text:
Leading canned lager brands of Carlsberg in the UK 2014-2015, by number of users
Canned lager brands of Carlsberg ranked by number of users in the United Kingdom (UK) in 2014 and 2015 (in 1,000)
by Statista Research Department, last edited May 20, 2016
This statistic shows a ranking of the leading Carlsberg canned lager brands in the United Kingdom (UK) in 2014 and 2015, by number of users. In 2014, an estimated 1.92 million people used 'Carlsberg Lager'.
24,282 respondents
15 years and older
Computer-assisted web interviews (CAWI)
Figures estimated by the source on the basis of survey responses.
Leading brands of low alcohol/alcohol-free beer and lager in Spain 2018
Leading brands of draught beer in Spain in 2018
Damm Group beer usage in Spain 2018, by product
Cruzcampo low-alcohol/alcohol-free beer use in Spain 2014-2018, by product
Statistics on "Beer consumption in Spain (Kantar Media TGI)"
Beer consumption behavior
Low-alcohol / alcohol-free beer
Number of people using canned or bottled beer in Spain from 2014 to 2017, by user type (in 1,000s)Canned or bottled beer usage in Spain 2014-2017, by user type
Number of people using draught beer in Spain from 2014 to 2017, by user type (in 1,000s)Draught beer usage in Spain 2014-2017, by user type
Number of people using draught beer in Spain in 2017, by frequency of use (in 1,000s)*Frequency of draught beer usage in Spain 2017
Number of people using canned and bottled beer in Spain in 2017, by frequency of use (in 1,000s)Frequency of canned and bottled beer usage in Spain 2017
Number of people using draught beer in Spain in 2017, by type (in 1,000s)Draught beer usage in Spain in 2017, by type
Number of people using canned or bottled beer in Spain in 2017, by type (in 1,000s)Canned or bottled beer usage in Spain 2017, by type
Number of people using canned or bottled beer in Spain from 2014 to 2018, by package type (in 1,000s)Beer usage in Spain in 2014-2018, by package type
Brands of draught beer ranked by number of users in Spain in 2018 (in 1,000s)Leading brands of draught beer in Spain in 2018
Brands of canned or bottled beer ranked by number of users in Spain in 2018 (in 1,000s)Leading brands of canned or bottled beer in Spain 2018
Supermarket brands of canned or bottled beer ranked by number of users in Spain in 2018 (in 1,000s)Leading supermarket brands of canned or bottled beer in Spain 2018
Number of people using Mahou brand beer in Spain from 2014 to 2018, by product (in 1,000s)Mahou brand beer usage in Spain 2014-2018, by product
Number of people using Damm Group beer in Spain in 2018, by product (in 1,000sDamm Group beer usage in Spain 2018, by product
Number of people using low alcohol/alcohol-free beer in Spain from 2014 to 2017 by user type (in 1,000s)Low and alcohol-free beer usage in Spain 2014-2017, by user type
Number of people using low and alcohol-free beer and lager in Spain in 2017,by frequency of use (in 1,000s)Frequency of low and alcohol-free beer usage in Spain 2017
Brands of low alcohol/alcohol-free beer and lager ranked by number of users in Spain in 2018 (in 1,000 people)*Leading brands of low alcohol/alcohol-free beer and lager in Spain 2018
Number of people using Buckler 0.0 beer in Spain in 2014 and 2018, by product (in 1,000s)Buckler beer usage in Spain 2014-2018, by product
Number of people using Cruzcampo low-alcohol or alcohol-free beer in Spain from 2014 to 2018 by product (in 1,000s*Cruzcampo low-alcohol/alcohol-free beer use in Spain 2014-2018, by product
Number of people using Damm Group alcohol-free beer in Spain from 2014 to 2018, by product (in 1,000s)Damm Group alcohol-free beer use in Spain 2014-2018, by product
Number of people using low-alcohol/alcohol-free beer and lager in Spain from 2014 to 2018 by package type (in 1,000s)Usage of low-alcohol/alcohol-free beer and lager in Spain 2014-2018, by package type
Leading canned lager brands of Foster's in the UK 2014-2015, by number of users
Leading canned lager brands of Carling in the UK 2013-2015, by number of users
Leading brands of canned lager in the United Kingdom (UK) 2015, by number of users
Leading draught lager brands of Fosters in the UK 2014-2015, by number of users
Leading brands of draught lager in the United Kingdom (UK) 2015, by number of users
Brazil: premium lager beer consumption 2011-2021
Leading draught lager brands of Heineken in the UK 2013-2015, by number of users
Leading draught lager brands of Carlsberg in the UK 2014-2015, by number of users
Leading draught lager brands of Budweiser in the UK 2014-2015, by number of users
Leading draught lager brands of Carling in the UK 2014-2015, by number of users
Leading bottled lager brands of Foster's in the UK 2014-2015, by number of users
Leading John Smith's brands in Great Britain 2016-2018, by number of users
Leading brands of canned beer in the United Kingdom (UK) 2015, by number of users
Leading canned beer & stout brands of Guinness in the UK 2014-15, by number of users
Share of people drinking lager beer in the Netherlands 2014-2018
Frequency of bottled lager usage in the United Kingdom (UK) 2015
Bottled lager usage in the United Kingdom (UK) 2014-2015, by product type
Leading brands of Fullers in Great Britain 2016-2018, by number of users
Alcoholic beverage domestic sales volume South Korea 2017, by type
Beer market in Germany
Beer Industry
Video Streaming (SVoD)
Number of people using canned or bottled beer in Spain from 2014 to 2017, by user type (in 1,000s)
Number of people using draught beer in Spain from 2014 to 2017, by user type (in 1,000s)
Number of people using draught beer in Spain in 2017, by frequency of use (in 1,000s)*
Number of people using canned and bottled beer in Spain in 2017, by frequency of use (in 1,000s)
Number of people using draught beer in Spain in 2017, by type (in 1,000s)
Number of people using canned or bottled beer in Spain in 2017, by type (in 1,000s)
Number of people using canned or bottled beer in Spain from 2014 to 2018, by package type (in 1,000s)
Brands of draught beer ranked by number of users in Spain in 2018 (in 1,000s)
Brands of canned or bottled beer ranked by number of users in Spain in 2018 (in 1,000s)
Supermarket brands of canned or bottled beer ranked by number of users in Spain in 2018 (in 1,000s)
Number of people using Mahou brand beer in Spain from 2014 to 2018, by product (in 1,000s)
Number of people using Damm Group beer in Spain in 2018, by product (in 1,000s
Number of people using low alcohol/alcohol-free beer in Spain from 2014 to 2017 by user type (in 1,000s)
Number of people using low and alcohol-free beer and lager in Spain in 2017,by frequency of use (in 1,000s)
Brands of low alcohol/alcohol-free beer and lager ranked by number of users in Spain in 2018 (in 1,000 people)*
Number of people using Buckler 0.0 beer in Spain in 2014 and 2018, by product (in 1,000s)
Number of people using Cruzcampo low-alcohol or alcohol-free beer in Spain from 2014 to 2018 by product (in 1,000s*
Number of people using Damm Group alcohol-free beer in Spain from 2014 to 2018, by product (in 1,000s)
Number of people using low-alcohol/alcohol-free beer and lager in Spain from 2014 to 2018 by package type (in 1,000s)
Canned lager brands of Foster's ranked by number of users in the United Kingdom (UK) in 2014 and 2015 (in 1,000)
Canned lager brands of Carling ranked by number of users in the United Kingdom (UK) from 2013 to 2015 (in 1,000s)
Brands of canned lager ranked by number of users in the United Kingdom (UK) in 2015 (in 1,000)
Draught lager brands of Fosters ranked by number of users in the United Kingdom (UK) for 2014 and 2015 (in 1,000)
Brands of draught lager ranked by number of users in the United Kingdom (UK) in 2015 (in 1,000)
Annual consumption of premium lager beer in Brazil in 2011, 2016 and 2021 (in billion liters)
Draught lager brands of Heineken ranked by number of users in the United Kingdom (UK) from 2013 to 2015 (in 1,000)
Draught lager brands of Carlsberg ranked by number of users in the United Kingdom (UK) from 2014 to 2015 (in 1,000)
Draught lager brands of Budweiser ranked by number of users in the United Kingdom (UK) from 2014 to 2015 (in 1,000)
Draught lager brands of Carling ranked by number of users in the United Kingdom (UK) from 2014 to 2015 (in 1,000)
Bottled lager brands of Foster's ranked by number of users in the United Kingdom (UK) in 2014 and 2015 (in 1,000)
Brands of John Smith's ranked by number of users in Great Britain in 2016 and 2018 (in 1,000s)
Brands of canned beer and stout ranked by number of users in the United Kingdom (UK) in 2015 (in 1,000)
Canned beer and stout brands of Guinness ranked by number of users in the United Kingdom (UK) in 2014 and 2015 (in 1,000)
Share of people regularly drinking lager beer in the Netherlands from 2014 to 2018*
Number of people using bottled lager in the United Kingdom (UK) in 2015, by frequency of use (in 1,000)
Number of people using bottled lager in the United Kingdom (UK) in 2014 and 2015, by product type (in 1,000)
Fullers products ranked by number of users in Great Britain in 2016 and 2018 (in 1,000s)
Domestic sales volume of alcoholic beverages in South Korea in 2017, by type (in 1,000 tons)


