We know how hard it can be to leave your pet at home while you are on vacation, and luckily when you stay at The Emily Morgan Hotel - A DoubleTree by Hilton you don't have to! We are proud to be a dog-friendly hotel and are confident that your furry pal will enjoy its stay in San Antonio's most historic and iconic hotel as much as you will.
When you arrive at the hotel be handed complimentary treat and water bowl, receive a welcome letter from our general manager, and be showered with compliments and adoring belly rubs. What can we say? We just love seeing all the scruffy puppers that stay at the Emily Morgan hotel!
Take a look at our pet policy, find the perfect room for you and your pooch, and start planning your next trip to San Antonio!
Book Your Dog Friendly Accommodations!
Have a question about or pet policy or special requests for your pup? Get in touch with our team of doggo enthusiasts, and we'll be happy to help!
Located across the street from the Alamo and minutes from San Antonio's best dog parks, pet stores, and dog-friendly restaurant, the Emily Morgan Hotel offers the city's most unique and accommodations for pet owners. During your stay, you'll enjoy upscale, modern amenities in a beautiful historic setting, phenomenal amenities, and free WiFi for sharing all those Instagram-worthy moments of your pup enjoying the Riverwalk!
Reserve Your Pet Friendly Room Today!
Named the city's #1 pet friendly hotel in the San Antonio Express-News' Readers' Choice Awards, the Emily Morgan Hotel delivers a one-of-a-kind travel experience for pups and pet parents alike. And humans aren't the only ones showering the hotel with accolades. See what some of our pet guests have to say* about the Emily Morgan experience!
* Disclaimer: Canines may not have actually said these things, but we have it on good authority that dogs really do love our hotel!
When you go on vacation, your dog deserves a vacation too, so spoil your pet with a massage at Lucy's Doggy Daycare and Spa, or go for a leisurely jog together in McAllister Park. To ensure a hassle-free vacation, check out our list of dog-friendly resources in San Antonio below.
Exercise is as important for your pet as it is for you. Take a stroll to one of San Antonio's dog parks and let your furry friend run loose.
Dog owners enjoy mingling as their pups play in the fully-fenced off-leash area at Madison Square Dog Park. The .65 acre park features a doggie drinking fountain and benches for owners to comfortably sit while keeping a watchful eye on their pup.
Spanning 984 acres, McAllister Park is a local favorite for those seeking fresh air and wide-open space. The beloved San Antonio dog park was built in 2007 and features exercise equipment, picnic space, benches, walking trails, and of course, lots of space for your pooch to run around and play.
Treat your pet to some serious "me time" with a doggy spa day at the groomers! Whether you bring your pupper in for a basic wash and scrub or go the extra mile with a massage and nail trim, your furball will be wagging its tail in gratitude.
Voted 'Best Pet Services' by multiple San Antonio publications, Lucy's will leave your canine companion feeling stylish and fresh. Pamper your pooch with a nail trim, ear clean, and blow dry - or really spoil him with a PAWdicure or massage!
Offering full-service grooming for cats and dogs, Corina's Pet Boutique focuses on health and safety. To really make your pup's coat shine, the San Antonio boutique strictly uses organic, all-natural foods and grooming products.
Let your pet play with other furry friends while on vacation at one of these great San Antonio doggy daycares. They'll have plenty of fun as you tour the Alamo or enjoy a leisurely dinner at Oro.
Sign up your canine to be a Day Camper at Camp Bow Wow. All day long, your camper will play indoors and outdoors with other dogs, coming home at day's end tired and happy. Camp Bow Wow also offers grooming services for Day Campers.
Feline and canine friends alike are welcome at Pampr'd Pawz. Featuring 24-hour Daycare pick-up & drop-off, the Daycare program is convenient for you and fun for your pet - especially if you plan to kick back with a few margaritas on the Riverwalk.
San Antonio is home to lots of great outdoor patios, bars, and restaurants. Bring your dog along for a great meal at one of these great pet-friendly restaurants.
Nestled on 20-acres along Salado Creek, Los Patios is known for its fresh lunch menu and delicious Sunday brunch. The grounds also feature a number of independently owned shops and host meetings, events, and weddings year round. Bring your canine for a lovely meal on the Gazebo and a nice long stroll afterward.
Whether you're easing into the afternoon with an iced latte or beating the heat with their amazing house-made gelato, Rio de Gelato provides the perfect place enjoy some quality time with your pooch on the Riverwalk. And did we mention they serve up some of our absolute favorite pizza in San Antonio?
Taking 'pet-friendly restaurant' very seriously, The Cove features a dog run so you will have a well-rested pup while eating local, organic grub and sipping on a beer from their Texas Beer Garden.
Nothing says an afternoon in San Antonio like fresh air, Texas-sized margaritas, and some amazing homemade Tex-Mex on the Riverwalk. Rita's is must-visit destination for humans and puppers alike.


You don't need us to tell you that the cost of business gas and electricity has soared in recent years. In fact, your business energy bills have doubled over the last decade which is part of the reason the team here at Love Energy Savings is so committed to driving down your company's outgoings. For this reason, energy efficiency and sustainability have gone to the top of the agenda for the government and organisations such as the Carbon Trust.
There are many benefits to your business adopting a green approach to energy. Not only is it in the interests of the environment but many customers will look more favourably on organisations who are doing their bit for the planet. Perhaps more importantly though, long-term energy efficiency measures can reduce your costs and ultimately improve your bottom line. However, recent research shows that much like energy comparison, a large proportion of the companies in the UK are unaware of the technology available and the relatively low costs involved with "going green".
So, what methods can your business employ to reduce costs and successfully implement a sustainable green energy plan, without going to extremes?
For anyone not familiar, a LED is a 'light emitting diode' and is seen by many to be one of the quickest wins when it comes to streamlining energy usage in the workplace. Compare to traditional and thirsty light bulbs, LED's produce less heat and are therefore far more effective. Whereas a standard light bulb produces up to 1,000 lumens, an LED bulb would produce just over 50 in normal conditions. If you manage to get LED lighting used around your office or workplace, then you can expect to enjoy the benefits very quickly as your energy bills reduce. Some organisations who use an awful lot of lighting have seen savings of in excess of £30,000 from employing this energy saving tactic, which is food for thought I'm sure.
As you may well have seen in our popular Guide to Smart Energy Management & Automation, this is seen to be the future of energy control at home and in the workplace. Go and take a look for yourself, but for the sake of this feature we will run through the basics.
These devices, which are effectively very advanced thermostats have been created by a number of manufacturers and adopted by various energy suppliers. For instance, the Nest has been acquired by Google and distributed in the UK via nPower. There are also a plethora of smart sensors and meters available which all allow for easier monitoring of energy use and reduce costs significantly – you can also do all sorts of cool stuff like turn your hot water on from your car and make sure everything is turned off when the last person leaves the building!
Other benefits of smart monitoring include assessing each individual appliance and even cutting off energy supply if there is a leak of some sort. These pieces of kit obviously allow your business to get analytics of everything that is going on with your gas and electricity supply. Massive brands in the US such as Walmart have used these devices to make savings of epic proportions and this has had the obvious positive repercussions for the environment.
Who Has Embraced This Technology in the UK?
In principle, any business can take advantage of these techniques to lower their bills and help the planet. However, conglomerations of businesses can use them to even more effect when it comes to lighting and energy. For instance, Clapham Junction railway station in London, one of the busiest terminals in the capital; managed to reduce its energy usage by 40% by streamlining its lighting. Although a substantial investment was needed to implement the changes, it is thought that annual savings of more than £7 million for the rail networks will now be enjoyed. With this in mind, think how much you may be able to save for your business which can then be used to boost your profitability. Small sized energy control systems can be applied for less than £6,000 and the long term advantages can be huge; if you are in any doubt about your commercial energy needs then do not hesitate to get in touch with the team here at Love Energy Savings.
Once you have explored all the above opportunities and of course used our free energy comparison tool to ensure you are on the right gas, electricity or duel tariff then solar can help you to push your savings to the next level. You may be surprised at how much energy your business can generate and you can even sell any surplus to the National Grid to make even more money. Renewable technology is getting more and more advanced all the time so there may never have been a better time to embrace this for your firm.
Solar power, photovoltaic or simply PV as it is known is far cheaper to install than it was when it first emerged onto the market. In addition to this, the aforementioned advances in technology have resulted in the efficiency of this equipment being far better indeed. It doesn't matter if your business property is small, medium or large; solar power is definitely a worthwhile investment. Keep your eyes peeled for the Love Energy Savings guide to Feed In Tariffs, which will explain more about how you can make money from the energy your business generates.
If your business delivers items, then why not look into switching your entire fleet of vehicles to electricity? This may well seem like a bold move but can have the obvious advantage and a whole lot more. Electric vans are now affordable and although it may seem like a palaver, these are the kinds of things that can separate you from your competitors. There are subsidies available from the government which could make going electric a bit more of an attractive proposition for your company. Take away the lack of congestion charge if you work in London, fuel costs and other outgoings involved with fuel guzzlers, and you have something quite beautiful. Just think how good it could be for your firm to say that it is utterly green! Just think about it. A vehicle batter is currently less than £100 and charging is less than a quid.
Why not look to adopt these measures for your business today and reap the long term benefits? If you wish to discuss moving to a cheaper business energy tariff or any other aspect of your gas and electricity usage, please get in touch with Love Energy Savings.
We never charge a penny for your services and can give you a real time energy comparison online today with no call-backs or annoying salesy emails. We just want to make a big difference by making life easier for your organisation!
Why not see what other energy guides take your fancy and be sure to take advantage of a free energy comparison with us today? You can also find more energy news.


