Although it seems like most brides have their weddings in Summer, and it may feel overcrowded for you, there are definite positives to choosing Summer as your wedding season.
More family and friends can attend: If you give people enough notice, more of your guests will be able to attend. There are less school and work commitments during this time of the year, and if your wedding is in the heart of Summer, people may be on a break.
The weather and temperatures are more consistent: Fall, Winter and Spring are more unpredictable and the weather could turn at any moment. In Summer, the temperatures and weather patterns are more consistent, and you can be more certain of how your wedding weather will turn out.
It's easier to have certain aspects of your wedding outdoors: In the other seasons, planning an outdoor ceremony or dance floor under the stars is risky, but in Summer the full offerings of your venue can be used because it's warm enough to be outside.
There are more flowers in bloom: From June to August, there is usually the highest number if flower options for brides than any other time during the year. You can always get the flowers you want, but outside of the Summer months you may have to pay extra expenses to have them shipped or flown from the places that they're in season.
Bright colors are welcome: Winter weddings often incorporate the moodier color palettes to match the weather and not look to out of place. The opposite is true for Summer weddings, where you can go wild with pops of color and bright decor splashes, that tie in perfectly with the mood of the season.
These are only a few, but there are so many more reasons to consider a Summer wedding for you and your love!


asinger@scharfsteinlaw.comCautionary note: If you are not presently a client of Scharfstein Gibbings Walen Fisher LLP, any information you communicate in your email is not protected by lawyer/client confidentiality, nor is a lawyer/client relationship established by our receipt of this email. Before we can discuss your matter, we must ensure that we do not have a conflict of interest. Please do not send us any confidential information in your e-mail.
Anna is an associate at Scharfstein Gibbings Walen Fisher LLP. Her practice areas include Family Law, Civil Litigation and Administrative Law.
Anna has extensive litigation experience, particularly in Chambers advocacy. Her family law practice includes divorce, child and spousal support, division of property, parenting, and adoptions. She also has experience with the Hague Convention (Convention on the Civil Aspects of International Child Abduction), declarations of paternity and amendments to birth certificates, and interspousal agreements, including Pre-Nuptial Agreements, Cohabitation Agreements and Separation Agreements.
Anna is a sessional lecturer at the University of Saskatchewan, coaching the College of Law's Laskin Moot team as they compete in a national, bilingual moot court competition in administrative and constitutional law. She is a Board Member for AIDS Saskatoon.


text:
The Essential Martin Luther King, Jr.
"I Have a Dream" and Other Great Writings
By Dr. Martin Luther King, Jr.
Edited by Clayborne Carson
Part of King Legacy
Category: 20th Century U.S. History | Literary Collections
About The Essential Martin Luther King, Jr.
A collection of the most well-known and treasured writings and speeches of Dr. King, available for the first time as an ebook
The Essential Martin Luther King, Jr. is the ultimate collection of Dr. King's most inspirational and transformative speeches and sermons, accessibly available for the first time as an ebook. Here, in Dr. King's own words, are writings that reveal an intellectual struggle and growth as fierce and alive as any chronicle of his political life could possibly be. Included amongst the twenty selections are Dr. King's most influential and persuasive works such as "I Have a Dream" and "Letter from Birmingham Jail" but also the essay "Pilgrimage to Nonviolence," and his last sermon "I See the Promised Land," preached the day before he was assassinated.
Published in honor of the 50th anniversary of the 1963 March on Washington for Jobs and Freedom, The Essential Martin Luther King, Jr. includes twenty selections that celebrate the life's work of our most visionary thinkers. Collectively, they bring us Dr. King in many roles—philosopher, theologian, orator, essayist, and author—and further cement the most powerful and enduring words of a man who touched the conscience of the nation and world.
Also in King Legacy
Also by Dr. Martin Luther King, Jr.
See all books by Dr. Martin Luther King, Jr.
Buy other books like The Essential Martin Luther King, Jr.
The Invention of the White Race
Theodore W. Allen
The Crisis of the Negro Intellectual
Harold Cruse
When Harlem Was in Vogue
The Wordy Shipmates
W.E.B. Du Bois: Black Reconstruction (LOA #350)
Making Whiteness
Grace Elizabeth Hale
Robert G. Torricelli and Andrew Caroll
Alexis de Tocqueville
W.E.B. Du Bois: Writings (LOA #34)
W. E. B. Du Bois
By the Color of Our Skin
Barbara Diggs-Brown and Leonard Steinhorn
The Classic Slave Narratives
Snow-Storm in August
Jefferson Morley
My Old Kentucky Home
Emily Bingham
The Making of African America
Ira Berlin
Toure Reed
Against Civility
Alex Zamalin
Teaching White Supremacy
Donald Yacovone
Slave Narratives (LOA #114)
Lift Every Voice
Blues for Mister Charlie
A Documentary History of the United States (Revised and Updated)
Richard D. Heffner and Alexander B. Heffner
Better Day Coming
Adam Fairclough
The Price for Their Pound of Flesh
Daina Ramey Berry
The Omni-Americans
Albert Murray
Nicholas Lemann
The Portable Anna Julia Cooper
On the Courthouse Lawn, Revised Edition
Sherrilyn A. Ifill
The Case for Black Reparations
Boris Bittker
Olaudah Equiano
Angels and Ages
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"Rediscovering Lost Values," sermon delivered in Detroit on February 28, 1954
Delivered at Montgomery Improvement Association Mass Meeting, Montgomery, December 5, 1955
"Facing the Challenge of a New Age," delivered to Institute on Nonviolence and Social Change, Montgomery, December 3, 1956
"The Birth of a New Nation," Sermon delivered at Dexter Avenue Baptist Church, Montgomery, April 7, 1957
"Give Us the Ballot," Prayer Pilgrimage, May 17, 1957
Palm Sunday Sermon on Mohandas K. Gandhi, Delivered at Dexter Avenue Baptist Church, March 22, 1959
Address at the Youth March for Integrated Schools on 18 April 1959
"The Social Organization of Nonviolence," Liberation, October 1959
Pilgrimage to Nonviolence," Christian Century, April 13, 1960
Address Delivered at the Freedom Rally in Detroit's Cobo Hall, June 23, 1963
Letter from Birmingham City Jail, April 16, 1963
"I Have a Dream," the March on Washington for Jobs and Freedom, August 28, 1963
Nobel Peace Prize Acceptance Speech, December 10, 1964
Nobel Lecture, "The Quest for Peace and Justice," December 11, 1964
"Our God is Marching," delivered at conclusion of voting rights march from the Selma to Montgomery, March 25, 1965
"Black Power," narrative of the Mississippi voting rights march, June 1966
"Beyond Vietnam" Address at Riverside Church in New York on April 4, 1967
"Where Do We Go From Here," August 16, 1967
"Why Jesus Called a Man a Fool," sermon delivered in Chicago, August 27, 1967
"The Drum Major Instinct," Sermon at Ebenezer Baptist Church in Atlanta, February 4, 1968
"I've Been to the Mountaintop," delivered in Memphis, April 3, 1968

redpajama_set_name: RedPajamaCommonCrawl


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text:
Barry's Story
Reboot Forward Podcast
Courage Confab Podcast
Raymond To
Episode #34 - Recruiting, Sourcing and Finding Great Talent
Full Reboot Forward Podcast Episode: https://www.buzzsprout.com/1095527/8384219
Raymond To has been recruiting and offering HR advice since 1992. He has conducted over 280 senior level search assignments and often engaged as an interim HR and Operations Manager for number of fast growing technology companies. He has worked in a broad range of industries from high-technology, education, non-profit and healthcare.
In 2002, Raymond founded GO Recruitment Inc. with a vision to be more flexible, more engaging and to offer a better customer experience for organizations large and small. This new way has benefited organizations both in greater value for their recruitment dollar and most importantly, GO Recruitment's industry leading 96% retention rate means the people they recruit become productive and long-term hires. This differentiation was highly regarded by the industry and in 2006, he was recognized by Business in Vancouver as one of Vancouver's Top 40 under 40 business leaders.
In 2010, GO Recruitment partnered with the BC Public School Employers Association to complete Executive Search services through Make a Future. In 2013, that alliance continued in its current form called GO Futures Human Resources Inc.
He is a strong supporter of the community from his involvement with Junior Achievement, past Chair for the Learning Disabilities Association of British Columbia (www.ldabc.ca) and past board of Director for Dress for Success Vancouver. He currently sits on the Equity Giving Committee of Science World.
To contact Raymond To:
Raymond@GOrecruitment.com
https://www.gorecruitment.com/#team
https://www.linkedin.com/in/raymondto/
Copyright © 2022 Reboot Forward | Barry Forward | Executive Coach - All Rights Reserved.


Tour makes you insane. And not in the way you'd expect. Maybe you're thinking you get tired, or depressed, or perpetually hungover, and yeah, sure it's all those things. But then you hit that real special brand of insane somewhere at the three week mark when you find yourself in the van making a puppet out of a banana. Or maybe you snap back to reality to find yourself and eight other guys driving through the mountains in the dead of night recording ourselves doing "ghost groans" on our phones and replaying it back over the van speakers for us to listen to, staring vacantly out the window. That's about where we're at.
The shows themselves have been insane too. The awesome kind. Not the banana puppet kind. Although maybe a few have been that kind too. Since the last video, which was a whole forever ago, we've been ripping through the US with Young Rival, from NYC to Texas to Seattle and everything in between. Now we're back in Canada, so look out for a van of nine men clinging to their final remaining shreds of sanity. Here's hoping we have fully functioning brains and bodies when we hit Toronto for RUFFRUFFRUFF.
Check our tour diary video in the player above.


text:
Ро́джер Джо́нсон (; 28 апреля 1983, Ашфорд) — английский футболист, центральный защитник и тренер.

