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Crafting beer culture
Local craft beer enthusiasts Jon Tipple, Scott Waiss, Don Patton and Alan Whiteside form the core of a group of local homebrewers working on plans to bring a brewpub to Florence.
By: Mark Brennan/Siuslaw News - Updated: 1 year ago
Local brewpub still in the future for Florence
July 13, 2019 — The buzz around beer is shifting dramatically, yet again.
The last decade has seen unparalleled growth in the craft beer industry, but a saturation of breweries, coupled with a never-ending increase in the number of available styles of beer, has meant a shift in the approach local investors and brewers have taken when considering an investment in a future Florence brewpub.
July is Oregon Craft Beer Month and the public's appreciation for the diverse flavors and varieties created by smaller brewhouses has become more than a trend — it's become a competition to grab the attention of a more sophisticated customer and keep that interest over time.
There have been a number of exploratory efforts undertaken in the past few years in response to the explosion of interest in craft brewing. Market studies have been initiated to determine the costs and the potential return on a brewing establishment for Florence. However, in each case, the numbers just don't add up to support a locally owned and operated full-scale brewing establishment.
The trend in Portland and Eugene, which both have a thriving beer culture, is to offer customers a selection of different venues and experiences in which to enjoy a beer. These brewpubs range from high-tech establishments with state-of-the art video screens and sports packages to more basic presentations based on the industrial production roots of the beer making process.
Unfortunately for beer drinkers in Florence, while there are many craft beers available at local restaurants and bars, these establishments are not interested in producing beer — only in selling it. The result of which has led to no brewpubs currently operating in the area.
There is one location however, The Beachcomber Pub, that has fully embraced the beer culture, offering the public 22 different draft beers to choose from, as well as a wide variety of bottled beers.
Scott Waiss is the owner of the Beachcomber and his passion for the process of creating and sharing beer with his customers is apparent immediately when asked to discuss the ever-changing craft beer business.
"I've been involved and around the beer business my entire life. My father was part of the beer business with the Olympia Brewing Company. As an adult, I was involved in the wholesale beer and wine business until I bought the Beachcomber 15 years ago. So, I have been involved in numerous aspects of the industry my entire life and I've seen a lot of changes and twists and turns in the business over the years," Waiss said. "Back in the early '80s, there was talk that we would be down to six or eight breweries in the United States, because the smaller, regional breweries had continued to go out of business."
That scenario did not play out as many in the industry had expected for one simple reason: The major breweries forgot to listen to their customers and the rise of craft brews began.
"The biggest reason for the change was that large breweries were not receptive to the consumers and they were not providing the choices consumers were looking for," Waiss said. "The light beers were all the big brewers were giving people. For a while, imports took off and that really sparked consumer interest in other styles of beer — and you could see the consumer was looking for something different."
At the Beachcomber, there are large electronic beer menus at both ends of the bar that describe in detail the flavor qualities and alcohol content of each offering. These descriptions read more like the information often provided on the label of a wine bottle.
There are also knowledgeable staff at the pub that have studied the brewing process and can share their insights and opinions on the craft brews currently available. This focus on understanding the underlying basics of the ingredients and the proper timing needed to make great beer are just some of the topics discussed regularly by Waiss and a small contingent of local homebrewers.
These beer aficionados have been working towards opening some type of craft brewing establishment for more than a decade.
Don Patton is the "dean" of the group, having worked professionally as a brewer, and he believes the current surge in craft beer production and consumption can be directly traced to one man: Jimmy Carter.
"I started home brewing in 1974, before Jimmy Carter changed the law allowing people to brew as much as they wanted to brew at home. I think the basis of craft brewing started with those homebrewers," Patton said. "After Jimmy Carter, what developed was a whole level of people that were making some really good beer and they thought to themselves, 'Maybe I should start a brewpub?' So, this really came out of the culture of homebrewing and just started to grow across the United States."
Patton is now retired but one of his favorite jobs during his working years was, of course, beer related.
"I started 25 years ago this weekend working at Broadway Brewing in Denver, Colorado. We were a production brewery and we produced about 20,000 barrels a year. … If you look at the way brewing and brewpubs are going these days, the ones that are doing well are localized and they have a strong local base of customers that support that brewpub," Patton said. "What is really saving craft brewing in the United States is we have enough local breweries that people can go there and get a beer that was brewed there."
The call for a local brewpub is one that Waiss and Patton have been a part of over the years, but the business-savvy Waiss insists there are many challenges and the expectation of success is uneven at best.
"Our group has looked into a brewery in a couple of different ways — small to medium, in a handful of locations and, unfortunately at this time, it just doesn't make good financial sense," Waiss said. "It's easy for everyone to say 'our town needs a brewpub,' and I agree that a brewpub would be awesome here. But for those of us that have actually sat down and written a business plan, it's a very expensive venture. And yes, people will come, but will they come to it in large enough numbers to make it profitable after the initial extraordinary costs?"
The popularity of craft beers has led to a significant increase in the number of individuals employed by the brewing industry nationally, rising from just under 28,000 in 2001, to more than 69,000 in 2017.
The Oregon Brewer's Guild reports that 31,000 Oregonians are employed either directly or indirectly by the brewing industry and more than 9,000 people are employed in brewing establishments.
According to Oregon Craft Brewers Association data from 2018, there are currently 275 breweries in the state, operated by 225 different companies. Nearly 2 million barrels of craft beer were produced by these companies, with 19,000,000 people visiting Oregon breweries last year.
Local beer aficionados have seen a number of attempts, in addition to those made by Waiss and Patton, to start a full scale, multi-variety brewhouse in the Florence area over the past decade, but for various reasons none of these efforts have been successful.
The Florence Urban Renewal Agency (FURA) recently received a report from Florence City Manager Erin Reynolds updating the agency on an exploratory study conducted by a group of investors to determine the viability of building and operating a brewery in town. This study suggested failure at this time and the group indicated they would not be pursuing the idea further.
Another major change in the industry is due in part to the explosion of styles of beers available that are now being paired with food.
"In the past people looked at wine as the beverage you had with food. But now I think beer lovers have spoken, and they say beer and food go well together," Waiss said. "I think that's because the beer of yesterday that was light and refreshing didn't always go well with hearty foods. But today, we have such a variety of styles of beer, we have a lot of choices that we can pair with savory foods or spicy foods."
While the trend of pairing a specific beer with a particular dish is on the rise, so is the desire of the customer to explore styles of beer rather than a single beer from a single brewery.
"When I bought this business 15 years ago, 25 percent of our sales were craft beers and 75 percent were domestic beers like Coors, Bud and Miller," Waiss said. "Today, we are at 18 percent domestic and the rest is craft beer. There will be a customer that comes in now and he will want to drink a double IPA, as an example, and he may not always drink the same double IPA, but he comes in looking for a double IPA. … And there are other customers that are going to want to move around and try new things all the time."
One way that Waiss has found to become more involved in the actual process of brewing beer is a unique approach to collaboration.
"What we decided to do is go to a variety of different breweries and brew a beer with their brewers. That way, we can sell a beer that we had a hand in designing and developing that beer exclusively for our customers," he said.
Humans have been drinking beer for at least 13,000 years, with the earliest archeological evidence of fermenting grains found in the Carmel Mountains near Haifa, Israel, dating from that time period. The continued interest in the fermentation of grains to produce alcohol is unlikely to end anytime soon.
When discussing the future of the beer business in Florence and the possibility of a brewpub opening here, Waiss offers some advice for potential owners and investors.
"Will Florence ever have a brewpub? Probably, but it is going to take someone to develop a business plan that fits the area we are in," he said. "So, we may not get a lavish brewpub with lots of bells and whistles. It may have to be toned down a bit to be able to fit our demographics."
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July 13, 2019 — Local brewpub still in the future for Florence


