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California Labor Management InitiativeAdmin2021-01-13T22:37:43+00:00
PARTNERS AND PARTICIPANTS
HISTORY OF THE CA LMI
OUR OBJECTIVES, APPROACH & IMPACT
DISTRICT STORIES
OUR VIRTUAL SUMMIT 2020
The California Labor Management Initiative (CA LMI) is a project of Californians Dedicated to Education Foundation and seeks to engage school system unions and management as collaborative partners in creating, resourcing and implementing solutions resulting in a strong public education system that serves every student in California.
Since 2015 the CA LMI has convened public school leaders to advance labor-management collaboration and continuous improvement through peer learning networks and training. The CA LMI facilitates exploration and sharing of research and best practices to build deep enduring cross-sector union-management partnerships in California public schools. The Initiative is guided by a steering committee that includes state education organizations.
The goal of the CA LMI is to make labor-management collaboration an integral part of improving public schools and advancing equity in California.
CLICK HERE TO WATCH MORE VIDEOS
Who is involved?
The districts participating in the CA LMI represent the diversity of California school districts. From large to small, coastal to inland, and including elementary, high school and unified districts, these school systems are working to build and strengthen labor-management partnerships. The CA LMI provides a venue to bring together teams of board members, administrators, and union representatives. Participating leaders across California have highlighted the value of the CA LMI providing a place to learn together and build trust and relationships.
As the CA LMI has progressed, we have worked to build and leverage our relationships with our state partners. That effort has mirrored the relationship building that we see as critical at the district and school site level. The CA LMI continues to develop opportunities to empower educators to improve our public schools.
We have benefited from the ongoing support of the S. D. Bechtel, Jr. and Stuart Foundations and the partnership of California's state education associations. The Consortium for Educational Change (CEC) has continued to be a key strategic partner providing trainings and technical assistance.
CA LMI Participating Districts and County Offices of Education
Steering Committee:
The CA LMI Steering Committee is made up of the top leadership from our state association partners and key leaders in labor-management partnership.
State Organization Executive Leadership
Association of California School Administrators (ACSA)
California Collaborative for Educational Excellence (CCEE)
California County Superintendents Educational Services Association (CCSESA)
California Department of Education (CDE)
California Federation of Teachers (CFT)
California School Boards Association (CSBA)
California School Employees Association (CSEA)
California Teachers Association (CTA)
Key State Leaders in Labor-Management and District Support
Ray Gaer, President, ABC Federation of Teachers
Mary Sieu, Superintendent, ABC Unified
Shannan Brown, Director, California Teacher Union Reform Network (CalTURN)
The initial public convening of the CA LMI in 2015 was the result of significant planning with state education leaders, as well as the desire of State Superintendent Tom Torlakson to focus on building in-district collaboration to improve outcomes for California public school students. By 2017, the CA LMI engaged over a hundred school systems across California. The Initiative continues to focus on capacity building at the district and site level to support collaboration, goal alignment, accountability and pedagogy.
Utilizing Michael Fullan's Coherence Framework and Patrick Dolan's School System Boundaries approach, the CA LMI focuses school and district leaders on developing structures and practices that foster collaboration and staff voice, building systems for continuous improvement to improve outcomes for students and staff, parents and communities.
To improve our ability to deliver effective capacity building opportunities for educators, we embarked on a strategic planning process with the generous support of the Stuart Foundation. Bringing together key partners such as the Consortium for Educational Change (CEC), leadership from the California Department of Education, California Collaborative for Educational Excellence and Saul Rubinstein from Rutgers University, we began our latest strategic planning work in the summer of 2017.
These partners were joined by leaders from districts across the state that included superintendents and administrators, certificated and classified union presidents and school board members from a variety of districts that have engaged with CA LMI over the past two years. With the help of the CA LMI Steering Committee, we have further refined and developed our plans resulting in the 2018-2020 CA LMI Strategic Plan.
We invite and encourage educators and civic leaders across California to join us in the work of making collaborative problem solving and capacity building a key driver for public school improvement. We continue to be energized by the broad level of support for building the capacity in California to drive deep authentic partnerships and improve school culture. Recent research demonstrates that this work can make a lasting impact on public education's ability to ensure that all our state's children have a strong educational foundation and equitable outcomes.
The CA LMI's Objectives are to:
Build the collective knowledge base for supporting local labor-management collaborations in California
Build capacity and resources at the state, regional, and local levels to support local labor-management collaborations
Facilitate learning and sharing of promising labor-management practices among local labor-management teams
Improve a wide range of educational outcomes
2018-2020 CA LMI Strategic Plan
We convene labor-management teams from across California to promote inquiry into the processes that promote effective system-wide collaboration. We catalyze and promote collaboration in districts through ongoing support and by connecting union-management teams in regional and statewide peer networks. We facilitate communication across districts, state associations and educational stakeholder groups.
Building capacity in school systems and educators to increase collaboration and collective trust is central to creating the conditions for change that improve outcomes for students and staff. Recent research from Professors Saul Rubinstein and John McCarthy of Rutgers and Cornell Universities respectively has demonstrated the powerful impacts of labor-management collaboration on student achievement and staff retention.
The deep shift is a process shift of the way you work together. The culture of working together—risk taking, truth telling, openness, and so forth. You can't learn that in a seminar. You must learn that in action research working and listening to each other in a healing way.
Dr. Patrick Dolan , Labor-Management Leader & Author of Restructuring Our Schools
Building trust takes time, it doesn't happen overnight. It's about following through with what you say you're going to do. We don't want to see each other fail.
Dr. Mary Sieu , Superintendent, ABC Unified School District 2017 ACSA State Supt. of the Year
What the LMI and the whole Labor Management Collaboration Initiative is doing is a good thing because people are hungry for it. It's time for something like this.
Eric Heins , President, California Teachers Association
You can't make change unless people believe in the process.
Jodi Muirhead, School Board Member Santa Clara Unified School District
Labor Management partnership has become so important in our district because our members believe they should have a voice at the table.
Machelle Kessinger , President, CSEA Chapter 281 Milpitas Unified-Area C Director
Hear more about the impact of the CA LMI:
The CA LMI works with leading education researchers to highlight stories of labor-management partnerships across California. These stories from practitioners in the field highlight the work of educators transforming labor-management practices in school systems to intentionally move across the partnership continuum and improve outcomes for students and staff. Please use these examples to learn about approaches to drive change and improvement in your organization.
CA LMI Spotlight – Dinuba's Journey: From Conflict to Cooperation – October 2020
What's inside: Each Spotlight features a researched story of transforming labor-management practices in one of the 150+ districts that have participated with CA LMI. This spotlight story features the ten-year journey of growth and relationship building in Dinuba Unified.
CCEE – Building a Culture of Trust – June 2020
What's inside: A two-year partnership with Monterey County Office of Education and district labor-management teams across the region is at the center in this new publication from the California Collaborative for Educational Excellence (CCEE). It also includes information on the regional network, set up by CA LMI, to support and strengthen labor-management partnerships at County offices. The work of Alisal Union School District, a four-year partner of LMI, is also highlighted.
CCEE – The SJUSD Approach –November 2020
With evolving state guidelines and considerations, local partnerships are critical in ensuring a safe return to schools. The #ComeBackCASchools campaign spotlights LEAs' collaborative approaches to support instruction and address all potential factors that could influence the continuity of learning. CCEE's spotlight on San Juan Unified School District (SJUSD) showcases the long-standing partnership between SJUSD and its teacher union, the San Juan Teachers Association (SJTA), that allowed for the last-minute shift back to distance learning more manageable. Built on a foundation of trust, this collaborative relationship operates from a theory of action and a core set of shared beliefs, which guided SJUSD's strategic priorities for the 2020-21 school year.
Collaboration and Addressing Student Needs: A Rural District's Response to COVID-19 – June 2020
What's inside: COVID-19 has disrupted California's education system in fundamental ways. Districts across the state are quickly creating strategies to serve all students, and many are designing their responses around the needs of their most vulnerable students. This brief highlights the response of Mother Lode Union School District (MLUSD) to the COVID-19 pandemic, in which district staff and teachers were able to collaborate—despite the unprecedented crisis—to meet student needs. The district has been a part of the CA LMI Sacramento/El Dorado Regional Network.
Impact of the CEC Labor-Management Partnership in Santa Clara California – October 2019
What happens when a concerted effort is invested in promoting healthy relationships between education leaders and practitioners? The Consortium for Educational Change (CEC) in partnership with the Santa Clara Labor Management Partnership has spent the last five years focused on doing just that. This case study highlights the impact of the efforts to support stronger relationships and collaboration to improve teaching and learning in Santa Clara Unified School District, Santa Clara, California. CEC facilitated the effort to repair frayed communication throughout the district with the end goal of improving communication structures between the school sites and the district office, and elevating teacher and student performance and satisfaction.
The ABC's Partnership: Creating a Labor-Management Partnership Focused on Student Achievement – 2012
Since 1999, ABCUSD and ABCFT have built and sustained a partnership that now serves as a strong example of labor-management collaboration. Their early and ongoing experiences are inspiring other unions and districts—from as far away as South Africa—to create a new way of working together. This handbook is intended to provide a more detailed look at how the district and the union achieved their successful partnership, and to offer suggestions that other school districts and employee unions can follow to reach a similar level of trust and collaboration.
Case Studies of Three California School Districts – Alhambra, San Juan and Pomona – Spring 2016
