1926
After a scandal was revealed in the Customs Department, King was on the verge of losing a vote in the Commons on a motion censuring the government. King, before the vote, asked the Governor General, Lord Byng, to dissolve parliament and call an election.
Byng, believing that the request was inappropriate considering the length of time since the election, Meighen's larger seat count, and King's uncertain control of confidence of the chamber, used his reserve power to refuse the request. King duly resigned as prime minister. Meighen, having secured a measure of support from the opposition Progressives, was invited by Byng to form a government, which Meighen accepted.
Because of the possibility of losing a vote in the Commons, Meighen advised Byng to appoint the ministers of the Crown in an "acting" capacity only, to avoid triggering the automatic by-elections Ministers faced when accepting their appointments at the time. King used the technique to mock the government and further his accusation that Meighen had acted irresponsibly by accepting Byng's appointment, attracting Progressive support to take down the fledgling government. The government lost a motion regarding the "acting" Ministers by one vote three days after Meighen's appointment. With no other parliamentary leader to call upon, Byng called the 1926 Canadian federal election.
Byng's actions became known as the "King-Byng Affair." Debate continues today about whether King was attacking the Governor General's constitutional prerogative to refuse an election request by a prime minister, or whether Byng had intruded into Canadian Parliamentary affairs as an unelected figurehead, in violation of the principle of responsible government and the longstanding tradition of non-interference.[9]
While Meighen's appointment as Prime Minister gave the Conservatives control of the country's electoral machinery, the Conservatives' weakness in Quebec and the West continued, and Meighen faced rousing attacks from Mackenzie King and the Liberals for accepting Byng's appointment. Although the Conservatives won the popular vote, they were swept from office as the Liberals won a clear plurality of seats and were able to form a stable minority government with the support of the Progressives. Meighen himself was again defeated in Portage la Prairie. His second term lasted three months.
Meighen announced his resignation as Conservative Party leader shortly thereafter, though during his speech at the subsequent leadership convention it became clear he was attempting to rouse the floor to gain a new term. Rejected, he moved to Toronto to practice law.
Senate appointment
Meighen was appointed to the Senate in 1932 on the recommendation of Conservative Prime Minister R. B. Bennett. He served as Leader of the Government in the Senate and Minister without Portfolio from 3 February 1932 to 22 October 1935. He served as Leader of the Opposition in the Senate from 1935 until he resigned from the upper house in January 1942.
Second Conservative leadership
In late 1941, Meighen was prevailed upon by a unanimous vote in a national conference of the party to become leader of the Conservative Party for the duration of the war. He accepted the party leadership on 13 November 1941, foregoing a leadership convention, and campaigned in favour of overseas conscription, a measure which his predecessor, Robert Manion, had opposed. As leader, Meighen continued to champion a National Government including all parties, which the party had advocated in the 1940 federal election.
Meighen, lacking a Commons seat, resigned from the Senate on 16 January 1942, and campaigned in a by-election for the Toronto riding of York South. His candidacy received the improbable support of the Liberal Premier of Ontario Mitchell Hepburn; this act effectively hastened the end of Hepburn's Liberal Premiership, and did not in any case grant Meighen durable electoral support. The Liberals did not run a candidate in the riding due to a prevailing convention of allowing the Opposition leader a seat. Still harbouring a deep hatred for the Conservative leader and thinking that the return to the Commons of the ardently conscriptionist Meighen would further inflame the smouldering conscription issue, King arranged for campaign resources to be sent to the Co-operative Commonwealth Federation's Joseph Noseworthy. Federal Liberal support and rising CCF fortunes ensured that Meighen was defeated in the 9 February 1942 vote.
With its leader excluded from the Commons, the Conservative Party was further weakened. Meighen continued to campaign for immediate conscription as part of a "total war" effort through the spring and summer, but did not again seek a seat in the House of Commons. In September, Meighen called for a national party convention to "broaden out" the party's appeal. It remained unclear whether Meighen sought to have his leadership confirmed or to have his successor chosen. As the convention neared, news sources reported that Meighen had approached Manitoba's Liberal-Progressive Premier John Bracken about seeking the leadership, and that the convention would adopt a platform that would move the party toward acceptance of the welfare state. Meighen announced in his keynote address to the party on 9 December 1942 that he was not a candidate for the leadership and the party subsequently chose Bracken as leader, and renamed itself the Progressive Conservative Party of Canada.
Retirement and death
Following his second political retirement, Meighen returned to the practice of law in Toronto. He died from heart failure in Toronto, aged 86, on August 5, 1960, and was buried in St. Marys Cemetery, St. Marys, Ontario, near his birthplace.[10] He had the second longest retirement of any Canadian Prime Minister, at 33 years, 315 days, Joe Clark surpassed him on January 12, 2014.
This list is incomplete; you can help by adding missing items. (May 2018)
Ontario 1921 University of Toronto Doctor of Laws (LL.D) [11]
Manitoba 1932 University of Manitoba Doctor of Laws (LL.D) [12]
The Post Office Department issued a memorial stamp featuring Meighen on 19 April 1961.[13] In the same year, Meighen was designated a National Historic Person by the Historic Sites and Monuments Board.[14] Landmarks named after Meighen include:
École Arthur Meighen School, in Portage la Prairie, Manitoba.
Arthur Meighen Public School in St. Marys, Ontario. This was Meighen's former high school, reopened as North Ward Public School in 1962 and renamed in his honour in 1984. The school closed permanently in 2010.[15]
Mount Arthur Meighen 52°48′12″N 119°33′12″W / 52.80333°N 119.55333°W / 52.80333; -119.55333 (Mount Arthur Meighen), a 3205 m (10515 ft) peak located in the Premier Range of the Cariboo Mountains in the east-central interior of British Columbia. The mountain is south of the head of the McClennan River and immediately west of the town of Valemount.
Meighen Island in northwestern Nunavut
The Arthur Meighen Library at Toronto's Albany Club.
The Arthur Meighen Gardens, a landscape feature at the entrance to the Festival Theatre in Stratford, Ontario.
The Arthur Meighen Building, 25 St. Clair Ave. East, Toronto, Ontario. Government of Canada Building built in 1950s.
Larry A. Glassford, a professor of education at the University of Windsor, concluded, "On any list of Canadian prime ministers ranked according to their achievements while in office, Arthur Meighen would not place very high."[1]
Meighen ranks as #14 out of the 20 Prime Ministers through Jean Chrétien, in the survey of Canadian historians included in Prime Ministers: Ranking Canada's Leaders by J.L. Granatstein and Norman Hillmer.
1908 Canadian federal election: Portage la Prairie
Conservative MEIGHEN, Arthur 3,144
Liberal CRAWFORD, John 2,894
Liberal PATERSON, Robert 2,592
Canadian federal by-election, 19 July 1913: Portage la Prairie
Conservative MEIGHEN, Hon. Arthur acclaimed
On Mr. Meighen being appointed Solicitor General, 26 June 1913
Government (Unionist) MEIGHEN, Hon. Arthur 4,611
Opposition (Laurier Liberals) SHIRTLIFF, Frederick 976
Progressive LEADER, Harry 4,314
Conservative MEIGHEN, Right Hon. Arthur 4,137
Independent BANNERMAN, Alexander Melville 139
Canadian federal by-election, 26 January 1922: Grenville
Progressive PATTERSON, Arthur Kidd 2,820
Conservative MEIGHEN, Rt. Hon. Arthur 5,817
Liberal MCPHERSON, Ewen Alexander 6,394
Canadian federal by-election, 9 February 1942: York South
Co-operative Commonwealth NOSEWORTHY, Joseph W. 16,408
Conservative MEIGHEN, Right Hon. Arthur 11,952
Canada portal
List of Canadian Prime Ministers
Mitchell Hepburn#Supports Meighen in by-election
^ a b c d e f Glassford, Larry A. (2016). "Meighen, Arthur". In Cook, Ramsay; Bélanger, Réal (eds.). Dictionary of Canadian Biography. XVIII (1951–1960) (online ed.). University of Toronto Press. Retrieved December 19, 2021.
^ a b The Incredible Canadian, by Bruce Hutchison, Toronto 1952, Longmans Canada
^ "W. R. Sexsmith, Portage M.L.A., Dies At 58". Winnipeg Tribune. Winnipeg, Manitoba. August 23, 1943. p. 11.
^ "More About Sexsmith (Continued from Page One)". Winnipeg Free Press. Winnipeg, Manitoba. August 23, 1943. p. 7.
^ Arthur Meighen, Roger Graham, The Canadian Historical Association, Historical Booklet No.16, Ottawa, 1968, p.3
^ Creighton 1970
^ Creighton 1970, p. 160
^ Robert Macgregor Dawson, William Lyon Mackenzie King: 1874–1923 (1958) pp 401–16
^ J. E. Esberey, "Personality and Politics: A New Look at the King–Byng Dispute," Canadian Journal of Political Science 1973 6(1): 37–55 in JSTOR
^ "Historic Sites and Monuments Board of Canada – Former Prime Ministers and Their Grave Sites – The Right Honourable Arthur Meighen". Parks Canada. Government of Canada. 20 December 2010. Archived from the original on 8 February 2013. Retrieved 27 February 2014.
^ "University of Toronto Honorary Degree Recipients 1850 - 2016" (PDF). University of Toronto. p. 5. Retrieved March 21, 2021.
^ "Honorary Degree recipients | Governance | University of Manitoba".
^ National Postal Archives Database Archived 29 July 2017 at the Wayback Machine, Library and Archives Canada, with details from a news release of 1961
^ Rt. Hon. Arthur Meighen National Historic Person, Directory of Federal Heritage Designations, Parks Canada, 2012
^ Marshall, Rita (October 12, 2011). "Board puts former Mitchell Public School on auction block". Mitchell Advocate. Mitchell, Ontario. Archived from the original on December 19, 2014. Retrieved November 28, 2014. Mitchell Public was closed in June of 2010.
Further information: List of books about Prime Ministers of Canada
Brown, R. C. and Ramsay Cook. Canada, 1896–1921: a nation transformed (Toronto, 1974)
Creighton, Donald (1970). Canada's First Century. MacMillan of Canada.
Graham, Roger (1960–1965). Arthur Meighen: a biography, 3 volumes. Clarke, Irwin. ; the standard scholarly biography
Graham, Roger. "Some political ideas of Arthur Meighen," in The political ideas of the prime ministers of Canada, ed. Marcel Hamelin (Ottawa, 1969), 107–20.
Granatstein, J.L. and Hillmer, Norman. Prime Ministers: Ranking Canada's Leaders. HarperCollinsPublishersLtd., 1999. P. 75-82. ISBN 0-00-200027-X.
Thompson, J. H. and Allen Seager. Canada, 1922–1939: decades of discord (Toronto, 1985);
Meighen, Arthur. Unrevised and Unrepented II: Debating Speeches and Others by the Right Honourable Arthur Meighen (McGill-Queen's University Press, 2011), Edited by Arthur Milnes.
Meighen, Arthur. Unrevised and Unrepented: Debating Speeches and Others by the Right Honourable Arthur Meighen (1949)
Oversea Addresses, June – July 1921 by Arthur Meighen at archive.org
Arthur Meighen fonds at Library and Archives Canada
"Arthur Meighen". Find a Grave. Retrieved August 10, 2010.
Arthur Meighen – Parliament of Canada biography
CBC archives: Radio Clip of Arthur Meighen's obituary
Picture St. Marys
Libraries and Archives Canada: Arthur Meighen Biography
Political offices Preceded byVacant Solicitor General of Canada 1913–1917 Succeeded byHugh Guthrie Preceded byAlbert Sévigny Secretary of State for Canada 1917 Succeeded byMartin Burrell Preceded byEsioff-Léon Patenaude Minister of Mines 1917 Preceded byWilliam James Roche Superintendent-General of Indian Affairs 1917–1920 Succeeded byJames Alexander Lougheed Minister of the Interior 1917–1920 Preceded byMartin Burrell Minister of Mines 1919–1920 Preceded byRobert Borden Prime Minister of Canada 1920–1921 Succeeded byMackenzie King Secretary of State for External Affairs 1920–1921 Preceded byMackenzie King Prime Minister of Canada 1926 Secretary of State for External Affairs 1926 President of the Queen's Privy Council for Canada 1926 Preceded byWellington Willoughby Leader of the Government in the Senate of Canada 1932–1935 Succeeded byRaoul Dandurand Preceded byRaoul Dandurand Leader of the Opposition in the Senate of Canada 1935–1942 Succeeded byCharles Ballantyne Parliament of Canada Preceded byJohn Crawford MP for Portage la Prairie, MB 1908–1921 Succeeded byHarry Leader Preceded byAzra Casselman MP for Grenville, ON 1922–1925 Constituency abolished Preceded byHarry Leader MP for Portage la Prairie, MB 1925–1926 Succeeded byEwan McPherson Preceded byGeorge Foster Senator for Ontario 1932–1942 Succeeded byJohn Bench Party political offices Preceded byRobert Borden Leader of the Conservative Party 1920–1926 Succeeded byHugh Guthrie Preceded byRichard Hanson Leader of the Conservative Party 1941–1942 Succeeded byJohn Bracken Progressive Conservative
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redpajama_set_name: RedPajamaCommonCrawl


