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Travis Air Force Base Heritage Center
McChord Air Museum
PBY Naval Air Museum
8 last minute gift ideas for aviation lovers of all ages
Dec 16, 2020 | Blog |
A short history of the Martin Mars flying boats
Jul 16, 2020 | Historic Aircraft |
A Quick Guide to Virtually Touring Aviation Museums
by Igor K. | Apr 6, 2020 | 0
Visiting Redding USFS and Cal Fire Base
by Igor K. | Oct 18, 2019 | 0
2019 Planes of Fame Airshow to commemorate the 75th Anniversary of the D-Day
by Igor K. | Mar 17, 2019 | 0
Museum List
USS Hornet Sea, Air & Space Museum
Nov 12, 2019 | California |
Oct 30, 2019 | Washington |
Aerospace Museum of California
by Igor K. | Sep 30, 2019 | 0
Air Force Flight Test Museum – Blackbird Airpark
by Igor K. | Mar 7, 2019 | 0
Museums By Location
by Igor K. | Oct 30, 2019 | Washington | 1 comment
PBY Catalina seaplane base
The history of the PBY Naval Air Museum began in 1998 when the PBY Memorial Foundation was formed with a mission to preserve history and artifacts related to the PBY Catalina seaplane base in Oak Harbor, WA. That history began in January 1941 when the U.S. Navy began searching for a base to rearm and refuel Catalina flying boats that could patrol and defend Puget Sound. Japanese attacks on Pearl Harbor expedited the construction and the first Catalinas landed in Oak Harbor in December 1942.
AirMuseumGuide.com would like to thank Wil Shellenberger, the President of the PBY Memorial Foundation, and George Love, Restoration Manager, for all the hospitality during our visit to the PBY Naval Air Museum.
270 SE Pioneer Way, Oak Harbor, WA 98277
Wed – Sat: 11 AM – 5 PM; Sun: 1 PM – 5 PM; closed Mon – Tue
Adults: $7; Seniors & Military: $6; children under 6 free
pbymf.org
270 SE Pioneer Way, Oak Harbor, WA 98277, USA
Naval Air Station Whidbey Island
The U.S. Navy also built an airfield nearby, which became a training base for crews of Wildcat and Hellcat fighters, Ventura patrol bombers, and Dauntless dive bombers. Naval Air Station Whidbey Island was born, and the seaplane base became a part of it. In addition to Catalinas, the base in Oak Harbor also housed Martin PBM Mariners during WWII and Martin P5M-2 Marlins during the Korean conflict. In the early 1970s all seaplane operations ended at NAS Whidbey Island.
Consolidated PBY-5A "Gerral's Girl"
A tour of the museum building starts with a display dedicated to the pre-Navy history of the Whidbey Island and early construction days of Ault Field, the main airfield of NAS Widbey Island. Next you will visit a PBY maintenance shop where you can operate a Catalina's nose gun turret and see a cross-section of the Catalina's Pratt & Whitney R-1830 Twin Wasp engine. The tour continues with displays featuring photos, uniforms and other artifacts from the Korean, Vietnam and Gulf conflicts as well as the still-ongoing war in Afghanistan. The museum also has a tail section from a Lockheed WV-2, a Navy version of the Super Constellation.
PBY maintenance shop display
Visitors can fly the PBY or other aircraft in one of the two flight simulators. If you were every wondering how heavy aircraft tailhooks are, the museum gives you an opportunity to lift one yourself at a dedicated interactive display. Wil Shellenberger, the President of the PBY Memorial Foundation and our tour guide, also showed us a terrain model board previously used by navy pilots for night vision training. This scale model of various natural and urban environments can simulate different night lighting conditions for trainees equipped with night vision goggles.
Wil Shellenberger – President of the PBY Memorial Foundation
Gerral's Girl history
The main attraction of the museum, the Consolidated PBY-5A aircraft named "Gerral's Girl", is parked in a vacant lot just across the street. It was manufactured by Consolidated in San Diego in April of 1943. Delivered to the U.S. Navy a few months later, it received the Bureau Number 33968. While stationed at Oak Harbor, the aircraft was deployed in the Aleutian Campaign during WWII to help defend the islands from Japanese invasion. Once museum's Catalina become obsolete for the Navy, it was transferred to USCG Station Port Angeles, WA. In 1946, the plane was decommissioned and began its civilian life.
Acquiring the aircraft
In 1985 this historic aircraft was sold to the Israeli Air Force Museum, but it was badly damaged in an accident before it was delivered, claiming also the life of a pilot. The plane was later repaired using a nose section of an unidentified Royal Canadian Air Force Canso (a Canadian-built PBY) and again offered for sale. After the PBY Memorial Foundation was able to raise the missing $50,000 in just about 2 days, the plane made its last "flight" from the Skagit Regional Airport to the PBY Naval Air Museum on July 29th, 2010, slung under a CH-47 Chinook helicopter.
The museum continues the restoration work and a list of still missing PBY parts is published on their website. The ultimate goal is to bring the Catalina back to what she looked like when she served with the U.S. Navy during the WWII. There are also other interesting exhibits located around the plane including a 1946 Ford restored as a Navy staff car, an M211 6×6 truck, a Runway Supervisory Unit and a 21-foot Nimitz class aircraft carrier replica used in various local parades and events. The museum is currently looking for a new location to build a hangar for the Catalina and possibly expand the collection.
1946 Ford restored as a Navy staff car
Daron Worldwide Trading Postage Stamp USAF Vc121E 1/300 Columbine Iii Airplane Model
Vintage Airplane Patent Poster Prints, Set of 4 (8×10) Unframed Photos, Wall Art Decor Gifts Under 20 for Home, Office…
Area 51 (Images of Aviation)
Daron Postage Stamp Douglas DC-3 TWA 1/144 Scale
Catalina's nose gun turret
Pratt & Whitney R-1830 Twin Wasp engine
Lockheed WV-2 tail section
George Love pointing to himself on a 1969 Whidbey Island Parachu
George Love pointing to himself on a 1969 Whidbey Island Parachute Team photo
Night vision training terrain model board
POW/MIA table
M211 6×6 truck
Runway Supervisory Unit
Grumman A-6E Intruder & Grumman EA-6B Prowler
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Igor K.
I am the founder and editor-in-chief of the AirMuseumGuide.com blog. Together with my son - hopefully a future aerospace engineer - we are trying to visit as many aviation and aerospace museums in the US as possible with the ultimate goal of visiting them all. We have been able to visit approximately 60 so far. We are hoping this site will help preserve aviation history and inspire young people to pursue a career in aerospace.
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WHO THE FUCK IS HATSUNE MIKU?
Home » WHO THE FUCK IS HATSUNE MIKU?
BY: AL DONATO
She's sung on David Letterman, starred in Toyota and Domino's commercials, was featured in Playboy, has legions of fans attending her concerts– and she's not real.
Hatsune Miku, known as the world's most famous virtual diva, hails from Japan. Specifically, she's the brainchild of Crypton Future Media, a mascot for a voice bank.
Vocaloid is a singing synthesizer program developed by Yamaha Corporation a decade ago. There are many different voice banks created by pre-recorded sounds from voice actors, but none have reached the heights of Miku, who's become the face of the Vocaloid cultural phenomenon.
Many attribute her popularity to how easily amateur collaboration blurred lines between fandom and industry. Within days of her inception, fanart and songs were being produced by Miku enthusiasts, some successful enough to become chart-topping hits. Rising video sites like Youtube and Niconico made it easy to share Vocaloid creations, and further spurred her rise to online stardom. The sheer mass of content being produced far outnumbered anything by anyone in the music scene, and her lack of personality made it easy for content creators to project personalities onto her – in one video, she may be a ditzy leek-spinning girl, but in another she's heartbrokenly self-aware that she only exists inside computers and belts out a swan song before deletion.
In the west, Vocaloid adoration was mainly relegated to the geekier corners of the Internet, but in recent years she's gained prominence as a legitimate musician, one good enough to open for Lady Gaga in coming May.
Hatsune Miku is pop music perfected. Unlike conventional fleshy musicians, she can't behave unreasonably or do anything that her producers, corporate sponsors and fans don't want her to do. Her main surface narrative co-exists with multiple fan fiction versions spanning her existence from a sloppily drawn comic to a hologram appearance on Letterman.
For newbies, she seems like the epitome of artifice in music, a grand lie orchestrated to be a cute computer-generated face to more efficiently push products. But consider the personas of our favorite stars. Can anyone be truly sincere if layers of likeability define what their next gig is and hundreds of jobs rely on their projected image?
In a way, Miku exhibits a truth in the cult of celebrity. Without the efforts of her fans, she's literally no one.
Image 1, Image 2, Image 3, Image 4
Tags Hatsune Miku Miku singing synthesizer Vocaloid Yamaha
Incredible Cycling Routes That Should Be On Your Checklist
Nothing beats the charm of a long and thrilling cycle ride. The chill you experience…
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redpajama_set_name: RedPajamaCommonCrawl


Sheffield - Fargate is one of the stores that belong to the Next group, located at 45-47 Fargate, Sheffield, Sheffield, S1 2HD, in South Yorkshire. It serves customers coming from nearby localities, like Sheffield City Centre, Norton. In order to get in touch with this outlet you may call the number 0333 0055184. Sheffield - Fargate is normally open on Monday: 09:00 - 17:30, Tuesday: 09:00 - 17:30, Wednesday: 09:00 - 17:30, Thursday: 09:00 - 17:30, Friday: 09:00 - 17:30, Saturday: 09:00 - 17:30. Its Sunday opening hours are: 10:30 - 16:00. Customers can use 5 facilities such as Menswear, Childrenswear, Express to Store Delivery, Click & Collect, Womenswear.
Other brands in the neighbourhood are Game in Sheffield - only 0.02 miles away, New Look in Sheffield - about 0.02 miles away, Carphone Warehouse in Sheffield (Fargate) - at a distance of 0.02 miles, Marks & Spencer in Sheffield Fargate - about 0.03 miles away and WH Smith in WHSmith Fargate, Sheffield - at a distance of 0.03 miles.


