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Grapemaker
Cuneo Cellars was thriving until a combination of good faith and bad business lost Gino Cuneo his winery. Now the pioneering Oregon winemaker is back, with his own name and a new brand.
By Jim Gullo May 19, 2009 Published in the January 2009 issue of Portland Monthly
LONG BEFORE HE BUILT HIS TUSCAN-STYLE WINERY IN CARLTON, and before he lost the winery in a series of practically Biblical events, Gino Cuneo was struck by inspiration one night while lying in bed with his wife, Pam. It was 1990, and the Cuneos and their four children were living in a working-class section of Kent, Washington. Gino was forty-three and basically selling fish for a living, but his every thought had turned to making wine. What had started as a hobby now felt like a calling. Their three daughters asleep in the next room, their son downstairs in his, Gino rolled over and said to Pam, "We'll call the best wine 'Cana's Feast.'"
It made sense on several levels. The Cuneos were devoted to Scripture. Gino and Pam had met at the Grace and Truth Gospel Hall in San Mateo, California, and both had been raised in religious homes. Cuneo knew from his childhood Bible lessons that Jesus performed his first miracle at a wedding celebration at Cana, in Galilee, by turning water into wine. And not just any wine—Our best is in these pots, the master of the banquet said. For Cuneo, calling his finest wines Cana's Feast would pay homage to the miracle without bludgeoning anyone with Christian doctrine; he would let his achievements do the proselytizing. "He who has ears, let him hear," he liked to quote from Matthew 11:15, meaning don't force yourself on people who aren't ready to receive the Word. Naming these wines Cana's Feast also spoke to Cuneo's belief that wine is from God, and represents joy, and that being a Christian winemaker is no contradiction.
For nearly eighteen years, Cana's Feast was the name of Cuneo Cellars' ultrapremium wines. They won high marks from the likes of Wine Spectator, and Northwest oenophiles adored the wines for their deep-ruby color, their smoothness, and their bursting, red and black fruit flavors.
Then the brand came to represent more. In 2006, Cuneo's financial partners—who came on board largely because of their shared devotion to the Christian faith—decided to renounce his name, first on the bottles and then on the business. "Cuneo Cellars" was quietly dropped; "Cana's Feast" became the name of the winery. And in 2007, Gino Cuneo was asked to step down as the winemaker of his own winery. Wine blogs lit up with questions and speculation. Here was a vintner wine lovers had followed for more than a decade; who was making wines many other domestic vintners dared not attempt; who was known, and loved, for his commitment to quality and his emphasis on pairing wine with food—making wine-tasting a festive, social family event before wine tastings were en vogue. "If he's bitter about what happened … he's not willing to share it," one person wrote last April on The Wine Knows, a Wine Press Northwest blog. "He's not that kind of a guy." Meanwhile, the winery, on its website, reported that Cuneo "stepped away from direct winemaking and production duties … to pursue his winemaking passion on a smaller and more focused scale."
Well, yes. And no.
No one ever really got the whole story, because, until now, Cuneo never told it.
A Simple Wooden Table
At The Filling Station, a coffee shop in Carlton, forty miles southwest of Portland, Gino Cuneo nurses an espresso macchiato and chooses his words carefully. It is mid-October and the grapes still aren't ready to pick in this unusually late, 2008-vintage season. The winemaker is wearing old blue trousers, New Balance sneakers, and a green long-sleeved shirt beneath a faded blue Joel Palmer House T-shirt. Gino is sixty-one but could pass for forty-five. He is trim and handsome, with long, wavy, silver hair, bright brown eyes, red cheeks, and small, almost delicate hands and fingers. He has a quick, easy laugh and a sonorous, pleasing voice. He inquires about my family and Italian heritage, and when he mentions Italian places or wines, names like Barolo, Veneto, and Liguria are inflected and given Italian pronunciations.
"Not everybody should be a partner; not everybody should be married," he is saying. Cuneo makes it clear he doesn't want to speak ill or name names, saying only, "There was one partner who I had serious issues with. He should have never been a partner." He studies his coffee cup and finds the positive note he's searching for. "What this whole experience taught me is that there can be great partnerships. That's the redemptive point of all this. Partnerships can be tremendous. But you have to be very, very selective."
The coffee shop sits practically at the epicenter of Oregon's winemaking region. There are more than two hundred wineries in the Willamette Valley—the long, fertile expanse that begins near the Washington border and stretches south to Eugene—and at least twenty-four of them are based in or around Carlton, population 1,582. Ken Wright, who opened his winery here in 1994 after experiencing problems with his own partner in McMinnville, is just down the street. Scott Paul is on the corner, and Andrew Rich makes his wines at the Carlton Winemakers Studio, just below Cuneo's old winery, where, beneath the big, oval sign reading "Cana's Feast Winery," hangs a smaller sign: "Cuneo Cellars." Less easy to downplay is the "Cuneo" etched in glass over the winery's main entrance. "That's the entrance that I still use," he jokes.
The big, ocher-colored stucco building, which Cuneo designed and built in 2001, was the culmination of years of making award-winning pinot noirs along with big, rich Bordeaux-style blends and Italian varietals—but red wines only; Cuneo doesn't drink whites and doesn't care to make them. He had been making wine professionally since 1989 under the name Cuneo Cellars, and by the time he built his winery, he had three principal investors and business partners. First came Martin Barrett, a businessman from a prosperous Salem manufacturing family, who became a minority partner in 1995 and later would become a principal investor. John Hall, executive vice president of Portland's EthicsPoint, which designs fraud- and incident-reporting software for corporations, met Cuneo shortly thereafter and volunteered his time and wealth to Cuneo Cellars' growth. Ken Knight, a retired dean of Seattle Pacific University's School of Business and Economics, signed on soon afterward. Hall and Barrett were involved with Young Life, the Christian ministry that reaches out to adolescents through camps and prayer groups. The three men and Cuneo shared one strong passion: God. In their operating agreement for Cuneo Cellars, the partners even chose a Biblical arbitration service to mediate disputes, should that ever become necessary.
Their two and a half acres overlooked a sweeping stretch of the western hills; the land cost $127,000, and the partners spent another $750,000 on the building and development. Their plan was to focus Cuneo Cellars around its winemaker: Cuneo. "Gino would say, 'I want the tasting room to look like this picture in this Italian cookbook,'" Hall recalls. "It was the essence of Gino, the whole Italian thing. We were going to focus on Gino's heritage."
Retail sales, or selling wine directly to the visiting public, became a major part of the business plan. Cuneo hired Jody Christensen, now director of the McMinnville Economic Development Partnership, to run the tasting room. She remembers the space, with its stucco walls and washed concrete floor, as simple and quiet—elegant. "It was a warm room bathed in sunlight, with a heavy wood table at the center," she says. "We didn't stand behind a counter pouring wine. You need a story to sell stuff, and the table becomes part of the story. Gino wants you to sit at his table. It wasn't spit and shine; it wasn't fabricated. Very authentic. Very famiglia."
Cuneo had purchased the ten-foot wooden table in Seattle; it fit his concept of a spare, almost monastic space where the wine, not the décor, conveyed the message. The partners stayed in the background, as advisers and investors, while Cuneo oversaw operations and served as general manager. At first they opened the tasting room only part time, and then, as business picked up, the room was always open. No matter how busy they got, the family atmosphere remained. "It was so casual," says Christensen. "They didn't even count the money at the end of the day when I started there." When invitations were to be ordered for a wine club event, Cuneo would weigh in with an opinion on which type of paper to use. When a customer said he'd buy a case of wine if Cuneo sang, the winemaker dropped what he was doing and belted out an aria. For wine pickup parties—when customers came to fetch their new orders—he filled the long table with Italian foodstuffs: prosciutto, a wheel of Parmigiano-Reggiano cheese, olives and different olive oils and fresh loaves of crusty bread. On trips to Italy, Cuneo found hand-painted ceramic platters that he liked and brought them back to the winery to sell to customers, who snapped them up in minutes along with olive oil and pasta and balsamic vinegar.
Each of Oregon's 393 wineries produce, on average, five thousand cases of wine per year. Like many boutique wineries, Cuneo Cellars had been producing about fifteen hundred cases each year. To make their winery profitable, Cuneo and his partners needed to produce at least six thousand cases every year and sell most through the tasting room rather than through wholesalers. Cuneo began to ramp up production. He expanded his contracts with notable vineyards like Meredith Mitchell, near McMinnville, which produces first-rate pinot noir grapes, and Ciel du Cheval in eastern Washington for the cabernet sauvignon and cabernet franc that went into his Bordeaux-style blends.
Most Oregon wineries bottle a pinot noir and a pinot gris, but Cuneo had a larger concept. "I always intended to be a Northwest winery, not just an Oregon winery," he says, referring not only to the grapes he used but also to the scope of his vision. Just as Oregon winemaking pioneer David Lett was convinced that pinot noir grapes could grow in the Willamette Valley—he started the Oregon wine business in the 1960s under just that premise—Cuneo was convinced that he could make Italian varietal wines in the Northwest that would rival the great Chiantis and Barberas of Italy. Such a franchise could be worth a fortune, and others had tried. California winemakers had grown and used the sangiovese grapes that make Chianti, with what some felt were mixed results; the nebbiolo that is the base of Barolo apparently had never been successfully grown outside of northern Italy. The wet Oregon climate wouldn't sustain crops of either grape, but in eastern Washington Cuneo saw the kind of hot, sunny conditions that existed in Italy. In 1993, he got his hands on nebbiolo grapes that were being grown experimentally in Washington. Two of the three clones produced weak juice. The third, however, grew just the kind of sweet, small grapes Cuneo needed; his first barrel of nebbiolo came out tasting and smelling like Barbaresco, one of the great wines of Italy's Piedmont region. "That told me that this could be done," he says. "I just charged forward."
With his partners' money, Cuneo commenced an eight-year project in the late 1990s to acquire a clone stock of Brunello from Italy and bring the first plants to the Northwest. (Brunello is the magnificent sangiovese grape clone that produces expensive Brunello di Montalcino wines.) Cuneo certified the plants as the first Brunello clones in North America; after they cleared federal quarantine, he planted five acres of vines at Ciel du Cheval.
That was in 2002. The first fruit was harvested two years later and became the basis for Cuneo Cellars' sangiovese bottlings. Other winemakers watched the program from a distance, some in awe. "Gino was a bit of a maverick, to use an overworked term," says Patrick Taylor, the young winemaker who apprenticed under Cuneo and replaced him at Cana's Feast. Demand for sangiovese has slowly grown and now is a unique staple of the Cana's Feast lineup. Other wineries have begun to experiment with the grape, too.
But Cuneo wasn't finished. On another trip to Italy, he discovered the amarone wines from the Veneto region. For these wines, grapes must be picked before they are fully ripe and then dried on racks for months, a process that draws out complexities of flavor and character. The drying, and the wines made from it, are called appassimento. Few, if any, winemakers in America were known to be making them commercially. "It's an accountant's nightmare," says Cuneo, referring to the slow, labor-intensive process. "Costs just blow out the window, and rot can take it all away." Nevertheless, he was intrigued, and began to experiment with drying nebbiolo, syrah, and grenache grapes. In 2003, he bottled his first appassimento wines and sold out, at thirty dollars a bottle, to his wine club members.
The winery was a success. Reviews poured in for Cuneo's "meaty and rock-solid" wines, as Wine Enthusiast referred to a 1999-vintage pinot noir that was released in 2001. "A superb wine!" Oregon Wine Report said of the 2000-vintage Red Mountain Bordeaux. Cuneo Cellars was lauded for its pastoral setting, its reasonable retail prices, and its ambitious product line. At the same time, Carlton was becoming known as a place to taste and buy good wine. Cuneo Cellars became a must-stop spot on the tourist trail. "By the end of '04 we were making really good money out of the tasting room," says Christensen. "Sales had gone up 30 percent a year. The Cuneo label was liquid gold; we couldn't keep that puppy in stock."
It was about that time that Martin Barrett, Cuneo's initial partner and major investor, began to have a different vision of the business, and a different view of the winemaker himself.
How to Make Wine
As a young man, Gino Cuneo wanted to be a chef. Winemaking was never part of his plan. He grew up in the Richmond district of San Francisco, where his father, Ernie, was a typographer who had grown up in the Marina District as a neighbor of Joe DiMaggio; Gino's mother, Doris, raised the kids.
Gino's given name was Eugene and his family called him Gene. But as a waiter in California restaurants, the young Cuneo discovered that if he called himself Gino and inflected his speech slightly—"can not" for "can't"—the tips were better and customers asked for him by name. After serving in Vietnam, he studied music and religion at UC Berkeley, then worked on fishing boats in Alaska for a year. He married Pam, whose younger sisters he had known growing up. Their son, Mark, was born in 1975.
In 1978, Gino saw a newspaper ad about running a restaurant at a Klamath Falls inn; he liked the sound of that. The family moved to Oregon. Gino was the chef and Pam the hostess. But the landlord was difficult and the business slow, so after one season they returned to San Francisco, where Cuneo began selling seafood, moving tons of Mexican shrimp for a San Diego–based importer. He was good at marketing and forming relationships. In 1983, the family moved to the Seattle area, where Cuneo opened a Pacific Northwest office for Ocean Garden, a major seafood importer. He would stay in the seafood business for the next eleven years. He and Pam had three more children—daughters Angiolina, Grace, and April—and Pam stayed home to raise the children while Gino flew around the country selling seafood.
In 1986, Pam bought her husband a book, How to Make Wine, for ten cents at a thrift store. Cuneo loved food and his Italian heritage, and Pam thought winemaking might interest him. She was right. While visiting his parents in California, Cuneo bought forty-five pounds of cabernet sauvignon grapes from a Lodi vineyard and began to experiment with making wines that would be better than the simple reds his father had drunk. "I was surprised that it was drinkable," he says of his first vintage. Making wine seemed to reach across the generations to his Italian-born grandparents. "I think in buying wines, people are really looking for authenticity, the real deal," he says. "Wine ties them to the earth at a moment in time. You can taste the Dundee hills [of] 2004. It's remarkable. I don't know anything else that does that."
Winemaking also supported his view of Christian theology. He loved to argue with fellow students of Scripture that wine represented God's joy, and that since it came from God it could only be good. Being a vintner allowed him to reach out to a diverse culture of people, too. Cuneo recalls a meeting with a gruff East Coast seafood buyer at a New Jersey bar; all the guy wanted to talk about was the wine Cuneo had been making. "It was a dream that he couldn't realize," Cuneo says, "and he lived vicariously through me."
In 1988, Cuneo bought a used oak barrel and a half ton of cabernet sauvignon fruit, acting on a tip from a winemaker who said Cuneo would never make great wine until he'd made a barrel's worth. Cuneo made his first wine in his garage; this became his first bottling, with a label designed by his brother. He entered it in the Benton Franklin County fair in Washington, and, to his surprise, won Best in Show. It wasn't as epochal a winemaking moment as when, say, David Lett's Oregon pinot noirs placed third at an international wine competition in Paris, but Cuneo felt validated. "The next year," he says, "I had to go commercial."
For the next three years he used his vacation time to make small batches of wine at Hood River Vineyards. He worked from Washington fruit and sold directly to wine shops and restaurants. He was ready to leave the seafood business, though, and in 1993 he found a winery he could afford: a small, chilly shed formerly used for prune drying in the Willamette Valley's Eola Hills, well off the path of the fledgling wine-tourism industry. Martin Barrett estimates Cuneo Cellars to be one of the state's first hundred wineries. (Today, Oregon wineries produce 0.64 percent of the nation's wine, ranking fourth behind California, Washington, and New York).
