Just ground up hot cinnamon candies and covered them in vodka. I'll let it soak for a couple of days and report back.
Who is "The Cinnamon Girl" anyway?
And Neil Young is an environmental hypocrite.
He likes to leave all five of his touring busses idling 24/7 while he's out there protesting big oil.
When people stop by my book table and then say "I don't read books!" I have to repress a physical urge to grab them by the collar, shake them hard, and scream in their face: "THEN HOW DO YOU LIVE?????"
So it was my little brothers wedding last night. Went down to my mums for 10 days, which I have spent the entirity of drinking.
This is much to my wifes chagrin. While she has seen me drink on nights out she hasn't ever seen what amount of drink I am actually capable of taking on a night out. Mind you, given my kidneys hurt for three days afterwards when I drink like that these days there is a good reason for me not doing that so much any more.
The family arguement I was expecting and prepared for didn't happen which is good as I'd have had to intervene there, so the big fight I know is coming one day gets averted for another time.
My little nephew Adam, was telling me how he is getting into Warhammer 40,000. I've recommended he goes an plays Dawn of War (pretty sure that will still be available on Steam) to get a flavour of the different armies. Given his older brother is also getting into wargaming I'd imagine his parents will be blaming me for that one.
Went fairly easy on Stewart in my best man speech (he actually thanked me later for going easy on him, normally my best man speeches are more like a roast. I did them the story of him going to cook a boil in the bag kipper, but forgot to put any water in for the 'boil' part). I did say to people that I had many, many more stories about him and I'd e bribable at the bar with a drink if they wanted to hear them. Everyone at the top table (including me) thought "Oh he is going to be so drunk by the end of the night". Unfortunately everyone else had thought I was just joking and it wasn't until the bar was closing that anyone discovered I wasn't.
Its amazing how quickly I can down rum and cokes when I only have five minutes and everyone suddenly wants to hear stories.
Anyway, the wedding had a lot of traditional Scottish dancing (a cèilidh). All the dances I had to learn back at school like the Dashing White Sergeant, Strip the Willow, St Bernards Waltz were all there. My dance teacher told me back then that I'd be glad when I was older that I'd been taught them and had to do these dances at social events.
Yeah, like I remembered the steps to any of them 25-30 years on lol. Still it was fun with no one on the dance floor really knowing the steps. It was a bit like huan pinball with everyone bumping into everyone else. I did take Kristi off the dancefloor after a couple of minutes though as I didn't think that would be good for her.
The men all had hip flasks which we basically wander around giving each other drinks from. Mine was Haig, which is a pretty nice single malt. The dinner was pretty nice too. I was looking at everyone else though sitting at the round tables and thinking about how much more fun it is to be sitting at one of them than the top table, cos everyone else gets to sit in a circle and chat while the top table well... you can chat to the people on either side of you.
Anyway, everyone seemed to have a good time. No doubt someone was offended by something that someone else has done and I'll play peacemaker like I always get to.
For now though I can relax and enjoy my memories of the night and start prepping for a detox regime when I go back to work on Tuesday.
PTSD... I wonder what karma looks like... I keep wondering how I'm going to get fifteen years of my life back.
LADIES! How many times have you bawled out your children for something their fathers did?
I have just made a promise infront of my wife, my mum and her youngest sister that I will not give any of my children into trouble for doing anything wrong infront of them, if they have already pulled them up for misbehaving.
Infact if any respoinsible adult found my kids misbehaving I'd expect them to pull them up for not behaving properly.
In other words, she does, doesn't she!
no kids here, but i HAVE chewed out my hubby for something the cat did, lol! because he LET her!!!
I've never bawled out my children ever for any reason.
Back at work. No one else is in the office and I am trying hard not to fall asleep thanks to not being able to sleep last night. Looked at the clock last night, it was before 20:00 then I did some stuff, sat down to watch Shock Wave and relax for a bit. Then I looked at the clock again and it was after 23:00. Headed to bed feeling tired, lay down, closed me eyes and my brain went "BING! YOU REALLY WANT TO BE AWAKE!"
Lay in bed the rest of the night trying to get to sleep and failing.
Pretty sure I won't be touching alcohol again until I go to see Alice Cooper in three weeks. He is having two support acts, one of which I have heard of (The Mission) and quite like. The other band is called The Tubes, but I've not heard of them before.
My mother had decided she likes listening to Disturbed. She is also a fan of Rob Zombie.
Got some Judas Priest playing atm to try and keep me awake. Oh well at least its nearly lunch time and half the working day is then done.


text:
Im Kreis Schleswig-Flensburg gibt es 21 Naturschutzgebiete.

Siehe auch
 Liste der Landschaftsschutzgebiete im Kreis Schleswig-Flensburg
 Liste der Naturdenkmale im Kreis Schleswig-Flensburg
 Liste der Geotope im Kreis Schleswig-Flensburg

Quelle
 www.schleswig-holstein.de,Liste Naturschutzgebiete (Version vom Januar 2016)
 Common Database on Designated Areas Datenbank, Version 14

Weblinks

!
Schleswig-Flensburg

redpajama_set_name: RedPajamaWikipedia


Brazil's president attends Brazil-U.S. Business Summit in D.C.
Brazilian President Dilma Rousseff attended the third Brazil-U.S. Business Summit last week in Washington, D.C. The event was sponsored by the U.S. Chamber of Commerce.
The event brought together representatives of both the public and private sectors from the U.S. and Brazil to engage in discussions relating to the economy, innovations, trade and investment, and competition.


text:
13 Haunts
The Philadelphia Area's Best Haunted Attractions are found here at 13haunts.com – Top rated haunted attractions in PA, NJ, and DE.
Field of Screams
Fright Factory
The Bates Motel & Haunted Attractions
Frightland
Reaper's Revenge
Shocktoberfest
Pennhurst Asylum
Horrorfest at Shady Brook Farms
Night of Terror
Valley of Fear
COVID Plan
Terms – Conditions
Frightland Delaware
Frightland Haunted Attractions located in Middletown Delaware has been named a Top 10 Scariest Haunted Attraction in the country by Travel Channel, Forbes and Huffington Post. We offer 8 unique haunted attractions including a 2 mile Haunted Hayride, four indoor haunted houses and much, much more. Additionally, we have a full amusement park with rides, carnival games and carnival food. Check our schedule for dates and times.
Frightland is a haunted attraction scream park located in Middletown, Delaware. In 2019 we are celebrating our 23rd season scaring and entertaining our guests. Featuring 8 unique and terrifying haunted attractions, including haunted houses, a hayride and more, Frightland has been named a "Scariest Haunted Attraction in America" by such international media outlets as Forbes, Huffington Post and Travel Channel.
Frightland is located directly on Route 13 in Middletown, Delaware and is less than an hour drive from Philadelphia, Pennsylvania; southern New Jersey and Baltimore, Maryland. We are honored to entertain guests from the Mid-Atlantic region, around the country and as far away as New Zealand.
Frightland is open from late September to early November each Fall. Check our calendar for the dates and times we are open for the season. A portion of ticket proceeds as well as 100% of parking proceeds benefit Leukemia Research Foundation of Delaware.
September 27,28,
October 4,5,6,11,12,13,17,18,19,20,24,25,26,27,31
November 1,2
FrightPass – All 8 Haunted Attractions – $40
VIP FrightPass – ALL 8 Haunted Attractions – $60
BUY TICKETS NOW!
309 Port Penn Road
Visit Frightland
Get special discounts for the Best haunted Attractions in Pennsylvania, New Jersey and Delaware! Just fill out the form below to receive your coupons.
HorrorFest
Sleepy Hollow Haunted Acres
The Bates Motel
© 13 Haunts | All Rights Reserved.

redpajama_set_name: RedPajamaCommonCrawl


Rear shackle bushings are designed to wear out. The rear shackle itself may be here until Doomsday. But, the 8 bushings will need to be replaced. Eckler's Classic Chevy has this kit to replace all eight bushings to make your 1956 or 1957 Chevy ride better and squeak less. Trust Eckers Classic Chevy for all your 56 and 57 Chevyparts needs always at the best possible price.