Kilkenny is a championship golf course and is set on 120 acres of parkland and measures 5,917 metres with a par of 71. The course now boasts 18 sand-based undulating greens and is constructed on free draining soil which means it is playable all year round. Significant improvements have been carried out in recent years and the course now presents a serious challenge to golfers of all level of skill.
Notable features of the course are the four very challenging par threes, the long tree lined par four eleventh, and the opening hole, a par four with a testing undulating green of some 40 metres long. There is also a fine practice putting green, adjacent to the clubhouse and to the first tee.
Kilkenny Golf Club hosted the Carroll's Irish Matchplay Professional Championship in 1973 which was won by Christy O'Connor Jnr.
In 1984 it was the venue for the All Ireland Mixed Foursomes finals and the following year hosted the All Ireland Cups and Shields finals. It is a popular venue for various play-offs and finals for the Lenister area. It is also the venue for the very popular annual Smithwicks Senior Scratch Cup. Former winners of this prestigious championship include notable International Players, Padraig O'Rourke, Eddie Power and current leading Irish Professional Padraig Harrington.


text:
Q: how to reconstruct the original Image after modification using SVD I have decomposed my image using svd and modified the singular values by adding matrix, let's say A. How can I get back this matrix A.
For example:
 m=[1 2 3; 4 5 6; 7 8 9];
 [u s v]= svd(m);
 A=[0 2 1; 3 5 6; 8 9 4];
 sw= s+A;
 new= u*sw*v;

Now how can I get back my matrix A from matrix new?

A: To reconstruct A from its SVD given by u, s, v you would use
m_rec = u*s*v';

So in your case just replace s by sw:
m_rec = u*sw*v';

That is, you're only missing a conjugate transpose (') in your matrix new.
However, the modification you apply to s seems to be too large, and it's not even diagonal, so you are not going to reconstruct m properly. You would if the modification were small. For example:
>> sw = s + diag(.1*randn(1,3));
>> m_rec = u*sw*v'
m_rec =
    0.9987    1.9977    3.0348
    4.0070    5.0543    6.0256
    7.0533    8.0348    9.0543

A: There is a misunderstanding afoot. The matrix of singular values for a matrix of rank rho has the properties (1) it is diagonal like and (2) the singular values are ordered such that s1 >= s2 >= s3 >= ... srho > 0. The matrix addition you describe violates both principles.
To amplify, if you perturb the matrix of singular values you must not include off-diagonal entries and you must preserve Archimedean ordering. When the matrix A in line three is added to the matrix s the resultant matrix is not a matrix of singular values.

redpajama_set_name: RedPajamaStackExchange


Today was one of those days; the kind where nobody wants to get up. Both myself and my wife had to force ourselves up. I then had to go and wake little Mr and not so little Miss. Both didn't seem to impressed.
Once little Mr was downstairs (at which, first he walked over to sofa and buried his head I cushions) and had had his breakfast, he was more awake.
Took more of an effort with not so little Miss.
Little Mr looked pleased when we put his uniform on, back for 2nd day of term. He seems to really enjoy school which is good.
That said, so does not so little Miss, though she takes more telling to get ready, then rushes it all in the last 10 minutes. Time keeping… Not the best at.
For myself. After school run it was off to work. Needless to say that I won't bore with details; besides I can't; it it was a regular full day in the office.
Reports from home that not so little Miss and little Mr we're having fun when got home. They were gobbling down their dinner. I got home and it was fun time – little Mr always loves the play stuff when I get home. Though, 7:15pm and he was yawning so it was off to bed, this is where the fun started.
So, little Mr went to bed at 7:15pm. This is where he starts to play the great escape. His game is to try and sneak past me, past my little office, down stairs. He was successful a couple of times. Then came the next game, he started walking into my office room with a grin on his face and his touch sticking out.
Now, I'm not sure if this is a new thing he has discovered, if its because he was having fun or if he's seen his sister doing in. He was having great fun running into the room with his tongue bobbing out. All I could think was 'checking one'.
This went on and off for a hour or two until he finally went to sleep at 9:15pm. Phew – means I can get few hours to get some stuff done.


The Campbelltown Christmas Carols is an annual carolling event that takes place in the Campbelltown Stadium every first Saturday of December, although it was originally held in the Campbelltown Arts Centre. The one-day only family friendly event is free to attend, with all welcome to participate.
The festivities take place outdoors, and attendees are advised to bring a picnic blanket. It features live bands by local performers, firework shows, choirs, and a visit from Santa Claus. Instrumental and choir performances of well-loved Christmas classics will be played. There is no need to book tickets in advance or register, as it's open for all. The carols are performed during the evening between 6 and 9PM, but visitors are invited to come early.
The Campbelltown Christmas Carols is an alcohol and drug free event. A council information and lost children's tent is put up each year; attendees are welcome to approach them for assistance or questions about the event. A first-aid team will be on-site for any emergencies. There is no need to bring in food and drink, as the event organizers will be arranging stalls for the duration of the event.
The Campbelltown Stadium is located at Pembroke Rd. & Rose Payten Drive, Leumeah, New South Wales. Parking is available at either side of the railway line, providing quick access to the stadium through the pedestrian bridge for those coming from the western car park.


text:
Костёл Успения Пресвятой Девы Марии — католический храм в городе Меркине (Меречь) Варенского района Литвы. Это синтез готики и барокко .

История
Построен в 1443 году в городе Меречь в технике готической кладки на фундаменте Ягайла 1434 года. В 1648 году его вид был изменен в связи с пристройкой к главному фасаду притвора, завершающегося барочным фронтоном . Тогда, видимо, фасады и оштукатурили впервые. Работы выполнены по заказу и на средства Владислава IV Вазы . Один из следующих ремонтов был проведен в 1884 году .

Архитектура

Церковь состоит из основного объема, прямоугольного в плане, той же высоты, что и пресвитерий, который завершается многоугольной апсидой . Молитвенный зал разделен четырьмя 6-гранными столпами на 3 равновеликих нефа, перекрытых крестовыми сводами . Пространственно пресвитерий и основной объем соединены 3 стрельчатыми арками . К северной стене вимы примыкает ризница, которая была увеличена в длину, по-видимому, в 17 веке. В толще восточной торцевой стены и юго-западного угла выполнены спиралевидные отверстия . В церковь ведут дверные проемы главного фасада и южной стены пресвитерия. Стены укреплены многоступенчатыми контрфорсами . Церковь покрыта двускатной крышей . Это синтез готики и барокко .

Литература

 Кушнярэвіч А. Мерацкі касцёл // Вялікае княства Літоўскае: Энцыклапедыя. У 3 т. / Рэдкал.: Г. П. Пашкоў (гал. рэд.) і інш.; маст. З. Э. Герасімовіч. — Мн.: Беларуская Энцыклапедыя, 2005. — Т. 2: Кадэцкі корпус — Яцкевіч. — 792 с. — ISBN 985-11-0378-0 (т. 2), ISBN 985-11-0315-2.

Ссылки

Католические храмы Литвы
Википедия:Шаблон «Внешние ссылки» пуст
Википедия:Ссылка на Викисклад непосредственно в статье
Страницы с непроверенными переводами

redpajama_set_name: RedPajamaWikipedia


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You are here: Home › Mapping the Future of Rogers Centre
Mapping the Future of Rogers Centre
By Kevin Reichard on August 13, 2019 in Major-League Baseball, News
Last week we alluded to Toronto city officials debating the future of Rogers Centre. This week, it sounds like there's been plenty of preliminary talk between team ownership, Rogers and developers about that future—with some big plans potentially in consideration.
When Rogers Centre opened as SkyDome in 1989, it was the first retractable-roof ballpark in Major League Baseball, though several had been proposed since the late 1940s: the legendary designer Norman Bel Geddes, for example, drew up conceptual images of a Brooklyn Dodgers retractable-roof ballpark as far back as 1948. In its day, the SkyDome was an engineering marvel; besides the retractable roof, the grandstand was movable to make way for the longer and wider CFL playing field.
Since then, there's been plenty of other retractable-roof ballparks built—Chase Field, Marlins Park, T-Mobile Park, etc. And the design that made the retractable roof possible in 1989 is a liability today: the huge footprint needed to support that massive roof puts much of the ballpark seating far from the action. The Blue Jays have made some moves to address that shortcoming over the years, including some new premium seating and concourse upgrades, but the aging ballpark certainly needs some TLC.
The consensus among the major players that the Blue Jays face a long-term facility challenge, and the debate is how to address that challenge. Rogers Communications owns the ballpark (buying it for $25 million in 2005), and the likelihood is that no public money would be available for a Rogers Centre renovation, the issue, as raised by Mayor John Tory, is whether the Jays stay at Rogers Centre or pursue a new ballpark elsewhere in Toronto.
It looks like the Blue Jays are looking more at a significant upgrade to Rogers Centre, rather than pursuing a new ballpark. Which makes sense: no reason to give up a prime location at the foot of CN Tower.
Past that, the discussions of the future of Rogers Centre are in preliminary stages. But we can see a higher-level strategy at play here, with reps from Brookfield Asset Management involved in discussions and meetings with the city. Toronto-based Brookfield Asset Management manages some $385 billion in assets across some 30 countries, according to the firm's website, and at the very least Rogers is looking at putting some significant money into the ballpark and, likely, some associated development. We already know that ballpark-centered developments can be a success, as witnessed by the Atlanta Braves and The Battery, and there's certainly the potential for some level of development around Rogers Centre. (Not as much as at SunTrust Park, to be sure: the area around Rogers Centre is already built up.) From the Toronto Star:
Blue Jays chief executive Mark Shapiro, who in the past has noted some of the ballpark's deficiencies for fans, on Thursday called the site "one of the most unique, if not the best, locations in major league baseball for a stadium.
"That, combined with the age of the facility, creates a dilemma as how do you best attack what is a large-scale project, and becoming a larger-scale project in consideration," Shapiro told reporters.
Changes already completed or under way include refreshing the stadium's 100 level, adding a Ticketmaster Club and installing a new roof, he said. He added that future options being explored by Rogers are "bigger than I initially considered."
It takes big plans to generate big rewards. We'll see how big Rogers and the Blue Jays are thinking in coming months.
Archival photo of Rogers Centre.
This article first appeared in the Ballpark Digest newsletter. Are you a subscriber? It's free, and you'll see features like this before they appear on the Web. Go here to subscribe to the Ballpark Digest newsletter.
RELATED STORIES: Future of Rogers Centre in Play; Rogers Centre at 30; Manfred Weighs in on Condition of Rogers Centre; Blue Jays Continue Push for Rogers Centre Renovation; Blue Jays Still Planning Rogers Centre Renovation; Dirt infield on tap for Rogers Centre; Blue Jays considering grass field at Rogers Centre
major league baseball, mlb, rogers centre, toronto blue jays
Authority Opts to Sell Planned Ballpark Site to Marshall
Edmonton Prospects Await Decision on RE/MAX Field Lease

