Why do so many well-resourced, historically strong companies fail to keep pace with digital-native challengers?
The failure stems partly from how hard it is to walk away from a successful business model. But there's another, subtler reason: The new disrupters know more about customers, because they have access to better data.
To build effective new business models that take advantage of digital technology, older companies need to agree on the way forward, adopt new performance metrics, and rebuild their supplier, distributor, and partner networks.
As automation and digitization transform the economy, well-resourced incumbents in industry after industry are losing out to upstarts. Traditional retailers that have entered the e-commerce space appear no match for digital-native Amazon. Electric-vehicle sales at the world's most storied automotive companies consistently trail Tesla's. And even after substantial investments in technology, no taxicab consortium has been able to fend off Uber's attack.
Why is it that so few of the powerhouses of the 20th century are leaders in the new data-driven world?
The three of us have been exploring that question in a course called "The Industrialist's Dilemma" that we teach at Stanford University's Graduate School of Business. Part of the answer has already been suggested by Clayton Christensen and other business scholars. All companies' internal systems—their metrics, resource allocation processes, incentives, approaches to recruitment and promotion, and investment strategies—are set up to support their existing business models. These systems are generally well established and extremely difficult to change, and they often conflict with the needs of digital business models.
But the CEOs we interview in the classroom pinpoint a different challenge—one that arises because of how value is created in a digitized economy. Many of the most successful business models of the 21st century are built on being able to reach into peoples' lives, using software that generates information on customer habits and patterns of usage. These digital relationships provide a new level of intimacy, allowing firms to personalize their offerings and better orchestrate how they serve customers.
Most older companies, however, struggle to take advantage of the opportunity to extend their relationships with customers, because they're constrained by their existing value chains. A network of partners with fixed ways of doing business presents an external challenge, even if the internal challenges that go along with business model reinvention can be overcome.
Firms that have had relatively stable relationships with suppliers, competitors, collaborators, and customers for many years can't easily shake up those networks. But doing so may be essential for long-term survival. To better understand why, let's take a deeper look at ways in which the digital era has changed how we create and capture value.
Uber's success is not a story about big data. It's a story about small data obtained directly from customers in a new way. Uber realized that it didn't need to amass and analyze vast amounts of information about taxi usage; it simply had to capture the most meaningful piece of information about users at exactly the right time: where a potential rider is located when he or she needs a ride. And the company knew it could learn that if it had access to the customer's cell phone. Afforded such access, Uber could make a rider's experience easier and more convenient than taxicabs did.
Many of today's most iconic companies share a similar story: Their success is built on an ability to reach further into a customer's world than competitors do (or than anyone could have 20 years ago). The clearest examples are in the realm of connected devices. Tesla equips its cars with sensors and software to understand how customers drive and to offer them autopilot functions. Nest sells "smart" thermostats, smoke detectors, and video cameras that keep tabs on what's happening in users' homes in order to improve energy efficiency and safety. General Electric is reaching into its customers' industrial sites to monitor assets in real time, providing service alerts and changing maintenance schedules according to data gleaned from embedded software.
But it is not just connected products that enable companies to extend their relationships with customers. Consider Netflix: By instrumenting its apps to detect everything from where customers are geographically to when viewers stop watching a movie, the company is able to understand people's preferences intimately. The streaming-media giant uses this knowledge to provide timely recommendations and to source—or even create—content that people will love.
23andMe, a provider of genetic testing, also takes customer relations to a new level. Instead of simply sending test results to doctors and hospitals, as most labs do, 23andMe maintains a connection with clients, periodically sending them questionnaires, creating a community through online forums, and pointing people to relevant information about their health and genetics. Such ongoing engagement allows 23andMe to conduct innovative research while spending far less than competitors and continually gaining insights to share with clients.
The ability to connect more personally with customers creates immense opportunity for companies to capture data about the market, supply new products and services, and build extremely defensible network effects and feedback loops. But transforming a customer relationship is not simple; it often requires doing things differently up and down the value chain.
Most corporate strategists fail to grasp that software alone won't transform their business model. Each of the aforementioned companies leverages software in innovative ways, but each also changed how products are distributed and serviced—and even how input materials are sourced.
Let's return to the example of Nest. Cofounder Tony Fadell told our class that an early differentiator for the company was that it chose to market its first product, the Learning Thermostat, directly to homeowners for do-it-yourself setup, bypassing the typical distribution and installation channel—professional contractors. Why does that matter? Nest's team knew that only a small fraction of thermostats were ever programmed to adjust a dwelling's temperature depending on the time of day, the day of the week, and the season—the process was just too complicated. To deliver on the promise of a thermostat that would actually program itself, Nest had to enable the device to learn the customer's temperature preferences and schedule. And for the software to work best, the team needed to create user profiles, ensure that the thermostat was connected to a home's wireless network, and confirm that the customer had the Nest mobile app on his or her phone.
Approaching product sales and installation differently made this possible. Without contractors in the supply chain, Nest could develop a user-friendly product from which customers could easily derive value. The company's decision to abandon the traditional distribution channel committed the team to building a strong retail strategy and a consumer-facing brand. But it disadvantaged professional installers and challenged the existing ecosystem.
As the case of Nest shows, when companies use digital technologies to form new relationships with customers, software development is only part of the process. Sometimes this is because companies seek to change customers' behavior at various points in the customer journey. Sometimes it is because delivering value involves using the data collected to supplant former partners. In either situation, business models and channel strategies must change in unison—requiring tough decisions that can upset long-standing partners.
In some circumstances, the shift from an industrial to a digital setting has even more radical consequences for partnerships than what we saw in the Nest example.
To understand why, we need to take a brief detour, to look at what scholars understand about how transformative innovations emerge and evolve. Clayton Christensen, drawing on the work of Alfred Chandler and other business historians, has observed that the need to restructure the extended value chain is common when major innovations are introduced—not just because business models are often in flux, but also because innovative product designs are still emerging. Early in the life of a new product, the inventors don't have a deep understanding of how to optimize different components of an innovation relative to one another. The first automobile manufacturers, for example, needed to maintain tight control over research, design, and manufacturing. Changes to one part of the car often meant changes throughout the automobile. For that reason, product development required an interdependent network of partners.
Over time, as more standard design architectures emerged, companies developed a sophisticated understanding of how the different components worked together—how transmissions relate to batteries, for instance, and how batteries relate to electrical systems. Components and subsystems could then be modularized. Today traditional automobile manufacturers have the luxury of allowing innovation to occur at the subsystem level; next-generation products will plug in easily to most car platforms. Such broad scope for independent partner activity is typical of mature technologies and mature industries.
What's Different About Today's Information Technology?
Far more born-digital companies replace incumbents now than was the case a generation ago. That's because the nature of IT innovation has changed in fundamental ways.
In the 1990s most IT inventions (and investments) were designed to support large organizations' internal processes. Businesses like SAP, Oracle, and IBM were all about helping corporations operate more efficiently. At the time, infrastructure and applications were expensive and inflexible. It was easier to focus on automating processes than on disrupting how client businesses made their money. For those reasons, the first generation of IT benefited large organizations more often than not (although the displacement of employees caused some pain).
Today incredible improvements in the price and flexibility of IT infrastructure have aided newcomers across industries, enabling them to use technology to create businesses with operating models entirely different from those of their 20th-century peers. Further, the spread of the internet into our homes and onto our mobile devices has made it easier for digital innovators to reach customers directly. These innovators seek to displace rather than support legacy organizations—making it critical that older businesses pay close attention to what's changing and adapt when necessary.
Let's assume we accept the first two points in this discussion—that advances in computing and communication allow businesses to extend their relationships with customers, and that taking advantage of these digital technologies requires companies to create a more interdependent architecture for the innovation. Then the implications become clear: Companies of all varieties will need to reshape their value chains. And sometimes this change will impact longtime partners in unfavorable ways.
Netflix, as we mentioned earlier, monitors everything its customers do and uses that information to power decisions ranging from content recommendations to content sourcing. But to do this effectively, it needed new ecosystem partners with compatible goals: content owners looking for "long tail syndication" (like the BBC), distribution vendors (like Amazon Web Services), and platform partners that would enable the instrumentation of applications (like Apple and Google).
Sometimes existing partners are eager to reinvent themselves. Sometimes they can be financially motivated to adapt to a company's new needs. But just as often, they have business models that are too difficult to change. Waiting hopefully for partners to catch up can jeopardize the long-term viability of a business. There's no easy way to manage the transition from one business model to another, but over the past year, we have observed a handful of best practices among the companies most successfully navigating this environment.
Establish what you must do.
We've heard again and again from senior leaders about the importance of understanding what is needed to deliver value to their customers over the long run.
Reasonable people may argue about what the world will look like in the near term—or even the medium term. Fortunately, most rational executives can agree on the macro trends that will affect their industries over an extended period. By extrapolating from those trends, it's possible to come up with a thesis about how customers will consume products in the future. Deciding on the company's next steps may not be easy, but agreeing on the long-term predictions for the industry, the role the company can play under those scenarios, and the likely role of your partners is the way to begin making the necessary changes to take advantage of digital.
Consider one of the most prominent examples of digital transformation: General Electric. In 2008, when the company's senior executives met to discuss their long-term vision for the company, they all agreed that industrial machines would soon be affected by the internet. They also agreed that once industrial assets were connected, the software could easily become the most differentiated part of a machine's offering, in much the same way that it had with personal computers. The timeline was open to question, but focusing on this inevitable change in industrial operations gave GE a polestar. It allowed the company to clearly outline expectations for employees and partners, and even to guide customers. For instance, the expectation that a singular data platform would be necessary to unify a company's industrial assets pointed GE to a future where it would provide software directly to customers instead of relying on system integrators to deliver it in a piecemeal fashion. Such clarity about what lay ahead also prompted company executives to continually question whether the decisions they were making were in the organization's long-term interest.
In the 20th century, delivering value to customers across the globe was difficult. Consider the hurdles Procter & Gamble faced in selling soap. Developing sufficient production capacity cost huge amounts. Setting up a global distribution network required mastery of complex operations. And hiring, training, and supervising a geographically diverse network of employees was enormously difficult. Today those processes are easier, but production is not infinitely scalable, distribution networks still need to be built, and managing a global workforce remains a challenge.
For digital businesses, however, offerings scale easily and cheaply. With some minor investments in language localization, software can extend immediately to any corner of the globe. Once an initial investment has been made in harvesting data and building the software system, it's possible to service customers anywhere at no incremental cost. That scalability alone is a game changer.
In an era of industrial production, it was often possible to learn your competitor's secrets. If a business had a proprietary production process, for example, a competitor could hire away a senior engineer. Data-intensive businesses, however, are inherently easier to defend. In the case of General Electric, for example, the company's maintenance software leverages trillions of data points to make predictions about future performance. No single person could possibly memorize the data or the rules that govern the system. Although someone might be able to replicate the prediction algorithm, without the petabytes of training data it would be impossible to deliver the same value to customers.
For a company such as Netflix, which has been monitoring the likes and dislikes of customers for years, it's easy to build a basic recommendations algorithm. But Netflix's algorithm would not be impressive if it had stopped at iteration number one. Instead the company continually monitors what movies it recommends within categories and how people react. It uses the new information generated—whether a prediction was right or wrong—to augment and update the software. Over time, with each prediction, Netflix is able to grow its data set and deliver ever-greater value to customers. Many information-enriched services share this characteristic of constantly improving with incremental use.
As business leaders everywhere start to deal with the pressures that digital change can bring, establishing some type of polestar is invaluable. If you know the direction in which you must move, it's much easier to decide when it's critical to disrupt your partners' legacy ways of doing business.
For many of the world's most successful businesses, the gauges of success have been in place for decades. Often these metrics—whether they're directed at internal employees or at external partners—focus on profitability or top-line revenue. Such output-based metrics are wonderful for mature businesses but less relevant in situations of digital innovation. A key factor in managing digital transformation is changing performance metrics to better highlight the failures of status quo operations and to support risk taking and experimentation.
Consider Ford Motor Company. When Mark Fields, Ford's CEO, joined one of our recent class sessions, students repeatedly asked about the risks automotive manufacturers face with autonomous vehicles. Fields acknowledged that the topic is a big one at Ford. Executives want to be ready to embrace new service and distribution paradigms that driverless cars might enable (paradigms that might upset a network of legacy partners). To that end, Ford has moved away from assessing executive performance largely on the basis of units sold annually; the company now also factors in the miles that are driven in Ford vehicles. Whether the company sells more new cars (the traditional measure of business performance) or increases the lifespan of existing vehicles (a metric that benefits few in the ecosystem beyond car owners), Ford executives will still be delivering toward their goals.
When the metrics change significantly, they can highlight and reinforce behavior that supports a company's digital strategy. As an example, Kaiser Permanente now pays less attention to common metrics such as hospital and doctor utilization within its network; instead it's focusing on maximizing "healthy life years" for patients. The emphasis on this new metric is helping the organization prioritize partnerships with wellness and technology companies over the hiring and optimal deployment of medical personnel.
Create commercial opportunities for partners.
It's not possible to avoid adversely affecting some of your ecosystem partners. HBO might have to go around a cable company's set-top box and deliver apps directly to consumers. Chanel might have to build digital storefronts that threaten generations-old retail partners. General Electric or Siemens might offer software that competes directly with products from IBM, Accenture, and PTC. But as Patrick Collison, the CEO of the payments company Stripe, pointed out to our students, digital is not a zero-sum game. Stripe has been successful at partnering with existing financial institutions across the industry. Why? Because by decreasing the friction associated with building digital payment solutions, Stripe can help drive far more transaction volume through its partner institutions even while claiming its own small share of the market.
Where possible, it's vital for firms to create new opportunities for both themselves and their partners. As the overall economic pie gets bigger, firms can offer more—albeit smaller—pieces to others in the value chain. So while Accenture or A.T. Kearney might lose some systems integration revenue as GE starts delivering more standard software, GE makes a point of suggesting how everyone can benefit economically from this new way of doing business. For example, GE Digital's CTO, Harel Kodesh, regularly speaks with stakeholders about what the company is focused on and where it hopes partners like Accenture and A.T. Kearney can create applications.
Similarly, Kaiser Permanente is putting incentives in place to drive innovation in telemedicine. Visa is offering fraud-detection algorithms to affiliated developers. Whatever your business, creating commercial opportunity for your partners is a powerful tool in helping them embrace your vision.
Establishing a polestar, changing performance metrics, and creating opportunities for partners can make it easier for industrial-era companies to manage the change to new, digital-enabled business models. But we don't mean to suggest that these transformations will be straightforward or pain-free. Companies will have to make difficult decisions that leave members of their legacy ecosystems behind. Some partners will necessarily turn into competitors. Others may simply become obsolete. But if business leaders can acknowledge that digital requires changes beyond software—and often beyond the direct control of their business—the opportunities are enormous.
A version of this article appeared in the November 2016 issue (pp.68–74) of Harvard Business Review.