Rocky Mountain Sod Growers, Mead, CO, $25,000 to educate the public concerning the benefits of sod to the environment and how to conserve water.
LiveWell Colorado, Denver, CO, $59,930 to promote specialty crops to low-income communities throughout Colorado through the Double Up Food Bucks program.
Colorado Wine Industry Development Board, Broomfield, CO, $73,860 to establish a Colorado State University Extension viticulture specialist position to expand the outreach and informational resources available to Colorado's wine grape growers.
Pickens Technical College – Aurora Public Schools, Aurora, CO, $40,000 to transform a greenhouse with state-of-the-art hydroponic technology to educate Pickens students on specialty crop production as well as produce specialty crops to be sold to the Aurora Public Schools Nutrition Services Department.
Slow Food Denver, Denver, CO, $23,635 to increase the awareness and consumption of Colorado specialty crops by supporting school farm stands, in partnership with Denver Urban Gardens.
Colorado Potato Administrative Committee, Monte Vista, CO, $69,340 for best management practices for Colorado potato growers resulting in improved soil health.
Colorado State University, Fort Collins, CO, $52,640 to evaluate the feasibility of growing cool-season (dry pea and lentil) and warm-season (chickpea, faba bean, and black-eyed) grain legumes across the state.
Colorado State University, Fort Collins, CO, $36,786 to develop integrated pest management (IPM) strategies for Cytospora canker on peaches in Colorado.
Colorado State University, Fort Collins, CO, $53,348 to improve propagation and production techniques of numerous difficult-to-produce herbaceous perennials, in partnership with Plant Select®.
Colorado State University, Fort Collins, CO, $14,163 to increase the success of propagation of herbaceous perennials that are especially adaptable to the Rocky Mountain Region, in partnership with Plant Select®.
Colorado State University, Fort Collins, CO, $40,000 to address the soil-borne potato pathogen which causes powdery scab disease.
Colorado State University, Fort Collins, CO, $68,509 to oversee and conduct well-focused research combined with technical support and outreach to provide Colorado specialty crop producers with science-based information to stimulate innovation, competitiveness, and success.
Colorado State University, Fort Collins, CO, $24,995 to improve the competitiveness of specialty crop producers in Colorado through best management practices for sustainable and sensible weed control.
Colorado Department of Agriculture, Broomfield, CO, $99,730 for development of a Colorado Pavilion at the Produce Marketing Association Fresh Summit Expo in 2019.
Colorado Department of Agriculture, Broomfield, CO, $57,000 for a television advertising campaign in the Denver metro market during the summer of 2019 aimed at encouraging consumers to buy Colorado grown fruits and vegetables.
Colorado Department of Agriculture, Broomfield, CO, $30,000 for an inbound trade mission of Caribbean buyers interested in purchasing Colorado fruits and vegetables.
To learn more about the Colorado Specialty Crops Program visit www.colorado.gov/ag/specialtycropgrant or call (303) 869-9173.


With the 2014-2015 MainStage Season in full swing, we want to showcase the people behind the Rep stage in a series called "Behind the Curtain." This weekly Q&A series highlights staff members who keep the Arkansas Repertory Theatre running on a daily basis.
Someone who directs not only our Young Artist program (including the Summer Musical Theatre Intensive), but also directs shows through the season, like the upcoming production of Elf– is Resident Director and Director of Education Nicole Capri.
Education/Training: Theatre, Dance and Music at the University of Memphis– attended college on an Orchestral Music scholarship (viola) but was received her Bachelor of Fine Arts in Musical Theatre; Professional theatre school at The National Theatre of the Deaf in Chester, Conn.
Why your job rocks: I love conceiving, writing, casting and directing projects from start to finish, but the best part is working with young people and watching them embrace the process of 'removing their Saran Wrap' to become vulnerable and authentic. I teach my young artists that 'their job as actors is to spread joy.' The development and discovery process of young people is the most exciting part of my job. My job is simply to love them, and their job is to learn to not only love and accept each other, but to learn how to love and appreciate themselves. Watching young actors take risks (painful and exhilarating), helping them to realistically identify their strengths and weaknesses and work to achieve attainable goals is the most rewarding part of my entire career. I've seen kids from our SMTI training program go on to attend the best theatre schools in the country and become working professionals as actors, dancers, musicians, filmmakers, directors and teachers, but I've also seen our alumni use the skills they've learned at The Rep to become better doctors, and political activists and military officers and moms and dads. My job and this program is about building confidence, building relationships, building a community that is solid and socially aware and most importantly, friendships and 'safety-nets' that will last a lifetime. Theatre can be a self-realizing and a healing art, and the more I work in this business, the more I realize that the main part of my job is to authentically love the people I coach and direct and to encourage young people learn how to trust and authentically love each other.
Best work day ever: Hmmmm… it's so hard to choose. There have been so many. But the first thing that comes to my mind is in 2005 during our first SMTI tech rehearsal. One of my first students, Hannah Eakin, (who ten years later is still my 'adopted daughter') sang 'By My Side' with the entire cast on stage. It was beautiful. Heart-felt. And I was genuinely moved. It was at that moment that I think I realized that we really had something special here. And it was at that moment I believe I finally embraced what I was really called to do with my life.
One thing people would be surprised about your job: My job is not glamorous… and for every one person I make 'happy,' I probably disappoint at least 10. My job is not 9 to 5 and it's definitely more sweaty than you could imagine. I wear sweatpants, sneakers and a baseball cap more than dresses and heels.
Favorite seat in the house: I love every seat in the house. The theatre is so intimate and no one is ever more than 40 feet away from the stage. But when I'm directing, I sit in a different place all the time because I want to see my show from every angle. Many times, I will drop by my show when it's in a long run to 'check in.' You can see me leaning up against the back post on the house-left side of the theatre because I love to watch the audience watch my shows.
Best job perk: There are so many great things about my job— but the biggest job perk is what makes my job possible – my boss (but please don't tell him because I always tell him that he's 'not the boss of me'). The thing I appreciate the most about working for Bob is that he seems to get how my brain works and encourages me to work in a way that allows me to be my most creative and productive (which is usually between 10 and 2 in the middle of the night). I've never been good at sitting at a desk and I'm too ADD to write in an environment with lots of distraction. But working for him, I never feel like I'm punching a time-clock when I'm creating or writing a new piece. I am evaluated on my product rather than my crazy (sometimes unconventional) process. I am praised for my efforts and listened to when I come to him with new ideas. I love working for an artist who understands the creative process. Bob offers constructive criticism and never makes me feel micro-managed. I am empowered and encouraged to do my best work. It's an artist's dream job.
Be sure to check back every week to get a glimpse at a different member of The Rep staff. Buy your tickets to Elf here!
Arkansas Repertory Theatre's Producing Artistic Director Bob Hupp is stepping out of the theatre and directing a special production Disfarmer for the first-ever ACANSA Arts Festival in central Arkansas this week.
The production, which is written by award-winning Arkansas playwright Werner Trieschmann, will premiere at 8 p.m. today (Sept. 25) at Argenta Community Theatre, 405 Main St, North Little Rock.
The production is a comedic portrait that tells the story of Mike Disfarmer, an eccentric photographer from Heber Springs, Ark., who charged townsfolk and visitors a quarter to have their picture taken in the early '40s—and caused a minor mania decades later as New York gallery owners "discovered" his work and descended on the small Arkansas town.
Disfarmer will run every night through Saturday (Sept. 27). Showtime is at 8 p.m.
General tickets for the show are $30, with additional student and VIP options. Get ticket prices and purchase online here.
Get more information about the show here.


Anyone can make payments towards future taxes that will become due. In order to post the payments correctly we must know that they are for future taxes and all current taxes must be paid in full. Payment arrangements are allowed and encouraged to be set up as soon as the tax notice is received (in July or August). For the past few years payment arrangement forms have been sent with the tax notices to assist property owners with this option. Beginning the payment plan immediately upon receipt of the tax notice saves the property owner money by eliminating/reducing any interest or penalties that will accrue on the balance owing. If a property owners waits until after the taxes become delinquent to make a payment arrangement they must come to the Tax Office and sign an agreement. No verbal payment arrangements are made. The property owner is required to make a down payment on the taxes owing at the time the arrangement is made.


Just in: Feather River organic cotton fabrics by Birch Fabrics | Get glamping!
Fall camping is the best.
No crowds, the foliage is gorgeous, you've got the shore all to yourself and the perfect excuse to wear your favorite sweater every single day.
It's all I can think about since Feather River arrived, Birch Fabric's new fall camping collection. Canoes, vintage campers and their adorable wagons, trees in glorious shades of autumn. Just what you'd expect for the perfect glamping trip. Find all four fabrics: Feather River, Feather River Patch, Camper Rally and Canoes at worthygoods textile.
And don't forget to pack your sweater.


Most of us up on the dance floor living it up to the old music, having a fun night!
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The Helmet Raincover from Vaude is the ideal accessory to keep in your pack just in case the weather turns. The waterproof cover will keep your head protected from the wind and rain. The material is bluesign® certified and is constucted from eco-friendly components.


text:
FOR RSS June 18, 2013
Obama: Secret surveillance is totally 'transparent
The most transparent things in government are always top secret...
From the AP:
President Barack Obama defended top secret National Security Agency spying programs as legal in a lengthy interview Monday, and called them transparent — even though they are authorized in secret.
"It is transparent," Obama told PBS' Charlie Rose in an interview broadcast Monday. "That's why we set up the FISA court," he added, referring to the secret court set up by the Foreign Intelligence Surveillance Act that authorizes two recently disclosed programs: one that gathers U.S. phone records and another that is designed to track the use of U.S.-based Internet servers by foreigners with possible links to terrorism.
He added that he's named representatives to a privacy and civil liberties oversight board to help in the debate over just how far government data gathering should be allowed to go — a discussion that is complicated by the secrecy surrounding the FISA court, with hearings held at undisclosed locations and with only government lawyers present. The orders that result are all highly classified.
"We're going to have to find ways where the public has an assurance that there are checks and balances in place ... that their phone calls aren't being listened into; their text messages aren't being monitored, their emails are not being read by some big brother somewhere," Obama said.