Monster – the Spartan Nationwide Launch!
Nationwide launch of Monster – the Spartan this Saturday, 18 Oct 14!
Please approach any of our Retailers or our Authorized Agent to see Monster – the Spartan live this Saturday!
While stocks last! Come early to avoid disappointment.
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When you are working in a shell you certainly don't want to waste your time using arrow keys or home/end keys to navigate around the command line. One of the most popular shells, bash - Bourne Again SHell, uses GNU's Readline library for reading the command line.
The GNU Readline library provides a set of functions for use by applications that allow users to edit command lines as they are typed in. The readline library also includes functions to maintain a list of previously-entered command lines, to recall and perhaps reedit those lines, and perform csh-like history expansion on previous commands. Both emacs and vi editing modes are available.
I have mastered both of the editing modes and have created cheat sheets for both of them (and a tiny separate one for readline's history expansion).
This is a cheat sheet for the default, emacs, editing mode.
Here are a few examples with screenshots on how to use this editing mode.
Let '' be the position of cursor in all the examples.
Suppose you are at the end of the line and want to move 3 words backwards.
If you look up on the cheat sheet what M-3 does, it sets the numeric-argument to 3 which in this case acts as a counter how many times should M-b command be repeated. The M-b command calls backward-word function which does the obvious.
The numeric-argument can also be negative, which makes the argument to be applied in the opposite direction.
Other shortcuts of interest are M-f to move forward and C-a, and C-e to move to the beginning and end of line.
Suppose you used a pretty complex command a while ago and now you remember just a few arguments of this command. You want to find this command and call it with a few arguments modified.
If you hit C-r readline will put you in an incremental reverse history search mode. Typing a part of the arguments you remember, will locate the previously executed command matching the typed text. Hitting C-r again will locate any other command which matches your typed text.
To put the found command on command line for editing hit C-j.
Suppose you want to quickly list all the users on the system.
Hit C-x ~ and read-line will attempt username completion and output all the usernames to the terminal.
Suppose you now want to quickly list all the users on the system starting with 'm'. You can type 'm' followed by the same C-x ~ to do that.
C-x ! which lists possible command completion.
Meta-! which does command completion.
Suppose you have to type a-long-word-like-this a couple of times.
The easiest way to do this is to kill the word, which puts it into the kill ring. Contents of the kill ring can be accessed by yanking.
The kill ring does not contain just the one latest killing. It can be filled with a number of kills and rotated with M-y shortcut.
Suppose you typed a longer command and you noticed that part of the THE TEXT GOT TYPED IN CAPITAL LETTERS. Without knowing the readline shortcuts you would erase the text and probably type it again. Now you can use the readline keyboard shortcuts and change the case very, very quickly.
1) M-l (Meta-l (on your computer, probably ESC-l)) shortcut is bound to readline's downcase-word function which lowercases the current word.
2) M-b shortcut is bound to readline's backward-word function which moves the cursor one word backwards.
3) M-<number> shortcut is bound to readline's numeric-argument function which in some cases acts as how many times should the following command be repeated.
To get to the beginning of 'THE' we might repetitively hit M-b seven times or we could set the numeric argument to seven by typing M-7 and then hit M-b once.
Now, by setting the numerical argument to 7 again and by pressing M-l or by pressing M-l seven times, we turn the text all in lower case.
If you really want to be more productive, I suggest you play around with the commands in the cheat sheet for a while.
My previous article on being more productive on the command line was screen's cheat sheet which allows to emulate multiple terminals in a single window. You can take a look at it as well!
The next cheat sheet will be about vi editing mode's keyboard shortcuts. See you then!


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Car & Van
Perfect 1-2 finish for Goodyear in WEC season-ending 8H Bahrain
GYBahrainR-1
during the 8 Hours of Bahrain, 8th round of the 2019-20 FIA World Endurance Championship on the Bahrain International Circuit, from November 12 to 14, 2020 in Sakhir, Bahrain - Photo Clément Marin
8 Hours of Bahrain, 8th round of the 2019-20 FIA World Endurance Championship on the Bahrain International Circuit, from November 12 to 14, 2020 in Sakhir, Bahrain - Photo Clément Marin
Manama, Bahrain,
Goodyear completes WEC season with perfect result
Jackie Chan DC Racing finishes first; Jota places second
Final race in open competition before Goodyear's exclusive supply
Goodyear completed its maiden FIA World Endurance Championship (WEC) season with a perfect result on Saturday as its partner teams finished first and second in the 8 Hours of Bahrain.
Jackie Chan DC Racing and Jota Sport led the way for most of the eight-hour race into the night to complete the 15-month WEC season with Goodyear's best result yet. Both teams have raced with Goodyear Eagle F1 SuperSport race tyres since the start of the WEC season at Silverstone in September 2019.
Drivers Will Stevens, Ho-Pin Tung and Gabriel Aubry claimed the LMP2 class victory in Jackie Chan DC Racing's No. 37 Oreca 07 Gibson, finishing 1.894 seconds ahead of Jota Sport drivers Antonio Felix da Costa, Anthony Davidson and Roberto Gonzalez in the Goodyear-liveried No. 38 Oreca.
Aubry made the move of the race with nine minutes to go when he muscled his way past da Costa for the lead. Aubry and his teammates spent most of the race out front but several laps earlier, da Costa temporarily assumed the lead after a quick pit stop.
The two Goodyear cars, both of which are run by British-based Jota Sport, completed the race on Goodyear's medium B-spec tyre, which was introduced mid-season in time for September's 24 Hours of Le Mans. Teams had the B-spec and the softer A-spec compounds to hand this weekend but warmer than expected night-time conditions made the medium tyre the prime choice. Ambient and track temperatures remained high throughout the race, which finished at 22:00 local time - several hours after sunset at 16:49.
Mike McGregor, Goodyear's Endurance Programme Manager, said: "A perfect way to end our first season in the World Endurance Championship. We couldn't have had a better result than first and second with our two cars, and those results are a testament to the hard work of everyone in our design team and at the track. I'd like to extend our congratulations and thanks to the Jota Sport crew for a successful season. Now, the hard work begins for 2021."
Goodyear's one-two finish against the competition was a fitting way to bring the era of open tyre competition in LMP2 to a close. From next season, Goodyear will supply every LMP2 car in WEC, the European Le Mans Series and the 24 Hours of Le Mans.
About Goodyear
About The Goodyear Tire & Rubber Company
Goodyear is one of the world's largest tire companies. It employs about 62,000 people and manufactures its products in 46 facilities in 21 countries around the world. Its two Innovation Centers in Akron, Ohio, and Colmar-Berg, Luxembourg, strive to develop state-of-the-art products and services that set the technology and performance standard for the industry. For more information about Goodyear and its products, go to www.goodyear.com/corporate.
You can also follow us on Twitter @Goodyearpress.
Jake Kilshaw
jake.kilshaw@pitbox91.com
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FREE Home Electrical Inspection: Winter is here and in Missouri and Kansas – that means unpredictable weather. Can your home's electrical system handle the spike and additional demands? The demand for electricity has risen 25% since 2010 with all the additional high tech appliances and equipment in today's homes. If your home's electrical panel is more than 10 years old, please let Midwest Comfort Homes Electric take a look and make sure your family is safe. You never know what dangers might be hiding in your home.
Let us inspect the heart of your home before you pour your heart into it.


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Home >> A News >> Educational Applications Help Virtual Reality Devices Grow
Educational Applications Help Virtual Reality Devices Grow
According to THEJournal.com, new analysis from ABI Research indicates that virtual reality devices will grow 85 percent over the next five years thanks in part to education applications.
"The market research firm noted that as devices have proliferated, low-cost gear — such as Google Cardboard, of which there are currently some 5 million devices on the market as of January — and devices tied in with mobile phones — such as those announced by Samsung and LG — have started encroaching on what has traditionally been the domain of high-end systems designed for gamers," the article said.
Part of the reason behind the success of virtual reality in the classroom, ABI says, is because of how easy smart phones make it to use.
"'Smartphones are the perfect platform for the VR market, because they already have the power and technological functionality necessary to create a fun, in-depth simulated environment,' said Eric Abbruzzese, research analyst at ABI, also in a prepared statement," according to the article.
Schools across the country are currently in the middle of Google Expedition's pilot program. Schools and its educators are testing out Google Cardboard viewfinders that allow students to be immersed in 3D experiences.
Through the VR kit, students are able to take "field trips" to different parts of the world as it relates to what they're learning in the classroom.
So far, Google Expeditions has debuted to positive reviews from the classrooms that have tried it out.
By 2020, ABI expects 50 million VR units to be in circulation.