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Home » Cadillac Escalade V-Coupe Rendering Is Bold, Brash, And Truly Excellent
Jonathan Lopez	 1 year ago 9 Comments
Cadillac Escalade V-Coupe Rendering Is Bold, Brash, And Truly Excellent
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The 2021 Cadillac Escalade is rapidly approaching, promising a completely new model as the nameplate enters an all-new fifth generation. But while we do expect Caddy's new flagship SUV to offer fresh styling, here's something entirely different – the Cadillac Escalade V-Coupe, a two-door, twin-turbo monster machine that we very much wish was real.
This particular rendering comes to us from Custom Car Co, a company based out of Georgia. While we're uncertain whether or not the Cadillac Escalade V-Coupe concept will make it off the page and into the streets, we can certainly hope that's the case eventually.
Up front, we find a new, V-Series-inspired fascia design that hugs the ground with a carbon fiber front spoiler. Chrome trim and a mesh grille maintain the requisite gloss, while extra-wide running gear keeps the SUV planted.
The two-door aesthetic looks great, and plays well with the boxy, straight-line edges offered by the current Cadillac design.
We reached out to Custom Car Co to find out if the Cadillac Escalade V-Coupe was in development or if one has been built in the real world, but have yet to hear back. Apparently, the company is offering to throw a pair of turbos under the hood, as well as offer a number of custom options for the paint, interior, suspension, and infotainment.
It certainly looks promising, at CustomCarCo.com. In the meantime, we're excited to learn more about the official high-performance Escalade variant Caddy has planned for the next-gen model – even if it does keep the four-door body style.
Subscribe to Cadillac Society for more Cadillac Escalade news and 24/7 Cadillac news coverage.
Jonathan Lopez
Jonathan is an automotive journalist based out of Southern California. He loves anything and everything on four wheels.
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Greg	 September 6, 2019, 12:21 am
"..Georgia-company based out of Georgia"
Mike Hartman	 September 6, 2019, 1:01 am
I;ll take one but I don't expect Cadillac will do one. Like the 2 door, 2 wheel drive Tahoe that was built in the '90s that has become sort of a collector's item with us customizers, I don't think GM will do another one but I've read rumors. Lets Vroom!!
Richard B	 September 6, 2019, 7:43 am
Truly excellent? No. There's only one word for it – fugly.
John Engelman	 September 6, 2019, 10:36 am
Good grief, it looks awful….When are we going to stop trying to make cars out of trucks. Cadillac is completely lost right now. They have a marketing manager who is a complete idiot. Just listen to her interview about the future of Cadillac. What the hell does "just let Cadillac be Cadillac" mean, She has no clue since she has no knowledge of Cadillac history. That statement from Mark Reuss, about the future of Cadillac, was a mess of contradictions. And,….what's with the rumor that the CT6 will end in January, 2020. I know someone who ordered a 2020 last week at the dealership.
Cadillac claims their future is all about electric vehicles, yet they don't have one PHEV available, yet all the other brands in this segment are way ahead.
Cadillac/GM seems to think that all future customers want are SUV's. that's all you see in their advertising. Not one ad for the CT6, or CT5, which will be landing soon, and no mention of the CT4. Do they WANT these sedans to fail.
I guess the Escala is dead as there is no mention of it's development, keeping in mind that this was a 2016 concept as we approach 2020.
Cadillac has no Coupe, the ATS is dead, no plans for a convertible or Sport Wagon, yet every brand in the segment has them.
So,…..beyond SUV's, what is Cadillac's future? PHEV SUV's> I don't do Suv's. I currently own 3 Cadillacs, and 2 Corvettes, with a C8 on order. Where will the Cadillac go after the CT6. The CT5 will not do it for me.
Steve Carlisle has NO vision for Cadillac's future.
Raymond Ramirez	 September 6, 2019, 11:44 am
What is worse, making cars out of trucks or trucks out of cars? A Tesla fan did just the latter.
Greg	 September 6, 2019, 11:47 pm
"Good grief, it looks awful….When are we going to stop trying to make cars out of trucks. Cadillac is completely lost right now."
This is not a Cadillac rendering, it's by a completely independent company. Or didn't you read the article?
"Cadillac claims their future is all about electric vehicles, yet they don't have one PHEV available"
There was a CT6 PHEV until recently. NO ONE bought them and so it was dropped from the US lineup. Besides, a PHEV vehicle is not the same thing as an Electric vehicle.
"Cadillac/GM seems to think that all future customers want are SUV's."
How can you say this? Cadillac will have 3 Sedans.
"Not one ad for the CT6,"
Saw one yesterday morning.
"…or CT5, which will be landing soon, and no mention of the CT4. Do they WANT these sedans to fail."
This is the silliest thing I've read in a very long time. Advertising products not yet available? If Cadillac WAS running ads for these cars now you'd be lambasting them for it!
"I guess the Escala is dead as there is no mention of it's development…"
You're right. You're guessing. So Cadillac is obliged to tell the world what they're doing with future products?
"Cadillac has no Coupe, the ATS is dead, no plans for a convertible or Sport Wagon, yet every brand in the segment has them"
Acura has none.
Infiniti has no wagon or convertible.
Lexus has no wagon or convertible.
The Europeans do and they sell in their dozens in the US.
speedy	 September 6, 2019, 5:48 pm
BEV 3 chassis,( Way more is coming on that chassis) The Next.
Cadillac has these technology.
joe gordon	 September 9, 2019, 1:24 pm
fantastic news now just do it.
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Saturday: Better half said she wanted a stove for Mother's Day, I had bookmarked some stuff by BlueStar Cooking months ago because it looked cool, there's a local distributor here in town that we visited on Saturday after the oldest's soccer game. Great warehouse / storefront but nothing seemed to fit us. Lunch at Guero to go and a table inside at Jive on the 5th floor on a beautiful sunny day in Portland certainly fit us though. Came home and got the boneless lamb roast (purchased from Ponderosa Provisioners in Beaverton, highly recommended) started and then dug rocks out of the parkway strip (apparently that's what it's called?) for a couple hours (decorated with river rocks, has slowly filled with dirt and leaves over the past years and looks like a pile of dirt instead of something nicely maintained).
Sunday: Mom got to sleep in, I made breakfast, she wanted "super greens" and a fried egg, tried these directions on for size, worked out pretty well. Got the lamb in the oven at 1pm, finished work on the rocks with Grandpa, got the potatoes in the oven while the lamb was resting, put together a really great salad with this dressing (doubled the recipe for the four of us and we had a bunch left over), sourdough bread procured, sliced and toasted and had dinner outside. Lamb was fantastic, we had two five pound legs while the recipe called for one 10-12 pound leg so I probably should have cooked it less (was at 141 degrees after 3 hours, should have been at 130 to 135) but the 500 degree toast at the end to crisp up the skin was a nice touch.


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Mercedes CLC Dream Test Drive is a simulation video game that is different from all the rest, because not only can we test our skill driving round each of the game's circuits, but we will also have the opportunity to know, even though virtually, what it feels like to drive one of the most powerful models by the great German company Mercedes.
The model we'll be able to drive is the Mercedes CLC, a high range saloon car, that has a very powerful engine and an attractive design, that maintains the general line of the vehicles by the German company, but adding a sporty touch.


text:
class EmpireBuilding < Achievement
  def initialize
    @achieved = false
  end

  def check
    if !@achieved && base_count >= 1
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      true
    else
      false
    end
  end

  def message
    "Empire Building. Build a base." # Achievement unlocked: build a base.
  end

  def points
    10
  end
end

redpajama_set_name: RedPajamaGithub


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This was inspired by Aaron Parecki, who not only tracks his phone battery but also tracks his sleep, his health patterns and his diet. Talk about owning your own data and liking tacos!"
So far @FitBit has been doing a surprisingly good job of tracking my sleep. Tomorrow, we'll find out how well it handles timezone changes.


Around the Web: Reworking Eggs Benedict? Stashing it in the brunch file via Eater's Manifesto.
This is a straightforward fine ding recipe for breakfast that is not only ludicrously delicious, actually quite healthy, but which also gives two techniques which once you learn them will stay with you for ever; 1) how to poach a perfectly round egg and 2) how to make a hollandaise without any fuss. The method for poaching happily round eggs is the single most often asked question I get on my instagram feed – it seems people are unnecessarily struggling. With this very simple process they invariably turn out satisfyingly round, runny, and decadent. You can also make the whole dish using one pot of water and one mixing bowl, which is satisfyingly energy efficient. Please give it a shot and send me your beautiful results!
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Corynebacterium glutamicum ATCC 13032 has four enzyme II (EII) genes of the phosphotransferase system in its genome encoding transporters for sucrose, glucose, fructose, and an unidentified EII. To analyze the function of these EII genes, they were inactivated via homologous recombination and the resulting mutants characterized for sugar utilization. Whereas the sucrose EII was the only transport system for sucrose in C. glutamicum, fructose and glucose were each transported by a second transporter in addition to their corresponding EII. In addition, the ptsF ptsG double mutant carrying deletions in the EII genes for fructose and glucose accumulated fructose in the culture broth when growing on sucrose. As no fructokinase gene exists in the C. glutamicum genome, the fructokinase gene from Clostridium acetobutylicum was expressed in C. glutamicum and resulted in the direct phosphorylation of fructose without any fructose efflux. Accordingly, since fructokinase could direct fructose flux to the pentose phosphate pathway for the supply of NADPH, fructokinase expression may be a potential strategy for enhancing amino acid production.


