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This Ice Cream Shop Is Selling a Gelato Burger
This Ice C...
An international ice cream shop is turning heads in the United States with an unlikely new mashup, but the Gelato Burger isn't as rank as it sounds. Curious cats can find it at Amorino, a big European chain with tons of locations abroad and a handful stateside. People who've visited certain locations in New York City apparently keep assuming the Gelato Burger is made with a few scoops of ice cream on a meat patty between buns, but that would be an insult to both gelato and burgers.
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"They ask questions because it's a little confusing," the owner of one Amorino shop in Manhattan told West Side Rag. "They think it's a hamburger, but it's not."
This obviously isn't your standard burger. (If someone just put gelato on a Big Mac-type situation, we'd have to have words.) The soft bun in this case is made with chocolate, and instead of a patty, customers get two scoops of gelato and a choice of caramel, dark chocolate or hazelnut chocolate sauce. See? That doesn't sound so bad.
Over the phone, an Amorino employee told The Daily Meal that a lot of people are surprised by and curious about the new menu item, but she wouldn't exactly call it popular. There's still time for people to warm up to it, though. It's unclear whether or not this is a limited-time-only item, but it's only been in stores for about three weeks.
A post shared by Amorino Official Page (@amorinogelato) on Mar 25, 2019 at 1:18pm PDT
The crazy hybrid costs $7.18 (cheaper than most other burgers in the city), but make sure you call ahead before heading to your local shop, because it hasn't rolled out at all U.S. locations just yet. At the time of this writing, only two of four Amorino locations in New York City confirmed that they are currently serving the Gelato Burger; those two are in the Upper West Side and Times Square, while the locations in Chelsea and Greenwich Village sadly appear to be Gelato Burger-less. Most of the chain's locations are in Europe, including the flagship in Paris, but other American outposts exist in Boston, Kalamazoo, Chicago, Raleigh, Atlanta, New Orleans, Plano, Fort Worth, Houston, Beverly Hills and San Francisco.
A post shared by Biting Away (@bitingaway) on Jun 5, 2018 at 3:53am PDT
If you're like us, you turned up your nose at the thought of a Gelato Burger, but it's not as wonky as you think. The idea really isn't that uncommon worldwide - there are tons of renditions on this frankenfection, but most are in Australia or the U.K. People in Sicily literally eat ice cream sandwiches for breakfast all the time (must be nice). Bring your own bun and make one of your own with a couple scoops from the best ice cream stand in your state.
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If average speed of your car will be standard for this route between The Basilica of the Sacred Heart of Paris, 35 Rue du Chevalier de la Barre, 75018 Paris, France and Tour Eiffel and road conditions will be as usual, time that you will need to arrive to Tour Eiffel will be 1 hour.
Driving distance between The Basilica of the Sacred Heart of Paris, 35 Rue du Chevalier de la Barre, 75018 Paris, France and Tour Eiffel is calculated by google maps and it is 99 mi.
You need 2 hour to reach Tour Eiffel from The Basilica of the Sacred Heart of Paris, 35 Rue du Chevalier de la Barre, 75018 Paris, France , if you are travelling by car.
Average amount of gas with an average car when travelling from The Basilica of the Sacred Heart of Paris, 35 Rue du Chevalier de la Barre, 75018 Paris, France to Tour Eiffel will be 7 gallons gallons which costs 10 $.


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145: Drupal 8 means better business - 2014 greatest hits Rebroadcast - Michael Schmid
I am looking back on a great year of events and conversations with people in and around Acquia, open source, government, and business. I think I could happily repost at least 75% of the podcasts I published in 2014 as "greatest hits," but then we'd never get on to all the cool stuff I am lining up for 2015!
Nonetheless, here's a recording from one of my favorite moments from 2014: Drupal Dev Days in Szeged Hungary, where more than 300 contributors went wild working together on Drupal, I was honored to be the keynote speaker, and where Adam Juran and Campbell Vertesi debuted their now-legendary "Coder v Themer" ultimate smackdown grudge-match.
In this podcast, Michael "Schnitzel" Schmid and I talk Drupal 8 from his perspective as a service provider. Also check out the other conversations I had in and about Szeged:
Search in Drupal 8 - Thomas Seidl & Nick Veenhof
Drupal for Digital Commerce – Bojan Živanović
Indivizo.com: Using Drupal to Build Your Agile, Saas Product Business
Gábor Hojtsy: Devdays Szeged and the new Wave of Contribution in Drupal
---Original post from July, 2014---
Michael Schmid, CTO of Amazee Labs, and I got the chance to talk in front of my camera during the Drupal Developer Days in Szeged, Hungary. As the technical lead of a successful and growing Drupal shop, I was keen to get his perspectives on how the technology of Drupal helps him do business and how Drupal 8 might help him and his clients even more than ever before.
Clicking v coding - love it or hate it?
Early in the interview, Michael talks about how Drupal 7 and 8 look like "tools with a lot of brainwork behind them" with which you can do almost anything, "everything is built so you can configure it on the site, you don't need to code a lot." Amazee Labs employs three back end developers, but nine site builders. Michael hits the nail squarely on the head right here: "All the [non-coding site builders] use modules. That's one of the fundamental things people love and hate about Drupal. Basically a site builder can build a whole site." Drupal remains the only open source CMS of significant complexity, flexibility, and power that is designed from the ground up for the end user. I don't mean for site visitors, I mean for the people who put the sites together, who run the sites on a daily basis, and now with initiatives like Spark, also for authors and content teams who work in the administrative interface day in and day out.
Customers as partners and contributors
Michael talks about how customers nowadays often not only have already done CMS evaluations and specifically ask for Drupal, but that they are now often prepared to pay for more than just the bare minimum of code necessary: Customers don't just want to use Drupal as a tool. They also want to invest in it. The conversation goes something like this: "We can build that specific, new feature for you and it'll take one day of work. It won't be test-covered and it won't be tested by the community [for compatibility, security, etc.]. In total it would take 3 days of work to get it to the point where somebody else can use it. And they say, 'Yes! We want to invest the time!' Most of the time we say let's go 50/50 and Amazee contributes half that work and the customer the other half. So the customer pays more than if there were just getting that simple, untested feature, specifically for that single website. They tell us, 'We use so much of the community's code and work already, we want to give something back.'" This is also a smart investment by Amazee Labs in their own toolset.
Drupal 8 means better business
In response to the question "What in Drupal 8 is going to benefit you as a Drupal business and how is it going to benefit you?" Michael first talks about how Drupal 8 being fully RESTful internally and externally makes it easier to do massive, multiple integrations: "We used to do maybe one integration with another blog. Now we have integrations into CRMs, we get and push data in and out, updates sent to iPhones ... and the underlying technology is now baked into Drupal. We did all the stuff we ever wanted to do for customers; it was just hard because there were so many different ways and now it's just baked in ... and I think in the right way. This all allows us to think outside of the box. It's not just 'We can build websites.' Now we can build whole systems, whatever the system is."
"The other point for me as a Drupal business owner is that I hope it will be easier to find people who can just help us. Especially in Switzerland, most developers who use PHP use it more as a side project, but the really big stuff happens in Java, and .NET. Now that we use patterns that are used in other languages and object oriented programming, I hope that it's easier for people to come in and help us build sites or maybe even allow them to write modules. In the end, I am interested in efficiency for the customer."
Drupal 8: better for clients, too
Still thinking about the benefits of Drupal 8, Michael proposes, "I guess their websites will be less expensive" or they can get a better website for the same budget. "If they want to build a really big website with lots of integrations, it's already there and we will use less time to fix stuff and figure stuff out. The integrations will be done faster." The technology will implement the integrations in a standardized way and thousands of other sites and projects will be doing it the same way; ironing out problems and improving the systems together, the open source way.
Presenter Dossier: Michael Schmid
Job: CTO, Amazee Labs
Drupal.org profile: Schnitzel
Twitter: Schnitzel
1st version of Drupal: 5
Favorite Drupal superpower: "To sit at a client meeting and whatever the client tells me, I know we can do it."
Group picture Michael mentions as a sales tool: DrupalCon Copenhagen group photo. Photo credit: Morten Wulff – thanks, Morten!
Video!