Карьера
За свою карьеру успел поиграть за «Уиком Уондерерс», «Кардифф Сити», «Бирмингем Сити». Имеет неплохую для защитника скорость, а также хорошие защитные навыки. Его рост 191 см позволяет ему отлично играть на втором этаже.

В апреле 2010 года в бирмингемском дерби между «Астон Виллой» и «Бирмингем Сити» главный арбитр встречи Мартин Аткинсон назначил пенальти за фол Роджера Джонсона на Габриэле Агбонлахоре. Телевизионные повторы свидетельствуют, что Джонсон играл в мяч и фола не было. Главный тренер «Бирмингема» раскритиковал Аткинсона за это решение, которое обеспечило «Астон Вилле» победу со счётом 1:0.

11 июля 2011 года перешёл в «Вулверхэмптон Уондерерс» за 7 млн фунтов стерлингов. Роджер сразу завоевал доверие и уважение тренера, а вскоре был назначен капитаном команды вместо Карла Хенри. Однако в дальнейшем карьера в «Вулверхэмптон Уондерерс» пошла на спад: Джонсон часто допускал серьёзные ошибки, из-за которых команда проигрывала матчи.

В марте 2012 года Джонсон был настолько расстроен поражением от команды «Фулхэм» (0:5), что явился на тренировку в нетрезвом виде. В результате Роджер был оштрафован на две недельных зарплаты и принёс извинения за своё поведение.

Достижения

Кардифф Сити

 Кубок Англии
  Финалист (1): 2008
Бирмингем Сити

 Кубок Футбольной лиги
  Обладатель (1): 2011

Примечания

Ссылки
 Профиль на официальном сайте «Вулверхэмптона»

Футболисты Англии
Игроки ФК «Вулверхэмптон Уондерерс»
Игроки ФК «Кардифф Сити»
Игроки ФК «Бирмингем Сити»
Игроки ФК «Уиком Уондерерс»
Игроки ФК «Вест Хэм Юнайтед»
Игроки ФК «Чарльтон Атлетик»
Игроки ФК «Пуна Сити»
Игроки ФК «Бромли»
Футбольные тренеры Англии

redpajama_set_name: RedPajamaWikipedia


text:
Four Corners Property Trust (NYSE:FCPT) announced that it has signed a definitive agreement for the purchase of 24 outparcel properties from Brookfield Properties, for a purchase price of approximately $46.4 million. This transaction was priced at a capitalization rate consistent with our investment thresholds and past transactions. The portfolio includes 14 restaurant properties as well as 10 properties operating in other retail sectors.
The 24 outparcels span 11 restaurant brands, including three which are new to FCPT's portfolio. The restaurant brands are BJ's Restaurant, Black Angus (new brand), Bonefish Grill (new brand), Chili's, IHOP, LongHorn Steakhouse (2), Olive Garden (2), Outback Steakhouse, Red Lobster, Red Robin (2, new brand) and Wendy's. The portfolio also includes 10 non-restaurant brands, comprised of five banks, two car wash / tire center properties, a hotel and a business services / shipping store. Seven of the non-restaurant operators are investment grade rated and nine are with nationally known brands. The non-restaurant properties share similar qualities as FCPT's restaurant assets: nearly identical locations, comparable building sizes and acreage, predictable growing rental streams, similar net-lease structures, and strong tenancy with credit-worthy operators. Of the 24 properties, 21 are operated by or leased to the brand's corporate entity. Further, each property has a separate individual lease and the leases have a current weighted average remaining term of approximately seven years.
The retail outparcels are located within highly trafficked corridors in Colorado, Idaho, Iowa, Michigan, Minnesota, Missouri, North Carolina, Oklahoma and Washington.
"Brookfield has been a fantastic partner for FCPT in the past as we've worked on smaller transactions and we look forward to focusing our attention on this new portfolio," said Bill Lenehan, CEO of FCPT. "This portfolio is consistent with our outparcel strategy of acquiring diverse brands in the restaurant and retail sectors with strong operators and low rent levels."
Brookfield Properties is a global real estate services company, managing, leasing and re-envisioning one of the largest retail portfolios in the United States. Its regional shopping centers are located in key markets throughout the country, encompassing 170+ locations across 43 states and representing over 146 million square feet of leasable space.
FCPT, headquartered in Mill Valley, CA, is a real estate investment trust primarily engaged in the acquisition and leasing of restaurant properties. The Company seeks to grow its portfolio by acquiring additional real estate to lease, on a net basis, for use in the restaurant and retail industries.
National Restaurant Association & Technomic Unveil Industry Findings on Technology &…


When it comes to choosing a new van for your business it can often seem a very confusing task. There are so many makes and models available that the choice can seem endless and very difficult to make. If your business needs a van its likely you will have a set of criteria that you want the new van to be able to meet. Whether its adding to an existing fleet, replacing an older van or purchasing your first one, by answering a few simple questions you will get a better idea as to which is the right van for you.
As a basic rule of thumb most small vans will only have a driver and passenger seat, where as transit van size and above usually have a row of three seats. If you require more seats the next size up would be a crew van which is basically a van with a second row of seats much like a car. Because of a vans extra width, a crew can usually accommodate up to 6 passengers, behind which will be the cargo area. For the safety of any passengers travelling in the van you need to ensure that a full length steel bulkhead is fitted between the passengers and any cargo. A bulkhead will usually come as standard on most vans however some come with half height bulkheads which are acceptable as long as the load height falls below the barrier. If more than 6 seats are required then a minibus may be your best option which can be found in 9, 12, 15 and 17 seat versions.
What will the van carry?
Most van models come in a choice of wheel base lengths and heights to ensure that there is a big enough cargo area to hold the goods you intend to carry. Each van will also have a payload capacity, which is the maximum weight load the van can carry. Even though the van can carry a certain weight you need to be aware that there is also a maximum weight you can load on the front and back axles of a van. Before purchasing a big van consider how often will the van be carrying a heavy load? If it's only a few times a year it may be cheaper to look at purchasing a smaller van with lower running costs and just hire a large van for a specific job as and when required. Transport police have the legal power to be able to pull a van over at any time and take it to the nearest weigh bridge. If the van is found to exceed any of these weight restrictions both the company and driver can receive a hefty fine, so get the right van for the job.
How will the van be loaded?
Along with having a big enough payload capacity and cargo space for your needs, you also need to consider how you will get the goods into the van in the first place. Depending on the method of loading your van whether it's by fork lift truck, manually or even by crane if it's a tipper or drop side van you need to ensure that your van has the correct access. Most vans come as standard with one sliding door, but you can have a door on both sides of the van if needed on a number of models. A vans rear doors can also differ and if you have to load up in a tight space having a van that has rear doors that only open up to 180° as opposed to 270° which is fully open can be a major inconvenience. If you are looking at a Luton van which is perfect for furniture removals, will a tail lift make your life much easier; if so don't forget that the weight of the lift will mean a reduction in the payload that the van can carry.
Price is a determining factor for every business we all have a budget to stick to which can sometimes mean that the van we want and the van we can afford aren't the same. There are alternatives to purchasing a van outright such as leasing or hire purchase deal. They may not suit everyone but if yours is one of those businesses that will be looking to change their van every 3-4 years then its worth considering a lease or hire purchase deal. With a van leasing agreement you are only renting the van for a fixed period, where at the end of the lease you just hand the van back. Because you aren't buying the van just paying for the depreciation of the van over the fixed duration, your monthly payments will be a lot lower enabling you to afford a better quality of van for your budget.
It's a good idea to calculate a rough estimate of the monthly/weekly mileage the van you intend to purchase will cover. If you are interested in a number of models there are places online where you can get an estimate of the vans MPG which should enable you to work out the running costs for each van. You may be surprised to find that some vans are a lot more economical than others which can make a big difference to your pocket over the year. Finding an economical van has never been more important than now especially with escalating fuel costs, who knows how much the price at the pump will have risen to by the end of the year.
How comfortable is the van to drive?
You wouldn't buy a pair of shoes without trying them on first the same should be said about a van because for many people they will be sitting in it for longer than they will be standing each day. Vans much like people come in all shapes and sizes which mean that your comfort level may differ greatly from one van to another dependent on your build and height. So make sure you try before you buy!
Vans these days come with a long list of available features depending on the make and model, some will come as standard while you have to pay extra for others. This will differ on all makes and models, where what's standard on one van may be an extra cost on another. Work out exactly what you need your van to have, along with what you would like to have and then compare all the vans you have short-listed. If you are in and out of the van all the time features like remote central locking can be extremely handy, while safety features like ABS, TCS and airbags can certainly make a journey a lot safer.
If after looking at all your options you are still unsure then speak to a van specialist as that's what they are there for at the end of the day, listening to your needs and giving advice to find the best van to suit your requirements. Just remember that once you have worked out how much your budget can afford stick to that figure and don't go over it.


text:
Tramlijn 10 was een tramlijn in de Belgische stad Gent.

Geschiedenis
Het lijnnummer 10 werd in het verleden toegekend aan 3 verschillende tramlijnen.

Op 26 december 1912 werd de tramlijn naar Melle ingereden en kreeg het nummer 10, als verlenging van lijn 1. Het traject liep langs de linkerkant van de Brusselsesteenweg. Op 3 januari 1932 veranderde het nummer naar 20.

Het traject Sint-Pietersstation - Muide werd van 3 januari 1932 tot 15 november 1933 aangeduid met het nummer 10. Tussen 15 november 1933 en 2 oktober 1940 was het nummer niet in gebruik. Het traject werd overgenomen door lijn 9. Op 2 oktober 1940 lijn 10 werd het traject tussen de Muide en het Sint-Pietersstation opnieuw aangeduid met het nummer 10.

Op 24 mei 1946 werd het kopspoor in de Voormuide vervangen door een keerspoor langs de Sassekaai.