redpajama_set_name: RedPajamaCommonCrawl


UPDATE on July 3, 2018: Caprice Schlageter contacted U.S. Marshals and has been reunited with her family.
ANDOVER, Ohio -- FOX 8 is relaunching our missing persons segments with the help of Amanda Berry. We hope the segments will help loved ones reunite with their missing family members.
Caprice Schlageter, 16, went missing on Nov. 26, 2016, near her home on Fenkell Road in Andover.
She is 4'11" tall with brown hair and brown eyes. She was last seen wearing a purple hoodie and blue pajama pants.
Anyone with information is asked to call the Ashtabula County Sheriff's Office 440-576-0055.


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text:
Implementing Best Practices Across 27 Hospital Labs
Management Strategies to Share "Best Practices" Across All Lab Sites
By Robert Michel
| From the Volume XV No. 6 - May 5, 2008 Issue
Cell Phones to be Used to Report Patient Self-Test Results
PhyTest Assists Doctors With Lab Testing Revenue
CEO SUMMARY: It is always challenging to ensure consistency and high productivity across the different labs in a consolidated lab organization. To help staff focus on quality and efficiency, Alverno Clinical Laboratories LLC uses Lean methods to improve quality and timely delivery of lab results in its regional core laboratory and the labs in the 27 affiliated hospitals in Illinois and Indiana. This strategy helped Alverno save almost $11 million last year while turning out 14 million billable tests.
NOWADAYS, HOSPITAL LABORATORY ADMINISTRATORS AND PATHOLOGISTS responsible for multi-hospital laboratory organizations are faced with several challenges. How should laboratory operations be consolidated and standardized across the different lab sites? Can laboratory "best practices" be introduced into each of the hospital labs in a way that makes the laboratory organization a national leader in operational performance and financial success?
A good place to look for answers to these and other laboratory management questions is Alverno Clinical Laboratories, LLC, and Alverno Provena Hospital Laboratories, Inc., headquartered in Hammond, Indiana. This laboratory organization is made up of a competitive, for-profit lab company (Alverno) and 27 hospital laboratories owned by three Catholic healthcare systems.
As one of the nation's largest consolidated and integrated hospital lab organizations, Alverno is notable just for sheer size. Its 27 hospital labs are spread out across Indiana and Illinois. But equally notable are its management achievements.
Data from Management Insight, Inc., a laboratory consultant in Michigan, show that Alverno's collective lab organization has among the best turnaround times among 41 similar consolidated lab operations. Further, Cheryl L. Vance, CEO and President of the Alverno laboratory organization, has documented annual savings of $10.9 million compared with what it would cost to run these 27 hospital labs without the consolidated approach and without emphasizing standardized "best work practices" across all laboratory sites.
One important factor in this success is because Alverno deployed and actively uses Lean and Six Sigma methods in 15 of its 27 hospitals. Another critical success factor is the non-stop management effort to improve communication among the different laboratory facilities. Alverno also uses an innovative charge-back system to fund laboratory operations. It is a particularly effective tool for obtaining capital when laboratory equipment needs are identified.
Merger of Three Systems
All of these results are possible because Alverno gets full support from the three Catholic hospital systems that merged over the past several years to form one of the largest hospital networks in the United States. In 2004, the Sisters of St. Francis Health Services (12 hospitals) in Mishawaka, Indiana, merged with Provena Health (six hospitals) in Mokena, Illinois. Last year, Resurrection Health Care, which runs eight hospitals in greater Chicago, joined the integrated labs. Now Alverno's consolidated laboratory operation manages 36 sites, including 27 hospital labs, the central lab in Hammond, Indiana, and eight patient service centers.
"Last year we did about 8.6 million billable tests," stated Vance. "With the addition of the hospital labs from Resurrection Health Care late last year, we are projecting that number to increase to 14 million billable tests as those laboratories are fully integrated into the Alverno lab organization. We believe our strategy of an integrated lab model is one key reason for our success."
The decision to operate all the hospital laboratories using an integration strategy was decided very early. "Before the two original Catholic health systems (the Sisters of St. Francis Health Services and Provena Health) merged, they undertook a due diligence project to decide if it made sense to put the labs into an integrated lab model for all of the hospitals from both systems," Vance explained.
"At the time, both the Sisters of St. Francis and Provena Health each had an integrated laboratory organization. But internally, each of these two organizations had slowed their progress toward full integration," she added. "Lab integration efforts were almost at a standstill at both health systems at the time of their merger.
"Post-merger, our team of lab managers was held responsible for the implementation and quickly came to agreement to pursue the strategy of having one large integrated lab to serve both health systems," explained Vance. "The two healthcare systems engaged lab consultants to investigate that laboratory business model, identify the potential cost savings, and evaluate the operational impact such an integration strategy would have on how labs delivered lab testing services.
Proposal Calls for Core Lab
"Following their evaluation, these consultants met with the board of directors and recommended a single, integrated laboratory organization, with one large core lab, to serve the entire system," noted Vance. "Once the board approved that plan, its decision helped bring the administration at each hospital into support for the laboratory integration strategy.
"In addition to Lean, we use many other management tools," Vance explained. "We've always used the plan-do-study-act (PDSA) tool and have trained laboratorians in Six Sigma as well."
"This support by the board and the individual hospital administrators was a key reason our lab integration program advanced rapidly," recalled Vance. "Another factor that speeded the process was that we had an existing core lab, located relatively centrally, that was already built and had adequate capacity.
"In addition, it was our firm belief that most efficiency comes from a single location without building duplicate administrative space," she added. "Further, with labs at many locations, there is the challenge of tracking specimens and handling add-on tests. Since we support a 24/7 lab operation that serves many different clinical sites, we intentionally wanted to concentrate testing at a central site.
"In this first integration phase, we speedily implemented an acute care services lab at each of the 18 hospitals," Vance noted. "The balance of clinical testing, along with microbiology, was performed at the core laboratory in Hammond, Indiana. All of this lab integration work was achieved in one year; during 2005.
"Once that major integration of lab testing across the 18 hospitals was achieved, our strategic focus then shifted to seeking the economies of scale inherent in such a consolidated laboratory model," she continued. "As currently structured, each of our 27 hospital laboratories performs about 70% of the inpatient and outpatient specimens originating at that site. Specimens that do not need an immediate result are referred to the core laboratory, as is all molecular testing and microbiology testing.
"Next, with 27 hospital labs stretched across two states, we quickly recognized the importance of having consistent work practices in each lab facility," observed Vance. "At the time of the Provena/St. Francis merger, three Provena hospital laboratories were actively implementing Lean quality management methods. It was clear from the early results generated by Lean that we should move rapidly to introduce Lean methods into the other hospital laboratories. To date, we have Lean procedures now running at 15 of our 27 hospital labs.
"In addition to Lean, we use many other management tools," Vance explained. "We've always used the plan-do-study-act (PDSA) tool and have trained laboratorians in Six Sigma as well. We find that Lean helps eliminate waste, which then allows us to use Six Sigma to improve the process.
"As with any new operational approach, introducing Lean methods to laboratory staff can be both complicated and challenging," noted Vance. "But the Lean introduction goes well, in part because we did it differently than most organizations do. It would be too costly to have a consultant instruct the staff in each of 27 hospital labs on how to use Lean methods.
"To make Lean part of our intrinsic operations, we brought in a consultant to do a 'train-the-trainer' process at one of our sites," commented Vance. "As these individuals become knowledgeable and proficient in Lean methods, they were moved to other departments and other laborator y sites, where they trained colleagues. Now, within the Alverno laborator y organization, we have a surprisingly deep pool of skilled Lean practitioners.
"In parallel to this effort with Lean, during the past year, we expanded our quality department," Vance said. "We started by sending three system quality directors to the University of Michigan School of Engineering Lean program. Now, those three people in the organization are certified in Lean tools and techniques. Thus, our strategy was to use Lean consultants to develop our own skills in Lean management, then use these skills to train a growing number of staff members.
"This all happened with the full support from our hospital administrators," she added. "They recognized the value of using Lean to reduce variation and have consistent quality and service at all of the locations. They knew that consistency and quality generates savings.
"Since introducing Lean, we have standardized our processes and showed those lab sites that have not yet implemented Lean the value of improving our metrics in several areas. In particular, we do well in lowering turnaround time (TAT), improving service levels provided to our emergency department, and conducting morning draws.
"Reducing variation and having consistent service levels helped us produce other impressive results," Vance continued. "Significantly, the added productivity allows us to reduce staffing through attrition or by reassignment to higher value services within the lab.
"By using Lean to create a uniform work flow across all laboratories, we've realized substantial benefit from standardizing equipment platforms in hematology, chemistry, and immunology at all locations," she said. "Another benefit of standardized equipment and using Lean work flow is that we can now more easily move staff as needed among different lab facilities to support leaves or vacations.
Flexible Staff by Design
"Over the next year or so, we plan to train a pool of technologists or technicians to be able to work in any of our facilities instead of just one. Then we will use this pool of staff (who would agree upfront) to move from lab location to lab location as needed.
"We know from our own internal work with models of productivity specifically in technical areas, that our staff productivity is very high compared with similar operations in other labs," Vance explained. "Our productivity metrics are used to identify best practices at different lab sites and compare this performance to other sites. Where we spot the opportunity for improvement, we send in a Lean team to help that lab's staff identify opportunities to improve and further standardize work flow by incorporating Alverno's internally developed 'best practices' techniques.
"All this work on staff productivity helps us to operate efficiently," she added. "For example, in 2005, when the two organizations came together, we were projected to have reductions of 34.5 full-time equivalent (FTE) staff. As it turned out, we were able to accomplish almost all of those reductions through attrition. We started with 1,198 employees in 2005 and added more lab facilities when Resurrection Health merged with us in December. Now we have 1,600 employees, but have maintained increased productivity across this larger number of lab sites.
More In-House Testing
"Another benefit from our Lean implementation is an expanded in-house lab test menu," stated Vance. "In the 30 months since the September 2005 formation of our integrated laboratory organization, we have introduced more than 120 new assays, performed at the core lab facility. This has reduced the cost of send-out testing while improving the turn-around time for reporting results to ordering clinicians.
"Collectively, these management strategies helped us save almost $11 million as of the end of last year," Vance commented. "These savings are based on the original projections the consultants gave us when Alverno's integrated laboratory organization was formed. It was estimated that, by the end of year two, savings from lab consolidation and standardization would total $3 million. The actual savings were $10.9 million at the end of 2007, paired with measured increases in the service performance of our different laboratory sites.
"We have documentation that our labs' service metrics to other clinical departments are among the best in the nation," continued Vance. "Consultant Thomas Joseph of Management Insight, Inc., was asked to evaluate our turnaround times for emergency department testing for troponin and for our morning draw testing.
"He compared our performance to that of 42 other hospitals that similarly utilize a core lab model like us," she commented. "Almost across the board, our hospital labs were in the upper quartile. So, we are doing something right. For our labs to be among the best performers when benchmarked against other external integrated labs was significant. Our board of directors was very pleased to learn that information.
"One significant challenge we face every day is having a consistent management approach in each facility," Vance continued. "Of course, Lean helps us address that problem, but obviously, communication is critical when you have so many labs over such a large area. To ensure that communication is getting down to all levels, we have a monthly newsletter and quarterly town hall meetings with all staff. Also, we conduct one-day meetings with all site leaders every month.
"We know from our own internal work with models of productivity specifically in technical areas, that our staff productivity is very high compared with similar operations in other labs," Vance explained.
"Alverno also had a system quality team of three directors who are Lean certified," she added. "Often one of these three individuals heads up the quality or best-practice initiatives. We also use our monthly site leader meetings to share ideas and improved processes. These are ways that we disseminate our best practices throughout our laboratory system.
Pillars of Service Identified
"Further, during training and development and in every staff evaluation, we hold staff accountable for their results," Vance continued. "Each lab department sets goals and objectives each year, then managers help every staff member hit his or her targets. Another step we take is to look for the most qualified individuals to move into leadership positions. Having seniority or good clinical skills is not an automatic qualification to be an effective leader.
"We also manage to the core values of our health system, which works well. We emphasize the pillars of service that the board has identified," obser ved Vance. "Those pillars are service, quality, stewardship, people, and growth. Under each pillar, we aim for continuously improved outcomes.
"Under quality, for example," noted Vance, "a staff member would indicate that he or she has made a commitment for TAT for ED and for morning draws. Under stewardship, we would aim to show productivity increased as compared with other sites or we would show how each facility is performing, relative to its budgets and compared with the organization's budget.
"Given that we have so many labs over such a large area, it was important to have a consistent management approach in each facility," Vance continued. "But also, because we're such a new organization, we can prioritize our standards and establish timelines that other, older organizations may struggle to implement. When we made the decision to have standardized equipment, that triggered standardization, wherever possible, for all of our policies and procedures as well. And, we take full advantage of the ability to standardize whenever we can."
THE DARK REPORT observes that Alverno clearly is using all the tools available to optimize efficiency. Lean methods have helped the company standardize operations across 27 hospitals in two states. Lean makes it easier to ensure that each lab follows the same processes. Alverno's success at benchmarking and achieving operational performance that places it in the upper quartile is further validation of this strategy.
Tags: cap, clinical lab, clinical laboratories, clinical testing, dark report, hematology, hie, hospital laboratories, hospital laboratory, impac, lab consolidation, lab consultant, lab consultants, lab integration, lab manager, lab managers, lab operation, lab operations, lab test, lab testing, lab testing services, laboratories, laboratory administrator, laboratory business, laboratory consultant, laboratory equipment, laboratory organization, laboratory organizations, laboratory staff, laboratory system, lean and six sigma, lean consultants, lean management, lean method, lean methods, lean program, lean quality, lean quality management, lean team, lean tool, lean tools, lean tools and techniques, molecular testing, NY labs, pathologists, quality management, Six Sigma, test menu, the dark report, the laboratory
Volume XV No. 6 – May 5, 2008
Battles Continue Over Doctor Mark Up of Lab Tests
Lab Automation Advocates Gather in Kobe, Japan
Univ. of Tokyo Hospital Lab Has Plenty of Automation
Healthcare Has First Standards for Use of Bar Codes and RFID
May 05, 2008 "Intelligence: Late Breaking Lab News"