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Algae: Biofuel of the Future?
By Wynne Parry 14 April 2011
This June 2010 satellite photo shows ponds growing algae in southern California.
(Image: © PNNL, QuickBird satellite)
Oil produced by algae growing in an area roughly the size of South Carolina could replace a sizable chunk of the oil the United States imports for transportation, according to a new analysis that also contends that water use — a drawback to algal biofuel — could be minimized.
"Algae has been a hot topic of biofuel discussions recently, but no one has taken such a detailed look at how much America could make, and how much water and land it would require, until now," said Mark Wigmosta, a U.S. Department of Energy hydrologist who was the lead researcher for the analysis. "This research provides the groundwork and initial estimates needed to better inform renewable energy decisions."
The researchers concluded that farmed algae could produce 21 billion gallons of oil, fulfilling a federal goal set for advanced biofuel production in 2022. Growing algae domestically would help reduce the U.S. dependence on foreign oil — in 2009, slightly more than half of the petroleum used in the U.S. came from abroad.
Algae grown in freshwater ponds in the country's most sunny and humid climates — the Gulf Coast, the southeastern seaboard and the Great Lakes — would require the least water, the researchers said.
Algae have some important advantages as a source of biofuel, which in this case would be made by extracting and refining oils called lipids produced by the simple plants. Algae can produce 80 times more oil than an equal area of corn does. And unlike with corn, which is used to make ethanol, algae grown for biofuel production wouldn't interfere with a food crop, since algae aren't a widespread food source. Algae also consume carbon dioxide, the primary greenhouse gas, and can grow in (and clean) municipal wastewater.
But algae, like other biofuels, require a lot of water to produce. This is not an issue with conventional petroleum, which is extracted from the Earth, not grown. [The Real Costs of Renewable Energy]
Wigmosta, who works at the DOE's Pacific Northwest National Laboratory, and his colleagues set out to assess just how much algae-derived oil the United States could produce and how much water that would require. Using geographic data, they identified areas suited for growing algae in freshwater ponds. Using weather data to estimate amount of sunlight (since algae rely on photosynthesis to grow) and temperature, the researchers calculated the amount of algae that could be produced hourly at each specific site.
They also estimated how much water would need to be replaced due to evaporation over 30 years, based on growing algae in open, outdoor, freshwater ponds using current technology.
They calculated that enough algae to produce 21 billion gallons of oil — 17 percent of the petroleum that the U.S. imported in 2008 for transportation fuels — could be grown on lands roughly totaling the size of South Carolina, using 350 gallons of water per gallon of oil produced. This amounts to a quarter of the water currently used for agriculture.
"Water is an important consideration when choosing a biofuel source," Wigmosta said. "And so are many other factors. Algae could be part of the solution to the nation's energy puzzle if we're smart about where we place growth ponds, and the technical challenges to achieving commercial-scale algal biofuel production are met."
The analysis appears in the journal Water Resources Research.
You can follow LiveScience senior writer Wynne Parry on Twitter @Wynne_Parry.


All Federal Criminal Matters including investigations, grand jury representation, trials and appeals.
Carl David Medders joined Burleson Pate & Gibson upon his graduation from Southern Methodist University School of Law. He received his Bachelor of Arts degree from Texas A & M University. David represents individuals in all Federal Criminal and White Collar matters including investigations, jury trials and appeals. He has years of experience with the diverse challenges of the Federal Criminal system. Carrying on a long tradition of the firm's practice, he also represents individuals in the appeal of wrongful convictions including petitions for writ of habeas corpus.
David is a member of the Federal Bar Association, National Association of Criminal Defense Lawyers and the District of Columbia Bar. He is admitted to practice before the Northern, Western, Eastern Federal Districts of Texas, the Fifth Circuit Court of Appeals in New Orleans and the United States Supreme Court.


Published: March 25, 2019 at 07:49 p.m.
Updated: March 25, 2019 at 11:33 p.m.
The Miami Dolphins have won between six and 10 games in each of the past 10 seasons. Rather than continue to tread water, they discarded starting quarterback Ryan Tannehill this offseason and are in search of a trade partner for defensive end Robert Quinn in their embrace of a full-on rebuild.
As Dolphins general manager Chris Grier describes it, Miami's front office isn't actively working to lose games this year. The organization simply isn't as concerned with 2019 as it is 2020.
Just don't say the Fins are tanking (pun intended).
"We're going to keep building it from Day 1," Grier said Monday at the Annual League meeting, via the Miami Herald. "We made the change. We talked about building the foundation and building it up the right way. So that's all it is. There's no tanking. You say you want tough, competitive guys who love ball and you bring them in and say, 'Hey let's do it but not this year, let's just relax and enjoy this year? And we'll come back next year and be tough and competitive?' So you draft those types of guys."
That doesn't necessarily start with the Dolphins' first-round pick. Miami owns the No. 13 overall selection but is open for business, according to Grier.
"You always need a partner, to do a move like that," Grier said. "So we're not going to do anything just to do it and say let's do it. And then we come out and it looks bad on a move. All options are on the table. We've talked about looking at this in a two-year window. And we should always look at it in a two-year or three-year window."
After seeing the Arizona Cardinals trade up to No. 10 in last year's draft to select Josh Rosen, the QB-needy Dolphins pivoted and took safety Minkah Fitzpatrick. He, along with cornerback Xavien Howard, are among the few building blocks on a team lacking the talent to be torn down.
For Grier's plan to work, he'll have to restock the roster by hitting on as many draft picks as possible. That means it's unlikely Miami surrenders any to move up in the first round and takes a quarterback.
"We're competing but we're going to build it the right way," Grier said. "We're going to be smart about it. And just acquiring picks is another way to hopefully speed up the process for us."
For now, the fourth-year GM is comfortable with wherever the chips may fall in Year 1 of the Brian Flores era.
"Everyone keeps saying [we're] tanking and we're going to go and be crap," Grier said. "So I don't know what we'll be. If these guys go out and we have some good young players and they play well and we win eight games, we go, 'All right, we've won eight games and we've got right now 11 or 12 picks for next year with the draft still approaching.'"


