text:
Dine-In Reservations | Walk-Ins Welcome | Private Dining
Cochon Restaurant New Orleans
930 Tchoupitoulas
James Beard Foundation Awards
Press February 21, 2020 Share
The James Beard Foundation Awards recognize outstanding achievement within the food and wine industry. Considered one of the most coveted marks of distinction within the culinary community, Link Restaurant Group partners are honored to have been recognized for their culinary achievements. Link's flagship restaurant Herbsaint earned him a James Beard award in 2007 for Best Chef South. The same year Cochon was nominated for Best New Restaurant; The James Beard Foundation also honored Link's first cookbook – Real Cajun: Rustic Home Cooking from Donald Link's Louisiana (Clarkson Potter) with their top award for Best American Cookbook. Link was also nominated by the James Beard Foundation for the prestigious award of Outstanding Chef in 2012, 2013 and 2014. Stephen Stryjewski, chef/partner of Cochon, Cochon Butcher and Pêche Seafood Grill was named Best Chef: South at the 2011 James Beard Foundation Awards. In 2014 Pêche Seafood Grill was honored with two coveted James Beard Foundation Awards Best New Restaurant and Chef Ryan Prewitt Best Chef: South. In 2017, Chef de Cuisine Rebeca Wilcomb was named Best Chef: South for her stewardship of the Kitchen at Herbsaint.
INFO@COCHONRESTAURANT.COM
FOR MEDIA REQUESTS, PLEASE CONTACT LIZ BODET at LIZBODET@GMAIL.COM
INTERESTED IN WORKING WITH US? VISIT OUR CAREERS PAGE.
Link Restaurant Group


text:
Comfort packs gratefully received thanks to charitable donation
People being cared for at home by staff from our hospice are benefiting from the kindness of the family of a former patient. When Pauline Lawson died last year from cancer, her daughter Carole Tinsley donated the £400 collected in her memory to the Community Specialist Palliative Care Team, who are using it to make […]
People being cared for at home by staff from our hospice are benefiting from the kindness of the family of a former patient.
When Pauline Lawson died last year from cancer, her daughter Carole Tinsley donated the £400 collected in her memory to the Community Specialist Palliative Care Team, who are using it to make up special 'comfort packs' of essential items that patients and families may find helpful including toiletries and other pamper items.
Carole, who recently retired as a District Nurse after starting out in the NHS in 1983, said: "I can't thank the community team enough for the care and support they gave mum and me during what was an extremely difficult time. Even though I trained as a nurse I couldn't have managed on my own without their visits, I'm so thankful."
The packs are designed to make life a little easier for patients who are approaching the end of life and being cared for by the Community Specialist Palliative Care Team, said Sarah Bell, from Rotherham Doncaster and South Humber NHS Foundation Trust (RDaSH), who heads the 10-strong Community Specialist Palliative Care Team, which is currently looking after around 100 Doncaster people in home settings.
"We are so grateful to Carole for her donation, which is paying for items like mouthcare products, neck pillows and shampoo caps, it can often be the small things that make a difference at such a difficult time for families and that was one of the reasons why we started the comfort packs, added Sarah.
"Because of the nature of our work we get to know the families we support very well and can personalise some of the items we provide to suit the specific needs of patients and their families. Some, for example, have young children so we provide gifts for them in the packs, such as pens and colouring books.
"They are all very well received."
Hospice fundraiser Lindsey Richards said: "Carole's gift has been really welcomed, as our income from charitable donations is really down this year due to the impact of Covid. Thanks also to other people who have donated items to fill the packs. Every penny we receive in charitable donations is spent on added extras to enhance the care we provide for our patients."
B Walls and Beth Haywood, Community Specialist Palliative Care Nurses, holding some of the packs

redpajama_set_name: RedPajamaCommonCrawl


Breanna Johnson is a first-grade teacher based in Missouri, and this year she'll be using her summer vacation in a different way: she'll be spending a month in Ghana, West Africa, serving a nonprofit that provides long-term rehabilitative care for children rescued out of slavery. Listen in as Breanna and Rachel talk about making a difference locally and globally.
Thanks for being a part of our community! To learn more about Wonderfully Made, please visit wonderfullymade.org. If you're enjoying this podcast, it would mean so much to us if you'd rate or review this via iTunes as it helps other girls and women find encouragement through our conversations. Stay in touch via Instagram, Facebook or Twitter!


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Two contrasting examples of how to react to fans.
Is this game as nasty as its title character?
After the recent boom in music games can Samba de Amigo make the transition from cult classic to the casual gamer?
Your Artwork in a Sonic Game?


Collaboration is crucial for helping your business operate effectively.
However, legacy communication tools can make working together with teams challenging. If you want your workers and project managers to work in unison effectively, you'll need speed and efficiency.
Good news – that's where unified communications (or UC) can help.
This communication framework takes advantage of real-time and asynchronous communications tools to help you and your teams work better together. Here's how.
UC can help facilitate collaboration between sales teams and other stakeholders to make the sales process run smoothly. For example, you can use cloud-based Voice over Internet Protocol (VoIP) services in tandem with an email platform. That way, messages can get filtered through your customer relationship management system so that the next salesperson that helps the customer can easily pick up where the previous salesperson left off.
Using customer data and notes left from the previous salesperson, the new sales representative can understand which steps the customer has already been through. The salesperson can also prevent the customer from repeating herself by knowing this information, which helps enhance the customer experience.
In summary, UC is all about combining the best of individual tools to create a smoother platform. Voice and email is just one combination that can work well together – but there are countless others out there.
One of the challenges of working remotely is a lack of proper inclusion in team projects. However, UC helps to bridge this gap and facilitates collaboration among remote teams.
For instance, you can use UC that leverages video conferencing and instant messaging to support communications among team members who work remotely and those who work in the office. With both of them connected easily, they can collaborate more effectively on team projects. This helps provide a productive environment that also makes remote workers be a part of the decision-making process for team projects.
UC can help you expand your talent pool to employees from anywhere in the world.
Whether your team is preparing for a webinar at a health seminar or presenting at a local expo, there are always opportunities for sales. However, if your team members lack the tools to communicate through the proper channels and get the information they need, they can squander the opportunity.
But with the help of UC, team members can collaborate on-the-go. You can integrate your communication tools into mobile devices, such as tablets and mobile phones, to help team members communicate via voicemail, instant message and video calls in real-time so they won't ever miss a sales opportunity.
Meetings often take up valuable time from everyone involved. Despite the time they take, they are crucial for ensuring everyone on the team is on the same page. As the leader, it's also essential to make an impact and be present for meetings, too.
You can facilitate collaboration and make an impact on project meetings with the help of unified communications. For instance, you can be in a different time zone from your team and still present at the meeting by using video conference tools that easily integrates with your enterprise's internal meeting scheduling system. By using unified communications, CIOs and team leaders can save valuable time and money on travel while still making an impact and adding value to their team.
Without current technology, you're bottlenecking the communication and collaboration among teams. Legacy communication tools, such as PBX systems, can make communicating difficult if systems go down or can't handle call volumes.
But, you can support team collaboration by using UC, which often leverages broadband speed and fiber optics to support sharing important files while working seamlessly with your company's systems. This helps to improve communication among teams so that it's faster and easier to do.
From facilitating team meetings to building client relationships, there are several ways unified communications adds value to the enterprise through collaboration. By implementing UC in your communications strategy, you can support your team's collaboration and enhance productivity.
However, to get the best results, you'll need a solid platform. That's where Greyson comes in – we know how to build collaboration platforms for businesses and enterprises that meet your unique needs.


In the early 1500s, Spanish conquistadores heard tales of an Amazonian king who regularly coated his body with gold dust, then plunged into a nearby lake to wash it off while being showered with gold and jewels thrown by his subjects. The Spaniards called the city ruled by this flamboyant monarch El Dorado, Spanish for "gilded one," and the story of the gold-covered king eventually grew into a legend of a whole country paved with gold. These days, El Dorado can also used generically for any place of vast riches, abundance, or opportunity. It is also the name of actual cities in Arkansas and Kansas.
What made you want to look up El Dorado? Please tell us where you read or heard it (including the quote, if possible).