There are certain leisures that parents might take for granted when raising children – and while listening to babies crying doesn't seem like it would be very high on the list, it is for deaf parents.
As parents spend time around infants, they start to learn the difference between when a baby is crying from pain, rather than fussiness. Deaf parents, on the other hand, have no way of understanding whether their baby's cries mean something more serious.
That's why Dr. Ariana Anderson at the UCLA Medical Center and Semel Institute developed the Chatterbaby app.
Anderson, who is a mother of four, realized that over the course of being a mother, she had steadily learned to interpret her children's crying. So as a means of assisting the deaf community, she developed the Chatterbaby app to alert parents to when their kids are crying – and to explain why the infants are crying.
By compiling a database of over 2,000 baby cries, Anderon's app can interpret a baby's needs with 90% accuracy. For instance, if there are long periods of silence between cries, it usually means that the baby is just finicky. But if the infant is uttering long, sustained, high-pitched wails, it means that the baby is in pain.
The app is still being developed, but deaf parents who have tested the innovative service say that it is already a valuable tool for looking after their infant.


text:
Pima Community College OFFICIAL SITE OF AZTECS ATHLETICS
Fitness&Wellness
Individual Activity Classes
Group Activity Classes
Webpages & Features
Athletic Venues & Entrance Cost
In the Community Photo Galleries
AztecsLive
Twitter @PimaAthletics
Facebook: Pima Community College Athletics
Instagram: pima_athletics
Bruno takes sixth, Siml places seventh in 3,000 meter steeplechase at NJCAA Division I Championships
Sophomore Katherine Bruno (left) took sixth place in the women's 3,000 meter steeplechase with a time of 12 minutes, 10.62 seconds. Freshman Mary Siml claimed seventh in the steeplechase with a time of 12:11.14. Both earned team points for the Aztecs on Friday in the second day of the NJCAA Division I National Championships. Photo by Ben Carbajal
The Pima Community College men's and women's track & field teams completed the second day of competition at the NJCAA Division I National Championships on Friday in Hobbs, NM.
Sophomore Katherine Bruno (Canyon del Oro HS) took sixth place in the 3,000 meter steeplechase with a time of 12 minutes, 10.62 seconds. She earned three team points for the Aztecs.
Freshman Mary Siml finished right behind Bruno in the steeplechase as she claimed seventh place with a time of 12:11.14 earning two team points.
Other Pima track & field finishes on Friday:
Sophomore Mecca Marks (Desert Edge HS) – 14.83 seconds in 100 meter hurdle prelims (personal-record).
Sophomore Luis Oviedo (Rio Rico HS) – 18th in 3,000 steeplechase 10:29.62.
The final day of the NJCAA Division I Championships is on Saturday as competition begins at 10:00 a.m. (MDT).
For updated and complete results of each event, visit Athletic Live
PIMA WEST CAMPUS
2202 W.ANKLAM RD.TUCSON, AZ 85709
MAIN PHONE SWITCHBOARD (520) 206-4500
EMAIL:AZTECATHLETICS@PIMA.EDU


text:
import React, { createRef } from 'react';
import shortid from 'shortid';
import Alert from 'src/components/Alert';
import Tabs from 'src/components/Tabs';
import { EmptyStateMedium } from 'src/components/EmptyState';
import { t, styled } from '@superset-ui/core';

import { isFeatureEnabled, FeatureFlag } from 'src/featureFlags';

import Label from 'src/components/Label';
import { UserWithPermissionsAndRoles } from 'src/types/bootstrapTypes';
import QueryHistory from '../QueryHistory';
import ResultSet from '../ResultSet';
import {
  STATUS_OPTIONS,
  STATE_TYPE_MAP,
  LOCALSTORAGE_MAX_QUERY_AGE_MS,
} from '../../constants';

const TAB_HEIGHT = 140;