Tussen 29 april en 27 augustus 1980 werd de houten Rozemarijnbrug, die sinds het begin van de Tweede Wereldoorlog in gebruik was, vervangen door de huidige. Het tramverkeer werd daardoor tijdelijk gewijzigd:  vanaf de Bernard Spaelaan naar het station werd een pendeltram ingericht met vermelding van het traject op een zwart bord. Tram 10 keerde terug op de Coupure rechts en tram 21/22 in de Papegaaistraat.

Op 29 september 1986 versmoltende lijnen 4 en 10 tot de lijnen 40, 41, 42 en 43 (Moscou - Gent-Zuid - Korenmarkt - Muide - Rabot - Sint-Pietersstation).

Ten slotte werd het nummer 10 ook gebruikt ter aanduiding van het deeltraject "Sint-Pietersstation - Wondelgem-Industrieweg" bij de uitbreiding van lijn 1 naar Evergem op 24 maart 1989. In 2004 werd die nummering vereenvoudigd tot 1 met aanduiding van de eindbestemming.

 10


text:
Goldberg Segalla Ranked Among World's Best by Intelligent Insurer
Goldberg Segalla earned prominent placement in the 2013 Legal Elite, an annual survey conducted by the acclaimed international publication Intelligent Insurer. The Legal Elite highlights law firms and lawyers who lead the field in the practice of insurance and reinsurance law.
In the US–Overall Leaders category, Goldberg Segalla ranks Highly Commended. Only two other firms placed higher than Goldberg Segalla in the US–Overall Leaders ranking. View the complete rankings here.
The Legal Elite rankings demonstrate continued international recognition for Goldberg Segalla and its Global Insurance Services Practice Group, a team of more than 40 lawyers that routinely handles matters of national and international importance for both domestic and foreign insurers, cedents, and reinsurers. The firm — which ranked sixth in the world in Reinsurance magazine's 2010 Power List — has extensive experience resolving complex and high-exposure insurance and reinsurance disputes, as well as providing risk management and regulatory counsel, for some of the most prominent insurers and reinsurers in the world. Its Insurance and Reinsurance Report blog has been named by Lexis Nexis as one of the top 50 insurance blogs in the world each time the list has been published.
The Legal Elite recognition closely follows recent growth firm-wide and in its London office, along with a number of major accolades that include vaulting to the No. 249 spot on the National Law Journal's NLJ 350 list, which showed Goldberg Segalla to be the fourth-fastest growing law firm in the United States.
Intelligent Insurer determines placement on its Legal Elite through interviews with in-house counsel of insurers and reinsurers, brokers, and other lawyers in the industry, coupled with its own research. The 2013 Legal Elite list was published in the Summer 2013 issue of Intelligent Insurer.
Global Insurance Services


text:
Q: how to declare multiple variables with the same value in order to prevent creating every single variable with same type I declared them this way:

  data () {
    return {
      today,tomorrow: new Date(),
    };
  },

all I get in my intellij terminal is an error

error  'today' is not defined  no-undef

have I mistaken the syntax or the process is not possible ?

A: You are returning an object, in an object by using the comma , you are listing different properties of the object, since you don't define today before typing the comma, you tell the object that today is now undefined.
It is better to just declare both properties or not use an object.
function data() {
  let sameVariable = new Date();
  return {
    today: sameVariable,
    tomorrow: sameVariable,
  };
}

This way you can now acces the variables with obj.today and obj.tomorrow
Maybe take a look in how objects work (thats when returning something with {...})
You are returning an Object in your example

A: Simple. you can't. In JS object and JSON syntaxt you can't declare and init many varialbes in one expression.
if you need many vars with the same value, just return it from setup function.
setup(){
   const now = new Date();
   return {
      today: now,
      tomorow: now
   }
}

you can create it in "create" function.
created(){
   this.today = new Date();
   this.tomorrow = new Date();
}

But be aware. Date is instance of Data class. So if two variables points to it, then you have to remember that changing props of today will affect tomorrow. Eg. if your  today and tommorow variables points to one Date object then today.setHours will affect tommorow  as well.

redpajama_set_name: RedPajamaStackExchange


Patients have a duty to attend for appointments promptly, and to take into account logistical difficulties or the time involved in travelling to the surgery. We do, however, recognise that there may be reasons why a patient arrives late, and whenever possible we will still try and see the patient as soon as we can.
Our practice policy states that if a patient arrives late for their book on the day appointment, the reception staff should inform the GP on duty and he/she will make the decision to see that patient or request the patient to re-book for another time. In these situations other factors need to be taken into consideration, such as urgent home visit requests, and the effect on other patients who have arrived on time.
A missed appointment is when a patient fails to attend an appointment (Did Not Attend – DNA) without a phone call to cancel, or cancels with less than 2 hours' notice.
Late cancellations (under 2 hours' notice) are considered to be missed appointments, unless a valid reason is given.
The GP/patient relationship is built on mutual respect. With this in mind we do our best to be on time for your scheduled appointment and ask that you let us know when you are not able to keep your appointment.
We acknowledge there may be reasons for not turning up for an appointment, we do have a DNA policy in place should patients wish to see this.
Please be aware that if a patient books an appointment which carries a fee (e.g. medical), but fails to attend without giving 24 hours' notice of cancellation, the full fee will be charged.


Balsamic vinegar is aged for 8 years in barrels of different woods and sizes. Giuseppe Giusti family has been making this dense, slightly sweet balsamic for centuries; the company was founded in 1605. This balsamic is a good choice for a strongly-flavored vinaigrette or to drizzle over roasted meats or grilled vegetables.


text:
How a Hollywood legend came to direct an off-off-Broadway show
September 2, 2015 | 4:32pm
Joel Schumacher Lisvett Serrant/Startraksphoto.com
Website wants Camille Grammer's husband David C. Meyer disbarred
Ansel Elgort and girlfriend Violetta Komyshan stun at ballet event
Andy Cohen's threesome highlighted in new Howard Stern book
TransPerfect co-CEO Phil Shawe suing Lionbridge
Tiger Woods and Justin Timberlake can practice golf swing at new club
Hollywood legend Joel Schumacher sold his house in Los Angeles and moved back home to New York to direct an off-off-Broadway play at the tiny Flea Theater in Tribeca — and it's all David Mamet's fault.
The director of "St. Elmo's Fire," "Flatliners" and two Batman movies told me, "In the late '80s, I did a version of [Mamet's] 'Speed-the-Plow' in a little theater in Chicago. It was a big success . . . first time luck. When I moved back to New York, I wanted to try it again."
"Neighborhood 3: Requisition of Doom" by Jennifer Haley opens Nov. 9. Schumacher auditioned 80 members of the Flea's repertory company for the 16 parts in the play, about a quiet suburban cul-de-sac where teenagers become addicted to battling zombies via an Internet game.
Schumacher, 76 — who moved to Los Angeles in 1971 as a $200-a-week costume designer — said he left because runaway production expenses brought him to lower-tax states like Georgia and Louisiana. "We weren't shooting there [in LA] anymore."
Whatever his reasons, he's happy to be home. "I'm a New Yorker. I'm a street kid."
Filed under joel schumacher , theater , tribeca
Ellen Page's new role made her realize she had to come out
Meghan Markle is hunting for luxury real estate in Canada's billionaire's row


THIS STUDY has described the current environment for retail banking, outlined major demographic shifts which create (or redefine) new markets for existing and innovative financial products, and provided an overview of a legal and regulatory environment which inhibits many providers of financial services. It has defined customers, constraints, and competition--reviewing commercial banks, thrifts, finance companies, automakers, as well as the securities, insurance, and retailing industries.
As all their applications for nonbank banks are acted upon, it's all too clear that the market and its institutions are in flux--a flux which some have preferred to call chaos. While the shape of the financial marketplace of the 1990s is still evolving, it's clear that, in that marketplace, banks will be the organizations with the most at stake.
They already appear to be losing ground. In 1985, 118 banks failed--a post-Depression record. Bank earnings in the past five years have been virtually flat, and bank stocks generally sell for well below book value.
Specific economic problems in agriculture and energy have resulted in bank failures around the country and are part of the reason for the present situation. Banks face unique competitive handicaps, such as sterile reserve requirements and capital standards, which other competitors do not face. But beyond these difficulties, the banking industry faces remarkably strong competitive pressures. Caught between market-driven liability pricing and stiff competition for high-margin assets, there is less and less room for error in bank management. Banks can no longer--as the old joke had it--buy their money at three, lend it at five, and be on the golf course by four.
This chapter now turns to some solutions, outlining strategic alternatives for bank management. Each option is defined in the context of the "flux' defined in this study. It must be weighed, of course, in terms of each institution's specific character and needs, and it's most unlikely that any single option presented here will prove to be a prepackaged solution. Certainly, the scope of this study makes it impossible to provide all the detail required by a typical strategic plan. Nevertheless, the broad array of alternatives here can help consumer bank executives focus more sharply on the challenges posed by the nonbank banks. And a precision of focus is prerequisite for successful planning.
The first stage in effective strategy development is to look at what an institution is doing, identify those operations which are doing best, and make those business sectors do even better. This requires a rigorous, profit-and-loss-oriented review of an institution's operation units and careful strategic thinking about new ways to define profit opportunities. Retail banks can enhance their strategic planning without massive restructuring.
By starting with the demographic information provided in this study and then using its own market surveys to make the data institution specific, a bank can gain a better understanding of its customer base. With new flexibility in defining deposit products (the result of the expiration of the Depository Institutions Deregulation Committee), banks can target deposit products more specifically to key customer segments.
Even with current restrictions on bank asset powers, banks have significant opportunities to package financial services in an appealing fashion.
Publication information: Article title: Strategic Management Combats Nonbank Banks. Contributors: Not available. Magazine title: American Banker. Volume: 151. Publication date: August 20, 1986. Page number: 28+. © SourceMedia Inc. COPYRIGHT 1986 Gale Group.


