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Brand-building Vehicle Wraps Boost Your Visibility!
Canvases are not the only place where masterpieces are being created these days. Our talented graphic artists are now able to produce creative works for the exterior of trucks, buses, vans, cars, and even boats. Wraps transforms vehicles into billboards on wheels. And, as thousands of people see your graphics each day, you have the potential for increased revenues. Today, we are going to talk about brand-building vehicle wraps for Orange County.
You might be familiar with some of the brand names we have wrapped vehicles and fleets for. Take a minute to look at some of the brand name vehicle wraps for Orange County we have produced. How many of the brands do you recognize? The reason you recognize these logos and color schemes is because these businesses have done a great job of getting their branding in front of you using a variety of methods.
The best way to build your brand recognition is through repetition. You want to get your name and logo in front of as many eyes as possible through different media. As people see your brand more, they become aware of it. And, consumers tend to trust brands that they recognize and give those companies their business when in need of their products or services.
According to the Outdoor Advertising Association of America, a single vehicle wrap can garner between 30,000 and 70,000 impressions per day. Best of all, you are reaching your target audience as your company cars travel to events, jobsites, or are out on deliveries. This makes mobile marketing one of the best ways to build your brand.
In addition, wraps are cost effective. You will likely want to combine your mobile advertising with ads in traditional media. However, you will find that your fleet graphic campaigns are the most affordable. In fact, according to a recent three month study performed by world renowned vinyl manufacturer 3M in San Francisco, it costs approximately 48 cents to reach a thousand people with vehicle wraps. Outdoor advertising, such as billboards, is the next most successful method, and it costs $3.56 to reach a thousand people. To give you a better frame of reference, television costs $23.70.
Our shop is full of the latest technology needed to make the best vehicle wraps on the roads today. With the wide array of wrap templates we have available to us, it is easy for us to create uniform vehicle graphics across your entire fleet, even if you have a broad range of makes and models. Brand consistency is important for building your brand. If one car has different colors and fonts than another, it will cause confusion.
If you purchase new vehicles for your fleet down the road, we make wrapping it simple by keeping your artwork on file. We can even remove the wraps from your old vehicles when it is time to sell them.
If you are interested in branding with the best, contact Caliber Signs & Imaging today for vehicle graphics!
https://www.calibersi.com/wp-content/uploads/2016/06/Brand-building-Vehicle-Wraps-Boost-Your-Visibility.jpg 400 600 Martin Neil https://www.calibersi.com/wp-content/uploads/2016/11/webmail4-1.jpg Martin Neil2015-07-29 08:21:442017-01-12 18:47:09Brand-building Vehicle Wraps Boost Your Visibility!
Lighted Office Sign Greets Clients At BMS Software Stud Mounted Lobby Signs An Attractive Choice!


Research shows that 30% to 80% of IT projects' time is spent on documentation. Now you can get more done as AutoMagic automates Oracle Siebel CRM documentation production.
Looking for a quick project boost? Use AutoMagic - it automates Oracle Siebel CRM technical documentation production thus granting the team more time for satisfying business requirements. Reuse the documentation time to do more: focus on application performance, improved GUI, design, development, etc. Documenting is part of IT projects' best practices and Software Development Methodologies: Successful projects require good documentation.
Automagic is easy to use: provide the Oracle Siebel CRM credentials and start documenting! You can document either an entire Siebel CRM Application or specific Siebel CRM objects depending on your needs. Comments can be added to any object documented. When automatically updating the documentation, the comments are maintained. The html documentation is easy to share among the project stakeholders, but it can also be printed if required.


The Canadian Rockies are incredibly beautiful and create an amazing slide for songs like How Great is Our God, Holy Holy Holy and many more.
One of the things slides can do is help people remember God when they are on vacation. Simply using a slide like this one can trigger that connection when they see a sun ray or gorgeous lake or mountain ridge.
I added a bonus slide with the full image to use during transitions. Long lasting value - buy once and use forever!


(Reuters) - Abbott Laboratories asked a federal court to block Teva Pharmaceutical Industries Ltd. from making a generic version of Abbott's Simcor cholesterol treatment, according to court documents.
Abbott said its patents were violated when Israel-based Teva filed an application with the U.S. Food and Drug Administration seeking approval to market a generic version of Simcor, according to the lawsuit filed on Friday in Delaware District Court.
Simcor is a tablet that combines Abbott's Niaspan -- a drug that raises good cholesterol -- with a generic drug called simvastatin that lowers bad cholesterol.
Abbott settled a patent lawsuit in November with Teva, which had been planning a generic version of TriCor. Teva agreed not to sell a generic version of the blockbuster triglycerides drug until 2011.
Earlier this month, Abbott agreed to pay $22.5 million to settle a multistate lawsuit that accused the company of conspiring to block generic forms of TriCor by, among other things, filing baseless patent-infringement lawsuits against generic drugmakers.
Abbott said at the time it believed its actions cited in the lawsuit were lawful.
Shares of Abbott were up 0.5 percent at $54.77 in early trade. Teva's Nasdaq-listed shares were up 0.6 percent at $57.06.


Islamists and the Holy See were indeed influential at the International Conference on Population and Development in Cairo in 1994, and at other conferences. Their success is one of the reasons why the unprecedented population increase in Africa and the Middle East is now little talked about.
Nevertheless, it is worthwhile noting the size of this increase. Using the lowest of the three estimates given by the United Nations, we see that Africa had a population of 224 million in 1950, 820 million in 2000, and an estimated 1717 million in 2050. Pakistan had 37 million in 1950, 144 million in 2000, and an estimated 250 million in 2050. Nigeria had 34 million in 1950, 125 million in 2000, and an estimated 249 million in 2050.
The population of the region as a whole – Africa and the Middle East to Pakistan – has increased by 1000 million since 1950, and will increase by a further 1000 million by 2050. This regional population increase is one of the most amazing events in human history. It inevitably causes areas of extreme poverty and conflict, and yet it interests almost no one in the national media, or in politics, or in the groups who campaign about poverty and conflict in this region.


EDAP TMS SA announced that Brooklyn, New York's Maimonides Medical Center has become the second hospital in the United States, and the first on the East Coast, to acquire the groundbreaking Focal One high intensity focused ultrasound (HIFU) technology, the world's most advanced non-invasive prostate ablation device.
Image: Maimonides Medical Center in New York. Photo: Courtesy of Maimonides Medical Center.
Maimonides Medical Center urologists were recently trained on the use of Focal One and will begin to schedule the outpatient treatments for eligible patients with localized prostate cancer in February 2019.
Implementing Focal One is consistent with the hospital's goal of continuously enriching and expanding its services with the most leading-edge technology available to meet the needs of its patients.
"We are extremely enthusiastic to count Maimonides Medical Center as the first to embrace our Focal One technology in the Eastern US. Shortly after the first US device sold a few weeks ago, this new Focal One sale confirms the appeal our technology represents for the US market," commented Marc Oczachowski, Chief Executive Officer of EDAP TMS.


Castmember Chris Redd reprised his Smollett impression as he donned a "Make America Great Again" hat and claimed he was the "gay Mike Tyson."
The charges against Empire actor Jussie Smollett may have been dropped, but that didn't stop Saturday Night Live from poking fun at the scandal once again on the latest installment of NBC's long-running late-night comedy series.
In a new sketch, Chris Redd's Smollett was late to a meeting with the makers of Empire but tried to convince them that his tardiness was due to being attacked again.
Host Sandra Oh played Smollett's manager, who was desperately trying to get him to stop talking and making up excuses for being late.
"Guys, you are not going to believe what just happened to me," Redd's Smollett said. He then took out a bag of clues that his attacker left for him, which contained Crest White Strips, a Teletubby and the letters "KKK." He was also wearing a "Make America Great Again" hat.
"I'm the gay Mike Tyson," Redd's Smollett insisted as he tried to convince them he was telling the truth. "Jussie, please, just stop," Oh said as his manager, eventually firing him.
When the Empire producers suggested they call the police, Redd's Smollett replied, "They said I can never call again."