Responding to recommendations of the former SPI Tom Torlakson's Blueprint 2.0, CDE Foundation collaborated with the leaders of California's largest public education organizations and launched the California Labor-Management Initiative (CA LMI) in spring 2015 at a symposium in San Diego. Teams of superintendents, labor leaders, and school board members from 47 school districts across California participated in the symposium to learn about labor-management partnerships and their impact on student learning. An additional 50 district and county office teams attended similar regional events later that fall. In 2016, 42 of the 97 teams that attended these introductory meetings participated in a round of regional convenings that explored labor-management practices in greater depth. To build on the state's knowledge base about how these partnerships work and their impact on school effectiveness, the CDE Foundation sponsored case studies of 3 California school districts that are engaged in labor-management collaboration and have participated in at least one of the CA LMI convenings.
A key element of increasing collaboration and trust is building systems and practices that change school culture so everyone plays a meaningful role in problem-solving and decision making. The CA LMI hosts various statewide and regional gatherings to provide a space for district, school and union leaders to learn about and engage with methods to create better working relationships. Meetings range from half-day workshops to three-day-long conferences and feature keynote speakers, skill-building sessions, and team discussions.
Upcoming LMI Events
These events are an opportunity for labor-management teams to learn from other districts, share insights, and plan their work together. Teams will hear from districts that have made significant strides by making labor-management partnerships a priority. They will learn together how to take substantive and collaborative steps in a post-Janus world. We recommend participants attend as part of labor and management teams that include district and possibly site staff as well as representatives from each bargaining unit within the school district. With the increased focus on the importance of labor relations this past school year, there has never been a more important time to forge deeper partnerships between labor and management. Join with your colleagues who are taking action to strengthen our public institutions! Space for all events is limited so please register your team as soon as possible.
Save these dates for upcoming events in 2021! Registration and webinar details coming soon.
Labor-Management Convening: February 9
CA LMI Webinar: February 18
CA LMI Webinar: March
Labor-Management Convening: March 25
Labor-Management Convening: April 22
Summer Institute June 21-23
Partner Organization Events
Please contact our team if you have events we can highlight and promote!
Resources from Past CA LMI Events
Webinar – Prioritizing through Uncertainty: Leading with principles of Trust, Equity, and Communication. View the Webinar Recording
Webinar: Leading Through Uncertainty: Organizational Learning and Renewal During COVID – View the Webinar Recording
2020 Southern California Network Convening: Shared Resource Folder
2020 Central Valley Network Convening: Shared Materials Folder
Sacramento/El Dorado Regional Network: Shared Materials Folder
Monterey Regional Network: Shared Material Folder
2019 Northern California Network Convening: Shared Materials Folder
2019 Summer Institute Pre-Conference & Summer Institute: Shared Materials Folder
Learning Lab on Social Emotional Learning & School Climate: Agenda & Shared Materials Folder
2018 Fall NorCal Network Convening: Agenda & Shared Materials Folder
FIND MORE RESOURCES HERE
CA LMI Virtual Summit
June 23-24, 2020 (Pre-Conference June 22)
The California Labor Management Initiative (CA LMI) Virtual Summit was held June 23-24, 2020. The two-day virtual event provided an opportunity to learn about labor-management partnerships, work with collaborative tools & frameworks, and plan as a team. The Summit was designed as shared learning and team-building experience for school district and county office labor-management teams.
Over 500 educators attended the CA LMI Virtual Summit. During the event these leaders from across the state attended workshops and participated in small role-alike groups. They also met as district and school labor-management teams using 43 simultaneous virtual breakout rooms to work together on issues of reopening and collaborative problem-solving.
Linked here is the five-minute Virtual Summit summary video we put together and showed on the last day of the event with elements from the entire two-day convening.
Additional videos including the Pre-Summit webinar for new teams, the Virtual Summit keynote by Dr Pedro Noguera, our practitioners panel discussion and all nine concurrent workshop sessions are posted on our YouTube channel Summit playlist.
We generated quite a lot of content from the Virtual Summit which we will be developing into additional supports for labor-management teams across the state. We also developed a Resource Library for the event which includes reopening guidance from a wide range of state organizations. Included in this is the reopening material from the National Labor Management Partnership who also did a workshop at our Summit.
What is CA LMI?
The California Labor Management Initiative, a project of the CDE Foundation, brings together public school union and management leaders to co-develop structures and practices that lift staff voices and build systems for continuous improvement to create better outcomes for students and staff, parents and communities. The CA LMI fosters and supports labor-management partnerships as a foundational element of improving public schools and advancing educational equity in California.
Why should my team participate?
CA LMI convenings provide safe, supportive learning environments in which public school union and management leaders can have tough conversations that lead to collaborative problem-solving utilizing structures, frameworks and research to collectively meet the needs of students and staff. The CA LMI provides labor-management teams hands-on tools to lift up issues and co-develop practical solutions to improve outcomes.
What types of supports does the CA LMI offer?
If you are interested in learning more about the CA LMI and would like to participate, the California Labor Management Initiative provides districts and county offices with three tiers of support to advance labor-management collaboration.
Universal Convenings, provide labor-management teams across the state opportunities to learn about labor-management partnership, understand key collaborative frameworks and are designed as a shared learning and team building experience for school districts and county offices. Universal convenings are provided in various regions of the state as well as online virtual offerings. These convenings provide a place for unions and management to learn together and build trust and relationships. See the CA LMI website for upcoming events, materials and our CA LMI Resource Library.
Regional Networks connect multiple districts within a geographic region and support localized networks which build capacity and peer learning opportunities over time. Regional Networks support sustained peer-to-peer learning, and they provide a structure for teams to share resources, celebrate successes and navigate challenges. We have worked to connect our Regional Networks to County Offices of Education as a hub for convening districts and develop labor-management regional planning committees to further our networks.
Individualized Supports provide an opportunity for districts or county offices to work with the CA LMI staff or consulting partners to further support their labor-management teams. The support is tailored to the individualized context of the district or county office. Teams can contract with the CA LMI staff or our consulting partners directly to develop a customized scope of work to advance their labor-management partnership efforts via in-district coaching.
Who should participate in my labor-management team?
Most teams typically include at a minimum, the Superintendent, Classified and Certificated Union Presidents and a school board member. Additional key leaders may include the Asst. Supt for HR, Chief Academic Officer and other top union executive officers. As teams continue to participate they typically add site labor-management leaders such as principals and building reps. Larger districts often roll out the effort via cohorts of school site teams once the district level leadership has engaged.
The CA LMI is supported by several foundations that help reduce costs for participation. Our low cost convenings can run as little as $50 per person. Please contact us directly for more information or see the CA LMI website for upcoming events.
Can I participate as an individual?
We encourage you to connect with your labor and management leadership to organize your labor-management team attendance at CA LMI events. Some virtual events such as webinars are designed for individual participation but we encourage teams to participate together whenever possible.
What state association and agencies are involved?
The CA LMI works closely with the California Department of Education and the California Collaborative for Educational Excellence. State educational associations representing teachers, classified staff, administrators, and school board members, also play a critical role in advancing labor-management collaboration on a broad scale. CA LMI has had ongoing support from leaders of state associations and agencies, as demonstrated by their participation on our Steering Committee and involvement in CA LMI statewide institutes and trainings. The CA LMI Steering Committee members meet at least once a year to provide high-level guidance and connection to their members. Representatives from state partners include:
ACSA: Association of California School Administrators
CCSESA: California County Superintendents Educational Services Association
CCEE: California Collaborative for Educational Excellence
CDE: California Department of Education
CFT: California Federation of Teachers
CSBA: California School Boards Association
CSEA: California School Employees Association
CTA: California Teachers Association
What research supports this work?
Studies from researchers such as Anthony Bryk have highlighted the importance of developing collective trust among school staff. In a labor-management context, more recent research from Saul Rubinstein and John McCarthy from Rutgers and Cornell Universities has shown the impact of labor-management partnership and collaboration on student achievement and staff retention. These impacts are particularly pronounced in high poverty schools. For instance, their work found that teacher turnover in high-poverty schools was 3.5 times the rate of that in low-poverty schools when school-level educator collaboration was low. However, when collaboration was high, there was no statistical difference between turnover in high-poverty and low-poverty schools. Additionally, Rubenstein & McCarthy found that formal union-management partnerships at the district-level seem to be a catalyst for building highly collaborative schools, finding those district partnerships are positively associated with school collaboration.
How do labor-management partnerships interact with district bargaining processes?
The work of the CA LMI is not a substitute for collective bargaining and the CA LMI does not get involved in negotiations. Participating with the CA LMI and building labor-management partnerships is often cited by labor and management leaders as being helpful in providing additional problem-solving strategies/opportunities outside the formal bargaining process.
When will you have in-person convenings?
We hope to resume convening in-person as soon as it is safe to do so. In the meantime, we are convening teams virtually using online platforms.
Is this work supported at the national level?
The effort of the CA LMI has been joined on the national level with the recent activity of the National Labor Management Partnership (NLMP). The NLMP is a working group comprised of the American Association of School Administrators, American Federation of Teachers, National School Boards Association, and the National Education Association (NEA). From their 2018 National Call to Action to their recent NEA workbook Collaborating for Student Success, there is a growing recognition of the importance of effective labor relations in improving public education.
What labor-management teams have participated?
Over 170 district and county office labor-management teams have participated with the CA LMI since our start in 2015. Please contact us to learn about teams that have participated in your region.