redpajama_set_name: RedPajamaCommonCrawl


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Home » Publications » Analyses » Paraguay: Fernando Lugo, from good Pastor to populist Caudillo?
The general elections of April 20 will no doubt be considered as historic in modern Paraguay. This is the first time in 60 years that the President does not come from the ranks of the Colorado Party.
Until now Paraguay was the only country of the Mercosur not to have shifted to the Left of the political spectrum. With the accession to the Presidency in August of Mr. Fernando Lugo, it will no longer figure as the exception to the rule.
However, the incontestable victory of the former bishop in the race for the Presidency does not conceal the challenges which will surely emerge from the results of the legislative elections that took place at the same time.
Just like with 'Evo,' his Bolivian counterpart, the road ahead will be harsh on the feet of the good pastor, who is planning on taking up his duties wearing sandals. Perhaps like him, and like the Venezuelan Hugo Chávez, he will be tempted by a version of populist caudillismo….but without oil or natural gas.
This country of the 'Western world' has had an astonishing political trajectory. It enters the 21st century after having been governed without interruption since 1947 by the same party, the National Republican Association (ANR), which is better known by its name of Colorado Party. Under this conservative and nationalist umbrella, Paraguay experienced 35 years of military dictatorship, followed by nearly 20 years of a democracy sapped by patronage and institutionalised corruption. It took until 1992 to clearly enter into its Constitution the principle of the division of powers.
Such continuity calls for a brief mention of its past in order to better understand why the present moment is vested with an historic and unknown character. The Colorado party was born in 1887 and seized power from the time of its creation but was forced to give up power to the liberals from 1904 to 1947, the year when it took it back by a veritable civil war. This heavy-handed return allowed it to confiscate power at all levels and become the sole legally recognised party, which it remained until 1962. Nevertheless, this sole party has, since its founding, been criss-crossed and agitated by currents going from ultra- conservatism to moderate liberalism. Thus, in 1954 the hard liners 'invited' President Federico Chavez to give up his post to General Stroessner and end his term in office. General Stroessner was then successively re-elected after 1958 for another 7 five-year terms in office, each time winning close to 90% of the votes cast. He was overthrown in 1989 by one of his 'great assistants' at the head of the Army, General Andrés Rodriguez Pedotti. Pedotti legalised all the political parties and held general elections which brought him to the Presidency as the candidate of the Colorado Party. To the surprise of many, the new President dispensed with repressive political measures, undertook the privatisation of state companies and strengthened the integration of the country into its regional environment by the co-creation in 1991 of the Mercosur. He ended his mandate in 1993, barely avoiding being taken to court for complicity with the drugs cartel that he was supposedly fighting.
Since the 1990s, Paraguay has had a succession of civilian Presidents, all coming from the Colorado Party, but there have also been times of great political tension linked directly to the rivalries within the party.That is how President Juan Carlos Wasmosy Monti (1993-1998) removed General Lino Oviedo Silva (one of the electoral candidates in the 2008 elections) of his post as commander-in-chief of the Army in 1996 after having accused him of an attempted coup d'état. This did not prevent the general from being chosen by the party as a future candidate to the Presidency for the following term (1999-2003) when he took over the head of the internal movement of the National Union of Ethical Citizens (UNACE). However, he did not accede to power because he was fiercely prosecuted by President Wasmosy and was sentenced to 10 years in prison. In his turn, as soon as his term as President ended, Mr. Wasmosy was sentenced to 4 years in prison for embezzlement of public funds.
The party then appointed as its candidate Mr. Raul Cubas Grau (otherwise allied with Lino Oviedo), who nonetheless was forced to give up his post in 1999 following the assassination of his Vice President, Mr. Argaña. According to the Constitution, Mr. Luis Gonzales Macchi, President of the Senate, took over the executive and stayed on till the end of the term (1998-2003) after having formed a government of national unity including representatives of other political parties. In the meantime, Mr. Lino Oviedo took refuge in Argentina and later in Brazil, where he was imprisoned for nearly 2 years before being set free, then once again was thrown into prison in 2004, when he had a chance to return to his country. At the end of his term in office, President Macchi barely avoided impeachment for embezzling bank funds and abusing the funds of the Presidency thanks to the good offices of Mr. Nicanor Duarte Frutos, who knew how to 'control' the Colorado Senators from his vantage point in the party leadership.
Mr. Nicanor Duarte Frutos took over as President in 2003 but enjoyed less marked popular support for his personal candidacy than was the case for his predecessors. Thus, he won with just 37.1% of the votes cast, i.e., less than Mr. Wasmosy in 1993 (39.3%) and very far behind the results of Mr. Cubas in 1998 (54.5%) or Mr. Rodriguez in 1989 (75.9%).
The results of the legislative elections which took place at the same time show the same serious falling off of support for the Colorado Party. For the first time since the overthrow of General Stroessner, the Colorados did not obtain the comfortable absolute majority that they had grown used to in the two chambers: 37 deputies out of 80 and 16 Senators out of 45.
This showed itself to be very problematic for the President during his entire term in office.
The elections of 2003 (65% participation) were the first signal of the general weariness of the Paraguayans vis-à-vis the Colorado Party. One can also conclude from them that the Opposition – divided – had not yet won them over. The parties of the Left remained very fragmented and got only quasi-insignificant results in the legislative elections. The 2 potential liberal presidential candidates had to split, in vain, 45% of the votes.
The results of a poll published in March 2008 showed that Mr. Duarte was deemed by his compatriots to be 'the worst' of the 5 Presidents the country has has since the overthrow of the dictatorship. He held last place in the particularly sensitive domains of employment, security and corruption, and he got just a feeble next-to-last place for his performance in managing the domain of national education.  Of course, we have to mention the atmosphere of the electoral campaign, which contributed to damaging the personal image of Mr. Duarte in the opinion of his compatriots prior to this negative view being carried over to the Colorado Party today. Nevertheless, it is certain that the initiatives of the President as he sought during his tenure in office to be allowed to combine his duties with those of president of the party or his efforts to modify the Constitution to allow his reelection, were interpreted as attempts to return to dictatorship and to a one-party regime.
But for many observers trying to show more restraint, the assessment of President Duarte Frutos shows many positive points.
First of all, this is true on the political level. Though the President was constantly confronted with the lack of a majority in the 2 chambers, his tenure in office did not experience any turbulence comparable to that of his predecessors. This allows us to believe that somehow these 5 last years allowed democracy to consolidate in Paraguay.
Meanwhile, the government put in place strategies and coherent plans to organise and direct its actions in the essential domains of combating poverty (ENREPD) and economic growth (Paraguay 2011). This effort at overall organisation of governmental action was accompanied by démarches and salutary concrete measures such as a more rigorous management of public finance and structural reform affecting banks and public functions.
Finally, the term in office of Mr. Duarte allowed the country to recover the macro-economic stability that was greatly shaken during the term of his predecessor due to the crises that his two large partners in Mercosur underwent during 1999-2001.
The efforts of the government enabled it in 2003 to obtain a standby credit of 74 billion dollars from the IMF intended to support the economic re-launch. In 2006, an advance on 65 billion in Special Drawing Rights (SDR) was signed with the Fund. Global economic indicators have been satisfactory, with a positive growth trend in GDP beginning in 2003 that has been supported by the rise in agricultural prices, as well as by industrial growth and growth in services.
However, the panorama of recurrent problems and fragile elements is without question very broad. It would be useless to draw up an exhaustive assessment but the most serious points were largely touched upon during the debates of the electoral campaign.
On the political level, we note a deterioration in the image of the institutions and of the political class, which is by no means an isolated case in Latin America, where the populations of a number of countries are showing their disenchantment with the slowness of change from a democracy that has been recently (re)discovered. The difficulties encountered during these last 5 years by the executive in its relations with the two chambers have often led to inoperative or lame compromises. This has prompted more than one Paraguayan to regret that the President did not have more constitutional prerogatives. To this one may of course add the widely held conviction that corruption and the institutions are intimately linked in Paraguay, where the population has not perceived any change in this matter since the fall of the dictatorship.
On the economic and social levels, the good macro-economic results could not conceal the fragility of the pillars of the economy of the country, nor the shortcomings of its performance with respect to the needs of the population.
Despite progress in the service sector (48% of GDP), the economic health of the country remains essentially dependent on its agriculture and the export revenues that it generates. Agriculture is mostly oriented to export and the result is its extreme sensitivity –hence the sensitivity of the national economy –to fluctuations in world market prices. It should be remembered that soya, meat and grains account for some 65% of export revenues, that agriculture represents 21% of GDP and employs more than 50% of the population. To a lack of competitiveness and of economic diversity, one can add the fragility and handicaps linked any which way to a lack of coordination of public policies, to the shortages of equipment and of infrastructures of transportation and also to the weak level of private investment due to lack of trust generated by lack of legal protection and by erratic application of the administrative norms.
With 20% of its inhabitants living under conditions of extreme poverty, Paraguay is the poorest country in South America after Bolivia. The growth of GDP, though satisfactory in macro-economic terms, cannot deal with the demographic growth and resulting increase in the active population. Paraguay in fact is recording regular annual demographic growth of 2%, i.e., double the average growth of the southern hemisphere, while the GDP per capita remains below $2,000 and the (official) unemployment rate has held at more than 10% since 2002 within an active working population that has been growing at more than 2.5% per year these past few years. Today, 40% of Paraguayans are under the age of 15.
The rate of inflation, which remained under 10% since 2003, went over this threshold beginning in 2006, adding to the difficulties of daily life. Among the most disadvantaged, one finds the Indian populations, who are essentially engaged in agricultural activities, though half of them do not own the parcels on which they subsist. Living in very precarious conditions, most of the time without access to drinking water, these populations also have the highest rate of illiteracy.  On this subject, despite the tripling of social expenditures since the end of the dictatorship, Paraguay today remains well below the performance levels of its neighbours of the Southern Hemisphere in public health (30% of the population is not covered) and primary education.
Regional integration took a great deal of effort by President Duarte Frutos, essentially within Mercosur, where Paraguay is a founding member. The main objective of this element of the foreign policy of Asunción is the same as its relations with the rest of the world: to win access to the major agricultural markets. But as a landlocked country, suffering many major asymmetries on the economic and social level compared to its neightbours, Paraguay has a hard time enjoying the benefits of this regional common market. And up to now, the country has not been persuaded of the validity of the pro-Mercosur credo of its last several governments despite the impetus given to exportable production domestically. Thus, in the context of the electoral campaign, it was the resources generated by the electric power dams of Iacyretá (constructed with Argentina) and of Itaipú (constructed with Brazil) that were under discussion. Public opinion was inflamed by the slogans of the Patriotic Alliance for Change (APC) and demanded that Brazil 'renegotiate' the initial arrangements in order to get a better part of the energy, which today essentially benefits Sao Paulo.
While the 'Right' took its customary war path, the electoral campaign showed that the 'Left' learned from the past and united behind a single candidate. The programmes of the former caused people to hestitate over their being already known and the lack of credibility that attached to them. The programmes of the latter stirred up nationalism and the opposition of rich and poor in a populist language announcing the coming of a 'balanced mean.' The two sides shared bad manners. The Colorados accused the leader of the APC of being an ambassador of the FARC and the Left blamed the candidates of 'the powers that be' for being responsible for the victims of an outbreak of yellow fever.
The Colorado Party offered to Paraguayans the spectacle of ferocious internal battles. The frictions had their paroxysm when it was time to name the party's candidate for the Presidency. Finally they chose Mme Blanca Ovelar, a former Minister of Education who, in December 2007, during the party's primaries, won a very slight lead (45.04%) over her rival Mr. Luis Castiglioni, former Vice President (44.55%). The unconditional support given to Mme Ovelar by President Nicanor Duarte Frutos contributed to stirring up tensions between the Colorados.