/*
    editorQueries are queries executed by users passed from SqlEditor component
    dataPrebiewQueries are all queries executed for preview of table data (from SqlEditorLeft)
*/
interface SouthPanePropTypes {
  editorQueries: any[];
  latestQueryId?: string;
  dataPreviewQueries: any[];
  actions: {
    queryEditorSetAndSaveSql: Function;
    cloneQueryToNewTab: Function;
    fetchQueryResults: Function;
    clearQueryResults: Function;
    removeQuery: Function;
    setActiveSouthPaneTab: Function;
  };
  activeSouthPaneTab?: string;
  height: number;
  databases: Record<string, any>;
  offline?: boolean;
  displayLimit: number;
  user: UserWithPermissionsAndRoles;
  defaultQueryLimit: number;
}

type StyledPaneProps = {
  height: number;
};

const StyledPane = styled.div<StyledPaneProps>`
  width: 100%;
  height: ${props => props.height}px;
  .ant-tabs .ant-tabs-content-holder {
    overflow: visible;
  }
  .SouthPaneTabs {
    height: 100%;
    display: flex;
    flex-direction: column;
    .scrollable {
      overflow-y: auto;
    }
  }
  .ant-tabs-tabpane {
    display: flex;
    flex-direction: column;
    .scrollable {
      overflow-y: auto;
    }
  }
  .tab-content {
    .alert {
      margin-top: ${({ theme }) => theme.gridUnit * 2}px;
    }

    button.fetch {
      margin-top: ${({ theme }) => theme.gridUnit * 2}px;
    }
  }
`;

const EXTRA_HEIGHT_RESULTS = 24; // we need extra height in RESULTS tab. because the height from props was calculated based on PREVIEW tab.
const StyledEmptyStateWrapper = styled.div`
  height: 100%;
  .ant-empty-image img {
    margin-right: 28px;
  }

  p {
    margin-right: 28px;
  }
`;

export default function SouthPane({
  editorQueries,
  latestQueryId,
  dataPreviewQueries,
  actions,
  activeSouthPaneTab = 'Results',
  height,
  databases,
  offline = false,
  displayLimit,
  user,
  defaultQueryLimit,
}: SouthPanePropTypes) {
  const innerTabContentHeight = height - TAB_HEIGHT;
  const southPaneRef = createRef<HTMLDivElement>();
  const switchTab = (id: string) => {
    actions.setActiveSouthPaneTab(id);
  };
  const renderOfflineStatus = () => (
    <Label className="m-r-3" type={STATE_TYPE_MAP[STATUS_OPTIONS.offline]}>
      {STATUS_OPTIONS.offline}
    </Label>
  );

  const renderResults = () => {
    let latestQuery;
    if (editorQueries.length > 0) {
      // get the latest query
      latestQuery = editorQueries.find(({ id }) => id === latestQueryId);
    }
    let results;
    if (latestQuery) {
      if (latestQuery?.extra?.errors) {
        latestQuery.errors = latestQuery.extra.errors;
      }
      if (
        isFeatureEnabled(FeatureFlag.SQLLAB_BACKEND_PERSISTENCE) &&
        latestQuery.state === 'success' &&
        !latestQuery.resultsKey &&
        !latestQuery.results
      ) {
        results = (
          <Alert
            type="warning"
            message={t(
              'No stored results found, you need to re-run your query',
            )}
          />
        );
        return results;
      }
      if (Date.now() - latestQuery.startDttm <= LOCALSTORAGE_MAX_QUERY_AGE_MS) {
        results = (
          <ResultSet
            showControls
            search
            query={latestQuery}
            actions={actions}
            user={user}
            height={innerTabContentHeight + EXTRA_HEIGHT_RESULTS}
            database={databases[latestQuery.dbId]}
            displayLimit={displayLimit}
            defaultQueryLimit={defaultQueryLimit}
          />
        );
      }
    } else {
      results = (
        <StyledEmptyStateWrapper>
          <EmptyStateMedium
            title={t('Run a query to display results')}
            image="document.svg"
          />
        </StyledEmptyStateWrapper>
      );
    }
    return results;
  };

  const renderDataPreviewTabs = () =>
    dataPreviewQueries.map(query => (
      <Tabs.TabPane
        tab={t('Preview: `%s`', decodeURIComponent(query.tableName))}
        key={query.id}
      >
        <ResultSet
          query={query}
          visualize={false}
          csv={false}
          actions={actions}
          cache
          user={user}
          height={innerTabContentHeight}
          displayLimit={displayLimit}
          defaultQueryLimit={defaultQueryLimit}
        />
      </Tabs.TabPane>
    ));
  return offline ? (
    renderOfflineStatus()
  ) : (
    <StyledPane className="SouthPane" height={height} ref={southPaneRef}>
      <Tabs
        activeKey={activeSouthPaneTab}
        className="SouthPaneTabs"
        onChange={switchTab}
        id={shortid.generate()}
        fullWidth={false}
        animated={false}
      >
        <Tabs.TabPane tab={t('Results')} key="Results">
          {renderResults()}
        </Tabs.TabPane>
        <Tabs.TabPane tab={t('Query history')} key="History">
          <QueryHistory
            queries={editorQueries}
            actions={actions}
            displayLimit={displayLimit}
            latestQueryId={latestQueryId}
          />
        </Tabs.TabPane>
        {renderDataPreviewTabs()}
      </Tabs>
    </StyledPane>
  );
}

redpajama_set_name: RedPajamaGithub


Attained Goal #1 - I've lost 10 pounds!
I've reached a goal today – I lost 10 pounds!
I was excited after weighing myself this morning. I have lost 10 pounds. I recently increased the length of my walk. I am eating well and walking consistently. Now my next goal is to lose the next 10 pounds. I have thoughts of adding a pedometer and looking into the 10,000 steps spark team.
Thank you for all of the positve comments and support! You are all wonderful!
Keep going with those great new habits! You'll make it to your next goal, too!


text:
Labor Esq Reps INT'L
Discovery, Foxtel Takeover of Australia's Ten Network Opposed by Major Shareholder (Report)
11:34 PM PST 1/19/2015 by Pip Bulbeck
AP Images/Invision
Win Corp owner and former Paramount International Television president Bruce Gordon wants Ten to remain in Australian ownership.
Discovery Communications' joint bid with Foxtel to acquire Australia free-to-air broadcaster Ten Network Holdings could be thwarted by Ten's largest individual shareholder, billionaire Bruce Gordon who wants to keep the network in Australian hands, according to a report Tuesday in business paper the Australian Financial Review (AFR).
Former Paramount International Television president Gordon, who holds a 14.9 percent stake in Ten, and also owns Australia's largest regional broadcaster Win Corp., is proposing a debt restructure and recapitalization which could give him more control of the network, rather than allowing Ten to be sold for $0.19 (AU$0.23) a share to a joint venture involving U.S. cablecaster Discovery Communications and local pay TV group Foxtel, half-owned by Rupert Murdoch's News Corp.
Ten's board, led by a team of independent directors, is continuing to assess bids for the broadcaster, after a three week break coinciding with the Christmas and Australian summer holidays. Currently the Discovery-Foxtel bid – valuing the third ranked broadcaster at $483 million – is the front runner in the auction, ahead of other U.S. media and private equity groups Anchorage Capital and Haim Saban's Saban Capital.
But any sale is far from certain. At Ten's annual shareholders meeting on Dec. 16, director Brian Long said that "[w]e're currently considering our position... and there's no guarantee or commitment that anything will happen".
According to the report, Ten shareholder and former chairman as well as present News Corp co-chair Lachlan Murdoch has been lobbying Gordon to accept the Discovery-Foxtel bid.
Sources close to WIN, told AFR that Gordon is "simply not going to support" a joint Discovery-Foxtel takeover. "Gordon said in November that U.S. cable companies had limited scope to improve Ten's fortunes and questioned a sales process run by investment bank Citi that could allow a U.S. cable giant to buy the broadcaster behind Masterchef Australia, The Project and Neighbours at these nickel-and-dime prices." Gordon is however reportedly keen on local broadcaster Foxtel to invest in Ten.
While the value of Ten's stock has plummeted in the last four years, amidst a slump in ratings and revenues, the broadcaster's ratings over the southern hemisphere summer have grown. Led by is coverage of the domestic T20 cricket competition, Ten said on Tuesday that it's ratings had grown 7.2 percent over the last six weeks, the network's best performance in a decade.
Discovery declined to comment.
Pip Bulbeck