That's one word, L-L-E-W-Y-N. It's Welsh, because my dad's family was Welsh. (Mom was Italian. I'm from New York City, where everyone's from somewhere else.) "Llewyn" means. . . well, I'm not really sure what it means. But "Llew" means light, and there's a hero from Welsh mythology named Lleu Llaw Gyffes, so there's that. He had rotten luck: his mother didn't want him, then his wife cheated on him and tried to kill him.
I know all about rotten luck. You know how they say, "There's always someone worse off"? Well, I'm that person. . . or I used to be. It's not like I didn't try to do the right thing, most of the time. It's just that every time I made a choice, it turned out to be the wrong choice. I mean, yeah, I'm a jerk, I get it. I fully admit it. I'm abrasive and grouchy and selfish and whatever other adjectives you wanna throw at me. But I'd be nicer if people were nicer to me, and if the world wasn't dead set against me.
This girl I know said I'm like King Midas's brother: everything I touch turns to—uh, crap. That wasn't the word she used, but it'll do.
Anyway. I'm a musician. Folk music, specifically, and most of my friends are folk musicians too. That may be one of the reasons my luck is so bad. I mean, yeah, it's the sixties, folk music's hot—but folk musicians, we go with the flow, right? We aren't, uh, responsible. And I guess I'm the least responsible of the irresponsible. The one who had one-night stands instead of relationships, the one who never worried about consequences. The one who was always scrambling to fix the damage those consequences caused.
And that's how I met Al Cody.
Al's pretty dorky looking, and even dorkier sounding when we start singing. His voice is deep, real deep, and Jim has him doing all the dumb sound effects in his dumb song. But it might be a nice voice singing something else, like Al might be nice looking if his nose and mouth weren't so big, and he wasn't so lanky and awkward, and he didn't wear a stupid cowboy hat all the time.
Later, though, I saw the cover of the solo album Al recorded and couldn't sell, and he wasn't wearing the hat there, and his ears are even bigger and dorkier looking than his nose is, so it turns out he actually looks better in the hat. Anyway, so Al's a dork, but he's all right, and I've worn out my welcome everywhere else, so I end up crashing on his couch for a couple nights.
But everything I touch turns to crap, remember? So even though I like Al, I leave without putting up a fight, because I don't want him to end up sick of me like everyone does, sooner or later. I'm pretty sure I won't ever see him again, unless I run into him by accident or something.
Things don't turn out that way, though. I have to go back to Al's place a few days later, because I get into some trouble—okay, so I get beat up, and I don't have anywhere else to go. And Al takes me in, 'cos like I said he's too nice for his own good. . . and something happens. Those couple of days I'm there and Al takes care of me, I guess I kind of fall for him. I'd fooled around with guys before, a few times, so that isn't what surprises me. The surprising thing is that I really care about him, and when I leave again, I miss him. I miss him bad.
But I stay away for a year, this time, because I go back in the Merchant Marines. That's what I did before the whole musician thing. It's what my dad did too, and I disappointed him when I didn't stick with it. But I go back in 'cos I'm pretty much out of options. No money left, nowhere else to go, and I'm afraid Al will end up hating me if I stick around.
Still, I miss him the whole time I'm gone, and when I get back, I track Al down. He's moved into a pretty nice house and gotten a real job by now. I thought sure he wouldn't even let me in, much less let me stick around. But he does. I don't plan on staying long, but I do.
I never thought I'd really fall in love, but I do.
That was 1962. We got married earlier this year, 1964—it's not legal, of course, but we said the vows and had witnesses and all. Far as I'm concerned, we're married and no one can tell us any different. And remember what I said about consequences, and one-night stands? Turns out one of those consequences is named Maria. She was born in 1959, but I didn't know about her until 1961. I didn't meet her until a few months after Al and I tied the knot. Maria's mother had died, and in her will, she said she wanted me to raise the daughter I'd never met. So Maria came to live with Al and me, and the two of them are the best consequences that ever happened to me.
Last night, Maria wanted Daddy (me) to tell her a bedtime story. Papa (Al) tells better stories. (And Papa's the one who bought her the cowgirl hat she begs to wear to bed every night, so I'm completely fine with Papa also being the one who puts her to bed and has to tell her she can't.) But last night, she wanted me to tell her one instead, so I told her the myth about Lleu Llaw Gyffes. I know, sounds like a pretty depressing bedtime story, and I did leave out some of the darker parts, but it has a happy ending: Lleu gets to be king in the end, even after everything he went through.
So later I kept thinking about that, how Lleu had such rotten luck but eventually things got better for him. I guess that's what happened to me. I used to think I'd always turn everything to crap, that I'd only ever live the first part of Lleu's story. I'm still pretty abrasive and grouchy and selfish, but I'm not as bad as I used to be. Not since I found someone who was good to me even when I didn't deserve it, and he made me want to be good to him, too. Before, I'd always made bad choices, but I finally starting choosing right when I chose Al.
I got a happy ending just like Lleu, except being with my husband and our daughter is way better than being a king, Midas or otherwise. And I'm doing everything I can to make sure the three of us live happily ever after.


text:
\section*{Methods}
\noindent {\bf Preparation and measurement.}
The experimental configuration is the same as in our previous work \cite{Eto18}.
The BEC of the $\ket{2,2}$ state was created by means of rf evaporative cooling in a magnetic trap.
The magnetically-trapped BEC was loaded into a FORT to liberate the spin degrees of freedom.
The axial and radial frequencies of the FORT were $\omega_z / (2\pi) = 64$ Hz and $\omega_r / (2\pi) = 190$ Hz, respectively.
An external magnetic field of $B_z = 200.9$ mG was aligned with the axis of the FORT trap (the $z$-axis), to produce a quadratic Zeeman shift, $|q|/h \simeq 3$ Hz.
The stable magnetic field environment is required to accurately control the spin state.
Therefore, the entire experimental configuration was installed inside a magnetically shielded room with walls of permalloy plates.
In addition, laser diode sources with a low ripple noise of less than 1 $\mu$A (Newport 505B) were used as the current source for the generation and compensation of the magnetic field.
Approximately 90\% of the atoms loaded into the optical trap occupied the $\ket{2,-2}$ state from the magnetically trapped BEC.
The remaining $\simeq$ 10\% of the atoms, in the $\ket{2,-1}$ and $\ket{2,0}$ states, needed to be eliminated to create a BEC occupying the single $\ket{2,0}$ state.
For this purpose, as shown in Fig. 2a, after the $\ket{2, -2}$ atoms were stored in the $\ket{1,-1}$ state using a resonant microwave pulse, and
the atoms in the $F = 2$ manifold were blasted from the trap using a beam resonant with $F = 2$ to $F' = 3$.
A BEC in the $\ket{2,0}$ state was created by transferring atoms from the $\ket{1,-1}$ state back into the $\ket{2,0}$ state, which then contained 3 $\times 10^{5}$ atoms with a condensate fraction of $\simeq 70$ \%.
The rf $\pi/2$ pulse to switch the measurement axis was temporally shaped by the Gaussian form using an arbitrary-waveform generator (Keysight Technologies, 33522B).
The standard deviation of Gaussian rf envelope was 11.5 $\mu$s.
After the time evolution,the BECs are released from the FORT to measure the atom number of each $m$ component.
An absorption image was acquired using a linearly polarized light resonant with $F =2$ - $F' = 3$.

\noindent {\bf Model for occurrence distribution of $\left| S_\perp \right|$.}
The probability that $\left| S_\perp \right|$ takes a value between $a$ and $a+\delta a$ can be expressed as
\begin{eqnarray} \label{M}
\int_{0}^{2} d S p({S}) \int_{a}^{a+\delta a} d s f(s, S),
\end{eqnarray}
where $f (s, S) =  (\pi^2 (S^2-s^2))^{-1/2}$.
In this model, $S$ obeys the probability distribution $p(S)$ in each measurement.
The circles in Fig. 3d indicate the values calculated using $p(S)$ such that the square sum of the difference between the experimental values (bars in Fig. 3d)  and Eq.~(\ref{M}) is minimized.

\noindent {\bf Theoretical procedure.}
In the mean-field approximation, the macroscopic wave functions $\psi_m(\bm{r}, t)$ of the $| F = 2, m \rangle$ state obey the GP equation given by $i\hbar \partial \psi_m / \partial t = \delta E / \delta \psi_m^*$.
The total energy $E$ takes the form,
\begin{eqnarray} \label{E}
E & = & \int d\bm{r} \sum_m \psi_m^* \left( -\frac{\hbar^2}{2M} \nabla^2
+ V_{\rm trap} + p m + q m^2 \right) \psi_m
\nonumber \\
& & + \frac{1}{2} \int d\bm{r} \biggl( \frac{4g_2 + 3g_4}{7} \rho^2
+ \frac{g_4 - g_2}{7} \bm{s} \cdot \bm{s}
\nonumber \\
& & + \frac{7g_0 - 10g_2 + 3g_4}{7} |A_0|^2 \biggr),
\end{eqnarray}
where $M$ is the mass of a $^{87}{\rm Rb}$ atom, $V_{\rm trap}$ is the trap potential, and $p$ and $q$ are the linear and quadratic Zeeman coefficients, respectively.
In Eq.~(\ref{E}), we define $\rho = \sum_m |\psi_m|^2$, $\bm{s} = \sum_{mm'} \psi_m^* \bm{s}_{mm'} \psi_{m'}$, and $A_0 = (2 \psi_2 \psi_{-2} - 2 \psi_1 \psi_{-1} + \psi_0^2) / \sqrt{5}$, where $\bm{s}$ is the vector of the spin-2 matrices.
According to Ref.~\cite{Tojo}, the inelastic collisional loss can be incorporated into the mean-field approximation through the imaginary part of the interaction coefficient as follows: $g_{\cal F} = 4 \pi \hbar^2 a_{\cal F} / M
- i \hbar b_{\cal F} / 2$, where $a_{\cal F}$ and $b_{\cal F} \geq 0$ are the $s$-wave scattering length and loss rate, respectively, for the colliding channel of total spin ${\cal F}$.
The values of $a_{\cal F}$ and $b_{\cal F}$ are taken from
Refs.~\cite{Tojo,Widera}.
Loss through the ${\cal F} = 4$ channel is prohibited; thus $b_4 = 0$.