The Indians rallied to take the final two sets for the win.
BROADWAY - Neither Fort nor Broadway wanted to concede their volleyball match on Thursday, battling a full five sets. Broadway jumped to an early two set lead 25-21 and 25-21, but then Fort turned the match around with a pivotal 25-23 third set win. Fort kept that momentum going finishing Broadway 26-24 and 15-9 to close out the match.
Joy Adler led the way for Fort with 12 kills, 15 digs, six blocks and three aces. Madi Kimmel had a team-high 33 assists to go with five aces and three kills. Erin Henderson had seven kills, five aces, and 15 digs.
In some great defensive play, Jayden Beasley had 12 kills and 2 blocks. Gabbie Jarvis had four blocks and Cheyenne Canipe had 22 digs.
Tori Cleveland rounded out the teams effort with five kills, two blocks, and 16 digs.
Fort's JV squad had a much easier time, winning in straight sets 25-15 and 25-12.
With the win, Fort moves to 8-9 and hosts Lee on Tuesday. Broadway falls to 8-11 on the year.


text:
She's Not There Zombies Download 'She's Not There' on iTunes
Gerry and the Pacemakers singer Gerry Marsden has died, aged 78
Gerry Marsden in the 1960s. Picture: Getty
Singer Gerry Marsden has passed away at the age of 78, it has been confirmed.
Broadcaster Pete Price confirmed that Gerry Marsden, the lead singer of Gerry and the Pacemakers, had died after battling a heart infection.
"It's with a very heavy heart after speaking to the family that I have to tell you the Legendary Gerry Marsden MBE after a short illness which was an infection in his heart has sadly passed away," he wrote.
"Sending all the love in the world to Pauline and his family. You'll Never Walk Alone."
Gerry and the Pacemakers became one of the most successful beat groups of the early 1960s, and became the first artist to score number one hits with their first three singles.
They are best known for their iconic version of 'You'll Never Walk Alone', which went on to become the signature song by the band's local football club Liverepool FC.
Other hits included 'I Like It', 'How Do You Do It' and 'Ferry Cross the Mersey'.
Gerry was married to partner Pauline Marsden since 1965, and they two daughters together, Yvette and Victoria.
The singer had undergone a triple bypass heart surgery in 2003, before having a second heart operation in 2016. He eventually had a pacemaker of his own fitted, which he joked wasn't "funny" due to the band's name.
Gerry helped raise over £35m for charity during his career, including the charity records with other artists following the Bradford City stadium fire in 1985 and the Hillsborough disaster in 1989.
In 2009, he was given the Freedom of the City of Liverpool for his charitable efforts for the city, and for his contribution to Liverpudlian culture.


Belleville High School's class bell rang for the last time in 2013, after 82 years of service, most recently as a middle school. Built in 1931, the school was constructed in the Collegiate Gothic style, with variegated red brick and ashlar limestone foundations and detailing. Purchased in 2013 by Pioneer Group, the school has been converted into low income apartments. On the exterior of the building, the stairwell windows that had been infilled were recreated, allowing more natural light into the interior. Previously installed, non-historic classroom windows remain, and the historic auditorium windows were repaired and painted with the addition of new storm windows. Necessary masonry and downspout repairs were also performed. On the interior, the apartment units were created within existing classroom and office spaces wherever possible. Some remaining spiral stairs, vaults, trophy cases, fire extinguisher cabinets, time clocks, chalkboards, and tackboards were preserved and incorporated into the apartments. Three living units were provided within the original auditorium space, one on the stage behind the curtain, and two above and below the balcony, allowing the preservation of the three hundred original seats and the front of the stage. No work was performed in the gymnasium, as Pioneer Group made a commitment to the community to maintain the space for community use. The Belleville High School, now known as Buffalo Apartments, continues to serve the community, providing much needed housing options in a rural setting.
Federal historic preservation tax credits were utilized to fund this rehabilitation.
The project team included: Pioneer Group; Architect One, Inc.; LSA Engineers; Woltkamp Construction; and Spencer Preservation.