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The Jobs Yale Promised
Henry Reichard
Design by Sam Oldshue.
The aldermanic chambers were so packed that people had to sit on the floor, stand in the aisles, or even crane their necks from the hallway outside, where the crowd had overflowed. It was loud. It was hot. And the people inside the chambers were angry. Activists from New Haven Rising – an organization that campaigns alongside unions for solutions to the jobs crisis – waved signs reading "HIRE US" and "Yale: Take the Lead!" Yalies fanned themselves with fliers. Concerned New Haven residents read the sheets Yale representatives had handed out, cataloguing the university's record of local hiring in the past three years. Other New Haveners, who had tried and failed to find work at Yale, prepared to give short testimonials. It was February 21st, 2019. Yale was making a public report on its progress toward a 2015 pledge to increase the number of workers it hires from New Haven.
In that pledge — which Yale officials publicly signed in December 2015 — the University promised to hire one thousand New Haven residents into permanent full-time jobs. At least five hundred of these residents had to come from "neighborhoods of need," a term used in the pledge to refer to communities in New Haven where the jobs crisis is particularly severe, including Dixwell, Dwight, Fair Haven, The Hill, Newhallville, West River, and West Rock. At the February hearing, Janet Lindner, Yale's Vice President for Human Resources and Administration, initially claimed that Yale had far surpassed these figures, hiring 2,591 New Haven residents, including 627 from neighborhoods of need. But both city alders and representatives from Yale's Local 34 and Local 35 unions immediately questioned those numbers. Lindner had counted 1,431 post-doctoral associates – temporary graduate researchers, not permanent hires, as stipulated by the original contract. Board of Alders President Tyisha Walker-Myers also questioned whether journeymen construction workers should be counted, since they were being hired for short-term contracts and already had credentials. Discounting the journeymen, Yale had hired only 876 of the promised one thousand New Haven residents. Only 273 of the promised five hundred came from neighborhoods of need.
Over the course of the four and a half hour hearing, forty-five speakers gave three-minute speeches, several of which were recounted by the New Haven Independent. Since graduating from Wilbur Cross High School three years ago, Carlos Hernandez said he had applied multiple times for a service job at Yale. Despite his experience in kitchens and hospitals, Yale rejected all his applications. Jamie Schmidt tried for eight years to get a full-time job at Yale. Although she held a business degree, she was told that she wasn't qualified. And Karen Harrison, a grandmother living in West Rock, said she had been trying for six months to get a full-time job at the dining hall she works in, ever since her hours there were cut.
"Today I am one of those that's struggling," Harrison said at the hearing, as the Independent reported. "I'm one of the ones that's going to have my lights turned out. I'm one of the ones that isn't going to have food. I'm one of the ones that might not hawve heat or a roof over my head. I just wanted to be one of those who get good-paying jobs that they promised us."
Some of the youth activists present discussed the connection between violent crime and unemployment. They argued that more local jobs would save the lives of youths killed on the streets. (While violent crime in New Haven has been steadily decreasing over the past decade, there were still ten homicides in 2018.) Others noted that many of the neighborhoods of need have high Black and Hispanic populations; Yale's failure to hire from these communities, they claimed, made it complicit in racial injustice. And Rev. Scott Marks – Director of New Haven Rising – said that "this failure has revealed that the University's hiring process is deeply flawed, and New Haven residents are not being treated fairly. Our residents can succeed in Yale jobs, but the current hiring process erects walls that prevent them from having a fair shot."
Since the 1970s, when factories began to close en masse, New Haven has experienced economic decline and high unemployment levels. If all New Haven jobs went to New Haven residents, then the jobs crisis might be over. According to Free Speech Radio News (FSRN), in 2015 there were eighty-three thousand jobs in New Haven, more than half of which paid a living wage of at least twenty dollars an hour. "But only nine thousand of those living wage jobs are held by New Haven residents," FSRN reported, "and only two thousand of them by residents in the city's low-income neighborhoods." Though Yale is the city's largest employer by a significant margin, FSRN reported that in 2015, less than a third of its employees lived in New Haven.
Throughout the February hearing, several questions were reiterated, again and again. Is Yale genuinely committed to local hiring? Is it committed to hiring workers from low- income neighborhoods – to ending the jobs crisis that has existed in these communities since the 1970s?
When Joelle Fishman moved to New Haven in 1968, the Elm City was a factory town with Yale at the center. She remembers that New Haven was seething with activity back then — an activist's city, filled with Vietnam War protesters, soon to be caught up in the trials of several prominent Black Panthers, but also a worker's city, filled with industries and good union jobs. Over the coming years, the industries left, the factories closed down, and the newly unemployed workers looked to Yale for work. Fishman's husband took a job at Yale. She joined the New Haven People's Center, a local hub for immigrant rights, labor activism, and other social justice causes.
The People's Center has been in New Haven since 1937. It's a weather-worn brick townhouse rising three stories over Howe Street; over the years, it's served as a homeless daycare center, a site on the Connecticut Freedom Trail, and a meeting place for Union 1199, which represents workers in the healthcare industry. The door is usually unlocked. The first floor is filled with relics of activism: pictures of quilts from the Connecticut Freedom Trail, a photograph of some of the youth activists in Elm City
Dream, and a patchwork quilt decorated with scenes and quotes from the civil rights movement. "We are not afraid, we are not afraid / We are not afraid today," reads one of the quotes, referencing Pete Seeger. "Oh, deep in my heart I do believe / We shall overcome some day."
Fishman is older now: wrinkled, a little hunched, but just as active in community organizing today as she was in 1968. She's become the coordinator of the New Haven People's Center. When she talks about the jobs crisis in New Haven, about the longstanding pattern of discrimination in Yale's local hiring, it's with a clear and steady voice. "A lot of work, a lot of commitment, a lot of determination" — that's what brought Yale to the negotiating table in 2015, Fishman believes, and that's what will bring it back in the future. "It was basically taking anger and frustration in the community and turning it in a positive direction. Saying, 'let's do this together.'"
There are several reasons why Fishman believes that Yale has a duty to hire from neighborhoods of need. One is that the city's economic decline has disproportionately affected communities with high populations of racial minorities. In 1937, the Home Owners' Loan Corporation (HOLC) created a "residential safety map" of New Haven, indicating which areas in the city were "safe" to invest in and which areas were supposedly too hazardous for investment. HOLC's map also noted which neighborhoods had been "infiltrated" by racial minorities; none of the safe neighborhoods had any infiltration, while many of the hazardous neighborhoods included descriptions such as "given over largely to Negros employed as domestics." (Infiltration was used by HOLC as an official term.) This map – a form of redlining – prevented many residents of the hazardous neighborhoods from obtaining home loans or other basic services. It also accentuated racial segregation in the city.
When industries left, the redlined communities (those that HOLC had marked as hazardous) suffered inordinately. In 2011, the Connecticut Center for a New Economy (CCNE) published a comprehensive report detailing the history of economic inequality in New Haven over the past few decades. Among other things, this report compared the economic evolution of Newhallville, a redlined community that relied heavily on jobs from the gun company Winchester Repeating Arms, and that of East Rock, one of New Haven's wealthier neighborhoods. In 2011, fewer than 6 percent of households earned less than $10,000 in East Rock; 20 percent did in Newhallville. 27 percent of households earned more than $100,000 per year in East Rock; 6 percent did in Newhallville. East Rock is over 80 percent white. Newhallville is more than 80 percent African-American.
Yale didn't help HOLC draw its map of New Haven, and Fishman doesn't claim that the university is directly responsible for racial segregation in the city. But she does think that the university is complicit in New Haven's racial inequality, in part because it has historically hired few residents of redlined communities. She thinks that Yale's commitment to hire from neighborhoods of need is a necessary redress for past discrimination: for past attempts to shut out the "hazardous" portions of New Haven.
When Fishman came to New Haven in 1968, Yale President Kingman Brewster was advocating a plan that would physically separate the University from Dixwell, Newhallville, and other redlined neighborhoods by extending interstates I-91 and I-95 around the campus in a circle. "There was a lot of opposition," Fishman recalls. "It was called a moat. It was stopped by community organizing." She remembers a day, not long after this plan was defeated, when her husband brought home a memo from Yale warning new students about "dangerous people" they might encounter on the streets. "It was coded language," Fishman says. "It was racist." And she remembers yet another day, years later, when a highly qualified African-American woman was denied a job at Yale in favor of an outside candidate. A local union filed a grievance; the professor in charge of hiring — who also lived outside New Haven, near the outside candidate — explained his rationale with surprising candor during the grievance hearing. "It's true that the two women are equally qualified," Fishman remembers him saying. "But because I'm more comfortable with the woman from my area, that makes her more qualified than the other woman."
Near the end of the CCNE report, the authors claim that what New Haven needs above all is a jobs pipeline: "a large-scale, comprehensive program…to educate, train, and hire local residents." Shortly after the report was published, rallies and protests began in earnest. In December 2011, one thousand people marched in a rally against income inequality, carrying "Occupy New Haven" posters above them. In April 2012, nearly two thousand people marched from the New Haven Green to Yale Medical School, calling for the jobs pipeline envisioned by CCNE.