The facility cost $125,000; Cuneo bought it with money lent by his father-in-law. With Pam and the girls still living in Kent, Cuneo and his son would drive down to the winery, sleep in a drafty loft, and shower in the winemaking room. "Believe me, it was rustic," said Alex Pompel, a longtime associate of Cuneo's who now sells wine for Cana's Feast. "You could tell how personal the wine was to Gino."
In 1995, Cuneo needed capital to keep the business going. He sought it in the one environment in which he felt comfortable and had contacts: the church. He began to speak and network at Christian gatherings, where he eventually met Martin Barrett. Barrett belonged to an upper-middle-class Salem family (his childhood home is now the governor's mansion). He had just sold Supra Products, which manufactured the real-estate lockboxes his grandfather invented, and he was looking for new ventures. Cuneo and Barrett attended Trinity Covenant, a strict evangelical Bible church in Salem, and they clicked, though their early conversations were more about Scripture than business. "For the first few months we spent a lot of time together praying and talking and looking at Scripture," Barrett told me. "Both of us have the same convictions about who Jesus is and the centrality of Scripture."
The partnership, he says, did not materialize straight away. He and Cuneo spoke for a good six months before Barrett invested, and initially Barrett wanted only to dispense business advice. But the winemaking business was difficult, the Cuneos were barely getting by, and it was clear that Cuneo Cellars needed an infusion of capital in order to grow. "Like all those little wineries, the costs are always twice what you think it is, and the cash flow is always three times as slow as you think it will come," Barrett told me. In May 1995, he bought a piece of Cuneo Cellars; neither he nor Cuneo will disclose the amount of the investment. Barrett was neither a winemaker nor a particularly big fan of wine; he just liked Cuneo and wanted to help grow his business. He also loved the fact that the reserve wines were called Cana's Feast. "So many people see—and rightfully so, unfortunately—people who love Jesus as being kind of stiff," Barrett says. "Unapproachable. It really is fun to be able to open a bottle of wine with folks and have them go, 'Wow, this is really cool.'"
Trademarks & Hospitality
Martin Barrett loved entertaining. When he was growing up in Salem, his mother hosted big parties. "We had a big dining room, and that dining room was filled," he said. "The bedrooms were filled. I grew up with that and loved it. I realized the power of hospitality." The pickup parties Cuneo threw for people who bought cases of Cuneo Cellars wines were social events—people would come to get their wine and stay for hours. When the new winery in Carlton was being planned and built in the last years of the 1990s—with the added business advice and investment dollars of John Hall and Ken Knight—Barrett began to think about ways to include more hospitality and events in the winery experience.
It was more than a business decision for him. Just as winemaking was an expression of Cuneo's Christian faith, good food and good cheer expressed Barrett's. "If you're really doing hospitality in the name of Jesus, which is how I describe it, it's not mercenary," he says. "We do it because we genuinely honor people, and we love people, and it's not just about the money. We have the privilege of serving people, hopefully the way Jesus would serve people."
The new winery opened in early September 2001, with production goals quadrupled to more than six thousand cases per year. While Cuneo managed the business and the tasting-room sales grew under Jody Christensen, Barrett made occasional trips south from his Washington home, to Carlton.
By the end of 2004, Cuneo Cellars had reached many of its goals. Production indeed hit or exceeded six thousand cases a year. Sales grew from less than $50,000 in the pre-Carlton years to nearly $1 million. This didn't make the winery profitable—the partners were still recovering from the expense of moving into the new building, and the price of increasing production fourfold was enormous. The best news was that the winery had become a star on the wine-tasting circuit: Wine Press Northwest named Cuneo Cellars its 2005 Oregon Winery of the Year. New partners with even more capital and business savvy came on board.
Cuneo was producing up to ten different kinds of wine (depending on the quality and availability of the grapes each season), and he was becoming overwhelmed with the challenge of running what was on track to become a multimillion-dollar business. In January 2005, Cuneo announced in a memo to the staff and partners that there would be some restructuring in the operations of Cuneo Cellars: Barrett was named general manager. He planned to expand the retail operation while Cuneo concentrated on making wine.
Barrett had his own vision for Cuneo Cellars: he wanted to create a lively restaurant and party scene at the winery, with a full-service kitchen serving meals for events. Such a thing had rarely, if ever, been attempted in the Willamette Valley. The costs of running a restaurant were high, and nobody knew if the market—mostly Portlanders driving down for weekend wine tastings—would support both the winery and the food.
Barrett began to drive down to Carlton from his home in Burien every week and stay for three or four days at a time. The winery's small service kitchen, which had been built for catering the wine pickup events, was built out, and Lisa Lanxon, who had cooked with Caprial and John Pence in Portland, was hired to be Cuneo Cellars' executive chef. The idea to focus on hospitality "was a complete change in the emphasis of the winery," Cuneo tells me. "That's where the thing began to fall apart."
The spare, simple tasting room was transformed into a restaurant space with tables and chairs; the long wooden table was shunted into a corner, to use for large parties. Tastings were moved to a smaller room. Barrett hired kitchen staff and waiters. The other partners went along with the changes—Barrett was, after all, the principal investor—but Cuneo was exasperated. "It was always a winery," he says. "We wanted to make the best wine in the world. But that's not the point of hospitality."
Budget dollars were shifted from winemaking to the restaurant/hospitality endeavor. Cuneo felt the business losing focus; he and Barrett began to argue about the direction of the winery.
Cuneo wasn't the only person exasperated by Barrett. Barrett's operating style quickly clashed with the Cuneo Cellars culture that had been cultivated over several years. "Martin has great vision, but he operates at thirty thousand feet," says Christensen. "Let's build a pizza oven in the middle of the piazza. Let's spend three hours brainstorming what kind of tent to buy. Let's spend all day driving around Portland sampling coffees. Let's bring in a grand piano. Let's talk to an artist about painting a fresco on the wall. We spent a lot of time debunking ideas and satisfying one-offs." Cuneo puts it another way: "Every country needs a prophet. But they also need priests. Someone they can go to every day and who makes sure the doors open on time. That's essential; it's not a luxury."
Cuneo says Barrett also wanted to incorporate his spiritual beliefs more prominently into the way the business was run, and that Barrett brought in people he knew from Young Life as staff, reminding them of the Biblical underpinnings of Cana's Feast, the winery's prestige label. Barrett refutes this. "Our thinking, going back to my dad, is, you live it," he explains. "You … don't hide your faith, but don't go … shoving it down [people's] throats. But it's pretty obvious when it's Cana's Feast and you have the story of Jesus turning water into wine. We [told the staff], 'You don't have to believe this, but you have to explain to customers when they ask, Why's it called Cana's Feast?'"
In the middle of 2005, the partners realized they had a potentially large problem: they didn't own the trademark to the Cuneo brand. Cuneo had never registered it, because he couldn't.
In California, the huge Sebastiani Vineyards & Winery was run by Richard Cuneo (no relation), who years before had trademarked the name Richard Cuneo for a small amount of sparkling wine that he made from grapes grown in his front yard. Gino Cuneo had visited Richard during his own early years of winemaking, and the two made a handshake agreement that allowed Gino to use the name Cuneo Cellars on his wine. "As far as I was concerned, he was entitled to use the name Cuneo, since that was his name," Richard told me. "It was never a trademark conflict with us. I shook his hand and said, 'Go ahead, use your name.'"
That wasn't good enough, according to John Hall. The legal risks were too great, especially when the Cuneo Cellars partners were trying to raise more capital from new investors. "If you're building a brand, you'd better own the trademark to your name," he says. "We could not have ten thousand cases of wine, labeled and in inventory, and get hit by a cease-and-desist order. We had to address any potential risk in advance, and eliminate it."
Lawyers were consulted, but nobody could determine where a business's trade name intersected with the trademark on the bottles of wine. The partners considered approaching Richard Cuneo and attempting to negotiate a settlement, but ultimately felt this amounted to waking the sleeping Sebastiani giant, Hall says. "They have more lawyers than we have partners." Someone then proposed a drastic solution: change the business name from Cuneo Cellars to Cana's Feast Winery, and with it, the entire brand.
Cuneo was stunned. Patrick Taylor remembers him saying, "I'm not giving up my label. I'm not giving up my name." The atmosphere at the winery grew tense. "Things between him and Martin were not good," Taylor says. "There were strained relationships."
But Hall and the other partners, who saw the rebranding as the only safe course for their investments, leaned on Cuneo to go along with the plan. It was, in their opinion, the lesser of two evils. "Believe me, nobody wanted to do it," says Hall. "We had so much equity built into the Cuneo Cellars brand. My wife still won't speak to me about it."
Cuneo's opposition wasn't purely manifested in his ego or pride: he had coined the name Cana's Feast for the wine, but he thought it was a terrible name for a winery. It was too jarring, too likely to cause reluctance in consumers who were leery of being lectured by overenthusiastic Christians. "I thought it was wrongheaded," he tells me. "We had a long theological discussion about it. This is a community business, and people expect a business to be run in a secular way. If you want to put a fish over the door, that's fine." As a compromise, he suggested changing the name to Cana Cellars. But Barrett was adamant.
Cuneo's spirituality ultimately dictated his actions. He relented. "Martin and the others had put in a lot of money, and you had to respect that," he says now. "There's something to be said for the collective wisdom of the group. Nobody has perfect knowledge. I didn't want to go against the wishes of my brothers. There's a much greater dynamic than the group. God will do what He will." At the beginning of 2006, Cana's Feast Winery LLC became the legal name of the company. Cuneo Cellars was no more.
"It was such a shock," says Jody Christensen. "We had built the whole foundation on the Cuneo name and Gino's story…. Here you've been building a brand for five years, and then the rug is pulled out from under you." Citing family commitments, but heartbroken over the changes to the business she had helped grow, Christensen resigned.
That wasn't the last blow for Cuneo or the winery. In May 2007, the company received word they would be audited by the federal Alcohol and Tobacco Tax and Trade Bureau (TTB), part of the US Treasury Department. The agency was created in 2003 to monitor and regulate winemakers, distillers, brewers and tobacco manufacturers. While Cuneo was in Italy leading a food-and-wine tour, a young Vancouver-based TTB investigator named Paul Haller began asking questions about everything from labels to the precise percentages in the blends. "He would ask us, 'How did you configure this blend? How do I know that this is 23 percent merlot and not 22 percent?'" says Taylor, Cuneo's assistant winemaker at the time. "'This tank is supposed to hold 600 gallons and you're claiming 588.' And he was totally serious."
Haller asked to see records that went back years. Violations involved documentation of labeling and the late payment of federal taxes; as more problems surfaced, Haller threatened to shut down the winery. Cuneo admits that record keeping under his watch had been scattered. A succession of employees had been tasked with different record-keeping duties, but the final responsibility, he says, was his. After consulting lawyers, the partners came up with an option: because Cuneo had been in charge of record keeping, they could offer the government his resignation as evidence of their intention to reorganize the company.
Cuneo learned of the audit by phone while in Italy. One of the new partners called him. "He was really serious," says Cuneo. "He asked me, 'Gino, what do you have to say for all this? Why did this happen?' The answer was expediency: there was too much to do in too short a time."
When Cuneo returned to Carlton, he says he was greeted by a letter from his partners, basically firing him.
Not surprisingly, Cuneo felt a deep sense of loss. Losing the company felt like the death of a close relative, a sadness deepened by the feeling that he had let his partners down. Equating the partners' decision with God's will, he officially stepped down, apologizing to each partner and asking for forgiveness. "I said that I was the one responsible; it happened on my watch," he says.
The hasty restructuring didn't really matter in the end. Despite Cuneo's departure, the TTB investigation continued for more than a year and wound up costing the company nearly $250,000 in lost product, time, legal fees, and, ultimately, in an "offer in compromise," a $10,000 settlement fine for violations including failure "to notify TTB of certain changes in corporate officers, managing members and trade name." According to the TTB website, only two other Oregon wineries in the past five years have been in such a situation.
Cuneo's Redemption
At age sixty, Gino Cuneo had no winery and no direction. "I questioned whether I'd ever make wine again," he says. "I believe that I was created for a purpose, and that craft that I'd been given is to make wine. When that seemed to be potentially off the table, then all of a sudden, what else is there in me? Is that the sum substance of me? Is it my identity?"
He and his wife did what they always do when trouble hits. "We prayed," says Pam Cuneo. "'God really helps,' I told Gino."
Cuneo began to write poetry, and published it in the liturgy of the Pearl Church, which the Cuneos attend on Sunday mornings, about an hour's drive from their McMinnville home. He had never written before. "I looked upon that as a special grace that came in."
Then he got back to work. He couldn't use the Brunello-clone grapes that he had planted—they still belonged to Cana's Feast—so he found sangiovese grapes that other wineries had planted, in Mattawa, Washington, on the Columbia River. Sangiovese was still a novelty, a side product. American winemakers were making money on cabernets and pinot noirs. Cuneo was able to find sangiovese grapes because so few people wanted them.
He pressed and barreled the grapes at a small facility in Carlton, a few blocks from the winery he had built. Then he called on marketing instincts honed during nearly twenty years of making wine in Oregon. With Anton Kimball, a graphic artist in Portland, Cuneo designed a new brand. He called it Tre Nova, for the three premier grapes of Italian wine. He trademarked three new wines, including Bonatello, a rich sangiovese table wine with a screw cap, and Secopassa, an appassimento pressed from the dried sangiovese and nebbiolo grapes Cuneo loves. He bottled a few hundred cases of both wines last year and is testing the market. The Bonatello sells in restaurants and area wine stores in the $17 range, and the Secopassa is a premium wine that sells for $35 a bottle.
This time, Cuneo is pressing and aging his wines in custom lots at a factory in Dundee. He sells almost entirely through wholesalers—no winery, no tasting room, no wine club, no parties. And no restaurant. The name of his new business is Gino Cuneo Cellars.
The new venture excites him. "This is my retirement right here," he says, referring to the Bonatello. The wine is deep red, fruity, balanced, and delicious. "I want to bring sangiovese to the American market. It's completely different from what was tried in California and didn't succeed. I'm really looking to not just have another wine, like another cab or merlo—I want to build another category."
Cana's Feast is still operating. In recent months, Cuneo has begun to spend time there again. He is still a minor partner in the business, but when it comes to winemaking, Patrick Taylor is in charge. Cuneo's path back to Cana's Feast was smoothed when Barrett unexpectedly resigned as general manager and managing member at the end of 2007, citing stress and failing health and the difficulty of being away from his family. Harve Ballard, the winery's former finance manager, is now operations manager; John Hall is the managing member. Lisa Lanxon continues to serve Italian-style lunches on weekends. Hall is still a close friend of Cuneo's; of the conflict that led to Cuneo's departure he says, "It's a way that God delivered him to the direction he was supposed to take. Where Gino is today is where God wants him to be."
The 50 Essential Oregon Films
12/23/2021 Edited by Conner Reed By Conner Reed, Margaret Seiler, Cami Hughes, Karly Quadros, Gabriel Granillo, Fiona McCann, Katherine Hamilton, Julia Silverman, Jacob P., and Rich Reece
Remembering Stand by Me, 35 Years Later
The Iceman Speaketh
09/30/2021 By Marty Patail
Meet Lloyd Center's Pretzel Man