The early release in September 2007 of former Generale Lino Oviedo was a manœuvre by the government which was opportunistic and had very short-term effects for the ColoradoParty. The unanimous decision by the Military Supreme Court to free General Oviedo before the expiration of his term and the authorisation given to him shortly thereafter to present his candidacy for the Presidential elections had the objective of breaking up the Democratic Dialogue created around former Bishop Fernando Lugo which included in its ranks Lino Oviedo's UNACE. The return of Mr. Oviedo to freedom detached the UNACE from the Democratic Dialogue but this party resulting from a split in the Colorado Party decided – unsurprisingly – to go it alone, counting on the popularity of the former General.
The campaign of Lino Oviedo was curiously oriented around 7 major 'structural' projects that could generate 'investments, development and employment.' These ranged from the creation of a transcontinental highway to development of ecological tourism in the area of the three borders, as well as the construction of a new seat of executive power to save money on rent and improve administrative efficiency.
Another 'credible' hopeful for the Presidency from the right wing, Mr. Pedro Fadul, the candidate of the Beloved Fatherland, an 'institution dedicated to developing public strategies,' developed a detailed 50 page programme oriented towards 'employment and more employment' and intended to generate a 'positive revolution' drawing upon its powers of candour, dedication to work and partisan discipline. In the three months leading up to the elections, Mr. Fadul never scored more than 2.4% of voter intentions.
After the many tensions that disturbed Paraguay 's movement of the Left in 2006 – the parties and labour union organisations all together – the year 2007 allowed the Left to unite around the candidacy of Mr. Fernando Lugo, while linking up some surprising alliances with the Centre and Right. Fernando Lugo in fact ended up by making his own choice in 2007 among several directions. Then, the reappearance on the electoral scene of Lino Oviedo permitted the Patriotic Alliance for Change (APC) to enter the electoral campaign free of the disturbing cohabitation with the UNACE in the midst of the Democratic Dialogue. Nevertheless, the APC remained a very open grouping : alongside some 8 parties listed as 'leftist' (such as the Communist Party), there were two parties of the Centre and the Authentic Liberal Radical Party (PLRA), which was categorised as being on the Right, though it was a historic rival of the Colorado. It is a member of the PLRA, Mr. Federico Franco, who filled the slot of Vice President of the Republic.
The programme of Mr. Lugo was only presented at the end of January 2008.
to defend the national interests and fundamental rights of all Paraguayans.
international presence and energy sovereignty.
an exaltation of nationalism that criticises the arrogance of the two big neighbours and their threat to the country's sovereignty.
Mr. Fernando Armindo Lugo Méndez was born in May 1951 to a family that was modest but 'engaged in politics,' in a small town in the Department of Itapúa, situated some 400 kilometres to the South of the capital. In 1970, at the age of 19 and after a first year making a living as a primary school teacher, he joined the community of the Missionaries of the Divine Word as an initiate. This commitment to a religious life lasted nearly 28 years. The Vatican suspended his sacerdotal activities only in December 2007 but still considers him to be a bishop, despite the request Mr. Lugo submitted in 2006 to be relieved of his ecclesiastical duties in order to devote himself to the race for the Presidency. However, his involvement in secular life came well in advance of these past two years.
In 1977, as an ordained priest with a diploma in religious sciences, he left his country for Ecuador, where he spent 5 years as a missionary priest and teacher in the underprivileged regions. His path crossed with that of the 'bishop of the poor,' Léonidas Proaño, and on the basis of this contact, he became interested in the Theology of the Liberation. Upon his return to his country, it appears that his activism attracted the attention of the military security forces, who suggested to his superiors that he be sent away from Paraguay at once. In the 1980s, he resumed his university studies in Rome, with an orientation towards sociology and the social doctrine of the Church, then he spent time teaching at the Higher Institute of Theology in Asunción. His return to responsibilities which had contact with the social realities of his country took place in 1992, at the time when he was named provincial superior of Missionaries of the Divine Word. Ordained as bishop in 1994, he was supposed to take over one of the poorest dioceses, that of San Pedro.
In these duties as dignitary of the Catholic church, Fernando Lugo committed himself resolutely to social and then political action.In this way, soon after taking up his duties in 1994, he very directly supported movements representing the claims of landless peasants in his diocese. In parallel, his commitment on behalf of the most disadvantaged took shape and widened to take in the whole of the country when he became the national manager of the Ecclesiastical Communities of Base.
The year 2006 was for Fernando Lugo a time to take decisions. It saw him head up movements clearly devoted to overthrowing the power of the Colorados. Thus, in March 2006, Monseigneur Lugo – who was named in 2004 bishop emeritus by Pope Jean Paul II – was the organiser of the Citizens' Resistance, a movement which brought together in demonstrations rejecting President Duarte Frutos and the Colorados the majority of the parties of the Opposition, many union organisations and a number of citizens' associations.
In December 2006, Fernando Lugo presented to Rome his request to return to lay status and announced his intention to launch a Presidential campaign. The year 2007 saw him at the head of the formation that brought him victory, the Patriotic Alliance for Change, created on the political and inter-union basis provided by the Democratic Dialogue (stripped of Lino Oviedo's UNACE) and the Social and Popular Bloc (BSP), later joined by the Authentic Liberal Radical Party (PLRA).
It is true that Mr. Lugo has not taken up the idea of convening a constituent assembly. But Paraguay does not have the issue of control over wealth such as natural gas in Bolivia or oil in Venezuela to guarantee hard currency income to the State and to readjust relations with its neighbours.
- What do the votes tell us?
The success of Fernando Lugo in the Presidential election is incontestable, especially against the candidate of the Colorado Party. With an exceptionally high voter participation of over 65%, Mr. Lugo won, having a 10 point advantage over Mme Ovelar (40.8% versus 30,7%). Ex-General Oviedo approached 22%, while way behind, Mr. Fadul confirmed the final polls and won 2.2% of the votes.
Among the first weaknesses of the new executive are the inexperience of the new President – and of his Vice President – in managing public affairs, an inexperience linked to a very imperfect and partisan knowledge of the major issues. This is not at all surprising given the confiscation of power for the past 60 years by one and the same party and by an affiliated administration.
This inexperience will be seen at the moment when the government has to be formed, a moment when, as in Bolivia, one runs the risk of finding more people of good intentions and doctrinaire personalities than true specialists available to take in hand the toughest ministerial portfolios.
Meanwhile, it would be astonishing if an alliance as eclectic as the APC did not quickly display divergences during the determination of miscellaneous policies in a much more detailed manner than in campaign speeches. And one must not forget the claims that will certainly appear over control of seriously responsible posts. In this regard, the PLRA, which, alone in the Alliance merits a veritable representation in the benches of the legislature, will probably be the source of conflict over the plan for governmental responsibilities and over political orientations.
Finally, one must not ignore the constraints on governmental action which may be created by an administration that largely owes its allegiance to Colorado. The nervous reactions of functionaries and State employees under contract to the results of the elections do no allow us to predict a transition without conflict. Moreover, one should not ignore the temptations to intervene in public affairs of the security forces, which have largely been associated with the erring ways of the political authorities on the domestic scene during these past decades.
In another area, President Lugo will have to deal with the promises and commitments made over the years of militancy among those who have constituted the majority of his electorate: the poor. There is every chance of seeing his first initiatives picked up from the expectations of his loyalists. Now some of these 'commitments' can turn out to be perilous. Among them one can cite his statements in favour of a stronger acknowledgement of the indigenous legacy. There is also his commitment to respect private property and in favour of a 'total agrarian reform' in a country where a large part of the miserable farmers have no property deeds and where Brazilians seize uncontrolled lands in the border zone in order to raise soy.
While the President should watch his Left flank, he should also and more importantly watch his Right flank. Strong as a result of their traditional ascendancy and positions kept, despite the internal breaks in their fabric today, the Colorados will make life tough for him starting in the bicameral legislature and at all levels of elected representatives and in the various domains of exercising power. It remains for him to hope that the PLRA will not defect too quickly and will remain in its role as historic opposition to the ANR.
In such a political context, Mr. Lugo, like his Bolivian, Ecuadorian and Venezuelan counterparts, and despite his past as a good pastor, could soon find himself heading towards a populist caudillo type of leadership while, like them, resorting to the expression of personal popular support by means of referendums. To be sure, this political type of fragility is accentuated by nearly complete lack of flexibility that President Lugo has on the economic plane.
Thus, the farmers who provide the essential part of the country's resources are close to calling for a guarantee of private property and are against any new imposition of agricultural exports. For their part, the employers in March spoke of their fears at seeing the accession of a populist government drive away from the Paraguay economy for a long time the few foreign investments that it benefits from today. It is clearly on its guard despite the fine smile of the newly elected which assures us that 'it is not the devil.' Finally, if a substantial increase in resources coming from producing electrical energy today constitutes the sole solution for rapidly growing and stabilising the resources of the State, the statements of candidate Lugo promising an increase of 500% of the export price of this energy have a good chance of remaining a pious wish.
In fact the main part of President Lugo's wager is on the arena of foreign relations and especially regional relations in the framework of Mercosur. But on this scene, the margin for negotiations is nearly non-existent given present conditions and, a priori, any strong-handed measures would prove to be suicidal.
and globally, Paraguay is unable to maintain its meager standard of living without recourse to importation of goods and exportation of its agricultural products in the context of regional exchanges.
One can therefore hardly imagine how the new government can press Argentina and Brazil to accept any drastic revision of the 'energy treaties.' Brazil is the largest supplier and customer of Paraguay, and it has already calmly but firmly announced its opposition in the middle of the campaign through the voices of the director of the enterprise Itaipu and the Secretary General of the Chancellery: the text of the signed treaty states that it cannot be revised before 2023. The day after the elections, President Lula took up this same position. Meanwhile, the prospects of this landlocked country opening up markets in the rest of the world are difficult to implement and in any case do not give reason to hope for real alternatives in the short and medium term.
In conclusion, many elements suggest that once he has barely descended from the campaign trail, the new President will take the opposite line on two of his messages: the nationalist message (above all, anti-Brazilian) and the populist message. Furthermore, one can count on the Colorados and on the loyalists of Lino Oviedo to counter-attack soon on the grounds of corruption of persons and of the system. The campaign provided excellent examples of the kind of material that is available in reserve. For Paraguay, the tumult of the disappointed may be followed by the apathy of the poor.
Joining the record book entry of 71 years in power of Mexico's Institutional Revolutionary Party (PRI), which lost the Presidency in 2000 with the election of Mr. Vicente Fox.
With the exception of the Communist Party, which suffered greatly under the dictatorship of General Stroessner and saw its general secretaries physically eliminated one after another.
In Paraguay, the voters are called upon to vote every 5 years to choose the President and Vice President, their deputies, the Senators and their representatives to the parliament of Mercosur.
It should be noted that Mr. Duarte was Minister of Education from 1999 to 2001 under the Presidency of Mr. Macchi.
The National Strategy for Reducing Poverty and Inequality (ENREPD) aims at prioritising access to employment and housing, development and social protection, participation in local development and the integration of the indigenous populations.
The economic plan Paraguay 2011 organises state activity in four domains: improving competitivity, economic diversification, agricultural production and reduction of poverty.
- of foreign debt/GDP : 29.6% in 2005, 24% in 2006.
 In this regard, the Colorado Party was especially notable during the electoral campaign : payment of an indemnity to everyone registered in the party who went to vote ; mandatory payroll deductions from all affiliated functionaries to finance the campaign.
It should nonetheless be pointed out that the indigenous peoples constitute less than 1% of Paraguayans, who are one of the most homogeneous peoples of South America.
At the other extreme of the domain of education, the number of university students multiplied by 7 ever since the fall of the dictatorship, but the universities do not meet the needs for scientific and technical education.
 Brazil pays Paraguay $2.72 per megawatt/hour, when on its domestic market it invoices this at $72.
As an indication, in 2005 Mercosur and Chili provided 57% of the export outlets, followed by Russia (11%) and the Cayman Islands (9.5%). The largest suppliers apart from the region itself (44%) were in descending order: China (27%), Japan (8.3%) and the United States (6.3%). The 2006 trade balance was $1 billion in deficit.