The spherical harmonic representation of the spin state used in Fig. 5 is defined as
\begin{equation}
S(\bm{\Omega}) = \sum_{m=-F}^F \frac{\psi_m}{\sqrt{\rho}} Y_F^m(\bm{\Omega}),
\end{equation}
where $\bm{\Omega}$ is the direction in three-dimensional space and the $Y_F^m$ are the spherical harmonics.
This representation clearly visualizes the symmetry of the spin state with respect to rotation in spin space.

redpajama_set_name: RedPajamaArXiv


Larsen & Toubro has changed its practice of disclosing order details to keep competitors from gauging its pricing strategy.
L&T reported a decline in order inflows in the third quarter of 2018-19, and its management had then said that domestic orders have slowed down.
Mumbai: Larsen & Toubro has changed its practice of disclosing order details to keep competitors from gauging its pricing strategy — a development that is a statement to the intensity of competition in the sector.
L&T, the bellwether for the construction and engineering sector in India, is closely tracked by shareholders, analysts and competitors and is often seen as a proxy for India's infrastructure growth story. But with competition heating up at a time when the total order pie has already shrunk, the industry leader has taken a break from its tradition of giving details of order wins, and is instead only giving a broad range of the order size.
For years, L&T has been periodically announcing its orders. In most cases, it gives details of the customer and the exact financial consideration for the job won, unless there is a confidentiality agreement or the job is sensitive in nature. The company has now decided to only give a price range.
Since January 15, L&T has made six announcements, categorising orders as significant (Rs 1,000-2,500 crore), large (Rs 2,500-5,000 crore), major (Rs 5,000-7,000) and mega (over Rs 7,000 crore).
Earlier, when the company declared the exact size of the order, analysts and competitors could calculate backwards and get a fair idea of profit margins and costs. This helped analysts make a better calculated guess of company earnings in coming quarters. On the other hand, it also showed competitors how much to tweak bids in future to stay in the race.
Private sector investment continues to be lacklustre, and most engineering and construction companies are vying for government orders. Also, with the public-private partnership model coming to a standstill and most infrastructure companies struggling with stretched balance sheet and muted cashflows, competition for cash contracts has become intense.
L&T reported a decline in order inflows in the third quarter of 2018-19, and its management had then said that domestic orders have slowed down. But the company had left it order inflow growth guidance of 10-12% for the fiscal year unchanged. Last week, the company bagged a " mega order" from an Algerian utility which has helped boost orders significantly, and will help the company meet guidance.


text:
Q: Glitches with Triangulation + Linear Interpolation + 3D projection Intro

Hey!
Some weeks ago, I did a small demo for a JS challenge. This demo was displaying a landscape based on a procedurally-generated heightmap. To display it as a 3D surface, I was evaluating the interpolated height of random points (Monte-Carlo rendering) then projecting them.
At that time, I was already aware of some glitches in my method, but I was waiting for the challenge to be over to seek some help. I'm counting on you. :)
Problem

So the main error I get can be seen in the following screenshot:
Screenshot - Interpolation Error? http://code.aldream.net/img/interpolation-error.jpg
As you can see in the center, some points seem like floating above the peninsula, forming like a less-dense relief. It is especially obvious with the sea behind, because of the color difference, even though the problem seems global.
Current method

Surface interpolation
To evaluate the height of each point of the surface, I'm using triangulation + linear interpolation with barycentric coordinates, ie:

*

*I find in which square ABCD my point (x, y) is, with A = (X,Y), B = (X+1, Y), C = (X, Y+1) and D = (X+1, Y+1), X and Y being the truncated value of x, y. (each point is mapped to my heightmap)

*I estimate in which triangle - ABD or ACD - my point is, using the condition: isInABD = dx > dy with dx, dy the decimal part of x, y.

*I evaluate the height of my point using linear interpolation:

*

*if in ABD, height = h(B) + [h(A) - h(B)] * (1-dx) + [h(D) - h(B)] * dy

*if in ACD, height = h(C) + [h(A) - h(C)] * (1-dy) + [h(D) - h(C)] * dx, with h(X) height from the map.

Displaying
To display the point, I just convert (x, y, height) into the world coordinates, project the vertex (using simple perspective projection with yaw and pitch angles). I use a zBuffer I keep updated to check if I draw or not the obtained pixel.
Attempts

My impression is that for some points, I get a wrong interpolated height. I thus tried to search for some errors or some non-covered boundaries cases, in my implementation of the triangulation + linear interpolation. But if there are, I can't spot them.
I use the projection in other demos, so I don't think the problem comes from here. As for the zBuffering, I can't see how it could be related...
I'm running out of luck here... Any hints are most welcome!
Thank for your attention, and have a nice day!

Annexe

JsFiddle - Demo
Here is a jsFiddle http://jsfiddle.net/PWqDL/ of the whole slightly simplified demo, for those who want to tweak around...
JsFiddle - Small test for the interpolation
As I was writing down this question, I got an idea to have a better look at the results of my interpolation. I implemented a simple test in which I use a 2x2 matrix containing some hue values, and I interpolate the intermediate colors before displaying them in the canvas.
Here is the jsFiddle: http://jsfiddle.net/y2K7n/
Alas, the results seem to match the expected behavior for the kind of "triangular" interpolation I'm doing, so I'm definitly running out of ideas.
Code sample
And here is the simplified most-probably-faulty part of my JS code describing my rendering method (but the language doesn't matter much here I think), given a square heightmap "displayHeightMap" of size (dim x dim) for a landscape of size (SIZE x SIZE):
    for (k = 0; k < nbMonteCarloPointsByFrame; k++) {
        // Random float indices:
        var i = Math.random() * (dim-1),
            j = Math.random() * (dim-1),
        // Integer part (troncated):
            iTronc = i|0,
            jTronc = j|0,
            indTronc = iTronc*dim + jTronc,
        // Decimal part:
            iDec = i%1,
            jDec = j%1,
        // Now we want to intrapolate the value of the float point from the surrounding points of our map. So we want to find in which triangle is our point to evaluate the weighted average of the 3 corresponding points.
        // We already know that our point is in the square defined by the map points (iTronc, jTronc), (iTronc+1, jTronc), (iTronc, jTronc+1), (iTronc+1, jTronc+1).
        // If we split this square into two rectangle using the diagonale [(iTronc, jTronc), (iTronc+1, jTronc+1)], we can deduce in which triangle is our point with the following condition:
            whichTriangle = iDec < jDec, // ie "are we above or under the line j = jTronc + distanceBetweenLandscapePoints - (i-iTronc)"
            indThirdPointOfTriangle = indTronc +dim*whichTriangle +1-whichTriangle, // Top-right point of the square or bottm left, depending on which triangle we are in.
        // Intrapolating the point's height:
            deltaHeight1 = (displayHeightMap[indTronc] - displayHeightMap[indThirdPointOfTriangle]),
            deltaHeight2 = (displayHeightMap[indTronc+dim+1] - displayHeightMap[indThirdPointOfTriangle]),
            height = displayHeightMap[indThirdPointOfTriangle] + deltaHeight1 * (1-(whichTriangle? jDec:iDec)) + deltaHeight2 * (!whichTriangle? jDec:iDec),

            posX = i*distanceBetweenLandscapePoints - SIZE/2,
            posY = j*distanceBetweenLandscapePoints - SIZE/2,
            posZ = height - WATER_LVL;

        // 3D Projection:
        var temp1 = cosYaw*(posY - camPosY) - sinYaw*(posX - camPosX),
            temp2 = posZ - camPosZ,
            dX = (sinYaw*(posY - camPosY) + cosYaw*(posX - camPosX)),
            dY = sinPitch*temp2 + cosPitch*temp1,
            dZ = cosPitch*temp2 - sinPitch*temp1,
            pixelY = dY / dZ * minDim + canvasHeight,
            pixelX = dX / dZ * minDim + canvasWidth,
            canvasInd = pixelY * canvasWidth*2 + pixelX;

        if (!zBuffer[canvasInd] || (dZ < zBuffer[canvasInd])) { // We check if what we want to draw will be visible or behind another element. If it will be visible (for now), we draw it and update the zBuffer:
            zBuffer[canvasInd] = dZ;

            // Color:
            a.fillStyle = a.strokeStyle = EvaluateColor(displayHeightMap, indTronc); // Personal tweaking.

            a.fillRect(pixelX, pixelY, 1, 1);
        }
    }

A: Got it. And it was as stupid a mistake as expected: I was reinitializing my zBuffer each frame...
Usually it's what you should do, but in my case, each frame (ie call of my Painting() function) adds details to the same frame (ie drawed static scene from a constant given point of view).
If I reset my zBuffer at each call of Painting(), I lose the depth information of the points drawn during the previous calls. The corresponding pixels are thus considered as blank, and will be re-painted for any projected points, without any regard for their depth.
Note: Without reinitiliazation, the zBuffer gets quite big. Another fix I should have done earlier was thus to convert the pixel's positions of the projected point (and thus the indices of the zBuffer) into integer values:
pixelY = dY / dZ * minDim + canvasHeight +.5|0,
pixelX = dX / dZ * minDim + canvasWidth +.5|0,
canvasInd = pixelY * canvasWidth*2 + pixelX;
if (dZ > 0 && (!zBuffer[canvasInd]  || (dZ < zBuffer[canvasInd]))) {
    // We draw the point and update the zBuffer.
}

Fun fact
If the glitches appeared more obvious for relief with the sea behind, it wasn't only for the color difference, but because the hilly parts of the landscape need much more points to be rendered than flat areas (like the sea), given their stretched surface.
My simplistic Monte-Carlo sampling of points doesn't take this characteristic into account, which means that at each call of Painting(), the sea gains statistically more density than the lands.
Because of the reinitialization of the zBuffer each frame, the sea was thus "winning the fight" in the picture's areas where mountains should have covered it (explaining the "ghostly mountains" effect there).
Corrected JsFiddle
Corrected version for those interested: http://jsfiddle.net/W997s/1/

redpajama_set_name: RedPajamaStackExchange


text:
Q: Using 404 for resource response that may not exist I have a RESTful service using HAL links. There is a customer resource and a preferredCard resource. A customer does not always have a preferredCard selected.
As the user must be logged in there is no need to pass customer or card id we will pull it from their identity.
PreferredCard url: GET: <root>/<version>/preferredCard
I think I have two options.
1) Add a preferredCard link on the customer and return a 404 (NotFound) if there is no preferredCard, otherwise return the preferredCard resource.
2) Don't display a link to the preferredCard on the customer if one doesn't exist.
Any thoughts on what is best here. Worried that in the first option I am returning a 4XX when the client didn't really mess up
Thanks

A: If there is no preferredCard for the customer-resource, then you may want to serve a createPreferredCard or selectPreferredCard-link instead of just hiding the link to a 404.
This would look like a clean approach to me, since you are hiding stuff that doesn't work, but offer options.