In September 2014, organizers from New Haven Rising inaugurated a campaign for more local jobs in New Haven. In June 2015, after many months of protests and community organizing, Yale pledged to hire five hundred New Haven residents over the next two years. This proposal — which made no mention of New Haven's low-income neighborhoods — was greeted with almost universal condemnation. Only two days later, a crowd of one thousand demonstrators gathered on the New Haven Green. "Hire the five hundred now!" Ward 23 Alder Tyisha Walker-Myer shouted before the crowd. Posters with this slogan were all over the Green. Mayor Toni Harp and Rev. Scott Marks said that Yale had a responsibility to help fix the jobs crisis. Several months later, in December, New Haven Rising planned another demonstration — this time a march on the Broadway shopping district, which could have resulted in mass arrests. Just days before the march was scheduled to take place, Yale conceded to the organizers' demands. The university made its public pledge to hire one thousand city residents and committed to hiring five hundred from neighborhoods of need.
A month after the report was published, the Board of Alders created a research group charged with finding solutions to the jobs crisis. This group conceived New Haven Works (NHW) – a nonprofit that helps residents apply to jobs at Yale and other local other employers. The job coaches at NHW work in collaboration with staff from Yale's New Haven Community Hiring Initiative, a program that matches NHW's clients with available job openings at
Yale. The 2015 pledge stipulated that Yale's one thousand local hires "would come primarily from New Haven Works." Yet it would be hard to call NHW a "large-scale" or "comprehensive" solution to the jobs crisis. According to Filip Relic – a recently hired job coach at NHW – the nonprofit has only five job coaches, and in a typical month it has room to take in under half of the hundred or so people who pre-register for job counseling. These forty to fifty applicants are chosen by random lottery. The rest are out of luck.
New Haven Works has its office on the first floor of a tired-looking brick building near the Peabody Museum. Walk inside on a typical day, and you'll find a row of empty seats and blank computers, a listless room with motivational posters plastered to every available surface. There's a receptionist, a job coach or two, and a handful of young men and women sitting in front of computers, revising their resumes, sending in application after application. The only sound in the room is the chatter of the receptionist and the soft clicking of the keyboards.
For many of its clients, NHW makes all the difference. Osikhena Awudu can't remember how many times he applied to positions at Yale before coming to NHW. Back in 2012, he was a paralegal at a Hartford law office; he wanted to work at Yale because the seventy-five-mile round-trip commute from his Newhallville home to Hartford was taking a toll on his family life. He applied to technical positions, to low-level administrative positions, to anything for which he was qualified. All his applications were denied. He never even got an interview.
"New Haven Works broke the cycle, really," Awudu said. "I had sent many, many applications before, but essentially hadn't gotten anywhere." He was an impressive candidate. He had a bachelor's degree in law from the University of Ibadan, a master's degree from the University of Buckingham, and a year's professional experience working as a paralegal. A job coach at NHW helped him strengthen his resume and put him in contact with a human resources generalist at Yale. A few weeks later, the generalist invited Awudu to apply for a position as a senior administrator at the Law School, a job that normally would have been open only to internal applicants. He went through a series of interviews, was hired, and a few years later moved up to his current position as a program manager. He's been at Yale ever since.
Melissa Mason, the Executive Director of NHW, is proud of the work her staff has done over the past seven years. "Since we've opened our doors, we've placed over 1,300 people into jobs with area employers, and 75 percent of those jobs have been what we call regular or permanent jobs," she said. NHW services clients with a wide range of backgrounds: people with high school diplomas, with an associate's or bachelor's degree, and even some, like Awudu, with master's degrees or PhDs. Mason noted that over 80 percent of NHW's clients are people of color and that over 50 percent come from low-income neighborhoods.
Relic became a job coach at NHW quite recently, but he's already been able to help several people find work. One of his clients works in New York City and spends five hours on the train every day, which costs her about $800 per month. She hadn't had any success applying to jobs in New Haven for the past three years, but after just three meetings with Relic she's been able to get an interview at a local bank. "She may be selected or not," Relic said, "but it's definitely bringing her closer to the goal."
Relic noted, however, that NHW doesn't have the staff or the funding to address the full demand of New Haven residents for job counseling. The majority of NHW's funding comes from the state and the city of New Haven, though Yale also supports the nonprofit. "Considering the size of this nonprofit, I think we are doing a great job," Relic said. "Considering the size and the budget," he repeated.
Local hiring isn't just an economic issue. Though violent crime has decreased markedly in New Haven in recent years, it still disproportionately affects the "neighborhoods of need" of Yale's promisecommunities with high minority populations, and many believe that better job prospects in the area would help keep the area safer. The authors of the CCNE report include several testimonies from New Haven residents. One of the most striking comes from Shelton Tucker, who in the late 1990s turned to drug dealing because of the lack of economic opportunity in New Haven.
"When I was a kid, drug dealers were looked at as somebody who had made it — had found a way to climb up out of this mess," Tucker said in his testimony. He also turned to drug dealing; at the age of fifteen, he was making $500 a day. "But within three years I had a list of names in a folder—it had to be thirty names—of my friends who had died," he wrote. "In 1997, I went to five funerals in two months."
Tucker argued against policing as a way of combating drug dealing. "We can't arrest our way out of a drug problem," he wrote. "If you really want to fix the problem, give those guys some jobs. Prison is not a real deterrent. Depending on the level of poverty or desperation, they'll weigh the unpleasantness of going to prison against this poverty and desperation, and the risk becomes worth it. But the job — that's a real incentive, and a real way out."
For Tucker, a good-paying job provided an alternative to drug dealing. "I got a job in construction through the city's construction workforce program," he wrote. "There was an opening and I got in and never looked back."
Naomi D'Arbell Bobadilla, currently a sophomore at Yale, campaigned door-to-door for New Haven Rising last summer. Bobadilla doesn't know what the leadership of New Haven Rising —which did not respond to repeated requests for comment — plans to do next. Members of New Haven Rising are currently gathering signatures for a community petition, and Bobadilla suspects that something larger may follow. "Everyone will have the choice to believe a multi-billion dollar corporation or a community that has gathered testimonies and stood together," she said.
Many activists criticize the university for adopting a reactionary posture. While Yale has created several programs of its own accord dedicated to ending the jobs crisis, such as the New Haven Community Hiring Initiative, it has also failed to emphasize local hiring at moments when activists haven't pressured it to do so. In 2017, the Yale Daily News reported that on a typical day, just 12 percent of the construction workers building the two new residential colleges were New Haven residents. Vice President for Communications Eileen O'Connor told the News that on most construction projects, the university tries to get "at least 25 percent New Haven residents," and that they had merely fallen short on this particular project. A city official interviewed by the News mentioned the specialized skills needed to build certain parts of the colleges – skills that few New Haven residents possessed. Fishman saw things differently. She considered the low figure to be yet more evidence that Yale isn't invested in hiring from New Haven.
Fishman believes there are systemic issues with Yale's hiring practices that have historically shut out many New Haven residents. She said that a little more than a year after Yale's 2015 pledge, members of New Haven's Black and Hispanic Caucus met with representatives of Yale to review the university's progress. During the meeting, Fishman said, "they discovered that the majority of applications that came from New Haven Works weren't even opened. If there was one small error, or if one line wasn't filled out on the cover, then the whole thing was just put in the file bin." She also mentioned that for certain jobs at Yale, you have to start out as a casual worker with twenty or fewer hours every week. "It's really hard for people to do that, because they can't live on that," she said. "You have to have another job as well." Since the hearing this February, Yale has avoided commenting on its 2015 pledge. Lindner, Tom Conroy, the University Spokesman, and Chris Brown, the Director of Yale's New Haven Community Hiring Initiative, were all unwilling to provide any comment on Yale's hiring processes. Representatives of Yale's UNITE HERE unions also did not respond to repeated requests for comment.
Alderman Hacibey Catalbasoglu, currently a senior at Yale, remembers the February hearing as if it were yesterday. He had never seen so many people in the aldermanic chambers. Hacibey has lived in New Haven all his life, but he also remembers that, before becoming a Yalie, he never felt comfortable walking onto Cross Campus. For him, the jobs campaign is part of the larger struggle to eliminate the divide between Yale and New Haven. "We shouldn't be making Yale out as the enemy," he said. "But, at the same time, we should be asking how it can do more."
Last year, in a bid to balance New Haven's budget, the Board of Alders approved an 11 percent increase in the city's already high property tax. Yale owns a large proportion of the land in New Haven, but much of its property is tax-exempt. Catalbasoglu thinks that the residential colleges, at the very least, should not be tax-exempt. He thinks that Yale should try to get an affordable diner to open on Broadway in order to turn the Broadway triangle into a place where Yalies mingle with New Haven residents rather than a gentrified extension of Yale, "a place where New Haven residents don't go." And even if Yale had fulfilled its 2015 pledge, he doesn't think that five hundred hires from neighborhoods of need would be enough. "No number is enough," he said.
In 2011, thirty-four people were killed on the streets of New Haven. When Fishman thinks back to that violent year, she wonders whether those people would have died if the jobs crisis had been less severe. She wonders if Yale could have done more for New Haven in 2011, if it will do more in the future. "There's a lot of anger. There's a lot of frustration," she said. "Yale is the company in a company town right now."
—Henry Reichard is a senior in Davenport College.
Posted on May 1, 2019 May 8, 2019 Author Henry ReichardCategories FeaturesTags April 2019 — Volume 51 Issue 5
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redpajama_set_name: RedPajamaCommonCrawl