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Home Leafs News Sheldon Keefe Post Game, Red Wings 4 vs. Leafs 1: "That's five...
Sheldon Keefe Post Game, Red Wings 4 vs. Leafs 1: "That's five games in eight days for our team… I loved that the guys dug in"
MLHS Staff
Sheldon Keefe, Toronto Maple Leafs
Sheldon Keefe addressed the media after his team's 4-1 loss to the Detroit Red Wings which dropped the Leafs' record to 26-10-7.
On the team's effort in the second half of a back-to-back:
I loved the effort. It is not just the back-to-back. That's five games in eight days for our team. The fact that we punched back in that second period to make it a game when it was 2-0… You don't let it run away on you, you scored a big goal, and you are fighting right there, basically, to the end. I loved that.
With our group, we didn't get generate enough offense to make the game go in our favour, but in terms of the effort, I loved that the guys dug in tonight.
On the rule that disallowed the Bobby McMann goal at the start of the game:
My understanding — and I have asked the officials for the exact clarification on it — is that because it is kicked in any direction and it doesn't go off of another stick — whether it's our stick or their stick — it's no goal. It doesn't go off any sticks, so it comes back.
Rules are rules. In terms of what should or shouldn't be, that is over my head.
On whether McMann could stick in the NHL full-time:
It is early here, but he is big. He is fast. He is strong. He works hard. He is first to the puck. That checks a lot of boxes in terms of guys who find a way to contribute and play in the NHL.
It is early, but I have liked what I have seen because of what I just mentioned: the size, the competitiveness, and the strength on the puck. He can do a lot with that.
He is a guy you can rely on. I felt comfortable putting him over the boards in the two games we've had him. He'll continue to go.
On elevating Pontus Holmberg onto the top line partway through the game:
It is less about tonight and more about what he has done for us. To be honest, it was something I thought about last night, but I didn't think he had a great night last night. I didn't think the timing was right.
Here tonight, I thought he was a little bit better, and we needed more offense. I just thought the time was right to give him a little bit more there and have a true center in that spot.
I thought we would give him a look. I thought he was good with the puck and made some plays. Obviously, there was not enough from our team as a whole.
On the struggles to generate enough offense inside the dots:
They made it hard. They were fast, hard, and competitive right from the get-go. You could tell that they were fresh and focused.
We had a good start — we had one go in the net that gets called back — but by and large, for the first period, they came at us for sure with lots of pace. I thought our guys pushed back and it was a pretty even game in the second half.
You would expect that we would sort of wear down and get a little worse as the game wore on, but I thought we just dug in and kept coming. They got in our way and made it hard to get to the net nearly enough.
On the decision to insert Jordie Benn and Wayne Simmonds into the lineup:
Just trying to get two guys that I think add a lot of personality and bring a lot to the group. We have played a lot of back-to-backs; in terms of when we got in and all the travel and all of that, this last one might've been one of the toughest ones for us just because of the hour that we got in. I was a little bit more concerned tonight and thought we could use their energy and personality.
The guys that we take out didn't necessarily play a lot yesterday — it is not about that — but it is more just getting those two guys involved.
On whether Auston Matthews should be good to go for the game in Boston on Saturday:
I am not quite sure. He woke up sick today, too. It is a complicated thing. We are not exactly sure where he is at. I haven't seen or spoken to him today.
I am not quite sure. We are going to be off tomorrow as a team. We will see where we are at on Saturday.
On the current separation in the divisional race against Boston:
It is not much of a race at this point. Unless I am mistaken, they are playing at a pace that is the highest points pace in the history of the NHL. It is not much of a race at this point.
We would like to make it so that they have to try to maintain that pace or we are going to be right there. That is really it.
Obviously, we failed to get points tonight, but any time you play head-to-head, it is a good opportunity to compete. More importantly, it is a good chance for our team to bounce back against a team that is going to push us in all regards. I am excited about that.
We will take a day off tomorrow — much needed — and regroup for Saturday.
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Founded in 2008, Maple Leafs Hotstove (MLHS) has grown to be the most visited independent team-focused hockey website online (Quantcast). Independently owned and operated, MLHS provides thorough and wide-ranging content, varying from news, opinion and analysis, to pre-game and long-form game reviews, and a weekly feature piece entitled "Leafs Notebook." MLHS has been cited by: ESPN, Sports Illustrated, CBC News, USA Today, Fox Sports, Yahoo! Sports, NBC Sports, TSN, Sportsnet, Grantland, CTV News, CBSSports, The Globe & Mail, The National Post, The Toronto Star, The Toronto Sun, Global News, Huffington Post, and many more.


Holy guacamole! Can you believe that it's already July! June flew by! I get so excited for new months because then I get to sit down and plan another month out. Such a geek. 😉 Today, I'm sharing some free printable planner stickers for July. They are lovely and bright like a summer rainbow. This is such a happy color scheme.


A degree will require at the least two years for completion, while a career study course can be completed in a matter of few months. Department of Labor, the employment of pharmacy technicians will increase by 32 percent within the 2010-20 decade. Another reason why many pharmacists give a great deal value to pharmacy technician certification is because it's their protection against possible malpractice lawsuits.
Something else to consider being a pharmacy technician will be the hours you need to work. Therefore, online transactions concerning the medicine becomes the order with the day that is why they think an immediate need to possess a pharmacy credit card merchant account. This is actually a national certification exam, where there are two main options.
You must also enter your individual details and payment details. As with any career, salary is essential and pharmacist isn't exception. Abnormal changes occur triggering genetic changes in charge of increasing likelihood of cancer.
To maximum benefit out with the card, apply it every visit and make track of coupon restrictions and expiration dates. To find degree programs that train you for the career like a pharmacy technician, you'll be able to check out the Directory of Schools website at directoryofschools. They can also check with doctors to authorize refills, and enter drug information in the computer.
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text:
Get In Touch With Joan
Journalists, event organizers, book clubs and more can contact me for details on my book, One Life Lost, Millions Gained, and the story of how this phenomenal journey into aeromedicine began. Every once in a while, an idea sparks global change. In the case of my startup, travelers are safer and lives have been saved — due to the power of the stubborn word "yes." My book is a testament in overcoming the "impossible"… to launch the possible. I'm excited to share the never-before-told backstories and inspire others to reach and exceed their goals.
Melanie Saxton
ONE LIFE LOST, MILLIONS GAINED, A NEW AUTOBIOGRAPHY BY JOAN SULLIVAN GARRETT, FOUNDER AND CHAIRMAN OF MEDAIRE, IS AVAILABLE ON AMAZON
Phoenix — September 29, 2021: MedAire founder and chairman, Joan Sullivan Garrett, announces the publication of her highly anticipated book, One Life Lost, Millions Gained, available on Amazon. The book's foreword is written by none other than Barbara Barrett, 25th United States Secretary of the Air Force, comprising the U.S. Air Force and U.S. Space Force.
"Like Joan, I encourage young people to pursue their dreams and consider lives of service. One Life Lost, Millions Gained inspires me and will surely inspire future generations of business and medical professionals," says Barbara Barrett.
What are people are saying about Joan's book?
If you haven't heard of Joan, you are in for a ride! As a flight nurse, all she ever wanted to do is save lives. In 1984, the loss of a young patient in the mountains of Arizona compelled her to pioneer global telemedicine. Her book is dedicated to this little boy, Ralphie, whose passing sparked a revolution in remote travel medicine.
See Joan's bio
As an unlikely CEO, Joan found a way to connect ground-based emergency physicians to flight crews from anywhere in the world in real time, whether 36,000 feet in the air or in the middle of an ocean. This became safety net for travelers during medical emergencies. Thousands of lives have been saved and millions are safer on air, land and sea because Joan made the jump into the unknown and built a company from the ground up — a rare startup for a female in the male-dominated industries of the 1980s.
See Joan's industry awards and honors
Get to know Joan