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Association of Fundraising Professionals of West Michigan » Archive for Job
Annual Giving Manager, Cherry Health Foundation
Wednesday, January 25, 2023 Wednesday, January 25, 2023 Deb O'Donnell
Annual Giving Manager
Cherry Health Foundation
The Annual Giving Manager will play a key role in relationship and fund development for Cherry Health Foundation, leading and executing best practice, as well as creative, annual fund strategies. This includes each aspect of the fundraising cycle including event strategies, plus all Foundation-related communications.
This position is responsible for Cherry Health Foundation's annual giving program – designing and executing comprehensive strategies for solicitation and non-solicitation activities to advance philanthropic support of Cherry Health's mission using a relationship-based fundraising philosophy. The position requires a high level of involvement and commitment to establishing and maintaining positive, professional relationships with donors, colleagues, fundraising volunteers, and patients.
Cherry Health has excellent benefit offerings, check out a sample of the benefits available to our team members below!
3 Medical Insurance Plan options for you and your family
Dental and Vision Insurance Plans with providers across the State of Michigan
Generous Paid Time Off benefit that includes 7 paid full day holidays (Including Black Friday!) and 2 half day paid holidays!
403(b) Retirement Savings Plan with generous employer match – fully vested from day 1
MET and MESP 529 Savings Plans
Pet Insurance!
Vendor discounts and much more!
Collaborate with the Foundation Director to determine annual giving objectives and strategize fundraising and stewardship efforts, then create detailed plans to meet objectives, analyze return on investments, identify opportunities, and adapt strategies as needed.
Initiate and manage all aspects of annual giving to meet fundraising targets, including direct mail and face-to-face solicitations, implementing administrative and donor-related activities, managing the annual employee giving campaign, and preparing some annual fund-related grant proposals (excluding government grants) and reports.
Cultivate, solicit, and steward donors for annual giving to generate new, renewed, and increased revenue, coordinating with and engaging the Foundation Director as required.
Serve as the Foundation's "investigative reporter" sourcing stories and data to lead, write, and edit a multimedia stakeholder communications program (e.g., newsletters, appeals, thank-yous, digital content, etc.) including full execution of hard-copy communications (i.e., identifying recipients and segments, engaging leadership in personalization activities, and working with the printer/mailer to produce and distribute).
Collaborate with Donor Relations & Events Manager to design and execute face-to-face donor cultivation strategies including, but not limited to, tours, one-on-one meetings, and donor-centered "insider" activities.
Implement and manage ongoing personal/written/phone contact with existing and potential donors, utilizing Foundation Director, Foundation Board members, and leadership staff as assigned ensuring each have appropriate tools, training, and support to be effective and efficient in their work to achieve the organization's goals.
Perform other duties as assigned.
Bachelor's degree, from an accredited college/university, in communications or nonprofit management preferred; or an equivalent combination of education and experience sufficient to successfully perform the essential duties of the job listed above.
Three or more consecutive years' experience of increasingly successful fund development and/or management with working knowledge of best practices required.
Experience recruiting, organizing, and managing various fundraising project and goal-specific volunteers preferred.
Project management experience preferred.
Arianna Blashkiw
ariannablashkiw@cherryhealth.com
We are accepting applications for this position until the position is filled.
Our policy is to offer all employees and applicants for employment equal opportunity without regard to race, color, religion, gender, national origin, age, disability, genetic information, marital status, height, weight, sexual orientation, gender identity, or status as a covered veteran in accordance with applicable federal, state and local laws, or any other protected category.
Cherry Health requires all team members, including temps, contractors, interns, residents, students, etc. to receive the COVID-19 vaccinations subject to certain exclusions. Cherry Health is committed to granting reasonable accommodations in accordance with applicable laws.
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Chief Advancement Officer, Muskegon Community College
Chief Advancement Officer
Muskegon Community College
The College seeks a Chief Advancement Officer who is comfortable being both strategic and hands-on. Successful leadership at MCC requires a commitment to the College's mission and vision, participation in the academic, athletic, and artistic life of the campus, and interaction with the community. Understanding of, and respect for, the concept and process of shared governance, integrity in actions, and clear, consistent communication with all constituencies also are critical to success. This person will have a passion for higher education and student success, with a demonstrated commitment to diversity, equity and inclusion.
Through the Foundation for Muskegon Community College, this leader's passion for higher education and student support will be demonstrated through their motivating community service-oriented philosophy. They will be an agile, team-oriented professional with a track record of inspiring leadership and a strong commitment to collaboration, equity, diversity, and inclusion. This individual will lead, guide and direct all matters pertaining to and the overall success of the Foundation for Muskegon Community College. As the face of the Foundation, the officer sets the strategic vision and priorities for the organization. Directs and administers all aspects of the Foundation including day to day. This includes but is not limited to major gifts, annual giving, capital campaigns, and alumni and donor relations. This position reports to the President, is part of the President's Cabinet and guides the Foundation Board.
Starting Salary: Up to $110,000 Depending on experience.
Muskegon Community College provides excellent benefits options for our faculty and staff. Below is an overview of our full time employee benefit options.
Choice between three health insurance plan options (includes a high deductible plan with a health savings account option).
Employer provided dental, vision, life insurance and long term disability insurance.
Employer-sponsored retirement plans including state Pension or 14% Retirement Contribution to TIAA (differs by group).
Voluntary retirement savings plan options (403b or 457 plans)
Tuition benefits at MCC for you and your eligible dependents.
Generous time off plans.
Paid holidays and holiday closure period in late December.
Onsite Fitness Center at the Main Campus & discounts to University Park Golf Course
Essential Function:
Develops and implements the annual Fund Development Plan with defined goals and objectives for annual fund contributions, restricted gifts, and major/planned gifts.
Provides daily oversight and administration of fundraising including major, principal, and planned gifts, endowments, prospect research, foundation, corporate and donor relations as well as specific campaign efforts. Manages the Annual Fund effort to meet the annual fund-raising targets established in the Development Plan.
Stewards major gifts, planned giving, and endowment initiatives:
a. Identifies and builds relationships with individuals, corporations, and foundations in support of MCC and its programs
b. Solicits individual and corporate gifts from existing and potential major donors.
Works closely with the President, Board of Trustees, Foundation for Muskegon Community College, and Executive Leadership to identify, cultivate, and solicit current and potential donors at any gift level.
Works with external vendors and internal staff to create and coordinate Annual Fund Appeal, Alumni Appeal, Annual Report publication, and other related projects to meet the fund-raising objectives of the department.
Works in identifying, researching and cultivating prospects for increased annual fund and major gift project giving.
Provide consultation and technical assistance to faculty, staff, students, and partners in the development of sponsored project proposals to advance the mission of the College.
Oversees and manages budgets of the Foundation for Muskegon Community College and sponsored programs.
Evaluates the effectiveness of all development programs and securing gifts at various levels
Oversees multi-faceted programs for alumni, students, and friends that increase good will and positive relationships with the school.
Qualifications: Knowledge, Skills & Abilities:
Bachelor's degree required, Master's degree preferred with advancement, fundraising or finance experience.
The ideal candidate has 5+ years of experience, preferably working in higher education or a non-profit advancement department with a track record of effective leadership, relationship building, growth of gifts and funds with increasing responsibilities.
Prefer Certified Fund Raising Executive (CFRE), Advanced Certified Fund Raising Executive (ACFRE), and/or Certified Research Administrator (CRA) credentials.
Demonstrated use of tact, judgement and discretion, and to relate to people of all ages, races, and social-economic backgrounds.
Demonstrated commitment to mentoring, developing and managing collaborative teams.
Gifted in public speaking and representing the organization professionally and graciously in the community and on campus.
Skill in implementing strategic plans, goals, and procedures for cost effective management of allocated resources.
Ability to communicate, build relationships and work with a diverse group of employees, alumni and potential donors.
Demonstrated strengths in technology; Strong Microsoft Office skills, including Excel, and use of social media, managing data such as in Raiser's Edge. Excellent organizational and time management skills.
A valid driver's license with an approved driving record is required.
Ability to be away from principal work site during the day and other travel as required.
Ability to work extended hours during the work week and weekends.
Physical, Mental, and Environment Requirements Include:
Mental Demands:
☒ Detailed Work
☒ Student Contact
☒ Deadline oriented
☒ Problem Situations
☒ Multiple Priorities & Demands
☒ Emergency Situations
☒ Confidentiality
☐ On-call Availability
☒ Continual Interruptions
☒ Working Alone
☒ Faculty Contact
☒ Working with Others
☒ Standing & Walking
☒ Sitting
☐ Reclining
☐ Carrying
☐ Lifting up to 10 lbs. ☒ Up to 25 lbs. ☐ Up to 50 lbs. ☐ 80 + lbs.
☒ Pushing, Pulling, Twisting, Bending
☐ Climb or Balance
☐ Stoop, Kneel, Crouch, or Crawl
☐ Squatting
☒ Handle or Feel
☐ Reach with Hands and Arms
☒ Talking or hearing
☐ Tasting/Smelling
☐ Working Overhead
☒ Speak in English via Phone or In Person
☒ Close, Distance, Peripheral, and Color Vision along with Depth Perceptions
☒ Ability to Adjust and Focus
☐ Exposure to wet, humid conditions (non-weather), fumes or airborne particles, toxic or caustic chemicals; extreme heat/cold; and moderate to loud noise levels.
☒ Normal Office environment with little, if, any, discomfort due to heat, dust, noise and the like. Ability to travel to all campus locations required.
APPLICATION DEADLINE: Open until filled- First Review January 3, 2023.
Please apply on our website.
Named the 19th Best Community College in the U.S. in 2021, Muskegon offers accredited academic programs leading to 54 associate degrees and 32 certificates. As an Achieving the Dream Leader College, MCC's nationally recognized commitment to student success unites its faculty and staff in their mission to prepare students, build communities and improve lives.
One of Michigan's most picturesque community colleges, the Muskegon main campus building – an award-winning Alden Dow design – spans Four Mile Creek on a 15-acre sylvan setting. The campus boasts several new multimillion-dollar facilities – the Health and Wellness Center, the Science Center and the Art and Music Building – and includes University Park Golf Course and the Carr-Fles Planetarium. The Sturrus Technology Center in historic downtown Muskegon is home to state-of-the-art applied technology offerings, the Rooks|Sarnicola Entrepreneur Center and the Lakeshore Fab Lab. MCC offers classes in adjacent Ottawa and Newaygo Counties.
Muskegon Community College continues to promote staff diversity, and is an equal opportunity employer. MCC does not discriminate on the basis of race, color, religion, sex, national origin, marital status, sexual orientation, gender identity, transgender status, political persuasion, disability, height, weight, veteran status, age or any other protected class in any of its educational programs, activities or employment. Minorities, women, veterans, and the physically challenged are encouraged to apply. Anyone with a disability will be reasonably accommodated by the College. If you have a disability and need an accommodation or assistance in applying for this position, please contact the Human Resources Office.
Annual Giving Manager, Campus Philanthropy, Grand Valley State University
Monday, January 23, 2023 Monday, January 23, 2023 Deb O'Donnell
Annual Giving Manager, Campus Philanthropy
As a member of the Annual Giving staff, the Annual Giving Manager will provide direction to re-launch philanthropic programming on the GVSU campus and oversee university-wide collaborative initiatives with an emphasis on educating, engaging, cultivating, and soliciting students, faculty/staff, retirees, and parents. The ideal candidate will have a passion for working directly with students, strong communication skills, and project management experience. This position will be responsible for providing direction on communications, events/activities, and annual giving appeals that enhance giving from these campus stakeholders. A significant part of this role will involve volunteer management, serving as an advisor for student organizations looking to fundraise and organizing volunteer support for the annual Faculty/Staff Campaign.
Salary: $50,000 – $55,000, commensurate with experience
Department/Division: University Development
Location: Hybrid Remote/In Office both Allendale and Grand Rapids (Pew) Campuses
PRIMARY DUTIES
Develop and execute philanthropic programs, communications, and solicitations for key campus constituencies including students, faculty/staff, retirees, and parents.
Manage and support fundraising projects for student organizations and other on-campus philanthropic programs through the GVSU crowdfunding site.
Provide fundraising education and support for student organizations and other on-campus groups.
Assist in the development of a Student Philanthropy initiative to train students to be ambassadors for the university in both digital and in-person ways.
Recruit and manage volunteer groups including the Faculty/Staff Campaign cabinet, parent groups, and the Student Philanthropy group.
Work in collaboration with Senior Director to manage budget expenses for on-campus fundraising programs.
Collaborate on annual giving appeals via crowdfunding, phone, mail, email, and social media.
Host meetings and events for both internal and external audiences.
Some travel, weekend, and evening work may be required.
Performs other duties as required/assigned by manager.
1-3 years of professional experience in student affairs, volunteer management, program management, annual giving, marketing and communications, or fundraising in either a non-profit or higher education setting.
Must be able to lift, move, and transport boxes weighing 10-20 lbs.
Candidates must be committed to GVSU's vision of inclusion and equity.
KNOWLEDGE, SKILLS AND ABILITIES PREFERRED
Master's degree in Student Affairs, Communications, Non-Profit Management, Public Administration Education, or Business Administration.
Strong writing skills and project management experience
High degree of computer proficiency including but not limited to Microsoft Word, Outlook, Excel, and database tools.
Experience working directly with students
Experience leading or organizing teams
Volunteer management experience
Familiarity with CRM database software (ex. Blackbaud, Salesforce, Ellucian Advance)
Experience with digital or annual giving fundraising.
Experience in higher education
Experience integrating/applying changing technologies to deliver effective messaging.
Works well independently, but also works well in a team environment.
Normal office environment. Some travel may be required.
Physical Demands: To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. Must have the physical stamina to work long hours and/or more than 5 days per week. The requirements listed are representative of the knowledge, skill and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
The information contained in this job description is for compliance with the Americans with Disabilities Act (A.D.A.) and is not an exhaustive list of the duties performed for this position. Additional duties are performed by the individual currently holding this position and additional duties may be assigned.
Application Deadline: Open until filled. Initial application review to begin three weeks after post date.
How To Apply: Apply online here: http://gvsu.edu/s/2dz
Please include a letter that specifically addresses how your skills, education and experience relate to the position announcement and a resume. The online application will allow you to attach these documents electronically. On the application, you will be required to provide names, phone numbers, and e-mail addresses for three professional references. If you need assistance, call Human Resources at 616-331-2215.
Development Director, Saugatuck Center for the Arts
Sunday, January 15, 2023 Sunday, January 15, 2023 Deb O'Donnell
Saugatuck Center for the Arts
OPPORTUNITY | To build capacity and optimize our fund development work, we are hiring a Development Director with strong relational and organizational skills and a passion for the SCA's vision and mission. The Director in this new position will expand the current fund development activities in support of our 5-year Strategic Plan including planning and implementing Annual Fund campaigns, building donor relationships, developing new corporate funding partnerships, conducting prospect and donor research, assisting with special event planning, and managing the donor database.
Salary range would be $80-100K depending on experience.
WHAT YOU'LL BE DOING in the position:
DONOR MANAGEMENT | In collaboration with the Executive Director:
Creating and executing an annual fund strategy for prospective, entry, and mid level donors, including building timelines, writing solicitation pieces, working with the marketing team, etc.
Building and maintaining donor relationships at all levels.
Identifying lapsed donors and creating a recapture strategy.
Creating campaign and donor reports.
Assisting the Executive Director in growing the major gifts program through materials, research, and support while building relationships with these key donors.
REPORTING and DATA BASE MANAGEMENT
Overseeing the fundraising database and tracking systems.
Managing donors/sponsors lifecycle; ensuring proper acknowledgment, recognition, and fulfillment of sponsor benefits; coordinating special donor appreciation and stewardship projects as assigned.
Using data available in the donor database, providing h key reports and information, analysis and feedback regarding donors, activities, goals, and outcomes.
Synthesizing and organizing gift information and providing impact reports for use in donor communications.
Administering grants received including promotional and reporting requirements.
Maintaining the foundation roster to ensure timely grant applications.
Assisting with annual special events including a Summer Benefit plus 2-3 small events.
Organizing, managing, and tracking donor/guest activity related to special events.
Networking at selected community and leadership events.
SKILLS + KNOWLEDGE that will help you succeed:
First and foremost, the Development Director must be passionate about the SCA's vision and mission, serving as one of the key "faces" of the SCA.
Strong emotional intelligence and highly relational with strong active listening skills.
Natural connector and collaborator.
Deeply curious; interested in getting to know donors & partners as "whole people".
Excellent problem-solver.
Outstanding communicator across platforms; compelling personal presence.
Can handle rejection (hearing the "no"), pivoting to resilience and moving on.
Strongly self-motivated, achievement-oriented, and enjoys working in a fast-paced environment.
Strategic – able to prioritize workload and self-manage. Ability to complete projects in a timely and efficient manner while delivering high-quality, consistent results.
Savors working with people from diverse backgrounds.
OTHER IMPORTANT THINGS
Must be able to accommodate after-hours event attendance.
Opportunities for flexible work from home.
Bachelor's Degree plus five years of professional fundraising experience preferred.
Database management experience a plus.
Proficient in MS Suite, Excel, Word, PowerPoint, Google Drive and Google Calendar.
Physical requirements: light physical effort equal to lifting or moving of materials up to 30 lbs.
To apply for this position, please follow the link below:
https://sc4a.bamboohr.com/careers/38
WHO WE ARE | The Saugatuck Center for the Arts is a community center that transforms lives through innovative education, bold entertainment and unexpected engagement. We are a community asset, a collaborative partner, and are deeply committed to building a stronger, more vibrant regional arts & cultural landscape.
Executive Director, Open Doors Kalamazoo
Open Doors Kalamazoo
Open Doors Kalamazoo seeks a passionate and knowledgeable ED about the journey of its guests and community residents. The ED will be a goal-oriented, versatile leader committed to ODK's mission. They will be someone who values the diversity of all people within the organization and the communities it serves. The next leader will be a positive cultural influencer who leads with transparency and is ready to represent and empower the staff to create an environment of growth. Meeting the evolving needs of the Kalamazoo community should be the compass that drives the ED as an industry thought leader on topics, trends, and developments in housing. The ED will report to and guide the BOD.
This position offers a competitive salary with strong benefits. Recognizing the experience and skills required to lead ODK forward, the Board of Directors benchmarked compensation to confirm market rates. Total compensation will be based on experience, skills, and attributes, starting at $120,000. Relocation assistance is negotiable.
Some specific requirements include:
Successful experience working with a BOD and volunteer-supported organization with a strong knowledge of non-profit governance and empowering boards in their success.
Recent and lived experience expanding diversity, equity, and inclusion so that women, people of color, LGBTQ+ community members, and people with a range of abilities or religious minorities' voices are uplifted, recognized, and heard.
Proven ability to build strong external relationships with volunteers, public leadership, partner organizations, and other stakeholders.
Track record in financial management, stewardship, and strategies to increase revenue successfully.
A minimum of 5 years of progressive experience in leadership, with documented ability to manage staff and lead teams, ideally with expertise in the nonprofit sector and engaged with people in recovery from substance use disorder.
TO APPLY, PLEASE CLICK HERE: https://bit.ly/Open-Doors-Kalamazoo_Executive-Director
To assure the confidential tracking of all applicants, no applications will be accepted via email. ALL INQUIRIES WILL BE HELD IN STRICT CONFIDENCE.
This search is being managed by Heather Eddy, President, and CEO, and Abby Johnson, Project Manager of KEES. Questions may be addressed to abby@kees2success.com.
KEES (formerly Alford Executive Search) is a nonprofit executive search firm that buildsdiverse teams and dynamic leaders in the nonprofit and public entity sectors. A woman-owned and operated firm, KEES offers a full array of nonprofit consulting services including executive search, leadership development, interim staffing, and HR support. For more information, please visit www.kees2success.com
KEES has been exclusively retained by Open Doors Kalamazoo in its search for an Executive Director. https://bit.ly/Open-Doors-Kalamazoo_Executive-Director
ODK opens the door to help guests soar above the many challenges brought on by experiencing homelessness. This community is more than just a place to live. It is a loving and supportive network where residents and guests will find financial stability, belonging, and the time they need to flourish. With over 50 years of experience, ODK offers two shelters and a Residency Community open to diverse families, men, women, and LGBTQ+ guests. All are welcome; special accommodations are available, which include supportive rooms for those with a range of abilities. To learn more, please visit www.opendoorskalamazoo.org
Open Doors Kalamazoo is committed to being inclusive in all areas of diversity in its employment, operations, programs, and services and prohibits discrimination based on, but not limited to, race, ethnicity, color, religion, age, sex (including pregnancy), gender identity, gender expression, sexual orientation, disability, socioeconomic status, history of incarceration or conviction record, citizenship, political affiliation, nationality, immigration status, language, ancestry, family and marital status, veteran status, genetics, height, and weight.