Plants filamentous, irregularly branched, either monopodial or sympodial. Cells of the central axis each with a verticel of three whorl branchlets: axis with or without rhizoidal cortication. Tetrasporangia borne on the proximal cells of the whorl branchlets; spermatangia formed on apical cells of the whorl branchlets; procarps formed near the thallus apices, in the place of a whorl branchlet; carposporophytes with several gonimolobes, without special involucral filaments, but enclosed in whorl branchlets. Seventeen species are currently recognised (Guiry & Guiry 2015), of which two are found on the south coast.
Guiry, M.D. & Guiry, G.M. 2015. AlgaeBase. World-wide electronic publication, National University of Ireland, Galway. http://www.algaebase.org; searched on 26 November 2015.


De La Rue, the world's premier security solutions provider, is pleased to announce that it has signed a five year contract with the General Authority of Zakat and Tax (GAZT) in The Kingdom of Saudi Arabia to implement and operate a digital tax stamp solution for all tobacco products and soft drinks sold in the Kingdom.
The award reflects continued progress in De La Rue's strategy to transform the Group into a less capital intensive, more technology led business. With this contract, the previously announced contracts in the UAE, the UK and Europe, together with the ongoing existing business, De La Rue expects to double its Product Authentication and Traceability business within the next three years.
Under the agreement, De La Rue will implement its DLR Certify™ digital system to track and trace excisable products, starting with cigarettes. This solution will ensure that the country has a robust excise tax scheme in place and is tackling illicit trade directly. In parallel, it ensures that The Kingdom of Saudi Arabia complies with the World Health Organisation's Framework Convention for Tobacco Control.
The system will be delivered in May 2019 with marked cigarette products arriving in the Kingdom from August 2019 onwards; other tobacco products and soft drinks will follow on through to early 2020.


Who should pay for Rachel Notley's tax grab asks one local reader.
Who should pay for Rachel Notley's tax grab?
When I was in school a couple of years ago (okay, okay, a few decades ago) and a boy was being bad in class, the whole class was punished. I didn't like it then and I don't like it now.
Albertans are being punished for gas emissions produced by the oil and gas industry, the coal industry and even for cows farting.
How about all the bad air created by politicians flapping their lips? If the gas emissions are created by certain industries, they should be punished/taxed, not the rest of the class.
Furthermore, the oil and gas industry and the coal industry have been doing a very decent job at eliminating gas emissions. As for the cow farting issue, I don't know much about it yet but I will look into it and report my findings to Rachel Notley and the new Prince of Ottawa.


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SD Mines graduate generates power using microbes
By South Dakota School of Mines & Technology | August 30, 2018
Namita Shrestha is the first graduate of a new Ph.D. program in Civil and Environmental Engineering at the South Dakota School of Mines & Technology. Her work involves harnessing clean energy for widespread use. Shrestha's research centered around a set of microbes, initially discovered in the Sanford Underground Research Facility, in Lead, South Dakota, that generate electricity in a similar way to electric eels.
Shrestha's thesis focused on maximizing the efficiency of what's known as bioelectrochemical systems. By understanding the right combination of microbes and materials it's possible to harness clean energy for widespread use in various applications.
Possible outcomes of Shrestha's research include new ways to generate electricity and treat solid waste during NASA space missions, the ability for a wastewater treatment plant to help generate electricity while turning effluent into clean water, a new way to clean saline wastewater generated in oil drilling operations, and better ways to turn food waste, such as tomatoes and corn stover, into electricity.
"Our project demonstrates a potential for sustainable waste treatment and clean energy production," says Shrestha.
Shrestha studied under Venkata Gadhamshetty, an associate professor in the Civil and Environmental Engineering Department. "Namita is a diligent worker. She quickly evolved as a model for many other graduate students. Her strong publication record demonstrates her potential to emerge as a star researcher. She has a potential to evolve as an independent researcher and a good teacher," says Gadhamshetty.
"I would like to express my sincere gratitude to my adviser Dr. Gadhamshetty whose guidance helped me during the entire course of my Ph.D. research. My sincere thanks also goes to the entire Civil and Environmental Engineering faculty and all my colleagues in Dr. Gadhamshetty's research group," Shrestha adds.
The graduation of the first Ph.D. from this new doctoral program at SD Mines is a milestone for the university and the Department of Civil and Environmental Engineering. "Dr. Shrestha's work is a fine example of the exciting and beneficial research being done by graduate students and faculty at SD Mines," says Dean of Graduate Education Maribeth Price.
"This milestone shows the potential for on-going research at Mines. We're proud of Dr. Shrestha's accomplishment and we are excited to see the progress in this field of study. This is the type of research that has potential to spin-off into local industries and start-up companies," says SD Mines President Jim Rankin.
Shrestha has accepted a position as lecturer at the University of Wisconsin-Platteville.