Events | Ascot Resources Ltd.
The Company is pleased to announce that it will host an investor update conference call with President and CEO, Derek White on Thursday, April 11, 2019 at 1:15pm Pacific time and 4:15pm Eastern time. Mr. White will discuss the updated plans for the coming year and the next steps for the Company going forward. A question and answer period will follow the presentation.
To participate, please dial: Canada/USA toll-free 1-800-319-4610 or International toll +1-604-638-5340 and request join to the "Ascot Resources Conference Call". Participants please dial in 5 to 10 minutes prior to the scheduled start time.
The webcast can be accessed by clicking on the following link: http://services.choruscall.ca/links/ascot20190107.html. The live call may be accessed by dialing 1-800-319-4610 for North American callers, or 1-604-638-5340 for International callers. Callers should dial in five to ten minutes prior to the scheduled start time, and ask to join the "Ascot IDM Golden Triangle Consolidation Call." The webcast will be available on demand at the same link for 3 months following the live event.
The Company is also pleased to announce that an investor conference call with President and CEO, Derek White will be held on Tuesday, November 13, 2018 at 1:15 pm Pacific time and 4:15 pm Eastern time. Lars Beggerow, VP Geoscience and Exploration will co-host the call with Mr. White.
Ascot Resources corporate presentation time - 11:40am on 4 Oct. Ascot booth number is 48.
The Company is pleased to announce that an investor conference call with President and CEO, Derek White will be held on Monday, August 13 2018 at 1:15 pm Pacific time and 4:15 pm Eastern time.
The Company is pleased to announce that an investor conference call with President and CEO, Derek White will be held on Thursday, May 10, 2018 at 2:00 pm Pacific time and 5:00 pm Eastern time.
VIDEO: Northern Miner's Canadian Mining Symposium in London, U.K., in April 2018.