text:
Arturo Díaz Mendoza (March 23, 1952 – August 21, 2018) was a Mexican professional wrestler who performed under the ring name Villano III (in Spanish Villano Tercero). Díaz was a second-generation wrestler, son of luchador Ray Mendoza and the father of professional wrestlers Villano III Jr. and El Hijo del Villano III himself. All five of the Díaz brothers used the Villano name; José de Jesús (Villano I), José Alfredo (Villano II), Tomás (Villano IV) and Raymundo (Villano V). Of the five Villanos, Arturo was considered the most successful in terms of championship and Lucha de Apuesta (bet match) wins as well as the most talented luchador in the family. He retired from wrestling in 2015 due to health issues stemming from wrestling. A few days after his death, he was inducted in the AAA Hall of Fame.

During his 35 year career, Arturo Díaz was one of the featured performers for the Universal Wrestling Association, and for all the all major Mexican wrestling promotions such as Consejo Mundial de Lucha Libre and AAA as well as numerous notable smaller Mexican promotions like International Wrestling Revolution Group. Díaz was an enmascarado, or masked wrestler, up until 2000 where he lost to Atlantis and had to unmask as a result. The match against Atlantis was later voted "Match of the Year" in the Wrestling Observer Newsletter year-end awards. In contrast one of his last matches ever, at Triplemanía XXIII was voted the "worst match of the year" in 2015.

Professional wrestling career
Arturo Díaz was born into a wrestling family; his father, Ray Mendoza, became a successful luchador when Arturo was very young. His two older brothers, José de Jesús and José Alfredo, had begun wrestling in early 1969 when Arturo was just 17 years old. Arturo was trained both by his father and by Felipe Ham Lee, a family friend, while also getting a degree in physical education in case professional wrestling did not work out for him. His debut was on January 29, 1970, earlier than expected as he was asked to replace someone who did not show up for a match. For the first match he was billed as "Ray Rosas" (Ray after his father and "Rosas" after the color of his wrestling attire) and worked without a mask.