Wayne Spidahl is the plant manager for Nordic Fiberglass in Warren, Minn., where he has worked for 32 years. He develops new materials and manufacturing products for Nordic's line of composite electrical equipment. He recently met with his representative, Senator Kent Conrad (D-Minn.), along with other members of Congress to discuss the impact of the recent RoC styrene classification.
How is policy affecting your business?
Federal policies are impacting the way that composite manufacturers are doing business. It is unfortunate that our government is passing misunderstood regulations, such is the HHS styrene listing, and that these regulations are hurting our business and therefore our country. We need good regulation because it gives a level of certainty for getting projects going. When these types of laws are passed, we have to stop our research and development in order to comply or fight against regulations.
What do you see driving the industry now?
Besides regulation, the housing market needs to get going again. But I think it's going to be a while for that market to start building again. We also need to start making new application for composites and improving on existing applications.
How do government policies impact the composite market?
The trend across the country is that business is at a slow down. Everybody I've spoken to seems to be hurting. Overall, the demand in the composites market is not there and I think it's a result of the poor economy. If you take one step back from the economy, you'll find it's the gridlock in Congress. This blockage is preventing forward progress and preventing the U.S. from doing things such as developing an energy policy. There is a level of uncertainty in all markets; we don't know what to invest in anymore. A significant part of that uncertainty stems from the fact that we don't know what regulations are going to stay in place next year. That completes what I call the "circle of uncertainty." That's why we have $2 trillion dollars just sitting around the country because nobody knows where to invest it all.
How did you get involved with the government affairs committee at ACMA?
I've always followed events in Congress and around the country. But I recently became more involved over the styrene issue. After hearing about ways to fight against the legislation, I started writing to my Congressmen and House Representatives. We, as U.S. citizens are not as involved with our government representatives as we should be and that is a huge problem. Nobody was getting involved and now Congress is being mismanaged by issues that are unrelated to their constituents. I know there are always things going on in life, but we must take the time to meet and express ourselves to representatives or go unheard.