text:
Intoxicated sports fans raise risk of drunk driving, violence
By Joseph HallHealth Reporter
Tue., Jan. 18, 2011timer3 min. read
Every time a Leaf, Blue Jays or Argonaut game ends in Toronto, it will disgorge about 1,600 legally drunk fans onto city streets and roadways.
A new study of alcohol consumption at professional sporting events shows 8 per cent of fans are walking, or stumbling, out of stadiums with blood alcohol levels of 0.08 per cent or greater.
With average attendance for Toronto's big sports teams hovering around 20,000 per game last year, the number of drunks among those crowds would be sizable, says Darin Erickson, a University of Minnesota epidemiologist.
"Some people may say 8 per cent doesn't sound too bad . . . (but) given the number of sports attendees in a given year, it's potentially a lot of people," says Erickson, whose research team conducted breathalyzer tests amongst postgame football and baseball crowds.
The survey, released Tuesday by the journal Alcoholism: Clinical & Experimental Research, was conducted at 16 NFL and Major League Baseball games and involved some 362 people.
It also showed some 32 per cent of fans had been drinking, but were below the legal limit.
The bulk of people with positive blood alcohol levels were between the ages of 21 and 35, with men and women scoring equally. People in that age group were almost eight times more likely to be intoxicated.
As well, people who had attended pre-game "tailgating parties" were six times more likely to be drunk than those who had not.
Erickson points out that many intoxicated people would have been reticent to submit to the study's voluntary breathalyzer, so the survey may skew the actual percentage of inebriated fans downward.
The biggest worry is people getting behind the wheel of a car, he says, adding the potential for violence also increases with alcohol consumption, especially after emotionally charged games.
Postgame patrons who appear to be walking wonky, disturbing others or otherwise acting inebriated will be out of luck if they're looking for a celebratory or sorrow-drowning pint at the Harbour Sports Grille, says manager Howie Goldfarb.
"We won't serve them," he says, adding the Yonge St. bar is always fully staffed on big game nights.
He notes Leafs fans tend to be tamer. "You don't get too many exuberantly drunk Leafs fans these days. They drink to drown their sorrows."
The worst, he adds, are soccer fans. "Thankfully we're not close to (Exhibition Place)."
Kathryn Graham, a senior scientist at Toronto's Centre for Addiction and Mental Health, says past research has shown sporting events produce as many violent encounters as bars.
"You'd expect increased fighting, especially if they'd been to a violent sport," says Graham, who studies alcohol-related violence.
Air Canada Centre officials say their facility will typically sell some 6,000 alcoholic beverages for every 18,000 fans in attendance. The vast majority of that is beer.
Mario Coutinho, head of stadium operations and security at the Rogers Centre, says alcohol training and serving policies are fairly uniform at most big league sports venues in Canada and the United states.
Most stadiums typically allow fans to buy no more than two beers at a time in the concourse area and one from aisle vendors. Teams stop serving alcohol at the end of the 7th inning in baseball and the 3rd quarter in football.
As well, he says, fans are not allowed to have more than two drinks in their possession at any one time to avoid stockpiling at their seats. Age ID is also required for those who appear 30 or under.
But Coutinho, who says about one or two drunken fans will be expelled on average from any game, admits there is a limit to a stadium's ability to monitor crowds that can reach 50,000 people.
With files from Amy Dempsey


text:
Q: Move Records Which are older than 3 years from One Database (Production DB) to Another DB (Archive DB) Using SSIS Requirement is to Move Data Older than 3 years from Production DB to Archive DB , and Once Moved Delete those records from Production DB , so at any point of time Production DB will have only last three years of records.
i want to achieve this by SSIS , i read quite a few articles about Data Archival but couldn't figure out the best Approch.
I am New to SSIS
i want to achieve exactly something like this (answer given in Below link)with extra condition saying move only those records which are older than 3 years and then delete those records.
https://dba.stackexchange.com/questions/25867/moving-data-from-one-db-to-another-using-ssis
Criteria for an accepted answer answer should address

*

*scalability

*complexity

*failure handling

*reliability

A: You can use the OUTPUT clause to delete and return the data to be moved in one go.
create table ProductionTable
(
    ValueDate   datetime        not null
    , Data      varchar(max)    not null
)

insert ProductionTable values ('20100101', '3 years ago')
insert ProductionTable values ('20130425', 'this year')
insert ProductionTable values ('20130426', 'this year')

delete ProductionTable
output deleted.ValueDate, deleted.Data
where ValueDate <= dateadd(year, -3, getdate())

The code can also be accessed on SQLFiddle
Now I will show you the exact steps you need to follow in SSIS to reproduce the example:

*

*Create a new project and define your data sources for ProductionDB and ArchiveDB.

*In "Control Flow" tab, create a "Data Flow Task".

*In "Data Flow" tab, create a "OLE DB Source" and a "OLE DB Destination".

*In "OLE DB Source", select ProductionDB and choose "SQL command" as the data access mode. Paste in the delete statement with the output clause.

*Click on "Columns" and then OK.

*In "OLE DB Destination", select ArchiveDB and choose "Table or view - fast load" as the data access mode and then choose your ArchiveTable.

*Click on "Mappings" and then Ok.

*Run the package and you should be able to verify that one row is deleted from ProductionTable and moved to ArchiveTable.

Hope it helps.
Other things to keep in mind, because you are deleting and moving data around, transactional consistency is very important. Imagine half way through your delete/move, the server went down, you then end up with data being deleted but not made it to the archive.
If you are unsure about how to protect your data by enforcing transactional consistency, please seek help from other SQL/SSIS experts on how to use transactions in SSIS.

A: Create 2 OLE DB Connection Managers. Name them Production and Archive and have them point to the correct servers and database. These CMs are what SSIS uses to push and pull data from the databases.
Add a Data Flow Task. A DFT is the executable that will allow row by row manipulation of the data. Double click on the Data Flow Task. Once inside, add an OLE DB Source and and OLE DB Destination to the canvas. The OLE DB Source is where the data will come from while the OLE DB Destination provides the insert power.
The logic you would want to implement is a Delete first approach, much as I outlined in the other answer.
DELETE
    DF
OUTPUT
    DELETED.*
FROM
    dbo.DeleteFirst AS DF
WHERE
    DF.RecordDate > dateadd(y, 3, current_timestamp);

This query will delete all the rows older than 3 years and push them into the dataflow. In your OLE DB Source, make the following configuration changes

*

*change the Connection Manager from Archive to Production

*change the query type from "Table or View" to "Query"

*paste your query and click the Columns tab to double check the query parsed

Connect the OLE DB Source to the OLE DB Destination. Double click on the OLE DB Destination and configure it

*

*Verify the Connection Manager is the Archive

*Ensure the Access Mode is "Table or View - Fastload" (name approximate)

*You might need to check the Retain IDs based on your table design - if you have identity column, then do check it if you want ID 10 from the production system to be ID 10 in the Archive system

*Select the actual table

*On the Mapping tab, ensure that all the columns mapped. It does this automatically by matching names so there shouldn't be a problem.

If you do not need to span an instance, the above logic can be condensed into a single Execute SQL Task
DELETE
    DF
OUTPUT
    DELETED.*
    INTO
    ArchiveDatabase.dbo.DeleteFirst
FROM
    dbo.DeleteFirst AS DF
WHERE
    DF.RecordDate > dateadd(y, 3, current_timestamp);

Also note with this approach that if you have identity columns you will need to provide an explicit column list and turn on and off the IDENTITY_INSERT property.

A: Have you considered table partitioning instead? You can move the old records to a totally different disk and still leave them available in the same table. It can also help with performance in some cases... all without an SSIS package.


This one is ready to be sent home. I normally make them as ordered but I've been saving a select few that are the oldest, there are 2 more from 1919 and 1913 that will be created sometime in 2012.
This photo shoot reminded me a bit of Lady / the Queen Guinevere and what she may have worn.


Sorry everyone it seems we have succumb to a full government shut-down. This means we will not be able to provide you with Avalanche Education & Safety Information at this time. The Bridgeport Winter Recreation Area will remain CLOSED until further notice. We enforce this closure to ensure the protection of numerous endangered species that inhabit the Sierra Crest. We at the Bridgeport Avalanche Center respect the diversity of life that reside in the BWRA & hope you do as well. Snowmobiling in this very special place without adequate snow coverage is unnecessary & detrimental to these critters. We will continue to publish any nonmotorized observations that are publically submitted. Gates will remained locked. Let's hope for a quick resolution & look to this website for updates. Thank you from the Bridgeport Avalanche Center.