After his initial match he began wrestling under various enmascarado (masked) characters such as Pulpo Blanco (Spanish for "White Octopus") and Mancha Roja ("Red Stain"), in part to not reveal that he was the son of Ray Mendoza. At one point he competed under the name "Búfalo Salvaje" ("Savage Buffalo"), a name also used by his older brothers early in their careers when they worked as Búfalo Salvaje I and II. After several short-lived names, Arturo began wrestling as Rokambole, a name he would use for several years. The name Rokambole would later be used by his younger brother Raymundo as well. In late 1970 or early 1971, his older brothers began wrestling as Villano I and Villano II and soon established that as their permanent identity, creating what would later turn into a family tradition.

Universal Wrestling Association (1973–1994)

In 1973 Arturo's father and older brothers finally deemed him experienced enough to use the Villano name, taking the name Villano III (Villano Tercero). In 1975 Arturo's father joined with wrestling promoter Francisco Flores and investor Benjamín Mora Jr. to form a new wrestling promotion called Universal Wrestling Association, which was in direct competition with the company Ray Mendoza and Flores had worked for up until that point, Empresa Mexicana de Lucha Libre (EMLL). One of the reasons behind the split was that Mendoza felt that EMLL was not giving his sons enough opportunities in the ring. All three Villanos followed their father to the newly formed UWA. While his brothers worked as a tag team, Villano III became a singles competitor and was pushed as one of its top stars, due to his father's influence and Vilano being the Vilanos' most talented wrestler. On December 14, 1975, Villano III became the first ever UWA World Welterweight Champion by winning a tournament. Over the next couple of years, Villano III defended the championship in several high-profile, main event matches, earning favorable reviews from both fans and reporters. His run with the welterweight title lasted until May 29, 1977, where he lost to El Solar. Following the title loss, Villano III moved from the welterweight division (with a maximum weight of ) to the light heavyweight division (with a maximum of ). On March 1, 1981, he defeated Fishman to win the UWA World Light Heavyweight Championship, a title his father had won previously as well. Villano III lost the title back to Fishman 140 days later, ending the first of his two reigns with that championship.

In 1982 Villano III started a storyline feud against Los Misioneros de la Muerte ("The Missionaries of Death"; El Signo, El Texano and Negro Navarro), that would lead to Villano III becoming a tecnico (a face, those that portray the good guys in wrestling). As Villano III became more and more popular with the fans and the UWA officials decided to make him a "technico", using the hated Los Misioneros trio to that end. After his "tecnico" turn Villano III joined up with El Solitario and Aníbal to form a trio called Los Tres Caballeros ("The Three Gentlemen"), who would go on to main event a series of sold-out UWA shows. His first major opponent after the turn was Perro Aguayo, starting a long-running, intense feud over the WWF Light Heavyweight Championship that the UWA promoted at the time. On March 20, 1983, Villano III defeated Aguayo to win the WWF Light Heavyweight Championship, beginning the first of seven reigns for Villano III, tied with Aguayo for most reigns with that title. His first reign lasted 140 days before Aguayo regained the title. The feud between the two also saw Villano III defeat Aguayo in a Lucha de Apuesta, hair vs. mask match, on August 21, 1983.

In 1985 Villano III defeated Gran Hamada to win the WWF Light Heavyweight Title for a second time. Villano III's second title reign lasted 826 days, which is the longest of any WWF Light Heavyweight Champion in its history. During the mid-1980s his two younger brothers began using the names "Villano IV" and "Villano V", often teaming with Villano I. Over the following years, Villano III traded the WWF Light Heavyweight Championship with Perro Aguayo, Rambo, and, Sangre Chicana. In 1991 Villano III began working against a young Canadian known as Pegasus Kid, sent to Mexico by New Japan Pro-Wrestling (NJPW) to train and gain experience. Villano III and Pegasus Kid had a series of matches throughout 1991, including Pegasus Kid winning the WWF Light Heavyweight Title on March 3, 1991. By late 1991. Pegasus Kid's learning excursion to Mexico came to an end, but not before Villano III defeated him in a Lucha de Apuesta match, forcing him to unmask and reveal his real name: Chris Benoit. Villano III's seventh and last reign with the WWF Light Heavyweight Championship began on July 18, 1994, when he defeated El Signo. He held the title until January 1995 when the UWA closed and Villano III vacated the title with which he had been closely associated for more than ten years.

AAA (1995–1998)
In 1995 the UWA was forced to close down, leaving Los Villanos without a home base for the first time in their careers. The brothers soon signed with Antonio Peña's AAA and began working for the promotion as a trios group, marking Villano III's transition from being primarily a singles wrestler to working more trios matches.  In March 1996 Los Villanos defeated Cien Caras, Heavy Metal, and Latin Lover to become the inaugural holders of the AAA Americas Trios Championship, a title created by Peña specifically for Los Villanos as AAA did not have an active trios championship before. The team held the championship until November 19, 1996, when they lost to Los Oficiales (Guardia, Oficial, and Vigilante), but regained the championship less than two months later. Los Villanos also became the first ever Mexican National Atómicos Champions, teaming with Pierroth Jr. to win the four-man team exclusive championship. By mid-1996, Villano IV and Villano V had begun working for the US-based World Championship Wrestling (WCW). In 1997 most of the wrestlers that worked for WCW split off from AAA to form Promo Azteca, which included the Villano brothers. By leaving AAA Los Villanos vacated both the Americas Trios title and the Mexican National Atómicos Championship.

World Wrestling Council / Independent circuit (1997–1998)
After leaving AAA, Villano III toured Puerto Rico several times in 1997 and 1998, working for the World Wrestling Council (WWC). On November 27, 1997, Villano III defeated Ricky Santana to win the WWC Puerto Rican Championship to start his tour with WWC. Two days later Santana regained the championship before Villano III regained it on December 21. Villano did not work in Puerto Rico between January and April, only returning to the island to lose the Puerto Rican championship to Glamour Boy Shane on WWC's 25th Anniversary Show.

Villano III also worked on the independent circuit after leaving AAA, as well as making sporadic appearances for both Consejo Mundial de Lucha Libre (CMLL) and Promo Azteca at the time. On July 18, 1998, Villano III was one of 32 wrestlers putting their masks on the line in a Ruleta de la Muerte ("Roulette of death") tournament where the losing teams advance and in the end the final team would face off in a Lucha de Apuestas match. Villano III and his partner Shocker lost to Rayo de Jalisco Jr. and Mil Máscaras in the first round, but defeated El Hijo del Santo and Guerrero del Futuro in the second round to preserve their masks.

Consejo Mundial de Lucha Libre (1999–2002)
In late 1998 Villano III began working almost exclusively for CMLL. On December 25, 1999, Villano III and Super Astro teamed up to wrestle against Lizmark and Fishman in a Relevos Suicidas. When Villano III and Super Astro lost they were forced to wrestle against each other in a Lucha de Apuesta match. In the end, Villano III won yet another Apuesta match, forcing Super Astro to unmask.

On November 22, 1999, Villano III defeated Atlantis to win the CMLL World Light Heavyweight Championship. The title change was just one of the highlights of a long-running feud between Atlantis and Villano III, a feud that also included III's younger brothers Villano IV and Villano V who no longer worked for WCW. On March 17, 2000, at CMLL's 2000 Juicio Final event, Atlantis won his biggest Apuesta victory to date as he defeated and then unmasked Villano III in a match that was voted the Wrestling Observer 2000 Match of the Year. In 2010 Súper Luchas Magazine suggested that this may have been the lucha libre match of the decade for the 2000s.

Unmasked
A few months later Villano III, IV, and V defeated Escuadron de la Muerte ("The Death Squadron"; Cyborg Cop, Maniac Cop, and Vader Cop) to win the IWRG Intercontinental Trios Championship. Los Villano still worked for CMLL but they had a talent sharing arrangement with International Wrestling Revolution Group (IWRG) that allowed Los Villanos to work for IWRG as well. Villano III's CMLL World Light Heavyweight Championship reign ended on September 7, 2001, when he was pinned by Shocker. Following the title loss, Los Villanos worked more infrequently for CMLL, taking bookings both in IWRG and on the Mexican independent circuit as well. On March 21, 2002, Villano III's last title reign ended when Los Villanos were stripped of the IWRG Trios title as Villano V was injured and unable to defend the title. On July 30, 2005, Villano III teamed up with rookie wrestler Gallo Tapado Jr. for IWRG's La Copa Black Shadow tournament. The duo defeated El Matemático and Black Man Jr. and then the team of Rambo and Bobby Lee Jr.; Brazo de Plata Jr. and Brazo de Oro to win the tournament.