text:
12 Cost Management Milestones for Oil and Gas CIOs During COVID-19 Response, Recovery and Renewal
Analyst(s): Rich McAvey , Simon Cushing
Cost management is once again a top priority for oil and gas CIOs, but it is more nuanced, as IT must compete with other urgent priorities during COVID-19 and help business units respond to market disruptions. CIOs should use these 12 milestones to correctly align with business priorities.
Demand destruction sparked by the COVID-19 pandemic has created intense financial pressure across the industry. However, the dynamics of this crunch are different, as IT has multiple urgent mandates (such as pandemic response) that conflict with simple cost reduction steps.
Some companies will be pushed toward bankruptcy and pursue extreme cost reductions that make routine IT operations nonsustainable or noncompliant with policies. Other companies will be opportunistic and look to acquire assets or selectively accelerate digital programs at bargain prices. Most companies will be somewhere in the middle, presenting CIOs with a complex mix of inconsistent cost optimization objectives.
Over the last several years, most CIOs have earned significant trust among their business partners by establishing lean IT operations and carefully balancing IT spend among competing priorities. Now, this trust is in jeopardy, as many CIOs are suddenly forced to make significant cuts quickly, each involving a painful trade-off decision that impacts business units differently.
CIOs involved in oil and gas digital transformation and innovation should:
Maintain efficient control of diverse cost optimization activities while responding to individual business unit priorities by mapping objectives into a shared framework. Use the framework to consolidate synergies among business units and make outliers transparent.
Maintain business confidence that IT will continue to balance aggressive, yet fair, cost reductions among all business units by identifying management gaps in current capabilities and investing in tools, processes and relationships to close the gaps.
Prepare for the worst by developing a game plan for cutting IT resources below sustainable levels before it is required. If such extreme cuts are needed, take them in an ethical manner by communicating the plan, identifying the inevitable operational breakdowns and estimating the future cost of restoring sustainable operations.
In 2020, oil and gas companies were hit with a series of disruptive shocks. First, the COVID-19 pandemic disrupted their operating model, requiring a near-instantaneous shift from office-based to home-based work. Then, as COVID-19 impacted the population at large, demand for oil products dropped roughly 30%, disrupting hydrocarbon supply chains and reducing cash flows.
Initially, OPEC+ producers responded to demand decreases by increasing production rates, sending oil and gas prices to unsustainably low levels. Eventually, they made historically heroic cuts to production, but they were not enough to offset demand destruction. By April, it became apparent that global hydrocarbon stocks were getting close to filling all available storage (see Figure 1). The harsh reality of imminent production shut-ins and refinery shutdowns sent prices to negative levels for the first time.
Financial pressure flowing from this series of shocks was intense. All companies were impacted, but not in the same way. The pressure pushed some companies to the brink of bankruptcy, demanding extreme cost cuts from their CIOS. Other companies, for a variety of reasons, were positioned to weather the storm, and their CIOs were challenged to accelerate portions of their digital transformation plans (while trimming costs in other areas). Most companies temporarily set aside long-term plans and focused on responding to their immediate challenges.
Cost optimization has once again become a top priority for oil and gas CIOs. However, the situation is more complex than prior industry downturns in the following ways:
CIOs earned well-deserved trust for tightly managing IT costs since the 2014 market collapse.
IT cost reduction opportunities are too small to improve the overall enterprise situation.
Discretionary projects are being scaled back, but most were tied to critically important business priorities.
Some companies are fighting for survival; others are accelerating business transformation.
IT is in the midst of its own transformation to hybrid cloud platforms, IT products and other new practices. These transformations are not easily deferred.
As companies move past their initial reactions to the disruptions of 2020, CIOs must intensify their efforts to establish cost optimization as an ongoing discipline (see ). However, the situation is complex. It is not enough for CIOs to take action against a generic list of cost management best practices. As shown in Figure 2, a more-nuanced approach is required.
Since business leaders are critically dependent on digital technology for their own cost optimization efforts, CIOs must meet each business leader where they are and guide them onto a shared cost optimization trail. Many difficult decisions must be made, most involving unclear trade-off decisions that pit one business unit against another. Nine of the 12 milestones address this challenge. CIOs must also take steps to protect and strengthen the trust they have built as these decisions are made. Two of the 12 milestones address this challenge. In addition, some CIOs will be forced to make near-term cuts that damage their sustainability. These mandated cuts will break some corporate policies and result in additional disruptions from avoidable operational/security incidents. The final milestone addresses this issue.
In a commodity-based industry like oil and gas, cost optimization has been among the list of top business priorities for many decades. Most CIOs have provided strong leadership, periodically refreshed their best practices and developed broader governance to establish a strong state of IT cost optimization. However, changing business conditions (such as the current pandemic), stubborn cultural realities (such as independent organizational silos) and technology advances (such as IT process automation) always result in some degree of suboptimization. As shown in Figure 3, CIOs need a continuous cycle of examination and adjustment to achieve and sustain an appropriate state of cost optimization for their organization during volatile market fluctuations. In today's market, this work is particularly challenging, because there are multiple objectives and many trade-off decisions are required.For example, the need to enable working from home due to COVID-19 may increase IT short-term costs during the reactionary phase to the pandemic. However, it might open future business cost optimization opportunities that reduce commercial real estate costs in the following months/years.
By focusing on the following nine milestones, CIOs can align similar workstreams and better allocate IT resources.
These are actions taken as part of the immediate response to the 2020 disruptions. As business priorities change, discretionary work is reduced, and CIOs can take rapid steps to rebalance IT resources:
Defer or eliminate: Engage business leaders and work with them to reduce the near-term demand for IT resources associated with discretionary projects. Also, presume all IT-sponsored discretionary work, such as an ERP upgrade, can be deferred until 2021. Unless the project is essential for enterprise business priorities, suspend 2020 work.
Rationalize: Use the change in mindset sparked by the crisis to push through the rationalization of nonstandard applications, hardware or IT services demanded by leaders in change-resistant organizational silos. Also, reexamine volume-based IT cost drivers, such as software licenses, and reduce them to balance with the lower level of discretionary work. Focus on areas where business slides have sustained overcustomization of business technologies, such as geoscience data management, asset management analytics, inventory reporting systems, marketing/customer management and environmental, health and safety solutions.
Renegotiate: Leverage current market conditions to reduce spend with third parties. For nonstrategic vendors, work with procurement to adopt aggressive negotiating postures that push all legal options in contracts to the limit. Cancel contracts to force negotiations where you have a tactical advantage. For strategic partners, especially ones with multiyear agreements, look for ways to shift spend into 2021. True partners will offer (reluctantly) to provide additional work — especially if it displaces a competitor — or alternative payment terms.
Beyond brute cost cutting, implement steps to structurally reduce IT spend in the near term.
Simplify: Incremental changes over years inevitably introduce suboptimal work processes, such as creating spreadsheets that consume IT resources to generate reports, transform data or connect vendor-based processes. Reexamine all processes and streamline; eliminate anything that consumes resources for low-value outcomes.
Standardize: Vendor products and services change over time. Look for opportunities where current offerings overlap to eliminate a vendor and standardize policies, technical standards and workflows. Eliminate all nonessential customization. Historic efforts to expand standardization have often been hindered more by internal business requirements than by vendors. Current business conditions shift priorities in favor of CIOs.
Automate: Take advantage of technologies, such as robotic process automation, to automate work and eliminate IT resource consumption for repetitive work. Look beyond work performed directly by IT personnel. Call all IT service vendors to reveal how they are using automation to reduce the cost of service. Combine with "renegotiate" to capture higher portions of the value that automation delivers for the work it performs.
CIOs can do more for enterprise cost optimization by expanding the use of data and digital technologies to drive value through efficiencies in business operations (see "Use Digital Factories to Drive Deep Optimization Across the Enterprise"):
Align and plan: Most oil and gas companies have spent the last two years developing sophisticated digital roadmaps. These programs identified critical business objectives, such as delivery of significant profit improvement results by 2022 through 2025, that are not easily abandoned. Yet, current business conditions are likely to require rapid de-escalation of these programs. IT can provide value by realigning their goals alongside those of the business leaders and resetting implementation plans that minimize the loss of near-term value creation.
Measure and adapt: The pace at which business transformation plans are changing makes it challenging for enterprise leaders to track the impact on near-term business outcomes and risks.CIOs, especially those who have earned the confidence of business leaders since the last market downturn, can add value by leveraging their position as the largest implementers of digital transformation across the enterprise to track and make transparent real-time changes.
Most business leaders do not have a solid understanding of IT cost drivers or the practical implications of managing them. Nor do they want to develop such knowledge. That said, cost optimization under current conditions requires many trade-off decisions to be made rapidly — too rapidly for normal hierarchical processes, such as quarterly financial planning, to effectively govern.
Hence, it is critical for CIOs to have the confidence of their peers that they are acting fairly and are basing decisions on objective facts aligned with enterprise priorities. Trust may be tested in 2020, because additional actions that are best for the enterprise might increase IT spend in the near term (see Figure 4). For example, IT will be required to spend additional money during the recovery from COVID-19 to create pandemic-resistant work environments in remote locations, such as offshore rigs or refinery control rooms.
As shown in Figure 4, CIOs can keep trust from eroding and perhaps even position IT to deliver greater value in rapidly responding to market volatility by focusing on two milestones:
Participative governance:Oil and gas CIOs accept that governance over IT spend, including items that are IT-specific, such as cybersecurity, should not be managed solely by IT. However, traditional governance methods, such as showback/chargeback reporting and committee-based decision making, are fraught with practical and political challenges. All traditional approaches are overly complex, poorly understood, too slow and overly resource-intensive for today's business environment. They do little to make appropriate decisions in a timely manner, and naturally provoke critical responses when unexpected results become manifest (see ). As financial transparency improves, CIOs should shift to more collaborative forms of IT governance, such as IT products (where consumers of a service bear its costs directly).
When their companies are hit extraordinarily hard, business leaders may be forced to take extreme actions to preserve cash flow. CIOs are no exception. The impact of COVID-19 disruptions is pushing some oil and gas companies to the brink of ruin. Some bankruptcies have already happened in 2020, although it is not yet clear if the level of stress will rise to that of 2015/2016, when roughly 100 oil and gas companies went bankrupt.
CIOs in companies experiencing financial duress must face the unavoidable reality that IT spend must be slashed below sustainable levels, regardless of future consequences. They realize that such cuts will degrade IT service quality, introduce new business risks and make IT inadequately responsive to external threats. In short, IT will violate policies (enterprise and IT) and may expose the company to external legal actions. As illustrated in Figure 5, when pushed into this corner, CIOs must address the twelfth milestone — one that falls outside sustainable cost management and is warranted only under emergency conditions.
Regardless of the cause, unconventional IT cost reductions will only provide temporary relief, will break business sustainability by opening pathways to near-term business disruptions and will create the need for future spend to restore normal operations. Unfortunately, business leaders demanding such cuts likely have an inadequate understanding of the immediate or long-term consequences. Accordingly, it is incumbent on CIOs to act ethically, even as they take steps to break business sustainability.
Situations that require such severe cost reductions are rare, but they do already exist at some oil and gas companies. Consequently, this path is not well-traveled, and there is little best-practice guidance available for CIOs who are forced to act under these conditions (see). Ideally, unconventional cost reductions should be implemented in a progressive manner, beginning with the actions that maximize benefits and minimize negative consequences. However, due to the nature of the emergency conditions that are forcing the adoption of unconventional methods, there will likely be inadequate information available to support a methodical approach.
Preparation is the key for unconventional IT cost reduction. It is possible that a strong effort of preparing may, in itself, be sufficient to avoid the need to act. Most business leaders are risk-averse, and during periods of financial distress, they will try to minimize the number of risks that must be managed. It is possible that, if they clearly understand the risks and harm associated with unconventional methods, they may elect to seek savings elsewhere. This possibility is enhanced as opportunities for more significant business optimizations are becoming more prevalent by leveraging digital technologies to redefine legacy workflows across the enterprise.
Gartner Recommended Reading
"Use Digital Factories to Drive Deep Optimization Across the Enterprise"
"Smarter Spending: Invest in Business Outcomes"