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Advice for Planning a Successful and Empowering Business Event
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redpajama_set_name: RedPajamaCommonCrawl


Despite a weak holiday season, this retailer is still poised to perform well in 2014.
Best Buy (NYSE:BBY) was one of the best investments for 2013. Shares were up over 250%, compared to the S&P 500's 30% return. However, things have been quite different so far this year--Best Buy is already down 40% year to date. The move comes as holiday sales failed to live up to expectations.
Were holiday sales all that bad?
Best Buy posted same-store-sales decline of 0.8% for the holiday period, which are the nine weeks ending Jan. 5. Investors were not happy with this number, but many have overlooked the fact that if you include online sales, the holiday season sales were up 24% year over year. Best Buy also has a few positives that should boost sales this year. First is its sales boost from the launch of the new gaming consoles. In addition, the company has made a shift from a brick-and-mortar retailer to a complete omni-channel retailer. This should help Best Buy to continue to gain market share from other brick-and-mortar retailers. This includes hhgregg, which released earnings guidance for the upcoming quarter that was below analysts expectations. hhgregg's comparable store sales also fell 11%, suggesting that Best Buy and other top-name retailers might be grabbing market share from the smaller players.
No conversation about Best Buy is complete without mentioning Amazon.com (NASDAQ:AMZN). Amazon's services are convenient, its product offerings are comprehensive, and its shipping is free via its Prime service. The beauty of Amazon is that it has a vast number of reviews, which allows it to track its Prime customer preferences. With Prime, Amazon delivers to its customers in two days for free, while it takes Best Buy up to seven days. However, I do believe that Best Buy has an opportunity to capture some of Amazon's market share by lowering the number of days it takes to deliver its products. It can do this by using its stores as distribution centers.
Meanwhile, you also have the largest employer in the world, Wal-Mart (NYSE:WMT), which has a large presence in virtually every market, including electronics. Wal-Mart also had an aggressive holiday season with regards to pricing. Wal-Mart has also been investing heavily in its online business. It's building a couple of dedicated warehouses to focus on handling Internet orders and its e-commerce sales were up 40% year over year during the third quarter. On the other hand, Wal-Mart has been in the e-commerce business for over a decade, but it's still playing catch up to Amazon. E-commerce sales at Wal-Mart only make up a small part of its total revenue. Wal-Mart's online sales are just below $8 billion, while Amazon rakes in $61 billion via online sales.
So why choose Best Buy?
As far as valuation goes, compared to both Amazon and Wal-Mart, Best Buy is a much more compelling investment. Best Buy trades at around four times enterprise value-to-EBITDA. Wal-Mart trades at eight times and Amazon at 40 times. This recent pullback in the shares appears to be overexaggerated. Presenting investors with an attractive entry point into the stock. Best Buy is still paying a solid dividend, yielding nearly 3%, and it generates high levels of cash flow. Despite the concerns that many consumers are now shopping online, Best Buy remains a key player in the electronics retail space. It's managed to grow its sales by 7% annually over the last five years. Although 7% is modest compared to Amazon, it still suggests that shoppers are finding value from Best Buy's brick-and-mortar presence.
Best Buy is still a turnaround story. Part of the weakness of the retail industry during the holiday season was six fewer shopping days compared to 2012, and adverse weather conditions, which put a strain on foot traffic. However, the long-term growth story is still intact for Best Buy. Shares trade at only 11 times next year's earnings and the company has over 25% of its market cap covered by cash on the balance sheet. Investors should consider Best Buy a solid growth and income play for 2014 and beyond.


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Capstone projects teach leadership, build up campus
Numerous useful and thoughtful projects have bubbled up across campus in the last five years -- "Principles of Community" banners along Morrill Road; a rejuvenation of the student food pantry SHOP; a course proposal, gear kit and best practices for University Library on collecting oral history; a website to honor students who die during their ISU years, for example.
The thread that connects about 20 seemingly disparate projects is the annual Emerging Leaders Academy (ELA), a nine-month leadership development program for faculty and professional and scientific staff organized by the provost's office. Five years ago, its organizers replaced a faculty mentor component with a capstone concept: team projects that make Iowa State a kinder, more accessible community in which to work or study.
The intent, according to ELA co-director Katharine Hensley, faculty success coordinator in the provost's office, is to provide an interactive experience that builds on learned skills, helps class members develop lasting connections across campus and compels teams to collaborate -- or at least consult -- with administrators and staff in units impacted by capstone plans.
A fundraising blitz spearheaded last spring by an ELA capstone team raised $11,300 that helped with about $15,000 in improvements at the SHOP student pantry, including new floor, paint and counter; interior wall for a food storage area, iPads and food scales; and additional shelving. Photo by Christopher Gannon.
"The capstone might be the best way they learn about leadership, because they're doing leadership as a team," Hensley said.
Even when things go sideways -- as they inevitably do every year for one or more teams -- "They're gaining insight into what they'd do differently. The missteps are what you grow from the most," she said.
Hensley coordinates ELA with professor of veterinary clinical sciences Rod Bagley. Using a handful of variables, they assign four project teams from among a cohort's 24-30 members and recommend a few parameters as teams hone in on projects:
It aligns with the university's strategic plan and Principles of Community
It's sustainable without creating lots of work for someone else; it's not a one-and-done benefit
It can be completed in six months
Capstone team involves stakeholders in its planning
That third bullet often causes the most anxiety, Hensley said.
"We try to emphasize scope from the beginning. If they think too big, or if they don't clearly define their outcomes, often it doesn't turn out the way they anticipated," she said.
It's still working
Accurately assessing a real need also helps a capstone effort succeed. Three years ago, ELA member Sarah Wilson, now in student services in the Ivy College of Business, worked in the College of Human Sciences and watched her colleague, director of multicultural student success (DMSS) Carmen Flagge, struggle to keep afloat a gently used career clothing pop-up shop for students. Wilson's capstone team adopted the shop and did substantial "fact finding" to see if Iowa State could collaborate with an existing consignment store or student organization. Not finding a good match, ultimately, they approached student government and submitted a funding request on behalf of Flagge and other DMSSs behind the pop-up shop.
In spring 2019, student government approved a five-year commitment of nearly $23,000 each year to support the business attire pop-up shop, which collects donations year-round for two free distribution events a year.
It was a game-changer. Flagge said the annual support is used primarily for three needs: two student interns who promote the events on social media and set up the shop; climate-controlled storage off campus for the clothing items between pop-up shops; and industrial-grade supplies and equipment that help make the shop happen: hangers, mirrors, clothing racks, clothing collection bins and the like. From 71 students at the first pop-up shop in spring 2018, the event now serves 400-700 students from all seven colleges each semester.
"It was a lot of work, but I enjoyed immensely the work with my team," Wilson recalled this week. "You think you're in ELA to work on developing yourself, but there's also this really worthwhile project you want to make sure succeeds.
"All of those experiences helped us develop relationships around campus that I still have today," she said.
Nicely done, class of 2022
This year's four capstone teams shared their projects with classmates as part of their April 15 session. On May 9, they'll gather one more time for a graduation celebration. Here's a summary of their work and where you might find it:
Gather content for a website highlighting campus' "best kept secrets" -- 40 locations grouped among five categories -- to share Iowa State's history and traditions with multiple audiences, including prospective students, current ISU families, alumni and the Ames community. The site could be added to the existing Arts and Attractions page.
Organize ISU Serves, a month-long competition to complete and record volunteer service hours, by individual and campus unit. The intent behind gamifying volunteerism is to encourage it but also expand the scope of what it looks like in a community of skilled individuals. The pilot subsequently was added to the ISU WorkLife website. Congratulations to the College of Agriculture and Life Sciences, which received the ISU Serves traveling trophy in its inaugural year.
To help address student mental health needs, develop proposals for suicide-prevention decals that will go in campus restrooms and student housing. The four designs feature a message -- "Give tomorrow a chance" or "Your life means everything to the people who love you," for example -- and QR code that links to the National Suicide Prevention Lifeline, not a local resource. College of Design students created the proposals, and ISU printing services will produce the selected design(s).
Secure keynote speakers for the 2022 ISCORE faculty/staff preconference that could address the topic of land-grant universities being funded through land expropriated by the federal government from indigenous tribes. The team's idea began as a one-day campus workshop to increase awareness of the land acquisition that made land-grant universities possible. The one-hour keynote is archived in University Library's digital press as part of the ISCORE archive.
At the conclusion of their presentations, Bagley congratulated class members for "projects that have impact," which is the goal every year for every project.
And then he added, "You've reached base camp. Your journey continues."
Congratulations, seniors
More than 60 faculty and staff honored with university awards
Social media digs ferret's addition to ISU police
Reminder: Adobe Acrobat Sign is the e-signature option after April 29
SHOP seeks finals week, summer volunteers among faculty, staff
Library open continuously during finals week, therapy dogs return for prep week
Reiman Gardens' plant sale is May 7-8
Classrooms reserved for evening study during prep week
Direct pay to participating providers available via dependent flex
Honors poster presentation, convocation is May 4
Faculty-Staff Inspiration Awards to honor five May 20
Retirements and farewells
Mark Honeyman, May 6
Sarah Nusser, May 2
Leonard Bond, May 3
Patricia Daugherty, William Dilla, José Rosa, May 3
Susan Yager, May 4
Brenda Behling, Julie Johnston, May 6
Lee Cagley, May 6
Cynthia Feller, May 4
Bugs meet jazz
Iowa Insect Pageant, performed tonight on central campus and Saturday at Bandshell Park, is a collaboration between ISU arts and sciences that brings attention to insects through original music and giant puppets.
Growing 'Broadband Prairie' for smart ag, connected communities
Heritage celebration set for May 7
Domestic violence program developed in Iowa shows promise
$1 million Musk-funded grant supports ISU carbon removal project
Study: Local veggie production has big environmental benefits
Student receives Fulbright award