In the latter half of the 2000s, Villano IV and V worked for CMLL on a regular basis, while Villano III's CMLL appearances were more sporadic, wrestling mainly on the independent circuit. Villano III frequently appeared in Lucha de Apuesta matches, having won the hair of Scorpio Jr. (twice), Brazo de Oro, Brazo de Platino and El Cobarde II during that time period, only losing one Apuesta match; losing his hair to L.A. Park in a multi-man match on May 5, 2007. Around 2010, Díaz's wrestling appearances were reduced as he was dealing with both age and ring related ailments and worked a much lighter schedule. 2013 saw him work 11 confirmed matches, and 2014 he only competed in 7.

In May 2015, Arturo Díaz announced that he would retire from active competition due to several knee injuries and diminishing eyesight leaving him unable to compete competitively. Afterward Díaz agreed to another match, teaming with his younger brothers to take on Los Psycho Circus (Psycho Clown, Monster Clown and Murder Clown) at Triplemanía XXIII, AAA's biggest show of the year, promoting it as Villano III's retirement match after a 45 year career. While Los Villanos won the match, the age of the Villanos and deteriorating health of Villano III and V led to many mistakes in a heavily criticized match, that was voted the "worst match of 2015" by the readers of the Wrestling Observer. Despite his retirement announcements and ailing health Díaz did work one match in both 2016 and 2017.

Personal life
Arturo Díaz Mendoza was the third son and third child overall of José Díaz Velazquez and Guadalupe Mendoza. His brothers, like himself all became wrestlers: José de Jesús (Villano I),  José Alfredo (Villano II),  Arturo, Raymundo Mendoza Jr. (Villano V),  and Tomás (Villano IV). Lupita Mendoza died in 1986, his second oldest brother José Alfredo died in 1989, his oldest brother José de Jesús died in 2002, and his father José Diaz died on April 16, 2003. Díaz was adamant that his sons get a good education instead of becoming wrestlers, wishing that they become lawyers or doctors as he wanted to spare them his own physical suffering. Once he realized that his two oldest sons had begun wrestling under masks he agreed to train them and aid in their careers. He was also instrumental in training the rest of his sons, although he insisted they both get college degrees before they were allowed to begin wrestling. Since his youngest son Tomás finished his education first he became known as "Villano IV" while Raymundo, the second youngest son, became "Villano V".

Díaz was married to Luz Lorena Velarde Murillo, who was a professional wrestler for many years, working under the name "La Infernal". Together they have at least two children, two sons who wrestle under the names Villano III Jr. and El Hijo del Villano III. His nephews (sons of Raymundo) are also wrestlers, known as Rokambole Jr. and Villano V Jr. On March 17, 2017 CMLL honored Villano III as part of their annual Homenaje a Dos Leyendas ("Homage to two legends") show, their version of the Hall of Fame.

Arturo Díaz died of a cerebral infarction on August 21, 2018, after dealing with health issues, including complications from a stroke earlier in the year. Four days later, at Triplemanía XXVI, AAA inducted Arturo Díaz into the AAA Hall of Fame, honoring his career and his legacy with his sons El Hijo del Villano III and Villano III Jr. accepting the honor on his father's behalf. CMLL also paid tribute to Villano III during their first Super Viernes show after Díaz's death, with Villano IV, V, El Hijo del Villano III and Villano III Jr. all acknowledged and honored during the show as wrestlers Mephisto and L.A. Park both wearing wrestling tights/mask resembling what Villano III wore during his career.

Professional wrestling persona and style

In the 1970s and 1980s, Villano III was one of the top box office draws for the UWA, and has been referred to as one of the biggest stars in the history of lucha libre. A testament to his in-ring talent was the fact that he was often selected as the opponent for various top light heavyweight wrestlers from around the world. The 2000 Lucha de Apuestas match against Atlantis was voted the "Match of the Year" in the Wrestling Observer Newsletter year-end awards by the readers, the only Mexican match to ever earn this distinction.

Villano III's in-ring style focused more on fast action and explosive moves that looked realistic over the high flying style normally associated with light heavyweight wrestlers, although he would perform dives out of the ring and off the top rope. His in-ring speed helped make his La magistral cradle so effective, he was able to apply it to an opponent instantly. Over the years he often used a DDT (where he would drive the opponent's head into the mat) and then swiftly transition into locking his " Media Cerrajera" submission hold (a Standing figure-four leglock, Chickenwing submission) to win matches. In a May 2008 article on Villano III he claimed to have won approximately 140 masks. and 100 hair in his career, with the article itself outlining details for 77 Luchas de Apuestas matches. The Wrestling Observer stated that he had 58 successful Apuestas matches prior to his mask loss.

Arturo, as well as all other Díaz family members who have used the "Villano" name, have all worn the same distinctive mask. Originally on a black base with a red "X" across the face and golden outlines around the eye holes, similar to "bandit mask" worn by criminals in cartoons. Over the years, Los Villanos have changed their color schemes, such as red, blue, purple and most noticeably pink versions of the mask and tights. The pink color scheme earned Villano III the nickname "Pantera Rosa", or "Pink Panther" with the fans, leading to Villano III often using The Pink Panther Theme by Henry Mancini as his entrance music.

Championships and accomplishments
AAA / Lucha Libre AAA Worldwide
AAA Americas Trios Championship (2 time) – with Villano IV and Villano V
Mexican National Atómicos Championship (1 time) – with Villano IV, Villano V and Pierroth Jr.
AAA Hall of Fame (Class of 2018)
Arena Naucalpan
Arena Naucalpan Light Heavyweight Championship (1 time)
Arena Naucalpan Middleweight Championship (1 time)
Consejo Mundial de Lucha Libre
CMLL World Light Heavyweight Championship (1 time)
Mexican National Trios Championship (1 time) – with Dos Caras and Villano IV
International Wrestling Revolution Group
IWRG Intercontinental Trios Championship (1 time) – with Villano IV and Villano V
La Copa Black Shadow – with Gallo Tapado Jr.
Pro Wrestling Illustrated
PWI ranked him #64 of the 500 best singles wrestlers of the PWI 500 in 2001
PWI ranked him #215 of the top 500 singles wrestlers of the PWI Years in 2003
Universal Wrestling Association
UWA World Junior Heavyweight Championship (1 time)
UWA World Junior Light Heavyweight Championship (1 time)
UWA World Light Heavyweight Championship (2 times)
UWA World Welterweight Championship (1 time)
WWF Light Heavyweight Championship (7 times)
World Wrestling Council
WWC Puerto Rico Heavyweight Championship (2 time)
World Wrestling Association
WWA World Trios Championship (1 time) – with Villano IV and Villano V
Wrestling Observer Newsletter awards
Match of the Year (2000)
Worst Match of the Year (2015) with Villano IV and Villano V vs. Monster Clown, Murder Clown and Psycho Clown on August 9
Wrestling Observer Newsletter Hall of Fame (Class of 2019)

Luchas de Apuestas record

Footnotes

References

1952 births
2018 deaths
Masked wrestlers
Mexican male professional wrestlers
Professional wrestlers from Mexico City
Mexican National Atómicos Champions
Mexican National Trios Champions
CMLL World Light Heavyweight Champions
UWA World Welterweight Champions
WWC Puerto Rico Champions
UWA World Junior Heavyweight Champions
UWA World Light Heavyweight Champions

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text:
Q: CSS Text Align Bottom of Container I have a header which has a large image floated on one side, and a small paragraph of text on the other side.  I want the paragraph to start at the bottom of the header div. If there were 5 lines in the paragraph, I want the last line to be at the bottom of the header.  I'm having trouble getting the paragraph to align itself down there.
I have something like this:

And the CSS is:
div#header {
    height: 200px;
}

div#header img#logo {
    float: left;
}

p#quote {
    float: left;
}

A: http://jsfiddle.net/danheberden/ymwPe/

Hi there!