It has come to our attention at the Palestinian Campaign for the Academic and Cultural Boycott of Israel (PACBI) that you will be giving a public lecture at the Minerva Humanities Center at Tel Aviv University on 25 January 2012. If our information is correct, then we urge you in the strongest terms to cancel your visit to an institution that is complicit in maintaining a regime of occupation, colonialism and apartheid [i]. Tel Aviv University in particular is a full partner in maintaining the military and security infrastructure of the Israeli state, as outlined in two recent reports [ii].
As a prominent global scholar, you are certainly aware that Israel has flouted international law for several decades. Since the hegemonic world powers are actively complicit in enabling and perpetuating Israel's colonial and oppressive policies, we believe that the only avenue open to achieving justice and upholding international law is sustained work on the part of Palestinian and international civil society to put pressure on Israel and its complicit institutions to end this oppression.
In 2004, inspired by the triumphant cultural boycott of apartheid South Africa, and supported by key Palestinian unions and cultural groups, PACBI issued a call for the academic and cultural boycott of institutions involved in Israel's occupation and apartheid [iii]. We wish, in this appeal to you, to stress the importance of this Palestinian call; to underscore the rationale for the global boycott, divestment, and sanctions (BDS) movement against Israel, of which PACBI is a member; and to urge you to respect the Palestinian call for the academic and cultural boycott of Israel.
Your decision to speak at Tel Aviv University will violate the Palestinian call for boycott and will constitute a blunt rejection of the appeal from over 170 civil society organizations that comprise thePalestinian BDS movement.
Palestinians in the West Bank and Gaza Strip live under a brutal and unlawful military occupation. Israel restricts Palestinians' freedom of movement and of speech; blocks access to lands, health care, and education; imprisons Palestinian leaders and human rights activists without charge or trial; and inflicts, on a daily basis, humiliation and violence at the more than 600 military checkpoints and roadblocks strangling the West Bank. All the while, Israel continues to build its illegal wall on occupied Palestinian land and to support the ever-expanding network of illegal, Jewish-only settlements that divide the West Bank into Bantustans. The International Court of Justice in its historic 2004 advisory opinion concluded that Israel's wall and colonies built on occupied Palestinian land are illegal [vii].
In Gaza, Palestinians have been subjected to a criminal and immoral siege since 2006. As part of this siege, Israel has prevented not only various types of medicines, candles, musical instruments, crayons, clothing, shoes, blankets, pasta, tea, coffee and chocolate, but also books from reaching the 1.5 million Palestinians incarcerated in the world's largest open-air prison [viii].
Can you possibly speak at a university in such a state with a clear conscience?
It is incumbent on academics to develop such a nuanced understanding of academic freedom if we are to call for social justice and work alongside the oppressed in their struggles.
The Israeli academy is not the bastion of dissent and liberalism it is purported to be by those who seek to defend Israel, and, in doing so, attempt to delegitimize the call for academic boycott. The vast majority of the Israeli academic community is oblivious to the oppression of the Palestinian people--both inside Israel and in the occupied territory--and has never fought to oppose the practices and policies of their state. In fact, they duly serve in the reserve forces of the occupation army and as such are either perpetrators of or silent witnesses to the daily brutality of the occupation. They also do not hesitate to partner in their academic research with the security-military establishment that is the chief architect and executor of the occupation and other forms of oppression of the Palestinian people. A petition drafted by four Israeli academics merely calling on the Israeli government "to allow [Palestinian] students and lecturers free access to all the campuses in the [occupied] Territories, and to allow lecturers and students who hold foreign passports to teach and study without being threatened with withdrawal of residence visas," was endorsed by only 407 out of 9,000 Israeli academics – less than 5% of those who were invited to sign it [xi].
This is without mentioning academic collusion in the various institutional structures of oppression, such as support of the military, building universities on dispossessed Palestinian land, or practicing forms of discrimination against Palestinian students. All this and more, make Israeli academia deeply complicit in the practices and sustenance of occupation, colonialism and apartheid.
We, therefore, call upon you once again to cancel your lecture at Tel Aviv University.
[i] In its most recent session in Cape Town, South Africa, the Russell Tribunal on Palestine concluded that, "Israel's rule over the Palestinian people, wherever they reside, collectively amounts to a single integrated regime of apartheid," http://www.russelltribunalonpalestine.com/en/sessions/south-africa.
[ix] UN Committee on Economic, Social and Cultural Rights, "The Right to Education (Art.13)," December 8, 1999, http://www.unhchr.ch/tbs/doc.nsf/(Symbol)/ae1a0b126d068e868025683c003c8b3b?Opendocument.


The successful candidate will be responsible for leading a team of Case Managers ensuring oversight over their daily functions and daily checking and feedback on the quality of Case Manager completions.
The candidate will assist the NAM Operations Manager in the leadership function within the department.
Support the Operations Manager in leading a team of circa 25 people processing new client requests from ICG customers, who require KYC records to be completed.
Provide a point of contact for escalation cases as assigned by the Operations Manager and be a visible and active partner with internal business clients requiring attention to their population of new client requests.
Track and review aging of inventory of records, leveraging available MI to take actions to address delays or peaks and troughs in volumes.
Support senior case managers in population management.
Add additional focus to quality reviews ensuring all quality feedback is used, communicated and actions taken to reduce rework.
Partner with ICG business and industry leads ensuring a sense of urgency to deliver operational goal relating to KYC record processing.
Manage relationships with Relationship Management teams and Compliance for North America.
Work with Operations Manager to develop team members in line with versatility matrix & team needs.
Great opportunity to gain experience in People Management; Risk Management and Process Management, with a high degree of visibility within the unit and to the North America ICG business as key partners.
Ability to influence client satisfaction by driving and leading a team tasked with prompt completion of KYC records with low quality rejects.
University degree in Law, Business / Finance, Math, Economics.
Pro-active, flexible, have good organizational skills and must be team player.


text:
#include "ADIOS.h"

#include <algorithm> // std::transform
#include <fstream>
#include <ios> //std::ios_base::failure
#include <mutex>

#include "adios2/core/IO.h"
#include "adios2/helper/adiosCommDummy.h"
#include "adios2/helper/adiosFunctions.h" //InquireKey, BroadcastFile
#include "adios2/operator/OperatorFactory.h"
#include <adios2sys/SystemTools.hxx>

#include <adios2-perfstubs-interface.h>

// callbacks
#include "adios2/operator/callback/Signature1.h"
#include "adios2/operator/callback/Signature2.h"

namespace adios2
{
namespace core
{

std::mutex PerfStubsMutex;