text:
Transforming Leads To Gold
14 Life Lessons Learned From A Top Performing, Professional Brute
UFC Fight Night Dublin McGregor vs. Brandao, The O2, Dublin 19/7/2014 Ireland's Conor McGregor before the fight Mandatory Credit ©INPHO/Rodrigo Romos
(This article was originally a guest post for Copy Chief.)
A few seasons ago, a loud mouthed NFL player — Richard Sherman — aggravated a nation and drew controversy with a post-match interview.
If you didn't catch it before, have a look here:
At first glance, Sherman comes across as a brash, ignorant and unsporting meat-head, who uses his air time to settle a score. Completely unattractive to the uninitiated.
But when you dig a little deeper, there's a magnetic story to Richard Sherman. It tells the tale of a highly educated, top performer, who masterfully plays the game around him to his own success.
One of the most compelling parts of Sherman's story is his intellect. He is a self-confessed nerd, who graduated with a near perfect record from Stanford.
Sherman is a textbook example of the effect of trash talking in sports — It splits opinion.
For some, it's an unnecessary act that brings the athlete's character and sportsmanship into question.
For others, it's the showmanship that makes it all worth watching.
Many would consider splitting public opinion in such a way a risky move. So, why do athletes do it?
To answer the question, we're going to take a look at the #1 trash talker in sport today — the UFC's Conor McGregor.
Conor — a fellow Irishman — is the first Irish UFC fighter to be considered a success.
He is brash. He is cocky. He loves to trash talk. And he seems like an egomaniacal thug at first glance.
For those in the know, his accent reveals he's from a notoriously troubled and crime-ridden neighbourhood in the city of Dublin – Crumlin.
Lot's of similarities to Sherman — who grew up in Compton, California — except Conor has no higher level, university education to add a layer of sheen.
Let me introduce you to Conor…
In the following video, he is on stage at a press event with an opponent of his, Dustin Poirier.
At face value, he's not someone you'd really want to take life lessons from, right?
But Conor is an elite martial artist and has become one of the UFC's biggest stars in record time. They treat him very differently to every other fighter in the organization.
Here, UFC President — Dana White — gives his view on Conor's slingshot to superstardom:
Since discovering Conor, I've studied him closely, to get a better look at who this guy really is. And why he's become so successful.
Even if you don't like UFC — or violence — there are some key marketing and life lessons to learn from Conor's meteoric rise to success.
The UFC Goldenboy?
To begin the intrigue, since his arrival in the UFC, the treatment he has received from the sport's premier organization has many in the UFC community questioning whether or not he is the "real deal" and worthy of the attention.
These questions have continued to stack up even as Conor earned his title shot against the reigning, undefeated, UFC featherweight champion — Jose Aldo.
Conor was originally scheduled to fight Jose on July 11th, in what the UFC had positioned as "The Biggest Fight In Featherweight History".
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text:
Download XBRL
hst-8k_20200930.htm
false 0001070750 0001070750 2020-09-30 2020-09-30
PURSUANT TO SECTION 13 OR 15(d) OF
Date of report (Date of earliest event reported): September 30, 2020
HOST HOTELS & RESORTS, INC.
(Exact Name of Registrant as Specified in Charter)
(Commission
File Number)
4747 Bethesda Avenue, Suite 1300
Securities registered pursuant to Section 12(b) of the Act:
Title of Each Class
Trading Symbol
Name of Each Exchange on
Which Registered
Common Stock, $.01 par value
Nasdaq Global Select Market
Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter).
Emerging growth company ☐
Item 2.02. Results of Operations and Financial Condition.
On November 4, 2020, Host Hotels & Resorts, Inc. issued a press release announcing its financial results for the third quarter ended September 30, 2020. The press release referred to supplemental financial information for the quarter that is available on the Company's website at www.hosthotels.com. A copy of the press release and the supplemental financial information are furnished as Exhibit 99.1 and Exhibit 99.2, respectively, to this Report.
The information in this Report, including the exhibits, is provided under Item 2.02 of Form 8-K and shall not be deemed "filed" for the purposes of Section 18 of the Securities Exchange Act of 1934 or otherwise subject to the liabilities of that section. Furthermore, the information in this Report, including the exhibits, shall not be deemed to be incorporated by reference into the filings of the registrant under the Securities Act of 1933 regardless of any general incorporation language in such filings.
Item 9.01. Financial Statements and Exhibits.
Host Hotels & Resorts, Inc.'s earnings release for the third quarter 2020.
Host Hotels & Resorts, Inc. Third Quarter 2020 Supplemental Financial Information.
Cover Page Interactive Data File (embedded within the Inline XBRL document).
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
/S/ BRIAN G. MACNAMARA
Brian G. Macnamara
Senior Vice President and
Corporate Controller
hst-ex991_7.htm
TEJAL ENGMAN
ir@hosthotels.com
Host Hotels & Resorts, Inc. Reports Results for Third Quarter 2020
BETHESDA, MD; November 4, 2020 – Host Hotels & Resorts, Inc. (NASDAQ: HST) (the "Company"), the nation's largest lodging real estate investment trust ("REIT"), today announced results for the third quarter of 2020.
James F. Risoleo, President and Chief Executive Officer, said, "During the third quarter, we achieved a meaningful sequential increase in revenue and reduced our net loss and hotel-level operating losses from second-quarter levels, despite a year-over-year decrease in travel due to COVID-19. We reopened 20 hotels during the quarter, and consistently improved RevPAR each month as our operators increased average hotel occupancy by 680 basis points from July to September. In addition, we took important steps with our hotel operators towards achieving our goal of permanent cost savings as we continue to redefine our operating model and strengthen our business for the long term."
Risoleo continued, "Subsequent to quarter end, we sold the 532-key Newport Beach Marriott Hotel & Spa for approximately $216 million after retaining FF&E reserves, and 29 acres of land adjacent to The Phoenician hotel for approximately $66 million. We are pleased to capitalize on these opportunistic sales at attractive prices that enhance our liquidity and reduce our near-term capital spending requirements. We ended the quarter with $2.4 billion of cash, having drawn the remaining capacity on our credit facility, issued $750 million of senior notes and used $390 million to repay existing debt. These actions further augmented our already solid cash position while extending our weighted average debt maturity and maintaining our weighted average interest rate. We continue to maximize our liquidity and maintain the strength of our investment-grade balance sheet, with no near-term debt maturities and a best-in-class ability to withstand prolonged business disruption."
Operating Results 1
(unaudited, in millions, except per share and hotel statistics)
Quarter ended September 30,
Year-to-date ended September 30,
(84.3
All owned hotel revenues
(pro forma) (1)
EBITDAre (1)
Adjusted EBITDAre (1)
All owned hotel Total RevPAR –
Constant US$
All owned hotel RevPAR –
Diluted earnings (loss) per common
NAREIT FFO per diluted share (1)
Adjusted FFO per diluted share (1)
NAREIT Funds From Operations ("FFO") per diluted share, Adjusted FFO per diluted share, EBITDAre, Adjusted EBITDAre and all owned hotel results (pro forma) are non-GAAP (U.S. generally accepted accounting principles) financial measures within the meaning of the rules of the Securities and Exchange Commission ("SEC"). Beginning in the third quarter of 2020, the Company changed its definition of Adjusted EBITDAre and Adjusted FFO to exclude non-ordinary course severance costs, which management believes provides useful supplemental information that is beneficial to an investor's understanding of ongoing operating performance. Furlough costs, which are viewed as a replacement to wages, will continue to be included in these metrics. Including these severance costs, Adjusted EBITDAre and Adjusted FFO would have been $(154) million and $(123) million, respectively, for the third quarter 2020 and $(180) million and $(146) million year-to-date, respectively. See the Notes to Financial Information on why the Company believes these supplemental measures are useful, reconciliations to the most directly comparable GAAP measure, and the limitations on the use of these supplemental measures.
N/M = Not meaningful
HOST HOTELS & RESORTS, INC. NEWS RELEASE
*Additional detail on the Company's results, including data for 22 domestic markets and top 40 hotels by Total RevPAR, is available in the Third Quarter 2020 Supplemental Financial Information available on the Company's website at www.hosthotels.com.
Portfolio Highlights:
As of November 4, 2020, re-opened 31 of the 35 hotels that had suspended operations, and had open a total of 75 of its 79 consolidated hotels, representing 94% of the Company's room count.
Improved average monthly occupancy by 680 basis points, from 12.9% in July to 19.7% in September 2020.
Achieved break-even or positive hotel-level operating profit at 22% of its hotels, representing 18% of rooms, for the month of September 2020, excluding severance costs and the Employee Retention Credit ("ERC") that, under the CARES Act, partially offset the costs for the operator's furloughed hotel employees.
Subsequent to quarter end, completed the sale of the Newport Beach Marriott Hotel & Spa for $216 million and sold three parcels of land at The Phoenician hotel for $66 million.
Update on COVID-19 Response and Positioning for Recovery
In response to the COVID-19 pandemic, the Company and its hotel operators have prioritized preserving financial liquidity and ensuring that the Company's hotels are well positioned for recovery.
Preserving financial liquidity:2
Compared to second quarter 2020, cash used in operating activities improved by $23 million in the third quarter and cash burn improved by approximately $132 million, as a result of month to month improvement in average occupancy and, for cash burn, lower levels of capital expenditures and recording of the ERC. Significant expenditures included in the Company's total cash burn are (in millions):
Quarter ended
GAAP net cash used in operating activities
Cash burn (2)
Components of cash burn:
Hotel-level operating loss (2)
Interest payments (3)
Cash corporate and other expenses
Severance at hotel properties
The Company's liquidity can be estimated based on the average monthly GAAP cash used in operating activities and cash burn using the third quarter performance as well as forecasted interest expense and capital expenditures. Monthly cash burn for the fourth quarter is expected to exceed the third quarter average primarily due to the timing and amount of payments of capital expenditures, interest payments, and the ERC. In a scenario in which fourth quarter hotel operations are commensurate with the third quarter but exclude the $23 million ERC, the Company estimates that:
the average monthly GAAP cash used in operating activities would be approximately $66 million at the midpoint, which includes estimated interest, corporate-level expenses, and cash timing adjustments, and
monthly cash burn would be approximately $95 million to $105 million(2), which also includes estimated monthly capital expenditures.
Hotel-level operating loss and cash burn are non-GAAP financial measures within the meaning of the rules of the SEC. Beginning in the third quarter of 2020, the Company removes severance costs incurred outside the ordinary course of business from All Owned Hotel Pro Forma EBITDA, a major component of hotel-level operating loss, as management believes this provides useful supplemental information that is beneficial to an investor's understanding of ongoing operating performance. Furlough costs, which are viewed as a replacement to wages, and the $23 million in ERC are included in this metric. Severance and furlough costs are included in determining quarterly cash burn. See the Notes to Financial Information on why the Company believes these supplemental measures are useful, reconciliations to the most directly comparable GAAP measure, and the limitations on the use of these supplemental measures.
Interest payments for the third quarter do not include cash debt extinguishment costs of $26 million, which are considered a financing activity on the Company's statement of cash flows.
Based on the above, the Company anticipates the total available liquidity at the end of 2020 would be approximately $2.4 billion to $2.5 billion, including cash and FF&E reserves, and proceeds from the sales referenced above that occurred subsequent to quarter end, but not including any potential debt paydowns or other transactions. At this current cash burn level, the Company anticipates it would have ample liquidity until November of 2022, subject to obtaining continued covenant waivers from the lenders under the credit facility.
Actions by the Company's hotel operators and the Company to preserve financial liquidity and position itself for the recovery include:
Reducing Operating Costs
Reduction of portfolio-wide hotel operating costs by over 65%, excluding severance, in the third quarter compared to the prior year, by continuing to suspend or scale back operations at hotels and furlough hotel employees. Furloughed employees received healthcare benefits of $31 million in the third quarter and approximately $85 million year-to-date. In addition, the Company's hotel operators recorded a $23 million credit related to the ERC in the third quarter, which reduced hotel-level operating expenses.
Re-evaluation of the workforce structure and implementation of changes that are expected to lead to a more efficient operating model in the long term. As a result, the Company recorded severance costs of approximately $43 million in the third quarter. Full year severance costs for 2020 are expected to be $60 million to $70 million.
Reduction of year-to-date corporate expenses by nearly 15% compared to the prior year.
Strengthening the Balance Sheet
Draw of $746 million of the remaining capacity on the revolver portion of the Company's credit facility in the third quarter as a precautionary measure in order to preserve financial flexibility.
Issuance of $750 million of 3.5% Series I Senior Notes due 2030 in the third quarter. A portion of the proceeds were used to repurchase approximately 81% of the outstanding 4.75% Series C Senior Notes due 2023 for $390 million, including $26 million of prepayment costs, extending the Company's weighted average debt maturity, while maintaining its average interest rate.
Continued suspension of the quarterly dividend and stock repurchases.
Positioning for recovery
Continued completion of the Marriott transformational capital program and other ROI projects to take advantage of reduced demand. The Company believes the renovations will position these hotels to capture additional revenue during the economic recovery.