text:
Q: Consistent Format for Time Intervals I have a table called T_Int and the data looks like:
Interval
0
30
100
130
200
230
---
---
2300
2330

i want the values to be consistent. My output should be like this:
Interval
0000
0030
0100
0130
---
---
2300
2330

How can i do this?

A: Oh, I wish SQL Server had to_char() like Oracle and Postgres.
Here is one way:
select right(replicate('0', 4)+cast(Interval as varchar(255)), 4)

redpajama_set_name: RedPajamaStackExchange


Shelton and Jennifer Guttery, St. Augustine, announce the birth of a son, Aengus Shelton, 7 pounds, 12 ounces, Dec. 12 at Flagler Hospital.
Maternal grandparents are Ernest Coats III, Boston, Va., and Bonnie Coats, St. Augustine; paternal grandparents are Horace and Barbara Guttery, Jacksonville Beach.
Drew and Lindsey Upchurch, St. Augustine, announce the birth of a daughter, Hadley Davis, 7 pounds, 6 ounces, Dec. 3 at Flagler Hospital. She joins, Sadie, 2.
Maternal grandparents are Earl and Vicki Davenport, St. Augustine; paternal grandparents are Cathy Upchurch, St. Augustine, and the late Davis Upchurch.
Maternal great-grandparents are Pat Joiner, St. Augustine, and the late Charles Ranzini; paternal great-grandparents are Al and Beverly Stuart, St. Augustine and Fort Myers, and Bette Upchurch, St. Augustine.


text:
Marist Shuts Down Fairfield in Dominating Fashion
Marist's defense dominated on the way to a victory over Fairfield as the Red Foxes held the Stags to just two points in the first quarter during their commanding 85-44 win on Tuesday night. The 41-point margin of victory is the Red Foxes' largest of the season.
"One of our best games of the year on both ends of the floor," said Marist head coach Brian Giorgis.
Coming off a 16-point home win over Canisius, the Red Foxes were looking to keep the ball rolling against a Fairfield team that just had their three-game winning streak snapped after a home loss to Canisius on Sunday.
It was a brutal first half for Fairfield as they missed their first 16 shots and were held to a staggering 14 percent shooting from the field. The Stags would fail to score until the 2:12 mark of the first quarter and wouldn't go on to make a shot from the field until 11 minutes into the game when Sam Kramer converted on a jump shot.
"We took away a lot of their drives and forced them to the perimeter," said Giorgis.
Two points in the first quarter from Fairfield tied a season low output in any quarter for Joe Frager's squad, the only other time coming against Xavier earlier in the season. The Stags would only convert on four shots from the field in the first half.
"We got good stops on our defensive end and it helped us get into our offense," said Giorgis. "I thought we contested and made it difficult for them, especially when they went to the basket. The main thing was that we were able to hold them to one shot and push the ball on our end."
Grace Vander Weide led the way for the Red Foxes, scoring a career-high 18 points to go along with five rebounds and six assists. Willow Duffell (13), Rebekah Hand (12), and Lovisa Henningsdottir (12) all chipped in as double-digit scorers for Marist. The bench produced 35 of the team's 85 points on the night.
"Grace and Willow had huge games," said junior captain Rebekah Hand. "It's good for us when we're all contributing. It spreads the offense and makes the other team work a lot harder."
When asked about the production from the bench, Brian Giorgis credited the importance of depth. "Your bench is always important. It's hard to go with an iron five," said Giorgis.
Defense led to offense for Marist as they were able to shoot 56 percent from the field while scoring 21 of their points off turnovers. Assists helped contribute to the efficient shooting on the night with Marist converting 22 to Fairfield's eight.
"I think this is a big momentum win because the end of the season is coming up and we wanted to come in and make a statement," said junior guard Grace Vander Weide. "We want to win, we don't want second or third."
Tuesday night's win improves the Red Foxes to an overall 19-8 on the season, 11-4 in the conference and 8-4 at home. The Red Foxes will hope to remain hot on Saturday as they travel to Quinnipiac to take on the undefeated Bobcats.
"Their defense is really good and we're going to have to play better offense than we have," said Giorgis. "We need to continue to shoot the ball well and open up driving lanes and shoot well. We're looking forward to it."
Brian Giorgis told his team one thing before the game started. He took a quote from Cleveland Browns quarterback Baker Mayfield's famous press conference quote this past season.
"I told them, 'I think we're feeling dangerous tonight,'" said Giorgis.
Edited by Oscar Fick
Posted in Women's BasketballTagged Grace Vander Weide, Lovisa Henningsdottir, Rebekah Hand, Willow Duffell
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redpajama_set_name: RedPajamaCommonCrawl


The Office 365 - Outlook 2016 - Level 2 course covers topics included in the Microsoft Office Specialist (MOS) exam 77-731. You will learn how to create, format and respond to messages. You will also use stationary, templates, styles, themes, set delivery options and add new accounts.


The lands extend to circa 36 acres of former moss, now heavily wooded with saplings and some older well established trees. A derelict dwelling is situated on the lands and offers some potential for development subject to the necessary planning consents being obtained. The property has good frontage to the Moneycarrie Road. For details of title contact Messrs L. Donnelly & Co. Solicitors, Ballymena.


text:
#FridayHacks: How to Recover Deleted Facebook Messages From Archive
By December 2, 2016 25 views
Everyone's done it – deleted a Facebook message they meant to keep (sometimes the trigger-happy clicker finger can cause serious remorse.) most people think they'll never see their messages again.
But this is not the case. That's right, a time machine isn't necessary to retrieve deleted messages.
By TechnoMag Reporter
Facebook knows the accidental deletion of messages can happen and they've created an easy way for anyone with an account to go back and view everything they've done on their account.
Recover deleted Facebook messages from a downloaded archive
In order to receive deleted messages in Facebook, you'll first need to log-in to the Facebook account you want to retrieve messages from.
After you're logged in, go to "Account Settings" in the top right corner of the window.
Once the "General Account Settings" page loads, click on "Download a copy of your Facebook data" at the bottom of the page.
Download Your Archive
After you click on the "Download a copy…" link, you'll be brought to a page where you can download everything you've done on your Facebook account since the birth of your account. Click on the green button that says "Start My Archive."
After you click the green button, the small dialog box "Request My Download," will open, informing you it can take a while (typically 2-3 hours) to gather all of your information. Click "Start My Archive" again to launch the gathering process.
And that, you'll be told to go to the email account associated with your Facebook profile where a download link to your archive will be sent. Again, it may take 2-3 hours to arrive. Once it does, click on the link in the email to download your archive.
And before you can download the archive, you will need to reenter your password.
Finally, click on "Download Archive" button that appears after entering your password. Your archive will download to your computer. Unzip it, then open the file named "index."
The file containing your archived data will open and click on "Messages" and all of your past messages will load.
To easily find the message you're looking for, search by keyword. Press "CTRL + F" or "F3" to access the keyword search process, and that's it. Once you find the message, copy and paste the contents into a Word document to save.
You've got to love Facebook for providing such an in-depth archiving feature. There is a myriad of reasons people need to retrieve deleted messages, and this feature fills this need. Just remember, it can take a few hours to extract your archive, so plan accordingly.
Zim Online Content Creators Craft Code of Conduct
STEM's 10 Select Leave Tomorrow For USA