ADIOS::ADIOS(const std::string configFile, helper::Comm comm,
             const std::string hostLanguage)
: m_HostLanguage(hostLanguage), m_Comm(std::move(comm)),
  m_ConfigFile(configFile)
{
#ifdef PERFSTUBS_USE_TIMERS
    {
        std::lock_guard<std::mutex> lck(PerfStubsMutex);
        static bool perfstubsInit(false);
        if (!perfstubsInit)
        {
            PERFSTUBS_INITIALIZE();
            perfstubsInit = true;
            atexit(ps_finalize_);
        }
    }
#endif
    if (!configFile.empty())
    {
        if (!adios2sys::SystemTools::FileExists(configFile))
        {
            helper::Throw<std::logic_error>("Core", "ADIOS", "ADIOS",
                                            "config file " + configFile +
                                                " not found");
        }
        if (helper::EndsWith(configFile, ".xml"))
        {
            XMLInit(configFile);
        }
        else if (helper::EndsWith(configFile, ".yaml") ||
                 helper::EndsWith(configFile, ".yml"))
        {
            YAMLInit(configFile);
        }
    }
}

ADIOS::ADIOS(const std::string configFile, const std::string hostLanguage)
: ADIOS(configFile, helper::CommDummy(), hostLanguage)
{
}

ADIOS::ADIOS(helper::Comm comm, const std::string hostLanguage)
: ADIOS("", std::move(comm), hostLanguage)
{
}

ADIOS::ADIOS(const std::string hostLanguage)
: ADIOS("", helper::CommDummy(), hostLanguage)
{
}

ADIOS::~ADIOS() = default;

IO &ADIOS::DeclareIO(const std::string name, const ArrayOrdering ArrayOrder)
{
    auto itIO = m_IOs.find(name);

    if (itIO != m_IOs.end())
    {
        IO &io = itIO->second;

        if (!io.IsDeclared()) // exists from config xml
        {
            io.SetDeclared();
            io.SetArrayOrder(ArrayOrder);
            return io;
        }
        else
        {
            helper::Throw<std::invalid_argument>(
                "Core", "ADIOS", "DeclareIO", "IO " + name + " declared twice");
        }
    }

    auto ioPair = m_IOs.emplace(
        std::piecewise_construct, std::forward_as_tuple(name),
        std::forward_as_tuple(*this, name, false, m_HostLanguage));
    IO &io = ioPair.first->second;
    io.SetDeclared();
    io.SetArrayOrder(ArrayOrder);
    return io;
}

IO &ADIOS::AtIO(const std::string name)
{
    auto itIO = m_IOs.find(name);

    if (itIO == m_IOs.end())
    {
        helper::Throw<std::invalid_argument>("Core", "ADIOS", "AtIO",
                                             "IO " + name +
                                                 " being used is not declared");
    }
    else
    {
        if (!itIO->second.IsDeclared())
        {
            helper::Throw<std::invalid_argument>(
                "Core", "ADIOS", "AtIO",
                "IO " + name + " being used is not declared");
        }
    }

    return itIO->second;
}

void ADIOS::FlushAll()
{
    for (auto &ioPair : m_IOs)
    {
        ioPair.second.FlushAll();
    }
}

void ADIOS::EnterComputationBlock() noexcept
{
    enteredComputationBlock = true;
    for (auto &ioPair : m_IOs)
    {
        ioPair.second.EnterComputationBlock();
    }
}

void ADIOS::ExitComputationBlock() noexcept
{
    if (enteredComputationBlock)
    {
        enteredComputationBlock = false;
        for (auto &ioPair : m_IOs)
        {
            ioPair.second.ExitComputationBlock();
        }
    }
}

std::pair<std::string, Params> &ADIOS::DefineOperator(const std::string &name,
                                                      const std::string type,
                                                      const Params &parameters)
{
    CheckOperator(name);
    MakeOperator(type, parameters);
    m_Operators[name] = {type, parameters};
    return m_Operators[name];
}

std::pair<std::string, Params> *
ADIOS::InquireOperator(const std::string &name) noexcept
{
    auto it = m_Operators.find(name);
    if (it == m_Operators.end())
    {
        return nullptr;
    }
    else
    {
        return &it->second;
    }
}

StructDefinition &ADIOS::DefineStruct(const std::string &name,
                                      const size_t size)
{
    if (m_StructDefinitions.find(name) != m_StructDefinitions.end())
    {
        helper::Throw<std::invalid_argument>("Core", "ADIOS", "CheckOperator",
                                             "Struct " + name +
                                                 " defined twice");
    }
    return m_StructDefinitions.emplace(name, StructDefinition(size))
        .first->second;
}

StructDefinition *ADIOS::InquireStruct(const std::string &name)
{
    auto it = m_StructDefinitions.find(name);
    if (it == m_StructDefinitions.end())
    {
        return nullptr;
    }
    else
    {
        return &it->second;
    }
}

bool ADIOS::RemoveIO(const std::string name)
{
    if (m_IOs.erase(name) == 1)
    {
        return true;
    }

    return false;
}

void ADIOS::RemoveAllIOs() noexcept { m_IOs.clear(); }

// PRIVATE FUNCTIONS
void ADIOS::CheckOperator(const std::string name) const
{
    if (m_Operators.count(name) == 1)
    {
        helper::Throw<std::invalid_argument>("Core", "ADIOS", "CheckOperator",
                                             "Operator " + name +
                                                 " defined twice");
    }
}

void ADIOS::XMLInit(const std::string &configFileXML)
{
    helper::ParseConfigXML(*this, configFileXML, m_IOs, m_Operators);
}

void ADIOS::YAMLInit(const std::string &configFileYAML)
{
    helper::ParseConfigYAML(*this, configFileYAML, m_IOs);
}

} // end namespace core
} // end namespace adios2

redpajama_set_name: RedPajamaGithub


When considering the At-Large times do they have to be run in the finals? What if someone ran that time in a qulifying heat? I know it probably wouldn't happen I was just curious.
The At-Large marks have to take place at the section finals. If you are not one of the automatic entries to the state meet, you can still qualify if you beat the at large mark in your event.
At the state meet, the At-Large marks are no longer in play. You qualify to the finals from the trials by place only.


text:
AVEDEV Excel Formula
Zaheer Formulas AVEDEV, Excel Formula
Excel Statistical Functions has been part of our daily computation process. These calculations can be used in computing the mean, median, and mode and other complex statistical calculations. Some of the functions may not be readily available in earlier versions of Excel.
One of the Statistical Functions in Excel is the AVEDEV function. This function allows you to calculate the average deviation of a given set of numerical values. The syntax of the AVEDEV function is AVEDEV(number1,number2,number3…). In the syntax, the argument number1,number2,number3… are numerical values or can also be source cell that contains numerical values, names, or arrays.
Moreover, the AVEDEV relies on the measurement of the given numerical data. The source argument that contains logical values, non-numeric values, or are empty it will not be included I the argument but those with 0 values are counted.
There is also limited number of arguments that you can enter into the syntax. For the Excel 2007 and Excel 2010 the maximum number of arguments is 255. for the Excel 2003 the maximum number of arguments is only 30.
Example, if you have a company and you want to know the average deviation of your sale for a certain number of years you can use the AVEDEV function. Input the values in the cells of an Excel spreadsheet indicating the date or month and year of the sales. For example, input the dates in cell A2-A14 and beside it, in cell B2-B14 are the amount of sales for the months in the given year. Do the same in cell C2-C14 for the second year and indicate the amounts in cell D2-D14. For the third year input the months in cell E2-E14 and the amounts in cell F2-F14.
After inputting the data, on cell H3 input the formula =AVEDEV(B3:B14, D2:D14, F2-F14) hit enter and the result will automatically show. To view the formula you can select the cell and on the Formula bar the formula will appear.
You can also add another argument in the function in a manner of numerical figures. For example, you want to add sales for the month of January and February, you can do this by simply inputting the numerical values as =AVEDEV(B3:B14, D2:D14, F2-F14, 12000, 1300). The value in H3 will automatically change.
There are also common errors that will occur during the usage of the AVEDEV function. The #DIV/0! error occurs when the values given in the function are in numerical form. Also, the #VALUE! error will occur if the given non-numerical values in the function cannot be interpreted as numeric values.
POISSON Excel Formula
VAR Excel Formula
FIND Excel Formula
Mode Excel Formula
TODAY Excel Formula
NETWORKDAYS Excel Formula
PRODUCT Excel Formula
BINOMDIST Excel Formula
DURATION Excel Formula
BIN2HEX Excel Formula


text:
Charter school enrollment growth
by David Safier
There's no question charter schools are growing in the U.S. The question is, how much, and where? According to the National Alliance of Charter Schools, charter school enrollment has increased 13% in the past year, and they're concentrated in big cities. According to the Arizona Charter Schools Association, this state has added 10,000 students to reach a 145,000 total.
The NAPCS report says 18% of Tucson students are attending charters. In Phoenix, it's 22%. In Arizona as a whole, the total is closer to 10-11%, which means charters have their greatest percentages in urban areas.
New Orleans tops the national list with 76% of its students in charters. For that, you can thank the Bush administration's maneuvering after Katrina that created an almost complete takeover of the New Orleans school system by charters.
These figures come from pro-charter sources so they may be inflated, but they're a reasonable depiction of charter school growth. The takeaway is that charter schools are here to stay and probably will continue to grow. Lots of conservative and "educational neo-liberal" money is flowing into the movement. People who are wary of charters can sit back and play "Ain't it awful," they can become part of the absolutist anti-charter movement, or they can work to make charters as good and as socioeconomically equitable as possible. I opt for the last choice.
Nov 14, 2012 9:36:05 AM | Charter Schools, David Safier, Education
Want to Leave the Union? Just Move... By Michael Bryan It seems a lot of folks are so upset by that black Muslim Communist winning a second term that they are ready to split... from the Union. People from more than 20 states have created petitions on...
"Strike Debt" a promising Occupy offshoot by David Safier This is a mind-bogglingly simple, creative idea. When debts look uncollectable, the lender will often sell them for pennies on the dollar. Usually they're bought up by companies that hound the debtors, hoping to get enough money...