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Insights on Doing Business in Kenya from serial entrepreneur Grant Brooke
Anaïs Tadlaoui
Grant Brooke is a serial entrepreneur who is revolutionizing the agtech and fintech industries in Africa. He co-founded Twiga in 2015, a B2B food marketplace that is reshaping the distribution of fresh fruit and vegetables in Africa's urban markets by employing scaled logistics, IT solutions, and fair farmer-relationship practices. Today, Twiga makes over 250,000 deliveries a month to retailers across Kenya, employs over 1,200 people and operates in Eastern Africa.
Since then, he has created Shara, a business that offers a digital last-mile CRM to merchants and suppliers in Africa, as this was a big pain point for Twiga when buying and selling products.
Grant has spent years living between Kenya and Washington D.C. and provides a unique perspective into the opportunities and challenges of operating and expanding businesses across the African continent.
How did you end up in Africa in the first place?
I first ended up in Kenya as a grad student. I needed a place to go do field research, and already had a good friend doing an internship in Nairobi. My field research was on how religion impacts economic choices within an open-air market right outside Nairobi. That work lasted for five years. Many members of my research group were food vendors, and over the years I came to working on the problem of how they got their stock, and the market failures leading to high food costs. We started by just trying to solve the problem of bananas distribution in one estate, by delivering them first in my car. And 6 years later, that's now Twiga which is a major B2B food marketplace, making over 250,000 deliveries a month to retailers across Kenya.
What did you notice on the African continent that made you start Shara?
There's been a bit of a boom in FinTech over the past 5–6 years across the continent, due to the growing amount of smartphones and mobile money operators. But too often those fintech products have led to high defaults and exploitative rates. This isn't necessarily due to these companies just printing money, but some sacrifices made on the move from Microfinance to FinTech. Namely, Microfinance is largely managed in communities, while FinTech is managed by you just downloading an app from a mobile app store. Community based finance has peer-selection and peer-monitoring, while FinTech is trying to create all kinds of new ways to judge quality of payer and compel repayment. What Shara is all about is combining these communal, or social, elements of finance with FinTech, so that it's a finance driven social network.
How did you go from creating Twiga, a food distribution business, to Shara?
A few aspects led me from Twiga to Shara. First, Twiga had grown so large as a team, I wasn't really working on products anymore, and that's what I find most interesting. I wasn't having fun. Second, Twiga made several efforts to integrate with FinTech providers, but I always found their rates exploitative and our data was showing that because of our relationships defaults were low. So, when I looked back on my experience in a community as a grad school researcher, and with the clients that Twiga worked with, what I was seeing is that finance works best when it's in a community. Where it doesn't work is when it's private, when it's just another lending app out of 2000 in the app stores.
How did you start to determine a new commercial area of focus for Shara?
While very early, Shara's sweet spot is with SMEs who maybe have some banking relationship, whose core clients are people they know, and whose turnover puts them in the middle to upper-middle class brackets. What that means geographically is the natural starting point is the booming peri-urban suburbs around Africa's cities. But there's hardly any data about these new settlements popping up all over.
What has been your experience looking for the right data for you to expand your business in new areas?
I can speak from Twiga's perspective, the data just doesn't exist. Often we'd establish distribution in an area and just be shocked at the amount of orders we saw coming through. Or put it in another area and it was far less than the hype. There simply isn't good population counts, population density or spending data out there, and it makes it a real challenge to plan commercial operations efficiently.
Are there patterns you've noticed for when a vendor, village or town is best positioned to adopt your services?
For Twiga, we require a certain density of retailers to make an area viable. It doesn't make sense to send out a Lori for only 10 drops in a given day. For Shara, while not so physical, the social aspects tell us a lot. There's a lot more transaction volume in peri-urban and tier-2 cities than GDP numbers suggest. There seems to be a lot more peri-urban and urban people than the rural vs. urban numbers suggest. So anything that can help us question common wisdom is helpful.
What kind of information would you like to see be made available that isn't easy to source today, but could greatly help most entrepreneurs on the continent?
Population numbers. The fact that there's not a solid answer for how many people actually live in the Kibera part of Nairobi, for instance, is just silly. Once you understand those numbers and how they change over time, you can more easily set expectations. The next category is accurate household income information. The statistics bureau datasets are way outdated and not set up to capture the dynamism of many of these urbanizing households.
Lastly, what are your thoughts on Africa's comeback post-COVID? Would certain regions bounce back faster than others?
By the numbers Africa has handled COVID-19 fairly well. Though, if I just take the number of people I've known impacted it seems like the numbers are wrong. I expect the growth to continue to be where it was in 2018–2019, but some countries will be much slower to come back on-line, while others will be setting record growth numbers in the 2nd half of 2021. Another major consideration is the poor fiscal health in which COVID-19 has left many governments, and whether that will have a negative impact on economic recoveries.
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It's hard work, but it makes a nice bed.
Take a garden fork or spade and dig a 4-5 foot long trench, 12 inches (30 cm) deep, removing that soil off to the side.
Then use a garden fork to loosen the soil a further 12 inches in the bottom of that trench, which is why we call it 'double digging' the garden bed.
Next you dig a trench right beside the original, placing the soil from that new trench over in the original trench, and then again loosening the soil at the bottom of the new trench.
Do this all along your bed, perhaps placing some of the soil from your first trench into your final trench, saving the rest for your compost pile.
The reason I like double digging when building a garden is not only to loosen the soil, but also to incorporate compost and organic fertilizers.
What I would say about this deep soil penetration, though, is that it's the 'physics' approach to improving soil structure, and adding compost is the 'biology' approach, and what's missing in biointensive gardening is the 'chemistry' approach.
If you want your soil structure to stay in good shape without having to double dig it every year, you need to balance soil fertility by using appropriate mineral fertilizers, generally based on a soil test.
The counter argument to this is that soil testing and fertilizers cost money (true), aren't available everywhere (true) and aren't as sustainable (true).
All of these are excellent points, and when they are true for you, double digging your garden every year or every few years can help. This is the case when using more 'physics' in place of 'chemistry' makes sense.
It still doesn't address your fertility imbalances, but it will help with your soil structure in the short term.


text:
class EXPCL_PANDAEXPRESS SubfileInfo {
PUBLISHED:
  INLINE SubfileInfo();
  INLINE SubfileInfo(const FileReference *file, streampos start, streamsize size);
  INLINE SubfileInfo(const Filename &filename, streampos start, streamsize size);
  INLINE SubfileInfo(const SubfileInfo &copy);
  INLINE void operator = (const SubfileInfo &copy);

  INLINE bool is_empty() const;

  INLINE const FileReference *get_file() const;
  INLINE const Filename &get_filename() const;
  INLINE streampos get_start() const;
  INLINE streamsize get_size() const;

  void output(ostream &out) const;

private:
  CPT(FileReference) _file;
  streampos _start;
  streamsize _size;
};

INLINE ostream &operator << (ostream &out, const SubfileInfo &info);

#include "subfileInfo.I"