In the same way Spring has convinced us to do a complete overhaul of our closets, break it off with those people we met on Bumble during cuffing season, and chop our hair to the shortest it has ever been, the season has also inspired celebrities to make big changes with their hair colours.
These aren't exactly the changes you see every year, either. Jada Pinkett Smith, for example, has upped the brightness factor of her previous blond shade by a million. Bella Hadid has done a complete 180, going back in time to her natural shade. Some have traded in their signature colourful hues for something much darker, while others are embracing the most electric shades on the colour wheel.
There's just something about the season that screams, "Try something different," and stars are following the suggestion. Ahead, see the biggest celebrity hair colour changes as of late. If you're feeling the itch to grab some hair dye, you'll want to read this first.


text:
Oklahoma Tribes Collaborate to Understand Local Prevention Needs
Activity: Determining the Training Needs of New Partners
Using Strengths to Address Alcohol Abuse and Suicide Among American Indian and Alaska Native Youth
This collaboration shows other tribes that you don't have to do everything on your own.
- Aron Wahkinney, Communications Specialist for the Southern Plains Tribal Health Board
With leadership from a local health board, four Oklahoma tribes work collaboratively to understand the substance use and misuse prevention needs within their communities.
Oklahoma is home to the second largest tribal population in the United States—with nearly a third of its population identifying as American Indian or Alaska Native.1 When it comes to substance use and misuse, however, the needs of tribal citizens in the state have often remained hidden, due in large part to a lack of tribal-specific data needed to understand and effectively address the region's health disparities.
To address this data gap—and draw attention to the prevention needs of tribes in their region—the Southern Plains Tribal Health Board, a non-profit organization serving 43 federally-recognized tribes in Kansas, Oklahoma, and Texas, teamed up with four of its member tribes—the Absentee Shawnee Tribe, the Cheyenne and Arapaho Tribes, the Chickasaw Nation, and the Comanche Nation. In 2009, the newly formed Oklahoma Area Inter-Tribal Consortium (OIC) were awarded a Strategic Prevention Framework Tribal Incentive Grant (SPF TIG)* to support their data collection and prevention efforts.
"We knew we had substance abuse issues in Indian Country, but there wasn't a lot of local data on our tribes," says Tom Anderson, the health board's Oklahoma Tribal Epidemiology Center Director. But while the OIC recognized the need for better data at the local level, collecting these data required that they first overcome internal challenges, including resistance from their member tribes to reporting tribe-specific data.
Leveraging guidance from the health board's Oklahoma Tribal Epidemiology Center and SAMHSA's Center for the Application of Prevention Technologies (CAPT), the OIC worked collaboratively with member tribes to overcome these challenges. Together, the consortium developed a new approach to sharing and reporting tribal data that laid the foundation for eventual prevention activities on the ground.
In November 2015, the consortium presented on their collaborative data-gathering and reporting efforts at an American Public Health Association (APHA) meeting to a standing-room only crowd.2 Their work now serves as a model for other tribes and organizations in how to join together to secure funding and collect the data needed to inform strategic planning for prevention work in their communities.
Like all SPF incentive grantees, tribes receiving federal funds for prevention work are required to collect data about the nature, scope, and severity of substance use and misuse issues in their communities. In order to collect these data, however, the OIC first needed to overcome deep-seated fears among their member tribes. Tribal partners were concerned that such data might reveal problems in their communities and present the Native community unfavorably – a concern that stemmed far beyond the efforts of the OIC. "Tribes in the past have had people come in and 'study them,' and then report their data," says Carlos Martinez, a prevention specialist who advised the OIC on the data gathering and analysis. "Sometimes those reports have been negative and have had terrible effects on the tribes."
To address this concern, the OIC agreed to pool data from all four tribes and report it only in aggregate form, as a tribal organization. This approach eliminated the possibility of linking any "negative" findings to a specific tribal entity. With guidance from the Southern Plains Tribal Health Board, the OIC executed data-sharing agreements to formalize this approach and worked with SAMHSA to communicate the importance of reporting data in this way (i.e., as a tribal organization rather than as individual tribes). With SAMHSA's approval, this approach allowed the OIC to move forward with their data collection efforts.
Create a Shared Vision
Agreeing to pool and report their data as a tribal organization facilitated a shift in perception among OIC partners—from identifying as individual tribes to seeing themselves as a group, with a shared responsibility to address the substance-related issues facing their communities. "Everybody agreed that, instead of serving Natives of one tribe or another, we needed to serve all Natives, regardless of what jurisdiction they lived in," explains Martinez. In fact, after collecting and analyzing new data (made possible through their data-sharing agreements), the tribal partners now recognized that they shared significant problems with underage drinking and prescription drug misuse, which they collectively adopted as strategic priorities.
But the OIC's shared vision extended beyond just these strategic priorities: consortium members also embraced the tenet of "Culture as Prevention," calling upon the strengths of their shared traditions and the uniqueness of American Indian identity to guide their prevention work. "American Indians can feel left out of society, particularly here in Oklahoma where we don't have reservations and tribal members are spread out across the state," Anderson explains. "People opt out of society by abusing drugs and alcohol. Our message in our prevention work is learn about your culture. Be part of your culture. Because what you do impacts not only yourself, but it impacts your family, your community, and most importantly, it impacts the generations to come."
Level the Playing Field
Coming to the table, the OIC partners had varying levels of experience with substance use and misuse prevention, particularly with regard to data collection and reporting. While some had virtually no prevention experience, the consortium's largest tribal partner, the Comanche Nation, had already been working on its own prevention efforts and was ready to hit the ground running. To get everyone on the same page and ensure the success of the collaboration, the OIC leveraged both the internal and external resources at its disposal.
Internally, the Comanche Nation took a lead role in mobilizing their tribal partners. "The Comanche already had the fire in their belly to [implement substance use prevention efforts]," explains Martinez. The Southern Plains Tribal Health Board also provided key guidance throughout the process, advising on the type of personnel that tribes would need to fulfill the grant requirements, what data they would need to collect, and how they should approach the process of selecting appropriate prevention strategies for their communities.
Externally, the OIC leveraged the support of SAMHSA's Center for the Application of Prevention Technologies (CAPT), which provided tailored training to meet the needs of each tribal partner. "I can't say enough good things about the CAPT," says Melanie Johnson, the health board's SPF-TIG Grant Lead Project Manager. "They have gone out of their way, above and beyond the call of duty, to provide cultural sensitivity for American Indians." The CAPT also helped the OIC overcome challenges related to high staff turnover: "When you're working with tribal organizations, people come and go. The CAPT was instrumental in helping us rebuild that capacity within our organization."
The Oklahoma Area Inter-Tribal Consortium serves as a model for how other tribes can work together to better understand and address their communities' substance use problems. "This collaboration shows other tribes that you don't have to do everything on your own," says Aron Wahkinney, the health board's communications specialist and member of the Comanche Nation. "Smaller tribes can work together, and with each other and with larger tribes, to pool prevention resources, and to share information to get the data needed to take advantage of funding opportunities."
As noted in their presentation at APHA, the OIC model is "a win-win for tribes and funding agencies." Smaller tribes, the presenters explained, tend to be at a disadvantage when it comes to grant funding: "Funding agencies want to maximize their dollars by having the greatest effect, and funding individual tribes with low membership may not achieve this. Funding a consortium of tribes to address a common problem, not only increases the population affected but also strengthens efforts of consortium members."
Nowhere are the strengths of the OIC's collaboration more apparent than in their prevention activities on the ground. Informed by a clear understanding of the substance misuse issues affecting their communities, the four tribal partners have each embarked on prevention activities, tailored to local needs:
the Absentee Shawnee Tribe initiated a partnership with tribal and county law enforcement on using Naloxone to prevent opioid deaths, leading the way for other tribes to adopt similar initiatives;
the Cheyenne and Arapaho Tribes have implemented the 'Tradition Not Addiction' campaign, designed to teach tribal youth traditional ways of respect, honor, and integrity;
the Chickasaw Nation worked with their Division of Aging to educate seniors about safe storage and proper disposal of prescription drugs and to provide drop-off medication lock boxes at Senior Sites;
the Comanche Nation has developed a popular prevention program—IAMNDN (pronounced I Am Indian)—dedicated to empowering Native youth to live drug free.
Members have presented at multiple national conferences, including the National Indian Education Association Annual Conference and the 2016 National Rx Drug Abuse & Heroin Summit. They were also congratulated on their prevention efforts by U.S. Surgeon General Vivek H. Murthy, M.D., who visited with the tribes in May 2016 at what is heralded as the first-ever meeting between a U.S. Surgeon General and tribal leaders. "There's a lot of interest in what we're doing," Anderson says. "Tribes can work together effectively. We've shown how it can be done."
According to Johnson, the collaboration is still a work in progress. "We're still coming to that 'Aha!' moment where everyone says, 'OK, now we get it,'" Johnson says. "But we're paving the way for what it could look like for other tribes to work together." Her advice to other tribes seeking to join forces and collaborate for prevention? "Things can get a little chaotic. But stay grounded, stay focused, stay committed."
*Strategic Prevention Framework Tribal Incentive Grants are infrastructure grants provided to federally recognized tribes and tribal organizations to implement SAMHSA's Strategic Prevention Framework.
1. U.S. Census Bureau. (2012, January). The American Indian and Alaska Native Population: 2010. Retrieved May 19, 2016, from http://www.census.gov/prod/cen2010/briefs/c2010br-10.pdf
2. Working together: Addressing prescription drug abuse and underage drinking—a collaboration between the Absentee Shawnee Tribe, the Cheyenne and Arapaho Tribes, the Chickasaw Nation, the Comanche Nation, and the Oklahoma City Area Inter-tribal Health Board. Presented at the American Public Health Association (APHA) Annual Meeting, Chicago, Illinois. (November 2, 2015.) Available online at https://apha.confex.com/apha/143am/webprogram/Paper324991.html