To do business in the Town of Cave Creek*, you must have a Cave Creek Business License (per Ordinance 2004-16).
If you're doing business for three days or fewer, you may apply for a Temporary Business License.
For those doing business for more than three days, an Annual Business License is required.
*Please be aware that not all areas with a Cave Creek mailing address are within town boundaries. Please verify that you need a Cave Creek Business License before applying. Business licenses are non-refundable.
If you wish to request a Peddler / Solicitor License, please fill out the application. Please also be sure your company has a current business license (see above). Incomplete applications will not be processed.
The fee for special event applications is $100 per resolution R2009-19. This fee applies to profit or non-profit status applicants.
Looking for a cost effective way to advertise your event in the Town core? The Town has banner space available in the medians of Cave Creek Road and Carefree Highway. Contact Bambi Muller (480-488-6609) or Patty Pollnow for more information.
Please contact your accountant or the Arizona Department of Revenue for any tax questions or for more information on obtaining your appropriate tax I.D. numbers.


Along with some great items for your flock, our September box provided chicken keepers with some items to aid in relaxation now that the kids are off to school (or you've just had a busy summer!).
Not a September subscriber? Get our September 2016 box without a subscription in our Shop, but there are only a few left! This option is perfect for anyone who just can't wait for their first box, wants to try out this whole subscription box thing without a commitment, or for a gift. We'll send this one out the next business day following your order, and you won't get another one (or be charged for another one) unless you subscribe.
Please note: Substitutions may be made on items in past boxes based on product availability.