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1863 photograph of Libby Prison 1
1863 photograph of Libby Prison, looking south-east, corner of Cary and 20th sts. Photo by C. R. Rees.
A post-war stereoview of this image declares on it's backmark that this image was taken August 23, 1863. Sandra V. Parker, in her book, Richmond's Civil War Prisons, declares that the four figures in the right foreground are: William D. Turner (son of Richard Turner), Erasmus Ross (prison clerk), Richard Turner (jailer), and Thomas P. Turner (commandant). See below for a close-up of these figures.

redpajama_set_name: RedPajamaCommonCrawl


As an employer you must ensure that you know your responsibilities regarding working hours. You need to make sure that you comply with Working Time Regulations, and protect the health, safety and wellbeing of your employees.
There are basic limits on working time and your employees' entitlement to in-work breaks, periods of rest between shifts and the legal minimum paid annual leave.
On this page you will find information on what is considered working hours. You will also find information to help you calculate your employees' working hours.
a right to an in-work rest break of at least 20 minutes if the working day is longer than six hours. This break must be taken during the work period and not at the end.
a limit of an average of 48 hours a week which a worker can be required to work - workers can choose by written agreement to work more if they want to.
Employees have a right to a minimum of 5.6 weeks paid annual leave, inclusive of bank holidays.
They also have the right to paid annual leave from their first day of employment. This accrues at one-twelfth of the annual entitlement per month worked.
A pro-rata entitlement is given to seasonal or casual employees and others who do not work for a full year, as well as to part time workers.
when a worker is undertaking training that is job related.
If the worker is a home worker or carries out work at home with prior agreement, then working lunches, travel and training are likely to be counted as working time.
working away from home, but not spent resting at the end of the working day, even if the worker is required to stay away from home overnight.
When an employee is on call at the workplace, this will constitute working time. Only the time spent during the actual provision of services when on call but away from the workplace will count as working time, for example at home on Saturday but 'on call'.
training such as non-job-related evening classes or day-release courses.
Average working hours are calculated over a 17 week period. Employees can work more than 48 hours a week as long as the working time does not exceed 48 hours per week when it is averaged out over the 17 week period. If your employee has more than one job then their working hours shouldn't exceed more than 48 hours a week on average.
reduce working hours to meet the 48 hour limit.
Where an employee is under 18, their hours cannot be averaged and they cannot work more than 40 hours a week.
Night workers whose work involves special hazards or heavy physical or mental strain is regulated by absolute limit of 8 hours in any 24 hour period working each day. This is not an average.
There are a number of roles that are exempt.
Trainee doctors have a reference period of 26 weeks.
Off shore oil and gas sector reference period is 52 weeks.
You can use the Government's working hours calculator to help you work your out your employee's working hours.
You can find out more information on working hours on the ACAS website.