Continued review of operating costs with hotel managers at varying levels of occupancy with a focus on modernizing brand standards, streamlining operating departments and accelerating the adoption of cost-saving technology.
Operating Results
The Company's prior year presentation of comparable hotel performance is no longer relevant given the impact of COVID-19. Hotel operating results, including RevPAR, are instead being reported on an All Owned Hotel pro forma basis, which includes all consolidated properties owned as of September 30, 2020, but does not include the results of operations for properties sold in 2019 or through the reporting date. Additionally, operating results for acquisitions in the prior year are reflected for the full 2019 calendar year, to include results for periods prior to the Company's ownership. See the Notes to Financial Information – All Owned Hotel Operating Statistics and Results for further information on these pro forma statistics.
Due to low occupancy levels and/or state mandates, operations remain suspended at four hotels in the Company's portfolio as of November 4, 2020. The Company has provided a complete list of these suspended hotels on page 35 of its Third Quarter 2020 Supplemental Financial Information available on the Company's website at www.hosthotels.com.
The following presents the monthly hotel operating results for the full portfolio during the periods presented:
Number of hotels
Average Occupancy Percentage
pts)
Average Room Rate
RevPAR
The following presents the monthly hotel operating results for the hotels without suspended operations during the periods presented:3
Number of hotels (4)
Hotel Business Mix Update
The Company's customers fall into three broad groups: transient, group and contract business, which accounted for approximately 61%, 35%, and 4%, respectively, of its 2019 room sales.
During the third quarter, demand continued to be primarily driven by drive-to and resort destinations. The following are the sequential results of the Company's consolidated portfolio transient, group and contract business:
Quarter ended September 30, 2020
Quarter ended June 30, 2020
Room nights (in thousands)
Percentage change in room nights
vs. same period in 2019
Room Revenues (in millions)
Percentage change in revenues
The Company and its operators have focused on rebooking future business with its customers and have rebooked approximately 16% of group business that was cancelled in 2020 into future years.
The Company's capital expenditures spending is expected to range from $475 million to $510 million for full year 2020:
Year-to-date ended
2020 Full Year Forecast
Low-end of range
High-end of range
ROI - Marriott transformational capital program
ROI - All other ROI projects
Total ROI project spend
Renewals and Replacements
Total Capital Expenditures
Through the third quarter of 2020, the Company completed approximately 78% of the total capital expenditure projects planned for the year. The full year forecast ROI capital expenditures includes $175 million to $180 million for the Marriott transformational capital program, which is reduced by approximately $20 million compared to the prior forecast as a result of savings on completed projects and construction timing. The Company expects to receive operating profit guarantees of approximately $20 million in 2020, including $5 million that was received in the third quarter of 2020 and $7 million expected in the fourth quarter.
The Company has prioritized major capital projects in assets and markets that are expected to recover faster, such as leisure and drive-to destinations, as well as previously announced major return on investment projects. The Company is utilizing the low occupancy environment to accelerate certain projects and minimize future disruption.
On October 30, 2020, the Company sold 29 acres of land adjacent to The Phoenician hotel for approximately $66 million. The buyer plans for residential development on the land, including a mix of single family, villas and condominium units.
Represents the hotels that were accepting reservations during the entirety of the month. Excludes the 23, 14, and 10 hotels with suspended operations in the months of July, August and September, respectively.
Additionally, residents of these new homes will be provided the option of purchasing membership to an amenity program with The Phoenician to access resort amenities and other services. On November 2, 2020, the Company sold the Newport Beach Marriott Hotel & Spa for $216 million and expects to record a gain of approximately $200 million in the fourth quarter for the combined sales.
The Company maintains a robust balance sheet with the following balances at September 30, 2020:
Total assets of $13.1 billion.
Cash balance of approximately $2.4 billion and FF&E escrow reserves of $138 million. The revolver and term loan portions of its credit facility are fully utilized.
Debt balance of $5.6 billion, with an average maturity of 5.2 years, an average interest rate of 3.0%, and no maturities until 2023.
The Company's quarterly-tested financial covenants in its credit facility were waived beginning July 1, 2020 through the second quarter of 2021, with testing resuming for the third quarter of 2021. The Company's credit facility requires that net proceeds from debt issuances and asset sales in excess of $350 million be used first to repay borrowings under the revolver and, in excess of $700 million in proceeds, to repay the revolver and term loans on a pro rata basis, subject to certain exceptions. As a result of restrictions under the waiver, proceeds from the issuance of Series I senior notes, the Newport Beach Marriott sale and the land sale at The Phoenician, the Company may be required to use a portion of the combined sale proceeds to repay the revolving credit facility to the extent the Series I senior notes proceeds are not used to repay other debt. As of September 30, 2020, the Company was below the financial covenant levels under its senior notes indentures necessary to incur debt and, as a result, it will not be able to incur additional debt while below these levels.
Given the global economic uncertainty COVID-19 has created for the travel, airline, lodging and tourism and event industries, among others, the Company cannot provide guidance for its operations or fully estimate the effect of COVID-19 on operations. The Company does not expect to see a material improvement in operations until government restrictions have been lifted and business and leisure travelers are comfortable that the risks associated with traveling and contracting COVID-19 are significantly reduced. The Company does not intend to provide further updates unless deemed appropriate.
About Host Hotels & Resorts
Host Hotels & Resorts, Inc. is an S&P 500 company and is the largest lodging real estate investment trust and one of the largest owners of luxury and upper-upscale hotels. The Company currently owns 74 properties in the United States and five properties internationally totaling approximately 46,100 rooms. The Company also holds non-controlling interests in six domestic and one international joint ventures. Guided by a disciplined approach to capital allocation and aggressive asset management, the Company partners with premium brands such as Marriott®, Ritz-Carlton®, Westin®, Sheraton®, W®, St. Regis®, The Luxury Collection®, Hyatt®, Fairmont®, Hilton®, Swissôtel®, ibis® and Novotel®, as well as independent brands. For additional information, please visit the Company's website at www.hosthotels.com.
Note: This press release contains forward-looking statements within the meaning of federal securities regulations. These forward-looking statements include forecast results and are identified by their use of terms and phrases such as "anticipate," "believe," "could," "estimate," "expect," "intend," "may," "should," "plan," "predict," "project," "will," "continue" and other similar terms and phrases, including references to assumptions and forecasts of future results. Forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors which may cause the actual results to differ materially from those anticipated at the time the forward-looking statements are made. These risks include, but are not limited to: the duration and scope of the COVID-19 pandemic and its short and longer-term impact on the demand for travel, transient and group business, and levels of consumer confidence; actions governments, businesses and individuals take in response to the pandemic, including limiting or banning travel; the impact of the pandemic and actions taken in response to the pandemic on global and regional economies, travel, and economic activity, including the duration and magnitude of its impact on unemployment rates, business investment and consumer discretionary spending; the pace of recovery when the COVID-19 pandemic subsides; general economic uncertainty in U.S. markets where we own hotels and a worsening of economic conditions or low levels of economic growth in these markets; the effects of steps we and our hotel managers take to reduce operating costs in response to the COVID-19 pandemic; other changes (apart from the COVID-19 pandemic) in national and local economic and business conditions and other factors such as natural disasters and weather that will affect occupancy rates at our hotels and the demand for hotel products and services; the impact of geopolitical developments outside the U.S. on lodging demand; volatility in global financial and credit markets; operating risks associated with the hotel business; risks and limitations in our operating flexibility associated with the level of our indebtedness and our ability to meet covenants in our debt agreements; risks associated with our relationships with property managers and joint venture partners; our ability to maintain our properties in a first-class manner, including meeting capital expenditure requirements; the effects of hotel renovations on our hotel occupancy and financial results; our ability to
compete effectively in areas such as access, location, quality of accommodations and room rate structures; risks associated with our ability to complete acquisitions and dispositions and develop new properties and the risks that acquisitions and new developments may not perform in accordance with our expectations; our ability to continue to satisfy complex rules in order for us to remain a REIT for federal income tax purposes; risks associated with our ability to effectuate our dividend policy, including factors such as operating results and the economic outlook influencing our board's decision whether to pay further dividends at levels previously disclosed or to use available cash to make special dividends; and other risks and uncertainties associated with our business described in the Company's annual report on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K filed with the SEC. Although the Company believes the expectations reflected in such forward-looking statements are based upon reasonable assumptions, it can give no assurance that the expectations will be attained or that any deviation will not be material. All information in this release is as of November 4, 2020 and the Company undertakes no obligation to update any forward-looking statement to conform the statement to actual results or changes in the Company's expectations.
This press release contains registered trademarks that are the exclusive property of their respective owners. None of the owners of these trademarks has any responsibility or liability for any information contained in this press release.
*** Tables to Follow ***
Host Hotels & Resorts, Inc., herein referred to as "we," "Host Inc.," or the "Company," is a self-managed and self-administered real estate investment trust that owns hotel properties. We conduct our operations as an umbrella partnership REIT through an operating partnership, Host Hotels & Resorts, L.P. ("Host LP"), of which we are the sole general partner. When distinguishing between Host Inc. and Host LP, the primary difference is approximately 1% of the partnership interests in Host LP held by outside partners as of September 30, 2020, which is non-controlling interests in Host LP in our consolidated balance sheets and is included in net (income) loss attributable to non-controlling interests in our consolidated statements of operations. Readers are encouraged to find further detail regarding our organizational structure in our annual report on Form 10-K.
2020 OPERATING RESULTS
September 30, 2020 and December 31, 2019
Condensed Consolidated Statements of Operations (unaudited)
Quarter and Year-to-date Ended September 30, 2020 and 2019
Earnings (Loss) per Common Share (unaudited)
Hotel Operating Data
Hotel Operating Data for Consolidated Hotels (by Location)
Schedule of All Owned Hotel Pro Forma Results
Reconciliation of Net Income (Loss) to EBITDA, EBITDAre and Adjusted EBITDAre
Reconciliation of Diluted Earnings (Loss) per Common Share to NAREIT and Adjusted Funds From Operations per Diluted Share
Notes to Financial Information
(unaudited, in millions, except shares and per share amounts)
Right-of-use assets
Due from managers
Advances to and investments in affiliates
Furniture, fixtures and equipment replacement fund
LIABILITIES, NON-CONTROLLING INTERESTS AND EQUITY
Credit facility, including the term loans of $997
Other debt
Total debt
Lease liabilities
Due to managers
Redeemable non-controlling interests - Host Hotels & Resorts, L.P.
Host Hotels & Resorts, Inc. stockholders' equity:
Common stock, par value $.01, 1,050 million shares authorized,
705.3 million shares and 713.4 million shares issued and outstanding,
Total equity of Host Hotels & Resorts, Inc. stockholders
Non-redeemable non-controlling interests—other consolidated partnerships
Total liabilities, non-controlling interests and equity
Please see our Third Quarter 2020 Supplemental Financial Information for more detail on our debt balances and financial covenant ratios under our credit facility and senior notes indentures.
(unaudited, in millions, except per share amounts)
Total revenues
Other departmental and support expenses
Other property-level expenses
Corporate and other expenses(1)
Gain on insurance and business interruption settlements
Operating profit (loss)
Other gains/(losses)
Loss on foreign currency transactions and derivatives
Equity in earnings (losses) of affiliates
Benefit (provision) for income taxes
Less: Net (income) loss attributable to
Net income (loss) attributable to Host Inc.
Basic and diluted earnings (loss) per common share
Corporate and other expenses include the following items:
General and administrative costs
Non-cash stock-based compensation expense
Earnings (Loss) per Common Share
Less: Net (income) loss attributable to non-controlling interests
Basic weighted average shares outstanding
Assuming distribution of common shares granted under the
comprehensive stock plans, less shares assumed purchased at market
Diluted weighted average shares outstanding (1)
Dilutive securities may include shares granted under comprehensive stock plans, preferred operating partnership units ("OP Units") held by minority partners and other non-controlling interests that have the option to convert their limited partnership interests to common OP Units. No effect is shown for any securities that were anti-dilutive for the period.
Hotel Operating Data for Consolidated Hotels (1)(2)
All Owned Hotels (pro forma) by Location in Constant US$
Maui/Oahu
San Francisco/San Jose