I'm on the bottom!

css:
#container {
    background: #EEE;
    height:400px;
    width:400px;
    position:relative;
}
#gonnaBeOnTheBottom {
    position:absolute;
    bottom:0;
}

by setting position:relative on the parent container, you can absolute position elements inside of it :)

A: A more modern approach would be the usage of flexbox, that vastly eases the responsive work afterwards:

*

*display:flex on the container

*flex-direction: column will distribute children from top to bottom

*margin-top: auto to the element that you want to stick at the bottom, flex will apply all the free space above

#container {
  background: #eaeaea;
  height:180px;
  display: flex;
  flex-direction: column;
}

#bottom {
  border: 1px solid blue;
  margin-top: auto;
}

    Whatever content

Will stick to bottom

A: I recently came across a vertically center trick that I was able to adjust to server this purpose:
http://codepen.io/Bushwazi/pen/VYBBmL
parent {
  height: 200px;
}
child {
  position: relative;
  top: 100%;
  transform: translateY(-100%);
  display block
}

** Need to point out that browser needs to support CSS3 transform: http://caniuse.com/#search=transforms

A: I made some changes in your code. Try this
<!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd">

<meta http-equiv="Content-Type" content="text/html; charset=iso-8859-1" />

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 ygkgi65iruyrftyhgffhfjgfhgjkhjfjhfjhfyj