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Home » Review: Jamaica Farewell at the Fringe Building
Review: Jamaica Farewell at the Fringe Building
March 9, 2010 by Katelyn Coyne
Friday night found me flying solo to the Indianapolis opening of Jamaica Farewell, at the indyFringe Building in Indianapolis downtown on Mass Ave. The play, which runs for two more weekends in this downtown Indianapolis cultural district, is based on true events from the life of writer and actor Debra Erhardt. The fifth of five one actor shows to grace Indianapolis arts in the past two months, Jamaica Farewell follows one young girl's dream to move to America and live a life of freedom.
First of all, "Brava!" to the indyFringe Festival for continuing to, not only support local playwrights and directors, but also for attracting accomplished playwrights and actors to the Circle City. The indyFringe Theatre Festival jumps on board the trend happening in Indianapolis theatre this year: the one-actor play. Their continued efforts are truly helping to make Indianapolis a "theatre town." Jamaica Farewell is just one more statement in their ongoing dialogue with other Indianapolis performing arts venues such as the Indiana Repertory Theatre and the Phoenix Theatre.
Jamaica Farewell, as previously mentioned, is based on real events. It runs 90 minutes with no intermission. As a young girl in Jamaica, all Debra Erhardt dreamed of a was to move to the United States, where anything was possible. The play originated in New York City in 2007. After a successful Off Broadway run, Erhardt took to touring her story throughout Canada, America and even the United Kingdom. Upon its opening in New York City in 2007, Erhardt was recognized by the city of New York for her "Outstanding Contributions to the Jamaica Community."
The story begins in Kingston, Jamaica, sometime in the 1970s. A young Jamaican girl shares her dreams of coming to America, her envy of her best friend's frequent sojourns to Miami and the troubling details of her life, wrapped in her fathers gambling and drinking habits. As we see her stealing her own teddy bear from a moving truck sent to repossess her family's furniture, the words from Erhardt's program notes ring clearly. "In Jamaica as in many countries, an individual's class and economic background determined your destiny…"
Flash forward to the life of teenage Erhardt. Upon graduating high school, she waives a letter of acceptance to Miami University proudly in the air, her ticket to America. Though a visa seems possible with such credentials, her family's lack of financial security keeps her from her flight to Florida. In a revolutionary torn country, filled with rules keeping citizens in, it seems all hope is lost for Erhardt. That is until she meets the handsome Jack Wallingford, a CIA agent that seems all too forth coming about his job. Erhardt once again feels she has a ticket to America in her grasp, if she can only seduce this charming American.
What follows is a madcap adventure in which Erhardt risks life and limb to pull off a scheme of mammoth proportions. With a million dollars in a duffel bag and the hopes of living a life of freedom, Erhardt uses her lovely CIA agent to smuggle money into the United States, leveraging her risky task for a visa and a sack of cash that is all her own.
The adventurous story takes on an appropriate tone of large humor told through even larger caricatures. Erhardt's writing is descriptive, specific and above all else suspenseful. As the audience wills this Jamaican beauty to make the short journey across the Caribbean, her words truly have her listeners eating from the palm of her hand. However, I found her script lacked strong thematic elements to make a cohesive story more meaningful.
While her chase after the American Dream is honest and fun, her view of America is shallow. The point of view works for a young girl from Jamaica, but hardly challenges a room full of Americans, who have lived an easy middle to upper class life. Her program notes gave the impression of a play that delves deep into the economic distress from which she came. While the idea was introduced early and present on stage throughout, she failed to use this thread to tie it all together, instead choosing to share a light-hearted romp safely watched by all.
Erhardt's charming personality carried her through much of the show. She is beguiling, fiery, intelligent and quick. The tinge of her Jamaican accent heightens our need to listen from the beginning. Her vocal patterns, though strange, are pleasurable to hear throughout. However, her performance was more animated storytelling than acting. Her script was populated by diverse and interesting characters. Though she executed them in a believable way, her efforts were labored and visible. From the beginning her characters seemed put on, but as the show progressed and as she warmed up, these transitions became easier for her to make. I felt as if her program could have just as easily been brought to Indianapolis by Storytelling Arts of Indiana, rather than the indyFringe Theatre Festival.
Director, Francis Megahy, lent more than a helping hand to Erhardt as she shaped her characters. He crafted interesting blocking that kept her dynamic throughout the show. However, the momentum built leading into her final goodbye to her drunken father was ruined by a simple light cue. As Erhardt tearfully lives in a beautiful moment of vulnerability, the lights go black for the first time in the play. Initially, I thought "Is that the end of the play?" But as the lights came back up on Erhardt, now sitting and wiping tears from her eyes, I felt robbed of one of the most powerful moments in the show. A stronger choice would have been to show her transition into the next scene. This reliance on technical elements throughout (both sound and light cues) detracted from the overall strength of performance.
Jamaica Farewell is the fifth one actor play in Indy this so far this year. When compared to Call Me Boricua!, Pretty Fire, The Year of Magical Thinking and After Paul McCartney, it stands as the weakest of the five, which says more about the strength of Indianapolis arts than anything else. Jamaica Farewell was an extremely enjoyable evening out. For those who can not afford big buck tickets to the Going Solo Festival now at the Indiana Repertory Theatre, take in Jamaica Farewell at the indyFringe Building this coming weekend. For less than half the price, you too can experience the growing trend of one actor plays now happening in Indianapolis.
Stay tuned for more information about other upcoming Indianapolis events at the indyFringe Building downtown. From the upcoming DivaFest to the incredible Acrocats (a cat circus), the organizers of the indyFringe Theatre Festival are proving that indyFringe is not just for Summertime.
As you head to Indianapolis downtown next weekend for Jamaica Farewell, take in dinner or drinks at these great Indianapolis restaurants and Indianapolis bars. Keep browsing for Indianapolis News, Events and Information on Fun City Finder.com for all the latest on fun things to do in Indianapolis. Make the Circle City your playground this weekend!
Now through March 21, 2010
IndyFringe Theatre Festival
The IndyFringe Building
719 E St. Clair St
Indianapolis, IN46202
Filed Under: Downtown, News, Theatre


"Flow visualization of a micro aerial vehicle" by Alex G. Borges, Ernst Thomas Minschke et al.
The goal of this project was to visualize the flowfield over low aspect-ratio wings at low Reynolds numbers which are used in micro-air vehicle applications. A new sting balance was designed and constructed to support a wing in the WPI water tunnel. The sting was designed to resist the corrosive properties of saltwater. Flow visualizations were conducted for an aspect ratio (AR = 1) wing over a Reynolds number range of 35,000 to 70,000 and flow angles of 2? to 15?. Observed flow phenomena included flow separation regions and vortices. The observations were compared with an earlier work by Sathaye et al. (2004). A second experimental apparatus consisting of a low aspect ratio, flat plate wing to be used to obtain surface pressure measurements was also designed.