text:
Sue's Audio Books
Artists & Intellectuals
Gold Rushes
Slavery & Abolition
Odd Bits & Tangents
Nonfiction Collection
Bookish (the Blog)
Sidney's Brooklyn (1941-1960)
Recollections of Life in Ohio, from 1813-1840
Pioneers	American West, audiobooks, librivox, memoirs, Ohio, William Cooper Howells
William Cooper Howells (1807–1894)
William Cooper Howells, father of William Dean Howells
Recollections of Life in Ohio is the autobiography of William Cooper Howells (1807-1894), father of the American novelist William Dean Howells.
Listen to my recording here:
Read the book here:
The Howells were Welsh woolen mill owners. William Cooper's father brought the family to America in 1808–at a time when Great Britain actually forbid skilled workmen from emigrating, thus putting the father's practical knowledge of mill machinery in great demand.
Small scale industries–paper and woolen mills, flour mills, and distilleries were sprouting apace with farms in the newly opened lands of Ohio, where the Howells settled in 1813. This was a time and place where neighbors joined together to raise log barns and husk corn, where local peach brandy was a staple drink, and where religious revivalism permeated the social fabric, fanned by itinerant preachers such as Johnny Appleseed. The Howells were originally Quakers, but William Cooper's father converted to an "enthusiastic" brand of Methodism, and William Cooper in later years followed the teachings of Swedenborg.
William Cooper Howells' recollections see him herding the family pig down the road with a noose around its hind leg, acting as "corner man" at a log barn raising, curing tobacco in a smoke house, grubbing stumps, fighting snakes, and wrestling with what it meant to be "religious" at the camp meetings to which father took him. Early on, William Cooper showed a literary bent and an interest in politics. He became a printer and a newspaper man and, in the 1870's and 80's served as U.S. consul in Quebec and Toronto.
The novelist William Dean Howells writes of his dad in the introduction to the Recollections: "My father was always a very close and critical observer, both of nature and human nature and equally a lover of both. He was not a poet in the artistic sense, but he was a poet in his view of life, the universe, creation; and his dream of it included man, as well as the woods and fields and their citizenship." Recollections of Life in Ohio is a fascinating and enjoyable listen for anyone interested in U.S. frontier history.
If you have enjoyed Recollections of Life in Ohio, you might like
The Friendly Road, New Adventures in Contentment,
The Story of My Boyhood and Youth, by John Muir
Living on Half a Dime a Day, by Sarah Monmouth
The Story of My Boyhood and Youth	Our Journey to Sinai
By Ox Team to California–A Narrative of Crossing the Plains in 1860
Chickens, Cats, & Self-Perception: On Drawing
Rendering Clouds and Water
Cloud Identification
Japanese Beetle Control
Nurses' Christmas Newsletters (1928-1947), Geneva, Illinois
Categories Select Category American History American Revolution American West Civil War Gold Rushes Immigration Arts Nature & Science Painting Poetry Autobiography African Americans Artists & Intellectuals Explorers Native Americans Pioneers Travelers War & Military Women Me About Bookish (the Blog) Contact Sidney's Brooklyn (1941-1960) Miscellany Nonfiction Collection Odd Bits & Tangents
Alfred East American West anti-semitism Arthur L. Guptill audiobooks August Jaccaci birds Brooklyn California Christopher Whall Civil War cochineal Constantine Panunzio constantinople contact Edward Carpenter Francis Roe Frontier Nursing Society Gold Rushes Illinois immigrants Immigration internet archive John Muir judaism letters librivox memoirs Mexico Mt. Rainier nature nonfiction collection Ohio painting pioneers poetry Sidney Gross sketching Slavery & Abolition Spain Spanish Borderlands Thomas Dallam war and military women World War I
© Sue's Audio Books 2021
Copyright: Sue Anderson. All rights reserved.


text:
This is a list of lieutenant generals in the United States Marine Corps from 2000 to 2009. The rank of lieutenant general (or three-star general) is the second-highest rank in the Marine Corps, and the first to have a specified number of appointments set by statute. It ranks above major general (two-star general) and below general (four-star general).

There have been 45 lieutenant generals in the United States Marine Corps from 2000 to 2009, 12 of whom were promoted to four-star general. All 45 achieved that rank while on active duty in the U.S. Marine Corps. Lieutenant generals entered the Marine Corps via several paths: 24 via Naval Reserve Officer Training Corps (NROTC) at a civilian university, 11 via Officer Candidate School (OCS), eight via the United States Naval Academy (USNA), and two via NROTC at a senior military college.

List of generals
Entries in the following list of lieutenant generals are indexed by the numerical order in which each officer was promoted to that rank while on active duty, or by an asterisk (*) if the officer did not serve in that rank while on active duty or was promoted to four-star rank while on active duty. Each entry lists the general's name, date of rank, active-duty positions held while serving at three-star rank, number of years of active-duty service at three-star rank (Yrs), year commissioned and source of commission, number of years in commission when promoted to three-star rank (YC), and other biographical notes.

Timeline

2000–2009

History

World War I

The rank of lieutenant general in the Marine Corps was first proposed in 1918, when the Senate Naval Affairs Committee tried to increase the rank of the major general commandant and his three senior staff officers for the duration of World War I. Instigated by the incumbent commandant, George Barnett, the proposal was blocked by Navy secretary Josephus Daniels and House Naval Affairs Committee member Thomas S. Butler, who was outraged that the headquarters staff would gain a lieutenant general commandant and three major generals at a time when no Marine major generals were deployed in the field. The incident contributed to Daniels' decision to remove Barnett midway through his second term as commandant.

A decade later, Butler himself tried to promote Barnett's successor as commandant, John A. Lejeune, to lieutenant general to match the three-star rank proposed for Army corps area commanders in 1928. The Navy had four admirals and three vice admirals, but the highest active-duty Army rank was only major general, so the War Department asked Congress to raise the ex officio ranks of the Army chief of staff and three overseas department commanders to general and nine corps area commanders to lieutenant general. At the President's behest, the House Military Affairs Committee approved only the four-star promotion for the chief of staff. Since the Army still had no lieutenant generals and Navy secretary Curtis D. Wilbur felt the commandant was not equivalent to a three-star fleet commander in the Navy, Lejeune's promotion died in committee.

In 1925, Congress authorized Marine Corps officers to retire with a tombstone promotion to the rank but not the retired pay of the next higher grade if they were specially commended for performance of duty in actual combat during World War I, but only if they retired because they were too old to be promoted further, a condition that excluded major generals, who already held the highest grade in the Marine Corps. Congress expanded eligibility in 1938 to cover officers with a qualifying combat citation from any time period who retired for any reason, allowing James C. Breckinridge to become the first three-star Marine when he retired with a tombstone promotion to lieutenant general in October 1941. Lejeune lobbied Congress to extend tombstone promotions to officers who had retired before 1938, and finally received his third star in April 1942.

World War II

In January 1942, following the United States entry into World War II, Congress increased the commandant's rank to lieutenant general, making Thomas Holcomb the first three-star Marine to serve on active duty. Holcomb's superior, chief of naval operations Ernest J. King, opposed promoting more Marines to that rank, but King relented after Alexander A. Vandegrift, recently awarded the Medal of Honor for the Battle of Guadalcanal, was assigned to command the first Marine amphibious corps and slated to succeed Holcomb as commandant. Vandegrift was appointed temporary lieutenant general in July 1943, under a 1941 law that anticipated the wartime expansion of the Marine Corps by authorizing an unlimited number of temporary general officers for the duration of the national emergency.

When Vandegrift returned to the United States to become commandant in January 1944, King rejected Holcomb's bid to maintain a three-star Marine in the Pacific theater by promoting the other amphibious corps commander, Holland M. Smith, who had led the ground forces at the Battle of Tarawa. Smith received his third star only after the naval commanders at Tarawa, Raymond A. Spruance and Richmond K. Turner, were rewarded with promotions in March 1944.

Unlike Holcomb, whose three-star rank was an aspect of his office of commandant, Vandegrift and Smith held personal three-star grades that followed them regardless of assignment, as did every other temporary lieutenant general appointed before the Officer Personnel Act of 1947 made all three-star ranks ex officio. For example, upon relinquishing his final command in May 1946, Smith remained a lieutenant general for the three months until he actually retired, whereas a postwar lieutenant general would have reverted immediately to his permanent two-star grade. Early promotions to these wartime grades therefore rewarded past personal triumphs—Guadalcanal for Vandegrift and Tarawa for Smith—as much as future organizational efficiency.

By the end of the war, the commandant was a full general. One lieutenant general commanded Marines deployed overseas under Fleet Marine Force, Pacific, and a second lieutenant general commanded Marines being readied for deployment under Marine Training and Replacement Command. A third lieutenant general was appointed in January 1947 to command the new Fleet Marine Force, Atlantic.

Postwar

The Officer Personnel Act of 1947 authorized only two lieutenant generals for the Marine Corps after July 1, 1948, except during war or national emergency. All active-duty ranks above major general were temporary and ex officio, so upon vacating an office carrying three-star rank, an officer reverted to his permanent two-star grade unless he retired. The two lieutenant generals were assigned to command the operating forces in the Pacific and Atlantic.

The permanent peacetime limit of two lieutenant generals was imposed during the post-World War II drawdown, but remained in place even as the Marine Corps expanded during the Cold War. The state of emergency declared for the Korean War on December 16, 1950, allowed a third lieutenant general to serve as assistant commandant and chief of staff of the Marine Corps, and a fourth as commandant of Marine Corps Schools. A fifth lieutenant general was assigned to Headquarters Marine Corps as director of aviation in 1953, but its three-star designation shifted to the chief of staff when that job was separated from assistant commandant in 1957.

Congress finally declared in 1977 that up to 15 percent of all active-duty Marine Corps general officers could be lieutenant generals or generals even without an emergency, after the 1976 National Emergencies Act terminated all existing national emergencies, effective September 14, 1978, which would have eliminated five of the seven lieutenant generals then on active duty.

Tombstone promotions

From 1938 to 1959, Marine officers who were specially commended for the performance of duty in actual combat before the end of World War II could retire with the rank but not the pay of the next higher grade. Such honorary increases in rank at retirement were called tombstone promotions, since their only tangible benefit was the right to carve the higher rank on one's tombstone. Tombstone promotions made James C. Breckinridge the first three-star Marine in October 1941, and Thomas Holcomb the first four-star Marine in January 1944.