Recently worked with the amazing Lucia. Documented focus on circular movements within dance.
I am always finding a post that has that topic that is new to the eyes of the people. The people that will read this will have many questions on their mind and how those two people have been used as the image of the post. A post that has an indication about the moves. Those movements that are accompanied by a dance is new to me.


Al Shareef Oudh is about craftsmanship, quality and tradition.
We artisanally create scents of times long gone by; Luxury oudh oils, Middle Eastern Incenses and Aromas that will liven up the beholders soul.
Luxury Oudh Oils and Woods have been a part of our tradition for hundreds of years. We take great pride in our tradition and in the preservation of the sciences of Boutique Scents, lovingly safeguarded and passed down from generation to generation - we are not mere enthusiasts - our heritage is what makes us who we are, and it is this richness of heritage that distinguishes us from other Oudh distillers and perfumers.
We believe Oudh/oud is a timeless wonder. It provides upliftment in both religious gatherings and private settings. Be it Oudh oil or Oudh wood, both can take you on a very personal and valuable journey. Rich and multi-faceted, Oudh evokes moments lost and personifies emotions felt. It is a myriad of notes chiming in perfect symphony, unfolding one after another transporting you to an almost tangible time - we understand the intimacy and value of Oudh, of unspoken nostalgia and these stories are embedded in the Oils crafted for our discerning clients.
The creation of an Oudh/oud Oil is art - we craft and compose Oudh/oud essential Oils like the fashioning of a fine painting; hand picking and resting the finest woods, meticulously cleaning through chips, no shortcuts are taken in the processes of soaking, distilling and curing. Finally this art is bottled; an ode to our excellence, heritage and tradition. We pride ourselves in producing the best oudh/oud oil.
We also work with other luxurious materials such as musk, ambergris, sandalwood and rose oils to blend prestigious scents the likes of which were worn by the former Caliphs, Emirs and Sultans.
At Al Shareef Oudh we look to the future and are involved with one of the largest Organic Oudh initiatives in the world. Conforming to strict international standards in how we plant, take care of, inoculate and harvest Oudh we endeavour to ensure all raw materials are sourced ethically. Harvests are conducted in a manner whereby minimum loss is caused to the parent tree - if certain branches can be cut instead of the whole tree that is what we do. As natural Oudh trees diminish there is no doubt the future of Oudh is based around sustainable organic Oudh - Our aim is to ensure the future generations are not deprived of the pleasure of experiencing pure Oudh.
In a changing world that is fast leaving tradition behind, we take inspiration from our history and ground ourselves in it. Today this legacy is one of perfection, quality and artisanal craftsmanship, with the distinct mark of history. We apply the same fundamental methods that were employed traditionally, enriching it with the experiences of time and the accuracies and efficiencies of modern science, recreating the experiences of the old in a modern age so we can experience Oudh in a vintage manner.