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Preparing For Allergic Reactions
Published 4:54 pm Thursday, August 9, 2012
CUMBERLAND – Cumberland County Public Schools has taken strides to meet Virginia's new allergic reaction preparedness requirements, which will allow the division to act quickly in the event an emergency arises during the school day.
Superintendent Dr. Amy Griffin provided the update concerning the epinephrine pen policy that was first presented last month. The pens are being required in each of the division's three schools.
"The EpiPen guidelines are in there…," she said during the July School Board meeting when referring to policy changes. "They came out last week and we will be required to have four EpiPens per school-two of the juniors and two of the regular size EpiPens."
According to Dr. Griffin all staff members will be trained on signs of an allergic reaction.
"There will be two people per building trained to actually use the EpiPen on the student," she said.
Calendar Change
In other news, the new school year's calendar, which has already been approved by the School Board, already needs a revision.
According to Dr. Griffin, Cumberland County Public Schools have collaborated with Longwood University and coordinated a Region VIII forum with speaker, Rafe Esquith, on November 6. The event will be hosted in Jarman Hall and Esquith will speak on "revolutionizing education."
November 6 is scheduled as a regular school day on the approved calendar and Dr. Griffin requested that the calendar be revised to make November 6 a professional workday for teachers and administrators so that they can attend the regional forum.
The schools would be closed for students, she offered.
<!– 1upcrlf2 –>"I would like to ask that November 6 be changed from a regular school day to a professional workday…," asked Dr. Griffin. "…Longwood has actually donated Jarman Hall for us so their students can actually attend. The students that are wanting to be teachers can actually hear Rafe speak as well. I'm asking that become a professional workday and students stay home."
A makeup day for students was not included in Dr. Griffin's request.
"This is the reason why," she said, "because we do actually go 162 hours per class and we're only required to go 140 so we do have that leeway and I…felt like if we had made this decision in the middle of the calendar development then it would have been fair to add the day for students but right now it's something that I decided to do…"
Dr. Griffin added, "I don't want it to become a negative thing that we're adding, if we do this professional thing, that we have to add another day for students and I feel like it would make the professional development a negative thing."
She continued, "We're excited. It's really going to support our embracing 21st Century learning and thinking outside the box about what a teacher does inside the classroom and really looking into your passions and the love of teaching and how that can influence the students in your classroom and doing whatever it takes to get the students to learn and really tap into those things. I'm really excited."
The change in the calendar will be up for final approval during the School Board's August 13 meeting.
Principals Mark Mabey and Jeff Dingeldein each gave presentations about the recent summer school session.
According to Mabey, the Middle School went back to the basics and kept the weeks student-centered and project-based.
"It made a nice little mix," he said. "It worked out really nice. The Elementary School and the Middle School worked collaboratively together…"
"Everything went very well and they did a nice job in writing," he added.
Dingeldein said, "We did a lot of focus on our 21st Century skills and we did have project-based learning tied into a lot of our enrichment activities."
Dingeldein noted the courses that were provided in enrichment and in credit recovery.
There was an average attendance of 120 students during the first two weeks, he said, and dropped down to 85 the last two weeks.
"That's kind of to be expected," he offered. "We do try to test our students at the end of the first two weeks-we think they are ready so we test them so they don't have to come the additional two weeks. Our attendance did come down the second two weeks during summer school."
According to Dingeldein, the remediation side of summer school allows students to complete a course or jump back into a course that they were originally not successful in during the regular school year.
The High School's summer school remediation accounted for 55 verified credits being recovered, stated Dingeldein.
Payroll Dates
The payroll dates for the 2012-2013 year were approved as follows: August 31, September 28, October 31, November 30, December 18 (Winter Break), January 31, February 28, March 29, April 30, May 30, and June 27.
December 18 is the last official working day for 10-month employees for the month, according to the information provided.
School Board Business
The School Board approved two student variance requests presented by the administration and authorized the Superintendent to make a line item transfer related to the management of funds. The policy DA concerns management of funds and gives the School Board authority to authorize the Superintendent to make these line item transfers within the budget throughout the year.
The board also recommended that the Superintendent accept the lowest fuel price bid at the Region VIII fuel meeting. Cumberland currently accepts bids with the following school divisions for heating oil, propane, diesel fuel, and unleaded regular gas: Appomattox, Amelia, Brunswick, Charlotte, Mecklenburg, and Prince Edward.
The school's administration was also given permission to petition the Cumberland Board of Supervisors for its surplus auction appropriation in the amount of $16,580.25.
Concerning the procurement procedures, the School Board also authorized the Superintendent or her designee to prepare specification and bid documents for all procurements.
The board also approved the final payment of bills for the year and the July payroll for 2011-2012 was also approved as presented.
Policy Revisions
Policies CGN and CGN-R, correlated with teaching evaluations and the teaching evaluation tool, were also presented.
"That is the new evaluation tool that the state is having us to reform…what we already have in place," explained Chair Ginger Sanderson.
Dr. Griffin added, "What this tool is based on is the Department of Education has provided guidelines…and made a uniform for across the state of Virginia."
When asked what these changes would mean for Cumberland Elizabeth Jamerson, Cumberland's human resources supervisor, answered questions.
"From our previous evaluation procedures there's not a whole lot of difference," explained Ms. Jamerson. "The big debate is, of course, tying student progress to the evaluation and there's lots of ways you can do that but the state has sort of tightened up on this one particular part and said that you really need to make that a significant part."
The student progress part of the evaluation is set to count as 40 percent of a teacher's evaluation and 20 percent of that overall 40 will need to be SOL scores and the student growth percentile for the classes that have a student growth percentile.
"That's the big difference," she noted. "But we've always counted student progress as part of our evaluation tool."
The other 20 percent, according to Ms. Jamerson, could be other data-driven scores from elementary school students, for example.
"Anything that's at the appropriate level that will measure student growth," she added. "The one thing that it can't be, of course, is, say, class grades. It has to be something that's data-driven."
The student evaluation policies passed on a three to two vote.
School Board members Dr. Christine Ross and George Lee Dowdy III voted against the policy changes proposed by the state.
"The teacher will develop their growth measure and it will be approved by the principal," suggested Dr. Griffin, "because not everyone has SOL scores…"
"We in Cumberland have always used data when doing evaluations so this is not a new concept," she continued. "When we try to relieve teachers' fears about this…we will all work on this together but it's a state requirement with guidelines."
A Relay for Life token of appreciation was given to Cumberland County Public Schools in appreciation for the sponsorship in support of the American Cancer Society through the 2012 Cumberland Relay for Life.
CTE Certifications
Cumberland High School students receiving career and technical education credentials in the nurse aid examination, workplace readiness skills, craft skills, computer software skills, and career readiness during the past school year were recognized.
This month the board honored the volunteers who've been assisting with the creation of the teaching garden on Cumberland's campus. The school division has partnered with several community groups to implement the project, including the Cumberland Extension Office, the NAACP, and the Master Gardeners.
The volunteers recognized were Mariah Baber, Mary Dimmie, Linda Eanes, Patty Elton, Ann Mason Field, Jo Anne Jones, Harry Marshall, Stephanie Osl, Connie Pepper, Jerry Seal, and David Smith.
Board Comments
Dr. Ross restated her views in relation to the teacher evaluation tool being mandated by the state. Her views were originally stated during June's board meeting.
"I can't support that piece," she said about the policies, adding that the requirement should involve pre-tests or portfolios as an evaluation tool.
Eurika Tyree offered her excitement for the new school year.
Ms. Sanderson also addressed the new school year and said the "teachers are the leaders."
The Board's new goal calls for being "student-centered" and "teacher-inspired."
"They are the leaders, the spirit, and the force," she concluded.
CRC Waiting For Opinion From AG
FARMVILLE – The Commonwealth Regional Council is still waiting for an opinion from Virginia's Attorney General concerning the Council's requested... read more


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Tag archive for 'Atlanta Hawks'
By Paul Raymond On Tuesday, April 29th, 2014
Paul George has All-Star ring stolen
Indiana Pacers star Paul George had a pretty rough night on Monday. Not only were his Pacers destroyed by the Atlanta Hawks but his home was burglarized. Two items of note that were stolen was a watch worth $700 More...
By Paul Raymond On Wednesday, July 24th, 2013
Oden has good workouts for teams
Ever since his final game in 2009 all we've heard is that Greg Oden is making a comeback. That's normally followed up by a report that Oden has more knee problems and won't be returning. Well More...
By Paul Raymond On Saturday, July 13th, 2013
Hawks match offer, Teague stuck in Atlanta
Atlanta Hawks guard Jeff Teague is probably not a happy camper right now. The restricted free agent signed a deal with the Milwaukee Bucks for four years, worth $32 million. Thanks to the collective bargaining More...
By Paul Raymond On Tuesday, July 9th, 2013
Ellis decision coming soon
Looks like the Monta Ellis sweepstakes is finally coming to an end. Reports say that the guard should be choosing his next team within the next 36-48 hours. The teams still in the running though vary on which More...
By Paul Raymond On Tuesday, June 18th, 2013
Ellis has plenty of options
Yesterday we found out that Milwaukee Bucks guard Monta Ellis plans on opting out of his current contract. This could wind up a great financial move for Ellis as Chris Broussard of ESPN.com reports that a number More...
By Paul Raymond On Tuesday, May 1st, 2012
Josh Smith blooper reel
That's right Josh Smith of the Atlanta Hawks had not a blooper but his own blooper reel tonight against the Boston Celtics. Most players make a blooper highlight when they miss an easy dunk while trying More...
By Paul Raymond On Monday, February 27th, 2012
Cavaliers looking to improve?
I can't believe I'm saying this but it looks like the Cleveland Cavaliers are looking to make a deal that would improve their playoff chances. Rumor has it that they're talking with the Atlanta More...
By Paul Raymond On Saturday, January 14th, 2012
No Panic From Hawks
The Atlanta Hawks have lost Al Horford with a torn pectoral muscle for three to four months but yet aren't in any rush to find a replacement. Kind of strange when you think that the Hawks are 8-4 and currently More...
By Paul Raymond On Thursday, January 5th, 2012
LeBron & Wade Who?
The Miami Heat are without LeBron James and Dwayne Wade tonight against the Atlanta Hawks. While they're struggling and it's a close game there is one area where they are showing they don't need More...
By Paul Raymond On Monday, December 26th, 2011
Al Horford Marries Former Miss Universe
Atlanta Hawks center Al Horford not only has skills on the basketball court he's got game with the women too. The Chicago Sun-Times reported tonight that Horford married former Miss Universe winner Amelia More...


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How Larry Page Redesigned Google
By Peter Roesler
President, Web Marketing Pros
@webmarketing007
Something bizarre happened in 20-11 when Larry Page took control as CEO. Google finally began to design attractive apps.
In the past, great design wasn't really something that people looked to Google for. Google has been known for doing A/B testing tiny changes such as dozens of different shades of blue for links, rather than trusting the designers to create a strong vision. This unusual design concept of living and dying by what the data told them is what caused their first visual designer to leave in 2009.
These days, though, under Page's guidance, it is hard to not notice several very nicely designed apps. You notice this especially on iOS, which does not even belong to the search giant. Google+, Youtube, Gmail and Maps all are designed with consistency and are very attractive.
This is contrast with some of the unattractive designs that Google, who recently began to offer free Wifi near its New York offices, used to hatch. Even some of Apple's designs cannot fully match up with what is coming out of Google.
Many are wondering who is responsible for the better design direction. But as it turns out, that it is not any one person that is doing the new designs. Rather, there is a new vision that has been laid out by a team of designers at Google. So, each product team is able to find a way to come up with a consistent and strong design. It seems that they are just able to come up with these new designs by having people communicate effectively with each other.
When Page first became CEO, he told everyone that all of the products at Google were going to be redesigned. The product teams had only two months to put a new coat of paint on every product.
This was not the first time that designers had attempted to provide more unity across all the products, but it turned out to be the most successful effort to date.
While there have been efforts in the past to create beautiful designs at Google, the company was always designed for speed above all else. So it was more difficult for any one product team to push strong designs throughout the company.
What was needed was a CEO who could rally the entire company to make it really happen, and that is what has happened in the past couple of years.
There are plenty of changes going on at Google these days, but if you take a look at all of their products, you really can see the unity in the design now.
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NOT JUST COLLECTIVE
'Postcards' by Tom George
Check out 'Postcards', the new album by our very own Tom George. You can hear clips and buy the album here, and it's also available on Amazon.
Childhood Obsessions #1: The Motorcycle
Sad that this year's TT is over? Fuel your need for motorbike-related content with Tom George's reflections on a lifelong love...
When I was a kid I was in love with motorbikes – along with dinosaurs and knights, they were one of the great obsessions of my childhood.
I can't remember how it started, but by the age of nine my bedroom walls were lined with posters of Kawasakis, Suzukis and Hondas; I amassed a sizeable collection of books on the subject and I drew and painted the machines incessantly. When we moved onto a street with a motorcycle showroom on the corner, the fire was stoked still further and I would indulge my two-wheeled fantasies constantly.
Spring Heeled Jack, A Gentleman Caller
St. Francis Xavier's Church
As Liverpool's Suitcase Ensemble call for people to get involved with workshops based around the story of Spring Heeled Jack, Nicola Roscoe-Calvert explores the legend, and his relation to other characters from literature and mythology.
Just outside Liverpool city centre lies the Grade II listed Church of St. Francis Xavier, opened in 1848. It's an impressive enough building, and seems to have had a pretty average history, as far as churches go, with nothing really out of the ordinary – except one thing. On the church website's 'Trivia' section we find this:
"SPRING HEELED JACK was a caped phantom who appeared in various parts of the country towards the end of the 19th century. His last sighting was in September 1904, when he jumped of the roof of the church into Haigh Street and the disappeared down William Henry Street."
This is almost true. More recent sightings have been reported, but this one in Liverpool was one of the last of the 'original run', if you like, of sightings across England.
So who, or what, is Spring Heeled Jack?