ABC sat down for an in-depth discussion with Al Pacino about his acclaimed career, from Scarface to Scent of A Woman.Pacino tells a story about how he was almost fired from The Godfatheruntil Marlon Brando and Francis Ford Coppola helped him turn it around. Al also talks about how his love of movies stems from growing up with his mother in the south Bronx, and being rejected from the prestigious ACTORS STUDIO in his early days.
This interview is a treat for Pacino fans and movie buffs.


Remote Scottish island communities have welcomed news the European Commission will not stand in their way when submitting windfarm plans in the next Contract for Difference (CfD) auction round. A UK Government consultation launched last December sought to change the definition of remote island wind-energy in order that it might compete with larger developments. While having enormous potential for electricity generation, thanks to strong winds, as well as new jobs and work for local suppliers, island windfarms face higher costs due to their location and transmission requirements. According to the government, whose consultation runs until March 8, this makes them different from other onshore projects and suitable, therefore, for its CfD auctions. Under the CfD scheme, qualifying projects are guaranteed a minimum price at which they can sell their electricity.


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November 19th 2023 Horoscope
Horoscope Information:
Birthday Overview
Zodiac sign for November 19, 2023: Scorpio
Zodiac sign for November 19, 2023
Scorpio traits:
Scorpio Summary
The zodiac sign of someone born on November 19th is Scorpio. The date ranges for your sign starts on October, 21st and ends on November, 22nd. There are 29 days in this period.
Being born under the Scorpion constellation, you tend to be profoundly Fierce, Intense, Ambitious, and Loyal. Scorpios question everything, and work hard to understand all things. Are very intense, loyal and kind.
Easy going energy is flowing freely this weekend creating an opportune time to embrace your creative side.
Elemental Traits
Water - Your element
The wordly element linked to you by your sign is Water. Water is most associated with being calm, soothing, and healing. People associated with water are able to adapt to any situation, are able to find happiness wherever life takes them, and tend to be decidedly open to change. But do not take this easy going attitude for weakness. Although normally calm, and eminently easy going, this element is known to be one of the most ferocious and powerful of them all, be extremely cautious when they're in an off mood and don't force them into an unfavorable situation they don't want to be in.
Your spiritual color is yellow.
Your symbol is The Scorpion.
Lucky numbers for a November 19th 2023 birthday are 61, 6, 45, 24, 82, 22, and 19
But that's not all!
As someone born in mid November you are born only 3 days before the Sagittarius period. Because of this, you are profoundly aligned with the Sagittarius constellation.
Secondary Sign: Sagittarius
You are 41% Sagittarius, here's why this matters
Zodiac and Horoscope signs and traits are determined by the phases of the planets, which constellations you are born under, and draw energies from. Generally we have set dates for these astrological periods, but this doesn't tell the whole story! The phases of the constellations are just that, phases! There is not hard start or end to them because they blend together. So if you are born close to the start or end of a phase, you will experience traits from both. In your case, you are born under the Scorpio phase, but are only 3 days away from the Sagittarius phase. As a 41% Sagittarius you tend to be the following :
Good-Humored
A Sagittarius will always maintains a positive outlook on life. They enjoy meeting new people, and have a vibrant personality, but can often be reckless.
Scorpio Love and Relationship Compatibility
Here we have listed how compatible you can expect to be with each other sign. The higher the percentage, the more compatible you can expect to be! As as Scorpio born on November 19th 2023, you are most compatible with Virgo and Gemini
Want to learn more about your sign?
Lunar Zodiac
On the day of your birth, November 19th 2023, the moon was in the Waxing crescent phase. This means it was 21% into it's cycle, and was at 42% visability. Following your birth, the next full moon after your birthday was on 2023-12-27. Currently the moon is in the Waxing crescent phase, and is at 26.The next full moon is on 2021-02-26.
You will see an increase in the following traits today:
You will be more Philosophical by 10%
You will be more Loyal by 92%
You will be more Unlovable by 68%
You will be more Perfectionist by 36%
You will be more Submissive by 18%
Other Date Formats:
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November-20-2023 »
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Eri rearing has started with fresh stock. First brood eggs have been laid & the first of these are now hatching. The silkworms are fed privet during the Winter months & Caster leaves in the Summer.
Only a small amount of silk will be produced with rearing kept to a minimum at present.
This is a picture of the moths mating & first eggs laid at the very bottom of the picture, under the bottom female.


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Chelmsford Divorce Lawyers and Family Law Attorneys Robyn A. Briatico & Affiliates have offices in Burlington, Andover, Boston, Everett, and Quincy to serve the community of Chelmsford Massachusetts. For new clients that reside in Chelmsford contemplating or wishing to file for divorce in Middlesex County, we are offering a no obligation 20 minute phone consultation to discuss the specifics of your case and possible legal options you may want to pursue.
We encourage Chelmsford residences to spend some time on our website to explore our general information content on Massachusetts Family and Divorce Law. If you prefer instead to watch videos, we encourage you to watch our large collection of YouTube hosted videos on a wide range of topics pertaining to Massachusetts ( Mass ) Divorce and Family Law. Whether it's developing extensive YouTube hosted Boston Divorce and Family Law videos, or updating our website content, our Boston Lawyers and Attorneys are focussed on making this website one of the top ranked, top recommended and best rated in its class to help serve our community.
Attorney Robyn A. Briatico and her affiliates have the experience to handle all types of Family Law and Divorce matters including but not limited to Chelmsford, Massachusetts (MA) Child Support, Child Support Modification, Alimony, Alimony Modification, Child Custody, Child Visitation, Property Division, Separation, Prenuptial, Guardianship, Adoption, Basic Wills and Trusts, to name a few.
If you like what you see and would like to meet with Chelmsford Divorce & Family Lawyer Robyn A. Briatico, please contact her at 617-387-6800 or click on the business card below and complete and submit the "Contact Form" so that she can contact you to schedule an appointment.
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Nice building lot located south of 776. You will find more privacy with the back having a green belt / drainage swale. You will then find just beyond there the Cape Haze Pioneer Trail; an 8 mile rail trail running from western Port Charlotte to Placida! A great place for biking and hiking! This property is just minutes east of The Cove of Rotonda Golf Center; with many more great golf courses close by. The closest boat launch is less than 7 minutes off of 776 to the north, where you will find a quick boat ride to the Myakka River, then to Charlotte Harbor, and on out to the Gulf of Mexico! To the west by car you will find Englewood beaches 9.8 miles from this future new home site. The Port Charlotte and Englewood areas are best known for: excellent fishing, boating and golfing, with pristine gulf beaches close by! PCH 095 5139 0021.


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Q: How to create custom buttons I am new person in salesforce. Can any one please detail explanation of how to create custom Button in either standard object or custom object?

A: 1) First you must go to the Setup.

2) Now you need to open site with all of your custom objects. Click on the Create and then on the Objects link:

3) Now you can see the list with all custom objects. Select the object where you want to create a new custom button:

4) Alright! Now you can see the custom object page. Scroll down to the Custom Button and Links and click on the New Button:

5) At the next page you need to define some parameters for the custom button. Very important is that you selects Detail Page Button radio button. For my example i have selectes Execute Javascript for the behavior, you can adjust it as you want.
Now click on Save.

6) At the next page click on the Back to Custom Object: Your Object Name to go back to the custom object page:

7) Now you must insert your new custom button to the page layout to be able to see it. Scroll down to the Page Layout section and click on Edit link:

8) At the layout page select Buttons at the left top corner and the click and drag your custom button to the layout:

9) Very good ;D Now just save the layout and then go to the custom object item page to see you fresh created and inserted button:

A: I would suggest you to follow the below path:
Setup --> Create --> Objects --> select any object --> Custom Buttons and Links --> New
On this page at the top right, click on "Help for this page". This contains a detailed explanation on how to create and use custom buttons.

A: Here are the links Provided by Salesforce on creating Custom Buttons & Links.
Custom Button1
Custom Button2
This will Give the clear description of how to create custom Buttons & links