text:
T.H.E. Archery Club
Target-Hunting-Education
Links to cool stuff, clubs and orgs near by
Registration Times and Other Stuff
The purpose of this organization is to:
1. Unite archers to work effectively in further developing the sport of archery.
2. Promote the sport of archery through family participation and education with a strong emphasis on target shooting and hunter safety.
3. Promote and encourage individual choice of equipment.
4. Maintain a close working relationship with federal conservation groups, law enforcement agencies, and land owners to insure a place to shoot and enjoy archery.
ARTICLE 1 – NAME OF CLUB
The name of this club shall be "T.H.E. Archery Club"; with the letter "T" standing for target, "H" for hunting, and "E" for education. They will hereinafter refer to T.H.E. Archery Club as "the club," and our mailing address will be P.O. Box 4571, Topeka, KS, 66604.
ARTICLE II – OFFICERS
Section 1 The club shall elect a president, vice-president, secretary, treasurer, range captain, and six members to serve on a board of directors. The president shall preside over all board meetings.
Section 2 Any member of the club and their spouse shall be qualified for nomination for election as an officer and/or director if they meet the following conditions:
(a) Member in good standing
(b) Current year's dues are paid or hold Life Member Status
(c) At least eighteen years of age
(d) Not convicted of a felony or game law violation while a club member
(e) Have been a member for at least 6 months
ARTICLE III – CALENDAR YEAR
As of January 1, 2011 the club shall run on a calendar year.
ARTICLE IV – NOMINATIONS AND ELECTIONS
Section 1 At the board meeting in July of each election year, the president shall appoint an election committee of three from the club membership.
Section 2 The election committee shall screen all members nominated who meet the qualifications set forth in Article II, Section 2 and who express a desire to hold office. In the September newsletter the election committee shall publish the names of candidates for each position.
Section 3 Elections shall be held by secret ballot at the October board meeting.
(a) Each member shall have one vote.
(b) The election committee shall furnish each qualified voter a ballot on which the names of the candidates will be listed in alphabetical order. Preference shall be made by placing an (X) by the name of the candidate or candidates of the voter's choice.
(c) For elections to the board of directors where more than one vacancy is to be filled, the number to be voted on shall be stated on the ballot. Any ballot marked in excess of that number shall be void and not counted.
(d) Ballots shall be placed in a ballot box and counted by the election committee.
(e) Candidates receiving the highest number of votes shall be declared elected. In the event of a tie, a run off vote by secret ballot shall be held immediately.
(f) Any controversy surrounding nominations or the election shall be referred to the election committee for a final binding decision.
(g) Candidates must be present when nominated or have presented a letter of intent.
(h) Absentee ballots may be made available in advance of the election. Any member eligible to vote may request either by mail, or in person an absentee ballot from the election committee and vote same, returning marked ballot in a sealed envelope with senders name on the sealed envelope only to the election committee chairperson prior to the election. All absentee ballots shall be verified per election committee list, counted, and registered in the total vote reported by the election committee at the time the regular ballots are counted and totaled.
ARTICLE V – TERMS OF OFFICERS
Section 1 Officers and members of the board of directors shall be elected for a one (1) year term.
Section 2 Any officer or board member shall be permitted to resign after submitting a statement containing the reason for resigning to the president.
Section 3 If an officer or board member shall be absent from three (3) consecutive board meetings without due authority, he, or she, shall be deemed to have vacated their position. If any officer or board member shall act in any manner not in harmony with the welfare of this club, upon such findings, and with approval of the majority of the board of directors such officer or board member shall no longer be an officer or board member of this club. If there is any vacancy in any office or board member position the president shall appoint a successor to serve the remainder of the unexpired term with the approval of the board of directors.
Section 4 The club may recall any of its officers or board members when 51 percent of the qualified voters of the club request such a recall vote by written request, stating the reason for recall. Upon written request being received by the board of directors, such written request shall be taken up at the next board meeting of the club. If the motion is approved by at least fifty-one percent of the qualified voters in the club, it shall be carried. If such recall is carried, the president or in his or her absence, the next officer in rank, shall appoint replacements. All officers or board members so elected shall serve for the remainder of the term of the officer or board member they replaced.
ARTICLE VI – DUTIES OF OFFICERS
Section 1 President – Preside at all board meetings, appoint all committees with approval of the board of directors and be an ex-officio member of all committees. Decide all questions of order in the manner prescribed in Robert's Rule of Parliamentary Law or any other like recognized authority.
Section 2 Vice-President – Shall discharge the duties of the president in the absence or disability of the president, or his/her unwillingness to serve, shall discharge the duties of the president.
Section 3 Secretary – To keep full and correct minutes of all meeting of the club. The secretary shall select a member in good standings from the roster of the club to assist the secretary and be designated as assistant secretary. The secretary shall be responsible for all official correspondence.
Section 4 Treasurer
(a) Make all expenditures by check upon receipt of invoice and the accountable committee chair person's approval.
(b) Record and maintain records of all club funds and inventories of property, showing sources, dates of acquisition, cost of and final disposition. Inventories are to be provided by the committee chair-persons.
(c) To receive all money for deposit or an itemized accounting of money deposited.
(d) Report at regular club and board meetings the current financial status of the club.
(e) All records must be kept current, legible, and available for review.
(f) At the expiration of the term, turn over to successor all funds, records and books of the club in custody.
Section 5 Range captain – The range captain shall be responsible for the upkeep, maintenance, and alterations all the club ranges. The range captain is also responsible for the range preparation all shoots.
ARTICLE VII – COMMITTEES
Section 1 The following committees shall be appointed by the president when deemed necessary.
(a) Finance – It shall be the duty of this committee to oversee disbursement of funds and instruct the treasurer to disburse said funds upon receipt of statement. This committee, in cooperation with other appointed committees, shall for the beginning of each year establish a club budget and present it to the board of directors for approval at the June meeting. This budget is to include all fixed expenses, proposed committee expenditures, dues received, and income from committee projects.
(b) Audit – The president shall appoint a chair-person together with at least three (3) club members who shall audit the books of the treasurer, the membership books and dues records of the member in residence. This shall be done immediately following the end of each calendar year.