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Home Business	Scenic Italian Town Is Offering Free Rent And Zero Taxes To Families Ready To Move There
Scenic Italian Town Is Offering Free Rent And Zero Taxes To Families Ready To Move There
The village of Teora is offering free rent for houses in an effort to re-populate the town.
teora comune
The mayor of Teora, an Italian village and comune in the province of Avellino has an offer: Free house renting and zero taxes for families with children who want to relocate there.
Nestled in the hills of southern Italy's Campania region, near the famed Amalfi coast, the town wants to counter a problem plaguing many regions of Italy: population decline.
"The municipal administration aims to repopulate the center of the Alto Adige municipality by relaunching the school system and offering incentives for those who choose to rent or buy a house in the village," the mayor, Stefano Farina,, says.
While other Italian towns suffering steady population loss every year have offered innovative programs such as selling empty houses for next to nothing, Teora is adding its own twist: The town will cover new residents' rent for two years and then help them buy property should they decide to stay.
Specifically, the town will contribute €150 per month towards the rent for properties that are available for around €200, meaning that the newcomers will pay just €50 a month. Alternately, the town will grant them €5,000 up front to buy a property, which equals 10-20% of the total value.
Teora's population, now fewer than 1,500, never recovered from a devastating earthquake in 1980. According to municipal records, on average only two babies are born in Teora annually against 20 deaths, mainly caused by old age.
"I want to revers this negative trend," the mayor explained. "Children are our future. New families will be the building blocks of our shrinking community. So we encourage those with kids to apply."
Comuna di Teora
The initiative is an element of the town's marketing strategy seeking to draw the attention of the families of third- and fourth-generation Italian emigrants that could take advantage of the offer and return to the land of their grandparents and great-grandparents.
Officials are focused especially on families with at least one child. Among other incentives, they offer a high-profile school system now at risk due to the reduction in the student population.
Teora has opted for subsidizing rents rather than selling empty properties for minimal prices as have other towns in Italy and Spain because those programs tend to encourage outsiders to convert the properties into holiday homes rather than settling there full-time themselves.
"I don't believe in selling empty houses for €1; that doesn't incentivize people to stay in town," Farina told CNN Travel. "They just come a few months a year as holiday-makers. That's not the solution. But taking up residency and enrolling kids at the local school — that does breathe new life."
The offer is starting with 100 houses currently available in the center of the Altirpine village. The local newspaper, Nuova Irpinia, reports that the program is drawing enormous international interest, particularly in the U.S.
"The measure taken to attract new potential residents has already borne fruit, with the arrival of two Italian families and one from Brazil with Italian roots," the paper reports.
"Teora, like many inland municipalities, has suffered a serious demographic bleeding and the municipal administration is committed to reversing the trend and preventing the definitive abandonment of it," the story claims. "We want new residents ready to live here permanently and the contribution guaranteed by the municipal administration is a significant incentive."
The city council also approved a measure to exempt new families with children from paying local taxes.
The offer will be valid for two years and the administration has already budgeted €15,000 per year for the program. "The contribution will be paid to those families who have at least one child of school age to be enrolled in kindergarten or primary school and must commit to reside in the municipality for at least the three years following the disbursement of the contribution, under penalty of repayment," Mayor Farina explains.
The Nuova Irpinia added that "to keep the expenditure within the limits of the allocated resources," the town has created a ranking system based on a score obtained by the families according to the number of children enrolled in the schools (kindergarten, primary and secondary) and the purchase of housing.
Property in Teora sells for around €500 euros per square meter, or €20,000 to €60,000 for the available houses. "Here you can buy a house with little money, and enjoy the serenity of the place, which offers different services and facilities for families," the paper writes.
Despite the lingering earthquake damage that hit much of the town's cultural and historic heritage, Teora still boasts an amphitheater, fountains, a water mill and an ancient church with an open-air altar. It's set in lush, green hills, surrounded by countryside.
It's close to the sea, with the famous ancient Greek city of Paestum an hour's drive away and the stunning Cilento National Park and the Amalfi Coast nearby.
The houses available for free rent are in good condition and don't require expensive renovation work.
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Guthrie proclaims Smallest National Park Week for downtown park
By Guthrie News Page on May 8, 2017 No Comment
Instructors and students in the Guthrie Job Corps help dedicate a monument with Guthrie Vice Mayor Ed Wood in front of the Smallest National Park.
On Monday morning, Park Ranger Stacy and the City of Guthrie helped declare this week as the Smallest National Park Week. They did so in front of an elm tree and a wrought iron fence, which actually – yeah is a national park.
The national park can be found on 2nd Street between Oklahoma and Harrison Ave. Be sure not to blink, or you will miss it.
Its 100 square feet, located behind the Guthrie Post Office, and as Ranger Stacy (Frazier) says it goes back to the original Land Office that occupied this spot in the Land Run of 1889.
Ranger Stacy says, in 1907 the city clerk drew up a document that set aside a chunk of land, which they did, but the clerk was a touch off on the math and document. Instead of writing parcel of land 100 foot square, they wrote 100 square feet.
Ranger Stacy said because this was already an established historic marker, and because it was on federal property, it transferred directly to the control of the National Parks Department.
The rest, of course being in Guthrie, is history.
A monument now sits in front of the park, which was constructed by the Guthrie Job Corps instructors and students in the welding department.
Guthrie proclaims Smallest National Park Week for downtown park added by Guthrie News Page on May 8, 2017