Pebble Publishing Online Bookstore: Hiking Kansas City: Updated & Revised 5th Edition. 2007.
Hiking Kansas City: Updated & Revised 5th Edition. 2007.
Hiking Kansas City: The Complete Guide to More Than 125 Hiking & Walking Trails in the Kansas City Area. Updated & Revised 5th Edition. 2007. By William Eddy & Richard Ballentine. The definitive guidebook to Hiking Kansas City is back - completely updated, expanded and redesigned with a mountain of new photographs to help you hike, explore and unwind. In this comprehensive fifth edition, life-long Kansas City hikers William Eddy and Richard Ballentine highlight more than 125 off-the-road hiking and walking trails in and around the Kansas City area. From popular, flat paved city park trails to remote, rolling, forested treks--you'll find that good walks and hikes are close to home no matter which way your compass points you. This guidebook includes updates to old favorites as well as many new trails sure to be visited again and again. Beginners and seasoned hikers alike can flip a few pages and find a perfect trail no matter the season. Enjoy the fresh air, the good exercise and the tranquility that can only be found on a trail... See deer, wild turkey, foxes, beaver and blue birds... Hear the wind rustle through the trees as you hike hardwood forests. Explore prairie grasslands, river valleys, and rugged hills. Walk along lake shores, beside marshes, limestone bluffs and forgotten railroad bridges. Enjoy a sunset from high atop a lookout point.


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About NIGMS > Overview of NIGMS > Division for Research Capacity Building
Latest News/Events
NIH SciEd 2018, annual conference for NIH science education projects
 NIH, NIGMS Seventh Biennial National IDeA Symposium of Biomedical Research Excellence (NISBRE)
NIGMS Funds 27 Institutional Development Awards in Fiscal Year 2017
Division Staff Contacts
NIGMS Funding Opportunities
NIGMS Twitter Feed
The Division for Research Capacity Building (DRCB) supports research, research training, faculty development, and research infrastructure improvements in states that historically have not received significant levels of research funding from NIH. It also supports faculty research development at institutions that have a historical mission focused on serving students from underrepresented groups, research and research capacity building directed by Native American and Alaska Native tribal organizations, and conducts a science education program designed to improve life-science literacy.
DRCB is composed of four programs: Institutional Development Award (IDeA), Native American Research Centers for Health (NARCH), Science Education Partnership Awards (SEPA), and Support of Competitive Research (SCORE).The Division also participates in the STTR initiative to build and strengthen entrepreneurship and regional collaboration among IDeA states.
Contact names for these programs are listed on the Contacts by Research Area page. For a list of all DRCB staff and links to their biographical sketches, see the Division Staff Contacts page.
This program broadens the geographic distribution of NIH funding for biomedical research. IDeA fosters health-related research and enhances the competitiveness of investigators at institutions located in states in which the aggregate success rate for applications to NIH has historically been low. The program also increases the competitiveness of investigators by supporting faculty development and research infrastructure enhancement at institutions in 23 states and Puerto Rico.
Learn More
NARCH
This initiative supports partnerships between American Indian/Alaska Native (AI/AN) tribes or tribally based organizations and institutions that conduct intensive academic-level biomedical research. NARCH supports research, research training, and faculty and infrastructure development to meet the needs of AI/AN communities.
This program is designed to improve life science literacy throughout the nation through innovative educational programs. SEPA-supported projects create partnerships among biomedical and clinical researchers and K-12 teachers and schools, museums and science centers, media experts, and other educational organizations.
This program seeks to increase the research competitiveness of faculty at institutions that have a historical mission focused on serving students from underrepresented groups. SCORE supports faculty research development at three formative stages of an investigator's research career.
STTR Regional Technology Transfer Accelerator Hubs for IDeA States
This is a new initiative designed to promote biomedical entrepreneurship by creating one shared STTR regional technology transfer accelerator hub in each of the four IDeA regions (Central, Northeastern, Southeastern, and Western).
For more information about the NIGMS Division for Research Capacity Building, contact:
Dr. Ming Lei
Director, Division for Research Capacity Building
This page last reviewed on 4/12/2019 11:33 AM


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È soprannominato "The Original Human Beat Box" (titolo che fu anche di Darren Robinson dei Fat Boys o di Biz Markie).

Nel documentario di Ice T The Art of Rap, afferma di essere l'inventore del beatboxing.

Biografia
Inizia a incidere negli anni 1982 - 1983 grazie ad una collaborazione con Spoonie Gee e DJ Spivey, diventa famoso grazie alla pellicola Beat Street con gli MCs Ricky D, Barry Bee e Chill Will, e di cui Doug E. Fresk è il leader crea il Get Fresh Crew.

Dopo l'abbandono di Ricky D (seguirà la carriera da solista) Doug continua il suo lavoro collaborando a Self Destruction per il The Stop The Violence Movement. Nel 1990 viene messo sotto contratto dalla Bust It, etichetta di MC Hammer. Partecipa al brano Let Me Clear My Throat di DJ Kool, insieme a Biz Markie. Lavora con Tupac, Notorious B.I.G., Eminem e Dr. Dre.

Nel 1995 Doug si riunisce con Slick Rick, pubblicando il disco Play.

Discografia
1985 - Oh, My God! (Reality)
1988 - The World's Greatest Entertainer (Reality)
1992 - Doin' What I Gotta Do (Bust It)
1995 - Play (Gee Street)

Voci correlate
Dougie (danza)

Altri progetti

Collegamenti esterni

redpajama_set_name: RedPajamaWikipedia


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NPCA responds to Trump's reported remarks
Edward Mycue
Epiphany (Now or Never.Only half Adam.the Menu is Subject to Change) A rubble of personal history may yet push up…
On Friday, the National Peace Corps Association released the following statement in the aftermath of news reports pertaining to President Trump's Thursday comments on U.S. immigration policy. – JR
Last week, National Peace Corps Association praised President Trump for his excellent nomination for Peace Corps Director. Today, however, we are obliged to take exception to the disparaging remarks apparently made in reference to the countries – and therein the citizens – which our Peace Corps community has embraced and adopted as our second homes.
Since 1961, nearly 90,000 Peace Corps Volunteers served – and continue to serve – nations in Africa. More than 500 served in Haiti, while nearly 2,500 volunteers served in El Salvador. What we know better than most through living and working side-by-side with the people of these countries is that the vast majority of them are overwhelmingly generous, highly resourceful, extremely hardworking and tremendously resilient. At the same time, Returned Peace Corps Volunteers regularly work with immigrant communities from these and other countries, and understand these traits – which are imported to our shores – strengthen the fabric and traditions of the uniquely American melting pot.
As our President and our policymakers conduct important deliberations on our nation's immigration policies, let us raise up the level of discourse and debate. Let us bring the world home to America's classrooms, civic groups and communities, doing our part to create a greater understanding of other people on the part of our own.
https://www.peacecorpsconnect.org/articles/national-peace-corps-association-response-to-presidents-recent-immigration-comments
Edward Mycue says:
Noxious spleen: that our president has no decency what does that display about our peace corps selves to be 'diplomatic' and un-vile as the orange vandal in the whitewashed house venting our? spleen. Well you know what I mean, don't you
Epiphany (Now or Never.Only half Adam.the Menu is Subject to Change)
A rubble of personal history may yet push up into other circumstances
sapphires' and garlic flowers' cornucopian possibilities.
Into what may have seemed some missteps of character and performance
deal-breaker circumstances slipped-in changing cases.
Seeking courage, insight, an opposable thumb in our brains for re-learning
stumbling forward, time gusts, winds swing the hands
sweep around the dial centering sunsets before bursting moorings,
speculating beyond kenning and spinning winds of change.
© Copyright Edward Mycue