In addition to our Mini-Plant and Maxi-Plant designed to service larger residential and commercial applications, Aquarobic Canada is introducing four new system models. These are cost competitive systems that still maintain Aquarobic's high industry standards.
The Mini Plant is a single batch per day process. Wastewater is exposed to diffused air for 20 hours, breaking down the solids and oxidizing the waste. The liquid then settles for 3 hours, separating the undigested solids from the clear effluent, and then for a period of 1 hour the clear effluent is pumped to the discharge area. The undigested liquid remains in the bottom third of the tank creating an aerobic atmosphere to mix with the new days waste.
The Mini-Plant series has 26 different models designed to treat domestic and light commercial wastewater up to 19,000 Litres per Day.
The processing tank is sized to 3 times the designed daily flow rate.
The number of air diffusers in the tank.
The air compressor sized to produce 2,100 cu. ft. of air per pound of BOD.
The size of the effluent pump for the volume required.
Mini-Plant units are sold completely factory assembled in fiberglass tanks and ready to install, or as a modular kit allowing the system to be installed onto pre-fabricated concrete tanks.
Normal operating power consumption for a 3000 L/Day is 8.5 kilowatts per day.
The Maxi-Plant is a multi batch per day system, processing a batch of treated effluent every 4 hours, for 6 batches per day. The system has an aeration tank and a clarifier tank. Raw sewage enters the aeration tank where the wastewater is continually exposed to fine air bubbles 24 hours a day. The transfer pump (P-1) in the aeration tank runs for 30 minutes, filling the clarifier tank with effluent until it reaches the weir and flows back into the aeration tank, skimming off any floatables for further treatment. Then the liquid in the clarifier has a 3 hour perfectly quiescent period, allowing any undigested solids time to separate from the clear effluent. After the settling period, the discharge pump (P-2), transfers the clear supernatant in the top half of the clarifier to the disposal area, or to one of Aquarobic's add-on components for additional treatment. The remaining liquid and settled sludge in the bottom 1/2 of the clarifier is then pumped back to the aeration tank by the sludge return pump (P-3). Immediately, another 4-hour cycle is initiated for a total of 6 cycles per day.
The Maxi-Plant series has several models designed to treat all wastewater flows up to 500,000 litres per day.
The aeration tank is sized to 1 1/2 times the designed daily flow.
The clarifier tank is a minimum of 2 times the designed batch size, or 1/3 the daily calculated flow.
The number of air diffusers in the aeration tank.
The size of the air compressors required to produce 2,100 cu. ft. of air per pound of BOD.
The size of the pumps required for the designed volumes.
The control panel required to run the system.
Maxi-Plant units are sold completely factory assembled in fiberglass tanks and ready to install, or as Modular Kits allowing the system to be installed onto pre-fabricated or locally constructed concrete tanks.
Tertiary high quality effluent is achieved through Maxi-Plants add-on components.


So New York City was expecting the worst storm ever with up to 1 metre of snow, except it didn't quite turn out as bad as that. In spite of the no-show, people still took precautions and stripped supermarket shelves of essentials like water, bread, milk, eggs, etc.
What's curious about the storm is that it comes soon after the Japanese released a report showing that 2014 was the hottest year on record. Which bolstered claims of global warming. Here's one report with pretty graphs and even a video.


English Harbour includes Nelsons Dockyard and Shirley Heights and other attractions for the Antigua Tourist.
Fort Berkeley constructed in the early 18th century (1704) to defend English Harbour. You can see it here on the spit of land in this video - click read more.
In this video the aerial footage of Fort Berkely is great you then get to look out across English Harbour.


Maybe you can go to a good friend's house and see if there are any locksmith evaluations online in your town, or ask your landlord, your neighbors or your pals to see if they'll recommend a reputable locksmith. Buddys Automotive Ideas LLC – Buy Here, Pay Right here where credit score is not a problem. Magna's CTO talks innovation and disruption at WCX17, the newly rebranded SAE World Congress.
Which describes McLuhan's contribution to Media Ecology to a tee. With out his work in the Fifties and '60s, there would be no discipline of research that sought to elucidate how the nuances and great sweeps of human history are made potential by media of communication—how media decide the ideas and actions of people and society, in a comfortable" method. Like how the elevator makes the skyscraper attainable. Necessary to the very idea of a tall constructing (residing and dealing on the top floors is not possible without a technique of conveyance) but not ample (development of a skyscraper requires certain engineering expertise).


text:
Happy Birthday Sir Ken !
Sitcom Life
Hancock's Half Hour - Back From Holiday
Richard O'Sullivan Is…..
Dick Turpin – 1979
Another of those golden oldie TV series that used to air on a Saturday night. This time we have Richard O'Sullivan, famed for his comedy performances in Man About The House, Robin's Nest and Me and My Girl, playing a straight role.
The series ran for 31 episodes, broadcast over four series between 1979 and 1982.
However, despite it's broadcast run, it was produced by Gatetarn, Seacastle productions for London Weekend Television as two series of 13 episodes each and a feature length episode made in-association with RKO pictures in the US called Dick Turpin's Greatest Adventure which was shown in US cinemas.
In the UK series one went out as 13 episodes in 1979. Series two went out in 1980 as 7 episodes. In 1981, Dick Turpin's Greatest Adventure was screened as series three over 5 episodes. The remaining 6 episodes from series two were broadcast in 1982 as series four.
Surprisingly the series which would appear to the viewer to be drama, has always being classified under the genre of historical, drama, comedy.
For the purposes of the television series it is set between 1739 and 1740, after the real Dick Turpin was hung.
Dick Turpin, son of a farmer, returns to England after three years military service in the Mediterranean. On returning home he finds that somebody has been using his name whilst carrying out unscrupulous acts as a highwayman, to make matters worse, before he could be exposed as an imposter he was hanged. Turpin is presumed dead.
Turpin discovers that in his absence his name isn't the only thing that's been stolen, whilst he has been away the unscrupulous Sir John Glutton, has cheated his parents out of their farm, consequently they have died of starvation and Turpin has been robbed of his inheritance.
A bitter Dick Turpin, who now finds himself poor turns to the life of a Highwayman.
An old army nemisis of Turpin's, Captain Nathan Spiker, working for Sir John Glutton, threatens to evict Mary Smith and her son Nick from their inn 'The Black Swan' if they do not hand over 20 pounds.
Meanwhile, the real Dick Turpin, while disguised as a doctor, is accosted by a highwayman who claims to be Dick Turpin himself. The real Dick Turpin humorously, as it turns out, says "I thought you were dead." He then outwits the fake and reveals himself to be the real Turpin. The fake turns out to be Nick Smith, trying to get the money to pay Spiker. Dick lends him and Mary, an old acquaintance of Dick's, the money. However, a mix-up occurs when Turpin steals the money back from Sir John and Nick has to be saved from Glutton's Dungeon by Dick. This makes Nick an outlaw and Turpin takes him under his wing, giving him the name "Swiftnick".
The series revolves around the pair's adventures as Dick Turpin rides again to take his revenge on Sir John Glutton.
Richard O'Sullivan – Dick Turpin
Michael Deeks – Swift Nick
Christopher Benjamin – Sir John Glutton
David Daker – Captain Nathan Spiker
Written By: Richard Carpenter, Paul Knight and Sydney Cole.
Produced By: Paul Knight and Sidney Cole
Original Transmission Dates: 6th January 1979 – 6th March 1982
AccessDeniedAwsUsers|The Access Key Id AKIAIMGPK72YLC3NKSZQ is not enabled for accessing this version of Product Advertising API. Please migrate your credentials as referred here https://webservices.amazon.co.uk/paapi5/documentation/migrating-your-product-advertising-api-account-from-your-aws-account.html.
london weekend televisionRichard O'Sullivan
Britain's Unsung Comedy Heroes, Part 5
A Perfick Copy?
The Adventures Of Don Quick
Robin's Nest
Not On Your Nellie


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we are glad to announce that only one month left until the Christmas. Thus we present our new catalog Winter 2014/2015, with all and latest our maps in one place.
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Over 450 local & global brands display at CBME India.
Embee Group achieves new heights of success in Jakarta.
Retail Inflation Edges up to 2.86% in March.
Feb Factory Output Growth at 0.1%, Slowest in 20 Months.