 ygkgi65iruyrftyhgffhfjgfhgjkhjfjhfjhfyj

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text:
Tag: "College of Veterinary Medicine and Biomedical Sciences"
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Asset-Based Financing Basics
What CPAs need to know about using asset-based lending and factoring as alternatives to traditional bank financing
BY ROBERT A. MODANSKY, CPA/CFF AND JEROME P. MASSIMINO, CPA
Financial Accounting and Reporting
Business Planning, Budgeting and Forecasting
Once considered financing of last resort, asset-based lending and factoring have become popular choices for companies that do not have the credit rating or track record to qualify for more traditional types of financing.
In general terms, asset-based lending is any kind of borrowing secured by an asset of the company. This article will consider asset-based lending to mean loans to businesses that are secured by trade accounts receivable or inventory.
Asset-based lenders focus on the quality of collateral rather than on credit ratings. Borrowers pledge receivables, inventory and equipment as collateral. Traditional bank lenders may have significant problems with asset-based loans. Banks are constrained by both internal credit granting philosophies as well as federal regulations. Banks typically do not accept transactions with debt-to-worth ratios higher than four or five to one. Asset-based lenders that are either nonbanks or separate subsidiaries of banks are not subject to such constraints. This gives asset-based lenders the freedom to finance thinly capitalized companies.
Editor's note: After reading this article, click here for step-by-step examples, including footnote disclosures, for GAAP treatment of factoring agreements, lockboxes and acceleration clauses.
REVOLVING LINES OF CREDIT (REVOLVERS)
A revolver is a line of credit established by the lender for a maximum amount. Revolvers are used by retailers, wholesalers, distributors and manufacturers. The line of credit typically is secured by the company's receivables and inventory. It is designed to maximize the availability of working capital from the company's current asset base. A typical term for a revolver is one to three years or longer. The borrower grants a security interest in its receivables and inventory to the lender as collateral to secure the loan. In most cases, lenders require personal guarantees from the company's owners.
The security interest creates a borrowing base for the loan. As receivables are collected, the money is used to pay down the loan balance. When the borrower needs additional financing, another advance is requested.
The borrowing base consists of the assets that are available to collateralize a revolver. It generally consists of eligible receivables (defined below) and eligible inventory. The size of the borrowing base varies with changes in the amounts of the borrower's current assets limited to the overall revolving line of credit. As the borrower manufactures or acquires new inventory, and as it generates receivables from sales, these new assets become available for inclusion in the borrowing base.
The borrowing base certificate is a form prepared by the borrower and submitted to the lender periodically (usually monthly). It reflects the current status of the lender's collateral. This certificate should be compared to the balance sheet for consistency.
Within the overall line of credit, there can be a sublimit for letters of credit. For example, an asset-based lender may grant a company an overall line of $16 million, which includes $2 million for letters of credit and $14 million for loans collateralized by the receivables and inventory. Letters of credit are usually necessary when a company is making purchases from a foreign vendor who requires a guarantee of payment.
USE OF A LOCKBOX
A typical agreement gives the asset-based lender control of the company's incoming cash receipts from customers. A "lockbox" or a "blocked account" is established by the lender for the receipt of collections of the accounts receivable. The lockbox account usually is created at the bank where the borrower does business. The company's customers are instructed to pay their accounts by mailing remittances to the lockbox. These payments are deposited in a special account set up by the lender. The lender credits these funds against the loan balance. The lender then makes new advances against the "revolver" as requested.
A revolver differs significantly from a term loan. As discussed, the loan balance in a revolver typically is secured by receivables and inventory, which can fluctuate daily. With a term loan, the outstanding balance is fixed for a period ranging from a month to several years. A term loan has an agreed-upon repayment schedule. Generally, once an amount has been repaid in a term loan, it cannot be reborrowed. In a revolver, however, the company can borrow, repay and reborrow as needed over the life of the loan facility.
Not all receivables qualify for inclusion in the borrowing base. Examples of receivables that would be ineligible are receivables that are more than 90 days old and related-party receivables.
Borrowing against or factoring U.S. Federal Government receivables is subject to the requirements of the Assignment of Claims Act of 1940 (see "Other Resources"). There may also be restrictions on receivables generated from foreign sales and receivables to companies that both buy from and sell to the borrower.
In general, eligible inventory includes finished goods and marketable raw materials and excludes work-in-process and slow-moving goods. There also could be limits on the advance rate for specially manufactured goods that can only be sold to a specific customer.
Advance rate. The amount that can be borrowed is based on the advance rate set by the lender. The advance rate is the maximum percentage of the current borrowing base that the lender can make available to the borrower as a loan (see Exhibit 1 for an example).
Dilution of receivables. Dilution of receivables represents the difference between the gross amount of invoices and the cash actually collected for such invoices. Factors such as bad debt write-offs, warranty returns, invoicing errors, trade discounts and returned goods all are involved in computing dilution. Dilution is expressed as a percentage. Dilution is important because, as mentioned, the lender uses it to establish the advance rate (see Exhibit 2 for an example).
Credit insurance. An insurance company provides an asset-based borrower with an insurance policy covering the receivables. It is common for asset-based lenders who are financing companies in certain industries, for example, the retail industry, to require credit insurance. The cost of credit insurance is relatively modest. Credit insurers may decline to insure certain customers.
Purchase order financing can be used by companies with limited working capital availability who receive an unusually large order from a customer and, as a result, need additional funds to provide materials and labor to manufacture or supply its product.
In this type of financing, the lender accepts the purchase order from the company's customer as collateral for the loan. These lenders are willing to accept the added risk that the order will be completed, delivered and accepted by the company's customer. While the cost is also higher than traditional asset-based borrowing, in some circumstances—based on the profit margin for the company and maintaining or establishing its relationship with the customer—purchase order financing may be cost-effective.
Factoring is a financial transaction whereby a company sells its accounts receivable to a third party, the factor, at a discount to obtain cash. Factoring differs from a bank loan in three ways:
The emphasis is on the value of the receivables, not the company's creditworthiness.
Factoring is not a loan—it is a sale of receivables.
A bank loan involves two parties; factoring involves three parties. The three parties are the company, the factor and the company's customer (debtor).
The sale of the receivables transfers ownership of the receivables to the factor. This means that the factor obtains all of the rights and risks associated with owning the receivables. The factor also obtains the right to receive the payments made by the company's customer for the invoice amount. As previously discussed, this also occurs in asset-based borrowing. In nonrecourse factoring, the factor bears the risk of loss if the debtor does not pay the invoice.
There are three principal components to the factoring transaction: the advance, the reserve and the fee. The advance is a percentage of the invoice face value that the factor pays to the selling company upon submission. This is similar to the advance in asset-based borrowing. The reserve is the remainder of the total invoice amount held by the factor until the payment by the selling company's customer (debtor) is made. The fee is the cost associated with the transaction that is deducted from the reserve prior to its being paid back to the seller (credit guarantee). The interest charge fee is calculated based on the advanced amount outstanding, multiplied by the agreed-upon interest rate. The factor will often add a surcharge for debtors who are not considered creditworthy. The factor's overall profit is the factoring fees and interest charges less bad debts (if the factoring is nonrecourse).
It is a fairly common belief that factoring is too expensive, but this is not necessarily true. It is well known that factoring is more expensive than a bank loan. Factoring is a method used by a company to obtain cash when the company's cash liquidity is insufficient to meet its obligations and accommodate its other cash needs. A company sells its invoices at a discount when it calculates that it would be better off using the proceeds to bolster its own growth than it would be by effectively functioning as its "customer's bank." Therefore, the trade-off between the return the firm earns on its investment in production and the cost of utilizing a factor is crucial in determining the extent that factoring is used and the amount of cash the company has on hand. In other words, whether to use factoring or traditional lending is an important business decision. Sometimes in cases where a bank will not extend credit, a factoring company will.
When initially contacted by the company, the factor first establishes whether a basic condition exists: Do the company's customers have a history of paying their bills on time? That is, are they creditworthy? Note that a factor may obtain credit insurance against the debtor's becoming bankrupt and therefore not being paid, similar to credit insurance in asset-based borrowing. In a full-service factoring arrangement, the debtor is notified to pay the factor, who also takes responsibility for collecting payments from the debtor and assumes the risk of the debtor's not paying in the event the debtor becomes insolvent. This is called nonrecourse factoring. Recourse factoring is typically less costly for the company because the company retains the bad debt risk.
ACCOUNTING FOR FACTORING AGREEMENTS
When a receivable is sold to the factor without recourse, the balance sheet presentation is straightforward—account for the receivable as a sale. When the receivable is sold with recourse to the factor, whether or not the receivable is accounted for as a sale or as a secured borrowing will be determined by following the provisions of FASB Accounting Standards Codification (ASC) Section 860-10-40.
Typically, factors that are familiar with the provisions of U.S. GAAP will purposely structure the agreement so that the transaction is treated as a sale rather than a secured borrowing. This is crucial if a company is mandated by loan covenants or otherwise to meet certain ratios such as debt to equity and working capital.
For a step-by-step example that applies ASC Section 860-10-40 to factoring agreements with recourse, click here.
ACCOUNTING FOR LONG-TERM DEBT REVOLVERS
The classification of long-term debt revolvers is an important consideration when a classified balance sheet is presented because asset-based lenders generally attach great importance to working capital. Under certain circumstances, all the debt will be classified as short term or long term. Under certain conditions, a portion of the debt will be classified as short term with the balance classified as long term. The proper accounting presentation under U.S. GAAP depends on whether the agreement provides for a subjective acceleration clause or a lockbox arrangement.
A subjective acceleration clause is a provision in a debt agreement that states that the lender has the right to accelerate the payments of the obligation under conditions that are not objectively determinable. For example, the agreement may provide for acceleration if the debtor fails to maintain "satisfactory operations" or if a material "adverse change" occurs.
In effect, if the lender feels uncomfortable, the line can be pulled and repayment demanded. A lockbox arrangement can exist either in an asset-based loan or in factoring. It provides that the company's customers must remit payments directly to the lender or factor and such amounts received are applied to reduce the outstanding debt or the amount advanced.
Where there is a subjective acceleration clause and the likelihood of the acceleration of the due date is remote (such as when the lender historically has not accelerated due dates of loans containing similar clauses and the financial condition of the borrower is strong and its prospects are bright), neither current classification nor disclosure is required. However, when an entity is in poor financial condition, has had recurring losses, or has liquidity problems, debt otherwise classifiable as long term that is subject to such covenants shall be classified as a current liability, unless the lender has formally waived accelerated payment beyond one year. In other situations, disclosure of the existence of such clauses is sufficient (see ASC Subtopic 470-10, Debt—Overall).
Borrowings under a revolving credit agreement may be classified as noncurrent if the agreement extends for at least one year beyond the date of the financial statements, even when the borrower intends to reduce the amount outstanding. However, under certain circumstances, debt issued under revolving credit agreements shall be classified as current, even though the agreement runs for more than 12 months. This would be the case where there is a maximum borrowing base.
MAXIMUM BORROWING BASE
If the maximum borrowing is tied to a borrowing base, the entity shall make a reasonable estimate of the lowest borrowing base during the next year. Any borrowings in excess of the amount permitted at the estimated low point of the borrowing base shall be classified as current (see ASC Subtopic 470-10). Consider the following example:
A company has $10 million of debt under a revolving line of credit that matures more than one year from the balance sheet date. The company estimates that during the upcoming year, it will repay $2 million of the debt. Then $2 million of the debt will be classified as current on the company's balance sheet, and $8 million will be classified as long term. If, however, the company does not intend to repay the loan during the 12 months after the balance sheet date because it needs to reinvest in its business, for example, if the company's business is growing, the company could estimate that there will be no repayments during the current year. In that case, all of the $10 million of outstanding debt would be classified as long term.
If the agreement requires that the outstanding balance be reduced to zero at least once each year (cleanup requirement), all of the borrowing shall be classified as current (see ASC Subtopic 470-10).
Borrowings under a revolving credit agreement that contain a subjective acceleration clause and also require a borrower to maintain a lockbox with the lender (whereby lockbox receipts may be applied to reduce the amount outstanding under the revolving credit agreement) are considered short-term obligations. As a result, the debt shall be classified as a current liability (see ASC Subtopic 470-10).
Note that some lockbox arrangements do not go into effect unless the lender exercises a subjective acceleration clause (a springing lockbox). Long-term borrowings under such arrangements should be classified as noncurrent, because the customers' remittances do not automatically reduce the debt outstanding. This would be rare. The authors have never encountered a springing lockbox in practice.
Click here follow step-by-step examples, including footnote disclosures, for GAAP treatment of factoring agreements, lockboxes and acceleration clauses.
Example 1: GAAP Treatment of Acceleration Clauses and Lockboxes
Example 2: GAAP Treatment for Factoring Agreement With Recourse
Example 3: Footnote Disclosure Examples
Exhibit 1 : Computation of the Advance Rate
A company has a revolving line of credit with an asset-based lender for a maximum amount of $10 million. The agreement provides for an advance rate of 85% of eligible receivables and 60% of eligible inventory. The agreement provides that eligible receivables consist of balances that are not over 90 days old and that eligible inventory consists only of finished goods. The accounts receivable at the end of the period is $5.5 million with $500,000 over 90 days old. Inventory is $10 million of which $6 million is finished goods. The borrowing base would be computed as follows:
a. Accounts receivable [($5,500,000 ‒ $500,000) x 85%]
b. Inventory ($6,000,000 x 60%)
c. Total available
Because the total available, $7,850,000, is less than the maximum line, $10 million, and assuming that the company has borrowed the total amount available, the loan is considered to be "in formula."
If in the above example eligible receivables were $8 million, the loan would be "out of formula" as follows:
a. Accounts receivable ($8,000,000 x 85%)
b. Inventory (same as above)
c. Total (and amount borrowed)
d. Maximum line
e. Excess capacity above line limit
A typical agreement would require that the amount overborrowed be immediately repaid to the lender. That amount would generally be subject to a higher interest rate.
Exhibit 2: Dilution
A company bills $1 million to its customers for invoices. Of that, $930,000 is eventually collected. The difference is $70,000 ($20,000 represents returned goods; $5,000 is subtracted for prompt payment discounts; and $45,000 is written off as bad debts). The rate of dilution would be 7% ($70,000 ÷ $1,000,000).
A revolver is a secured line of credit. The granting of the security interest to the lender creates a borrowing base for the loan. As receivables are collected, the money is used to pay down the loan balance.
A "lockbox" or a "blocked account" is established by the lender for the receipt of collections of the accounts receivable. The company's customers are instructed to pay their accounts to the lockbox, and the lender pays down the loan with these funds.
Eligible inventory includes finished goods and marketable raw materials and excludes work-in-process and slow-moving goods. There could be additional limits on the advance rate for specially manufactured goods that can only be sold to a specific customer.
Purchase order financing can be used by companies that receive an unusually large order. The credit grantor accepts the purchase order from the company's customer as collateral for the loan.
Factoring is a financial transaction whereby a business sells its accounts receivable to a third party, the factor, at a discount to obtain cash. Factoring differs from a bank loan in three ways: (1) The emphasis is on the value of the receivables, not the borrower's creditworthiness; (2) factoring is not a loan—it is the purchase of the receivable; and (3) a bank loan involves two parties whereas factoring involves three.
Robert A. Modansky (rmodansky@rssmcpa.com) is a partner and Jerome P. Massimino (jmassimino@rssmcpa.com) is a senior manager at Rosen Seymour Shapss Martin & Co. LLP in New York City.
To comment on this article or to suggest an idea for another article, contact Kim Nilsen, editorial director, at knilsen@aicpa.org or 919-402-4048.
AICPA RESOURCES
JofA articles
"How to Land an SBA Loan," March 2011, page 34
"Detecting Circular Cash Flow," Dec. 2009, page 26
Use journalofaccountancy.com to find past articles. In the search box, click "Open Advanced Search" and then search by title.
Accountant's Business Manual (#029418, with CD-ROM toolkit; #ABMXX, online subscription)
CPA Client—A Review of the Small Business Jobs Act of 2010 (#030015PDF, on-demand)
The Small Business Jobs Act of 2010: Tools, Tips, and Tactics (#091052HS, CD-ROM)
Small Business Accounting Update (#734602)
For more information or to make a purchase, go to cpa2biz.com or call the Institute at 888-777-7077.
Small Business Accounting and Auditing Update (#SBAA)
Go to aicpalearning.org to access courses, and click on "AICPA On-Site Training" then search by "Acronym Index." If you need assistance, please contact a training representative at 800-634-6780 (option 1).
Federal Acquisition Regulation Subpart 32.8—Assignment of Claims, tinyurl.com/62yntfq
SEC Proposed Rule on Short-Term Borrowings Disclosure, tinyurl.com/2a79c9w
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