A: I think you need to handle both situations.
If you know the user has no prefered card, don't give them a link to something that isn't going to work. Maybe give them an alternate link to select one.
Equally, if that URL can exist, the user could always come back to it later, even if it has been removed. In this case, you may want to consider a custom 404 pages. The 404 error would let the user know that the resource they wanted cannot be found, but you can still provide some content, perhaps something explaining what is going on (that there is no current prefered card) and offers some useful links, in this case a link to the page where they can create/select a prefered card.


Unbeatable value. Oil burners are sold in a range of assorted colours. Nice simple designs - ideal for gift baskets or as part of a sales offer. Oil burners are also great to use with Fragrance Oils and Wax Melts.


According to Forbes Traveler, it seems millions more prefer Salt Lake City and the beautiful Temple Square, home of the Mormon Church, over these incredible USA detinations! In fact, Temple Square draws in over 5 million visitors each year.
Salt Lake Citys population is expected to double from 2.8 million in 2009 to over 4.7 million by 2040. Utah is the 5th fastest growing states in USA.
Known as the Greatest Snow on Earth, Utah is also one of the most unique places in the USA. In one day, you can hike, bike, and golf, and then go fishing and hit a movie, all in one day. How is this possible? Its because Salt Lake is only minutes from the canyons and major lakes. It boasts a very attractive lightrail and public transit system, and some of the most breathtaking mountain views,and golf courses.


The press shot of the Nokia Lumia 1520 leaked last week just didn't do the 6-inch handset justice in the size department. Luckily, The Verge has obtained a gallery of images showing how massive the Lumia 1520, the first Windows Phone phablet, really is.
In one of the shots, the leakster compares the Lumia 1520 next to a Sony Xperia smartphone. The massiveness of the 6-inch screen is shown, and surprisingly, not much bezel or thickness is found on Nokia's device - unlike past Lumia smartphones.
The Verge's source says the Lumia 1520 will include 2GB of RAM, a Qualcomm Snapdragon 800 processor, 6-inch 1080p display, 32GB of storage, and an SD slot.
The rear of the Nokia device shows the camera lens, which looks close in design to the Lumia 925. Right now we're stuck to speculate about its resolution, but we wouldn't be surprised if it had the same camera array in place.
Of course, the smartphone will have to ship with Windows Phone 8 GDR3. The software will not only bring the first support for 1080p screens, but also several software enhancements. According to past leaks, you'll find a new Driving Mode that will disable key phone features when paired with your car's bluetooth, a Rotation lock, and improved multitasking. A home screen revamp will also be in-place, as previously shown.
Nokia is rumoured to launch the Lumia 1520 in the coming weeks. Keep it locked to our Nokia hub for the latest.


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Pecos League of Pro. Baseball Clubs
#41 Garrett McKenzie - Profile
- Team - MOUNTAIN ALP GCW ROS SAF TRI WHI PACIFIC BAK CAL HIG HOL MON TUC
Home | Scoreboard | Leaders | Stats |	Schedule | Roster | Transactions | Live Stream
Stats Spray Chart
Position: P
2017 Season White Sands Pupfish 0 6 10.65 24 4 0 3 36.1 46 58 49
2017 Season White Sands Pupfish 26 16 4 7 0 0 2 3 3 4 0 .438
Total 26 16 4 7 0 0 2 3 3 4 0 .438
Pitching Game Log
OOBP
OSLG
OAVG
WHP
Jul 29 TRI W 13-3 - 1.0 0 0 0 0 1 1 4 .525 .503 .331 10.65 2.94
Jul 28 TRI L 3-5 - 2.0 0 0 0 0 3 5 9 .530 .513 .338 10.95 3.00
Jul 26 @ALP L 5-11 - 2.0 0 0 1 0 3 3 9 .539 .535 .353 11.61 3.09
Jul 23 ALP L 4-12 - 1.0 1 1 2 0 2 1 9 .543 .543 .361 12.35 3.16
Jul 20 ALP W 7-5 L 0.0 3 3 0 0 3 0 3 .549 .539 .366 12.89 3.20
Jul 17 @ALP W 8-7 - 1.0 2 1 1 1 3 1 7 .541 .539 .366 11.97 3.10
Jul 16 ROS L 3-4 L 1.0 1 1 1 0 1 0 5 .540 .548 .370 12.07 3.07
Jul 14 ROS L 3-7 - 1.0 3 3 2 0 2 2 6 .538 .545 .368 12.18 3.11
Jul 9 @SAF W 14-12 - 2.0 0 0 3 0 1 3 9 .534 .547 .363 11.62 3.08
Jul 6 @SAF L 8-11 - 0.1 1 1 1 0 0 1 2 .543 .561 .369 12.93 3.21
Jul 4 @ALP L 8-9 - 1.1 1 1 1 0 4 1 9 .544 .533 .366 12.73 3.21
Jun 28 @ROS L 2-16 - 1.0 0 0 0 0 0 1 3 .543 .550 .375 13.09 3.18
Jun 24 @SAF L 3-9 - 1.0 0 0 0 0 1 2 4 .555 .567 .387 13.71 3.33
Jun 22 @TRI L 4-8 - 1.0 1 1 2 0 1 0 6 .564 .585 .400 14.40 3.45
Jun 19 @GCW W 3-2 - 1.0 1 1 0 1 3 0 6 .567 .596 .400 14.68 3.47
Jun 17 @GCW L 12-18 - 0.1 3 3 3 0 1 0 5 .570 .616 .405 15.00 3.50
Jun 14 SAF W 6-5 - 1.0 0 0 0 1 2 1 4 .560 .561 .388 13.76 3.34
Jun 9 @SAF L 6-28 L 3.0 13 8 9 0 4 5 27 .563 .575 .397 14.58 3.42
Jun 4 ALP L 3-13 L 4.2 9 7 8 0 6 5 28 .541 .475 .373 12.51 3.22
May 31 ROS L 1-3 L 5.0 2 2 7 0 7 6 28 .561 .385 .368 12.00 3.33
May 28 @SAF W 15-10 - 1.0 2 2 2 0 2 1 7 .621 .444 .412 22.50 4.00
May 26 @SAF L 7-17 L 3.0 9 8 5 0 7 3 22 .636 .462 .385 24.00 4.00
Batting Game Log
Jul 29 TRI W 13-3 0 0 0 0 0 0 0 0 0 0 0 0 0 0.526 0.813 0.438 1.339
Jul 28 TRI L 3-5 1 0 0 0 0 0 0 0 0 0 0 0 0 0.526 0.813 0.438 1.339
Jul 26 @ALP L 5-11 1 0 1 0 0 0 0 0 0 0 0 0 0 0.556 0.867 0.467 1.423
Jul 23 ALP L 4-12 0 0 0 0 0 0 0 0 0 0 0 0 0 0.529 0.857 0.429 1.386
Jul 20 ALP W 7-5 0 0 0 0 0 0 0 0 0 0 0 0 0 0.529 0.857 0.429 1.386
Jul 17 @ALP W 8-7 0 0 0 0 0 0 0 0 0 0 0 0 0 0.529 0.857 0.429 1.386
Jul 16 ROS L 3-4 0 0 0 0 0 0 0 0 0 0 0 0 0 0.529 0.857 0.429 1.386
Jul 9 @SAF W 14-12 1 1 1 0 0 0 0 0 0 0 0 0 0 0.529 0.857 0.429 1.386
Jul 6 @SAF L 8-11 0 0 0 0 0 0 0 0 0 0 0 0 0 0.467 0.846 0.385 1.313
Jul 4 @ALP L 8-9 0 0 0 0 0 0 0 0 0 0 0 0 0 0.467 0.846 0.385 1.313
Jun 28 @ROS L 2-16 0 0 0 0 0 0 0 0 0 0 0 0 0 0.467 0.846 0.385 1.313
Jun 24 @SAF L 3-9 0 0 0 0 0 0 0 0 0 0 0 0 0 0.467 0.846 0.385 1.313
Jun 22 @TRI L 4-8 0 0 0 0 0 0 0 0 0 0 0 0 0 0.467 0.846 0.385 1.313
Jun 19 @GCW W 3-2 0 0 0 0 0 0 0 0 0 0 0 0 0 0.467 0.846 0.385 1.313
Jun 17 @GCW L 12-18 0 0 0 0 0 0 0 1 0 0 0 0 0 0.467 0.846 0.385 1.313
Jun 14 SAF W 6-5 0 0 0 0 0 0 0 0 0 0 0 0 0 0.429 0.846 0.385 1.275
Jun 12 SAF L 3-18 5 0 1 0 0 0 0 0 3 0 0 0 0 0.429 0.846 0.385 1.275
Jun 11 @SAF W 17-13 3 1 1 0 0 1 1 0 1 0 0 0 0 0.556 1.250 0.500 1.806
Jun 9 @SAF L 6-28 2 1 2 0 0 1 1 0 0 0 0 0 1 0.667 1.200 0.600 1.867
Jun 4 ALP L 3-13 0 1 0 0 0 0 0 1 0 0 0 0 0 0.500 0.333 0.333 0.833
May 31 ROS L 1-3 2 0 1 0 0 0 0 0 0 0 0 0 0 0.333 0.333 0.333 0.666
May 28 @SAF W 15-10 0 0 0 0 0 0 0 0 0 0 0 0 0 0.000 0.000 0.000 0.000
May 26 @SAF L 7-17 1 0 0 0 0 0 0 0 0 0 0 0 0 0.000 0.000 0.000 0.000