text:
Cryocoolers
Liquid Helium Management Products
Cryostats
Cold Helium Circulation Systems
Liquid Nitrogen Plants
Applications by Temperature
Friends of Cryomech
The members of the Cryomech team are the trailblazers of removing heat at cryogenic temperatures. Based upon the technology developed by Cryomech Founder William E. Gifford and the principles implemented by his son, Peter, Cryomech has enjoyed more than 50 years of cryogenic innovation. We are unafraid of the unknown and inspired by the thrill brought on by new challenges.
A key component of our success is our ability to adapt to our customers' demands. Our ability to be both open and flexible forges the way to discovering the custom cryogenic solutions that our customers demand.
Rich Dausman
Chief Operation Officer
Richard Dausman is currently the chief operating officer at Cryomech and holds a B.S. in mechanical engineering from Syracuse University. Mr. Dausman joined Cryomech in 1976 and has held a number of positions within the company. Rich continues to be a key contributor in fostering the steady growth and development of Cryomech into a leading manufacturer of cryogenic systems. Before his current position, he was vice president of engineering. His activities focused on the design, development and manufacturing of the company's broad product line. He has extensive experience in a wide range of cryogenic techniques, applications and systems integration. Mr. Dausman is a member of the Cryomech Board of Directors and chairman of the 18th International Cryocooler Conference hosted in Syracuse, New York, in June 2014. His peers elected him to the Cryogenic Engineering Conference Board of Directors.
Kelly Wypych
Chief Business Officer
Kelly has nearly 30 years' experience in technology management, strategy, business development and engineering. She joined Cryomech in January 2014 as director of strategic planning. She previously led Strategy and Product Management for Saab 's global Traffic Management Division and has held leadership roles at Lockheed Martin and GE. Kelly led two technology startup companies as president/CEO. Kelly's background includes managing international technology and infrastructure projects in over 20 countries, merger and acquisition experience, and experience leading complex product development initiatives. Kelly started her career as an RF design engineer at GE and holds a bachelor's of science degree in electrical engineering. She is a graduate of GE's Management Training program and the Leadership of Greater Syracuse program.
Kelly is a past president of the US Canoe Association and has held multiple board positions for nonprofit and startup companies.
Brent Zerkle
Prototype/New Product Technology Director
Brent Zerkle, Cryomech's director of prototyping, received his degree as a model maker from Onondaga Community College. He apprenticed under Peter Gifford beginning in 1982, when he joined the Cryomech team. At that time, there were only four other employees. In his time with Cryomech, he has designed most of the fixtures used here today, including a number of parts for the cold heads in extensive cryorefrigerator lines. His work on special projects here at Cryomech includes Helium Recovery Systems, Helium Reliquefiers and Special Cryostats. When someone says that a project is impossible, Mr. Zerkle takes that as a personal challenge to make it possible.
113 Falso Drive, Syracuse, New York 13211
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© 2020. Cryomech Inc. All Rights Reserved.
We use cookies and related technologies to personalize and enhance your experience on our site. By continuing to use this site you agree to the use of cookies and related tracking technologies.
www.cryomech.com
113 Falso Drive
Contact us for custom options.


"Hello....How are you?" I just heard the Adele song and it's running in my head. I haven't been writing as much lately, I definitely enjoy speaking more than writing at the moment. Which is why there is the amazing opportunity with Blog Talk Radio to do just that! All of the shifting of energies and consciousness that has been taking place has been such a wild ride hasn't it? Sometimes it may feel like you are going crazy...that you are the only one that is feeling the "weirdness." I am here to tell you that you are not alone. There are many of us that can feel it at such a deep level. I am here to support you. I love you and I am so grateful that you are a part of my life.
http://tobtr.com/8075155 This link is my show that talks about energetic oneness. I encourage you to take a listen and reach out for support for each other and to each other.


Funny, full of colour or serious? Vote for the best photo of the season! Visit our social media channels and react with an emoji or leave a comment to cast a vote for your favourite photo of the seventh SEHA - Gazprom League season!


text:
Q: How to Call a Stored procedure within storedprocedure with datetime parameter I write one stored procedure named as SP_FirstDistil now wants to call it on SP_YieldFinal stored procedure with same datetime Parameter. Kindly help me out from this problem.
SP_FirstDistil as-
USE [cheminova]
GO
/****** Object:  StoredProcedure [dbo].[SP_Firstdistil]    Script Date: 10/27/2014 12:54:52 ******/
SET ANSI_NULLS ON
GO
SET QUOTED_IDENTIFIER ON
GO
-- =============================================
-- Author:      <Author,,Pragya>
-- Create date: <Create Date,,>
-- Description: <Description,,>
-- =============================================
ALTER PROCEDURE [dbo].[SP_Firstdistil]
    -- Add the parameters for the stored procedure here
    --   @StartDate varchar(50)=Null,
       --@EndDate varchar(50)=Null
       @SDate DateTime
AS
BEGIN
    -- SET NOCOUNT ON added to prevent extra result sets from
    -- interfering with SELECT statements.
    SET NOCOUNT ON;

    -- Insert statements for procedure here
    declare @StartDate varchar(50)
    declare @EndDate varchar(50)
    set @EndDate=CONVERT(varchar,DATEPART(month,@SDate))+'/'+CONVERT(varchar,DATEPART(DAY,@SDate))+'/'+CONVERT(varchar,DATEPART(YEAR,@SDate))+' 06:00:00'
    set @StartDate=CONVERT(varchar,DATEPART(month,DATEADD(day,-1,@SDate)))+'/'+CONVERT(varchar,DATEPART(DAY,DATEADD(day,-1,@SDate)))+'/'+CONVERT(varchar,DATEPART(YEAR,DATEADD(day,-1,@SDate)))+' 06:00:00'
    Begin
    --table to store data of each tag for a day
    create table #tempval
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        tagname varchar(100),
        [timestamp] Varchar(50),
        tagval varchar(50),
        quality varchar(20)
    )
    create table #tempval1
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        tagname varchar(100),
        [timestamp] Varchar(50),
        tagval varchar(50),
        quality varchar(20)
    )
    create table #tempval2
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        tagname varchar(100),
        [timestamp] Varchar(50),
        tagval varchar(50),
        quality varchar(20)
    )
    create table #tempval3
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        tagname varchar(100),
        [timestamp] Varchar(50),
        tagval varchar(50),
        quality varchar(20)
    )
    --table to store average of each tag for a day
    create table #tagavg
    (
    [ID] [int] IDENTITY(1,1) NOT NULL,
    avgtag varchar(100)
    )
                create table #temp1
                (
                [ID] [int] IDENTITY(1,1) NOT NULL,
                --[Timestamp] varchar(50),
                [Value][float] NULL
                )
                create table #temp2
                (
                [ID] [int] IDENTITY(1,1) NOT NULL,
                --[Timestamp] varchar(50),
                [Value][float] NULL
                )
                create table #temp3
                (
                [ID] [int] IDENTITY(1,1) NOT NULL,
                --[Timestamp] varchar(50),
                [Value][float] NULL
                )
                create table #temp4
                (
                [ID] [int] IDENTITY(1,1) NOT NULL,
                --[Timestamp] varchar(50),
                [Value][float] NULL
                )
                create table #temp5
                (
                [ID] [int] IDENTITY(1,1) NOT NULL,
                --[Timestamp] Datetime,
                [Value][float] NULL
                )
    create table #tempdigival
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        [timestamp] varchar(30),
        tagval varchar(30)
    )

    create table #tempsum
    (
        tagval varchar(30),
        calevent float
    )

    create table #tagtemp
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        [timestamp] datetime,
        tagname varchar(200),
        descrip varchar(200),
        unit varchar(10),
        tagval varchar(38),
        calevent float
    )
    create table #totalizervalue
    (
        [ID] [int] IDENTITY(1,1) NOT NULL,
        tagname varchar(200),
        waqt varchar(30),
        tagval varchar(30)
    )
    --to store reading
    --select @StartDate as startdate,@EndDate as enddate
     DECLARE @SQL as varchar(1000)
    Declare @Tagname varchar(300)
    Declare @tagVal float
    Declare @calval float
    declare @avgtag varchar(100)
    declare @X1 float
    declare @Y1 float
    declare @Z1 float
    declare @X2 float
    declare @Y2 float
    declare @Z2 float
    declare @X3 float
    declare @Y3 float
    declare @Z3 float
    declare @X4 float
    declare @Y4 float
    declare @Z4 float
    declare @X5 float
    declare @Y5 float
    declare @Z5 float
    declare @X6 float
    declare @Y6 float
    declare @Z6 float
    declare @X7 float
    declare @Y7 float
    declare @Z7 float
    declare @X8 float
    declare @Y8 float
    declare @Z8 float
    declare @query varchar(500)
    declare @starttime varchar(30)
    declare @endtime varchar(30)
    declare @coltagname varchar(300)
    declare @coltimestamp datetime
    declare @colavg varchar(38)
    declare @prevtime varchar(30)
    declare @currtime varchar(30)
    declare @breakflag int
    declare @firsttimeflag int
    set @firsttimeflag=0
    declare @final float
    declare @initial float
    declare @event float
    Declare @digitalsql varchar(1000)
    set @final=0
    set @initial=0
     set @SQL ='SELECT tagname, timestamp , value,Quality FROM OPENQUERY(chemhist,''
     set  StartTime = '''''+ @StartDate +''''', EndTime = '''''+ @EndDate +''''', rowcount=0, samplingmode=RawByTime
     SELECT tagname, timestamp  ,value,quality FROM ihRawData
     WHERE tagname =''''ADMIN-PC.Channel5.Device1.LIC1302'''' '')'
     INSERT INTO #tempval1 EXEC(@SQL)
     Set @Tagname='ADMIN-PC.Channel5.Device1.LIC1302'
        --Select @Tagname as TagName, [timestamp],CAST(tagval as float)as TagValue,
        --Cast(tagval as float)*11.08 as CalValue ,quality from
        --#tempval1 ORDER BY tagname, [timestamp]
        select top 1 @X1= Cast(tagval as float) from #tempval1 order by ID asc
        --select @X1 as FirstVal
        select top 1 @Y1=Cast(tagval as Float) from #tempval1 order by ID Desc
        --Select @Y1 as SecondVal
        set @Z1=(@Y1-@X1)*11.08
        Insert into #temp1 values (@Z1)
        --SELECT @Z1 as LI1603 from #temp1

     set @sql ='SELECT tagname, timestamp , value,Quality FROM OPENQUERY(chemhist,''
     set  StartTime = '''''+ @StartDate +''''', EndTime = '''''+ @EndDate +''''', rowcount=0, samplingmode=Calculated
     SELECT tagname, timestamp  ,value,quality FROM ihRawData
     WHERE tagname =''''ADMIN-PC.Channel5.Device1.LIC1304'''' '')'
     INSERT INTO #tempval2 EXEC(@SQL)
       /*Select  @Tagname as TagName,[timestamp],CAST(tagval as float)as TagValue,
        Cast(tagval as float)*6.02 as CalValue ,quality from
     #tempval2 ORDER BY tagname, [timestamp]*/
     select top 1 @X2= Cast (tagval as Float) from #tempval2 order by ID asc
        select top 1 @Y2=Cast (tagval as Float) from #tempval2 order by ID desc
        set @Z2=(@Y2-@X2)*6.02
        Insert into #temp2 values (@Z2)
        --SELECT @Z2 as LI1604 from #temp2