#endif

redpajama_set_name: RedPajamaGithub


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Radnor Geopolitical Report
Washington, January 2009
Strategic geopolitical intelligence for decision-makers
Ken Feltman is Chairman of Radnor Inc. He is past-president of the International Association of Political Consultants and the American League of Lobbyists.
Is this the place for the world's financial capital?
Bank failures are caused by depositors who don't deposit enough money to cover losses due to mismanagement.
- Dan Quayle, former vice president of the United States and senator from Indiana
Should I complain about the relocation of the world's financial capital? Personally, I stand to gain. Here in Washington, I make my living knowing how to push the levers of government to get things done. My life could become easier. Maybe this will save me trips to New York, the former financial capital. Other businesses are laying off employees and shuttering money-losing facilities. But with Washington becoming the financial as well as governmental capital, most lobbying and public relations firms report new clients and big assignments from existing clients.
Suddenly, financial institutions from around the world need to know what's happening in Washington. Others are exploring setting up shop in Washington, just as they once rushed to Tokyo and London. They are spending lavishly, because they figure that they must protect their interests in the new financial capital of the world.
Washington a financial capital?
I know, I know: Some doubt that Washington is the world's new financial capital. They look back. Years ago, the financial press was filled with articles saying that the financial capital of the world might be shifting from New York to Tokyo. Then Japan went into a financial funk. Next, some claimed that Frankfurt would become the "new New York." Then came stories about Singapore. Those articles were overtaken by ones saying that London would become the new world financial center, and those articles were superceded quickly by stories that London was the new financial capital. Then it was Dubai in the news.
The Washington Way
After my January 1 newsletter criticizing Senate Majority Leader Harry Reid, I heard from an unhappy Reid - sort of.
With typical indirection, a Reid staffer apparently contacted an attorney who formerly worked for Reid. She called her father - who is my friend and who worked for a highly respected former Senate leader.
My friend called me, laughing, to deliver the message. "So there," he howled. We both laughed, then exchanged comments about how some of the giants of the Senate would have handled the Burris/Blagojevich situation. We agreed:
Amateur hour continues at the office of the current Senate leader.
Meantime, even before Roland Burris is sworn in, discussions are proceeding on finding him an ambassadorship in case his poll numbers show that a Republican could beat him in 2010.
All the articles were wrong. London made a strong bid, especially with the resurrection of Canary Wharf and the rush to The City by thousands of bankers, brokers and investment managers. London was in a better time zone, more convenient to many investors, especially Middle Eastern and Asian investors. They like the London lifestyle. Changes in U.S. laws made many question listing securities on U.S. exchanges. Still, New York clung to the top in some reports while London was tops by other measures.
Unfortunately, Washington became the financial capital of the world when Congress and the Bush administration coordinated the bailout of financial institutions. This means that a different culture will now look over the shoulders of financial executives. The entrepreneurs who devised derivatives will have to please unimaginative bureaucrats who are given to making rules, not profits.
The clash of cultures is inevitable: The financial capital of the world has moved into a capital with existing procedures and emphasis on retroactive oversight, not forward-looking insight. Washington will not change to welcome this newcomer. The government practiced in Washington is not the kind familiar to most people - who are used to governments that accomplish things on a regular basis.
Washington drives orderly outsiders crazy. Just ask the Canadians, who know Washington well and shake their heads at Washington's convoluted ways. Washington-based government is designed to slow down decision-making on the quaint theory that the best government is that government which governs least.
Spotlight on the SEC
As financial industry decision-making moves to Washington, government agencies will become more important - and less isolated from scrutiny. The Securities and Exchange Commission has operated in relative obscurity for years, with a few powerful law firms and accounting firms exerting great influence over SEC staff and determinations. Just hiring certain firms, for example, almost guarantees a favorable result.
Future newsletters will report on some of the practices and powerful people. If you need quicker information, contact Ken Feltman directly.
As the first of the hordes of bankers began to plop down in Washington in October, they struggled with the alien culture. For example, a week after Neel Kashkari became one of the most important people in town (as Interim Assistant Secretary of the Treasury for Financial Stability, in charge of the $700 billion Troubled Asset Relief Program), three European bankers came to Washington to meet with him. They were sure Kashkari would want to have their opinions on how their American operations were, somehow, different and unique - and deserving of special treatment.
Because a friend in Germany suggested they talk with him, they invited a lobbyist to have a drink with them just before they left to return home. They started off by telling him how large and important their financial institutions are; he knew that already. Adroitly and in turn, each told the lobbyist how important socially and in the financial world one of his traveling companions was; that was when the lobbyist learned that the bankers may never come to understand Washington. Here, a low-level bureaucrat can tie things in knots and no amount of family ties, old school ties, old money or new money can cut the Gordian knot.
No appointment
Eventually, they confessed that they did not get an appointment with Kashkari. One of them knew Treasury Secretary Henry Paulson but despite stressing that fact to Kashkari's assistant, and leaving messages with Paulson's assistant, and despite having the chief executives of two of the largest financial institutions in New York call on their behalf, the bankers could not get an appointment.
Another of the three had attended Yale and talked about people he knew who might know President Bush. Bush would put Kashkari in his place, they were sure. They talked about high priced Washington lobbyists and lawyers who could help them because those lobbyists and lawyers "know everyone." The lobbyist needed to hear no more. He saw the tragedy coming. He suggested that they needed to get to the airport but if they did not object, he would give them the benefit of his experience. He told them that the president does not schedule appointments for department and agency staff. In fact, very few high ranking officials in Washington exert scheduling influence over other officials, even those reporting to them. One of the bankers cleared his throat.
The lobbyist concluded: Often, the people who can help are personal friends or contacts of the government official, not someone above in the official hierarchy. Therefore, a network of friends at all levels is important because being effective in Washington does not depend on access to the top person so much as it requires access to the right person. They seemed grumpy as they got in the car. They said they would return soon.
The next morning, the call came that Kashkari was available that evening. But the bankers decided not to fly back to Washington.
His German friend later told the lobbyist that he had embarrassed the bankers. Still, they wondered if they could retain him. No, he said. He would wait for a client where the personal chemistry and chances of success are better.
The lobbyist never mentioned that he has Kashkari's private mobile number in his mobile phone.
That's how Washington works. This is a business of making friends, not enemies. Going up the chain of command makes enemies below. This is a business in which you must be available on a moment's notice to make a meeting. You have no time to fly in.
Do we understand what is happening?
The financial world - especially the world centered in places like Tokyo, Frankfurt, London, Zurich, Brussels, S�o Paulo, Beijing, Mumbai, Moscow, Dubai and New York - needs to understand just how much has changed and how much is still left to change. Because Washington's way is alien to their current way of doing business, the world's financial communities will have rough sledding for a time. Eventually, they will adjust to Washington. Other places would accommodate the financial titans but Washington bureaucrats have no incentive to accommodate. The financial communities must accept that fact, not fight it as more than a few are already doing.
When the discussion was about Tokyo or London versus New York, I was not concerned. Wherever the financial hub was, the rest of the world would find it. Time zones would blur into computerized blips and the deals would continue. But Washington as the world's leading center of finance and commerce? That is worrisome.
I know this town and I am worried. As you re-read Dan Quayle's words, you should worry, too.
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text:
import {bindable} from 'aurelia-framework';

export class NavBar {
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REMARK: Updated genera and correction of NAR and LAP (diatom taxonomic coordinator suggestion).
Phycology Section, Patrick Center for Environmental Research, Academy of Natural Sciences of Drexel University. Achnanthidium microcephalum (NADED 1009). https://diatom.ansp.org/taxaservice/ShowTaxon1.ashx?naded_id=1009. Accessed 20 Apr 2019. This web service reports all information about a given algae taxon available at the time of retrieval.