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Authenticity of host can't be established; can I add a key or something? So I get this message sometimes when SSHing to my home machine from my work machine:
The authenticity of host '172.20.60.172 (172.20.60.172)' can't be established.
RSA key fingerprint is 16:45:fb:04:f1:96:66:5a:6a:d8:e7:4c:f2:71:8c:ae.
Are you sure you want to continue connecting (yes/no)? yes
Warning: Permanently added '172.20.60.172' (RSA) to the list of known hosts.

I understand what the message means and the reason for it; I DO NOT want to disable it.  My home machine's IP address changes frequently for reasons beyond my control (there is no way to give it a static IP, so don't ask).
Is there some key or fingerprint or something I can add to my local SSH config so that no matter what IP address I'm connecting to, if it sees that fingerprint (which never changes), it says "Ah, I know that fingerprint" and is okay with it? Or am I simply doomed to the immeasurable inconvenience of having to type "yes" once in a while?

redpajama_set_name: RedPajamaStackExchange


text:
Popular Loveland restaurant closing its doors
Toot's closing sometime this week
Updated: 1:26 PM EDT Apr 24, 2017
Brian Wiechert
A popular Loveland eatery is closing its doors, citing the restaurant owner's health as the reason for closure. Toot's, in the 12100 block of Montgomery Road, is closing its doors for good sometime this week. "It's been a pleasure to be a part of this growing community, and we'd like to thank all of our loyal partners for your continued support for the last 22 years," restaurant owners said in a statement. News of the restaurant's closure was made public Monday. It is unclear what health battles the owner is facing.
LOVELAND, Ohio —
A popular Loveland eatery is closing its doors, citing the restaurant owner's health as the reason for closure.
Toot's, in the 12100 block of Montgomery Road, is closing its doors for good sometime this week.
"It's been a pleasure to be a part of this growing community, and we'd like to thank all of our loyal partners for your continued support for the last 22 years," restaurant owners said in a statement.
News of the restaurant's closure was made public Monday. It is unclear what health battles the owner is facing.


text:
After the Storm: Hurricane Clean Up
September 9, 2016 | General Information
The Daunting Task of Debris Removal after Cyclonic Storms
It is hard to wrap your mind around the scope of hurricane clean up.
At first, just surviving day-by-day, crisis by crisis takes everyone's full attention after a hurricane. Then reality sets in. Rebuilding cannot begin until the rubble left behind is removed.
What do you do with the great piles of rubbish created by a major storm?
The Debris Crisis
The sheer size of debris created by strong tropical storms and hurricanes seems insurmountable.
Powerful hurricanes destroy property and landscape by fierce winds, violent tornadoes, flooding rainfall, storm surges, and pounding waves. As the storms sweep inland, they grind vegetation, vehicles, and weaker structures into splintered rubble.
Hurricane debris includes all types of building materials, electronic devices, furniture and household items, major appliances, personal items, road surface materials, and just plain trash like spoiled food. "Green waste" consists of shredded and broken grass, plants, shrubs and trees. Hazardous waste from asbestos, chemicals, cleaning supplies, insecticides, oil, paint, and the like require special handling and care.
These figures reveal just an inkling of the overwhelming task of hurricane clean up:
Hurricane HUGO smashed ashore in Charleston, North Carolina in 1989. Hugo toppled 80,000 trees in Charleston. Hugo produced 18 million cubic feet of debris in Charleston— an estimated 200,000 dump truck loads.
In Mecklenburg County, North Carolina— 200 miles from Charleston— Hugo created over 400,000 tons of shredded trees, shrubbery, and landscaping— ten years of green waste generated in just three hours! It took 16 months to complete mulching the vegetation as part of the hurricane clean up.
Hugo annihilated 70% of the trees on the Francis Marion National Forest in South Carolina— six billion board feet of lumber was lost.
Hurricane ANDREW shattered Dade County, Florida in August 1992. Andrew generated 387 million cubic feet of debris in Dade County alone. Andre demolished over 150,000 homes and thousands of businesses. Dade County mulched 500,000 tons of splintered trees and wood.
Hurricane Andrew's entire debris field covered 500 square miles.
Hurricane INIKI chewed across the tiny island of Kauai in Hawaii in September 1992. Iniki produced 45 million cubic feet of debris. That's equivalent to seven years of Kauai's normal refuse collection.
Hurricane KATRINA produced a debris field covering over 90,000 square miles in 2005! Katrina generated an estimated 855 million square feet of debris. That astounding figure does not include the additional construction and demolition waste produces as a natural part of rebuilding.
Hurricane IKE generated so much debris on the Bolivar Peninsula near Galveston, Texas, that FEMA (Federal Emergency Management Agency) provided Galveston County with a $15.7 million hurricane clean up grant. (See photo above.)
Hurricane SANDY, the largest storm every recorded in the Atlantic Ocean, pounded New York and New Jersey in 2012. Sandy left 55.8 million cubic feet of debris in her wake. That is about seven years of normal landfill space.
New York debris removal after Sandy cost the city about $100 per cubic yard!
RHINO Steel Buildings: Built Strong to Last Long
Building stronger structures in hurricane-prone areas starts with sturdy, dependable, hurricane-resistant steel buildings.
Pre-engineering means RHINO steel buildings deliver strong structures built to last— even in coastal areas.
RHINO designs structures with wind loads as high as 170 m.p.h. or more for hurricane-prone regions. Our buildings will meet or exceed every present-day building code— even in Dade County, Florida— guaranteed for the LIFETIME of the structure.
Call RHINO now at 940.383.9566 for more information on hurricane-resistant metal buildings. Get a RHINO quote for your next low-rise commercial and industrial project in a hurricane-prone area.
Tagged debris removal, Hurricane Andrew, hurricane clean up, hurricane cleanup, hurricane damage, hurricane debris, Hurricane Hugo, Hurricane Ike, Hurricane Iniki, Hurricane Katrina, Hurricane Rita, Hurricane Sandy, hurricane-prone, hurricanes, hurricanes in coastal areas, metal buildings, RHINO steel buildings, steel buildings, storm clean up, storm debris


SCOM 2012 R2: Different coallation settings now supported.
With the release of SCOM 2012 R2 Microsoft has official amended the supported SQL collation settings. In the past you had to use SQL_Latin1_General_CP1_CI_AS, this was due to the data warehouse being installed with this setting by default regardless of the SQL server collation setting. This was a nice addition which has been due for a long time, having collation mismatches between your OpsDB and DW can cause a whole host of issues which are well documented.
Of course the new settings only apply to fresh installations, when upgrading the previous collation settings will still be used.
Click here for the complete supported configuration.
This entry was posted in #SQL, SCOM 2012 R2 and tagged #2012 R2, #SCOM, #SQL on May 19, 2014 by Warren Kahn.
Veeam has recently announced version 7 of their Veeam Management Pack for System Center. The most exciting new feature is the inclusion of support for Microsoft Hyper-V which has been a long awaited addition.
It is currently in public beta which does not include the support for VMware and requires Microsoft System Center 2012 and later and Microsoft Hyper-V 2012 and later.
Click here for more information and to sign up for the beta.
Support for Microsoft Hyper-V — now you get the same deep visibility with monitoring, reporting and capacity planning that you'd expect from Veeam for both Hyper-V and vSphere infrastructures.
Unique dashboards for vSphere and Hyper-V — see what's happening in your environment in real time. Get in-context views with heatmaps for visualizing multiple metrics.
This entry was posted in Management Pack, SCOM 2007, SCOM 2012 and tagged #Management Pack, #SCOM on May 8, 2014 by Warren Kahn.
This entry was posted in SCOM 2007, SCOM 2012, Troubleshooting and tagged #SCOM, #Troubleshooting on May 7, 2014 by Warren Kahn.
One of the additional features of the recent Update Rollup 2 for SCOM 2012 R2 is new widgets, these are made availible by completing the import of the new manegements packs portion of the Update Rollup process, which includes Microsoft.SystemCenter.Visualization.Library.mpb.
This article contains a list of the new widgets as well as a brief description of each. There are some welcome additions which should enable a much richer dashboard experience.
This entry was posted in SCOM 2012 R2, Update Rollup and tagged #2012 R2, #SCOM, #UpdateRollup on May 1, 2014 by Warren Kahn.
Microsoft has released version 6.5.0.0 of the SQL MP which enables the discovery and monitoring of SQL Server 2014 Database Engines, Databases, SQL Server Agents and other related components. This Management Pack is designed to run by Operations Manager 2007 R2 (except dashboards), Operations Manager 2012 or Operations Manager 2012 R2.
For more information, including a list of new features and improvements go here.
This entry was posted in Management Pack, SCOM 2007, SCOM 2012, SCOM 2012 R2 and tagged #Management Pack, #SCOM on May 1, 2014 by Warren Kahn.