(c) By-laws and Rules – It shall be the duty of this committee to recommend to the club any amendments deemed necessary to the by-laws annually. Any changes in the rules which are approved by the board of directors shall be given an appropriate number at the time of approval. This committee shall write up the changes and present at the next board meeting for approval of structure. The approved change will then be given to the newsletter editor for publishing. The new copy with approve changes will be put on file as well as posted to our website. Each member will be notified of changes in the next news letter and/or email. A printed copy will be mailed only if requested by member.
ARTICLE VIII – MEETINGS
Section 1 Meetings of the board of directors shall be held monthly on the second Thursday of the month. The board shall receive, consider and act upon all business that may be before them. All membership business will be voted on by secret ballot, and/or a show of hands.
Section 2 Committee meetings shall be held upon call of the president or chair-person of the committee.
Section 3 Special meetings of the club or of the board of directors may be held upon the call of the president or the chair-person of the board
ARTICLE IX – MEMBERSHIP
Section 1 There shall be both yearly memberships and Life Memberships offered. The dues and privileges shall be set by the Board of Directors.
ARTICLE X – DUES
Section 1 Amount of dues and their collection
(a) Dues are to be adjusted to current financial indexes (such as insurance, taxes, newsletter, utilities, etc) and the economy by the board of directors and approved by the membership of the club.
(b) Dues may be mailed or paid to the treasurer, secretary, or persons designated by the treasurer.
(c) A MAINTENANCE FEE WILL BE DUE ANNUALLY BEGINNING WITH January, 1ST OF EACH YEAR EXCEPT IN THE CASE OF LIFE MEMBERS. AFTER October, 1ST EACH YEAR THE FEE SHALL BE CARRIED FOR THE NEXT DUES YEAR.
ARTICLE X – GENERAL
Section 1 A majority of the board of directors shall constitute a quorum. A majority vote by the quorum is needed to take action.
Section 2 Board members shall attend all board meetings. Satisfactory excuses for absences shall be furnished to any officer or board member who will in turn notify the board in every case where a board member is not present at such meetings.
Section 3 Each new member of this club may request a copy of the by-laws and rules of the club in writing or obtain it from the website.
Section 4 The secretary or treasurer or persons designed by the board shall be authorized to pick up mail at the post office.
Section 5 The board of directors may pass rules for the use and enjoyment of the club. The board may hold hearings and administer punishment for violation thereof.
ARTICLE XI – AMENDMENTS These by-laws may be amended by a vote of a majority of those present at a regular board meeting, (or) special meeting called for that purpose. Notice of such purpose shall be given to all members in the form of the next quarterly news letter or via email. Publication of notice in the newsletter or email shall constitute notice.
Section 1 A member with current yearly dues paid, or a Life Member, entitles the member, spouse and all children living at home, to all privileges and rights of club property. Married children shall be considered a new family and not entitled to use of the club without purchase of a new membership. Unmarried service personnel, minor children, and college students shall be considered living at home. Each member is responsible for all members of his family and guests.
Section 2 Each eligible member shall be required to possess a key and shall keep the gate closed and locked when entering and leaving the club property. The gate is to be locked at all times except for scheduled events and during the day on weekends. Extra keys are available for the member in residence for a fee of $5.00.
Section 3 Guests will be allowed on the following conditions only:
(a) Nonmembers will be allowed at scheduled club events at fees set by the committee handling the event.
(b) Each member who has house guest who live more than 100 miles from the club will be allowed to bring them to the club to use the facilities with no fees required. Such guest are restricted to a maximum of three days per year.
(c) The members will be responsible for the actions of all and all fees. The fees will be paid to the treasurer. Violations of the above are subject to Section 14.
(d) Youth groups and church outings will be encouraged and always will be permissible under proper supervision and upon prearranged approval of the board of directors. All facilities may be used with no fee required.
Section 4 No hunting on club property at any time.
Section 5 Broad head arrows will be permitted only on designated broad head ranges.
Section 6 No fireworks, except in designated areas, then only on July 4th. There must be by board approval or Tecumseh Fire Department. No ground fires except by work parties.
Section 7 Camping will be permitted in designated areas.
Section 8 The operation of any motor vehicle in such a manner that it is likely to damage club property or interfere with the use and enjoyment of the club facilities by any other member is prohibited.
Section 9 Driving and parking shall be restricted to designated areas.
Section 10 To secure a new membership:
(a) An individual must be of good character and reputation.
(b) Application, either by the individual or a member of his family on his behalf, shall be on the form provided by the club or obtained by the website.
(c) Application must be accompanied by the first years dues or payment of Life Membership fee.
Section 11 Annual dues are payable on January 1st of each year.
Section 12 The consumption of alcoholic beverages will not be allowed on any target, bow hunter, 3-D, and practice range.
Section 13 Willful destruction of property will not be tolerated.
Section 14 Charges of violations of any of the club rules shall be made in writing by the accuser and the accused shall appear before the board for a hearing. The conviction of the offense could result in suspension or termination of membership, if recommended by the board, and no refund of membership fee. A member shall be entitled to a hearing before the board of directors after one (1) year and may be restored to full membership by a vote of the board.
Section 15 Anything pertaining to use of the club property and interpretation shall be left to the discretion of the board of directors for a decision.
Section 16 Shooting time on all ranges will be from dawn to dusk.
Section 17 All shooting will be done on approved courses showing which way to go with approved back stops for maximum safety.
Section 18 The club will purchase liability insurance. The amount and agency used shall be voted on by the board of directors.
Section 19 No crossbows allowed.
Section 20 Any archer upon reaching the age of 62 may be granted an honorary membership to the club.
Section 21 Those individuals who have financial interests in the affairs of the club, by virtue of their having co-signed a bank note or having contributed financially to the procurement of the property, shall be consulted about any actions the club might take which would substantially affect the club's ability to meet its prior obligations. No substantial indebtedness shall be incurred without their approval.
Section 22 Borrowing Authority; Any decision made to barrow funds on behalf of the club must be voted on and approved by a majority of the board of directors serving at such time. Such action requires documentation signed by four officers and two board members.
ARTICLE XII DISSOLUTION CLAUSE
The club is organized exclusively for recreation and education. No part of the net earnings of the corporation shall inure to the benefit of, or to be distributable to its members, trustees, officers or any other private person, except that the corporation shall be authorized and empowered to pay reasonable compensation for services rendered and to make payments and distributions in furtherance of the purposes set forth in this article. Upon dissolution of the corporation, the board of trustees shall, after paying or making provisions for payment of all of the liabilities of the corporation, dispose of all of the corporation's assets and properties in such manner: All assets and properties shall be turned over to the Kansas Department of Parks and Wildlife, to be used by said department for the benefit of Shawnee County Hunter Education.
Revised 1/31/2013
Copyright © 2021 T.H.E. Archery Club.