Should average citizens be concerned if the CRTC allows two large media takeovers?
Workers often feel anxiety when their company is taken over by a large corporation. But few of them publicly register complaints, which is what makes Sally Poulsen's recent submission to Canada's broadcast regulator quite unusual.
On March 14, Poulsen contacted the Canadian Radio-television and Telecommunications Commission to express her "strong opposition" to the proposed sale of CHUM Limited to CTVglobemedia Inc. Canada's Competition Bureau has already approved the $1.7-billion deal. The CRTC has scheduled an April 30 public hearing in Hull, Quebec, on CTVgm's application to take over most of CHUM's licences.
"Obviously, this sale would deal a crippling blow to television markets across the country, opening the door to massive layoffs and relocation of existing workplaces to larger centres," Poulsen claimed in her submission, which is posted on the CRTC website.
"While this does concern me—especially given that I am currently an employee of CHUM Limited, and a former employee of Craig Broadcasting—it is far from my greatest worry. I believe this sale would be detrimental to Canadian television viewers, severely limiting their choices in an already pared-down environment."
Poulsen's views have been echoed by a few other intervenors to the CRTC, including Thunder Bay resident Stephanie Reid, who formerly worked for CanWest Global.
"Competition is the breeding ground for excellence," Reid wrote in her submission. "What we are about to face is complacency. What happens if Globemedia does something that could be viewed as unfavourable? Will anyone report it? Will we ever find out?"
Under the Canadian Radio-television and Telecommuni cations Commission's policy, CTVglobemedia Inc. is required to provide public "benefits" in return for its proposed $1.7-billion takeover of CHUM's 33 radio stations, 12 television stations, and 21 specialty TV channels. However, those benefits won't be quite so high if CTVgm persuades the CRTC not to include the value of CHUM's $270-million debt in the purchase price.
Intervenor Robert Dall, a 30-year-old former news photographer who lives in Sechelt, also claimed that the CTVgm takeover of CHUM would have a devastating effect on television markets nationwide. In a subsequent phone interview with the Georgia Straight, Dall said he was worried that his friend Poulsen and other broadcasting employees would lose their jobs.
"I can totally see the Globe and Mail and CTV wanting to team up," Dall said. "You have a print source, you have a television source, you have an Internet source. I think that's where it should stop. Why are you wanting to own your competition?"
CTVgm executives, including president and CEO Ivan Fecan, chose not to comment, forcing the Straight to rely exclusively on their submissions to the CRTC. CTVgm has promised "separate and independent news management" of CHUM's Citytv stations, its CTV stations, any newspaper operations, and any newspaper operations controlled directly or indirectly by current shareholders.
CTVgm has claimed that the purchase of CHUM will yield an extra $19 million per year to the bottom line beginning in 2008. That includes $16 million in annual savings by eliminating duplication in administration and sales. Another $3 million in additional revenue would be generated through Citytv stations.
"Given that CTVglobemedia's principal competitor, CanWest, has two originating stations in each of the markets served by the Citytv Stations, there is no undue competitive advantage," CTVgm claimed to the CRTC. "Indeed, the acquisition of the Citytv Stations would allow CTVglobemedia to be on a more level structural playing field with CanWest in the Ontario, Vancouver/Victoria and Alberta television markets. For the past six years, CanWest has had two originating conventional television stations available in each of these markets, while CTV has been limited to just one."
THURSDAY (APRIL 5) is the deadline for public submissions to the CRTC on CTVgm's application to take over CHUM's licences. That Thursday is also the day shareholders of Alliance Atlantis Communications Inc., which owns 13 specialty channels, including Showcase and HGTV, are expected to approve the sale of that company to AA Acquisition Corp., which is wholly owned by CanWest MediaWorks Inc. CanWest's partner is New York investment bank Goldman Sachs.
Meanwhile, last February, Astral Media Inc. issued a news release announcing it had "entered into exclusive negotiations to buy substantially all of the assets" of Standard Radio Inc., which owns 52 radio stations, including Z95.3 FM in Vancouver. CRTC spokesperson Denis Carmel told the Straight that CanWest and Astral have not yet filed applications with the broadcast regulator.
Carmel said the CRTC originally planned to examine concentration of ownership of television stations with the CTVgm application to buy CHUM. But on March 13, the CRTC announced that it will no longer do this. Car mel said the CRTC has decided instead to hold hearings in the fall on the issue of corporate concentration, which will have no effect on the three recent proposed takeovers.
He added that the CRTC has a policy of allowing media companies to own one station in one market, but exceptions have been granted on a case-by-case basis. "We don't believe it's appropriate to change the rules in midstream," Carmel said.
Peter Murdoch, vice president of media with the Communications, Energy & Paperworkers Union of Canada, told the Straight that he thinks it's "ludicrous" for the CRTC to process these huge deals without first looking at the issue of concentration of media ownership. He also noted that U.S. media companies are not allowed to own daily newspapers and television stations in the same market.
"This is not a small issue here," Murdoch said. "Whether it's foreign policy, health-care policy, environment policy, the messenger of the most critical issues in our country is becoming a messenger of one voice, whereas, as we know, the democratic process requires many. In order to have debate, you have to have varying opinion and lots of information. Without lots of information and without lots of opinion, you don't have any debate. And if you don't have any debate, you don't have any democracy."
Murdoch, whose union represents more than 20,000 media employees, said that CHUM laid off 270 workers and cancelled TV newscasts across Canada the same day that CTVglobemedia announced its takeover. "You can't abandon your obligation to provide information to Canadians that's important for a democratic society simply on the basis that it's not as profitable as running Canadian Idol," Murdoch said.
NDP MP and former magazine owner Charlie Angus, the critic for Canadian Heritage, described CRTC chair Konrad von Finckenstein's handling of the media takeovers as "outrageous" and a "joke". Angus criticized the CRTC for allowing only one month for written public comments on the CTVgm deal and then changing rules midway.
"The issue for Canadians is the CRTC has rubber-stamped approval after approval; that is setting the stage for a very, very narrow world of broadcast voices," Angus said.
Even though CTVgm has promised separate newsroom management, Angus claimed that no company will compete against itself. "I don't care what they promise," he said. "It's not how it works. So with a lack of competition, there will be a lack of voice."
He also claimed that CTV's voice in prime time is mostly the voice of Los Angeles. "We're already seeing networks that have very little interest in portraying Canadian stories and putting in Canadian programming during prime time," he said. "If they're gobbling up the competition, there is going to be even less incentive for them."
Ian Morrison, spokesperson for the nonprofit Friends of Canadian Broadcasting, told the Straight that there are three aspects to the CTVgm deal. Firstly, there is the purchase of CHUM's radio stations, which he thinks the CRTC will approve because no single company has a dominant position in this market.
The second part of the deal, he said, is CTVgm's purchase of Citytv stations and specialty channels. And the third aspect is the promise to sell A-Channel stations and other assets. "The word on the street is that not too many parties are interested in buying them because they're not that profitable," Morrison said.
He suggested that the CRTC could conclude that this deal threatens local television. Therefore, the regulator might order CTVgm to sell the more profitable Citytv stations and retain ownership of the less valuable A-Channels in smaller markets. This would create an opening for Rogers to buy the Citytv stations, he said, and then create a third privately owned English-language television network. Morrison outlined one other possibility: the CRTC ordering CTVgm to sell Citytv stations, with Toronto Star owner Torstar Corp. then picking them up.
"Anybody who thinks the CRTC is a pushover is probably wrong," Morrison claimed.
Friends of Canadian Broadcasting, the Canadian Film & Television Production Association, and the CEP hadn't submitted their interventions to the CRTC by the Straight's deadline. With regard to the CanWest deal for Alliance Atlantis, Morrison said that the biggest issue will likely revolve around CanWest's claim that it is keeping effective ownership and control in Canadian hands when 85 percent of the equity is coming from a New York merchant bank. "That is sort of a challenge through the back door to the foreign-ownership rules," Morrison claimed.
SOME OF THE intervenors didn't mince their words at all in their submissions to the CRTC about the CTV gm purchase of CHUM. Alberta resident Larry Renforth described CTV as "a totally useless network that"¦just relies on US networks for its shows". Vancouver resident Lia Koutsodimos described the deal as a "national tragedy".
"This merger defies the logic of the Davie Committee, the Kent Commission and the Bryce Commission," Koutsodimos wrote. "This merger will forever damage the ability of Canadians to obtain a diversity of opinions through Canadian media and will stifle freedom of thought and freedom of the press."
Another Vancouver resident, Sam Bradd, called the deal "shameful". "According to Reporters Without Borders, Canada ranks 18th in the world for a free press," Bradd wrote. "Further consolidation of media in corporate interests isn't going to help us pull ahead of Bolivia, Czech Republic, and other countries that out-rank Canada."
Many television producers and writers, on the other hand, lavished praise on CTVgm. Robert Duncan, president of Vancouver-based International Documentary Television Corp., stated that it is only through CTV that he has "experienced true and lasting support for the documentary process". He described the benefits package (see sidebar) as "simply another example of their conviction that it is possible in this country to make television matter".
In a phone interview, Duncan told the Straight that he has dealt with a lot of networks. "There are various standards of television executives in this country," he said. "Consistently, we've found CTV to be the best."
He said that for production companies, it's better to make more deals in a "one-stop shopping" approach, which could be possible as a result of the takeover of CHUM. "If I can sell them a show to their network and also pick up what we call 'second window'–which is a sale to a subsidiary network–if I can do that at the same time, it makes my life much easier," Duncan said.
Josh Freed, a documentary maker and columnist with the CanWest-owned Montreal Gazette, wrote in his submission that "CTV's dedication to making excellent Canadian documentary and other programming is now second to none in the country." The executive producer and director of Corner Gas, David Storey, filed a submission describing CTVgm's proposed benefits as a "well thought out plan that will keep production rolling in a number of different genres over the next number of years".
Meanwhile, Drew Dennis of the Vancouver Out on Screen Film and Video Society stated that CTVgm "has a strong track record in its support of the development and production of Canadian programming" and has "a proven reputation for"¦ensuring a diversity of choice for consumers".
One Vancouver filmmaker, however, said he is troubled to see an increase in the level of corporate concentration in Canadian broadcasting. Joel Bakan, a UBC law professor and writer and cocreator of the widely praised 2003 documentary The Corporation, told the Straight that he thinks the CTVgm buyout of CHUM will limit the diversity of voices. He also said that The Corporation, which compared publicly traded companies to psychopaths, couldn't have been made in the United States, where filmmakers are more reliant on private funding.
Bakan noted that the public owns the airwaves and, therefore, has a strong interest in how they are used. "This increasing concentration–increasing privatization, decreasing commitment to public broadcasting–is all pushing in the same direction," he said. "And that direction is homogeneity with the United States, less diversity, and fewer possibilities for Canadians to tell their own stories to themselves."
CTVgm has denied this will occur. "At CTVglobemedia, we believe that uniqueness creates value, while homogenization destroys value," it stated to the CRTC. "We have a successful history in managing diverse brands and cultural enterprises by simplifying infrastructure and allowing the creative people to focus on creating content. The people of CTV and CHUM both share a palpable passion for Canadian programming. And it shows."
CTVgm is a private company owned by four shareholders: the Thomson-family-owned Woodbridge Company (40 percent), the Ontario Teachers' Pension Plan (25 percent), Torstar Corp. (20 percent), and BCE Inc. (15 percent). Torstar also owns 20 percent of B.C.–based Black Press (publisher of several Lower Mainland community papers) and 33 percent of Vancouver's Metro commuter paper. CanWest and Astral Media are publicly traded companies.
Bakan pointed out that directors of publicly traded broadcasting companies have only one legal obligation in corporate law: to create wealth for shareholders. "We can impose other obligations upon them, and that's what the CRTC is about," he said. "I think the real difficulty is as these companies become larger and as there is less competition in the market, it becomes more difficult for government and for agencies like the CRTC to regulate them. So to the extent they become larger–to the extent there is less competition–the profit imperative becomes more compelling."
CTVgm agreed to pay the International Olympic Committee US$153 million for the exclusive Canadian rights to broadcast the 2010 and 2012 Games (London). Chris Shaw, spokesperson for a group called 2010 Watch, told the Straight that CTV and CBC (which also bid for the rights) have been the "worst" outlets for providing access to Olympic critics.
Shaw said that his group tried to explain that the Olympics are really about real-estate deals and selling television rights, but CTV and CBC kept returning the focus to "peaceful competition" between athletes.
"But whenever a scandal or whatever came up, they would cover it in a very cursory fashion," he claimed.
In 2000, veteran U.S. newsman Arthur E. Rowse described the effects of media concentration in a book called Drive-By Journalism: The Assault on Your Need to Know (Common Courage Press). He claimed corporations cut costs to satisfy Wall Street and keep stock prices high. He stated that this leads to an emphasis on "trivia and tragedy", something he called "newsamuse", as opposed to real news about government and other institutions. Rowse also claimed that this "drive-by journalism" emphasizes "gotcha" stories and fosters the trashing of government, which serves the right-wing political interests of media owners.
He contrasted this with the research of University of Texas professor James S. Fishkin, who conducted experiments to determine what happens when a sample audience is exposed to politically balanced, in-depth information. "The more people learned about political issues, the more they tended to switch from conservative to liberal positions," Rowse wrote. "For example, the proportion of people in favor of more education and training rose from 72 to 86 percent after discussion, while the proportion for a flat tax, like the one promoted by Steve Forbes, dropped from 44 to 30 percent."¦Here was what frightened conservative politicians: the clear evidence that more complete reporting and balanced commentary could turn political control of government leftward as well as boost citizen interest in public affairs."
NORM KLENMAN IS a former television-station owner and used to be a Hollywood screenwriter. A self-described capitalist, Klenman cofounded Vancouver's CKVU in the mid 1970s along with Daryl Duke, who died last October.
Klenman told the Straight that during its heyday, CKVU broadcast 22 hours per week of locally produced television shows. That included the two-hour Vancouver Show each weekday evening, plus the half-hour Sports Page program at 11 p.m. each night.
"That and all the other local shows actually made money for us," Klenman said. "Not a lot, not as much as the American programming, but it was very, very good for the station."
In those days, CBC used to broadcast a regional current-affairs show called Pacific Report. BCTV, then owned by the Griffiths family, had about six local shows, Klenman recalled.
He claimed that he and Duke sold CKVU in 1989 after then–CRTC chair André Bureau oversaw the consolidation of television stations under large companies. Bureau, a member of the Canadian Association of Broadcasters Hall of Fame, is now chair of Astral Media, which wants to take over Standard Broadcasting's radio licences. One of Astral's board members is Mila Mulroney, wife of former prime minister Brian Mulroney.
"The reason I speak openly about the CRTC is André Bureau said at a meeting I attended–at a meeting over other matters–that he favoured the big organizations with commission policy," Klenman recalled.
Klenman claimed that today the television industry "doesn't have a great concern for ethics" and "only exhibits political correctness because it's essential to business". He noted that the public's only vote is with its fingertips through the remote-control devices. "Television is getting of lesser and lesser importance to them," he suggested.
So is Klenman concerned anymore about concentration of ownership in Canada's broadcasting industry? "It doesn't make any difference at all," he replied. "Nothing will change. The programs that you see—they all buy from the same source. In one or two or three years, the present programming will have died, most of it, and there will be new programming."
He said that the bulk of the media shares are controlled not by tycoons but by pension-fund managers investing the retirement savings of ordinary people. "Who cares who owns anything?" Klenman asked. "It doesn't mean a thing."