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Who were the precursors of the New Left? The WASP establishment or Communists?
Tags: 1940s liberals, Chosen People, FDR, Generation of Vipers, Gordon Allport, Henry A. Murray, Karl Jung, Momism, Nazis, negative images of Republicans, New Left, Philip Wylie, Talcott Parsons, Walter Langer
Until I read Philip Wylie's best seller A Generation of Vipers (1942), I had assumed that the sprinkling of red-diaper babies who rose to prominence in the social movements of the 1960s, were the bearers of the intellectual ideas that gave rise to the women's movement, the antiwar movement, the back to Nature movement, and to multiculturalism, with its emphasis on "race" over "class."
(I should have known that no true communist would sort people out by "race" as the anti-racist Soviet Union was adamant about the conception of proletarian internationalism; moreover, communists wrote A World View of Race in the mid-1930s, that identified the fiction of "race" with the aims of the imperialist bourgeoisie, letting workers off the hook.)
I had already learned at Cornell U. in my course with David Brion Davis that "evil was back" with the renewed popularity of Reinhold Niebuhr, Herman Melville, and Nathaniel Hawthorne in the 1940s. And the "evil" within each of us (to cite Penny Dreadful), was there to offset excessive progressive optimism about the promise of American life, which enabled upward mobility for the Common Man or Woman.
What stunned me about the Wylie "sermon," that echoed everything that Henry A. Murray and his Harvard associates alleged (e.g., Walter Langer, Talcott Parsons, Gordon Allport, etc.), was his diatribe against Cinderella turning into Mom, the source of all angst in the male sex, including the medical profession. Here is a sample of Wylie's vituperative book of essays:
"MOM IS THE END PRODUCT OF SHE. She is Cinderella…the shining-haired, the starry-eyed, the ruby-lipped virgo aeternis, of which there is presumably one, and only one, or a one-and-only for each male, whose dream is fixed upon her deflowerment and subsequent perpetual possession. This act is a sacrament in all churches and a civil affair in our society. The collective aspects of marriage are thus largely compressed into the rituals and social perquisites of one day. Unless some element of mayhem or intention of divorce subsequently obtrudes, a sort of privacy engulfs the union and all further developments are deemed to be the business of each separate pair, including the transition of Cinderella into mom, which, if it occasions any shock, only adds to the huge, invisible burthen every man carries with him into eternity….Mom is an American creation." (Chapter XI, p.184)
Wylie, like Henry Murray, was a convinced Jungian and primitivist, and like the pagan Murray, was an avowed elitist, also a free-love kind of fellow (but not an advocate for gay rights, for "nances" were sub-textually tied to Mom.) So Wylie was obviously attacking "sentimental" conservatives of a fundamentalist religious bent. He shared with Murray an admiration for the true grit of the Russian people, a taste for internationalism, and for FDR's personality, with Wylie going so far as to suggest that those who lacked the [independent, masculine, upper-class unsentimental education] should not even vote or hold elective office.
Moreover, the immigrants, preceded by the Nature-wrecking pioneers were a bunch of rowdy rascals. Anyone who denied this was a Mom-identified sentimental "patriot" and deserving of contempt—in short, a viper of the type that devout Christians embodied. Such conservatives, he alleged, had twisted the life and legacy of Christ, ignoring the imprecation to "know thyself," i.e., to know thy limitations, that such (feminized) devils are not "trained to rule" (Murray's notes to Melville's White-Jacket).
I have reported elsewhere that Murray thought that Hitler had Jewish blood (https://clarespark.com/2009/12/13/klara-hitlers-son-and-jewish-blood/, footnote 2), and I didn't understand this until I read Wylie on the Jews. Wylie spurned vulgar beliefs that upper-class Jews controlled the world (they were but a small portion of the elite, though they controlled the new media), but agreed with Talcott Parsons (Murray's colleague) that the Jews were vain and believed in their chosen-ness and separateness. And Hitler's crime was not just to persecute the Jews, but to imitate Jewish pridefulness; the Germans were the new Chosen People.
Where could Hitler have gotten this horribly mistaken idea unless he was something of a Jew himself, putting on airs and vain…rather like Mom.
The Wikipedia bio of Wylie states that he went on to become an early Green and fierce opponent of nuclear power. (http://en.wikipedia.org/wiki/Philip_Wylie.)
Philip Wylie, nature-lover
Although recent research has to some degree vindicated Joe McCarthy, uncovering the presence of Communist spies out to steal secrets for the benefit of Soviet-style internationalism, we should pay more attention to the dour pessimism of the old WASP establishment, who were the true parents of New Left movements, all smacking of the populism and "middle way" espoused by Philip Wylie and his contemporaries.
Wylie's daughter, a novelist herself, has insisted that her father was no misogynist, it should be noted that "Mom" is a middle-class clubwoman married to a businessman, beguiled by materialism/consumerism/: the Northeastern elite's idea of a Republican. And such benighted sentimentalists shouldn't be trusted to vote.
The centrality of the Holocaust to Nazi war aims
Filed under: 1 — clarelspark @ 10:13 pm
Tags: functionalist v. intentionalists, genocide, Jeffrey Herf, Martin Broszat, Nazis, Saul Friedlander, uniqueness of Holocaust
Saul Friedlander and one of his great books
Historian Saul Friedländer gave a lecture at Vanderbilt University, November 5, 2007, that aroused the objection on one of my discussion groups (the history of antisemitism, a group on Humanities Net): one member complained that too much emphasis was placed on the centrality of Jewish extermination to the conduct of the second world war as managed by the Third Reich. This essay attempts to clear up an understandable confusion.
As Europeanist historians are aware, Friedländer and the late Martin Broszat had a very public argument in the 1980s over whether or not the final solution was or was not an indirect consequence of dispersed bureaucratic decision-making as opposed to the obsessive intent of Hitler and his closest lieutenants. There was also in this argument a debate over the "uniqueness" of the Holocaust, compared with other genocides. UCLA professor Peter Baldwin reproduces their correspondence in his Reworking the Past: Hitler, the Holocaust, and the Historians' Debate, edited with an introduction (Beacon Press, 1990). This argument is now commonly characterized as the intentionalist versus functionalist debate. Near the beginning of his talk, Friedländer breaks away from his notes to describe some of his beef with Broszat, but only mentions, fascinatingly, that Broszat, like some other historians of note, did not think that the testimony of the victims (ostensibly a Jewish myth) should be part of the writing of an "objective" history of the final solution. One of the features of Friedländer's two volumes is the inclusion of victim diaries (and their recovery is a story in itself), and these voices from the dead not only powerfully remove the Holocaust from the realm of depersonalized abstraction, but reveal what Friedländer describes as an important internal contradiction in some of their writing: a belief that their death is imminent, combined with plans for the future; in short, a degree of denial. This denial, that things are not as bad as they appear to be, is to be part of my comments below.
So, it is my view that when Friedländer describes the centrality of the complete extermination of the Jews in the Nazi project, he is arguing against the functionalist school of interpretation. He is not ignoring other factors that all students of German history are aware of. In his recorded lecture, you will hear him explain what he characterizes as his own view and the evidence for it, for instance, the timing of the extermination (as opposed to deportation and enslavement) moves in response to the entry of the Americans after Pearl Harbor and the counter-attack against the German invasion by the Soviets in late 1941. Hitler was now surrounded by "the Jews" on two fronts, not to speak of the enemy within. He also mentions Jeffrey Herf's recent book [The Jewish Enemy, 2006] that shows the image of the Jew becoming ever more ominous (in concert with a flood of Nazi propaganda depicting the Jews as instigators of the war and their intention to exterminate Germany). Friedländer makes a nice comment on this point: whereas Nazi propaganda depicts the Jews as a monolithic demonic force, Jews were drastically divided among themselves throughout "the years of extermination," to the detriment of all. And scariest of all, he points out that the knowledge of the final solution as it was taking place was broadly known by elites in every field (including the churches) and yet nearly all remained publicly silent. I bring this out because we may be in a comparable position today with respect to the terrorist threat emanating from Islamists and the dissemination of such horrors as the Protocols of the Elders of Zion and Mein Kampf throughout the Arab and Muslim world. (On the understudied subject of antisemitism see https://clarespark.com/2010/11/14/the-abcs-of-antisemitism/.)
When I first started reading and writing about the role of propaganda in the second world war (in the 1970s), I was dubious about how effective it was as an explanation for the rise of Nazism and its victories. I was then a Marxist of some sort and read numerous left-wing books on fascism as the inevitable result of monopoly capital. And the fact that immediately after the war, American elites were pushing the importance of propaganda and Hitler's craziness while ignoring the Nazi and Italian Fascist destruction of the independent working class movement in tandem with the destruction of the Soviet Union (the home of "Jewish Bolshevism," supposedly a bogus form of socialism) tended to minimize in my own mind the toxic cultural inheritance of Germany and Europe in general. Moreover, throughout my education in major universities (whether in the 1950s or from 1983 on in graduate school), I never heard a responsible discussion on the history and power of antisemitism. My postings on the history of antisemitism list have been a record of my own growing change of mind. I have posted numerous comments about "the Jews" perceived as responsible for capitalism and the growing rule of filthy lucre. (I do not imply that this was some kind of original discovery of mine, but only my public education by other scholars plus broad and probably obsessive reading in the sources.) Moreover, as just noted, it was the argument of many Europeans that the Soviet regime was not true socialism but a trick, with finance capital pulling the strings: see the Protocols of the Elders of Zion and its predecessor, "the Rabbi's speech" (synopsized in Norman Cohn's book, Warrant for Genocide), but also the ongoing hatred of "finance capitalism" as essentially a Jewish invention that was dominated by Jews and the wide currency such beliefs had at the turn of the twentieth century, for instance in the writing of J. A. Hobson (author of Imperialism: A Study.) Populists bought this notion, I believe on both Left and Right. Little did I know that those publicists of 1945 and after who emphasized propaganda knew whereof they spoke, for they had been, as progressives, creating their own propaganda to maintain an American consensus in support of the New Deal, aka "socially responsible capitalism." There was nothing in their project that would have enhanced understanding in this country of the power of antisemitism and its fundamental tenets. And none of these social psychologists/sociologists called a conference in America or Europe immediately after the war to make sure that such racist malevolence was entirely bogus, anti-intellectual, and antidemocratic. [This blog might be read along with my blog of 8-22 on sykewar emanating from Harvard https://clarespark.com/2011/03/27/progressive-mind-managers-ca-1941-42/ , also my blog on the book and movie The Reader https://clarespark.com/2009/08/13/was-nazism-no-more-than-a-search-for-order-the-reader-as-case-study-some-first-thoughts/.]