The Board of the Mercer County Psychological Association is pleased to invite you to a professional networking luncheon for members, as well as non-members psychologists who may be interested in the association. This event is free to members and their guests. RSVP to Hava Mendelberg at (609) 921 – 2213.
MCPA members are invited, and also encouraged to bring a non-MCPA psychologist who is a source of referral, or could be interested in joining the association.
We will start with brief introductions for you to tell about your practice, specializations, background, and experience. A luncheon will follow.
Please RSVP in response to this announcement.


Iceland has one main road, what goes around the whole island. This road is mostly clean from snow, but there can be unexpected surprises like snow drifts or ice spots. As the weather changes quite often the driving conditions do too. In one minute sunny, seconds after windy and snowy. So leaving the asphalted road for scenic roads will expect "constant vigilance". These roads are rarely clean, or sometime closed. Therefore check the road conditions (here), or webcam images (here).
Never cross speed limit. During nighttime there is not much artificial light, sometimes just your car reflector. If there is no internet connection around, you can get information about road conditions and the weather by calling 1777 (or +354 522 1100), they are open 6:30-22 in winter.
During wintertime it is highly recommend to book a 4 wheel drive car. Not just because the snowy conditions, but because there are roads (mountain roads) that you are only allowed to enter by these. There are many rental companies offering cars, we used Lagoon, they where nice and was no caution. When driving be slow, and watch out for gravels, rocks, because they can make damage in the car.
Iceland may not look that huge, but be carful, the heavy road conditions, the changing weather and the unexpected stops, spontaneous visits can make your trip much longer than you may calculate it. Visiting Vik and the Black Sand Beach from Pingvellier NP including Skogafoss and Seljalandafoss will take a whole day to make a round trip.
Yes, sadly it can happen, we have seen it too. If the wind is too strong, or the road is to slippery, snowy you can stuck. For help download 112 Iceland app, via this you can send your GPS location to the help center, or also you can call 112. But be careful, try to avoid trouble cause help can you cost a whole lot.


text:
Brian Higgins
CEO brian@resource-alliance.org
Brian joined the Resource Alliance as CEO in December 2020.
Prior to joining Resource Alliance, Brian was CEO of Bloomfield Health Services in Ireland, a mental health charity since 1812, which specialises in psychiatric services to people with severe and enduring mental health conditions and in neuro-psychiatric services to people with neuro-degenerative diseases. Brian is also the former CEO of Pieta House, the centre for the prevention of suicide and self-harm and bereavement support. Perhaps best known for bringing Darkness Into Light from an Irish fundraising event to a global movement for suicide prevention, Brian won the Irish Marketer of the year award for 2017 for his leadership of Darkness Into Light across the globe. Brian has significant international experience, having worked as Director of Children's Services with Rainbow Project International in the Republic of Zambia and as the founding Executive Director of Depaul in the USA.


Deerhunter® Economical Heavy Rain Clothing.
100% Waterproof Deerhunter Nordmann Fir Rain Jacket and optional Rain Over Trousers.
Tough waterproof rain jacket ideal for really heavy rain (Outer of 75% PVC / 25% Polyurethane bonded with a 100% Polyester Tricot material).
The economic Deerhunter Nordmann Fir Rain Jacket will keep you dry in the very heaviest of rain storms. Don't worry about small branches and dense undergrowth tearing the jacket as it is made from a very strong fabric (Outer of 75% PVC / 25% Polyurethane bonded with a 100% Polyester Tricot material). Available in a Deerhunter Sycamore (390) colour.


text:
Vuissens (Vouèssin  en patois fribourgeois) est une localité et une ancienne commune suisse du canton de Fribourg, située dans le district de la Broye.

Géographie
Selon l'Office fédéral de la statistique, Vuissens mesure .  % de cette superficie correspond à des surfaces d'habitat ou d'infrastructure,  % à des surfaces agricoles et  % à des surfaces boisées.

Vuissens est complètement enclavée dans le canton de Vaud. Elle est entourée par les communes vaudoises de Champtauroz, Démoret, Montanaire et Valbroye.

Le village de Vuissens, situé à 739 mètres d'altitude, se trouve sur un plateau entre les vallées de la Mentue et de la Broye, sur le plateau suisse dans le nord de la région du Gros-de-Vaud. Il est dans le bassin versant de la Petite Glâne. Le point le plus élevé de la commune, à 818 mètres est également le point le plus élevé du district de la Broye.

Histoire
Vuissens, connu sous les noms de Vuicens et Guicens vers 1200, est vraisemblablement occupé depuis le Moyen Âge central. Une chapelle est attestée dès 1382 à l'extérieur du village. La seigneurie de Vuissens qui occupe également le village voisin de Démoret change plusieurs fois de propriétaire avant d'être achetée par Fribourg en 1598. Un bailli réside à Vuissens jusqu'en 1536. Le village fait partie du bailliage de Font-La Molière dès 1603.

La commune de Vuissens fusionne, le , avec celles d'Estavayer-le-Lac, de Morens, de Murist, de Bussy, de Rueyres-les-Prés et  de Vernay pour former la nouvelle commune d'Estavayer.

Monuments
Vuissens compte plusieurs bâtiments inscrits comme biens culturels d'importance régionale : le château baillival et sa grange, l'église Saint-Vincent datant de 1802 et l'école.

Démographie
Selon l'Office fédéral de la statistique, Vuissens possède  habitants en . Sa densité de population atteint  hab./km.

Le graphique suivant résume l'évolution de la population de Vuissens entre 1850 et 2008 :

Économie
Vuissens était principalement un village agricole jusqu'au milieu du . Des places de travail ont été créées par des entreprises locales et dans le secteur des services, mais le secteur primaire occupait encore 57 % des emplois locaux en 2005. Depuis les dernières décennies, des pendulaires vivant à Vuissens travaillent à Yverdon-les-Bains ou dans la vallée de la Broye. Un parcours de golf a été aménagé en 2001.

Références

Ancienne commune dans le canton de Fribourg
Localité dans le canton de Fribourg
Enclave intérieure en Suisse
Site construit à protéger dans le canton de Fribourg

redpajama_set_name: RedPajamaWikipedia


text:
Die Vogel & Noot AG war ein 1872 gegründetes österreichisches Industrieunternehmen in Wartberg im Mürztal, Gemeinde Sankt Barbara im Mürztal. Die ersten Produkte der Firmengründer Friedrich Vogel, Hugo Noot und Hermann Bührlen waren Schaufeln und Spaten. 25 Jahre nach der Gründung kamen Pflugschare hinzu. Nach und nach kamen weitere Landmaschinen hinzu. Ab 1929 wurde mit der Produktion von Heizkörpern begonnen.

Unternehmensgruppe

Im Jahr 2000 erreichte das Unternehmen mit 3000 Mitarbeitern einen Umsatz von rund 310 Mio. Euro und hatte 13 Produktionsstandorte. Der wichtigste Geschäftsbereich war damals die Wärmetechnik mit rund 43 % des Konzernumsatzes. Dieser Geschäftsbereich wurde 2002 an Rettig ICC verkauft und 2009 auf die heutige Rettig Germany GmbH verschmolzen. 36 % des Umsatzes stammten aus der Produktion von Metallverpackungen, vor allem Dosen und Kanister. Der Konzernbereich Packaging wurde 2010 für 210 Mio. Euro an die Silgan Holdings verkauft.

Im Jahr 2014 stellt sich das ehemals gemeinsame Unternehmen als drei Teile dar, die in den angestammten Bauten in den zwei Orten im Mürztal weiter produzieren, wenn sie auch jeweils anderen Unternehmensgruppen eingegliedert worden sind.

Nördlich der Grazer-Straße
in Wartberg liegen etwa 15.000 m² Werkgebäude. Nur die Halle, in der Vogel&Noot Technologies untergebracht war, ist derzeit ungenützt.

1. Vogel&Noot Landmaschinen GmbH & Co KG (und Vogel & Noot Landmaschinen GmbH) werkt gegenüber, mit 12.000 m² Gebäuden südlich der Landesstraße L 118, mit Adresse Grazer-Straße 1 in Wartberg und mit der Rückseite dem rechten Ufer der Mürz.