A security guard at a Fremont Street hotel was arrested this week on sexual assault charges.
On Tuesday, detectives with the Las Vegas Metropolitan Police Department Sexual Assault Section were called to investigate a report of a sexual assault. The detectives received information a victim had arrived at University Medical Center and reported she had been sexually assaulted by a security officer at a hotel located in the 200 block of Fremont Street. Detectives also received a call from an employee of the hotel who was asking to speak with them.
Detectives met with the security director of the hotel who had been made aware of a report of a sexual assault of a female visitor by a security supervisor. During this time, the victim also called in the report and was interviewed by detectives.
Police said the suspect, later identified as 39-year-old Jose Garcia, sexually assaulted the victim after threatening to turn her over to police for suspected prostitution. After the incident, Garcia let the victim leave the property.
As a result of the investigation, Garcia was arrested and transported to the Clark County Detention Center where he faces charges of sexual assault (2 counts), attempted sexual assault and open and gross lewdness (2 counts).
Anyone with any information about this incident, or anyone who believes they may have also been a victim of Garcia's, is urged to contact the LVMPD Sexual Assault Section at 702-828-3421. To remain anonymous, contact Crime Stoppers by phone at 702-385-5555.


The Cheesecake Factory store or outlet store located in Miami, Florida - Dadeland Mall location, address: 7535 N Kendall Dr, Miami, Florida - FL 33156 - 7704. Find information about hours, locations, online information and users ratings and reviews. Save money on The Cheesecake Factory and find store or outlet near me.
Driving directions and locations to store: The Cheesecake Factory located in Dadeland Mall: 7535 N Kendall Dr, Miami, Florida - FL 33156 - 7704.


On Tuesday 1 November 2011, Airneth is organizing a seminar at which seven PhD graduates will elaborate their work with the focus on government policy. The government policy is particularly adressed in the point of view of its role as owner, regulator and provider of airport infrastructure. Admission by invitation only.


text:
est un mangaka japonais né le  à Chiba dans la préfecture de Chiba, au Japon. Il est principalement connu comme l'auteur de la série Gunnm.

Biographie
Né le  à Tokyo, Yukito Kishiro grandit dans la ville portuaire de Chiba, dans la préfecture de Chiba. Rapidement, il se découvre une passion pour le dessin, principalement avec des monstres, et imagine plusieurs histoires sans humains plutôt violentes.

Âgé de dix-sept ans, il gagne le premier prix d'un concours organisé par le magazine Weekly Shōnen Sunday. Grâce à sa nouvelle Kikai (littéralement « air maléfique »), une histoire de vaisseau spatial envoûté et de trafic de drogue, il est sacré meilleur dessinateur débutant et reçoit le prix des jeunes dessinateurs de Shōgakukan. À partir de 1988, ses histoires sont publiées dans les magazines de Shōgakuhan et de Kadokawa Shoten.

Pendant l'hiver 1990, il débute sa série Gunnm dans le magazine Business Jump publié par Shūeisha. En 1994, alors que la série est toujours en cours de parution, un accident de moto se produit et provoque un violent choc physique et mental à l'auteur, l'empêchant de poursuivre l'œuvre. Il décide d'achever celle-ci beaucoup plus rapidement que prévu, début 1995, sans pouvoir publier une partie de l'histoire qu'il avait prévue. Fin 1995, il réfléchit alors à la poursuite son œuvre sous forme de jeu vidéo pour concrétiser l'épisode qu'il avait déjà imaginé. Le jeu Gunnm: Kasei no kioku'''' est publié en 1998 sur PlayStation. Entre-temps, il participe aux illustrations d'un roman tiré de Gunnm et réalise trois histoires courtes liées à l'univers de Gunnm, qui seront compilées en 2007 dans un volume relié intitulé Gunnm Other Stories (Gunnm Gaiden). Il écrit également deux mangas, Ashman (Haisha) et Aqua Knight, toujours dans le même univers. À partir de 1998, une version deluxe en six volumes est publiée, et redonne envie à Kishiro de dessiner son histoire sur l'épisode spatial. La fin de Gunnm est alors modifiée pour pouvoir intégrer cette suite.Gunnm Last Order débute en novembre 2000 dans le magazine Ultra Jump. Celle-ci sera publiée jusqu'en 2010 par Shūeisha, jusqu'à un différend entre l'éditeur et l'auteur. La série est alors reprise par Kōdansha, qui la publie dans le magazine Evening jusqu'à sa conclusion en 2014.

Une adaptation cinématographique de Gunnm, intitulée Alita: Battle Angel, sort en 2019. Elle est réalisée par Robert Rodriguez et produite et écrite par James Cameron.

Kishiro débute une nouvelle série basée sur Gunnm, Gunnm Mars Chronicle, en octobre 2014 dans le magazine Evening.

Le mangaka et l'univers de Gunnm sont à l'honneur du Festival d'Angoulême 2020, notamment à travers l'exposition Gunnm, L'ange mécanique présentant près de 150 originaux, une classe de maître donnée par l'auteur et une rencontre entre ce dernier et Enki Bilal autour de la science-fiction dans la bande dessinée.