It's been quite a while since I featured a drink on the blog here, but this one I felt was classy enough that I just had to review it! With the 3 primary ingredients being far from cheap, before you even mix this it's a drink of a very different caliber.
You'll start with a strong citrus aroma and a pleasantly "classic" amber color of the drink. The drink starts with a sweet flavor, and slowly moves to warm and herbal, and finishes with a bit of oaky cognac. This a truly classic style drink with a strong bite and a complex set of flavors. The only thing that holds this drink back is my use of a cheaper VS Cognac. With an older aged variety, this drink could become even better!
Stir all but lemon with ice. Strain into a chilled cocktail glass.
Shake with ice and strain into a chilled cocktail glass. Garnish with a maraschino cherry.
Well it had to have happened sooner or later the first mediocre cocktail of the year. The Simply Crimson just lacks something interesting and tries to replace it with something bitter…and it just doesn't really deliver. The drink smells a bit like oranges thanks to the Cointreau, but also a bit like a generic brown soft drink which isn't super inviting. The drink starts sweet and pleasant moves quickly to a orange and cranberry mix, and finishes with a harsh bitter taste that just doesn't belong at all. It is a drinkable cocktail, but it certainly isn't one I'd choose to drink (or even make again).
Stir Cointreau, bitters, and juice with ice. Strain into a chilled cocktail glass, top with club soda.
Today we've got a classy cocktail with a solid flavor. The Sidecar Royale has a classic sandy color with citrus and herbal aromas. It starts on a mildly sweet note, moves to a sweet brandy taste, then finishes with an earthy herbal and brandy bite. If you have or can find some Benedictine you might want to give this one a try. The original recipe calls for either brandy or cognac, but in my bar all I have is flavored brandies. I figured Apricot would fit this drink quite well (and it did). Although a more pure brandy would have the same flavor profile as my mix.
So today I need recap on the past month from episodes of the show. First we have the Red Snapper Shot from June 4th which is a great recipe that yields 2-3 shots.
Finally we have today's festive 4th of July Shot. It's a powerful orange blast both in aroma and taste. The presentation (as with any layered drink) is quite impressive and really matches with the Red, White, and Blue theme. Although there is also a "Red, White, and Blue Shot" (made with peach schnapps instead of Cointreau), I found this version layered much easier and made for a better demo. For my initial reaction check out the new episode (9) of the show.
Layer in order in a presentation shot glass.