redpajama_set_name: RedPajamaStackExchange


Keeping Manufactured Housing Installers Informed!
Piers- Part 4-It's All About Location!
So far, we have talked about pier construction from top to bottom, but as you know, it's all about location! And not quite as simple as you might think!
Typical Pier Print, missing piers at windows.
One big problem when it comes to pier location is when installers only follow a "pier print" as opposed to actually digging into the Manufacturer's Installation Instructions. While pier prints may be helpful, they are often in error and rarely show all of the piers required. Make sure to read all the notes on the pier print, they all refer you to the installation instructions. Remember, simple pier prints generally have not been reviewed and stamped as approved. So, if a pier is missed at either side of the picture windows, or under marriage line columns, or any other location, is the sole responsibility of the professional installer.
Since the manufacturer's installation instructions require the installer to prepare a sketch to determine pier locations, the pier print may be helpful when starting your sketch. But we need to crack open the instructions to find all of the piers required that might be missing from the pier print.
If you have been installing manufactured homes for a long time, you know that piers are needed at openings in the side wall or marriage wall that are 4' or larger. But some locations that are often missed.
Multiple windows that are installed in openings in the side wall over 4', even if the individual windows are under 4′, often need support. When you see two or more windows together, determine if the header above the window is spanning the entire opening, or are there support studs dividing the opening. If there is siding between multiple windows, the opening is divided. If the windows are joined with a mullion or "H" bar, consider it one big opening and not divided. Some manufacturers require piers in all cases where windows are ganged together. As always, check the installation instructions!
6 piers needed along this side wall.
When it comes to doors, there is little variation between manufacturers. Most manufacturers require support at both sides of doors located along the side wall. No supports are needed if the door is located at the end wall of the home.
One style of pier saver under a patio door.
We are seeing many manufacturers reinforcing the floor to eliminate piers under patio doors. I hope to see this trend continue and expanded to eliminate piers at all doors and windows. Truth be told, when pier savers were first introduced several years ago, I was a skeptic. But I was proven wrong and now I highly recommend them! If your manufacturer does not offer pier savers, you need to ask for them!
Adjustable outriggers support patio door opening.
It is also worth mentioning that several manufacturers have approved the use of "adjustable outriggers" as an alternative to piers at certain door and window openings. There are differing design limits depending on the home manufacturer. Some limit the use of an adjustable outrigger to side wall openings not greater than 4′. Still others allow adjustable outriggers to support each side of a 6' patio door in the south roof load zones. Some manufacturers approve the use of adjustable outriggers in the middle roof load zone as well. Check the approved manufacturer instructions before you proceed. I suggest giving a call to the plant Quality Control Manager and ask him to send you their approved design on adjustable outriggers.
Did you know that most manufacturers require "intermediate supports" to support marriage wall openings greater than 10'? Piers spaced 10' on center maximum are required. See the third bullet on the chart below.
Also, supports are required where heat duct crossovers go through the rim joist (unless the home has a perimeter frame system). See bullet #4.
1. The installer will never know where the homeowner is going to place heavy furniture, a fish tank or waterbed!
2. The direction is too vague. Where is the support to be located? Under the frame (chassis)? Under the perimeter joist or marriage line? And if the manufacturer installs the fireplace, why don't they beef up the floor in that area?
The manufacturers are required to identify the point load support areas of the home with tags, paint, or in some other way so that the identification is visible after the pier is installed. I have seen too many tags or markings misplaced. So, make sure you know where supports are needed. If in doubt, call the QC manager.
There is some variation when it comes to the first and last support piers at the ends of the home. Some manufacturers indicate that the pier must be located within 12" of the end of the I-beam. Others want the first support pier to be 24" from the end of the floor to the center of the pier, and yet another within 24″ of the end of I-beam! So, double check that you doing this correctly.
Also, watch for shear wall straps (sometimes called G-2 strap) that may require piers, and other manufacturer specific requirements. We will explore the topic of shear walls at a later date.
Ok, that is a lot to consider. Make sure you aren't overlooking some odd window configurations that may need support and work with your manufacturer to have them add floor reinforcement at every possible location. Watch out for marriage line spans that may require intermediate supports. If you haven't been preparing sketches of the pier layout, make sure you start, and keep a copy in your home file!
Great topic. I would like to add, knowing the process very well from the retail ordering side of things…I am disappointed that manufacturers tend to not "hear" retailers and installers when we call upon them to give serial # specific loading designs when the home is ordered , before the footings are installed, and before the home is delivered. If the installer does not have a hand in the retail sale or constructions of footings, then there are large gaps for error. Finding out a perimeter pier is needed in a special location, after the home is delivered is not very productive. It seems like the industry sometimes "asks" for additional regulation by not stepping up and providing a reliable plan that shows ALL the load points. Most plants will give this information if the retailer insists on obtaining it, but I feel the design should be presented for every home, serial # specific, without asking for it. We all want high quality installations, and I think this will help.
Thank you for continuing to share this important information. I just "shared it" on the Massachusetts Association website http://www.MassMHA.org for additional outreach. Very helpful, useful information with photos and diagrams. Appreciate your sharing, its timely and filled with photos and diagrams.
Interested in HUD MH Installation License Training? Contact me to schedule a class near you.


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Spratleys Japs are an English psychedelic rock band formed by Cardiacs leader Tim Smith and Joanne Spratley in 1998. The band changed their name to Tim Smith's Spratleys Rats in 2021 to distance themselves from the negative connotations of the derogatory term Jap.

History

Original Line-up (1998-1999)
The band were known to have been inspired by the sound of a malfunctioning Mellotron loaned to Tim Smith by Planet Mellotron coordinator Andy Thompson. The Mellotron is used extensively on the original Spratleys Japs recordings. (It has since been repaired).

The band's original line-up was Tim Smith (bass guitar, vocals, Mellotron), Joanne Spratley (vocals, flugelhorn, Theremin), Heidi Murphy (electronics devices and synthesisers), Mark Donovan (guitar) and Viv Sherriff (drums). Murphy, Donovan and Sherriff were allegedly members of a band called the Rev-Ups, which initially formed near Mexico but subsequently moved to the New Forest area of England. Since the original Spratleys Japs and the Rev-Ups have never played live, it's been suggested that both they and the original band were fictional.

Spratleys Japs released one album—1999's Pony—and one single, 1999's "Hazel". Both of these were released on Smith's own All My Eye And Betty Martin Music label. The album sold several hundred copies and the band never performed its material live before the split-up.

Joanne Spratley went on to work with Christian Hayes' project MIKROKOSMOS.

Revival (2016–present)
In 2016 Joanne Spratley's son Jesse Cutts suggested they should form a band together and in autumn that year she organized a Spratleys Japs concert in Brighton. It took place on 19 November and was billed as "Spratleys Japs Performed Live". The concert did not feature Tim Smith, who remained unable to perform following his 2008 stroke and heart attack (although he attended as an audience member) but did feature Spratley plus musicians drawn from various Brighton bands including Clowwns, Crayola Lectern, Muddy Suzuki and Heavy Lamb.

The concert led in turn to a full revival of Spratleys Japs featuring the new lineup, which includes, alongside Joanne and the bassist Cutts, Adrien Rodes (keyboards), Étienne Rodes (guitars), and Damo Waters (drums). They did assorted concerts in England during 2017, including a small tour.

On 18 December 2018, the single "Her/Hands" was released, Tim Smith credited as its executive producer, followed by a Christmas gig at the Garage club to celebrate an Honorary Degree as Doctor of Music from the Royal Conservatoire of Scotland Smith had received in October. On 4 February 2019, the band had a session with Marc Riley. On 17 May 2019, they supported Gong at Oslo (Hackney) and planned to release the new album by the end of the year.

On 5 June 2021 Joanne Spratley announced on Facebook that the band would be changing its name to Tim Smith's Spratleys Rats after discovering the offensive nature of the term Japs to some people. The original name had innocent origins, as Joanne Spratley explained, "When we named the band we thought [japs] sounded like some sweets that you got in a paper bag when you was a kid weighed out by the man behind the counter from one of them big dusty jars." "Spratleys Rats" was a suggestion from Marina Organ, with the addition of Tim Smith's name by Joanne Spratley to commemorate the band's original composer, who died in July 2020.

Members
According to Eric Benac:

Original line-up

 Tim Smith – bass, vocals, Mellotron
 Joanne Spratley – vocals, flugelhorn, theremin
 Heidy Murphy – electronic devices and synthesizers
 Mark Donovan – guitar
 Viv Sherriff – drums

2016 Revival
 Joanne Spratley – vocals
 Jesse Cutts – bass
 Adrien Rodes – keyboards
 Étienne Rodes – guitars
 Damo Waters – drums

Discography

Albums
 Pony (1999)

Singles and EPs

 Hazel EP (1999), AME CD002
 "Odd Even" (2017)
 Her/Hands 7" (2018)
 Confinement/release6 (2020)

Notes

References

External links
 Cardiacs Museum

English psychedelic rock music groups
English progressive rock groups
English art rock groups
English indie rock groups
English experimental musical groups
Musical groups established in 1998