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It's My Radioactive Cyst's Gender-Reveal Party, Y'all!
by Thomas Scott
Guys, Julie and I have big news! We were going to announce it on Facebook, but the government recently took over my account and deleted all the photos.
So remember that pesky marble-sized red bump that formed on my back after a scorpion bit me during my hike outside Los Alamos? Well, Julie and I were at first a little freaked out by the swelling and glowing, but we decided it was best to be super positive. We certainly needed that positivity when the cyst continued growing, first to the size of a baseball, then to the size of beach ball. Eventually we were directed to a great team of scientists who did a bunch of tests and have concluded—get this!—that the cyst will soon be a sentient being!
At first we were, like, "Whaaaat?" But then we remembered that we're thinking positively through this experience so now we are, like, "Yessssss!" And to keep that attitude going strong, we're having a gender reveal par-tay, y'all!
Here's how it'll go down: In two weeks I'll return to the government lab for another barrage of scans and incisional biopsies. At the end of this session, the scientists will do an ultrasound of my cyst, determine its sex (as best as they are able), write it on a slip of paper, and give it to my Aunt Sharon. She will then fill a piñata with either blue treats for a boy-cyst-abomination, or pink treats for a girl-cyst-abomination. I'm a little worried that I'm going to cry in front of everyone during the reveal! (I've been crying a lot. The pain is indescribable.)
Besides breaking the piñata, we'll also have other activities at the party, including:
Rub the Lump: See how long you can rub the veiny pulsing mass of expanding flesh on my back without dry heaving! It's harder than it sounds. Not the cyst itself—that is very soft and warm, or at least it was before the bones started forming inside it.
Find the Silver Lining: A handsome vintage chalkboard will be situated at the center of the party. On it everyone has to write a positive takeaway about this experience. Julie and I were trying to do this last night, and it's really hard! We're excited to see what you come up with!
Pray for Thomas: We're all going to gather around in a circle and pray to every major deity that I make it through this experience unharmed. This one isn't really a game, but we hope all will participate.
There will be Mason jars for you to contribute name suggestions. There will also be a Mason jar for donations to help pay for the mounting expenses. Every little bit helps; I've been out of work ever since the cyst became so big I could no longer put shirts over my torso.
We hope you'll mark your calendars and make plans to come. I'm going to be super busy in the following weeks. After the party is finished, government agents will strap me down on a plus-sized gurney and transport me back to the underground lab, where a team of surgeons will attempt to detach the cyst from my body. Julie and I were hoping to do the operation at our house in a bathtub with a midwife present, to make it a little more natural, but there just won't be enough room. Plus there's the risk that I'll bleed to death or be otherwise unable to survive after they remove the cyst. On the bright side, we're told that the President is being briefed daily on my developments, and during the surgery many high-ranking government officials will be monitoring it via live feed. How freaking cool is that, guys?
Please RSVP by the end of the week. Julie and I are looking forward to seeing you at the party. The cyst is looking forward to seeing you at the party, too. (Oh, yeah—I forgot to mention that in the past two weeks I've become telepathically bound to it. Or, I should say, him. Or her! Or us! For the love of god, please help me!)
Remarks I've Heard Myself Make While Teaching Power Yoga Classes
On the Trail of Mary Jane: The Modern Metropolitan Root Cellar
The Society of Pain
by Will O'Neill
A Patient Wakes Up from a Twenty-Hour Coma
by Sean Cusick


Arie Luyendyk, Jr. was dumped by Bachelorette Emily Maynard this spring on ABC, but the 30-year-old race car driver wasn't interested in getting a second shot at love as the network's next Bachelor.
"I passed on Bachelor this season, just to concentrate on racing," Luyendyk told Us Weekly at Thursday's Los Angeles Confidential Magazine Pre-Emmy party in West Hollywood. Intending to resume his career as a professional driver, the former reality TV contestant — whose rejection of the spinoff gave way for Roberto Martinez and Sean Lowe to be considered — credits his time on The Bachelorette with helping him refocus his priorities.
PHOTOS: Bachelor: Where are they now?
"I've moved on from the Bachelor franchise and I'm doing well. When I was in that environment, I gained a lot of clarity on what I wanted to do in life and for me it really made me just focus on my career when I got out," says Luyendyk. "That's my first love and I'm pursuing that right now."
That said, Maynard's ex — who placed second on the May finale to Maynard's new fiance Jef Holm — isn't shutting the door entirely on a future in television.
PHOTOS: Was Jef Holm the right guy for Emily Maynard?
"I'll never say never. You just never know what the future can hold," he told Us. "I'm open to everything as long as it doesn't conflict with racing. Hopefully I won't be off the TV set for too long."
Tell Us: Would Arie have made a good Bachelor?


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Impact Investing, August 20, 2018 August 20, 2018 , News, 0
Until recently, social impact practices were virtually of no fiscal importance to most companies. But over time, that fact has shifted as an understanding of the significance of social impact practices on a company's chances of success has grown. Although clear-cut metrics defining the value of social impact via ESG metrics are still being developed: "Social impact is no longer considered a 'soft' issue. Diversity, inclusion and sustainability all have direct correlation to the bottom line," according to Patsy Doerr, global head, corporate responsibility and inclusion at Thomson Reuters.
In her role, Doerr has managed to fully integrate social impact and ESG issues into Thomson Reuters's global operation – in less than a decade. Starting its Diversity & Inclusion (D&I) arm, Doerr's work quickly made social impact a distinctive part of Thomson Reuters's value proposition.
Continue reading: https://www.forbes.com/sites/christopherskroupa/2018/07/18/metrics-matter-social-impact-is-no-longer-a-soft-issue/
Three Trends In Impact Investing In 2018
# 1. DEBATE OVER RETURNS Is it ever okay to accept less than market-rate returns for the sake of...
How To Invest According To Your Religious Values: ETFs And Mutual Funds
Impact Investing, November 1, 2017 November 1, 2017 , News, 0
While some may not care much about religious values when investing if you are strictly religious you may find...
The challenges of appealing to millennial investors
Asset managers are developing new methods to help millennials overcome significant mistrust of the markets. After experiencing two major...
What's In Calvert's New Name? For Impact Entrepreneurs And Investors, A Lot
The venerable Calvert Social Investment Foundation just changed its name to Calvert Impact. It's a branding move with implications...
Millennials Drive Growth In Sustainable Investing
More investors are interested in sustainable investing and adopting its principles as part of their strategy, but Millennials are...
Impact Investor: You Don't Have To Give Up Returns To Do Good
One of the most controversial topics in impact investing is whether it is possible or fair to expect market...
3 Tips for Building a Socially Responsible Bond Portfolio
Investing is about more than building wealth these days. Investors are increasingly looking for ways to make a difference with their...
Investors Are Missing A Trick On ESG Criteria
It's obvious, when you think about it, that well-governed companies should command a premium to the rest of the...
Three Trends In Impact Investing In 2018Take It From A Millennial: How We Feel About Charity Is Drastically Different Than Our Parents
LingoZing


Hey, that tastes good!: liquor pie, happy halloween!
Happy Halloween! I've been sick and haven't seen anything or anyone Halloween-ey so it doesn't feel like Halloween, but yesterday we carved pumpkins to put in the windows lit tonight to attract trick-or-treaters. We only got two little girls. But it was fun, and I got a ton of pumpkin seeds to roast out of it. Alex had never carved pumpkins before, his is the cat, Sarah carved a Puff-o-lantern and I made a regular Jack-o-lantern (below). Today I roasted all the seeds and ate a bunch, I still have a lot left. Yesterday I made a pie. I had some bourbon leftover from the pate so I made a bourbon pie. It was DELICIOUS. It was like a brown sugar, liquor-ey custard pie. The liquor soaked a little into the pie crust, yum.
Glaze pie crust with egg yolk, bake according to directions for crust. (I baked mine at 375 for about 15 minutes) Whisk all pie filling ingredients together, pour into hot pie crust, then bake at 375 until edges are firm and center is set but still a little jiggley, about 40 minutes. Cool to room temp before cutting.