1. Journey To The Future: April 27, 7 pm, Schubert Centre. Guy Dauncey, author with a positive vision of a sustainable future, discusses his latest book and provides numerous ideas of how we can act on his visions to make life much happier and healthier for everyone - grandchildren too! Discussion welcome. Bring a carload!
2. Get your Tickets TODAY! Eco-friendly Home Tour: May 6th, 9:30 am – 3:30 pm, Vernon, Lake Country, and SE Kelowna. Check out some certified net zero energy homes! Only 100 tickets are available ($25 each) at Bean Scene on March 31st and April 1st,10 am – 3 pm until all tickets are sold. For more information, email franceswarner@shaw.ca.
3.North Okanagan Naturalist Club: April 5th, 7 pm, Vernon's Village Green Hotel. Brett Ford will speak on badgers.
4. Armstrong Environmental Trust (ASET) Green Fair: April 15th, 9 am – 1 pm, at Askew's in Armstrong. It's by donation for those wishing to set up a table to sell, showcase a business, or provide non-profit-type information. Contact David at dderbowka@prsi.ca.
5. Protecting/Preserving the Shuswap River: RDNO is looking at managing motorized vessels on this river with a jet-boat near Cherryville: Check out this video! Also, let RDNO know how you use the Shuswap and your reaction to noise pollution, chemicals, and erosion on the river.
6. Myth That Pesticides Are Necessary to Feed the World: This idea is a myth, according to a new U.N. Report. It is highly critical of the global corporations that manufacture pesticides, accusing them of greed and unethical practices, resulting in "catastrophic impacts on the environment, human health and society as a whole"! We can already feed 9 billion people today, but the problem is poverty, inequality, and distribution. For the entire article, go here.
7. Toxic Chemicals on the Brain: Thursday, April 6th, 7:30 pm, Vernon's Okanagan College campus. Science in Society speaker, Dr. Lanphear, will explain how harmful chemicals impact brain development and discuss prevention. He will also discuss the pandemic of consumption. To register or obtain more information, go here. Tickets in advance are $7 from Okanagan Science Centre or Eventbrite; $10 at the door.
8. Organics: Craig of Hoisington Organic Farms was unable to be at Seedy Saturday, but if you're interested in chicken, turkey, sausages, lamb, garlic and more, check out his website and make contact.
1. Bees and Volunteer Stewardship Day: Saturday, April 8th,, from 9:30 am to noon, at the Pollinator Pasture in Brent's Grist Mill Park in Kelowna. This year, Dr. Nancy Holmes and her team of volunteers will be expanding bee-beneficial native flowers into last year's planting area, and removing some invasive weeds.
2. Kelowna's Nectar Trail: They are also directing a community native-seed growing activity supporting bees (bee streets, pollinator pathways, etc.). Nectar Trail "wannabees" are invited to attend the free workshops for this. They are on Saturday April 1st, from 1 to 4 pm, at the Okanagan Regional Library Mission Branch, 4105 Gordon Drive.
2. Safe Roads Toolkit: Here's a great document for protecting those who bicycle and walk!
2. Honey and Food Safety: Vancouver's non-profit Hives for Humanity has caused researchers to seek a means of testing to show that their honey was free of pollutants. This is valuable since urban beekeeping is expanding all over the lower mainland. And here's how the Pacific Centre for Isotopic and Geo-chemical Research (PCIGR), a testing lab, helped Vancouver's Hives for Humanity.
Pepsi's Broken Palm Oil Promise: It means loss of elephant, tiger, orang-utan and rhino habitat… Watch and share the shocking footage revealing how the world's biggest snack food companies are linked to rainforest destruction.
Action to Stop the Ivory Trade: Sign this petition to help end this practice in Europe!
The UN is battling Ocean Plastic: Sign Tyler's petition to urge Canada to help lead the way. The UN campaign calls on countries to: *Pass plastic reduction policies – Plastic bags, microbeads, disposable plastics, *Target Industry to minimize plastic packaging and redesign products, *Encourage and call on consumers to alter throw-away habits, by 2022. Here's more on the UN's War on Ocean Plastic.
2. Renewable Energy in Holland: In terms of renewable standard-setting numbers, look no further than the Netherlands! Advances there are outstripping anything done in Canada and in most countries around the world, by a country mile. Want proof? Check out these three stories (1, 2, 3)!
3. Shell's 1991 Prediction of Global Warming: You'll be surprised to learn that 26 years ago, Royal Dutch Shell made 28 educational documentary films laying out the probability of global warming, the hazards and risks associated with its evolution, and the need for action to address this now-dominant threat to the human project. And what has Shell done since? Read all about it in this Guardian piece.
1. Will Atrazine Be Banned? Banned in Europe yet still allowed here, Atrazine, a pesticide linked to birth defects, reproductive problems, and cancer, is currently under review by Health Canada. Canada's pesticide regulator has a ripe opportunity to follow the lead of Europe by instituting a ban. If all goes well, Atrazine will be shelved for good. The original piece is here. And for even more, check out this PDF!
2. Polluters Must Pay: The Nova Scotia Supreme Court has confirmed that polluters must clean up a decade-long contaminated site in Harrietsfield. With this ruling, Nova Scotia sends a strong message to those who pollute the land! While we wait for implementation of the clean-up, Nova Scotia Environment has since pledged to provide community members with water filtration systems. Stay tuned for an update in the coming weeks on this.. .Also, please help spread the word about this important case.
1. Webinar Series on Adaptation to Climate Change: Check out these lessons and experiences as countries work on their National Adaptation Plan! Watch the first in the series here.


When it comes to every aspect of Brookline real estate, Brookline Pads truly leads the way with an exciting, innovative approach that places users in the driver's seat. This real estate website, part of the Boston area's largest search portal, gives potential renters or buyers access to over 156,000 listings for houses, condos, apartments and commercial properties throughout the area. New listings constantly appear in this database every day, reflecting the vibrancy of the market it represents; buyers, sellers and renters alike converge here at this easy to use, streamlined website.
For those on the hunt for that perfect property or rental, Brookline Pads' database is completely searchable, meaning that users can customize what properties they access based on parameters such as type of property, location and price. For example, potential renters can search based on the number of bedrooms they'd like, while those in the market for a house can add criteria like the minimum and maximum amount that they'd like to pay. Only highly qualified and reputable real estate agents, realtors and property owners list with this website, which leads to a fruitful experience for all.
Furthermore, this is an excellent service for those looking to sell or those who require property management services. Given the massive online traffic that Brookline Pads attracts, as well as its reputation for being the area's most effective real estate search tool, this is the perfect place to find that ideal buyer or tenant. In a climate where there are many options for the commercial property or home buyer and potential renter, this web portal separates itself from the crowd, by making it easier than ever to fill vacancies and close deals.
Of course, at the end of the day, this website is proud to play its part in the local Brookline community because this suburb, known for its gorgeous real estate, fantastic location, charming local businesses and exceptional overall quality of life is truly something special. Certainly, people across the country are clamoring to make this their home or place of business. When it comes to Brookline Pads, potential renters, buyers, realtors and other real estate professionals have a truly indispensable resource right at their fingertips.