     set @SQL ='SELECT tagname, timestamp , value,Quality FROM OPENQUERY(chemhist,''
     set  StartTime = '''''+ @StartDate +''''', EndTime = '''''+ @EndDate +''''', rowcount=0, samplingmode=RawByTime
     SELECT tagname, timestamp  ,value,quality FROM ihRawData
     WHERE tagname =''''ADMIN-PC.Channel5.Device1.LIC1403'''' '')'
     INSERT INTO #tempval3 EXEC(@SQL)
     SET @Tagname='ADMIN-PC.Channel5.Device1.LIC1403'
       /* Select @Tagname as TagName,[timestamp],CAST(tagval as float)as TagValue,
        Cast(tagval as float)*4.80 as CalValue ,quality from
        #tempval3 ORDER BY tagname, [timestamp]*/
        select top 1 @X3= Cast (tagval as Float) from #tempval3 order by ID asc
        --select @X3 as FirstValue
        Select top 1 @Y3=Cast (tagval as Float) from #tempval3 order by ID Desc
        --select @Y3 as secondvalue
        set @Z3=(@Y3-@X3)*4.80
        Insert into #temp3 values (@Z3)
        --SELECT @Z3 as LI1607 from #temp3

        set @query='select * from openquery(chemhist,''set StartTime="'+@starttime+'",EndTime="'+@endtime+'",SamplingMode=RawByTime,RowCount=0 select timestamp,value from ihrawdata where tagname=ADMIN-PC.Channel5.Device1.P65'')'
        insert into #tempdigival exec(@query)
        select @breakflag= COUNT(*) from #tempdigival where tagval=1
        set @query='select * from openquery(chemhist,''set StartTime="'+@starttime+'",EndTime="'+@endtime+'",SamplingMode=RawByTime,RowCount=0 select tagname,timestamp,value from ihrawdata where tagname=ADMIN-PC.Channel5.Device1.LI1505'')'
        insert into #totalizervalue exec(@query)
        --take lost time from manual
        if (@breakflag>0)
        begin
            declare C1 cursor
            for select timestamp from #tempdigival where tagval=1
            open C1
            fetch next from C1 into @currtime
            while @@FETCH_STATUS=0
            begin
                if (@firsttimeflag=0)
                begin
                    set @firsttimeflag=1
                select @initial=cast(tagval as float)from #totalizervalue where CONVERT(datetime2,waqt)=CONVERT(datetime2,dateadd(SECOND,10, CONVERT(datetime2,@starttime)))
                    select top 1 @final=cast(tagval as float) from #totalizervalue where CONVERT(datetime2,waqt)<=CONVERT(datetime2,@currtime) order by waqt desc
                    set @final=(@final-@initial)
                    set @event=@final * 10
                    set @colavg=CONVERT(varchar,@event)
                    insert into #tempsum values(@colavg,@final)
                    set @prevtime=@currtime
                end
                else
                begin
                    select top 1 @initial=cast(tagval as float) from #totalizervalue where CONVERT(datetime2,waqt)>=CONVERT(datetime2,@prevtime)
                    select top 1 @final=cast(tagval as float) from #totalizervalue where CONVERT(datetime2,waqt)<=CONVERT(datetime2,@currtime) order by waqt desc
                    set @final=(@final-@initial)
                    set @colavg=CONVERT(varchar,@final)
                    insert into #tempsum values(@colavg,@final)
                    set @prevtime=@currtime
                end
                fetch next from C1 into @currtime
            end
            select top 1 @initial=cast(tagval as float) from #totalizervalue where CONVERT(datetime2,waqt)>=CONVERT(datetime2,@prevtime)
            select top 1 @final=cast(tagval as float) from #totalizervalue where CONVERT(datetime2,waqt)<=CONVERT(datetime2,@enddate) order by waqt desc
            set @final=(@final-@initial)
            set @event=@final * 10
            set @colavg=CONVERT(varchar,@event)
            insert into #tempsum values(@colavg,@final)
            close C1
            deallocate C1
            select @colavg=SUM(CAST(tagval as float)) from #tempsum
            --truncate table #tempsum
            set @coltagname='ADMIN-PC.Channel5.Device1.LIC1503'
            set @coltimestamp=CONVERT(datetime,@endtime)
            insert into #tagtemp values(@coltimestamp,@coltagname,'PDS slurry Flow Totaliser - 9A','m3',@colavg,@final)
        end
        else
        begin
            select @initial=cast(tagval as float)from #totalizervalue where CONVERT(datetime2,waqt)=CONVERT(datetime2,dateadd(SECOND,10, CONVERT(datetime2,@starttime)))
            select top 1 @final=cast(tagval as float) from #totalizervalue where CONVERT(datetime2,waqt)<=CONVERT(datetime2,@enddate) order by waqt desc
            set @final=(@final-@initial)
            set @event=@final * 10
            set @colavg=CONVERT(varchar,@event)
            set @coltagname='ADMIN-PC.Channel5.Device1.LI1505'
            set @coltimestamp=CONVERT(datetime,@endtime)
            insert into #tagtemp values(@coltimestamp,@coltagname,'PDS slurry Flow Totaliser - 9A','m3',@colavg,@final)
        end
        --SELECT @Z4 as LI1608 from #temp4

     set @SQL ='SELECT tagname, timestamp , value,Quality FROM OPENQUERY(chemhist,''
     set  StartTime = '''''+ @StartDate +''''', EndTime = '''''+ @EndDate +''''', rowcount=0, samplingmode=RawByTime
     SELECT tagname, timestamp  ,value,quality FROM ihRawData
     WHERE tagname =''''ADMIN-PC.Channel5.Device1.FIQ1302'''' '')'
     INSERT INTO #tempval EXEC(@SQL)
     --SET @Tagname='ADMIN-PC.Chem.Device1.LI1609'
     --   Select @Tagname,[timestamp],CAST(tagval as float)as TagValue,
     --   Cast(tagval as float)*73.30 as CalValue ,quality from
     --#tempval ORDER BY tagname, [timestamp]
     --select @calval=Cast (tagval as Float)*73.30 from #tempval
     --   Insert into #tagtemp values (@calval,@tagVal)
        select top 1 @X5= Cast (tagval as Float) from #tempval order by ID asc
        --select @X5 as FirstValue
        Select top 1 @Y5=Cast (tagval as Float) from #tempval order by ID Desc
        --select @Y5 as secondvalue
        set @Z5=(@Y5-@X5)*73.30
        Insert into #temp5 values (@Z5)
        --SELECT @Z5 as LI1609 from #temp5
     END
     set @avgtag=(@Z1+@Z2+@Z3+@Z4)/nullif((@Z5),0)
     insert into #tagavg values (@avgtag)
     --inner join on table
     Begin
     select isnull(t1.Value,0) as  R_21LT,isnull(t2.Value,0) as  R_22LT,isnull(t3.Value,0) as R_24LT, isnull(t4.calevent,0) as B_22LT,isnull(t5.Value,0) as DETA_FIQ ,isnull(t6.avgtag,0) as avgtag from #temp1 as t1
     Inner join #temp2 as t2
     on t2.ID=t1.ID
     Inner join #temp3 as t3
     on t3.ID=t2.ID
     Inner join #tagtemp as t4
     on t4.ID=t3.ID
     inner join #temp5 as t5
     on t5.ID=t4.ID
     inner join #tagavg as t6
     on t6.ID=t5.ID
     End

END

Please help .

A: If you want to call SP_FirstDistil from SP_YieldFinal, then in SP_YieldFinal you should use:
exec dbo.SP_FirstDistil @SDate


Pack a picnic lunch and laze around on the lawns of old-fave Central Park. You can also visit the Conservatory Garden, go birdwatching at Bank Rock Bay and climb to the top of the Belvedere Castle for great views of the park while you're there.
Weave your way through skyscrapers and amble past views of the Hudson River through gardens on the High Line, an elevated park built 25ft above Manhattan's West Side.
Dive deep into the world of natural history, science and human cultures at the American Museum of Natural History. Make sure to visit the Rose Centre for Earth and Space that showcases the 13-billion-year history of the universe.
Spend at least a few hours at the brilliant Metropolitan Museum of Art. You'll find ancient Egyptian vases, Asian musical instruments, antique weapons and armour from around the world, as well as paintings by Monet, Rembrandt and Picasso.
Indulge your artistic side with an an evening on Broadway. Try one of the favourites like Les Miserables, The Phantom of the Opera, Chicago or Mamma Mia. Or opt for a kid-friendly one like The Lion King or Annie.
Have your own "I'll have what she's having" moment when you bite into delicious Jewish deli food at Katz's Delicatessen, which shot to fame because of the film When Harry Met Sally. Dig into the pastrami, corned beef or brisket sandwiches, and don't forget to try the creamy New York cheesecake.
Pick up unique vintage outfits at the Brooklyn Flea Market, open on weekends, where you'll find all things quirky and unusual. You can spend hours browsing the 150-odd stalls full of food, furniture, artefacts, clothes, collectables, jewellery, and arts and crafts by local artisans.