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Season | Stage
22/23 | Regular Season 21/22 | Playoffs 21/22 | Regular Season 20/21 | Playoffs 20/21 | Regular Season 19/20 | Playoffs 19/20 | Regular Season 18/19 | Playoffs 18/19 | Regular Season 17/18 | Playoffs 17/18 | Regular Season 16/17 | Playoffs 16/17 | Regular Season 15/16 | Playoffs 15/16 | Regular Season 14/15 | Playoffs 14/15 | Regular Season 13/14 | Playoffs 13/14 | Regular Season 12/13 | Playoffs 12/13 | Regular Season 11/12 | Playoffs 11/12 | Regular Season 10/11 | Playoffs 10/11 | Regular Season
All teams Ariada-Akpars Dizel HC Ryazan HC Sarov HC VMF Kazzinc-Torpedo Krilya Sovetov Kristall Molot-Prikamye Neftyanik Rubin Sputnik Toros Yermak Yuzhny Ural Zauralye
All Goaltenders Skaters Defensemen Forwards
%Sv
Demidov Mikhail 20 Sputnik 4 1 3 0 150 9 141 94.0 2.30 0 0 1 0 234:19
Gvozdik Artyom 91 Sputnik 1 0 0 0 3 2 1 33.3 28.46 0 0 0 0 4:13
# - Position, GP - Games played, W - Wins, L - Losses, SOP - Shootouts played, SOG - Shots on goal, GA - Goals allowed, Sv - Saves, %Sv - Saves percentage, GAA - Goal against average = 60min*GA/TOI, G - Goals, A - Assists, SO - Shutouts, PIM - Penalty in minutes, TOI - Time on ice
%SOG
S/G
%FO
TOI/G
Sft/G
Alexeyev Anton 7 Sputnik 4 1 1 2 0 2 1 0 0 0 0 12 8.3 3.0 0 0 - - -
Ishchenko Yakov 84 Sputnik 4 1 1 2 0 2 1 0 0 0 0 9 11.1 2.2 0 0 - - -
Zhuravlyov Yegor 5 Sputnik 4 1 1 2 0 4 1 0 0 0 0 9 11.1 2.2 0 0 - - -
Putilov Kirill 28 Sputnik 4 1 1 2 -1 4 1 0 0 0 0 3 33.3 0.8 0 0 - - -
Gaponov Vladimir 89 Sputnik 4 0 1 1 0 2 0 0 0 0 0 4 0.0 1.0 0 0 - - -
Stupin Sergei 2 Sputnik 4 0 1 1 -2 8 0 0 0 0 0 8 0.0 2.0 0 0 - - -
Kuznetsov Andrei N. 21 Sputnik 4 0 0 0 1 6 0 0 0 0 0 2 0.0 0.5 0 0 - - -
# - Position, GP - Games played, G - Goals, A - Assists, PTS - Points, +/- - Plus/minus, PIM - Penalty in minutes, PPG - Power play goals for, SHG - Shorthanded goals for, OTG - Overtime goals, GWG - Game winning goals, SDS - Shootuts deciding shots, SOG - Shots on goal, %SOG - Shots on goal percentage, S/G - Average shots/Game, FO - Face offs, FOW - Face offs won, %FO - Face offs won percentage, TOI/G - Average time on ice/Game, Sft/G - Average shifts/Game
Popov Pavel 33 Sputnik 2 1 1 2 0 0 0 0 0 0 0 2 50.0 1.0 0 0 - - -
Magogin Igor 39 Sputnik 4 1 1 2 1 2 0 0 0 0 0 4 25.0 1.0 66 35 53.0 - -
Utkin Dmitry S. 10 Sputnik 4 0 2 2 1 0 0 0 0 0 0 12 0.0 3.0 1 1 100.0 - -
Romanov Artyom C. 74 Sputnik 4 0 2 2 1 2 0 0 0 0 0 3 0.0 0.8 44 13 29.5 - -
Artamonov Valentin 12 Sputnik 4 1 0 1 1 2 0 0 0 0 0 7 14.3 1.8 0 0 - - -
Agapitov Igor 24 Sputnik 4 1 0 1 0 0 0 0 0 1 0 2 50.0 0.5 60 30 50.0 - -
Sevastyanov Vladimir 8 Sputnik 4 1 0 1 -2 4 0 0 0 0 0 7 14.3 1.8 7 1 14.3 - -
Rozhkov Yegor 43 Sputnik 4 0 1 1 0 2 0 0 0 0 0 5 0.0 1.2 18 8 44.4 - -
Kalachik Viktor 86 Sputnik 4 0 1 1 0 4 0 0 0 0 0 2 0.0 0.5 0 0 - - -
Kachesov Dmitry 17 Sputnik 4 0 1 1 -2 2 0 0 0 0 0 6 0.0 1.5 50 17 34.0 - -
Guryev Denis 63 Sputnik 1 0 0 0 0 0 0 0 0 0 0 0 - - 0 0 - - -
Nemolodyshev Sergei 30 Sputnik 2 0 0 0 0 0 0 0 0 0 0 2 0.0 1.0 0 0 - - -
Dudrov Vladimir 15 Sputnik 4 0 0 0 0 6 0 0 0 0 0 6 0.0 1.5 0 0 - - -
Zhilyakov Vitaly 44 Sputnik 4 0 0 0 -2 0 0 0 0 0 0 10 0.0 2.5 6 0 0.0 - -


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Eustomias precarius is een straalvinnige vissensoort uit de familie van Stomiidae. De wetenschappelijke naam van de soort is voor het eerst geldig gepubliceerd in 1985 door Gomon & Gibbs.

Stomiidae


LAKE LIVING! This attractive one and one-half story cedar home is perfect for weekend or fulltime living. This home has been lovingly updated and is in excellent condition. The home sits on 4 lots with beautiful shade trees and pretty landscaping. The pretty, open living area has a wall of windows that bring in the natural light, soaring ceilings, rough pine flooring, and trim that gives you a rustic/mountain feel. The large master bedroom has room for a private sitting area, a nice bath with a title shower, and handy laundry room. The downstairs guest bedroom has a pretty ceiling and is located close to the hall bath. Upstairs you will find a loft with a third bedroom and private deck. This home has zoned central air and heat with a Nest thermostat that you can control from your smartphone – super convenient! If you enjoy a party, wait until you see this 1,280 square foot covered porch with a bar area! There is room for everyone! This home has a handy carport and 30' X 40' detached garage/shop. The shop has a total of 3 overhead doors so there is plenty of room for boats, cars, tools, and anything else you need to store! There is a private boat launch for your boating needs as well as an area to fish. You will love the peaceful area of Elliot Cove – Call us today!


Nios is a very pretty restaurant in a great location, and perhaps it is not fair to judge it solely on this unfortunate pre-theatre experience. However, first impressions are first impressions. The food was mediocre and the service scattered, the portions were miniscule. On the other hand, the space was not cramp like most NYC restaurants, and the drink was pretty good, though just a bourbon. Bottom line: go for the cocktails and elbow room. Great for a romantic, quiet, and spacious rendezvous. Try the Persimmon carpaccio, chocolate ice cream, and bourbon.
Located within the Muse Hotel, Nios is beautifully-appointed with dark floors, lush leather benches, and loads of candlelight, giving it a both modern and romantic air. The space is divided into two areas, the front being mostly a bar with a few tables for dining, and the back a small dining room with maybe 6 tables. The design is quite beautiful, although maybe a little cave-like in the back, but the ebony wood tables are large and widely-spaced, a rarity in even the best restaurants in NYC, and the fact that we actually had elbow room and were not sitting two inches away from another couple made me feel like we were somewhere other than NYC. Nice.
Because we were there in the pre-theatre rush, our service was hurried and harried. Our server was too busy to barely look at us, and once he took our order we never saw him again until it was time for the check. It would have been nice if he had checked on us at least once during our meal. On the other hand, the manager who seated us, came by a few times and seemed generally concerned with our experience. Much appreciated.
We were there specifically for the pre-theatre menu, at $35 for 3 courses, it seemed a great value, especially before a show. Perhaps the fact that we could get a last minute reservation, or that the place was still not very crowded at 6:30, should have prepared us for a mediocre meal. Still, we were optimistic.
The menu in person was a little more anemic than the very full pre-theatre menu online, not that I expect them to be exactly the same, but this menu offers very little choice. Also worth mentioning, 3 of the 5 entree choices have $5 supplements, taking the price to $40 instead of $35. We both chose $40 options.
To start, a persimmon carpaccio, shaved very thin with shrimp, and goat cheese, that tasted nicely sweet and spicy. Also, a romaine salad with a parmesan dressing that tasted like a very weak Cesar salad. Next, very overdone diver scallops served with a dry lobster rice with crispy pieces of fried ginger that were delicious. They also served a rib eye steak that was nicely cooked but a little too fatty, served with bland, but homemade, mashed potatoes. For dessert a selection of ice cream, peanut butter, vanilla, and chocolate, of which the chocolate only was worth remembering, and a semi-warm, dry bread pudding with caramel sauce that was only OK.
Also with our meal was a cone of good bread and sweet butter. A bourbon on the rocks was a nice hefty pour ($10).
Besides being a truly unforgettable meal was the fact that the portions were so small that halfway through the first act of the show my stomach started growling. Three small scallops and a few slices of persimmon were not enough to fill me up. I know, some pre-theatre menus are indeed more tasting portions than regular sized meals, though some are not. Best to inquire beforehand, or bring a snack for the show! Or, better yet, plan ahead and go to a better pre-theatre restaurant for a few dollars extra.
Nios is both very pretty and very clean. The bathrooms were especially nice, all black tile and also candle-lit, with several individual stalls with their own sinks. On the stall doors are signs that say things like 'envy', 'rebel', and 'macho'. Just a word of warning, though, the bathrooms are coed.
Beautiful restaurant, lots of space. Nice liquor pour.
Service was lacking, food mediocre, portions too small.