Kolovesi Nature Information Hut in Enonkoski.
Open from June to August.
At the Nature Information Hut you can get information on exploring the National Park, renting canoes and boats, and obtaining fishing permits and licences.
In other times of year, information on Kolovesi National Park and other nature destinations nearby can be got at Saimaa Nature Centre Riihisaari.
Most of the information is also available in English, Swedish and German.
The nearest shops are in the municipality centres of Enonkoski and Savonranta. It is about 15 km to Enonkoski from Käkövesi boat launching place, 22 km from Kirkkoranta boat launching place and 18 km from the parking area of Nahkiaissalo Nature Trail. It is about 21 km to Savonranta from Kirkkoranta and Nahkiaissalo and 25 km from Käkövesi boat launching place.
at Kirkkoranta boat launching place.
To Pitkäsaari south camp-fire place we don´t bring firewood anymore. Use your own camp stowe when making meals. You can pick up firewood from the nearby fireplace (150 m). Please, don´t take firewood from the forest!
To Lapinniemi camp-fire place we don´t bring firewood anymore. Use your own camp stowe when making meals. Please, don´t take firewood from the forest!
Please note that lighting campfires is forbidden if the forest fire warning is in effect.
In the National Park drinking water is only available from surface water (from the lake).
It is recommended that you boil the water before drinking it, as the quality of the water is changeable.
In the National Park there are waste-bins in Kirkkoranta. Measures should be taken in advance to avoid taking unnecessary waste into the area. Of the waste that accumulates during your trip, biodegradable waste should be placed in a dry toilet and small amounts of clean paper and cardboard can be used as kindling in a campfire. Take all other waste out of the area or bring them to the Waste-bins in Kirkkoranta. Read more about Hiking without Littering.
There are dry toilets at the camping sites of Pitkäsaari, Pyylinoja, Lapinniemi, Laajakaarre, Syväniemi, Hirviniemi, Vaajasalo and Lohilahti, at Käkövesi boat launching place, and the parking area of Nahkiaissalo Nature Trail.
There is a toilet for the disabled in Kirkkoranta.
Toilet paper is good to have along.
Lohilahti Bay (2 sites), rocky shoreline, very few camping spots.
the southern end of Vaajasalo Island, rocky cape, very few camping spots.
Hirviniemi, shallow rocky beach. Level terrain for camping.
Syväniemi (2 sites), a cliff faced and rocky shoreline.
Lapinniemi, rocky shoreline, very few camping spots.
and Pitkäsaari Island (2 sites which are accessible also by motor boat), rocky shoreline, very little space for camping.
Mäntysalon kämppä rental hut is intended for summer time use. It is situated on the eastern shore of Mäntysalo Island on the northern end of Kolovesi National Park.
Huhtiniemi rental hut is intended for use during summer time. Huhtiniemi is situated in Rekitaipale, on the southwestern part of Kolovesi National Park, and it is accessible by car.
Outdoor equipment is rented by several enterprises. Look at the services offered by enterprises with which Metsähallitus has a cooperative agreement.
There is a toilet and a campfire site for the disabled in Kirkkoranta. In addition at Hirviniemi camping site there are handrails to ease your walk from the canoe pier to the campfire site and to the dry toilet.
The Heinävesi Water Route leads along the north border of the area. The depth of the route is 1.8 m.
Please note that motor boating is allowed only in the northern part of the park. The two small excursion harbours on Pitkäsaari Island are the only harbours inside Kolovesi National Park which can be reached by motor boat. In addition the starting point for Mäntysalo Trail is accessible by motor boat.
There are boat launch points at Kirkkoranta and Käkövesi.
There are canoe piers at the south end of Pitkäsaari Island, at Cape Lapinniemi, Laajakaarre, Kirkkoranta, Cape Syvänniemi, Cape Hirviniemi, Vaajasalo and Lohilahti Bay (west).
The nearest banks, petrol stations, and other services are located in Enonkoski (www.enonkoski.fi, in Finnish) which is about 15 km south from Käkövesi boat launching place, and 18 km from the parking area of Nahkiaissalo Nature Trail.


Clairvoyant Psychic Services | Psychics in Bucharest Vienna Hamburg can help. We have had the privilege of accumulating some of the most talented psychics in the world with gifts related to predictions, clairvoyance and tarot cards interpretations. They excel in Clairvoyance (a person who sees into an alternative dimension using their "spiritual eyes") to provide answers in the form of lights, words, colors, objects, events, living friends, pets, family, geometrical shapes, deceased friends or relatives – to provide confirmations or to deliver messages of purpose to the intended recipient.


Surface flux data products (that use relative wind speed in the calculation) are currently not being produced when surface current data from the collocated VELPT are not available. A fix is in progress (Redmine 13111).
Deployment 1: Initial comparison with the ship met data revealed no correlation with the LWR (longwave radiation) sensor.
Deployment 2: Wind speed may be biased low - initial comparison with the ship sensors showed wind speeds that were lower than the ship observations by up to 5 m/s, more so at speeds exceeding ~8 kts.


text:
De vlag van Wittem is op 11 oktober 1988 bij raadsbesluit vastgesteld als de gemeentelijke vlag van de gemeente Wittem in de Nederlandse provincie Limburg. Sinds 1 januari 1999 is de vlag niet langer als gemeentevlag in gebruik omdat de gemeente Wittem toen opging in de fusiegemeente Gulpen-Wittem. De vlag kan als volgt worden beschreven:

De kleuren en het kruis zijn ontleend aan het gemeentewapen. Het is het wapen van het geslacht Van Cosselaer, later Van Wittem genoemd. Deze familie bezat gedurende lange tijd de rijksheerlijkheid Wittem.

Verwante afbeeldingen

Gulpen-Wittem
Wittem

redpajama_set_name: RedPajamaWikipedia


text:
Downtown, South Loop & River North
Good Stuff Eatery Promises 'Farm Fresh' Burgers in the Loop
By David Matthews |&nbspJanuary 27, 2015 1:39pm
@DavidLMatthews
Good Stuff Eatery
DOWNTOWN — Former "Top Chef" contestant Spike Mendelsohn may have a Michelin Star background, but the burger joint he's bringing to Chicago will keep it casual.
Mendelsohn's Good Stuff Eatery will open its first Chicago restaurant Wednesday at 22 S. Wabash Ave. in Jewelers Row.
Mendelsohn, 34, grew up in Quebec and Florida with restaurateur parents who specialized in fine dining. He began visiting Chicago while his sister attended Columbia College, and told DNAinfo Chicago he's always admired the "great foodie scene" here.
He even competed against Chicago's own Stephanie Izard during the fourth season of "Top Chef."
Dave Matthews says there will be "farm fresh" burger options:
Yet after the show — and stops at Michelin-rated restaurants in France, Vietnam, and New York (among other locales) — Mendelsohn says he grew tired of high cuisine.
He opened the first Good Stuff Eatery in 2008 in Washington, D.C. The Jewelers Row restaurant opening Wednesday is the fifth store in the minichain, which he hopes to expand aggressively soon.
"We're trying to go national," Mendelsohn said. "We love our brand and what we do."
With so many upscale burger concepts entering Chicago, Mendelsohn said he hoped to distinguish Good Stuff Eatery with locally-sourced ingredients, including Illinois cattle and Wisconsin cheese.
He ages a childhood favorite, quebecois potatoes, for six months to give them a sweeter taste, and leaves the skin on the fries for more flavor, he explained at a preview Tuesday.
Additional selling points the Top Chef is banking on include gourmet milkshakes and a "mayo bar" with Sriracha and Chipotle-infused flavors.
The burgers range in price from $6.50 to $8.50. Guests can add a fry and soda for another $4.45, or $6.45 for fries and a shake.
One of his creations, the Prez Obama Burger with applewood bacon and Roquefort cheese, won the judges' prize at September's Hamburger Hop in Chicago.
"There's so many burger places, it's hard to compare all of them," he said.
Mendelsohn has since scratched his fine-dining itch by opening Béarnaise, also in Washington.
With that out of the way, he says his next step will be taking his fast-casual concepts national.
For the first time, he sold Chicago rights to franchisees Brian Dralle and Glenn Steinberg.
Mendelsohn also has a pizza concept, "We, The Pizza," that he says he hopes to import here.
Dralle said he's a Mendelsohn fan, and hopes to open more of the restaurants in neighborhoods like River North, the Gold Coast, and other Loop thoroughfares like LaSalle Street.
"I watched his show and visited D.C. quite a bit," Dralle said. "The food was amazing."
Doors open at 11 a.m. Wednesday.
Does Chicago Have The Strictest Gun Laws in the Country?
Humboldt Park »
Time Capsule From 1889 Discovered In Demolished Humboldt Park Church


The mine plan includes 9% ore tonnes (7% gold ounces) from on vein sill development and 91% ore tonnes (93% gold ounces) from shrinkage stoping. The mining methods used at the Bogoso main and satellite pits are conventional excavator and truck methods typical for this style of gold mineralisation.
The Prestea Gold Mine is located in western Ghana, approximately 40 km from Wassa. The mine lies within the southern portion of the Ashanti Greenstone Belt, along the western margin of the belt, and can be reached by paved roads from Accra, Ghanas capital city. Previously, Golden Star mined refractory ore from the neighbouring Bogoso property.
Golden Star holds a 90% equity interest in the Bogoso gold mine in Ghana, a 30% equity interest in the Omai gold mine in Guyana, and a 50% interest in. the Gross Rosebel gold project in Suriname. In addition, the Company has. other gold and diamond exploration interests in the Guiana Shield in South. America and in West Africa.
Bogoso Prestea is a Gold Mine in Ghana owned by Golden Star Resources, State of Ghana. General Golden Star owns and operates the Bogoso mining and processing operations through a 90% owned subsidiary, Golden Star (Bogoso/Prestea) Limited.
Bogoso Prestea is a Gold Mine in Ghana owned by Golden Star Resources, State of Ghana. General Golden Star owns and operates the Bogoso mining and processing . Golden Star Operations Prestea. A mining company with interest in the gold mining operations in Ghana.
Apart from winning the coveted Mining Company of the Year, Golden Star Bogoso Prestea was also adjudged the best performer in corporate social investment for investing in breast cancer awareness programmes. RUNNERS UP NEWMONT GHANA GOLD LIMITED, AHAFO MINE.
Bogoso Gold Mines is located in Accra, Ghana. Company is working in Mining business activities.
Golden Star Bogoso Mine Celebrates 2 Years of LTI Free. The General Manager of Golden Star Bogoso/Prestea Ltd, Jerry Agala has paid glowing tribute to employees of the Bogoso Mine for two years of No Loss More; Bogoso Prestea Mining Atlas. Bogoso Prestea is a Gold Mine in Ghana owned by Golden Star Resources, State of Ghana.
Prestea Mine, Bogoso Prestea area, Ashanti gold belt, Western Region, Ghana A gold mine owned by State Gold Mines Corp. Produced 640 kg Au (1983); 634 kg (1984).
Name Bogoso Prestea mine. Location The operating Bogoso gold mine and processing operations are located in western Ghana near the town of Bogoso, about 35 km northwest from the town of Tarkwa.
The gold mine is located approximately 15km south of the Bogoso mine and adjacent to the town of Prestea. GSBPL, a subsidiary of Golden Star Resources (GSR), holds 90 % interest in the gold mine and the government of Ghana holds the remaining interest.
Shrinkage Mining of the West Reef Resource, Prestea Underground Mine, Ghana NI 43 101 Preliminary Economic Assessment December 2014 Executive Summary (Item 1) Golden Star Resources (GSR) is a Canadian Federally incorporated, international gold mining and exploration company producing gold in Ghana, West Africa.
BOGOSO PRESTEA GOLD MINE, GHANA EFFECTIVE DATE 31ST DECEMBER 2013 Prepared For Golden Star Resources Ltd SRK Consulting U5859 GSBPL 43 , [chat en direct] Bogoso . Bogoso is a mining town and is the capital of Prestea Huni Valley district, a district in the Western Region of Ghana .
Mine Geological Superintendent at Golden Star (Bogoso/Prestea) Limited. Location Ghana Industry Bogoso Ghana. Skills Endorsements. Join LinkedIn to see kingsleys skills, endorsements, and full profile Manager Services, at Newmont Ghana Gold Limited. Mariam Aidoo. HR Officer at Asanko Gold Ghana Limited. Orji Ibeabuchi.
Dec 29, 20180183;32;The company was formerly known as Bogoso Gold Limited and changed its name to Golden Star (Bogoso/Prestea) Limited in August 2006. The company is based in Bogoso, Ghana.
The Bogoso and Prestea properties are adjoining mining concessions that together cover approximately 40 km of strike along the southwest trending Ashanti gold district. The operating Bogoso gold mine and processing operations are located in western Ghana near the town of Bogoso, approximately 35 km northwest from the town of Tarkwa.
Golden Star is an established gold mining company with producing assets and development projects in western Ghana. Listed on both the NYSE and the TSX, Golden Star holds a 90% interest in the Wassa and Prestea mines, situated on the prolific Ashanti Gold Belt.
Andrew Allibone, Jonathan Teasdale, Greg Cameron, Mike Etheridge, Phillip Uttley, Albert Soboh, John Appiah Kubi, Alan Adanu, Richard Arthur, Jo Mamphey, Ben Odoom, John Zuta, Amegbor Tsikata, Frederick Pataye, Sammuel Famiyeh, Eddie Lamb; Timing and Structural Controls on Gold Mineralization at the Bogoso Gold Mine, Ghana, West Africa.