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The FWD difference
FWD agrees to acquire MetLife Hong Kong
28 June 2019 | Hong Kong
FWD Management Holdings Limited ("FWD"), the Hong Kong registered business of FWD Group, today announced it has entered into an agreement to acquire MetLife Limited and Metropolitan Life Insurance Company of Hong Kong Limited (collectively "MetLife Hong Kong") from MetLife Inc. (NYSE: MET). The transaction is subject to regulatory approvals. Terms of the deal were not disclosed.
The acquisition of MetLife Hong Kong will further increase FWD's market share in Hong Kong and reinforce its position as a leading life insurer in the city.
FWD is a growing company and believes that there is a place for everyone in the organisation. All existing MetLife Hong Kong policies will continue to be honoured by FWD following the change in ownership. FWD also intends to rename and rebrand the business.
Huynh Thanh Phong, FWD Group Chief Executive Officer, said, "MetLife Hong Kong is highly complementary to our existing business and the acquisition is another step towards fulfilling our ambition to build a leading pan-Asian life insurance platform. The acquisition signifies our confidence in the long-term growth potential of Hong Kong and we will continue to commit substantial resources to grow our business in this compelling market. We look forward to welcoming the agents and employees from MetLife Hong Kong."
Rebecca Tadikonda, MetLife Head of Strategic Growth Markets, Asia, commented, "MetLife Hong Kong is a high-quality business based on innovative products and strong distribution, matched with high levels of customer service. FWD is well-positioned to accelerate the growth of this business and their commitment to growing the business makes them the right steward for our customers, employees, agents and business partners."
Ken Lau, FWD Greater China Managing Director and Hong Kong Chief Executive Officer, said, "This acquisition will provide new opportunities for us to continue to realise our vision to change the way people feel about insurance. I'm excited to lead a new chapter with our expanded Hong Kong team. Through our innovative, relevant and easy-to-understand product offerings, convenient customer and claims services, as well as multi-distribution channel strategies, I'm confident our combined Hong Kong team will achieve new milestones in a market with such enormous long-term growth potential for insurance."
About FWD Group
FWD Group spans Hong Kong SAR & Macau SAR, Thailand, Indonesia, the Philippines, Singapore, Vietnam, Japan and Malaysia, offering life and medical insurance, general insurance, employee benefits, Shariah and Family Takaful products across a number of its markets.
FWD is focused on creating fresh customer experiences, with easy-to-understand products, supported by digital technology. Through this customer-led approach, FWD aims to become a leading pan-Asian insurer that changes the way people feel about insurance.
Established in Asia in 2013, FWD is the insurance business of investment group, Pacific Century Group.
For more information please visit www.fwd.com
About MetLife
MetLife, Inc. (NYSE: MET), through its subsidiaries and affiliates ("MetLife"), is one of the world's leading financial services companies, providing insurance, annuities, employee benefits and asset management to help its individual and institutional customers navigate their changing world. Founded in 1868, MetLife has operations in more than 40 countries and holds leading market positions in the United States, Japan, Latin America, Asia, Europe and the Middle East. For more information, visit www.metlife.com.
Brunswick Group for FWD
FWD@brunswickgroup.com
Recent news releases
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Being customer led
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Copyright 2021 FWD Group Management Holdings Limited.


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NRIs Toolkit: ¿Cómo empezar su Iniciativa IGF?
The Seventh Annual IGF Meeting was held in Baku, Azerbaijan from 6-9 November 2012. The main theme for the meeting was: 'Internet Governance for Sustainable Human, Economic and Social Development'.
The chairman summary is available.
The Declaration of the Baku High Level Ministerial Meeting on "Addressing the Challenges of a Hyperconnected World" is available.
The list of speakers at the Seventh annual IGF meeting closing ceremony is available.
The list of speakers at the Seventh annual IGF meeting opening session is available.
The list of participants of the meeting is available.
The Webcast Archive for IGF2012 is available. The videos are uploaded on the IGF YouTube Channel.
The transcripts for the workshops and other sessions are also available.
In order to submit the workshop reports and gender report cards, please log in on the IGF website and go to your workshop page and click on "Edit". You can find the Report and Gender Report cards fields on that page.
A pdf file of panellists' biographies is available for download.


text:
Q: MS Access sub-sub forms I am using MS Access as a front end for a MySQL database. In it I have several tables, all based around the concept of a Household and People (one to many, respectively). From that there are several join tables (such as Ethnicity and Dietary Restrictions) which are many to many. I would like to be able to edit this from a single form in MS Access.
So far I have it set up so that I can edit the household information, view/edit all the people associated with it, and expand the person detail to view 1 (out of 3) of the join tables associated with that person record. I cannot figure out how to get all 3 tables to be visible, does anyone know how to do this?

A: I would built 3 grids using continues forms, or 3 forms in data sheet view.
You then create a 4 form, and drop in the above 3 forms.
In the master form (which is now a subform), in the on current event, you
place the following command to make the child forms follow this form.
me.Parent.Child1.Requery
me.Parent.Child2.Requery.
In the link child/master settings for child 1, you place:
linkChildFields      main_id        (whatever is the name of the field in
this sub-form that is used to relate back to the parent table)
LinkMasterFields    [MasterForm].[form].[ID]
In the link child/master settings for child 2 form you place
linkChildFields      main_id        (whatever is the name of the field in
this sub-form that is used to relate back to the parent table)
LinkMasterFields    [MasterForm].[form].[ID]   ("masterForm" is the name of
the contorl you used to hold the master form).
The "many" to many screen looks like this:

The above is a classic accounting or funds distribution in which we take an amount like $50 and distribute the amount over many accounts.

A: Sounds like a structure problem, actually.  Wouldn't it be more efficient to base your property accessory tables (dietary restrictions, occupations, etc) - properties that a single person might possess a number of - on your personal information table, perhaps keyed to a individual ID of some sort (employers often use SSNs, as they are unique - though in your case, you might just make them auto-generating).  Items like Ethnicity, and position within a household are something an individual possesses one of, and would be something you could indeed place within your personal information table.
With proper structuring, and the right query work - you can have a form that allows you to edit all of these properties on a family while keeping referential integrity.

redpajama_set_name: RedPajamaStackExchange


Association: - Spring of light or brightness, - the spiritual awake. Question: - Where in my life I am ready to let shine my light?
Key words: The distant sun, - point of light, - warmth, - guidance, - a mark. Description: Stars are far away heavenly bodies which we perceive at night as small points of light. The stars of the night sky have shown the direction to old cultures and have stated a lot about the people who lived in these cultures. To certain star groups were given names which were connected with legends which made these incomprehensible points of light in the night sky clearer to the person. Some trunks close to the earth speak of the stars as the star nation. Sun Bear has seen in his visions often stars which animated the earth in this time of the changes. General meaning: Your relation to the infinite secret of the universe, - your look at things beyond the earth direct. With the dreams in which stars seem you should always pay attention to their appearance, constellation as well as to all the other signs, because this will support you to understand your dream. Association: Infinity. Transcendent meaning: Guidance in the Überwelt, - a gift of the star nation.
The person has always reached for the stars - in the graphic like direct sense. A dream in which one observes the night sky and plans maybe even interplanet ares or even interstellar trip points out to the fact that one has the ambition to bring it in his area very far. If one dreams of a single bright star and the attempt to reach this or to catch, one probably really pursues the wish 'to catch' somebody. Sparkling stars announce luck in the love, cloud-overcast often warn about misfortune and disappointments. If stars of the sky fall down, points after the Indian dream writing 'Jagaddeva' to an illness which will soon come to the outbreak.
If a star or star sky appears in the dream, are these pictures for confidence, faith, hope and light. Often it is expressed with the fact that the dreaming reflects on himself. They illuminate the night of the unconscious and release with it the look at the next life aim. Star symbolises in general also the striving for higher sighting and ideals, - the warning can be connected not to reach too ambitiously for the stars. Who sees a starry sky in the vision, to that the stars stand favorable.
The star is signs and bringers of the light.
It dreamt somebody, a star falls down from the sky and another climbs from the earth to the sky. This was it of somebody house slave. On it his man died, - now he was of the faith to be free and without man, however, had to resign itself to the son of his former man whose slave he became compulsive. The falling down star meant the death of his man, which to the sky climbing up, however, his son who should supervise him from now on and command.
Seeming it to one as if he has power about all stars he will get all people in his power and, if he is able of it, her ruler become, - he has only about a part of the stars power, borders will have moved to his rule.
Dreaming one, he leads, orders and steers the stars, he will get of the sovereign emperor authority about the people according to the duration and ordering the stars. Consumes to stars, he will destroy so many people as he has eaten stars, - he devours the stars without chewing them, unusual people will come to his house and operate friendly with him.
The darkening of the stars also means seizure of money and property to the dreaming, - he is a malefactor, the people will let him twice for his misdeeds atone.
in the Milky Way: Child blessing.
see one: Somebody would want your friendship. One gives him no brush-off, he will prove himself as a friend.
see a starless sky: Warning before an accident or a sign for non-notable internal guidance by which one is now on the wrong life.
many see: a lot of luck.


text:
Q: How to reconfigure Ambari services values with blueprint.json file we have many Ambari LAB clusters - Apache Ambari Version 2.5.0.3 , while ambari agent installed on Linux redhat machines
my target is to find a way to update the values of services , on all the Ambari clusters , by automate the process
what we do until now , is take each ambari cluster and change the services values - but this take a lot of time
so if we have diff 25 ambari LAB clusters , then we need access each ambari cluster and change the values , this is very exhausting because we have a lot of values to change ...
but we have a new idea to automate the process
what we thinking is to generate a new blueprint.json from some ambari cluster file as the following:
curl -H "X-Requested-By: ambari" -X GET -u admin:admin http://{ambari_host}:8080/api/v1/clusters/{Cluster_name}\?format\=blueprint >  blueprint.json

then update/change the values in the new blueprint.json file
and finally upload/push the json file on all clusters
the big question is:
how to upload the new blueprint.json  file on ambari cluster ?
is it possible scenario ?