The story began one day a long time ago when I asked my heavenly Father to work for Him. I simply asked God to use me. I sincerely petitioned to Him. Everything else being offered to me seemed too certain; I wanted an adventure.
Time passed and He showed me a snippet of my work I'd asked for and I became afraid. Funny right? He answered my prayer and I was afraid.
He reminded me I could trust Him and began to prove it!
A lot of back and forth went on for years: God being there—me walking away. God calling me— me not answering. God teaching me— me refusing to learn. God showing me the beauty of His thoughts for me and offering to be my life's guide— me lacking courage to accept what He's freely giving….. me lacking courage to follow Him.
I gave up running away from Him; it profits me nothing.
I just walk now, daily.
I trust God; He got me.


For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem Steel structured using vertical hierarchies? Why are newer steel mini-mills such as Chaparral Steel structured more horizontally, capitalizing on the innovativeness of their employees? Part of the reason, as this section discusses, is that organizational structure has a certain inertia—the idea borrowed from physics and chemistry that something in motion tends to continue on that same path. Changing an organization 's structure is a daunting managerial task, and the immensity of such a project is at least partly responsible for why organizational structures change infrequently.


Hire our fun giant operation game! Don your doctor's outfit and race against time to save our ill event expert. The giant operation game stands just short of 6ft taking on the perfect household favourite giant operation game.
The countdown clock stands at 60 seconds, while you must have a steady hand to remove all injuries from the body. Patience and steady hands are key as if it hurts he will soon let you know.
The giant operation game will provide plenty of laughs for corporate events, party entertainment and fun days.


This website is intended for those who are born-again Christians who struggle with transgender issues. Those who are not Christians will find this site to be a frustration, since I repeatedly make reference to the Holy Scriptures found in the Bible and to the Lordship of Jesus Christ, the King and Head of the Church.
If you have any interest in spiritual things and what God Himself says about transgender issues, I invite you to read some of the pages on this website. There is no bashing or bad talk about the LGBTQ community.
This author does not agree with the false portrayal of Jesus Christ as a transsexual. This imagination of deceived men is patently false and contrary to the truthful depiction in the Bible of Jesus as the only Savior and Lord of fallen mankind. He is the Son of Man, who alone is without sin or fault. He is good.


text:
using System;
using System.Collections.Generic;
using RPG.Engine.Graphics;
using RPG.Engine.Scripts.Characters.NonPlayable;
using RPG.Engine.Scripts.Characters.Playable;
using RPG.Engine.Scripts.Environment;

namespace RPG.Tests
{
    public static class TestPathFinding
    {
        public static void Main()
        {
            Room room = RoomFactory.Create();

            Hero hero1 = HeroFactory.Create(room);
            Hero hero2 = HeroFactory.Create(room);
            Enemy enemy = EnemyFactory.Create(room);

            List<Hero> heroes = new List<Hero>();
            heroes.Add(hero1);
            heroes.Add(hero2);
            //GraphicalEngine.PrepareScreen();
            Console.WriteLine(room[hero1.LocationRow, hero1.LocationColumn] + " " + hero1.LocationRow + " " + hero1.LocationColumn);
            Console.WriteLine(room[hero2.LocationRow, hero2.LocationColumn] + " " + hero2.LocationRow + " " + hero2.LocationColumn);
            Console.WriteLine(room[enemy.LocationRow, enemy.LocationColumn] + " " + enemy.LocationRow + " " + enemy.LocationColumn);

            //  Console.WriteLine(room[enemy.LocationRow, enemy.LocationColumn]);
            // for (int row = 0; row < room.TotalRows; row++)
            // {
            //     for (int column = 0; column < room.TotalColumns; column++)
            //     {
            //         Console.Write(room[row,column]);
            //     }
            // }

            enemy.CalcPath(heroes, room);
        }
    }
}

redpajama_set_name: RedPajamaGithub


text:
CRITICALLY ACCLAIMED "LOVE, SIMON" SNEAKING OUT ON SATURDAY NIGHT
Julie Fairweather
Twentieth Century Fox's LOVE, SIMON will debut in theaters for one night only on Saturday, March 10 ahead of its official March 16 release.
Greg Berlanti's film follows the story of Simon Spier (Nick Robinson), a teenage boy who has to come out to his friends and family while also trying to uncover the identity of his anonymous crush, has already garnered near universal critical and social acclaim.
Among the enthusiastic responses, Screen Rant called it "an instant modern classic". Variety commented: "At a cultural moment when it matters so much for audiences to see themselves represented on screen, LOVE, SIMON broadens the spectrum," while The Daily Beast reported: "It feels like a bona fide event."
Chris Aronson, President of Domestic Distribution at 20th Century Fox said: "We are delighted by the overwhelming response so far to LOVE, SIMON. We believe it is a very special movie and we want to give audiences a chance to discover that for themselves, which is why we are offering a special sneak preview on Saturday."
Fans who wish to attend one of these early screenings can purchase tickets at: lovesimontickets.com
LOVE, SIMON – Official Synopsis
Everyone deserves a great love story. But for seventeen-year old Simon Spier it's a little more complicated: he's yet to tell his family or friends he's gay and he doesn't actually know the identity of the anonymous classmate he's fallen for online. Resolving both issues proves hilarious, terrifying and life-changing. Directed by Greg Berlanti (Everwood, The Flash, Riverdale), written by Isaac Aptaker & Elizabeth Berger (This is Us), and based on Becky Albertalli's acclaimed novel, LOVE, SIMON is a funny and heartfelt coming-of-age story about the thrilling ride of finding yourself and falling in love.
Love Simon
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One of the founders of Dirty Water Media, Julie Fairweather serves as the company's managing editor, marketing director and contributing writer/producer. In addition to her work with Dirty Water Media, Julie is also an award-winning journalist with 20+ years experience developing marketing and public relations strategies for emerging businesses. Julie has also worked as an assignment manager and reporter for WLVI-TV 56 in Boston and a news anchor and reporter from an NBC affiliate in North Platte, NE. Julie is a past President and former Executive Director of The Publicity Club of New England, a 300-member trade organization for the Greater Boston public relations community. She also taught broadcast journalism and radio and television producing at her alma mater Emerson College in Boston, MA. Her most accomplished position is as the mother to her three amazing children.
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I feel grateful to call Ania Catherine one of my most dear friends here in Los Angeles - and grateful for the internet that brought us together. I remember seeing her while in an instagram wormhole and felt so inspired, refreshed and beyond curious about who this woman was. I had to know her. So I reached out and instantly felt like we had been friends before.
You may recognize Ania's face and body from our most recent rebranding campaign shot by photographer Ford, and if not only there - around Los Angeles where she curates and performs dance pieces. Her movement brings the questions of not only how to use the everyday into the dance, but also how to remove the idea how the female is supposed to be seen in dance. Her work is more than movement of the body but ( a ) movement of the feminine. She questions the abstract, the commercial, the feminist, the queer, and the overall gender gaze. Portraying it all within a fresh and in the most present moment time. As the viewer you sometimes even become part of the performance, part of the community, and part of the landscape that gives art a purpose and soul. Ania choreographs pieces for films, music video, and photo. Along with collaborators like the extremely talented immersive experience designer, Dejha Ti (Ania's wife) she puts on performance that includes light, fine art, and other types of mixed media installations in galleries, un-expecting public places such as train stations, cafe's, unused buildings, and in theatre's alike.
With each experience put on, she becomes part of the culture that Los Angeles is starving for, the culture that is shaping the artistic shift in this crazy town. The gift we are all so excited to open.
My name is Ania Catherine. I'm an artist working in choreography, performance, and film. I went to graduate school for gender studies and politics, and I consider my creative work to be an extension of my academic research and beliefs about gender, sexuality, and social power.
Today, more than ever people are realizing/imagining what is possible for their lives through the consumption of visual media--photos, film, experiences. I find making art to be extremely important because artists are either expanding the imaginaries of future generations or creating/reinforcing limits. I use my work as a platform to inject new possibilities of life into the world.
I believe in not living a pre-packaged life. I also believe that if you have the privilege to choose exactly how you want to live, it is your responsibility to use that position to extend that option to others.
I would like to see all forms of oppression die a quick death, although I know unfortunately it will more than likely be a slow and painful one.
The moment an idea arises and I rush to find a pen to write it down before it floats away.
Purely functional and slightly inconsistent which I would actually like to change in the next year. I want to learn to take my time and do everything with more ease and intention, more carefully, less frantically.
Can you remember one solid piece of advice you've gotten for the growth of your business / work ?
Who is one person in culture/ media / etc. that you feel is making positive and inspiring change ?
It's hard to name one person. I believe change is made by revolutionary figures but also through small everyday actions and decisions by individuals around the world. That collective effort is a major force, and seeing the transformative potential of even just a simple conversation between family members is when I feel the most optimistic.