2. Rettig Austria GmbH ("VOGEL&NOOT Headquarters") produziert die Heizkörper in der Vogel & Noot-Straße 4, Wartberg genau gegenüber am linken Ufer (südlich) der Mürz auf 25.000 m².
 Östlich der Betriebe führt die Straßenbrücke über die Mürz, die nach Westen fließt. 120 m flussabwärts liegt das Kraftwerksstauwerk, nochmals 120 m weiter westlich ein Steg und eine Rohrbrücke, die ebenfalls die beiden Betriebsgelände verbinden.

3. Die Blechverpackungen werden wie bisher drei Kilometer weiter nordöstlich in Mitterdorf im Mürztal, Veitscher Straße 4 (am rechten Mürzufer) erzeugt. Nun von der Silgan Metal Packaging - Mitterdorf GmbH, Teil der Silgan Holdings und mit Geschäftsführung in Wien.

Vogel & Noot Landmaschinen

Die Vogel & Noot Landmaschinen GmbH & Co KG produzierte Bodenbearbeitungsgeräte, Sämaschinen, Schlegelhäcksler und Feldspritzen. Im November 2008 übernahm die Landmaschinen GesmbH den Bereich für Pflanzenschutzgeräte von Holder. Das Unternehmen gehörte ab 2009 zur CTP/AgromashHolding. Anfang August 2016 wurde die Insolvenz der Vogel & Noot Landmaschinen GmbH & Co KG bekannt, am Handelsgericht Leoben wurde ein Sanierungsverfahren mit Eigenverwaltung eröffnet. Angestrebt wurde eine Weiterführung des Unternehmens mit einem von 110 auf 80 Mitarbeiter reduzierten Personalstand. Im September 2016 wurde das Unternehmen zerschlagen, die Pflugproduktion mit dem Werk im ungarischen Mosonmagyaróvár wurde an Amazone verkauft. Das belgische Unternehmen Beyne erwarb den Standort Wartberg (Verschleißteilproduktion) und die Vertriebsgesellschaft in Rumänien. Den Standort in Törökszentmiklós (Grubberproduktion) sicherte sich die deutsche Präzi-Flachstahl AG.

Zwischen 1997 und 2003 war auch der deutsche Pflughersteller Niemeyer Bestandteil der Vogel & Noot Gruppe.

Auszeichnungen
 1989/90 mit Manfred Lechner: Staatspreis Design für Motormäher Jet Neu

Weblinks

Einzelnachweise

Landmaschinenhersteller
Produzierendes Unternehmen (Österreich)
Unternehmen (Bezirk Bruck-Mürzzuschlag)
Sankt Barbara im Mürztal


text:
Paws of fury : the legend of Hank / Paramount Pictures and Nickelodeon Movies, Align and Aniventure present ; in association with HB Wink Animation and GFM Animation ; a Flying Tigers Entertainment production in association with Aniventure, Cinesite ; directed by Rob Minkoff, Mark Koetsier, Chris Bailey ; screenplay by Ed Stone & Nate Hopper and Mel Brooks, Norman Steinberg, Andrew Bergman, Richard Pryor, Alan Uger ; story by Andrew Bergman ; produced by Rob Minkoff, Adam Nagle and Peter Nagle, Guy Collins, Yair Landau and Susan Purcell.
Minkoff, Rob, (film director,, film producer.). Koetsier, Mark, (film director.). Bailey, Chris, 1962- (film director.). Stone, Ed (Screenwriter), (screenwriter.). Hopper, Nate, (screenwriter.). Brooks, Mel, 1926- (screenwriter,, voice actor.). Steinberg, Norman, (screenwriter.). Bergman, Andrew, (screenwriter.). Pryor, Richard, 1940-2005 (screenwriter.). Uger, Alan, (screenwriter.). Nagle, Adam, (film producer.). Nagle, Peter (Producer), (film producer.). Collins, Guy, 1964- (film producer.). Landau, Yair, (film producer.). Purcell, Susan, (film producer.). Cera, Michael, (voice actor.). Gervais, Ricky, (voice actor.). Brooks, Mel, 1926- (voice actor.). Takei, George, 1937- (voice actor.). Mandvi, Aasif, 1966- (voice actor.). Iglesias, Gabriel, 1976- (voice actor.). Hounsou, Djimon, 1964- (voice actor.). Yeoh, Michelle, 1963- (voice actor.). Jackson, Samuel L., (voice actor.). Paramount Pictures Corporation, (presenter.). Nickelodeon Movies, (presenter.). Align (Firm), (presenter.). Aniventure (Firm), (presenter,, production company.). HB Wink Animation, (presenter.). GFM Animation, (presenter.). Flying Tigers Entertainment, (production company.). Cinesite Studios (Firm), (production company.). Paramount Home Entertainment (Firm), (publisher.). Michael Cera, Ricky Gervais, Mel Brooks, George Takei, Aasif Mandvi, Gabriel Iglesias, Djimon Hounsou, Michelle Yeoh, Samuel L. Jackson. (Cast).
Physical Description: 1 videodisc (97 min.) : color, sound ; 4 3/4 in.
Publisher: Hollywood, CA : Paramount, [2022]
Copyright: ©2022.
Originally released as a motion picture in 2022.
Wide screen.
Adaptation of "Blazing Saddles" originally released as a motion picture in 1974.
Special feature: In the drawing room with director Rob Minkoff.
Creation/Production Credits Note:
Music, Bear McCreary.
Michael Cera, Ricky Gervais, Mel Brooks, George Takei, Aasif Mandvi, Gabriel Iglesias, Djimon Hounsou, Michelle Yeoh, Samuel L. Jackson.
Hard-luck hound Hank finds himself in a town full of cats who need a hero to defend them from a ruthless villain's evil plot to wipe their village off the map. With help from a reluctant teacher to train him, our underdog must assume the role of town samurai and team up with the villagers to save the day.
MPA rating: PG; for action, violence, rude and suggestive humor, and some language.
System Details Note:
DVD, region 1, NTSC, 16:9 widescreen; 5.1 Dolby Digital; color.
Language Note:
English, French, Japanese or Spanish dialogue; English, French, Japanese, Korean, Spanish or Thai subtitles.
Subject: Dogs > Juvenile drama.
Cats > Juvenile drama.
Samurai > Juvenile drama.
Villages > Juvenile drama.
Rescues > Juvenile drama.
Genre: Animated films.
Children's films.
Computer animation films.
Comedy films.
Action and adventure films.
Martial arts films.
Feature films.
Fiction films.
Film adaptations.
Video recordings for the hearing impaired.
Video recordings for people with visual disabilities.
2 of 2 copies available at Stone County.
Stone County-Blue Eye J PAW (Text) 31358000556519 Video Available -
Stone County-Crane J PAW (Text) 31358000550363 Video Available -