For a day in July, LEVEL5 shut down the office to volunteer at Waterfront Neighbourhood Centre (WNC). Serving a client base of 50 children between the ages of 6 to 12 (below our 'typical' client age range), we worked together to serve a BBQ lunch to fuel the kids for an afternoon filled with fun hands-on activities that we also participated in.
Following a successful partner led BBQ, we switched roles from consultants to activity and group leaders. As the afternoon progressed a courageous group of L5'ers helped take the reins of several groups of kids, of varying ages, and helped steer them through the activity stations that the rest of the firm had helped organize. Activity stations included, slip and slides, water balloon capture-the-flag, egg and spoon races, however the most popular stations definitely involved covering the WNC staff, and some unsuspecting L5 staff, in paint. To finish off the afternoon, the remainder of the five hundred water balloons that were purchased for the day were put to good use as the kids participated in a massive water fight. While the majority of the LEVEL5 staff refrained from taking part in the water fight, a few water balloons were reportedly thrown into the fight from the L5 sidelines. However, at this time all consultants and partners are refusing to confirm or deny this claim.
This day allowed us to give back to a community centre that is close to home and is helping make a difference in local resident's lives in our neighbourhood. We had a great time working with the awesome team of WNC staff and we look forward to helping out more in the near future.
Thanks WNC for a fantastic day!
With heightened competition, digital shifts, an onslaught of e-commerce and the rise of global marketplaces, several major retailers are shaking up their top ranks (think: Sears Canada, Canadian Tire, Sobeys and Holt Renfrew).
"The competitive space is shifting. What worked 10 years ago doesn't work now," says David Kincaid.
The ferocious competitiveness and wild unpredictability of today's market make sustainable competitive advantage a function of an organization's ability to react and regroup their branded business system smartly and quickly.
The L5 team congratulates our favorite USA Sports Team and client – the San Jose Sharks – on their very successful Stanley Cup run.
LEVEL5's definition of a great brand is 'the value of a promise consistently kept™.' This powerhouse sports and entertainment brand definitely kept its promise of providing a season of gritty, gutsy, never-say-die hockey and a truly memorable fan-centered experience – on and off the ice.
Thanks for inviting us into Sharks territory… a very special destination.
On June 9, 2016, over 40 members of #WeWorkingWomen (女仕界) – a social network that connects and celebrates professional Chinese women – had the pleasure of participating in a workshop on Building Skills for Change with Olivia Chow, Distinguished Visiting Professor at Ryerson University and her team of experienced trainers. From LEVEL5, Ashlee Goodfellow (Manager), Sylvia Palka Melo (Senior Consultant), Shirley Cho (Business Assistant) and Joanne Wan (Analyst Intern) were also in attendance for the workshop.
The goal of this distinctive workshop is so much more than to teach participants about effective communication and leadership. By focusing on three fundamental elements – "People, Power and Change" – the workshop is designed to help uncover individual inner passions and provide coaching on how to act, take action and make a difference in the world.
Following the lecture component, participants were broken into small groups and assigned to one of Olivia's trained instructors to practice telling their Story of Self. Each participant was given three minutes to tell their story. After each story, group members had the opportunity to put what they have learned about effective coaching to the test. Despite this being the first time undertaking this type of exercise for many in the room, the support and encouragement was overwhelming. It was truly an evening of inspiring stories and a room full of brave working women!
A key takeaway for everyone was the value in learning how to communicate who we are and why we are so passionate about making a difference – and to help others do the same through effective coaching.
Hua Yu, Managing Partner at LEVEL5, founded #WeWorkingWomen in October 2015. Since its inception as a blog, the network has grown into a true global social platform, with over 10,000 members and 100+ volunteers… and continues to grow each day.
To join #WeWorkingWomen WeChat account, please search "nvshijiequanzi".
More than three decades ago, David Kincaid was putting himself through Queen's University playing drums in a rock band. It's a period in his life he recalls with fondness. These days, he regularly returns to his old Queen's stomping grounds, serving as an Adjunct Professor of brand management at the Smith School of Business.
This month, you can also find the Artsci'81 alumni's latest book – The Value of a Promise Consistently Kept – featured in the latest issue of Queen's Alumni Review (2016 Issue #2, pp 50). The feature can be found in the Ex libris column, which highlights books by alumni and faculty.
Whether it's standing in front of a classroom of business students or a boardroom of C-suite executives, David has been on a mission over the last 30+ years to clarify the confusion between brand management and marketing and to demonstrate how organizations can prosper by managing their brand as an asset. That's why he coined the title of his first book The Value of a Promise Consistently Kept – to inspire business leaders of today and tomorrow to unlock the power of their organization's brand and leverage it throughout their entire business system.
You can measure the value of your brand on your balance sheet — usually a major contributor to the value on the goodwill line. You can monitor its value by using internal and external metrics. Using these metrics, management can evaluate each activity within the organization, based on its contribution to the brand's performance and its return on investment.
A brand represents a promise made by an individual or an organization to its customers, its employees, and its shareholders to deliver value that's unique to that brand alone.
To keep the promise of a brand consistently, leaders must inspire and coordinate everyone within the organization to work toward the common goal of delivering value to its customers. They must demonstrate clearly how each person contributes to the brand's success and encourage and reward each person to keep the brand's promise.
Backed by 35+ years of experience managing some of Canada's (and the world's) most iconic brands, The Value of a Promise Consistently Kept is the ultimate brand management handbook of advice, tools and illustrative examples for managing brands as assets.
In September 2015 the Dallas Cowboys overtook Real Madrid for the title of 'World's Most Valuable Sports Team' at a whopping $4 billion valuation – a pretty impressive feat for a team playing a sport that only has 16 regular season games.
Even more impressive is that the team hasn't won a Super Bowl in 20 years.
When working with management teams of sports franchises across North America, we frequently hear that to succeed "all we need to do is win," or "we just had a bad season" to justify poor financial performance. While winning is absolutely important – nobody is going to argue that – dependence on team performance is dangerous and often blinds management from the other efforts they can be making to ensure that their franchise is a financial success. Even with the best possible GM and Coaching Staff, only one team can win a championship each year.
The Market (Media Coverage, Geographic Location, Competitive Forces).
For the most part, only one of these driver areas – organization (which holds brand and fan experience) – is in the direct control of the management of a sports franchise. However, relative to efforts around the team it is viewed as a cost center vs. revenue and loyalty driver – especially when the team is consistently performing well and the need to work for ticket sales diminishes. What the management of sports teams often don't take into consideration is how powerful a strong brand and fan experience can be in building long-term franchise value.
In the general business world, brand is king. Apple's high valuation isn't because it makes the best products; it's the brand and customer experience that allow Apple to drive retention and command such a high premium. Even when the product is inferior, its brand strength allows it to skate over hiccups without losing momentum. What's so different about the sports world? Not much when you consider teams like the Toronto Maple Leafs, New York Knicks, or Washington Redskins who have incredible brand valuations without necessarily having the strongest performance in recent history.
But building and maintaining a strong sports brand isn't as simple as cultivating a stellar fan experience in the stadium. What really separates the good from the great sports brands is how they manage that brand and profitably engage their fans beyond of the confines of the game – "think outside the rink" as we like to tell our hockey clients. Sports revenues are naturally cyclical, and the 'product' itself [e.g., ticket sales] has limited scalability and geographic reach. Teams that over-focus on attendance as their primary performance measure will find their franchise value plateau once they consistently hit full capacity.
You don't need to look any further than the $4B Dallas Cowboys franchise to see the latest initiative – a fan-accessible practice stadium outfit with a shopping model, office space, and distinct membership opportunities giving fans exclusive access to their heroes – that Jerry Jones and their Chief Brand Officer have undertaken to continue to build the brand far beyond the confines of the team and game itself.
Absent of environmental factors, what truly separates the most financially successful franchises from the pack is that they understand what they are selling is far bigger than just a sports team – it is an incredibly strong emotional connection. This connection creates an identity that a person attributes to themselves, and a deep bond to a community of like-minded others.
What makes the best franchises special is that they understand the unique emotional connection they own, and then they drive it throughout their entire organization from fan experience and engagement through to corporate and community partnerships.
In a closing keynote session, David Kincaid, discussed the latest trends in retail brand strategy and how it folds over into the Human Resources discipline. Envision HR as if it were a brand in adding health and vibrancy to your company to attract (and retain!) customers. These sessions are designed to help HR professionals participate more actively and directly with their counterparts in different parts of the business.
As LEVEL5's founder and managing partner, David Kincaid likes to say, "good brands attract great people." A brand's promise, which needs to be consistently kept in the marketplace, also plays a major role in determining the quality of an organization's talent and culture. After all, employees are the lifeblood of any company… and the only way that an organization can keep a brand's promise consistently is to hire the right people.
Martin Birt, president of HRaskme.com, takes David Kincaid's five key stages that customers experience when they engage with a brand and applies it to his latest article for Profit Guide: The 5 Stages of Building an Employment Brand.
Your company's reputation as a great place to work depends on your ability to keep the promises—implicit and explicit—you make to your employees. In addition to your organization's brand in the marketplace, there is also an "employment brand" that needs to be managed as part of your branded business system. Through applying David Kincaid's customer engagement framework, Martin Birt discusses a five-stage planning framework for helping your HR department align the onboarding processes with the promise of the brand.
Margaritaville. Cheeseburger in Paradise. It's Five O'Clock Somewhere.
These Jimmy Buffett song titles invoke visions of sun-drenched bliss – imagery that momentarily transports fans of the 69 year old musician to a beachy paradise. But the care-free spirit Buffett exhibits on stage is in sharp contrast to the Buffett brand's selective approach to business growth. Since Buffett's first non-music business venture in 1985 with the opening of the inaugural Margaritaville restaurant, the Buffett Empire has grown incrementally to include a variety of offerings across several (somewhat) related categories culminating in over $1 billion in revenue annually. Margaritaville LLC, Buffett's privately-held management company, has ventures in entertainment, retail, packaged goods, hospitality and charity.
Given Buffett's business roots, one might assume that his success and longevity could be largely attributed to his musical popularity. But a brief look at the billboard charts indicates otherwise: Buffett's 1977 hit song "Margaritaville" is the only song in his over 40 year career to ever breach the top 10, peaking at no. 8 – with the vast majority of his songs never reaching the traditional radio airwaves.
So if it's not his musical popularity, what has been the key to Buffett's broader business success?
Jimmy Buffett doesn't follow trends. Instead, Buffett has carved out a niche in his self-described "Gulf and Western" musical genre and every business decision since has seemingly been a natural extension of the lifestyle he showcases. He has a masterful understanding of his "Brand DNA" (the term we use at LEVEL5 to describe the guiding core essence of a brand), as well as the needs of his niche audience – "Parrot Heads" as they call themselves. In other words, Buffett doesn't sell music; he sells a "tiki escapism" where all of his endeavours are underpinned/informed by that DNA. Buffett uses his brand to great effect in building out his business empire.
For example, the Margaritaville restaurant chain packages up live music and entertainment, boozy tropical drinks, an island-inspired menu and some kitschy / exaggerated décor. The restaurants are a physical embodiment of the escapist dream Buffett professes. And naturally, the establishments are located in warm and/or touristy locations – places that line up perfectly with the theme of 'escape'. This model allows the chain to not only appeal to specific Buffett music fans, but more generally to others seeking 'escape' – all while reinforcing his brand.
Buffett's other ventures which include packaged goods and hotels don't seem to have been established just in the pursuit of arbitrary growth goals. Instead, each decision seems to have been made after carefully weighing the needs of his niche audience and the upside potential – both dollar and brand. In so doing, each decision is 'brand congruent' and, as such, brand strengthening.
This brand based approach is also evident in Buffett's charitable efforts. His Save the Manatee Club, which advocates for the conservation of Florida's official state marine animal is a further example of managed growth. The conservation of Manatees may not have the same reach as other major not-for-profit organizations but Save the Manatees Club fills a space which aligns seamlessly with Buffett's gulf-life persona.
The above demonstrates key components of building a great brand through active and thoughtful management. Buffett seems to live by one of LEVEL5's key credos: "your brand is your business system". His astute and disciplined use of his brand as a basis for strategic growth is something we applaud; it is after all a focus for us as we support our clients.
It's ironic that the man who sang the words, "Indecision may or may not be my problem" has demonstrated laser-like precision in tapping into his brand and choosing how to grow his billion dollar empire. When it comes to developing a business system, Jimmy Buffett is living proof that a carefully managed brand can produce extraordinary results.
How well does your organization leverage its brand to build strategy and drive growth?
On January 15th, 2016, YMA held their 10th annual conference at the Pantages Hotel in Toronto. With over 100 of the best and brightest students from across the province in attendance to explore and embrace their shared passion for all things marketing, David Kincaid, LEVEL5's Founder and Managing Partner, delivered the lunch keynote talk.
In it, David introduced the NEW 4PS OF BRAND MANAGEMENT and shared his point of view on why it's time for a new model and approach for managing your brand as an asset.
We are all familiar with the 4Ps of Marketing developed in 1960 by E J McCarthy. In many businesses (and business schools) brands are managed under these conventional 4Ps: Product, Place, Price, and Promotion. The world has changed in massive ways, so why are we still applying and teaching models that were developed in 1960?
The role of brand managers has changed. Brand managers no longer control the brand – they might own it, but don't control it. In today's business environment, which is characterized by complexity, commoditization and constant change, consumers control the brand.
Here's the shortcoming of the 4Ps of Marketing: the model teaches you how to manage marketing, not brands. Marketing is stated as an EXPENSE on the P&L. You spend money to do marketing. Brands, on the other hand, are ASSETS. And as with any valuable asset, the management of a brand requires the perspective and participation of the entire organization (think: culture, HR, supply chain, sales, IT, Finance, core processes, customer service, etc.) in order to consistently keep the promise that your brand is making to the marketplace.
In the complexities of the current business world, organizations need to update their model and profitably apply the new 4Ps of Brand Management: Process, People, intellectual Property, and Partnerships. This will require bringing to bear a different set of principles and management perspectives for managing your brand as an asset.
Today's millennials (aka those in the room during David's keynote talk) are the next generation of brand managers over the next 50 years. If 50 years from now, brand managers are still using tools that were developed in the 1960s, then we haven't moved forward.
It's time for a new model that manages brand, not marketing, so that we can all move toward building stronger brands – in Canada and the world.