text:
Mintra | Handling the Complexity of Crew and Competence
Current: Handling the Complexity of Crew and Competence
Handling the Complexity of Crew and Competence
The offshore industry has evolved into a complex, global and competence-demanding business.
"A reliable tool for keeping track of crew and competence is crucial to DOF's success in maintaining our high standards for HSE, safety and the quality of our services," said Tor Skeie, CEO of DOF Group-owned Marin IT.
DOF Group's offices at Storebø in Austevoll, Norway is where the adventure that has been called "the ultimate success in fish and ships" began more than 30 years ago. Founded in 1981 with the aim to be a leading participant in the growing North Sea offshore industry, DOF's business concept was based on a long term strategy to provide a modern fleet of offshore vessels to engage on long-term contract.
Three decades later, DOF operates with offices and vessels all over the world and is part of the LACO-group, which also includes one of the world's largest seafood companies.
"But although our services have grown more complex, diversified and global, our vison remains the same: To be a world class integrated offshore company and to deliver marine services and subsea solutions responsibly – always balancing risk and opportunities in a sustainable way,"Mr Skeie said.
Interested in learning what OCS HR can do for you?
DOF implemented its first OCS HR solution in 2004, and Mr Skeie first got to know the solution when he started at Marin IT in 2009, serving all the IT needs of DOF. The system has since then developed together with the client.
"It is safe to say that our relationship with Mintra has evolved into a partnership rather than a traditional client-customer relationship," he said.
"It is a demanding task to keep global track of crew and competence, with information that always needs to be up-to-date both onshore and offshore. We therefore needed a solution where information, if possible, is entered only once, where changes in crew and operations are available when needed and with the necessary integration, so that, for example, the hotel management systems that are used onboard run efficiently.
"It needs to have a variety of functionalities: everything from tracking hours, expenses and salary for crews of different nationalities to the information and data that we hand over to the authorities when entering a new country at sea. Plus, we need to provide an overview and planning tool for our crew co-ordinators when manning the ships.
A Development Partnership
"When we expanded our operation in Brazil some years ago, we experienced that we had outgrown our local IT solution. To maintain controlled growth we decided to implement the OCS HR platform, both onshore and offshore. Because of special requirements when reporting numbers to the Brazilian authorities, some adjustments and integrations had to be done. But overall we found that having as many of our companies within the same system as possible gave us a bird's eye view of our operations that otherwise would have been hard to obtain.
"Together with Mintra, Marine IT, Norskan (in Brazil) and DOF management, we have worked together to further develop OCS HR, adding functionality and modelling new processes embedded in the software. The next step is to merge the two databases from Norskan and DOF Management, and organise even more crew and competence data in the same system.
"We complement each other as development partners, always finding new ways to work together. In fact, we get on so well that one of my crew started working for Mintra after the project was finished. Having a former colleague, who knows our operations inside out, working for a supplier is no disadvantage."


Goodwin Procter LLP, an American Lawyer magazine "Am Law 50" firm, has renewed its lease for nearly 20,000 square feet of office space at The Plaza, the Irvine Company's premier business address in the heart of San Diego's technology corridor.
After considering other spaces in the area, Goodwin renewed at The Plaza's Pacifica Tower, a prestigious 18-story Class A office building in La Jolla-University Towne Centre. Terms of the lease were not disclosed.
The Plaza offers close proximity to clients for Goodwin, an international full-service firm whose San Diego office specializes in technology and life sciences.
Boston-based Goodwin's San Diego office opened in 2007 and includes 15 attorneys whose areas of focus include public and private financings, acquisitions, strategic partnerships, technology licenses and intellectual property litigation.
Goodwin's San Diego office clients include Qualcomm Inc., SAIC Inc., HTC Corp., Kyocera Corp. and other technology, biotechnology, material sciences and telecommunications companies.
The Plaza is a six-building business center in a 17-acre, park-like setting near the University of California, San Diego, and the tech hubs of Torrey Pines, Sorrento Valley and Sorrento Mesa. San Diego International Airport and Downtown are about 15 minutes away.
Goodwin and other customers at The Plaza have access to a conference center, fitness center, auto detailing, banking and three restaurants onsite. Employees are within walking distance to shopping, dining and entertainment at Westfield UTC shopping center.
The Irvine Company acquired The Plaza in 2007 as part of a long-term commitment to San Diego. The company's San Diego portfolio includes six premier Downtown office buildings, six apartment communities and office and campus space in Del Mar Heights, Sorrento Mesa, Mission Valley and La Jolla-UTC.
The Plaza was part of a recent large-scale reinvestment in the company's La Jolla-UTC properties that included comprehensive upgrades to main lobbies, extensive improvements to exteriors and select customer floors as well as fresh landscaping.
The high level of customer service at The Plaza, coupled with The Irvine Company's commitment to long-term ownership and its ease in working with on a new lease, helped clinch Goodwin's decision to renew.
Irvine Company Office Properties owns and operates 484 properties in the prestigious coastal markets of Orange, San Diego and Los Angeles counties and in Silicon Valley and Chicago. As part of renowned real estate developer and high-quality investment property owner the Irvine Company, Irvine Company Office is committed to long-term ownership, reinvestment and unmatched customer service. To learn more please visit www.irvinecompanyoffice.com.


text:
Q: Modeling a three-way association with optional relation Business rules
I have three tables (Parties, Categories and Products) which representing the following relationships:

*

*A product is classified by zero-one-to-many categories

*A category classifies zero-one-or-many products
Then, I have the party relationships:

*

*A product is classified by one-to-one party

*A party classifies one-to-many products
In other words, a product doesn't have to be assigned a category, but they have to be assigned a party respectively.
The party_id for a Category must match the party_id for a Product in order to relate.
EDIT
Following is a correction to the business rules above, based on @damir-sudarevic's solution proposal:

*

*Category is defined by a party.

*

*Each category is defined by exactly one party.

*Each party may define more than one category.

*Product is classified by a party.

*

*Each product is classified by exactly one party.

*Each party may classify more than one product.

*Product is classified in a category by a party.

*

*Each product may be classified in more than one category.

*More than one product may be classified in the same category.

*A product is classified by a party in a category, then that category is defined by that party.

Design proposals
I have based my first design on the proposal found here, but it's not entirely applicable since I want to enforce party_id for both Products and Categories respectively and in the relation.

I have made a second proposal that simplifies the design somewhat, but I'm not sure how to enforce the party_id to the Product-Category relation.

SQL based on latest design
Based on the comments and solution proposals, I have added a simplified SQL to create the tables and their relations.
CREATE TABLE IF NOT EXISTS parties (
  id INT(10) UNSIGNED NOT NULL AUTO_INCREMENT,
  PRIMARY KEY (id));

CREATE TABLE IF NOT EXISTS categories (
  id INT(10) UNSIGNED NOT NULL AUTO_INCREMENT,
  name_key VARCHAR(255) NOT NULL,
  party_id INT(10) UNSIGNED NOT NULL,
  parent_id INT(10) UNSIGNED NOT NULL DEFAULT 0,
  PRIMARY KEY (id, party_id),
  INDEX fk_categories_parent_category_idx (parent_id ASC),
  UNIQUE INDEX name_key_UNIQUE (name_key ASC, party_id ASC),
  INDEX fk_categories_party_idx (party_id ASC),
  CONSTRAINT fk_categories_parent_category
    FOREIGN KEY (parent_id)
    REFERENCES categories (id)
    ON DELETE NO ACTION
    ON UPDATE NO ACTION,
  CONSTRAINT fk_categories_party
    FOREIGN KEY (party_id)
    REFERENCES parties (id)
    ON DELETE CASCADE
    ON UPDATE CASCADE);

CREATE TABLE IF NOT EXISTS products (
  id INT(10) UNSIGNED NOT NULL AUTO_INCREMENT,
  party_id INT(10) UNSIGNED NOT NULL,
  product_code VARCHAR(50) NOT NULL,
  PRIMARY KEY (id, party_id),
  UNIQUE INDEX product_code_UNIQUE (product_code ASC, party_id ASC),
  INDEX fk_products_party_idx (party_id ASC),
  CONSTRAINT fk_products_party
    FOREIGN KEY (party_id)
    REFERENCES parties (id)
    ON DELETE CASCADE
    ON UPDATE CASCADE);

CREATE TABLE IF NOT EXISTS product_category (
  product_id INT(10) UNSIGNED NOT NULL,
  category_id INT(10) UNSIGNED NOT NULL,
  party_id INT(10) UNSIGNED NOT NULL,
  PRIMARY KEY (product_id, category_id),
  INDEX fk_product_category_product_idx (product_id ASC, party_id ASC),
  INDEX fk_product_category_category_idx (category_id ASC, party_id ASC),
  CONSTRAINT fk_product_category_product
    FOREIGN KEY (product_id , party_id)
    REFERENCES products (id , party_id)
    ON DELETE CASCADE
    ON UPDATE CASCADE,
  CONSTRAINT fk_product_category_category
    FOREIGN KEY (category_id , party_id)
    REFERENCES categories (id , party_id)
    ON DELETE CASCADE
    ON UPDATE CASCADE);

Question
How can I setup the three-way association table correctly to avoid the risk of having an application layer assigning a product to a category without enforcing the party_id?