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Album Review: Against Me! – "23 Live Sex Acts"
Friday, September 4, 2015 at 11:08 AM (PST) by Bizarro Dustin
Live albums can be a tricky sell. Some would argue that it's pointless to sell slightly different versions of songs that are already on a studio album. Others might say that it's the truest representation of what a band actually sounds like. 23 Live Sex Acts, Against Me!'s second live album, falls closer to the latter category. Mostly, though, it provides a good look (errr… listen) into how Against Me! have evolved over the years.
On 2006's Americans Abroad!!! Against Me!!! Live in London!!!, the band consisted of the "classic" (as it were) line up of Laura Jane Grace, James Bowman, Andrew Seward, and Warren Oakes. In case you've been living under a rock, these days Grace and Bowman are joined by Inge Johansson and Atom Willard: a line up change that has drastically altered their live performance. If it does nothing else, 23 Live Sex Acts highlights the type of energy to expect out of Against Me! in the new decade.
Given that the album was recorded during the Transgender Dysphoria Blues tour, it's natural that the album would get the most representation (six songs are taken from it). But that still leaves 17 more tracks for Against Me! to devote to their back catalogue. Many song choices are obvious (to name a few: "Pints of Guiness Make You Strong", "Sink, Florida, Sink", "Thrash Unreal", "Don't Lose Touch") but the band also unearthed some deep cuts for this tour, most notably "How Low" and an updated "Pretty Girls (The Mover)". During promotional interviews for the album the band stated that their goal was to avoid creating a "greatest hits" package, but if you've ever seen Against Me! live, you know that it's hard to distinguish between a greatest hits playlist and the band's usual set.
In an unfortunate move, 23 Live Sex Acts is made up of recordings from throughout the entire tour rather than a single show. The flow is edited well enough, but it feels a little awkward when specific events go down: After "True Trans Soul Rebel", Grace asks the audience "is everything cool?" suggesting that things were on the verge of getting rowdy. "New Wave", on the other hand, is completely interrupted when Grace begins to berate security for kicking out an audience member. The song is considered a bust, and the band simply moves on. Moments like these make shows exciting to attend, and it's a shame that 23 Live Sex Acts only provides snippets instead of the full experience.
With its strengths (showcasing Johansson's and Willard's contributions to the band; a solid set list; the songs are played a lot faster than on Americans Abroad!!!) overshadowing its weaknesses (the album being assembled from various shows), 23 Live Sex Acts joins the ranks of It's Alive, Liveage, and I Heard They Suck Live!! as live punk albums worthy of owning.
RIYL: The Menzingers, The Flatliners, Hot Water Music
More On: Punk, Album Review, ,
More On Against Me!
Shape Shift With Me
23 Live Sex Acts
Transgender Dysphoria Blues
True Trans
Reinventing Axl Rose
All Against Me! Album Reviews
Total Treble (buy album)
White Crosses (Double Reissue)
Total Clarity
None/Unknown (buy album)
White Crosses (Limited Edition - Exclusive Red Vinyl for LP)
Against Me! Profiles: Dying Scene