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}
#siteNavTree a:hover {
	color: var(sitenavhover_color);
}
#siteNavTree div.selectedChild a:hover {
	color: var(sitenavhover_color);
}
#siteNavTree div.dockedNode a {
	color: var(sitenavhome_color);
}
#siteNavTree div.dockedNode:hover a {
	color: var(sitenavhover_color);
}
#siteNavTree div.homeNode a:hover {
	color: var(sitenavhomehover_color);
}
#siteNavTree div.selected a {
	color: var(sitenavselected_color);
}
#siteNavTree div.homeSelected {
	background-image:none;
}
/*----4.2  Body*/

/*---- ---- 4.2.1  Common*/

/*---- ---- 4.2.2  SiteNav*/
.body .siteNav .pre {
	background-image:none;
}
.body .siteNav ul li a {
	-moz-border-radius-topleft:3px;
	-moz-border-radius-topright:3px;
	height:22px;
}

/*---- ---- 4.2.3  PageBar*/

.pageBar ul li a:hover {
	background-color: var(pagebarhover_bg);
	color: var(pagebarhover_color);
}

.pageBar ul li a.disabled,
.pageBar ul li a.disabled:hover {
	color: var(pagebardisabled_color);
}

.body .pageBar .pageRevision {
	color: var(pagerevision_color);
	background-image: url(page_revision_bg.gif);
	width:200px;
	padding-left:50px;
}

.pageRevision a {
	color: var(pagerevisionlink_color);
	text-decoration:underline;
}

.pageRevision a:hover {
	text-decoration:none;
}

.pageBar ul li a {
	color: var(pagebar_color);
}

/*---- ---- 4.2.4  PageInfo*/

.pageInfo dt.pageTags,
.file h2,
.gallery h2,
#comments h2,
.commentMore,
#comments .commentForm .commentHeader,
.pageInfo dd.pageTags div.relatedpages strong {
	color: var(pageinfoheader_color);
}
/*---- ---- ---- 4.2.4.1  Tags*/

/*---- ---- ---- 4.2.4.2  Languages*/

/*---- ---- ---- 4.2.4.3  File Attachments*/
#pageGallery div.preControls,
.file table tr td,
.pageInfo dd.pageTags div.relatedpages {
	border-top: var(tabletop_border);
}

.file table tr th {
	color:#fff;
}

/*---- ---- ---- 4.2.4.4  Images*/
#pageGallery div.galleryCell img.image {
	border:1px solid #666;
}

#pageGallery div.galleryCell div.desctext span.desctext {
	color:#666;
}

.nodescription {
	color:#999;
}

/*---- ---- ---- 4.2.4.5  Comments*/
#comments div.comments div.comment {
	border-top:var(tabletop_border);
}

#comments div.comments div.comment div.commentNum {
	background-color: var(table_bg2);
	border: var(specialfieldset_border);
}

#comments div.comments div.comment div.commentNum a {
	color:#333;
}

#comments .commentActions input.commentDelete {
	color: var(linkcolor);
}

#comments .commentActions input.commentDelete:hover {
	color: var(linkcolor_hover);
}

/*---- ---- 4.2.5  Dropdown Menus*/

#menuPageContent .pageToc,
#menuPageOptions,
#menuFiller div.dmenu,
#menuTools {
	border:var(dropmenu_border);
	background:var(dropmenu_bg);
	background-image: none;
	border-top:0px;
}

#menuPageOptions ul li a,
#menuFiller ul li a,
#menuTools ul li a {
	color:#333;
	font-size:11px;
}

#menuPageOptions ul li a.disabled,
#menuFiller ul li a.disabled,
#menuTools ul li a.disabled {
	color:#999;
}

#menuPageOptions ul li:hover,
#menuFiller ul li:hover,
#menuTools ul li:hover {
	background-image: none;
	background-color: var(dropmenuhover_bg);
}
#menuPageOptions ul li.disabled:hover,
#menuFiller ul li.disabled:hover,
#menuTools ul li.disabled:hover {
	background-image: none;
	background: none;
}
#menuFiller .dmenu-wrap {
	background:#e4ebee;
}

#menuFiller div.dmenu ul li a {
	font-size:11px;
}

/*---- ---- 4.2.6  Special*/

#pagehistory tr td {
	border-top:var(tabletop_border);
}

#pageText #pageTypeSpecial h2,
#pageText #pageTypeSpecial div#logindivid fieldset legend {
	color: var(specialh2_color);
}

#pageTypeSpecial div.searchPagination {
	border-top:var(tabletop_border);
	color:#666;
}

#pageTypeSpecial div#searchResults ul li{
	border-top: var(tabletop_border);
}

/*---- ---- 4.2.7  Admin*/

#pageText #pageTypeAdmin fieldset legend,
#pageText #pageTypeAdmin h2 {
	color: var(specialh2_color);
}

#pageTypeAdmin fieldset {
	border: var(specialfieldset_border);
}

/*-------------------------------------------------------------------
5.0 Internet Explorer 6 CSS
---------------------------------------------------------------------*/

/*-------------------------------------------------------------------
6.0 Fiesta PRO CSS
---------------------------------------------------------------------*/

/*---- 6.1  Fiesta Global Elements*/

.header {
	width:190px;
}

.global {
	background-image: url(global_bg.gif);
	padding-top:0px;
}

.globalWrap {
	background-image: url(global_wrap_bg.gif);
	background-repeat: repeat-y;
}