A: Using your Model #1, I believe the database itself can be made to enforce the stated constraints (i.e., a category and a product may only be related when they are both related to the same party) using the following constraints.

*

*The primary key for category_party consists of category_id and party_id. This creates an optional many-to-many relationship between categories and parties. This implies the following.

*

*A category is classified by zero-one-to-many parties.

*A party classifies zero-one-to-many categories.

*The primary key for product_party consists of product_id and party_id. This creates an optional many-to-many relationship between categories and parties. This implies the following.

*

*A product is classified by zero-one-to-many parties. This will be overridden below to meet your stated requirements.

*A party is classified by zero-one-to-many products.

*There is unique constraint on product_id in the product_party. This makes the relationship between party and product a one-to-many instead of many-to-many. This implies the following.

*

*A product is classified by one-to-one party, overriding the previously-stated cardinality of this relationship.

*The primary key of product_category_assignment consists of category_id, product_id and party_id.

*The foreign key from product_category_assignment to category_party consists of category_id and party_id

*The foreign key from product_category_assignment to product_party consists of product_id and party_id

*The constraint that a category and a product can only be related when they are related to a common party is enforced because product_category_assignment only contains one party_id which is used in both foreign key relationships.

I believe that the only requirement not covered here is that a product is required to have a related party (i.e., party is not optional).
Using Model #2 would require much more code (i.e., an ugly stored procedure?) to enforce the constraint because the structure of the database will allow the following.

*

*The category can be have one party_id (e.g., 1).

*The product can have a different party_id (e.g., 2).

*The product_category can have yet a third party_id (e.g., 3).

I do want to point out that there appear to be some unstated requirements here that could have some minor bearing on my answer above. For example...

*

*What is the correct cardinality of the relationship between category and party? The two models you presented are different in this respect.

*

*Model #1 allows a category to be related to zero, one or many parties.

*Model #2 only allows for zero or one party for each category.

*Is a category required to have (at least) one party or is that relationship optional? This is not clear from your description or either of your models.

I have always said that there are three things that are important in a data model: details, DeTaiLs and DETAILS. Sometimes nailing down the details of every relationship around the complexity can help you discover the best way to design the data model. Sometimes, complex relationships like this may point to missing entities (tables). Sometimes, complex requirements defy enforcement using only database structural constraints and require a bit of code (e.g., a stored procedure?) to finish the job.
Hope that helps.

A:
The party_id for a Category must match the party_id for a Product in order to relate.

Well, according to your wording of the problem, there is no need for party_id in Category.
The confusion likely stems from imprecise wording, you are blending predicate and constraints in one sentence.
For example:

*

*A product is classified by one-to-one party.

*A party classifies one-to-many products.

Can be worded more clearly:

*

*Product is classified by party.

*Each product is classified by exactly one party.

*Each party may classify more than one product.
This wording then directly leads to a usable model (predicate, constraints).

Option 1
-- Party PTY exists.
--
party {PTY}
   PK {PTY}

Each product is classified by exactly one party;
for each party, that party may classify more than one product.
-- Product PRO, classified by party PTY exists.
--
product {PRO, PTY}
     PK {PRO}

FK {PTY} REFERENCES party {PTY}

-- Category CAT exists.
--
category {CAT}
      PK {CAT}

For each product, that product may be classified in more than one category. For each category, more than one product may be classified as belonging to that category.
-- Product PRO is classified in category CAT.
--
product_category {PRO, CAT}
              PK {PRO, CAT}

FK1 {PRO} REFERENCES product  {PRO}
FK2 {CAT} REFERENCES category {CAT}

Option 2
It may be that a product is known before the matching party is known. Then a variation:
-- Party PTY exists.
--
party {PTY}
   PK {PTY}

-- Product PRO exists.
--
product {PRO}
     PK {PRO}

-- Product PRO is classified by party PTY.
--
product_party {PRO, PTY}
           PK {PRO}

FK1 {PRO} REFERENCES product {PRO}
FK2 {PTY} REFERENCES party   {PTY}

-- Category CAT exists.
--
category {CAT}
      PK {CAT}

-- Product PRO is classified in category CAT.
--
product_category {PRO, CAT}
              PK {PRO, CAT}

FK1 {PRO} REFERENCES product_party {PRO}

FK2 {CAT} REFERENCES category {CAT}

EDIT
After few comments:

*

*Category is defined by a party.

*

*Each category is defined by exactly one party.

*Each party may define more than one category.

*Product is classified by a party.

*

*Each product is classified by exactly one party.

*Each party may classify more than one product.

*Product is classified in a category by a party.

*

*Each product may be classified in more than one category.

*More than one product may be classified in the same category.

*If a product is classified by a party in a category, then that category is defined by that party.

Option 3
Party must exists before category and product.
-- Party PTY exists.
--
party {PTY}
   PK {PTY}

-- Product PRO, classified by party PTY exists.
--
product {PRO, PTY}
     PK {PRO}
     SK {PRO, PTY}

     FK {PTY} REFERENCES party {PTY}

-- Category CAT, defined by party PTY exists.
--
category {CAT, PTY}
      PK {CAT}
      SK {CAT, PTY}

      FK {PTY} REFERENCES party {PTY}

-- Product PRO is classified in category CAT
-- by party PTY.
--
product_category {PRO, CAT, PTY}
              PK {PRO, CAT}

      FK1 {PRO, PTY} REFERENCES product  {PRO, PTY}
      FK2 {CAT, PTY} REFERENCES category {CAT, PTY}

Option 4
If product and category can exist independently of party.
-- Party PTY exists.
--
party {PTY}
   PK {PTY}

-- Product PRO exists.
--
product {PRO}
     PK {PRO}

-- Category CAT exists.
--
category {CAT}
      PK {CAT}

-- Product PRO is classified by party PTY.
--
product_party {PRO, PTY}
           PK {PRO}
           SK {PRO, PTY}

      FK1 {PRO} REFERENCES product {PRO}
      FK2 {PTY} REFERENCES party   {PTY}

-- Category CAT is defined by party PTY.
--
category_party {CAT, PTY}
            PK {CAT}
            SK {CAT, PTY}

      FK1 {CAT} REFERENCES category {CAT}
      FK2 {PTY} REFERENCES party    {PTY}

-- Product PRO is classified in category CAT
-- by party PTY.
--
product_category {PRO, CAT, PTY}
              PK {PRO, CAT}

                 FK1 {PRO, PTY} REFERENCES
      product_party  {PRO, PTY}

                 FK2 {CAT, PTY} REFERENCES
      category_party {CAT, PTY}

Note:
All attributes (columns) NOT NULL

PK = Primary Key
AK = Alternate Key   (Unique)
SK = Proper Superkey (Unique)
FK = Foreign Key

redpajama_set_name: RedPajamaStackExchange


text:
Нижанко́вицький райо́н — колишній район Дрогобицької області, центром якого було смт. Нижанковичі.

Історія
Спочатку територія району входила до складу Перемишльського району із центром у місті Перемишль. Оскільки значна частина території Перемишльського району увійшла до складу Польщі, то на територіях, які залишились в УРСР було утворено Нижанковицький район із центром у смт Нижанковичі.