A: To upload blueprint file in the new cluster, below command can be used.

curl -H "X-Requested-By: ambari" --data @blueprint.json -X POST -u admin:admin  http://<HOSTNAME>:8080/api/v1/blueprints/<BLUEPRINT_NAME>

update <blueprintfile.json> and <BLUEPRINT_NAME> in the command.


text:
Analysis and Mass Spectrometric Investigations of Charged Thiolate-Protected Nanoparticles Public Deposited
Fields Zinna, Christina A. Analysis and Mass Spectrometric Investigations of Charged Thiolate-protected Nanoparticles. 2010. https://doi.org/10.17615/7yng-tf63
Fields Zinna, C. (2010). Analysis and Mass Spectrometric Investigations of Charged Thiolate-Protected Nanoparticles. https://doi.org/10.17615/7yng-tf63
Fields Zinna, Christina A. 2010. Analysis and Mass Spectrometric Investigations of Charged Thiolate-Protected Nanoparticles. https://doi.org/10.17615/7yng-tf63
Fields-Zinna, Christina A.
Affiliation: College of Arts and Sciences, Department of Chemistry
Chapter One is an introduction to the characteristics of gold thiolate-protected nanoparticles, including synthesis, optical and electrochemical properties, and structure. A brief history and study of nanoparticle detection using mass spectrometry is also discussed. Chapter Two discusses the Electrospray ionization mass spectrometry (ESI-MS) of Au25L18, where L is a thiolates ligand. The study of past experiments with Au25(SC2H4C6H5)18 with ESI-MS is reviewed, along with recent studies of Au25 products modified with various ligands and charge agent tags, including carboxylic acid-functionalized thiols and inorganic salts. Chapter Three describes the synthesis and characterization of Au24Pd(SC2H4C6H5)18 using electrochemistry and mass spectrometry. Despite a change of only one atom versus Au25(SC2H4C6H5)18, the change in properties is drastic. Chapter Four explores the reactivity of Au25(SC2H4C6H5)18 with Ag+, Cu2+, and Pb2+, which results in changes in absorbance and fluorescence spectra and voltammetry. Mass spectrometry of Ag+ titration products indicates the formation of Au24Ag(SC2H4C6H5)18, Au23Ag2(SC2H4C6H5)18, and Au22Ag3(SC2H4C6H5)18. The proposed mechanism for reaction is a reversible redox model where the nanoparticle reduces the metal ion forming Au25M(SC2H4C6H5)18 adducts which form bimetals in the oxidative environment of mass spectrometer's ionization source. Chapter Five describes the collision-induced dissociation tandem mass spectrometry (CID MS/MS) of [NaxAu25(SC2H4Ph)18-y(S(C2H4O)5CH3)y]x-1, which reveals that the primary dissociation pathway involves the outer protecting structures, or semi-rings Au2L3, of the nanoparticle core. Fragments produced under CID conditions are also seen under non-CID conditions, proving that even soft ionization results in fragmentation. Chapter Six presents MALDI mass spectra and analytical data which identify and characterize [Au25(SC2H4C6H5)18]1- chelated by CH3C6H3(SH)2. Optical and electrochemical properties indicate obvious changes upon initial displacement of -SC2H4C6H5 with the dithiol, which MALDI shows to be due to some chelation of the semi-rings. Later in the exchange process, this chelation cannot compete with the dominance of single thiol coordination. Chapter Seven describes the Electrospray ionization triple quadrupole mass spectrometry (ESI-QQQ-MS) of approximately 1.6 nm diameter thiolate-protected gold nanoparticles, revealing a mixture of nanoparticles with formulae Au144L60 and Au146L59. The nanoparticles are cationized by exchanging multiple [-SC11H22N(CH2CH3)3+] ligands into the original [-S(CH2)5CH3] ligand shell.
https://doi.org/10.17615/7yng-tf63
Murray, Royce W.
Analysis and mass spectrometric investigations of charged thiolate-protected nanoparticles 2019-04-09 Public


Good news if you like marijuana and mangoes!
Consuming mangoes has been shown to maximize the high people get from marijauna as well as its duration. This delicious fruit can add a tasty and tropical spin to your cannabis experience. But how is it that mangoes provide a boost to the already pleasant high that marijuana provides? There is definitely science behind it.
Mangoes contain a natural organic compound or terpene, known as myrcene. In marijuana, terpenes are found in the same glands of the plant as THC and CBD.
There are two ways that these organic compounds help the body process THC: by increasing the potency and allowing for a quicker, longer high. By adding to the myrcene terpenes already present in the bud, mangoes can enrich the high of weaker strains and complement the high of stronger ones.
Once you eat a mango, the fruit's terpenes enter your bloodstream. When you smoke marijuana, the THC consumed interacts with these terpenes in a way that increases the level of your high. More research is needed, but many people will attest that mangoes do indeed increase and prolong the high that they get. The terpenes from the THC seem to attach to the myrcene terpenes that are already in your bloodstream, increasing their duration and affect on the brain.
Eating mangoes and consuming marijuana together can also give you a high more quickly. Just one more reason to enjoy this delicious fruit as a compliment to cannabis.
To learn more, check out this story at merryjane.com.


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Met een wasbord of sixpack wordt een zichtbaar gespierde buik bij mensen aangeduid. De vorm van de buik doet hierbij denken aan een wasbord of een sixpack. De spieren zijn meervoudig gegolfd, namelijk drievoudig verticaal en tweevoudig horizontaal ("sixpack"). De spieren kunnen ook gegolfd zijn door viervoudig verticaal en tweevoudig horizontaal ("eightpack").

Anatomisch gezien is een wasbord de contouren van de onder de huid liggende rechte buikspier (musculus rectus abdominis). De horizontale banen worden door de intersectiones tendineae gevormd. Het aantal hiervan kan variëren tussen nul en vier, waarbij ook anatomisch gezien geen wasbord aanwezig is tot een "tenpack"-wasbord. De verticale strepen liggen tussen de beide spierbanen (linea alba abdominis) links en rechts van de navel.

Voor het verkrijgen van een wasbord moeten alle buikspieren intensief getraind worden en met een vetarm dieet moet vervetting tegengegaan worden, zodat de spieren onder de vetlaag beter zichtbaar worden.
In het algemeen moet het vetpercentage bij mannen onder de 12% van het lichaamsgewicht liggen.
Daarnaast speelt de vochtbalans een rol. Doorgaans zijn de buikspieren in de ochtend beter zichtbaar dan in de avond. Bodybuilders maken gebruik van dit principe, door weinig te drinken (milde dehydratie) voor bepaalde shows zodat de spieren beter zichtbaar worden.
Vervetting kan worden tegengegaan door bijvoorbeeld eiwitrijk, vetarm voedsel te nuttigen, omdat het lichaam meer calorieën verbruikt voor het verteren van eiwitten dan voor het verteren van koolhydraten.

Bodybuildingterminologie
Spierstelsel

redpajama_set_name: RedPajamaWikipedia


Kheri Sharafali is a Village in Karnal district of Haryana, India. It falls under Assandh Tehsil. Kheri Sharafali population in 2019 is between 4516 and 5586 and total households residing are 885.
The Kheri Sharafali Village located in Assandh Tehsil, 4655 People are living in this Village, 2405 are males and 2250 are females as per 2011 census. Expected Kheri Sharafali population 2019 is between 4516 and 5586. Literate people are 2752 out of 1467 are male and 1285 are female. People living in Kheri Sharafali depend on multiple skills, total workers are 1344 out of which men are 1202 and women are 142. Total 166 Cultivators are depended on agriculture farming out of 158 are cultivated by men and 8 are women. 379 people works in agricultural land as a labour in Kheri Sharafali, men are 346 and 33 are women.
Kheri Sharafali agricultural crops are wheat with the water being sourced for this land from canal. Kheri Sharafali people enjoy the foods like veage and celebrate the festivals like baishakhi. Nearby Schools to this village are/in in village Govt high School, Colleges around this place are/in Assandh. Available Hospitals to the people living in this place are Assandh. People in Kheri Sharafali and around this locations enjoy their entertainment in cinema theatres like/in Assandh. They do daily shopping in the markets of Assandh. Temples around this place are Sant Ravi Dass Mandir in Middle of the Village.