text:
Football statistics for Brazil Paranaense 1
28/01/2023 Rio Branco PR v.s. Cascavel FC
28/01/2023 Independiente FSJ v.s. Athletico PR
28/01/2023 Cianorte v.s. Foz do Iguaçu
29/01/2023 Coritiba v.s. Azuriz
29/01/2023 Aruko Sports v.s. Londrina
29/01/2023 Operário PR v.s. Maringá
31/01/2023 Foz do Iguaçu v.s. Independiente FSJ
01/02/2023 Athletico PR v.s. Azuriz
02/02/2023 Maringá v.s. Cascavel FC
02/02/2023 Operário PR v.s. Aruko Sports
26/01/2023 Londrina 3 : 2 Operário PR
26/01/2023 Maringá 0 : 1 Coritiba
25/01/2023 Cascavel FC 1 : 1 Cianorte
25/01/2023 Azuriz 1 : 1 Independiente FSJ
25/01/2023 Athletico PR 3 : 1 Foz do Iguaçu
25/01/2023 Rio Branco PR 0 : 1 Aruko Sports
22/01/2023 Coritiba 1 : 0 Rio Branco PR
22/01/2023 Cianorte 1 : 0 Londrina
22/01/2023 Azuriz 3 : 3 Cascavel FC
22/01/2023 Independiente FSJ 1 : 2 Operário PR
Upcoming Predictions
Rio Branco PR vs Cascavel FC Betting Tips: 28/01/2023 - Matchday 5 - Brazil Paranaense 1
Independiente FSJ vs Athletico PR Betting Tips: 28/01/2023 - Matchday 5 - Brazil Paranaense 1
Cianorte vs Foz do Iguaçu Betting Tips: 28/01/2023 - Matchday 5 - Brazil Paranaense 1
Atlético PR
4 4 0 0 10 2 +8 12 3.00
4 4 0 0 6 0 +6 12 3.00
Operário PR
Cascavel CR
Aruko Sports
São Joseense
Rio Branco PR
21/01/2023 Foz do Iguaçu 1 : 0 Aruko Sports
21/01/2023 Athletico PR 1 : 0 Maringá
19/01/2023 Operário PR 1 : 0 Azuriz
19/01/2023 Londrina 0 : 1 Cascavel FC
19/01/2023 Foz do Iguaçu 0 : 3 Coritiba
18/01/2023 Aruko Sports 1 : 2 Athletico PR
18/01/2023 Independiente FSJ 1 : 2 Cianorte
17/01/2023 Maringá 2 : 0 Rio Branco PR
15/01/2023 Operário PR 2 : 0 Cianorte
15/01/2023 Londrina 1 : 1 Azuriz
15/01/2023 Coritiba 1 : 0 Aruko Sports
14/01/2023 Cascavel FC 1 : 0 Independiente FSJ
14/01/2023 Maringá 1 : 0 Foz do Iguaçu
14/01/2023 Rio Branco PR 0 : 4 Athletico PR
02/02/2023 Coritiba v.s. Cianorte
02/02/2023 Londrina v.s. Rio Branco PR
04/02/2023 Cascavel FC v.s. Operário PR
04/02/2023 Aruko Sports v.s. Maringá
05/02/2023 Rio Branco PR v.s. Foz do Iguaçu
05/02/2023 Independiente FSJ v.s. Londrina
05/02/2023 Azuriz v.s. Cianorte
05/02/2023 Athletico PR v.s. Coritiba
08/02/2023 Independiente FSJ v.s. Aruko Sports
08/02/2023 Operário PR v.s. Rio Branco PR
08/02/2023 Maringá v.s. Azuriz
08/02/2023 Cianorte v.s. Athletico PR
09/02/2023 Foz do Iguaçu v.s. Londrina
19/02/2023 Cascavel FC v.s. Coritiba
11/02/2023 Athletico PR v.s. Operário PR
12/02/2023 Rio Branco PR v.s. Cianorte
12/02/2023 Londrina v.s. Maringá
12/02/2023 Coritiba v.s. Independiente FSJ
12/02/2023 Azuriz v.s. Foz do Iguaçu
12/02/2023 Aruko Sports v.s. Cascavel FC
14/02/2023 Coritiba v.s. Londrina
14/02/2023 Aruko Sports v.s. Azuriz
14/02/2023 Foz do Iguaçu v.s. Operário PR
15/02/2023 Independiente FSJ v.s. Rio Branco PR
15/02/2023 Cianorte v.s. Maringá
15/02/2023 Athletico PR v.s. Cascavel FC
25/02/2023 Azuriz v.s. Rio Branco PR
25/02/2023 Cianorte v.s. Aruko Sports
25/02/2023 Cascavel FC v.s. Foz do Iguaçu
25/02/2023 Londrina v.s. Athletico PR
25/02/2023 Operário PR v.s. Coritiba
25/02/2023 Maringá v.s. Independiente FSJ
More About Paranaense 1
What is Paranaense 1?
Paranaense 1 is the -1th division of football in Brazil. 12 teams are playing between themselves throughout the year to compete and win the title. The last places of the standings at the end of the competition are relegated to the lower division.
What are the Paranaense 1 Results?
The last match in Paranaense 1 was on 26/01/2023 - 23:00. Londrina received Operário PR, and the game ended in 3 - 2. This means that Londrina is currently in 7th place with 4 points won, and Operário PR is currently in 3rd place with 9 points.
What are the next matches of Paranaense 1?
The next match in Paranaense 1 is on 28/01/2023 - 18:30. Rio Branco PR hosts Cascavel FC. Currently, Rio Branco PR is in 12th place, with 0 points won in 4 matches matches played. The visitors Cascavel FC are currently in 4th place, since they have conquered 8 points in 4 matches played.
Who is the leader of Paranaense 1?
This season, Atlético PR is leading the Paranaense 1, with 12 points in 4 matches played. They have an average of 3 points per match. They have won 4, drawn 0 and lost 0.
Atlético PR is currently 0 points ahead of Coritiba, which is currently 2nd, and 3 points ahead of Operário PR, which is currently 3rd.
At home, the leader of Paranaense 1 is Operário PR, which has 6 points in 2 matches played. They have won 2 matches, drawn 0 matches and lost 0 matches. They have scored 3 and conceded 0 goals. They average 3 points per game when playing at home.
Away, the leader of Paranaense 1 is Atlético PR, which has 6 points in 2 matches played. They have won 2 matches, drawn 0 matches and lost 0 matches. They have scored 6 and conceded 1 goal. They average 3 points per game when playing away.
Who has the best attack in Paranaense 1?
Atlético PR has the best attack of Paranaense 1. They have scored 10 goals in 4 matches this season and average 2.5 goals scored per match.
At home, Atlético PR has the best attack in Paranaense 1. They have played 2 matches at home and scored 4 goals. They average 2 at home, which puts them ahead of Azuriz, who averages 2 and Operário PR who averages 1.5, which are the 2nd and 3rd best attackers.
Away, Atlético PR has the best attack in Paranaense 1. They have played 2 matches away and scored 6 goals. They average 3 goals scored away from home, which is better than Coritiba with 2 and Cascavel CR with 2, which have the 2nd and 3rd best attack.
Who has the worst attack in Paranaense 1?
Rio Branco PR has the worst attack of Paranaense 1. They have only scored 0 goals in 4 matches and average 0 goals scored per match this season.
At home, Rio Branco PR has the worst attack in Paranaense 1. They have played 2 matches at home and scored only 0 goals. They average 0 goals scored at home, which is worse than Foz do Iguaçu with an average of 0.5 and São Joseense's average of 1, which have the 2nd and 3rd worst attack.
Away, Rio Branco PR has the worst attack in Paranaense 1. They have played 2 matches away, and scored only 0 goals. They average only 0 away, which is worse than Maringá's average of 0 and Londrina's average of 0, which have the 2nd and 3rd worst attack.


Over my past few years at Automattic, I've worked on a bunch of different teams and projects – VideoPress, the WordPress iOS app, various Social projects, and most recently, o2. I even took a few months to work on WordPress core, helping build the auto-update functionality that we now see rolling out security updates within hours of their release.
The few months I spent working on WordPress core made me realise something – there's a lot more I have to contribute. So, with the WordPress 4.0 RC out the door, I'm super excited to be moving to my next project – working on WordPress core full time!
Automattic naturally puts a lot of people-hours into WordPress, with over 30 of us contributing to WordPress 3.9. I'm looking forward to being a bigger part of that, and giving more back to WordPress community!
Great news. Looking forward to seeing what you've got in store for us!


Remember when you were 5 years old and pretending to be a grown up? I don't know about you but when I was young I'd switch jobs every few minutes. One moment I was a Doctor, checking my Mum or Dad's pulse and the next I was a policeman, patrolling the stairs for any signs of unrest.
I'd been toying with some new songs the night before and woke up full of ideas. Wordy ones (as opposed to musical ones). From 9:30 until 11 I was a poet.
It dawned on me that I should probably eat something, so I cooked up some posh Bacon sani's (with muffins, sour cream and rocket). Chef Hamilton.
I consumed breakfast in the studio part of the lounge, while chopping up trumpets and putting them in the right place/trying to make them sit nicely. When midday arrived I was a record producer.
A few hours later I realised I hadn't finished the press release or told enough people about 'Sing for England' yet, so I spent the next 3 or 4 hours working in PR (which feels very strange when you're having to talk about yourself).
6pm came and I popped out to get a swift pint and check the world was still turning (breif stint as the town alcoholic) before coming home and replying to a bunch of other, non week 21-related emails. Frank the secretary, working late.
On the whole it's been a successful week of job-juggling but enough about that. This is week 22. 'This is England'.
What better time to release 'This Is England' than on the weekend of our Queen Liz's Diamond Jubilee.
Week 22 is about the country that I was born and hope to die in. At times it frustrates the hell out of me but since it's defined my experience of frustration (which is nothing compared to what it might have been had I grown up in Uganda) I can never be angry at it for very long.
Back to FH HQ this week. Everything was recorded on my trusty laptop with one exception (which we'll get to in a minute). There are subtle acoustic and electric guitars, some piano, a splash of glockenspiel and the dulcet tones of Jose Vanders (who we heard all the way back in weeks 1 and 2).
I've often thought the song needed a little something else and last week I played a version to Mark and Mixy (from the Dead Poets) with a view to getting some spoken word involved. They weren't sure there was space for it and if I'm honest nor was I. Back to the drawing board, then.
We'd contemplated using trumpet on last weeks song and after asking around on twitter I met a nice chap called Hugh Davies – who records various brass instruments at home and sends those recordings via the internet. What a splendid idea! I was at the point where I'd almost given up when I sent Hugh the song and asked (hopefully) if he fancied doing something. He said he was very busy but could probably improvise a couple of quick takes… and the rest is history!
Now it's on their I can't imagine any other instrument in it's place. There's something really British and regal about it, which obviously fits in nicely with this weekends festivies.
Speaking of which, I'm ready… are you?
It isn't perfect but neither are we. We can say pretty much whatever we want and we can be pretty much whoever we want to be. Sometimes it's good to remember that.