A lieutenant general could only receive a tombstone promotion to four-star general if he still held a three-star job on the day he retired. When Oliver P. Smith was abruptly ordered to relinquish his three-star command on September 1, 1955, and revert to major general for the two months until his statutory retirement, he moved up his retirement date to September 1 and kept his tombstone promotion to general.

Of the 27 lieutenant generals appointed before Congress ended tombstone promotions on November 1, 1959, all but five were promoted to general, either by tombstone promotion, selection as commandant, or posthumous legislation, in the case of Roy S. Geiger, who died only a week before he was scheduled to retire with a tombstone promotion. The exceptions were Keller E. Rockey and Robert H. Pepper, who preferred to revert to major general rather than retire at the end of their three-star assignments; Thomas E. Watson, who relinquished command of Fleet Marine Force, Pacific for an assignment at Headquarters Marine Corps, but retired for ill health only three months later; Merwin H. Silverthorn, who was too young to retire for age when his three-star assignment ended and Congress had suspended early retirements; and Verne J. McCaul, who chose to sacrifice a fourth star to stay on active duty until the new commandant took office two months after tombstone promotions ended.

Commandant successions

Lieutenant general appointments were inextricably tied to the politics of commandant succession. Any lieutenant general was a viable candidate for commandant if he was young enough to complete a full four-year term before reaching the statutory retirement age of 62, as were prominent major generals.

A commandant tended to appoint lieutenant generals in two waves, one at the start of his term and one in the middle. The first wave filled three-star positions vacated by the newly appointed commandant and any rivals who chose to retire after being passed over. For example, Allen H. Turnage retired after a major general, Clifton B. Cates, was selected to be commandant in 1947, as did all five lieutenant generals after another major general, David M. Shoup, was selected in 1959. An incoming commandant might also choose not to retain his predecessor's lieutenant generals, to clear space for his own favorites. Of the five lieutenant generals who retired at Shoup's accession, at least two, Verne J. McCaul and Robert E. Hogaboom, only did so after he made clear they would not be continued at that rank. Upon succeeding Cates in 1952, Lemuel C. Shepherd Jr. promptly appointed Gerald C. Thomas to be his assistant commandant and chief of staff, sending Cates' appointee, Merwin H. Silverthorn, to a two-star job until retirement.

From the middle of his term, a commandant's choices for lieutenant general were meant to set up his preferred candidates to succeed him and eliminate others from consideration. When picking a commandant in 1947, President Harry S. Truman judged Cates and Shepherd to be equally qualified. Since Cates was senior, Truman appointed Cates first and promised to appoint Shepherd next. Cates duly appointed Shepherd to the next three-star vacancy, but when Oliver P. Smith returned to the United States in 1951 after famously commanding the 1st Marine Division at the Battle of Chosin Reservoir, Cates gave Smith another two-star command instead of the three-star promotion many expected, reducing the risk that Smith's popularity might derail Shepherd's succession. Smith finally received his third star two years later, after he was too old to be considered for commandant.

When Cates stepped down as commandant, he had to stay on active duty because a 1951 law froze voluntary officer retirements by withholding retired pay from any regular officer who retired for any reason other than age, disability, hardship, or the best interests of the service. (When Graves B. Erskine retired early to accept a civilian position in the Department of Defense in 1953, Congress had to pass special legislation to exempt him.) At Cates' request, Shepherd gave him the three-star job commanding Marine Corps Schools, repaying his support for Shepherd's succession. Congress repealed the law in 1954 and Cates retired two months later. Shepherd picked Thomas to succeed Cates, which simultaneously avoided creating another rival for the commandancy, since Thomas was too old to be considered, and freed Thomas' three-star job of assistant commandant and chief of staff for Shepherd's preferred candidate, Randolph M. Pate, who eventually did succeed Shepherd.

All such machinations failed when Pate's successor was selected in 1959. The best positioned three-star candidate, Merrill B. Twining, was viewed as too political by the secretary of defense, Thomas S. Gates Jr., who passed over all five lieutenant generals to recommend Shoup instead. Four of the five lieutenant generals collected tombstone promotions to general by retiring on November 1, 1959, the day the tombstone promotion law expired, but Verne J. McCaul chose to remain on duty until Shoup took office on January 1, 1960.

Legislative history

The following list of Congressional legislation includes all acts of Congress pertaining to appointments to the grade of lieutenant general in the United States Marine Corps from 2000 to 2009.

Each entry lists an act of Congress, its citation in the United States Statutes at Large, and a summary of the act's relevance, with officers affected by the act bracketed where applicable. Positions listed without reference to rank are assumed to be eligible for officers of three-star grade or higher.

See also
 Lieutenant general (United States)
 General officers in the United States
 List of active duty United States four-star officers
 List of active duty United States three-star officers
 List of United States Marine Corps four-star generals
 List of United States Marine Corps lieutenant generals on active duty before 1960
 List of United States Marine Corps lieutenant generals since 2010
 List of United States military leaders by rank
 Staff (military)

References

Notes

Three-star officers
Lists of American military personnel
United States Marine Corps
United States Marine Corps lists
United States Marine Corps generals


I might have a slight obsession with floral foods. It's more than just the fact that they are pretty. I think it's an illustration of just how creative food can be! Now was the time to put this creativity towards something savory and I couldn't wait to see what floral touches could be had on vegetables!
This vegetable rose tart is an exciting way to spice up your veggies. Here we can pretend like we're not eating healthy at all! But yes, this is loaded with plant-powdered nutrition. I used zucchini for it's sturdy edges to help hold the rosettes together but let carrots and beets shine. Sliced beets give the best rose petal appearance but we rely on the other two vegetables to hold things together. You'll love how the beet juices bleed to create a naturally pink tart!
I'll admit, the slicing and rolling of these roses does take some time. This isn't an "under 30 minute" dinner recipe. Let Alexa run with your favorite hits and allow yourself to slip into an hypnotic state. I promise it's an enjoyable process and the rewards are so delicious!
The vegetable roses sit upon a deliciously flavored goat cheese filling. It's simple, yet the flavors work so well together to highlight the natural sweetness of the veggies. These are the kinds of flavors that are delicious hot from the oven or eaten as a cold afternoon snack. I have to guess, if you know someone who is hesitant to eat their vegetables (or likes to limit the extra nutritious ones like beets or zucchini), I think pretty roses with a tasty goat cheese filling would be just the thing to entice them!
In a food processor, combine the flour and salt. Add the frozen butter and egg and pulse. Transfer the dough to a work space lined with plastic wrap and form into a ball. Chill the dough for 20-30 minutes or overnight. Roll out dough on a lightly greased tart pan. Bake the tart lined with parchment paper with beans or pie weights at 375 degrees for 15-18 minutes. The crust should still be slightly under baked.
Place vegetables on a clean cutting board. To prepare the beets, slice with a mandolin or very sharp knife to create thin beet circles. Slice circles in half and set aside. Slice zucchini by peeling long strips with a potato peeler (peeling away from you), with the first one or two as test slices. Continue peeling until the zucchinis becomes too thin to continue. Repeat with the carrots. Drizzle the vegetables with lemon juice and allow to sit for 5 minutes to help soften. With any leftover beets, you can re-wet them with water and rub over the other vegetables to dye them more pink.
Mix the filling ingredient together until well incorporated and smooth. Set aside.
Spread the goat cheese filling over the baked tart crust. To assemble the vegetable roses, lay down a large slice of carrot or zucchini on a clean work surface. Rolling the slice away from you, add in other veggies as you roll them into a pinwheel. Layer in the sliced beets intermittently to the roll. The carrots and zucchini create a stronger base, but the beets create that rose appearance. Make sure to make all different sizes of roses! Place the veggie roses in the tart, arranging where they fit. Insert any leftover beet slices in any bare spots or to help create larger roses. Sprinkle with salt and pepper and fresh chopped parsley, if desired. Bake tart at 400 degrees for 20-30 minutes, until the veggies begin to brown and soften and the tart crust is golden. If crust edges are browning too quickly, cover if necessary. Allow to cool slightly before slicing. Leftovers store well, covered, for up to 4 days.
This was so delicious!! Omg, I'm in heaven.
Thanks so much for the post. Really Cool recipe!!!!
I think it's a great idea, looks beautiful and healthy!