.page {
	background-color: #fff;
	padding-top:0px;
	padding-left:0px;
	padding-right:0px;
}

.pageContentFrame {
	padding:10px;
}

.MindTouch {
	width:100%;
	text-align:center;
	padding-right:0px;
	margin-right:0px;
	height:25px;
	background-color:#e9eff1;
	color:#333;
	padding-top:10px;
}

.MindTouch a {
	color:#333;
}

.MindTouch div.poweredBy {
	color:#333;
}

/*---- 6.2  Fiesta Unique Elements*/

/*---- ---- 6.2.1  Header*/

/*---- ---- ---- 6.2.1.1  Common*/

.header .mast {
	background-image:url(mast_bg.gif);
	height:60px;
	overflow:hidden;
	/*border-bottom:1px solid #fff;*/
	background-color:#A9BAC2;
	background-repeat:repeat-x;
}

.mastPre,
.userAuthPre,
.navPre,
.mastPost,
.userAuthPost,
.navPost {
	display:none;
	background-image:none;
}

/*---- ---- ---- 6.2.1.2  Mast*/

/*---- ---- ---- 6.2.1.3  SiteNav*/
.header div.siteNav {
	background-repeat: repeat-x;
	width:190px;
}
body#loggedin .header .userAuth,
.header .siteNav .userAuth {
	background-color:#fff;
	background-image: url(userauth_bg.gif);
	padding-top:5px;
	background-repeat:repeat-x;
	background-color:#e9eff1;
	height:55px;
}
.header .siteNav .userAuth a.userPage {
	color:#545E65;
	background-image: none;
	background-position:10px 1px;
	background-repeat: no-repeat;
	height:30px;
	min-height:30px;
	font-size:13px;
	font-weight:bold;
	/*Fiesta Pro-BlackPear only  */
	padding-left:65px;
	padding-top:2px;
	min-height:25px;
	height:25px;
}

.header .siteNav .userAuth a.userPage:hover {
	color:#000;
}

.header .userAuth a.userLogout,
.header .userAuth a.userLogin {
	background-image: url(buttons.png);
	background-position: -180px 0px;
}
.header .userRegister  {
	background: transparent;
	position:relative;
	margin-top:-25px;
	min-height:25px;
}

.header .userRegister a {
	background-image: url(buttons.png);
	background-position: -180px;
	background-repeat:no-repeat;
}

/*---- ---- 6.2.2  Body*/

/*---- ---- ---- 6.2.2.1  Common*/
.body .bodyHeader,
.body .bodyFooter {
	display:none;
}
.body .bodyHeader .pre {
	background-image:none;
}

/*---- ---- ---- 6.2.2.2  SiteNav*/

.body .siteNav .siteSearch {
	height:35px;
	padding-top:25px;
	background-image: url(search_bg.png);
}

.body .siteSearch input.inputSubmit {
	background-color: #000;
}

.body .siteSearch .inputSubmit {
	background-color:#a9bac2;
}

.body div.siteNav {
	background-image: url(sitenav_bg.gif);
	padding-top:0px;
	background-repeat: repeat-x;
	background-color:#a9bac2;
	/*border-bottom:1px solid #fff;*/
	margin-bottom:0px;
	height:60px;
}

.body div.siteNav ul {
	overflow:visible;
	margin-top:32px;
	margin-left:10px;
}
.body div.siteNav a {
	color:#fff;
	font-size:12px;
	border-top: 0px;
	border-bottom: 0px;
	margin-left:5px;
	margin-right:5px;
	height:100%;
}

.body div.siteNav a:hover {
	background-color:#4a4a4a;
	border-right:0px;
	border-left:0px;
	margin-left:5px;
	margin-right:5px;
	color:#fff;
}

.body div.siteNav li.siteTools a {
	background-image: url(../drop_white.gif);
	background-repeat:no-repeat;
	background-position: right 12px;
	padding-right:20px;
}

.body div.siteNav li.siteTools a:hover {
	background-image: url(../drop_white.gif);
}

.body .pageBar ul li a {
	font-size:11px;
}

.body .pageBar ul li.pageMore a {
	background-image: url(../drop_grey.gif);
	background-position: bottom right;
	background-repeat: no-repeat;
	height:14px;
}

.body .pageBar ul li.pageMore a:hover {
	background-image: url(../drop_grey.gif);
}

/*---- ---- ---- 6.2.2.3  PageBar*/

.body .pageBar .pre {
	background-image:none;
}

/*---- ---- ---- 6.2.2.4  PageInfo*/

/*---- ---- ---- 6.2.2.5  Dropdown Menus*/

/*---- ---- ---- 6.2.2.6  Special*/

/*---- ---- ---- 6.2.2.7  Admin*/

* html body.page-admin .body .pageBar,
* html body.page-admin .body div.siteNav {
	width:1010px;
}

/*---- 6.3  IE 6 Fiesta Pro Styles*/

/*---- ---- 6.3.1  Fiesta Global Elements*/

* html body .globalWrap {
	padding-bottom:0px;
	height:100%;
}
* html body .pageContentFrame {
	width:810px;
}
* html body .MindTouch {
	width:1020px !important;
}

* html body.page-admin .MindTouch {
	width:1210px;
}
/*---- ---- 6.3.2  Fiesta Unique Elements*/

/*---- ---- ---- 6.2.2.1  Header*/
* html body #siteNavTree {
	width:190px;
}
* html body#loggedin .header .siteNav div.userAuth,
* html body .header .siteNav .userAuth {
	height:60px;
	overflow:hidden;
}

* html body .header .mast {
	width:190px;
}

* html body .header div.siteNav div.userAuth a.userPage {
	background-image: none;
	background-position:5px 0px;
	height:25px;
	width:190px;
}

* html body .header div.siteNav div.userRegister {
	top:-5px;
	position:relative;
	width:190px;
	background-color:transparent;
	padding:0px;
}

* html body .header div.siteNav div.userRegister a {
	margin-right:5px;
	margin-top:5px;
	top:0px;
}

* html body .header div.siteNav div.userAuth {
	height:60px;
	width:190px;
	margin-bottom:0px;
	padding-bottom:0px;
}

* html body .header div.siteNav .userAuth a.userLogout,
* html body .header div.siteNav .userAuth a.userLogin {
	margin-right:5px;
}

/*---- ---- ---- 6.2.2.2  Body*/

* html body .body div.siteNav {
	height:60px;
}

* html body .body div.siteNav a {
	font-weight:100;
}

* html body .body div.page {
	width:810px;
	padding:0px;
}

* html body .body div.siteNav li a:hover {
	border:0px !important;
	margin-right:1px !important;
	margin-left:1px !important;
	padding-left:5px !important;
	padding-right:5px !important;
}

* html body .body div.siteNav li.siteTools a {
	background-image: url(../drop_white.gif) !important;
	padding-right:20px !important;
}

* html body .body div.siteNav li.siteTools a:hover {
	background-image: url(../drop_white.gif) !important;
	padding-right:20px !important;
}

* html body .body .pageBar ul li.pageMore a {
	background-image: url(../drop_grey.gif);
}

* html body .body .pageBar ul li.pageMore a:hover {
	background-image: url(../drop_grey.gif);
}

* html body .body .pageBar ul li.pageMore a {
	background-position:right 47px !important;
}

* html body .body .pageBar ul li a {
	height:55px !important;
	padding-top:40px !important;
	font-weight:100;
}

* html body .body .pageBar {
	background-position:0px 0px;
}

* html body .body .pageBar .pageRevision {
	width:260px !important;
}

* html body .body div.siteSearch input.inputSubmit {
	border:0px;
	padding:0px;
	height:20px;
	background-image:url(buttons.gif);
}

* html body .body .siteSearch input#searchInput {
	width:100px !important;
}

redpajama_set_name: RedPajamaGithub


Motortrend's 'Garage Squad' Season 6-Renewed	No ratings yet.
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Times Higher Education (THE) publishes Australian university rankings using a composite performance measure.
Rankings are based on research publications and academic prestige.
"Citations of journal articles" and "Research prestige" are the largest components.
The rankings demonstrate how highly a given university is regarded among academics.
To produce world rankings, THE surveys many thousands of academics worldwide each year.
THE rankings are comparable to QS and Shanghai rankings.
While THE's survey is more extensive than U.S. News... it still falls prey to the inherent statistical flaws and response biases of reputation scoring.
For students, THE rankings are useful for quantifying how much regard society (including employers) may hold for a degree from a particular university. If academics hold an institution in high regard, obtaining a degree from that institution may help your career by conferring status.
The rankings are based on 13 measures. Almost 70% of a university's rating is determined by researcher output, income and affiliations.
Teaching prestige is also a factor, accounting for 15%. This measures teaching quality as perceived by academics in other institutions, which is highly correlated with overall prestige.
There is a strong emphasis on doctoral programs, with over 8% of a university's score based on the number of doctorates awarded.
Time Higher Education claims to provide the only global university performance tables to judge research-led universities across all their core missions: teaching, research, knowledge transfer and international outlook. It also claims to provide the most comprehensive and balanced comparisons, which are trusted by students, academics, university leaders, industry and governments.
Our advice to students is to not trust the Times Higher Education claims nor their rankings. The rankings have not been constructed with students in mind.
The teaching prestige measure is flawed because it only considers the opinions of academics. How does an academic from one university have any great insight into teaching standards in another?
Despite its flaws, it is odd that teaching prestige is given a lower rating than research prestige (15% versus 18%). This just tilts the balance further towards academic research.
The heavy weighting on doctoral program size is also strange. Why does this indicate better performance and why it is given a heavy weighting? THE claims that undergraduates tend to value working in a rich environment that includes postgraduates. You would think undergraduates care more about the quality of services delivered to them.