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Mt Bromo without a tour: Climbing the amazing active volcano in Indonesia!
We had never heard of Mt. Bromo before heading off to Asia and unlike many big experiences it wasn't etched onto our Asia bucket list for years! We had been staying in a homestay in the hills of SaPa in rural Northern Vietnam, huddled around a fire and drinking rice wine to stay warm when our fellow travellers began sharing stories. The one we heard from a travelling couple from Denmark, of long buses, early rises, chaotic transport, true adventure, live volcanoes and breathtaking landscapes sounded like the sort of exploration we thrive on! From that point forwards we dreams of the mountainous expanses of Java and couldn't wait to head off on yet another unforgettable adventure full of craziness and confusion as always but that inevitably ends in an experience worth the hassle! Here's how we did Mt Bromo without a tour!
Mt Bromo without a tour… over Eid!
As always we wanted to go it alone instead of taking a tour and make it more of an adventure. Well, we just about chose the wrong time of year with our travel dates falling over Eid. This made it more expensive, longer travel and more limited options. Luckily the guys are our hostel, Ostic House, rang around for us to several hostels, hotels, bus companies etc etc and helped us immensely do Mt Bromo without a tour.
In the end what I surmised from attempting to organise this trip was that firstly Indonesia is the most frustratingly unorganised country ever! Even the tours in the leaflets were unclear and confusing about what they actually offer for the price. In truth after trying to book places to stay, transport, figuring out prices and how to actually get to the volcano and then onwards to either Bali or Ijen I was ready for just booking a simple tour. But even that wasn't an option! It almost felt like they were purposely making it hard work whilst at the same time desperately trying to get people over to visit to see these very things!! In the end we thought the best way was to stick to doing Mt Bromo without a tour!
The first stage of the adventure was another hellish minibus journey, this time from Yogyakarta to Probelingo, the nearest large town to the volcano. This was supposed to take a mere 12 hours squashed up together and get you into the town in time to have some food, a shower and a few hours sleep. However in our case due to the Eid celebrations and chaos on the already insane roads it took us around 16 hours. This meant a super late check in, instant noodles for a meal and just 2 hours sleep before being awoken at 2:30am! By this stage I was beyond being enthusiastic about doing Mt Bromo without a tour or even with!
We had tried in vain to get tickets for the train, a journey which would have been more comfortable and much much quicker and a similar price! We also looked at buses and coaches, all too booked out. So in the end we booked the minibus through the tour companies who had a reasonably priced option to be just taken and dropped off in the town rather than continuing with the tour!
Organising transport with the accommodation and the inevitable chaos at 2:30am!
So, Probelingo is over an hour from the closest village to the mountain, which is Cemoro Lawang. So you need transport over there if you are doing Mt Bromo without a tour. During the day there are bus services but we were assured that this is not necessary and it would be ok to be picked up in the morning and taken to the trail for the mountain in time for the sunrise for 300,000 Rupiah. This was already a steep price especially for Indonesia and also given that there was a fee for the mountain area too! So we made sure we had this money before and agreed this was what we could afford.
Roll on 2:30am, tired and seriously not in the mood for messing around we were greeted by a man asking for twice that amount… of course, we love Indonesia but it is rife with price gouging and scams and at 2:30am with no one from the hostel around this sure looked like the case! We were torn between potentially having wasted time and money getting here and then missing out and also really not being in the mood for getting scammed. This was yet another point when we questioned whether doing Mt Bromo without a tour was a good idea!
There were two Indonesian women from another part of the county in the car already, apparently having paid over 1million Rupiah for the entire trip. The driver told us it was just 300,000 Rupiah each for the car to Cemoro Lawang and then another 300,000 Rupiah for the jeep. This wasn't what we had been told the night before and we really didn't know what to think and didn't have anyone to confirm this was right or not! In the end after much arguing and messing about we told him to just take us to the point where you get the jeep and we could walk from there!
Now, later on we where speak to people who told us that the price the guy was telling us was the going rate and, in true Indonesian style, there had been a miscommunication!
Reaching the viewpoint in time for sunrise after a tiring and stressful morning!
After a stressful morning we were glad to just be on our way up to the mountain and figured that we are fit enough to do the rest ourselves and we will just have to get back when we've finished, a real advantage to doing Mt Bromo without a tour! The drive in the darkness seemed to take forever, there was an air of awkwardness too and we were cramped up in the boot on some makeshift chairs with the AC blowing fiercely on to us. No one spoke a word our way!
Reaching the ticket check point we had been told several accounts. The official price was supposed to be 350,000 Rp each for foreigners and on a tour you are guaranteed to have to pay it as an extra. Some had told us how their driver had gone around or that there is a trail you can take to avoid the booth if you do Mt Bromo without a tour. Our driver pulled over and asked for 150,000 each. I suspect that he had just driven through and taken the money for himself, but at this point what could we do. If we say anything we will just end up having to pay twice as much!
We were hastily dropped off on the road in the pitch black and escorted to a jeep. At this point we were unsure on what was going on and it was pretty chaotic scenes with many others also being dropped off with jeeps and cars everywhere. Next thing we know we are in the back of the jeep that we hadn't paid for. The Indonesia women at this point begin speaking to us and it turns out they were lovely. They said that it was all paid for anyway and it didn't really effect them so we can just jump in for the ride! We made a point to explain that we had been told a different price and the whole thing was a misunderstanding! Turns out doing Mt Bromo without a tour is just one adventure after another both good and bad!
The jeep ride itself was even less comfortable than the car, but who were we to complain at this point! We trundled at a snails pace up the steep tracks with fumes from the line of jeeps becoming suffocating. At a certain point they all parked at the side of the track and told us to walk the rest of the way. From here there were several viewpoints and most people congregated at the lower ones or took one of the horses up to the last section of path before it became a scramble. We decided to carry on walking, wading through bushes and climbing over rocks until we could no longer see anyone else.
We were there alone as the sun began to rise over the valley below. After an exhausting couple of day this was what it was all about. The burning red rays shone perfectly over the billowing Bromo crater as a layer of cloud lingered mysteriously over the moon like plaines around the cluster of volcanos. The sight was surreal and the atmosphere just magical. Sitting there by ourselves as the sun danced along the ridge lines of the peaks poking up above the swirling clouds we couldn't have picked a more perfect day. The colours changed from subtle greens and greys to burning orange and reds as the sun rose higher, we could have sat here all day. But we knew there was another adventure awaiting!
Heading over to Mt Bromo itself and climbing this live volcano!
Now it was time to get back in the jeep, once we actually managed to find ours, and head over the to the 2,329 m (7,641 ft) crater of Mt. Bromo itself. The ride across from the lush green area where we had witnessed sunrise was over the Segara Wedi or the "Sea of Sands". A vast and barren wasteland where nothing grew, covered in layers of thick and fine ash that made anything but a 4×4 a dangerous mistake! Even if you do Mt Bromo without a tour you still need to take a jeep across this section.
Reaching the steep path up to the top of Mt. Bromo we were already covered in the dust that surrounds the area and had a relatively short but exhausting trek up its steep sides to go. By this point the purpose built steps up the side were gridlocked and we had already traversed the deep ash towards the base of the climb in longer than we intended as was the difficulty of the conditions. We decided to go off-piste and take to the jagged edges of the peak to skip the queues alongside some other adventurous folk! Standing out in the sea of Indonesians we were regularly stopped for photos, perched on the precariously steep side of a volcano for a selfie! But we didn't mind stopping to catch our breath.
As we approached the top we could hear a roar, what we presumed was the noise of the jeeps below or helicopters in the distance soon became evident it was something more worrying! The vast open crater with its deep and open edges was billowing thick smoke with a vibrating sound like nothing we had heard before. The heat emanating from the centre of the crater that stood hundreds of feet away was feverous and intense. To tell you the truth this amount of activity took us by surprise and wasn't exactly conducive to a relaxing time at the summit. We took our photos, took in the spectacular views but felt keen to get back off this rumbling volcano!!
We returned to the homestay for around 10:30am, had a shower and a couple of hours sleep before jumping on the train in the afternoon to head off to climb Mt. Ijen… But that's another story!
Reflections on the experience and what we would do differently!
Visiting Mt. Bromo has to stand out for us as one of the most memorable things we have ever done and a real adventure not only for the fact that this is one of the most active volcanos in the world but due to the nightmare it took to actually get it done! In hindsight it always seems that those things you really have to go out of your to sort out to make it possible are all part of what makes the trip so much of an adventure, the uncertainty always makes the outcome so much more intense and we don't regret doing Mt Bromo without a tour.
However, with that being said there are somethings we would do differently that would, in our opinion, make the experience more enjoyable, cheaper and more self reliant if you do Mt Bromo without a tour.
Firstly we would advise on taking the train over to Probelingo and organising that yourself at the station, this is quicker and if you opt for the lowest class pretty cheap too. Then take a bus and stay up in the village of Cemoro Lawang.
From Cemoro Lawang it is possible if you have a decent level of fitness to hike up to the view point from here. I would actually skip the sunrise and head up a little later (Not a lot later though!). This way all the crowds have gone, the volcanos are in full sun and you can easily walk around the ticket booth to save some more money. This also means you can take your time and do it on your own schedule which is the real bonus to doing Mt Bromo without a tour.
Getting over to Bromo itself from the view point is a little challenging due to the distance over the ash covered terrain. However this is where you could invest in a jeep which later in the day and just to and from the crater might be negotiable for a cheaper rate. Again, going later on that most do will mean that it is much quieter.
Also bear in mind the price for the car/ jeep is 600,000 and the price we got was shared between 4 people, so in theory the price could be a LOT higher if you went it alone or a bit cheaper if you get a couple more people!
Have you ever climbed Mt. Bromo?
Next up catch our climb up Mt Ijen which we did alongside this just the day after, bloody tiring!
You definitely hit a few "bumps" in the road but in the process, created a great roadmap for others who take this trek to follow. Your pictures are other worldly and magnificent. Wow.
Ha ha, yes, it wouldn't be us if we didn't but hopefully it helps others!
What an ordeal! Communication issues, a rumbling volcano, ah, but the views! Great photos and thanks for the tips when undertaking this experience. I'd definitely take your suggest to skip the sunrise and go later in the day.
Ha ha, yeah we had it all going on but thankfully it was worth the effort!
In spite of all the obstacles that came your way, you persevered and finally were rewarded. I suppose the views and the sunrise when you reached Mt. Bromo more than made up for the difficulties you encountered. It is good that you have candidly shared your experiences here as it is of immense help to first time visitors to Mt. Bromo.
Thank you, yes it was worth it in the end but we did learn some things along the way that we hope will help others!
I definitely don't envy that bus ride, but damn those views are just out of this world. I mean, just knowing that they actually are of this world is awesome. Well done!
Cheers, yeah the bus wasn't the best but it sure was worth the effort in the end!
The adventure just adds to the excitement! I can't say I love the idea of so many hours on a bus or waking up so early, but the scenery is breathtaking, so I would probably do this hike!
Yeah I think overall the experience was more of an adventure! To be honest at this point 12 hours is a pretty standard bus ride but we've had better ones for sure!
That would most probably excite me to trek up even more. But most probably that will be even more risky. Tires punctured or some other unpleasant surprise would most probably wait for us.
Yes its a really amazing place which ever way you decide to do it, generally in Asia we have had no problem with renting bikes and taking them to some crazy places!
It does sound like a nightmare planning this, but glad you guys had a good time. I am always a bit on edge when I get into situations where I feel like I am being ripped off. While they almost always work out, I tend to organise local, private tours to get through these things. The stress of corruption that takes away from the experience isn't worth it. Happy Adventures.
Yeah it was a bit crazy and even the organised tours over here are not as simple as just picking one and thats the price which is why it was such a nightmare! In the end it was a real adventure and an amazing and strange experience all in one, but the feeling of getting ripped off really annoys me even if its a small amount of money!
What an odyssey! The views seem worth the struggle, but jeez. And it seems like you learned a ton!! Thank you for sharing. Safe travels!
Ha ha, yeah it was an effort both mentally, physically and emotionally but totally worth it and a real adventure over all!
That is an amazing adventure and story! I enjoyed reading of your trials, but honestly, would not want to go through them myself. The sunrise on the mountain sounds amazing, though. Thanks for sharing.
Ha ha, thanks! Yeah, looking back it just seems like one of those things you do whilst travelling that seems to work out in the end but causes so much stress! But the views were worth it!
I've never climbed any Volcano since I'm afraid of heights. Therefore I've enjoyed your post even more – you sort of took me with you. I find it really brave to do something like this by yourself instead of doing an organized tour. I'm also very impressed how little you've paid that way for such a great adventure….keep it up, guys!
Thanks!! Maybe you could start on something smaller and see how you feel, you don't really feel the height like you are on a cliff or anything!