The U.S. Food and Drug Administration (FDA) advises consumers to be wary of so-called "chelation" products that are marketed over-the-counter (OTC) to prevent or treat diseases. Companies are marketing unapproved OTC chelation therapy products to patients with serious and incurable diseases, including autism spectrum disorders and heart (cardiovascular) conditions.
Chelation involves the use of certain chemicals to remove heavy metals from the body. In medicine, chelation has been used for the treatment of metal poisoning, among other conditions. All FDA-approved chelation therapy products require a prescription because they can only be used safely under the supervision of a healthcare practitioner.
2. What products are affected by this warning?
The products affected by this warning include so-called "chelation" products that are marketed for home use to prevent or treat diseases. Some of these products are marketed as dietary supplements. The products come in various dosage forms, including nasal sprays, suppositories, liquid drops, and clay baths. In addition, some of the companies that make chelation products also market screening tests that claim to detect the presence of heavy metals in urine to falsely justify the need for the treatment. FDA has not cleared these tests, either.
3. Are there any OTC chelation products approved by the FDA?
No. FDA has never approved any chelation product for OTC use for any health condition. All FDA-approved chelation products require a prescription because they can only be used safely under the supervision of healthcare practitioner.
4. Why did FDA take this action?
Companies marketing unapproved OTC chelation products with unsubstantiated treatment claims violate the Federal Food, Drug, and Cosmetic Act. Although some of these products are marketed as dietary supplements, they are, in fact, unapproved new drugs.
These companies marketing unapproved OTC chelation products commonly target patients with serious and incurable diseases who may have limited treatment options. Two common conditions that these products claim to treat are autism spectrum disorders and heart (cardiovascular) conditions, including treatment of high blood pressure, high cholesterol, clogged arteries, angina, prevention of heart attack or stroke, and even as an alternative to coronary bypass surgery. Some companies also claim their products can prevent or treat Alzheimer's disease, Parkinson's disease, complications of diabetes, and many more diseases and health conditions that may be unrelated to one another.
FDA is concerned that patients will delay seeking proven, sometimes essential medical care, when relying on unproven OTC chelation products to treat serious conditions such as heart and blood vessel disease. FDA is also concerned that chelation can result in serious side effects such as dehydration, kidney failure, and death.
5. Should consumers be concerned about OTC chelation products that claim to have FDA-approved ingredients?
Yes. Illegal OTC chelation products are frequently marketed to deceive consumers into thinking they are taking a product that has been evaluated by FDA. Companies that make unapproved products often highlight that their product contains the same ingredient as an FDA-approved drug, suggesting that it is OK for them to market their drug without FDA approval. However, this is not permitted. Under FDA law and regulations, the company first must show that its product (whether or not it includes a previously-approved drug) is safe and effective before it may be marketed. The OTC chelation products have not been subject to the rigorous approval process and manufacturing scrutiny required for FDA-approved products, and are therefore not being legally marketed.
6. Is chelation harmful even if consumers only use it to "detoxify" their bodies?
Consumers who use OTC chelation products for detoxification are exposed to all the risks associated with chelation. These risks are not acceptable, given that there is no proof that "detoxification" using these products is effective to prevent or treat any condition or disease.
Furthermore, many of the companies that were issued warning letters for marketing these unapproved OTC chelation products also promote home test kits. These test kits are promoted to "diagnose" metal and other environmental toxicities as part of the marketing scheme to convince consumers to purchase unapproved OTC chelation products. These test kits are not cleared by FDA and may offer false or misleading results to consumers.


Cority provides trusted environmental, health, safety, and quality (EHSQ) software for assuring client success. Cority enables organizations to utilize EHSQ software to advance their journey to sustainability and operational excellence by combining the deepest domain expertise with the most comprehensive and secure SaaS platform. With 30+ years of innovation and experience, Cority's team of over 300 experts serve more than 800 clients in 70 countries, supporting millions of end users. The company enjoys the industry's highest levels of client satisfaction and has received many awards for its strong employee culture and outstanding business performance.


I'd gotten so many recommendations from friends to visit Cochon during my weekend in New Orleans. I decided to save it for Saturday lunch, and unfortunately when I checked the hours on Saturday morning, I found out the restaurant only serves dinner on Saturdays. I was devastated to put it mildly. Luckily I found out Cochon Butcher, a less formal sandwich shop next door to Cochon would be open for lunch.
Cochon is a sandwich shop, meat shop, and wine bar all in one. There are only a few tables and some stools and bar seating, but because the turnover is pretty fast we were able to get a table for the 5 of us.
My amazing meal of mac 'n cheese, bbq pork sandwich, and root beer.
Bbq Pork Sandwich, $10: Carolina style pulled pork with slaw and side of potato salad. The softest bread, the most tender and tasty pulled pork, slightly sweet slaw, and horseradish potato salad. This is now my favorite sandwich of all time. Every bite was out of this world. As I look at this picture my mouth is actually watering. I miss this sandwich so.
Pancetta Mac 'n Cheese, $6: I don't remember tasting much pancetta in this. Although it was a decent mac 'n cheese, it was definitely overshadowed by my delicious bbq pork sandwich.
Pork Belly Sandwich, $10: on white bread with mint, cucumber, and chili lime aioli. (Served with homemade chips).
Give yourself enough time to wait in line to order and then wait a while for your food! Be patient, it's definitely worth it! Oh, and don't mind the people hovering next to you waiting to take over your table.


Topic: Home automation should run on a home server, not in the cloud!
Home automation should run on a home server, not in the cloud!
Topic: Fritzing should not be used instead of schematics!
Fritzing should not be used instead of schematics!
It's a nice tool to use, alongside schematics, to show beginners how to wire a project.
It is not useful in understanding the functionality of the circuit.
Schematics should always be provided (along with explanations if needed).
Topic: How to make your first post!
How to make your first post!


24 OUNCE POLY/COTTON MATTRESS TOPPER, ANCHOR BAND STYLE. SIZE 78" x 80", FILL WGT: 115 OZ. OF POLYESTER FILL. MATTRESS TOPPER IS CONSTRUCTED OF A POLY/COTTON TOP and BOTTOM WITH QUILTED SINGLE ONION PATTERN, 24 OUNCES OF LOFTY POLYESTER FILL PER SQ/YD. and 2" WIDE ELASTIC ANCHOR BAND. TOPPER EXTENDS THE LIFE OF YOUR MATTRESS. TOPPER IS MACHINE WASHABLE and DRYER SAFE. MATTRESS TOPPER IS SOLD and PRICED BY THE EACH. CASE PACK SIZE:1 MATTRESS TOPPER PER CASE PACK.


text:
Gunshot Fired at Indiana Synagogue; FBI Reportedly Suspects Hate Crime
'We're in this climate where acts of hate are happening everywhere,' local rabbi says.
Mar. 1, 2017 Updated: Apr. 24, 2018
Gunshot fired at Adath B'Nai Israel Temple synagogue in Evansville, Indiana. Credit: Screen capture, 14News.com
A gunshot was fired through the window of an Indiana synagogue in what the FBI are reportedly investigating as a hate crime.
Trump reportedly suggests wave of anti-Semitic incidents could be false flags perpetrated by Jews
There's something Trump's not telling us about supremacist hate crimes
The last time America faced an anti-Semitism wave this great - and the lessons we can learn
>> Get all updates on Israel and the Jewish World: Download our free App, and Subscribe >>
The bullet hole was discovered late Monday in the window of a Sunday School classroom at Adath B'Nai Israel Temple in Evansville. The apparent attack was reported to police on Tuesday morning, according to reports.
Tri-State News, Weather & Sports
'FBI suspect hate crime' after gunshot fired at Indiana synagogue Credit: 14 News
Rabbi Gary Mazo told the Indianapolis Star that the shooter would have had to walk around to the back of the temple building and fire into the classroom from the temple's playground.
>> Everything you need to know about the wave of threats terrorizing U.S. Jews <<
According to a local NBC syndicate, federal investigators are currently reviewing surveillance videos and have increased security of the school. The FBI will most likely rule the incident to be a hate crime, officials told the local channel.
The attack is believed to have occurred on Sunday night.
"We're in this climate now where acts of hate are happening everywhere," the rabbi told the newspaper.
>> Analysis: Three nonsensical claims made while U.S. Jewry is under attack >>
"The goal was to make us afraid, but we're not going to let fear consume us. We'll stand up to fear, we'll stand up to hatred and we'll stand together. We know this is not representative of our community. We know that we live in a community that supports each other," the rabbi also said.
Evansville Mayor Lloyd Winnecke visited the temple Tuesday morning and issued a statement condemning the attack and calling it "a disgusting act of hate and bigotry that cannot be tolerated." He also said in the statement that: "Our community must come together in support of religious freedom and stand together with our Jewish brothers and sisters."
>> Bradley Burston on the five top Jewish leaders more concerned with threats to Trump than to U.S. Jews >>
Indiana is one of five states that does not have a hate crimes law on the books.
The incident occurred a day after proposed hate crimes legislation died in the Indiana state legislature and after the Indiana Jewish Community Center received a bomb threat, one of 28 JCCs and Jewish schools targeted that day across the country.


Co-writer of Country Boy and writer of many other great songs, always in great demand by other artistes, he has played on countless sessions worldwide. He has appeared and recorded with many of the finest artistes in the music industry, including Glen Campbell, Dave Edmunds, Dolly Parton, Bobby Bare, Joan Armatrading, Ricky Scaggs, Joe Cocker, Willie Nelson, Linda Ronstadt, Rodney Crowell, Vince Gill, Travis Tritt, The Blue Caps, Robert Wells and Earl Scruggs.
Albert was a member of The Everly Brothers Band, Emmylou Harris's Hotband and Bill Wymans' Rhythm Kings and toured extensively with them. He also toured with his own band, Hogan's Heroes for many years.
In November 2002 Albert was amongst other world class names appearing at the Royal Albert Hall in the 'Concert for George', a tribute to George Harrison. In 2007, 2010 and 2013 Albert appeared at Eric Clapton's Crossroads Festival in Chicago.
He appeared at a tribute concert honouring The Everly Brothers at The rock and roll hall of fame in Cleveland, Ohio in 2014 duetting with Emmylou Harrison, Peter Asher and Alison Morer. This was an amazing event with a whole host of stars..Vince Gill, Graham Nash, Alison Krauss, Rodney Crowell to name but a few. Don Everly joined the ensemble on stage for the encore and sang on the last verse of Bye Bye Love.
In December 2017 Albert joined Emmylou Harris, Glen D Harding, Ricky Skaggs, The Whites and Jerry Douglas for a benefit concert at the Musicians Hall of Fame in Nashville. An excellent evening enjoyed by all who attended.
In 2017 Albert was awarded a trailblazer award by the Americana Society of the UK.
In February 2018 Albert and his Electric Band appeared on 'for one night only' special Grey Whistle Test.