Happy Wednesday! Welcome to day 3 of Blog Hoppin's annual teacher week. I like to tell myself that I am a neat and organized person. But in reality, I am definitely a stacker in my classroom! Since I work in an international school, most of the classrooms are filled with files and STUFF from previous teachers. I think my classroom has stuff from at least 5 teachers!
One organizational tip I learned from my cooperating teacher while I was a student teacher was keeping my printables organized by days of the week. I bought these magazine holders at IKEA since I wasn't sure where else to find these in China.
Click on the picture above to get the Days of the Week labels for FREE!!
I would put a clipboard in every magazine file holder so the papers on top of the clipboard represent the present week and the papers behind it represent the following week. I like this system because I can tell my TA to print multiple files for me and I use a post-it note to let her know which day of the week she can put the printables in. I also like the easy access to all of my printables for my lessons.
Do you keep student work throughout the year and create an end of the year portfolio or binder? In the ECC, we are required to so I use the same IKEA magazine file holders to store and sort student work in. I also keep my students' handwriting and writing journals in it. I like this organizational system because it keeps all of the student's work together in one place and I don't have to put the paper inside the the binder right away.
Be sure to check back in tomorrow to see my WHEN post and a sneak peek of my day! :) Also, don't forget to LINK UP with Blog Hoppin'!
Blog Hoppin' Teacher Week: Where is my classroom?


You, your house and car will be all away from possible burglary and car theft if you don't have full security. This is one reason why all types of security mechanism are becoming a necessity whether at home, establishment and automobiles. In case you need to hire a locksmith company, select the trustworthy company that has up to date methods and professional locksmith technicians.
Being the best provider of locksmith services is what our dependable locksmith company works hard to achieve. Our staff works hard to give you the best products and services that you deserve and ensure that your security is prioritized. They will arrive in your place equipped with the best cutting tools. Our customer support will be able to attend to your concern even if you are calling in the midst of the night.
Our company has a lot of services for residential, commercial, and automobile owners. Our top quality services are sensibly priced. Count on the help and guidance of our staffs on various matters pertaining to customer safety. Our locksmith services are available day or night, seven days a week so you don't have to worry. Need immediate solutions? Reach us right away and receive free estimates. We are very glad to do our duty by helping you out.


text:
Home Essays little rock nine research...
little rock nine research paper
Topics: Little Rock Nine, African American, Arkansas Pages: 3 (1264 words) Published: February 24, 2014
Most students today wish that they could find some excuse to leave school early, but that's just the opposite for the Little Rock Nine, they had to fight to get inside. Having to suffer through fear, hate, violence and humiliation was the day to day struggle. The "Little Rock Nine" were nine African American students who were asked to go to school at Central High in Little Rock, Arkansas in a plan to desegregate the school. But instead this plan caused major controversy. Many people and parents of Central High School students were against integration, even the governor of Arkansas at the time, Orval Faubus, was opposed to the idea. The bravery of the Little Rock Nine made a big difference in gaining African American equality in the Civil Rights period, and led the way to how our school systems work today. The bravery of the Little Rock Nine was greater than any teenage kid of their time. First off, The night before the first day of school Governor Faubus announced on statewide television that if integration was carried out "blood will run the streets… I have called out the National Guard, the soldiers will not act as segregationists or integrationists, but will maintain order and protect the lives and property of citizens" (O'Neil 28). So the nine postponed their first day and was to wait until September 4th. Daisy Bates, who was a civil rights activist, president of the Arkansas National Association for the Advancement of Colored People and protector of the Little Rock Nine, asked for a police escort for the students on their first day of school. She informed almost all of the kids to meet her a few blocks away from the school that morning except for Elizabeth Eckford, who didn't have a telephone at the time. So Elizabeth went off to school by herself while the other kids went to meet Daisy. Once Elizabeth stepped off the bus she was greeted by and angry mob of segregationist protestors. Some protesters waved Confederate flags and others held offensive...
Cited: Danzer, Gerald A. The Americans. Evanston, IL: McDougal Littell/Houghton Mifflin, 1998. Print.
"Little Rock desegregation crisis."American History. ABC-CLIO, 2013. Web. 6 Mar. 2013.
"Little Rock Nine." 2013. The History Channel website. Mar 6 2013, 8:23
http://www.history.comhttp://www.history.com/videos/little-rock-9.
"Little Rock Nine - Encyclopedia of Arkansas." Little Rock Nine - Encyclopedia of Arkansas. N.p., 9 Sept. 2010. Web. 04 Mar. 2013.
Mayer, Kathryn. "Member of 'Little Rock Nine' Describes Painful Segregation Experience."
DU Today RSS. N.p., 16 Sept. 2010. Web. 06 Mar. 2013.
O 'Neil, Laurie. Little Rock: The Desegregation of Central High. Brookfield, CT: Millbrook, 1994. Print.
Wallace, Vaughn. "Life." LIFE. N.p., n.d. Web. 04 Mar. 2013.
Little Rock Nine Essay
...THE LITTLE ROCK NINE The Separate but Equal was a doctrine that stated that services,facilities,and public places could be separated by race as long as other accommodations were equal. This doctrine soon became very controversial; many did not believe in the Separate but equal doctrine because it was not as equal as it portrayed itself to be, especially when it came to wanting to receive a quality education. Many fought to have schools desegregated so that African-Americans could attend school with whites. In the month of May 17,1954 the Supreme court deemed that all laws that established segregation in schools were unconstitutional. But on September 2, 1957 the town of Little Rock, Arkansas would stand against this decision that would later go down in history. Little Rock was one of the two states in the South to broadcast that they would abide by the new "law of the land". In the year of 1949, Arkansas law school would become desegregated; and so would seven of the state universities. Which allowed African-Americans to be elected to local offices and to be chosen by the state board. With this sudden change Little Rock began to see that they were making progress by slowly transitioning into integration with the cities public transportation, services and public sitings. With these new deriving emotions, the city believed with a carefully...
The Little Rock Nine Essay
...The Little Rock Nine Living in the 21st Century, it is difficult to imagine a time in the history of the United States that black students could not attend the same public schools that white students attended. In his famous speech, "I Have a Dream," Dr. Martin Luther King said, "I have a dream that one day, down in Alabama, with its vicious racists, with its governor having his lips dripping with the words of interposition and nullification, one day, right there in Alabama, little black boys and little black girls will be able to join hands with little white boys and white girls as sisters and brothers." Desegregation, in the southern states, especially Arkansas, did not come without a price to Dr. King as well as nine black students that became known as "The Little Rock Nine." Who would have thought that Negro students trying to go to a public school would cause such a crisis. The United States Supreme Court ruled in May 1954 that racial segregation in the schools was unconstitutional (Dortch 2). The School Board adopted a plan of gradual integration, in May 1955. This plan stated that high school grades would be integrated. However, in the same year Arkansas' Governor, Orval Faubus forbade the integration of Central High School (2). The nine Negro students of the Little Rock...
...Little Rock Nine Telisha Jackson Topics in Historical Study HI 252A Professor Eric Schoeck One morning in Little Rock, Arkansas, nine of the most courageous young black teenagers woke up from their beds scared but determine to make a difference. They had no idea that not only would this decision they made to desegregate Central High would effect them, but also their families and communities. These teenagers knew that this was going to be a dangerous situation but not to the extent that it was. The Little Rock Nine began their trip to that all white segregated high school where they were faced with hatred, racism and death threats. The only thing that kept these teenagers from turning back was determination and their faith in God. On May 17, 1954 the Supreme Court rules that separate schools for whites are illegal, a ruling called Brown v. the Board of Education of Topeka, Kansas. In 1955 Little Rock adopted a plan that they were going to let limited integration into Central High School, but it won't actually happen until September 1957. During that year of 1955, teachers sent around sign up sheets for student who wanted to go to the all-white Central High School. Surprisingly many children signed up, but only seventeen were chosen based on their academics. The selection process had taken such a long time...
Effects of Actions of the Little Rock Nine Essay
...What effect did the actions of the Little Rock Nine have on the Civil Rights Movement in the USA 1957- 1990's? Introduction: 1957 - The Little Rock Nine 'In September 1957, nine black children in Little Rock, Arkansas, try to attend classes at Central High School. They are put off initially by legal maneuvers by the governor, and angry mobs. President Dwight D.Eisenhower sends in troops to ensure the safe entry of the Little Rock Nine, and the students return to enrol at the school. One student, Elizabeth Eckford, gets separated from the others on the first day of classes and faces an angry mob alone.'1 The above actions of the Little Rock Nine had many effects on the Civil Rights Movement in the United States of America. The Civil Rights Movement started at around 1957, and ended in the 1990's. A main effect was public awareness. This was brought on by the media attention the Little Rock Nine attracted, the government assistance that was sent from the Northern States, and the loss of credibility from Arkansas' actions. Majority of the public, being aware of the situation, decided to let their voices be heard through protests. This was two sided – the number of whites who were against de-segregation displayed...
...Amber Lopez Ms. Akkerhuis New Voices, 2nd Hour (File 15) October 23, 2014 Impact of the Supreme Court on Public Education Try to imagine the lives of the Little Rock Nine. Imagine scholarly, church-going, respectable children having to go to a separate, poorly funded school simply because of their ethnicity. Does the thought of going to school only to be called names, spit on, thrown around, and to only be looked at in disgust every second of the day seem pleasant or tolerable? The Little Rock Nine, through adversity, was eventually able to attend the "all white" Central High School in Little Rock, Arkansas. This group of African American high school students gave their all to promote integration and made a huge impact on public education in the United States. This impact could not have been made without the Supreme Court, which played a significant role in the challenging events of civil rights, particularly, public education. The origins of the Little Rock Nine started at the end of 19th century in the case of Plessy v. Ferguson. In 1892, an organization called the Committee of Citizens persuaded Homer Plessy, a mixed race but still classified as African-American in Louisiana, to purchase a first-class ticket for a "whites only" car of the East Louisiana Railroad in New Orleans. Plessy sat in the car and, much...
...she got her Masters degree in social work while she was in Canada. She is now a civil rights crusader in Maryland and is she is working on her autobiography. Then "³ now "³ Carlotta Walls Lanier In 1957 she was a sophomore when she entered the school. She was athletic and energetic. She was always into trying new things. After central high was reopened she returned with Jefferson Thomas. [ they both graduated in 1960]. She now lives in Denver, Colorado and a real estate agent. Carlotta is also a member of many community organizations such as the Colorado aids project, jack and jill of America, the urban league, and the NAACP [The National Association for the Advancement of Colored People]. She also helped to establish the little rock nine foundation. A non-profit organization committed to providing educational opportunities to African- American students. Then "³ now"³ Terrance Roberts Terrence Roberts was a junior when he entered central high. Terrence was very intelligent and talkative. He also had a wonderful sense of humor. He had hopes of changing the uniformed racist opinions of the white students. Throughout his year his he became less aware of his ability to change his fellow students impressions. he earned his bachelors degree In sociology from California state university, his masters degree in social welfare from UCLA, and his Ph. D from southern Illinois university. He now teaches at California...
Painting of the Little Rock Nine Essay
...June 14, 2011 History Block – C Little Rock Nine The picture I am painting is of Little Rock Nine. It was about nine black kids who enrolled in Little Rock Central High School in 1957 which was a very segregated time; it was an all white school. When white people found out black kids was going to be attending the school they was furious. They reacted poorly; there were mobs of white people waiting for the kids outside of the school. They yelled racist slurs at the black kids, threw food, and even attacked them. In the picture I'm drawing is Elizabeth Eckford, she was one of the nine students. She didn't graduate from Little Rock Central High School though only Earnest Green, Jefferson Thomas, and Carlotta Walls graduated. In the picture she is wearing glasses and walking through the crowd as they screamed in her face, she never lost her composure; she kept calm as if they weren't even around. Little Rock Nine was important in the Civil Rights movement because they were the first black students to be allowed to attend an all white high school, after the use of segregation was deemed unconstitutional. The event is considered very important to the Civil Rights Movement, because it was supported by the president at the time Dwight D. Eisenhower and because it...
...Education of Topeka by stating that, "In the field of public education the doctrine of 'separate but equal', has no place. Separate facilities are inheritably unequal." Little Rock, Arkansas a city in the upper south became a location of a controversial attempt to put the court order into effect when nine African American students were chosen to desegregate Central High in Little Rock. How did the Little Rock Nine affect America? Sanford Wexler stated in The Civil Rights Movement: An Eyewitness History," its "effect would ripple across the nation and influence the growing Civil Rights Movement;" in addition, the Little Rock crisis forced the federal government to come down on state government in order to protect the rights of African Americans. In September 1957, nine African American high school students set off to be the first African American students to desegregate the all white Central High School. The six agirls and the three boys were selected by their brightness and capability of ignoring threats of the white students at Central High. This was all part of the Little Rock school board's plan to desegregate the city schools gradually, by starting with a small group of kids at a single high school. However, the plan turned out to be a lot more complex when Governor Orval Faubus...
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Donate to Cornerstone
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Meg Schnabel
Letter from Executive Director, Meg Schnabel
On behalf of Cornerstone's Board of Directors, our dedicated staff, and each and every family we serve, thank you for your continued support. Since 1983, Cornerstone has built a continuum of programming that helps to create communities where individuals and families are safe and children thrive. I am thrilled to be joining an organization with such a solid foundation and a committed community of supporters. Your continued investment in our work will fulfill Cornerstone's long standing vision set forth by years of experience recognizing that access to resources and a team of caring Cornerstone staff reignites our clients' sense of hope.
Cornerstone's comprehensive services for parents focus on helping them understand the dynamics of abuse, develop effective parenting skills, learn how to discipline children while building self-esteem, and how to create safeguards to prevent family violence.
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text:
/*
 * 用户: imknown
 * 日期: 2015/12/3 周四
 * 时间: 下午 12:59
 */
using System;
using System.Diagnostics;