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McLaren Sabre patent images surface online
Top-secret new model expected to follow the track-focused Senna in McLaren's Ultimate Series line-up.
Patent images for an upcoming McLaren – believed to be the Ultimate Series successor to the Senna – have surfaced online.
The drawings show a dramatic design – with by a sideboard-mounted rear wing, large front splitter, cooling ducts, and an elongated central 'shark' fin – although it is unclear if this is a track-only model, or will be eligible for road use in some countries, as per the Senna.
The vehicle is expected to be underpinned by McLaren's new lightweight carbon fibre architecture, and will likely be powered by a hybrid version of McLaren's 4.0-litre twin-turbocharged V8 producing about 845kW.
Overseas reports suggest the model will be named the Sabre, however an official designation is yet to be been confirmed.
A spokesperson for the manufacturer was unable to provide further details when approached by CarAdvice for comment.
Earlier this year spy shots emerged of what is believed to be the same car (shown below), at a dealership in California.
According to the source that supplied those pictures, only 15 examples of the new model will be produced, and the car could cost close to US$4.4 million (AU$6.1 million).
However, CarAdvice was not able to independently verify those claims.
It is expected the model won't be formally unveiled until 2022.
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Westfield have published their plans for the Northern extension to their shopping centre in Shepherd's Bush today. There is a form of consultation for them. It is surprising having reviewed the plans for the White City Opportunity Area as a whole how little cycling content is within these plans from Westfield. They already have outline planning consent to build up to 1,522 new homes, new leisure facilities and shops, including a flagship department store (John Lewis).
An image of a cyclist on their transport page.
This simply isn't good enough. There are no plans presented for new cycle routes. There isn't even talk of extra cycle parking. Existing cycle parking at Westfield is typically fully utilised except for the racks at the far north of the site which are too far from any useful destinations. Those near the library and the southern interchange are typically full or nearly full at all times. No covered bike parking is provided. No secure bike parking is provided. It is also typically a 400m or more walk from the cycle parking to the average shop in the centre.


To sustain a high-performance psychology in multiple contexts activity and reflection should ideally complement and support each other. Dr. Brent Hogarth's keynote delivers training on how to transform chaos and suffering into order through mastering what the ancients called vita active, a life of action, and vita contemplative, the path of reflection. Building on his Doctoral research on mindfulness and flow-state, Brent's talk seeks to empower participants with mental tools to develop the psychological flexibility necessary to achieve optimal emotion and self-regulation required for long-term goal achievement. Given the elusiveness of flow-state, this talk may be particularly valued by high-flow-state seekers because mindfulness training can both facilitate flow as well as provide a true refuge of peace when the joy of flow-state absent.


Treat your palate to a special wine and food adventure on Okanagan Lake!
Private cruises can be arranged any time from May to October.
Taste a selection of the finest Okanagan wines exquisitely paired with Gourmet Hors d'oeuvres, created by Joy Road Catering.
Do you have a group of 15 or more? Contact us and we'd be delighted to organize a wine-tasting cruise any time between May and October!


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The Jabiluka ctenotus (Ctenotus arnhemensis)  is a species of skink found in Northern Territory in Australia.

References

arnhemensis
Reptiles described in 1981
Taxa named by Glen Milton Storr

redpajama_set_name: RedPajamaWikipedia


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The Salt Lake Temple
Every Window, Every Spire "Speaks of the Things of God"
Richard Neitzel Holzapfel
A "Magnificent and Enduring Monument"
"The Power of God Was with Us"
LaRene Gaunt
In His Holy House
Jay M. Todd
A Temple Renewed
Fire in His Bones
Ronald K. Esplin
Nurturing Others With Caring and Faith
My Rosebush
What hope does the gospel give to parents of errant youth?
Harold C. Brown
Why are oxen used in the design of our temples' baptismal fonts?
Edward J. Brandt
Singing the Song of Redeeming Love
Joseph Walker
Increase Your Job Security
Jerry Mason
Our Book of Mormon Party
Shawna Struthers Gottfredson
Grandchild of the Week
Stella Hatch
Forewarned by a Dream
Patricia Tarrant
Bless Those Elders
Leo P. Talbot
On Call for the Lord
Eva C. Bean
"How Does She Know Our Songs?"
Mark Cannon
"I Was Doing His Work Today"
Karen A. Anderson
The Lord's Side
President Benson Hospitalized, Released
Church Leaders Host Area Clergy
Church Reaches Milestone of 20,000 Congregations
Countries and Territories with Organized Units
Young Women Worldwide "Walk in the Light"
Fresno Saints: Laboring in the Lord's Vineyard
Kathy Barberich
New Temple, Family History Handbook Published
Tabernacle Ceiling Repainted
Policies and Announcements
"I Was Doing His Work Today," Ensign, Mar. 1993, 68
By Karen A. Anderson
It was late on a cold, blustery Saturday afternoon. Stake leadership meetings had just concluded, and people were getting ready for the long trip home. The group that climbed into Emily's van shared the ideas they had learned in the meetings. The conversation was so lively that no one heard the moan of the engine as it sputtered and then failed.
In North Dakota in the winter, when a car doesn't start, it's more than inconvenient—it can be life-threatening. Everyone in Emily's carpool recognized the gravity of their situation: They were eighty miles from home with little money, car repair shops had already closed for the weekend, and bad weather was coming in from the west.
Emily sat in the driver's seat, mentally going over all the possible reasons for the engine's failure, but she couldn't recall any engine problems. In fact, before her husband had left for overseas military duty for a year, he had tried his very best to leave her with a good, dependable vehicle.
A small group quickly gathered around the vehicle and offered advice. Someone from Emily's ward soon had the hood up and was looking for the problem. In the midst of these concerned conversations, Emily excused herself and disappeared into the dark and deserted stake center.
Everyone was baffled. No one could imagine who she could call at this hour, and her husband was thousands of miles away.
Just as the person under the hood again announced that he simply couldn't find anything wrong, Emily came running from the building.
"I know what the problem is now, and I know how to fix it," she announced. Emily climbed into the driver's seat, leaned forward, and flipped a small switch. This time, when she turned the key, the engine roared to life. All of us were amazed. Emily then began to explain how she knew what was wrong.
"As we were trying to fix the van, I remembered that I hadn't asked the one who would know what the problem was. I needed to ask for the Lord's help," she said. "I knew he wouldn't give me a problem I couldn't fix while I was trying to fulfill my calling.
"Almost right away, I realized that as we were climbing in and out of the van, one of us must have bumped the switch that controls the gas tanks. So the engine was using the empty tank of gas instead of the almost full one."
She explained that when her husband had gone overseas, she had promised the Lord that she would willingly fulfill all her responsibilities. "In return," she continued, "I have been reassured that a way would be made available for me to accomplish that goal. I just knew this wasn't a big problem, because I was doing the Lord's work today."
Illustrated by Jeffrey Carter
Karen A. Anderson is the Relief Society president in the Detroit Lakes Branch, Fargo North Dakota Stake.


Jan. 30, 2018 /PRSubmissionSite/— According to a recent market report titled "Oil and Gas Terminal Automation Market: Global Industry Analysis and Opportunity Assessment, 2016-2026" published by Future Market Insights, revenue from the global oil and gas terminal automation market is estimated to be valued at US$ 850 Mn in 2016. It is projected to exhibit 7.1% value CAGR during 2016-2026, and is forecast to be valued at US$ 1,693 Mn by 2026 end. The market is expected to witness nearly 2X growth between 2016 and 2026.
Future Market Insights, revenue from the global oil and gas terminal automation market is estimated to be valued at US$ 850 Mn in 2016.


Since 1995 MedSolution is one of the leading international manufacturers of laser equipments which can be used for regeneration, prevention and healing purposes. Therapists all over the world are working with MedSolution's laser devices. Well known soccer teams like FC Schalke 04 and Hertha BSC Berlin use MedSolution's Lasers, international athletes like Frankie Fredericks or Erki Nool were treated during the Olympic games 2004 in Athens successfully on their injuries. MedSolution is certified to ISO 9001:2000 and all devices are CE compliant. MedSolution also offers customer specific development, manufacturing & labeling.


Compare all options from Paderborn to Augsburg. Use the journey planner above to plan your trip from Paderborn to Augsburg by all available means of transportation such as Train and Bus. The CombiTrip journey planner compares and combines many transportation providers such as for example Railway agencies, Bus operators, airines. You can find all the ticket prices, times and duration related information from the journey planner shown above. Sit back and relax on your next trip to Augsburg. Combitrip will search for your trip from Paderborn and will help you pick your desired travel plan from a large number of options. The trip from Paderborn to Augsburg takes around 6 hours 59 minutes by car. Train and air travel are both top choices for medium distance trips. If overall costs and travel times are considered, they are both competitive. Book your trips with Combitrip to find the best train/air travel choice. Combitrip tailor fits the most efficient and enjoyable trip for you. You can decide the modes of transportation. You can start the trip by either walking, taking a bike, hailing a cab, or via car. Your main trip is up to you, as well; airplanes, trains, buses, carshares, are some of your options. You can also decide how the trip should end. Selecting the best airports and stations with Combitrip is as super easy. You just enter the very city or town of your departure and destination and Combitrip does the searching for you. With Combitrip showing you how to get to the airport/station, you would save you time and cost of getting to the airport/station without knowing ahead where to go just to get super cheap flights. Getting tickets this way sometimes lead to unpleasant surprises such as long drive, wasted wait time, and unforeseen charges. Taking the train is often not so much longer. Combitrip can show you that. It is also better for the environment.


We are a group of local men and women, walkers, whose ages range from 60 to 84 years.
We meet every Wednesday morning, throughout the year, Mostly at Capel Village Hall.
The walks are arrange amoungst ourselves (usually over lunch) for the next week.
We generally end at a pub/cafe for lunch. Although some choose not to.
We walk for approximatley two hours.
We contact everybody by email a few days in advance of the walk.