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Report claims Saudi Prince knew about journalist Jamal Khashoggi's murder
The brutal murder of Jamal Khashoggi, a dissident journalist of Saudi Arabia, in October last year, garnered global attention.
Khashoggi's children given houses, receive monthly payments from kingdom: Report
The children of murdered Saudi journalist Jamal Khashoggi have received multimillion-dollar homes and are being paid thousands of dollars per month by the kingdom's authorities, The Washington Post reported yesterday.
Mother forgets baby at airport, forces plane to take U-turn
A mother-baby duo's plan to fly from Saudi Arabia to Malaysia this past weekend went berserk, after the mommy 'mistakenly' forgot the baby at the waiting area of the terminal.
Saudis don't know where Khashoggi's body is: Foreign Affairs official
Riyadh doesn't know the location of dissident Jamal Khashoggi's body, despite having detained the Saudi team that murdered him, a high-ranking foreign affairs official in the kingdom said in an interview with CBS that was broadcasted yesterday.
Apple, Google criticized for hosting Saudi app tracking women's movements
Tech giants Google and Apple have been accused of misogyny for hosting an app on their platforms that allows men in Saudi Arabia to track and control where women travel.
Saudi Arabia slams US Senate vote as 'interference'
Saudi Arabia today slammed as "interference" US Senate resolutions over its war in Yemen and critic Jamal Khashoggi's murder, warning that the move could have repercussions on its strategic ties with Washington.
Khashoggi murder row: Trump supports 'steadfast partner' Saudi Arabia
President of United States Donald Trump maintained that Saudi Arabia was a great ally and that there was no 'definitive proof' that Mohammad bin Salman was involved in the murder of Washington Post journalist Jamal Khashoggi.
CIA: Saudi Crown Prince ordered Jamal Khashoggi's assassination
In the latest development to the Jamal Khashoggi murder case, the Central Intelligence Agency (CIA) has concluded that Saudi Arabia's Crown Prince, Mohammed bin Salman, ordered the assassination.
US welcomes Saudi's 'decision' to independently refuel planes in Yemen-war
The US has welcomed Saudi Arabia's "decision" to cease taking American support and instead use its own military capabilities for refueling aircraft from the Riyadh-led coalition engaged in the Yemen War.


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College spokespeople serve in an administrative role and cannot provide a medical opinion on health matters.
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1 year to go: Gold Coast counts down to Commonwealth Games
GOLD COAST, Australia — Just days after floods devastated nearby cities and towns, one of Australia's most popular tourist destinations is marking the one-year countdown to the Commonwealth Games.
The quadrennial event may be shrouded in uncertainty after Durban was stripped of the hosting rights to the 2022 edition, but organizers on the Gold Coast are confident the estimated $1.8 billion investment in the games and infrastructure will help revitalize the country's fastest-growing region.
Olympic hurdles champion Sally Pearson is a Gold Coast local and will be the main ambassador of the April 4-15 games, which run through the local school-holiday period to ensure as many of the 1.2 million tickets are sold as possible.
"I'm not just running for myself," said Pearson, the 2012 Olympic 100-meter hurdles gold medallist , "I'm running for my whole city."
The sports program for the games was released Tuesday, exactly a year from the opening ceremony, with the marquee track and field events — the men's and women's 100 — set for April 9.
More than 6,600 athletes and officials from 70 countries and territories are expected to participate in 18 sports, with 275 gold medals up for grabs.
To keep costs down, organizers are using a combination of new and existing venues on the Gold Coast, as well as facilities for cycling and shooting that were originally used for the 1982 Commonwealth Games in Brisbane, 80 kilometres (50 miles) to the north.
"We need to make certain these games are a role model for the rest of the world," local organizing committee chairman Peter Beattie said after announcing the games were on budget and preparations were on schedule.
The main stadium at Carrara, which usually hosts Australian rules football, has been enlarged to a 40,000-seat capacity and will host the opening and closing ceremonies and the track and field competition.
The Aquatics Centre, across the Gold Coast Broadwater from Sea World, has been redeveloped since the 2014 Pan Pacific swimming championships and will seat 10,000 for swimming sessions and 2,500 for diving.
Organizers have had to be creative, too, with sound stages at the Oxenford Studios being converted from movie sets to sports arenas to host boxing, squash and table tennis. Beach volleyball will be held at Coolangatta's Queen Elizabeth Park, to showcase the famous nearby surf breaks at Snapper Rocks and Kirra.
Durban, South Africa, last month lost the rights to stage the 2022 edition and although other cities have expressed interest from in stepping in as host, it has raised doubts about the future viability of the event that involves countries associated with the former British empire.
"The cancellation of Durban, that obviously raised some concerns," Beattie told the Australian Associated Press. "Of course there's added pressure on us to perform, but we're up to the task.
"We want the Gold Coast to be a model event that can be showcased around the world."
Australia dominated the medal standings the last time it hosted the Commonwealth Games in Melbourne in 2006. And, in 1982, the event helped transform Queensland state capital Brisbane.
Pearson and Beattie and Co. are hopeful the 2018 Games will have a similar, positive legacy, particularly in the wake of Cyclone Debbie, which has flooded vast parts of Queensland and New South Wales states, leading to a reported five deaths in the last week, and temporarily cutting off the main national highway between Sydney and Brisbane.
Pearson's final in the women's 100 hurdles will be held on April 13. She took silver at the Beijing Olympics in 2008, won gold in London but was unable to defend it in Rio de Janeiro last year because of injury.
"I remember in Melbourne walking out into the stadium and having people that you didn't even know calling your name, calling out to you and cheering for you," Pearson said recalled of the last Commonwealth Games in Australia in 2006. "It's a feeling that you can't describe … I soak that atmosphere and that excitement in because if you have that around you, have that support around you, it makes me run better."
John Pye, The Associated Press
Elderly woman dies after Air Canada flight's emergency landing in Calgary
Daycare operator pleads guilty in hot-car death of 2-year-old Eva Ravikovich


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It does take a lot of work to get things downloaded, such as music, and files from the computer. It's an almost decent phone with mp3 player, good sound, customisable tones. Battery holds a charge all day. I e,326g think I would like NET 10 as a service provider but its been a good backup while my Sprint phone was in repair.
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Plans to axe 17 jobs at a group of weekly newspapers may have to undergo a rethink – after more people applied for voluntary redundancy than the number of roles being reduced.
As previously reported on HTFP, Johnston Press is seeking to cut up to 17 jobs from across its Yorkshire Weekly Newspapers division as part of a restructure – but it is understood that 21 people have applied for redundancy.
As a result the company may have to refuse some applications, or alternatively create four new roles so all 21 applications for VR can go through.
Titles affected by the plans include the Halifax Courier, Wakefield Express, Dewsbury News, Scarborough News and Harrogate Advertiser.
When the proposals were first published in March, they sparked objections from the National Union of Journalists which wrote to JP chief executive Ashley Highfield about the plans.
Its Yorkshire Weekly Newspaper group chapel issued a statement voicing concern over impact of the proposed cutbacks, claiming the backing of 50 community representatives including local MPs and business groups.
The NUJ has confirmed it is still in discussions with JP over the exact number of redundancies.
When the redundancies were announced, a YWNG chapel spokeswoman said: "Our members believe passionately in the importance of local journalism but are being prevented from giving readers the level of news and sports coverage they deserve because of a lack of staff and investment in our papers – and any further jobs cuts will only add to this problem.
The chapel claimed that successive cutbacks had led to the closure of seven of YWNG's eight district offices and a cut in the number of editorial staff on the eight papers from 52 to 22.
In the letter to Ashley, it questioned how the papers would continue to cover local elections, council meetings and the courts or run campaigns if further cuts were implemented.
"Currently being considered?" I know several people who have already been told (a good couple of weeks ago) that their application for voluntary redundancy has been accepted. More JP spin of exactly the kind that drives its journalists mad when it comes from other companies and organisations. Why can't they just be honest for once?
Why the rush to leave a company with such a glowing digital future and reputation for appreciating its best staff? Surely not?
Thanks HTFP for continuing to keep everyone in the industry well informed of developments bad and sometimes good.
But why the intros which mention 'a group of weekly newspapers' when there is a 1 in 4 chance we are talking about one of the big (and getting smaller) players?
I don't think many HTFP readers choked on their corn flakes when they got to the second par and the big reveal that you were talking about a JP 'restructure'.
And few now swallow the claim that decisions are made locally or even regionally, or that these things are ever up for consultation or negotiation.
"The support we have received from the community" means diddley-squat to the accountants running the industry, and the union is being naïve and disingenuous here. We are talking about a profit-driven business in rapid decline, not a social welfare project. This confusion of language — "the wider public values our work", for example — shows the union is out of touch with harsh realities, a stance cannot help its members in these difficult days. The public manifestly doesn't value the work if people aren't buying the papers or advertising in them. Get real, people!
It'll break the hearts of the suits that they won't be able to toss four people out in their ears, even though the employees want out.
I don't think JP need employees to fill in the 'Your say' survey to see how they feel. Simply offer VR and watch the scramble to get out.
If it was a sinking ship I expect even the women and children first rule would be thrown out with the crush.
This is a problem for JP that was bound to arise. Anyone of a certain age, financially stable or with other good job prospects, that works for JP is hanging on for redundancy. Why leave when you could leave with redundancy package: maybe an almost decent one if you have been with your current employer for over 20 years? When I listen to Radio Leeds, it appears that many of their staff are ex-JP reporters who must have pocketed redundancy and walked into a job with a better employer. (They still cannot use correct grammar, however, and often report that they are "stood" outside … which infuriates me). The word is out, locally, about JP and it will pay the price in sales and reduced ad revenue. What calibre of staff will it retain, or attract?
My girlfriend tells me on one JP paper in the south the whole editorial staff took VR. The love affair with JP goes on.
will the last person to leave please switch off the lights!!


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