namespace KeyFingerprintLooker.Utils
{
	public static class CommandUtils
	{
		public static string RunCmd(string command)
		{
			var p = new Process();

			p.StartInfo.FileName = "cmd.exe"; //设定程序名
			// p.StartInfo.Arguments = "/c " + command; //设定程式执行参数
			p.StartInfo.UseShellExecute = false; //关闭Shell的使用
			p.StartInfo.RedirectStandardInput = true; //重定向标准输入
			p.StartInfo.RedirectStandardOutput = true; //重定向标准输出
			p.StartInfo.RedirectStandardError = true; //重定向错误输出
			p.StartInfo.CreateNoWindow = true; //设置不显示窗口
			p.Start();

			p.StandardInput.WriteLine(command); //也可以用这种方式输入要执行的命令
			p.StandardInput.WriteLine("exit"); //不过要记得加上Exit要不然下一行程式执行的时候会当机

			p.StandardInput.AutoFlush = true; //启动

			string output = p.StandardOutput.ReadToEnd();

			p.WaitForExit(); //等待程序执行完退出进程
			p.Close();

			return output; //从输出流取得命令执行结果
		}
	}
}

redpajama_set_name: RedPajamaGithub


Hampton Rugby welcomes ten teams to the 21st annual Hampton Founders' Day Sevens Tournament. The teams will be split into two groups of five, playing four fixtures each and the winners of each group will meet in the final, competing for the U18 Founders' Day Sevens Cup. The second placed teams will also play one another, hoping to win the U18 Founders' Day Sevens Plate.
Hampton will be entering two teams into the competition and the School will be hoping to emulate last year's performance and retain the trophy.


Why, if a driver is a huge Ford fan, and want to buy a R4, he should be able to buy one.
For a team planning to do a season in a 4wd its usually about budget.
Budget to buy a car, new or used.
Budget to run the car in x rallies.
Budget to maintain the car in top shape.
Lets say that a R4 cost 150 000€, a R5 cost 250 000€, both new.
Running costs are probably more or less the same per rally.
Maintenance is said to be 20 to 30% less on the R4. Depending on the series, that could also become a lot of money. Not sure what a season in ERC or WRC2 will cost, but to get an easy figure to calculate with lets say 100 000 in ERC, that could be another 30 000 saved by choosing a R4.
using these unsure numbers a team could save 130 000€ first season.
What we do not know yet are how well the R4 will hold up, and if the 20-30% savings will stick.
It doesn't work like that. To have money from sponsors you need results (unelss it's your own money, aka Al Quassimi & co. style and in that case you usually don't have a need for cost saving). That means that the performance is first and formost important thing. It's much easier to get certain amount of money for a driver who can convince his sponsors that he is ready to fight for the overall victory than 3/4 of the same sum for someone who presents them an idea to try to do the championship with a cheaper but slower car.
As it was said the R4 makes sense for overseas markets but not much for Europe.
For Your infomation around 2012-2014 in your math to drive older Punto S2000 or Proton S2000 was way more cost-effective yet nearly nobody did it. Simply because the cars were slower than than the Fabia.
Last edited by Mirek; 7th November 2018 at 20:39.
See your point Mirek, but you are lucky coming from a country where rally is big, and business see potential in sponsoring motorsport.
in many countries that is not the case, and up and coming drivers in many cases will have to pay most of it themselves. Many young talented drivers are either driving in national classes or R2 too long. Many quit rally, due to expenses.
For north european countries where cross country skiing, and football steal all the big sponsors, it is hard times to get a season even in the national series.
Getting in the Mirage and R4 might help, but still very expensive on a normal salary, at least in my country.
So now you know why I feel a cheap R3 4wd ala the old N4 class is a good idea.
To have money from sponsors you need results (...) That means that the performance is first and formost important thing. It's much easier to get certain amount of money for a driver who can convince his sponsors that he is ready to fight for the overall victory than 3/4 of the same sum for someone who presents them an idea to try to do the championship with a cheaper but slower car.
Is a R4 car eligible for ERC2?
Sorry but no such class exists in the current FIA scheme. Both R5 and R4 are RC2 class.
Besides that it's clear that overall results are the most important for the sponsors and a car sitting one class lower but being only marginally less expensive doesn't make economical sense.
That's not what I have said. The point is that You can hardly get SAME or SIMILAR money from the sponsors to compete somewhere in lower classes. That's why the cars in lower classes must be reasonably cheaper, not only slightly.


text:
New Bluzelle style in version 2.0
The Bluzelle platform has recently taken on a new corporate identity that is more attractive and "computerized" in shaping logo design. Created as a tool to simplify and convenient work with cryptocurrency, the platform was launched in 2018. It was widely used by financial structures HSBC, OCBC, MUFG, and insurance companies AIA and MSIG. With its help, the convenience of data management and security is ensured and minimizes risks from the impact of censorship blocking of cloud storage and information processing services. Bluzelle is characterized by good scalability and interoperability with other blockchains.
After three years of fruitful application of the program, some problems were identified that required improvements in many areas. First of all, the functionality was expanded, and the platform became more adapted to users' requirements. The changes made were significant, making it possible to talk about creating a new version – Bluzelle 2.0. Its appearance demanded to mark this transition by rethinking the corporate identity, adjusting the logo. At the same time, it was decided to preserve recognition by linking to the first version, with the advantages and convenience of which many cryptocurrencies and users and developers of systems and technologies in this area were already familiar.
The redesign touched on the color scheme of signs, background, fonts, general style to demonstrate real growth and development prospects. The composition and the name itself remained unchanged. This is a perfect remix on an old theme but with an innovative approach. A unique combination was achieved – focusing the view on each element while simultaneously allowing the entire picture to be captured as a whole. In this way, it turned out to convey the essence and importance of decentralization of the storage as one of the platform's advantages.
The black background and badge to the left of the title in a gradient design, with a transition from turquoise at the bottom, through cornflower blue and moderate slate blue to deep pink, provide the required attention to each element. The name itself, executed in white in lowercase letters, immediately becomes noticeable against a contrasting background. The company's designers have modified the Benzin Regular typeface. The width of each character has been reduced, and the letter "u" was created without a ponytail with right angles and no fillets. The general appearance of the logo has become more "computerized," better reflecting its belonging to the electronic digital "world."
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