27 червня 1941 року Нижанковичі покинули радянські війська. 31 липня 1944 року Нижанковичами знову заволоділи радянські війська. В березні 1945 року західна частина Перемишльського району включно з містом Перемишль, а також Бірчанський район з районним центром Бірча та Ліськівський район з районним центром Лісько зі складу Дрогобицької області передано Польщі. На основі східної частини Перемишльського району, яка залишилась у складі УРСР, утворено Нижанковицький район Дрогобицької області.

Указом Президії Верховної Ради УРСР від 23 вересня 1959 року Нижанковицький район ліквідовано, а його територію приєднано частково до Старосамбірського району і частково до Мостиського району.

Адміністративний поділ станом на 1 вересня 1946 року

 Нижанковицька селищна рада
 смт. Нижанковичі
 хутір Заболотці
 Библівська сільська рада
 село Библо
 хутір Чищини
 Боратицька сільська рада
 село Боратичі
 хутір Стороневичі
 Боршевицька сільська рада
 село Боршевичі
 Грушатицька сільська рада
 село Грушатичі
 хутір Саночани
 Дешицька сільська рада
 село Дешичі
 Дроздовицька сільська рада
 село Дроздовичі
 хутір Вілюничі
 хутір Мальговичі
 Зоротовицька сільська рада
 село Зоротовичі
 Міженецька сільська рада
 село Міженець
 Пацьковицька сільська рада
 село Пацьковичі
 Підмостицька сільська рада
 село Підмостичі
 Рожубовицька сільська рада
 село Рожубовичі
 Сірокізцівська сільська рада
 село Сірокізці
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Нижанковицький райком КП(б)У
Одразу після приєднання території Нижанковицього району до складу УРСР почалося формування комуністичних структур. Втім, спочатку територія району входила до складу Перемишльського району. Оскільки значна частина території Перемишльського району увійшла до складу Польщі, на територіях, які залишились в УРСР, було утворено Нижанковицький район і, відповідно, Нижанковицький райком КП(б)У. В 1952 році перейменований на Нижанковицький райком КПУ. У вересні 1959 року райком було ліквідовано у зв'язку з входженням району до складу Добромильського району. Райком складався з таких структурних підрозділів: бюро (загальний відділ), організаційно-інструкторський відділ (з 1949 р. — відділ партійних, профспілкових та комсомольських організацій), сектор партійної статистики, відділ пропаганди й агітації, сільськогосподарський відділ, військовий відділ, відділ по роботі серед жінок, відділ кадрів.

 Список перших секретарів Нижанковицького районного комітету КПУ:
 Кравець Прокопій Онуфрійович, 1945—1946
 Сердюк Степан Іванович, 1947—1948
 Дуліченко Микола Прокопович, 1949—1951
 Черватюк Василь Федорович, 1952—1956

Нижанковицький районний народний суд
У 1940 році на території теперішнього Старосамбірського району були утворені народні суди Старосамбірського, Добромильського, Нижанковицького, Стрілківського та Хирівського районів, які підпорядковувались Управлінню народного комісаріату юстиції УРСР по Дрогобицькій області. Діяльність Нижанковицького народного суду зупинилась із початком німецького наступу в червні 1941 року, відновлено її було у серпні-вересні 1944 року. У період 1945—1959 рр. штат суду складався з 6 осіб, у тому числі 2 суддів. Ними працювали Варвара Федорівна Конотоп, Драч, Середяк.

Репресії та обмін територіями
Нижанковицький район було утворено з тої частини Перемишльського району, яка залишилась у складі УРСР. Окрім того після обміну територіями у 1945 році в місячний термін було виселено мешканців ряду сіл, які залишились на українській стороні. У Нижанковицькому районі виселенню підлягали мешканці сіл Серакізці, Мальговичі та Рожубовичі. Окрім того на українській території, що відійшла до Польщі, був відрізок залізничної колії біля Нижанкович.

Національні меншини
Незважаючи на обмін мешканцями та територіями, район був місцем компактного проживання поляків — за даними перепису 1959 року вони становили 5,9 % населення.

Структура і діяльність ОУН та УПА
Адміністративний поділ, який використовувався українським підпіллям, відрізнявся від офіційно прийнятого в УРСР. Водночас повстанці мусіли пристосовуватись до ситуації, яка складалась. Зокрема з колишньої Перемишльської області не пізніше травня 1945 року до Дрогобицької округи приєднано ту частину Добромильського повіту, яка опинилася на схід від польсько-радянського кордону. З неї створено Добромильський район ОУН, який охопив за радянським поділом територію Добромильського та Нижанковицького районів Дрогобицької області УРСР.

Згодом він увійшов до Городоцької (Львівської) округи, яка складалася із трьох надрайонів — Миколаївського, Городоцького та Яворівського, до складу останнього входив також Нижанковицький район.

Примітки

Література

Дрогобицька область
Колишні райони Львівської області
Нижанковичі

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This restaurant in Tagaytay serves Filipino cuisine, not only great for balikbayans and for entertaining foreign guests, but also for locals who would want to have traditional Filipino comfort food.
We were served plenty of food, from a bowl of Beef Bulalo to their own version of Pork Binagoongan to sweet Christmas food.
Our favorite? This Binagoongan Verde is a twist of the original Filipino dish savor with green mango. First time to try this! It was awesomely good!
To add up, we also like their own-made puto bumbong and bibingka for Christmas feels. Love the tenderness of bibingka and the taste of the butter. Yum! Puto bumbong stickiness was perfectly right. I also love the sides of it where you can dip it.
Afford mo Mag-Tagaytay This Weekend Dahil sa Mas Murang Rates sa Mobile App!


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Superintendent Shepherd proudly announces Brandi Slone, primary teacher at Duff-Allen Central Elementary, as an Ambassador for Education for GoTeachKY, an initiative from the Kentucky Department of Education whose mission is to rectify the teacher shortage in the Commonwealth.
Superintendent Shepherd comments, "Congratulations Brandi Slone on being selected one of 22 Ambassadors for GoTeachKY! I am excited to see one of our rising stars pursue additional responsibilities all because she loves teaching. Brandi did not begin her career pathway with teaching as her goal, but it is clear that she is a natural." Commenting on the teacher shortage, Shepherd says, "We believe there are more like Brandi out there; more people who did not set out to become teachers but who should have chosen our field. Our children deserve the best teachers, like Brandi."
As an Ambassador, Brandi will encourage others to pursue becoming a teacher, help them understand the different certification routes for aspiring educators, and work with any groups in our district that may lead students on an education pathway. When asked why she was interested in this role, Brandi says, "I would love to change the narrative around teaching, to inspire students to pursue this profession, and to network with other educators in the state on how they train and support their new teachers."
Brandi says that teaching has changed her. She comments, "Teaching has made me a more confident person. Before teaching, I would have never been able to get in front of a room and speak. It has caused me to develop an even stronger sense of pride in my work and I've become more diligent because of teaching. Becoming a teacher after being a student most of your life is like peeking behind the curtain. It completely changed how I see the teachers and coaches I had. It makes me see myself as a child differently too."
When asked about her original career plans, Brandi says she was never really sure of what she wanted to pursue although she was encouraged to go into healthcare. Her original plan led her to obtaining a degree in Kinesiology with thoughts of pursuing becoming a physical therapist. Thankfully, that plan did not work out so Brandi began to pursue education. It was not something she had considered before due to the attitude about teaching she had experienced. In fact , when she decided to go into teaching, she didn't have much support. Brandi went in blindly relying on her only experience of substitute teaching for one day.
While many in the field of education do, Brandi did not have family members who were educators. Her path was not traditional, nor by design. Brandi believes that had the attitude around her about teaching been different, this career possibly would have been something she would have considered sooner and that is why she wanted to be an ambassador. Fortunately, once she began teaching in her own classroom, Brandi had a skilled principal and mentors. Brandi says, "In our area there are probably amazing potential educators that are being encouraged to not pursue a career in education. I never felt passionate about a degree or major in college and I think it was because society had limited my idea of success and what careers are "best". I was told not to go into teaching and it was discouraged to me in every way possible. Those people were wrong." Brandi concludes saying, "Teaching has given me an artistry, a craft. It brings me joy to develop that artistry and I take pride in what I can accomplish in my classroom. I've never had a sense of pride or passion from any job like I have with teaching."