 Œuvres
 1984 : Kikai 1988 : Kaiyōsei 1988 : Hito 1988 : WAR - MEN 1989 : Dai-Mashin 1989 : Mirai Tokyo Head Man 1990 : Uchū kaizoku shōnendan 1991 - 1995 : Gunnm 1997 : Hito (recueil d'histoires courtes de jeunesse de l'auteur)
 1997 : Ashman (Haisha)
 1997 : Gunnm Other Stories (Gunnm Gaiden)
 1998 : Aqua Knight 2000 - 2014 : Gunnm Last Order 2014 - en cours : Gunnm Mars Chronicle Expositions
 Gunnm, L'ange mécanique'', Festival d'Angoulême 2020

Références

Annexes

Bibliographie
 .

Liens externes
  de l'auteur

Mangaka
Gunnm
Scénariste de bande dessinée de science-fiction
Illustrateur de science-fiction
Naissance en mars 1967
Naissance à Chiba

redpajama_set_name: RedPajamaWikipedia


This book reports on the latest advances in understanding cross-cultural decision and human cognition with respect to various cultural constructs, such as geographical, historical, sociological, and organizational cultures. It addresses researchers, scholars, and industry practitioners from diverse fields, including sociology, linguistics, business, military science, psychology, human factors research, neuroscience, and education. The book covers a wealth of topics, including: analyses of historical events and intercultural competence; commercial applications of social-cultural science; the study of decision-making similarities (and differences) across cultures; cultural behavioral modeling and simulation technology; and social networks and studies on group communication alike. It also reports on real-world case studies relevant to cross-cultural decision-making. The book's main goal is to combine studies from other relevant disciplines such as causal analysis in complex environments, team decision making and social changes to develop a more holistic understanding of the decisions that people, groups, and societies make, so as to improve our ability to forecast and plan for the future. Based on the AHFE 2017 International Conference on Cross-Cultural Decision Making (CCDM), held on July 17–21, 2017, in Los Angeles, California, USA, this book offers a multidisciplinary view on the impact of culture on people's cognition and behavior, and a timely reference guide to new applications and future challenges.


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BOSTON--(BUSINESS WIRE)--TwinFocus, the premier boutique multifamily office for global ultra-high net worth professional investors, entrepreneurs, their families and other professional investors, today announced the launch of formal merger and acquisition (M&A) and real estate advisory services for its global ultra-high net worth client base. These first-of-their-kind offerings within a multifamily office further extend TwinFocus' unique and comprehensive approach to family office management with significant experience and resources in each respective field.
As a family office with an inherent understanding of a client's business and financial goals, TwinFocus is in the unique position to analyze the expected market, financial, tax and operational implications of a merger, acquisition or other transaction. With this background – and a global network of entrepreneurs, private equity partners, banks and other preeminent professionals in their respective fields – TwinFocus successfully fulfills functions traditionally executed by an investment bank while streamlining decisions and ensuring they're made in a client's best interest.
"Everything we do revolves around what's best for our clients. And incorporating world-class corporate finance capabilities into our family office solution is a huge value-add, especially for the entrepreneurs who comprise a meaningful portion of our client base," said Paul Karger, Co-Founder and Managing Partner of TwinFocus.
Advising on Markerstudy Group's recent acquisition of Co-op Insurance exhibited the value and efficiency that TwinFocus provides for clients through a formalized M&A Advisory offering. After opening a London office in October, with Markerstudy as its founding client, the firm helped orchestrate the acquisition which closed on January 18. As a result of the transaction, TwinFocus will be advising on an additional approximately £1 billion of associated assets.
As an increasingly important asset class in a wealthy family's portfolio, TwinFocus' expanded real estate advisory practice supports clients across all real estate sectors so they can address even the most complex decisions with confidence. This includes advising on the tangible and intangible contributions that real estate can offer in the construct of a well-diversified portfolio by aligning real estate strategies with the broader objectives of a family.
William Ward joins TwinFocus as Managing Director to lead the firm's real estate advisory efforts. Prior to joining TwinFocus, Wil was a managing director at Kimberlite Advisors where he was involved in a range of real estate advisory and capital raising transactions involving developers, owners and operators of real estate assets across multiple sectors. Before that, he held roles in the real estate principal investing business of Lazard Alternative Investments at both the fund management level and working with portfolio operating companies.
Wil also served as an Officer in the United States Army, serving in leadership positions both domestically and abroad. He earned a BSBA degree in Finance from Boston University and an MBA from Columbia Business School where he studied Finance and Real Estate.
Wil is the latest addition to the team of multidisciplinary experts at TwinFocus that power its unique, integrated approach to wealth management. This team is already intricately involved in complex real estate decisions, from realizing the tax benefits of Qualified Opportunity Zones, to investing in multifamily housing, to building or buying personal residential properties. Wil's experience and the launch of a formal real estate practice under his leadership adds another valuable component to the comprehensive and integrated management of client portfolios.
TwinFocus is a premier boutique multifamily office for global ultra-high net worth professional investors, entrepreneurs, their families and other professional investors looking to preserve, enhance and transfer wealth across multiple generations. The firm's proprietary total balance sheet approach and direct investing platform incorporate the nuances and complexities of all family members, and integrates all aspects of Tax, Legal, Investment, Philanthropic and Intergenerational Planning in its tireless pursuit of establishing enduring legacies. Headquartered in Boston with an office in Mayfair, London, TwinFocus oversees almost $6 billion of assets and manages diversified investment solutions that include exclusive access to unique direct investments in private equity and real estate. For more information visit www.TwinFocusCapital.com.
TwinFocus announced the launch of formal merger and acquisition and real estate advisory services for its global ultra-high net worth client base.


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Jorma and Jack are gonna get a kick out of this thread.
I was a total Jorma acoustic freak when I 1st got into guitar; I even love his voice. Too Hot to Handle is one of my favorite albums; but its not most folks idea of party music. Of course I would play it enthusiastically at parties, right after Flashlight and Low End Theory. Jorma/Jack had a loyal following, mostly folks who really appreciate musicianship I presume though.
Second) A friend of mine went to Choate prep school. I was raving about Hot Tuna one night and he said, "those guys just played at our school". He said of the folks that actually showed up, few remained for the entire show. Granted this was years ago and probably a trough in their popularity, but still.
Jorma's reply to Hot Tuna Tribute Bands? "Who knew?"
Jack's was "Lordy, Lordy, Lordy!"
I know also know LeGuyader from years past. We've jammed together at times on Dead and he also discussed back then with me the Hot Tuna band idea but nothing came of it then. Which is for the best, you're a far better Rev. Gary Davis fingerstyle player than I!
For a while, another bassist friend of mine and I played around with an acoustic Airplane/Hot Tuna band we'd tentatively named Jefferson Tuna. We actually worked up a couple of sets but neither of us were serious about it and so it just sorta fizzled out.
A high school guitarist friend of mine put together a band in southern FL called Not Tuna. They gigged it regularly until he died a couple of years ago.
I'm with Ben - if you tell me when and where you're gigging, I'll come! Just don't use Facebook only (I'm not and will never be on it).
Just caught them in Ithaca last month. Good as usual, it was just the two of them this time. Jack had this huge acoustic bass- almost Mariachi size. Didn't quite sound like him (with his usual Epiphone), it was less edgie- almost got lost in the mix at times. And when you get lost in the mix of you and one other guy... that's just not right.
Sat., June 9 at Slater Run Vineyards, 1-4 p.m.
Sun., July 21 at Slater Run, 1-4 p.m.
Sat., Aug. 3 at Slater Run, 1-4 p.m.
Sat., Sep. 14 at Slater Run, 1-4 p.m.
Sat., Oct. 12 at Slater Run, 1-4 p.m.
Will update with any new dates.


The BA (Hons) Events Management balances a range of business and event subjects to ensure graduates have the skills to find employment in the event management industry.
On successful completion of the degree, you will graduate with a broad understanding of, and experience in, organising and supporting events, as well as a qualification respected by employers in a range of industry sectors.
All students are required to complete a dissertation or research and plan a new business venture.
The university's resources such as the virtual learning environment (VLE) mean I can complete the degree much faster than with the Open University, allowing me to get back into employment quicker. It was the natural progression from the HNC Administration and Information Technology course I completed and my hospitality background.
Haley Kirby is studying in her second year of the BA (Hons) Event Management at our Moray College UHI campus.