Lucrin is putting forward the classic case for iPhone 6 Plus/6s Plus in genuine leather. The case is conceived with pin-point accuracy and fits perfectly the iPhone 6 Plus/6s Plus, which can be inserted and removed pretty easily. The interior is made of microfiber thus protecting the 5.5 inch screen of your Apple smartphone.
Please note that this leather case is conceived to the millimetre so as to fit your smartphone only. However, the latter should not be in some sort of protective sheath/cover or any other such accessories, which will then modify the original dimensions of your phone.


This was a comprehensive inspection carried out by one inspector. It took place on 16 May 2017 and was announced. The provider was given 48 hours' notice because the location is a small care home for younger adults who are often out during the day; we needed to be sure that someone would be in. The registered manager was not available on the day of our inspection. One of the service's team leaders was available to help.
We looked at all the information we had collected about the service. This included previous inspection reports, information received and any notifications the registered manager had sent us. A notification is information about important events which the service is required to tell us about by law.
During the inspection we spoke with all three people who use the service. We spoke with one team leader, one support worker and an administrator who also oversaw staff training. After the inspection we received written feedback from an additional four support workers. We observed interactions between staff and people who use the service. As part of the inspection we requested feedback from three health and social care professionals but received no responses.
We looked at all people's care plans, monitoring records and medication sheets. Medicines administration, storage and handling were checked. We reviewed a number of other documents relating to the management of the service. For example, staff training records, health and safety risk assessments, the fire risk assessment, routine and annual fire equipment safety checks, gas and electrical service checks and the annual checks of portable electrical equipment.


Quick: Did your company create a communication campaign last month? If so, can you recall the details? Regardless of what you do or don't recall, chances are that your employee population can't remember much of what you were trying to communicate. That's because forgetting, a common concept, has a major impact on workplace communication efforts.
Think about it this way: If your budget was suddenly slashed by 50%, it would be incredibly challenging to deliver critical messages and information. But if people forget campaigns almost as soon as they've seen them, how is that any different than not even sending them in the first place? The research says we forget half of what we learn fairly quickly, which is essentially the same thing as pouring a significant portion of the communication budget down the drain.
Neuroscientists and researchers began examining the concept of forgetting as far back as 1885, when Hermann Ebbinghaus demonstrated that the average person forgets the majority of what they learn in a relatively short time. His experiments, however, uncovered a simple change that radically improved knowledge retention over time: Repetition.
Communication leaders may be masterful at creating amazing content, but the way to combat forgetting their messages is smart, targeted repetition. Repeating key concepts dramatically improves the retention, as demonstrated by the "forgetting curve" below, which Ebbinghaus created to illustrate how we retain and forget information over time. Each green "boost" is a reminder, each one further reducing the amount of material that is forgotten.
It's not about resending the exact same message several times: your audience will quickly tune that out. However, finding a way to create smaller, repeated snippets that highlight key concepts and ideas will not only increase retention of those key points, but can also ensure that workplace communications are truly unforgettable.
Other factors that impact total compensation, such as benefits, bonuses, equity, time off, etc.
Repetition can be an effective communication tactic that has the potential to improve company culture, permeate brand messaging, and enhance employee retention of key messages. When using this repetition tactic, each boost or reiteration should be short and sweet. This isn't about doubling or tripling your workload or the employee's: It's about reinforcing key concepts from the initial communication. Formats can be text-based, video, or even interactive, but the key point is that they need to be short and consumable.
The fact that this communication is unforgettable to employees ensures that there isn't a breakdown at the critical point between learning and doing. With the right approach, communication efforts can drive desired behaviors and engagement, inform the right people, and inspire stakeholders to action.
To implement this approach, start by evaluating existing messaging for those critical points where repetition would be most valuable. Then, find small ways to boost those messages as in the examples laid out above. When workers can actually recall and take action on the communications they receive, the time, effort, and resources used to generate those communications can pay off big returns in employee satisfaction and retention.


Middlesex Gases & Technologies, Inc. announced the acquisition of Massachusetts Oxygen, Inc. a gases and welding hardgoods distributor with a heavy service concentration of gas business in Eastern Massachusetts and Southern New Hampshire. Joseph "Bo" Martin, Middlesex Chairman, said that "this acquisition will add significantly to Middlesex's market presence and customer service capabilities in the northern part of its New England territory." Martin added that "Mike Cusano, owner of Mass Oxygen, and his people, will immediately become an important part of the Middlesex marketing, operations and administrative team. J R "Buzz" Campbell and Leaders LLC acted as advisers to Middlesex in the transaction.


The volume is a hardcover edition of the Rule of the Dominican Laity in English and Latin on facing pages. A short introduction and the promulgation documents introduce the text. This edition is suitable for use in profession ceremonies, as well as for private study.


Scrappin' in the City originally started out as a group of friends who thoroughly enjoyed scrapbooking and paper crafting together. This passion eventually grew into a business that specializes in providing customers with the ultimate paper crafting experience! Here, customers enjoy shopping, socializing, weekly classes, monthly crops, and special retreats throughout the year.
Customers affectionately refer to us as the "City Chicks", so you will see an image of a bird on almost everything we do! You'll find us in a trendy, boutique-style shop in the heart of Knoxville, TN, in an historic home. We're known for remembering customer names (you might say we're like a "Cheers" for women), as well as treating them as friends and valued members of our growing paper crafting community.
In addition to regularly attending trade shows, we're continually learning in order to stay current with the latest industry trends and newest product releases so we can pass our knowledge along to our customers and provide them with a never ending supply of creative possibilities.
Our goal is to encourage all paper crafting enthusiasts, no matter their age, style, or skill level, to continually expand their imagination and improve their skills. We strive to maintain a store atmosphere that inspires creativity, encourages learning, and promotes fun! Whether they're shopping or cropping, we want our customers to think of our store as their "happy place"...a place to hang out, nourish their artistic spirit, make new friends, and indulge their passion for paper crafting and preserving memories!


First National Real Estate Hogan Riverso is a progressive real estate agency managed by hands on owner operator Directors Catherine Hogan & Claude Riverso. Our agency prides itself on integrity, honesty and complete professionalism in all its dealings. Highly involved in supporting charities and not-for-profit groups, Catherine, Claude and their dedicated staff are genuinely committed to assisting their clients in whatever capacity this may take. We truly look forward to meeting with you soon.
At First National Real Estate Hogan Riverso ... We put you first.


← Make Your Goals Known!
Setting goals are extremely important, but just as important is acting upon them. When you have your goals broken down into achievable steps, make sure you hold yourself accountable.
An excellent way to do this is to have a large calendar that you can write a big "X" in when you have completed the steps for that day. Each day you finish, it will add another link to the chain of exes. The idea here is to make that chain as long as possible without any breaks in it.


text:
#ifndef DynamicsCompressor_h
#define DynamicsCompressor_h

#include "platform/audio/AudioArray.h"
#include "platform/audio/DynamicsCompressorKernel.h"
#include "wtf/Allocator.h"
#include "wtf/Noncopyable.h"
#include <memory>

namespace blink {

class AudioBus;

// DynamicsCompressor implements a flexible audio dynamics compression effect
// such as is commonly used in musical production and game audio. It lowers the
// volume of the loudest parts of the signal and raises the volume of the
// softest parts, making the sound richer, fuller, and more controlled.

class PLATFORM_EXPORT DynamicsCompressor {
  USING_FAST_MALLOC(DynamicsCompressor);
  WTF_MAKE_NONCOPYABLE(DynamicsCompressor);

 public:
  enum {
    ParamThreshold,
    ParamKnee,
    ParamRatio,
    ParamAttack,
    ParamRelease,
    ParamPreDelay,
    ParamReleaseZone1,
    ParamReleaseZone2,
    ParamReleaseZone3,
    ParamReleaseZone4,
    ParamPostGain,
    ParamFilterStageGain,
    ParamFilterStageRatio,
    ParamFilterAnchor,
    ParamEffectBlend,
    ParamReduction,
    ParamLast
  };

  DynamicsCompressor(float sampleRate, unsigned numberOfChannels);

  void process(const AudioBus* sourceBus,
               AudioBus* destinationBus,
               unsigned framesToProcess);
  void reset();
  void setNumberOfChannels(unsigned);

  void setParameterValue(unsigned parameterID, float value);
  float parameterValue(unsigned parameterID);

  float sampleRate() const { return m_sampleRate; }
  float nyquist() const { return m_sampleRate / 2; }

  double tailTime() const { return 0; }
  double latencyTime() const {
    return m_compressor.latencyFrames() / static_cast<double>(sampleRate());
  }

 protected:
  unsigned m_numberOfChannels;

  // m_parameters holds the tweakable compressor parameters.
  float m_parameters[ParamLast];
  void initializeParameters();

  float m_sampleRate;

  // Emphasis filter controls.
  float m_lastFilterStageRatio;
  float m_lastAnchor;
  float m_lastFilterStageGain;

  std::unique_ptr<const float* []> m_sourceChannels;
  std::unique_ptr<float* []> m_destinationChannels;

  // The core compressor.
  DynamicsCompressorKernel m_compressor;
};

}  // namespace blink

#endif  // DynamicsCompressor_h