Luxury villa house sleeping 12 people is situated on its own bay which provides peace and quiet. The house has been recently refurbished to a high standard and is spacious inside. All amenties and appliances are provided. Hvar town is just a 10 minute drive and easy to access for shops and restaurants.
The Villa is perfect for families with children due its isolated and safe location with plenty of activities and no traffic. it is also great for groups of friends who want to have a huge area in which to make their own fun yet it is just a short drive from the restaurants and bars of Hvar town.
There are four bathrooms: 2 ensuite and two large bathrooms with Jacuzzi baths, separate showers, bidet, WC and granite mounted basins. In addition there is a downstairs toilet and solar heated outdoor shower.
There are a large number of balconies, terraces and decks on which you can lounge and soak up the sun and atmosphere. The outdoor living concept is present throughout with Balinese deck chairs on the Sky Deck, deep outdoor sofas on the Yoga deck and wooden sun loungers on the balcony. the wood fired barbecue and pizza oven is great fun and provides tasty food when entertaining.


In 2012 I told my husband I wanted to build this huge white box that a family could get in for their Holiday Pictures. I explained how big I wanted it and how I was going to make this collage and it was going to be EPIC!!!! He looked at me and said "forget it! I am not helping you with this crazy idea!" I showed him my inspiration image from a Professional Photographer Magazine and literally drove him to Home Depot just to see what it would take to build such a thing. Obviously he gave in! That first year I only booked regular sessions and said "hey while you are here lets take a few In the Box!" That year I sold more box collage cards, prints and gifts than my regular Holiday set up!
How many times as parents have we heard "Why do I buy toys when they only play in the box?" or how many times have you been sucked into You Tube watching kids and cats trying to fit in a box? I LOVE these sessions when I shoot them I photograph the entire family and then start breaking it down into kids, parents, individuals. But the catch is if you are not in the box you have to sit so you are not able to see what is going on in the box until I edit the images and they are revealed in your video! The results are kids that are free to be silly … and parents too!
My Family supported our favorite Football team. Priscilla and her family went casual. I have had families dress in Pajamas and in their Christmas outfits. Whatever you decide I can guarantee it will be a fun time!
By the way this 2015 Holiday Season will be the last chance for Box sessions as I need to reclaim my space this box is taking up!


We invite applications from highly motivated individuals to study tsetse fly symbiosis in the context of population genetics/genomics. Successful candidates should have a PhD in entomology or evolutionary biology or microbiology with applications in medically relevant insect systems.
Our lab studies the tsetse fly (Glossina sp.) to investigate the physiological, molecular and genetic mechanisms that underlie 1) vector population structures in Africa, 2) tsetse host-African trypanosome interactions, 3) tsetse host-endosymbiotic bacteria interactions, and 4) tsetse's unique viviparous reproductive biology. The genome sequence of all partners is now available making it a highly tractable model organism.


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LVMH: the success story of Bernard Arnault, the richest man in the world
Martin Boujol ・ 1 June 2021 ・ Stocks ・ Europe
Bernard Arnault and his family recently surpassed Jeff Bezos and Elon Musk to have the world's biggest fortune. What is the story behind his success and why is LVMH (Hennessy Louis Moët Vuitton) doing so well?
Key takeaways on LVMH
Bernard Arnault entered the world of fashion when he bought Christian Dior, getting the brand back up and running, continuing an acquisition strategy, totalling 70 since then. However, he bean his career working for his father's manufacturing company.
LVMH's stock price is growing, thanks to new sales channels opened by e-commerce and a growing middle class in emerging countries.
Arnault keeps buying shares of the company, indicating that the valuation might not be so excessive, even though it more than doubled in a year.
Bernard Arnault has recently bypassed Elon Musk ($156.4 billion) and Jeff Bezos ($187 billion) with an estimated net worth of $191.7 billion.
The history of LVHM: a series of acquisitions
It all started in 1984, when a then 35-year-old Bernard Arnault noticed that the luxury company Christian Dior was for sale. Arnault began his career by working in his father's manufacturing company. So far, Arnault had worked for 10 years in a construction firm founded by his grandfather and had no expertise in the luxury segment. Nevertheless, he believed in the potential of Christian Dior, and took $15 million from his family's construction business, added it to a $45 million sum provided by Lazard Frères and Arnault acquired Boussac, the parent company of Dior. Little did he know that this was the only the beginning towards building one of the world's biggest fortunes.
Within 2 years, Arnault completely turned the company around, firing over 9,000 employees and selling the company's disposable-diapers and other textile operations for $500 million. This success easily made up for his initial investment and encouraged him to begin one of the largest buying sprees in business history.
In 1990, Arnault bought the famous Louis Vuitton Moet Hennessey, a merged fashion house and spirit company, which he already knew, having already invested in it. LVMH completed deals for Givenchy, Kenzo, Céline, Marc Jacobs, Sephora, Tag Heuer, the Gucci Group, Fendi, Hermès, Bulgari, Tiffany & Co, the French economic newspaper (which he later sold) and the contemporary art museum, Foundation Louis Vuitton to only name a few. Since Dior, the French businessman acquired no less than 70 luxury brands under the now famous holding company and world's largest maker of luxury goods, LVMH Louis Vuitton Moet Hennessey. He has worked and associated with various big names including British fashion designer John Galliano, Alexander McQueen, Marc Jacobs and many more.
LVMH Empire Stock as an Investment
What attracted attention on the stock recently is that Arnault, now Chairman and CEO of LVMH, keeps buying shares of the company, which might suggest that even though it is trading at a record high, its valuation might not be so excessive. On the chart below, green dots indicate his purchases of the stock. Arnault seems confident in his company's success.
LVMH stock price and Bernard Arnault's purchases (Source: InsiderScreener.com)
The company has plans to capitalize on a growing middle class in emerging countries as well as the growth of e-commerce, which thrived during the pandemic.
"Crises make us stronger. Our Maisons have experienced their fair share of them during their many decades in existence, but as long as we learn from them, they can be a powerful driver for the ensuing years of growth," said Bernard Arnault.
Every sector of the company from the Fashion and Leather Goods to the Wine & Spirits showed a decent recovery from the pandemic. Wines and Spirits sales grew 29% between Q1 2020 and 2021, while Watches and Jewelry sales soared 138%. While most still suffer from pandemic-related issues, they should naturally pick up pace once restrictions ease.Jasmine
Finally, its valuation claim is at a forward P/E of 37 for 2021 and 32 for 2022. It is a rather demanding valuation which rests on the pursuit of growth for the company and demands caution from potential investors. But it seems that considering the previously mentioned facts, there are no major red flags. LVMH will not satisfy day traders but might be a potential play for buy and hold investors.
Louis Vuitton, one of the company's leading brand (Source: LVMH)
The Thriving Luxury Market
The luxury market overall performed well during the pandemic. And LVMH's success is of course directly linked to the growing number of consumers in this segment. This is especially the case in emerging countries, where a growing middle class and easier access to goods thanks to e-commerce has sent sales soaring. We can see this in the company report, which shows a +26% growth in Q1 2021 sales for Asia vs. the same period in 2019.
E-commerce and digitalization have also played a key role in the development of the luxury market. Luxury brands have long been reticent to jump in, fearing that being to easily available might hurt their image, but seeing the massive business opportunity it presented, most have finally embraced the trend, including LVMH.
This is not only a way to bypass lockdown restrictions. Online business is also a new opportunity to open new sales and marketing channels, reach new customers and realize higher margins. Want to maintain your brand's image? Forget promotions, like LVMH did.
First Position in Forbes' Billionaire List
According to Forbes' real time billionaires list, Bernard Arnault, the chief executive officer of LMVH Moet Hennessy Louis Vuitton and President of the Board of Directors at Groupe Arnault SE (family holding company), is at the top, bypassing Elon Musk ($156.4 billion) and Jeff Bezos ($187 billion) with an estimated net worth of $191.7 billion.
This surge in the ranking is simply due to LVMH's stock price which soared from 3378.9 EUR a year ago to 655.60 EUR this week. This brought about a massive rise of Arnault's fortune, which grew by over $110 billion in the past 14 months. On Monday last week, LVMH's stock closed 1% higher, and this seemingly small price increase resulted in almost $2 billion for Arnault. Things happen fast when you own so much.
Forbes's real-time billionaires list (Source: Forbes)
Martin Boujol