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Local 1998 Fights Financial Award...»
Local 1998 Fights Financial Award Abuse by Management
Imagine your collective bargaining agreement had language calling for workplace financial awards be distributed "fairly" for bargaining unit employees. How do you measure fair? Or more importantly, how do you enforce fairness? Prior to such language in NFFE Local 1998's contract, Management Passport Services in the Department of State had long favored itself with regards to financial awards – doling out significantly larger portions to managers rather than the bargaining unit employees.
With contract negotiations opening up in 2009, the bargaining team knew they had to build language on awards parity into the awards article. Led by Chief Negotiator Steve Flory, the Local 1998 bargaining team delivered a new contract. Significant additions included promised a fair distribution of the awards system for all employees, as well as awards data to verify parity.
In April 2011, with the prior year's awards data late by several weeks, Local 1998 President Rob Arnold requested the 2010 agency statistics. The Agency provided only the amounts for employees, but not managers. Possessing only half of the two-part equation it was supposed to monitor, the Local prepared to take the omission to a hearing.
The arbitration was narrowly avoided when, in 2012, the agency finally turned over the remainder of 2010 awards figures. A review of that data showed that employees were much less likely to receive an award than managers. In some offices, to be a manager was to automatically receive an award.
The average manager's award in some offices was twice as large as the typical employee's. Quality Step Increases (QSI), which carry more value over time, were disproportionately going to managers. This QSI imbalance impacted not only employees, but the taxpayers; a QSI to a highly-paid official is more expensive than to a lower-grade employee.
Though the 2010 awards data had just come in to resolve the previously-filed grievance, the 2011 data was now tardy, as well, so Local 1998 filed another grievance. A Local 1998 team headed by Paul Barton spent hours tallying up awards amounts, much of it on their own time.
The matter went before an arbitrator in the summer of 2013, and the Union prevailed. The arbitrator ordered instructed both sides to find a mutually-agreeable resolution.
Though it took months, the Union was able to finally arrange a meeting with the agency. Immediately after the initial meeting, the agency claimed that the Union agreed to a $20,000 settlement that would suffice for all wrongs (meanwhile, actual damages from misappropriated awards were in excess of $1 million, without factoring the long-term benefits of QSIs). It was clear that a "mutually-agreeable resolution" was not in the near future.
By 2014, passport employees were still waiting their belated awards recognition. With the two sides unable reach agreement, the arbitrator requested that each side make its case for what the appropriate remedy should be.
The Agency now surprisingly claimed that the award amounts it had previously provided for 2010 were inaccurate; that the totals for 2010 and 2011 were actually only a fraction of the half-million dollars it handed out other years. Thus, it argued, the amount of money needed to correct the imbalance was also much lower. The Agency further argued that any time the Union did not file a grievance (as was the case with prior years' awards) was an acknowledgement that Management was following the contract.
It did not take long for the arbitrator to make clear that the agency was the loser of the arbitration and would be held accountable for the arbitration costs as prescribed in the contract. The matter of the awards statistics, though, was a tougher nut to crack. Local 1998 President Arnold pointed out that his 2010 award amount, dug up from an old bank statement, was for a dollar amount the agency's "corrected" set of figures said was never handed out.
Still insisting that the data showing a small disparity was accurate, the Agency challenged the Union to bring in an observer to verify the data contained in its electronic performance record-keeping system. Philip Snodgrass, the late NFFE Associate General Counsel, volunteered to be the Local's observer. The day before Snodgrass was due to arrive at the Agency, Management representatives stated that new details cast doubt on their "corrected" set of numbers. The Agency agreed that the original set of data was correct, after all.
The agency had finally run out of tricks, and the arbitrator moved ahead in awarding NFFE Local 1998 bargaining unit employees a sum of $125,000 to correct award imbalances for 2010 and 2011. Further, it was determined that the agency was to give 25 current bargaining unit employees QSIs.
"While we have spent years getting to this point, the fight is not yet over," said NFFE Local 1998 President and National Vice President Rob Arnold. "The 2014 awards data has been released, showing the same inequality towards employees that previous years did. Local 1998 has been forced to file yet another grievance to correct the disparity. We hope the Agency willingly abides by the contract and commits to awards fairness."
NFFE Local 1998 is the national Local representing employees in the Department of Passports & International Travel within the Bureau of Consular Affairs of the Department of State at Passport Agencies across the country.
Local 1998 members fighting for federal employees on Capitol Hill last fall
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Home Archived Helping Women's Voices Be Heard, with Guest Pat Lynch on Life Changes With Filippo – Radio Show #151
Helping Women's Voices Be Heard, with Guest Pat Lynch on Life Changes With Filippo – Radio Show #151
She Gives Women a Voice… And/Or Helps Their Voices Be Heard
Pat Lynch, the founder and President of WomensRadio and WomensCalendar, produces media and provides media services for women. As part of the service package, she also provides press releases through PressYour Point and audio communication through Audio Acrobat. Pat founded Women's Online Media and Education and Educational Network (WOMEN) in 1996 in order to produce WomensRadio.com and WomensCalendar.org.
When asked what had promoted her to found this company, she said it was "to give women a larger voice over a broader geographic basis." At that time, and actually still today, both radio and TV are controlled by a "handful of men who choose who gets on and whose message gets heard." Especially now, after all of the consolidation of stations, there is little, or no, diversity of opinion. She, therefore, saw WomensRadio as a crucial element in making certain that women had a voice and were heard. Pat went on to say that, "since the business and financial world was created by men, it is logical that they are still in control of its media."
Women have not made great strides in the media industries nor in their management, and, as a consequence, few have been mentored or coached. Pat learned a great deal about launching alternative media when she worked with Ted Turner in Atlanta, at a time she was running her first PR and advertising firm. "With the consolidations, there is even less interest in talk radio than there was before, and, in part, this is due to its expense. The web has opened the door to expansion of new voices," Pat said , and she is preparing to walk through that door. One of her goals is to syndicate to "real radio" where programs can be heard over the traditional air waves, so that more women's voices can be heard.
She now has a radio "Hub," on the World Wide Web. Coming soon will be the WomensRadio "Channel," another Web-based technology that will deliver a number of radio programs in a special file to thousands of other Web sites, including those of real radio. The next step is to negotiate with "real" radio to syndicate on aire programs for their audiences. "We will be using an advertising model that will allow us to negotiate the amount of commercial time the program retains," Pat said. "Bartering" with the stations for commercial time is the usual method of "deal making" in placing syndicate programs into real radio. With current stats for women using media plus the statistics that are provided by her AudioAcrobat program, she will have concrete information to demonstrate the power of the women's market.
Pat numbers among her clients over one-half a million women most of whom own their own businesses or are actively involved in corporations, government, non-profits, or educational institutions. Her media regularly acts as a Media Sponsor for large women's events such as the California Branch of the American Association of University Women (AAUW) which has one of the largest memberships of women in California and which has 180,000 members across the United States. Actually, you are likely to find that Pat is the 1 sponsor for any event that she believes will truly benefit women. For example, she sponsored the last California Governor's Conference which attracted some 12,000 people, and although not as large, the just as powerful Professional Business Women's California Conference which drew a crowd of some 6,000 attendees, and smaller new events such as "Powerful Outrageous Women," sponsored by Sony Metreon or the "Executive Symposium for Women Business Leaders," sponsored by Employee ROI to give women an extra boost to the Boardrooms.
The growing worldwide interest in the international thrust of women business owners was spotlighted by a program originating from Canada, "Women trading Globally" for which she was also the sponsor, and when the National Women In Business Expo (some 5000 are expected to attend) is held in Toronto in September, her media will also be the sponsor of that event, too.
After learning about her organization's sponsorship of these major events, we asked Pat just what "sponsorship" meant. "Well, corporations generally buy media time, but we give these organizations the time or trade space in exchange for covering the event." Obviously, both parties to this exchange profit. The programs are promoted to hundreds of thousands of women leaders while Pat's media gets an on-the-ground presence.
To learn more about Pat Lynch and Women's Radio, Visit www.WomensRadio.com
Reconnective Healing Yoga, with Guest Fernanda Delgado on Life Changes With Filippo – Radio Show #150
Meditation Through Technology, with Guest Jon and Arlene Jackson on Life Changes With Filippo – Radio Show #152
Gift Giving From The Garden, with Guest Christy Wilhelmi and Musical Guests, Burbank High School's Gentlemen's Octet, and Sirens on The LIFE CHANGES Show #508
Heidi Houston and Marc Bennett on Life Changes with Filippo – Radio Show #211
Full Steam Ahead with Guest Matt Yang King and Musical Guest Maya McClean – Show #418


Hear Ye, Broadway! From the co-director of The Book of Mormon and the producer of Avenue Q comes something original... something fresh... Something Rotten!, a world- premiere musical comedy about the musical comedy that started it all. Welcome to the '90s — the 1590s — long before the dawn of premium tickets, star casting and reminders to turn off your cell phones. Brothers Nick and Nigel Bottom are desperate to write a hit play but are stuck in the shadow of that Renaissance rockstar known as "The Bard." When a local soothsayer foretells that the future of theatre involves singing, dancing and acting at the same time, Nick and Nigel set out to write the world's very first MUSICAL! But amidst the scandalous excitement of Opening Night, the Bottom Brothers realize that reaching the top means being true to thine own self... and all that jazz. With its heart on its ruffled sleeve and sequins in its soul, Something Rotten! is an uproarious dose of pure Broadway fun and an irresistible ode to musicals — those dazzling creations that entertain us, inspire us and remind us that everything's better with an exclamation point!