text:
The NHS must 'cede power' to deliver community health targets
By Martin Vernon2020-03-12T11:13:00+00:00
At a local level sustained collaboration with social care, voluntary and charitable organisations is required, writes Martin Vernon
Big announcements from NHS England about improving community services for older people are not common. So recent news about taking the next steps to implement the first waiting time standards for community care – of two-hours for older people in crisis and two days to receive reablement support – received overdue attention.
These standards are certainly needed. The last national audit of intermediate care found capacity was well below that required to meet the needs of older people trying to leave hospital. Waiting times for these community services means patients and hospitals have been losing valuable time.
The most recent audit in 2018 found patients were waiting on average nearly six days for reablement. Waiting to get older people out of hospital to recover in their home means their time is wasted; there's more potential for harm; and adding to the hospital bed capacity shortfall.
On community crisis responses, a few hours waiting for services to arrive can make the difference between staying at home and an unnecessary emergency admission. Recent research suggests the patients most likely to breach the four-hour emergency department target are aged 75 and over, present at night, exhibit case complexity and are referred to hospital by other professionals. Lack of community capacity and responsiveness could well be an important factor in deciding to admit them.
Having been heavily involved in developing the new standards, and as an experienced geriatrician, I anticipate they will be among the most difficult to deliver that the NHS has seen.
However, importantly, they have not come out of nowhere for the service. They are derived from established evidence, focused on what is possible.
Crucially, because they are intended to support existing services to improve, localities should not delay by waiting for new evidence to emerge from pilots.
These standards do not require incubation of new ideas in "vanguard" experimental systems.
Intermediate care has been evolving and gathering evidence of efficacy for the last two decades. The policy and investment is set out in the NHS long-term plan to upgrade infrastructure which exists nationally, and this is something we should be getting on with right now.
Practical challenges
Doing so will involve tackling some tricky practical challenges. Older people with complex needs can present to the urgent care system at any time and to many different access points.
Commissioners must resist the temptation to over experiment by changing things that are already working, instead supporting the existing intermediate care infrastructure to improve, innovate and evolve in partnership with urgent care
Multiple possible scenarios all require careful planning to ensure timely and accurate assessment of need followed by the right response. All parts of the system must work with clear service definitions which include what is meant by clock start and stop, from the point of initiation to the point of service commencement by providers working in a variety of ways which include community health, social care, voluntary and charitable sectors. Without this, sustained measurement for improvement locally and nationally will be difficult. This needs doing with great care, however: a new industry in burdensome data collection would detract from the underlying objectives.
At a local level successful implementation will require sustained collaboration with social care, voluntary and charitable organisations. This will involve strong local leadership to provide clarity, and support quality improvement building from what already exists.
There will be difficult decisions on shifting financial and clinical risk in several directions.
Acute sector providers may need to support their staff to work differently to bridge clinical pathways into community and primary care settings. Doing the right thing for patients and the system as a whole, may require sharing cost and governance burden for those staff without reciprocation between sectors.
Commissioners, meanwhile, may need to balance the risks of trading some established well-measured processes – for processes with benefits which are currently less quantifiable, particularly where this leads to the desired outcome of more people with complex needs being helped to recover in their own home.
In a truly integrated system, it can be expected that the NHS will need to cede some power and accomplishment in the health sector, by decommissioning some activities in favour of lower-profile but higher volume activities such as home-based rehabilitation after surgery. Some of this may end up being delivered beyond traditional NHS boundaries, in the social care sector.
This work cannot be driven from the centre of the NHS – but we are left with four big national challenges.
First, commissioners and providers across multiple sectors must quickly understand what is expected and plan accordingly. At the conclusion of my term as NCD, work had already commenced on generating evidence-based service definitions to support evaluation and improvement via the community services dataset. But all systems now need national guidance to help them understand precisely what is intended to help them plan for full implementation as committed to in the long-term plan.
Second, all systems need to know their starting position. Given that the last audit of intermediate care services occurred two years ago, up to date local baseline data and cross sector intelligence is required to set realistic trajectories for achieving the standards by 2023-24.
Thirdly, these standards will not be delivered without the workforce capacity, requiring system leaders to develop robust cross-sector partnerships to stand behind their operational plans.
Finally commissioners must resist the temptation to over experiment by changing things that are already working, instead supporting the existing intermediate care infrastructure to improve, innovate and evolve in partnership with urgent care.
Martin VernonMartin Vernon, consultant geriatrician and former national clinical director for older people
Data/statistics
NHS long-term plan
Older people's services
Voluntary sector/third sector
A national urgent care planning service could be covid's silver lining
Professor Julia Riley proposes a patient-focused strategy for care homes that would help implement a national digital advance care planning policy where advance care plans of patients are shared across all urgent care services.
Exclusive: NHS commandeers private hospitals in attempt to recover cancer surgery
"Surge" clauses allowing the NHS to again take over private hospitals — as it did in the spring — have been triggered in some areas, HSJ has learned.
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A commissioner and county council have pulled the plug on a £240m community services contract, meaning hundreds of staff face being transferred to another organisation mid-pandemic.
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Communities are in a strong position to know what they want out of healthcare solutions – knowledge that has the potential to drive successful and scalable user-centred design, writes Dr Matthew Dolman


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Home Health News Kelly Parsons Kwiatek Named Halifax Health Senior VP, General Counsel
Kelly Parsons Kwiatek Named Halifax Health Senior VP, General Counsel
DAYTONA BEACH, FLA. – (January 11, 2019) – Kelly Parsons Kwiatek has been named senior vice president and general counsel for Halifax Health – a 678-bed, Daytona Beach-based community health system.
"We are proud to have Kelly Parsons Kwiatek join our team. Her experience and shared commitment to the communities we serve make her a tremendous asset to our organization," says Jeff Feasel, president and chief executive officer of Halifax Health.
Kwiatek comes to Halifax Health after serving as a partner and shareholder for the past 15 years for the Daytona Beach law firm Cobb Cole. She is board certified in labor and employment law and has experience in representing clients in all matters involving commercial litigation.
A magna cum laude graduate of Syracuse University where she received a Bachelor of Fine Arts degree in Musical Theater, Kwiatek later earned a Juris Doctor degree from Florida State University College of Law.
Kwiatek currently serves as legal counsel for the Daytona Regional Chamber of Commerce and is chairman of the board of directors for Easterseals Northeast Central Florida. She is also a member of the Halifax Area Civic League, Volusia County Bar Association, and many other professional and volunteer organizations in Volusia County. She is a professional speaker and author and has received many awards, including the AV Preeminent Rating by Martindale-Hubbell, Top Labor and Employment Lawyer by the Daytona Beach News-Journal, and Florida Super Lawyer's Rising Stars 2012-2018.
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Shoshana Zuboff is the author of The Age of Surveillance Capitalism: The Fight for a Human Future at the New Frontier of Power. She talks with Leo Laporte about how social media is being used to influence people.
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Even for the people who are steeped in some of the ideas of surveillance capitalism, ad tech, and dark patterns, there's a lot here to still be surprised about. If you're on social media, this should be required listening/watching.
I can't wait to get the copy of her book.
Folks in the IndieWeb movement have begun to fix portions of the problem, but Shoshana Zuboff indicates that there are several additional levels of humane understanding that will need to be bridged to make sure their efforts aren't just in vain. We'll likely need to do more than just own our own data, but we'll need to go a step or two further as well.
The thing I was shocked to not hear in this interview (and which may not be in the book either) is something that I think has been generally left unmentioned with respect to Facebook and elections and election tampering (29:18). Zuboff and Laporte discuss Facebook's experiments in influencing people to vote in several tests for which they published academic papers. Even with the rumors that Mark Zuckerberg was eyeing a potential presidential run in 2020 with his trip across America and meeting people of all walks of life, no one floated the general idea that as the CEO of Facebook, he might use what they learned in those social experiments to help get himself (or even someone else) elected by sending social signals to certain communities to prevent them from voting while sending other signals to other communities to encourage them to vote. The research indicates that in a very divided political climate that with the right sorts of voting data, it wouldn't take a whole lot of work for Facebook to help effectuate a landslide victory for particular candidates or even entire political parties!! And of course because of the distributed nature of such an attack on democracy, Facebook's black box algorithms, and the subtlety of the experiments, it would be incredibly hard to prove that such a thing was even done.
I like her broad concept (around 43:00) where she discusses the idea of how people tend to frame new situations using pre-existing experience and that this may not always be the most useful thing to do for what can be complex ideas that don't or won't necessarily play out the same way given the potential massive shifts in paradigms.
Also of great interest is the idea of instrumentarianism as opposed to the older ideas of totalitarianism. (43:49) Totalitarian leaders used to rule by fear and intimidation and now big data stores can potentially create these same types of dynamics, but without the need for the fear and intimidation by more subtly influencing particular groups of people. When combined with the ideas behind "swarming" phenomenon or Mark Granovetter's ideas of threshold reactions in psychology, only a very small number of people may need to be influenced digitally to create drastic outcomes. I don't recall the reference specifically, but I recall a paper about the mathematics with respect to creating ethnic neighborhoods that only about 17% of people needed to be racists and move out of a neighborhood to begin to create ethnic homogeneity and drastically less diversity within a community.
There's just so much to consider here that it's going to take several revisits to the ideas and some additional research to tease this all apart.


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