The once red-hot stock of online retailer EToys Inc. is suddenly looking like a lump of coal--even though EToys is enjoying its busiest shopping season.
The stock has plunged more than 50% in the last two months--wiping out $5.5 billion of the Santa Monica-based company's market value--just as the holiday shopping period has been gearing up. The stock has plunged despite the fact that EToys' business continues to grow sharply.
"There's no evidence to be any less optimistic about the company's operating prospects," said Jeff Siegel, an analyst at the investment firm Ormes Capital Markets in New York.
But investors are preoccupied by the fact that EToys, which went public in May, faces several more electronic-commerce rivals than it did a year ago, when the company virtually had a lock on selling toys via the Internet.
Major conventional retailers such as Toys R Us, KB Toys and Wal-Mart Stores Inc. now have online shopping sites, and online bookseller Amazon.com Inc.--the most-visited Web retailer in the nation--also started selling toys this year.
Toysrus.com, for instance, last month signed a two-year agreement with America Online Inc. to be a major source for toys on AOL's Shop@AOL Marketplace.
"EToys just faces a lot more competition," said analyst Stacie Leone of Media Metrix, which tracks user traffic on Internet sites.
There's another factor that has likely pressured the stock. Since Nov. 16, institutional investors and others who owned EToys shares before the public offering have been free to sell the stock in the open market. Many have, totaling several million shares.
And it hasn't helped EToys' stock that recent published reports have cited EToys, along with some other e-commerce sites, for aggravating consumers with shipping delays, merchandise shortages, slow service and other problems.
EToys' slump has come even as many online rivals' shares have recovered from a summer downturn. Amazon.com is up 26% in the last two months, for instance, while auction site EBay Inc. is up 11%.
EToys' stock slipped again Thursday, losing $2.13 to close at $39.94 a share on the Nasdaq Stock Market. That's still nearly double the $20-a-share price at which the stock went public May 20, but the stock had climbed as high as $86 a share in mid-October before heading lower. The last time EToys closed below $40 was Aug. 16.
EToys said it won't comment on its stock's movement. But Ken Ross, its vice president for communications, said "we've had a significant uptick in volume this holiday season, and the fact is we've handled the vast majority of it extremely well. We've not been perfect, and we're not going to rest until we are."
To be sure, EToys remains popular and is growing fast. In the six months ended Sept. 30, its sales skyrocketed to $21.3 million from $989,000 a year earlier. But, like most fledgling Internet companies, EToys is still losing money. It lost $65.7 million in the latest six-month period, versus a $5.6-million loss a year earlier.
Figures released Thursday by Media Metrix showed how EToys remains very much in demand. Amazon.com was the most popular online retail site in the week ended Dec. 12, with 7.1 million visitors, followed by EBay with 4.7 million. Next came EToys at 2.3 million, a 59% jump from a year earlier.
But the figures also paint a stark portrait of EToys' growing competition. Also among the top 10 sites were http://www.toysrus.com and http://www.kbkids.com. The figures add up to "an increasing perception among investors of stiff competition for EToys," Siegel said.
EToys' Ross said competition "is a fact of life in our business." But he said "we believe our laser focus on the kids market, and our laser focus on the Internet channel, will differentiate us from all of the other players out there."
Some analysts said investors have excessively punished EToys. Although the company "has been under pressure because of the competition," the selling pressure on the stock has been "overdone," said Christopher Vroom, an analyst at Thomas Weisel Partners in San Francisco.
* Bloomberg News contributed to this report.


Walk through exhibits that tell the stories of the extraordinary people, products, history and culture of Harley-Davidson. In addition to the fantastic motorcycle collection, stories are told through photos, videos, apparel, rare documents and other artifacts.
Peek into a portion of the Archives never before open to the public, home to over 450 motorcycles and thousands of artifacts the Archives team pulls from for exhibits.
Read the personalized messages created by individuals worldwide on the Living the Legend rivets, found on the Living the Legend walls and plazas.
Stroll around the 20 acre Museum site, enjoy the riverwalk or just sit back along the waterfront taking in the Milwaukee skyline.
Check out the unique Museum-inspired items at The Shop.
Examine the industrial architecture and attention to detail both inside and outside the Museum's three buildings.
As you enter this gallery, it is impossible to miss the Exploded Bike display. Separated into a multitude of pieces, this 1940s Knucklehead is a mechanical drawing brought to life. The display highlights signature design and styling elements that define a Harley-Davidson® motorcycle.
Across the north wall resides our version of a "family tree." Set against a wall of orange, the engines on display illustrate the evolution of the Harley-Davidson engine from its earliest to its latest incarnation. Spread throughout the rest of the gallery, you will find interactive exhibits showcasing engine mechanics.
Competition is the theme for most of this gallery. Faster. Higher. Farther. Those were the words of the day. Standing thirteen feet tall, a replica section of board track sports five vintage Harley-Davidson® motorcycle racers. This exhibit accurately portrays the forty-five-degree board track curve that allowed racers, without brakes, to achieve top speeds of over 100 mph.
This gallery is dedicated to the personal expression and creativity that permeates the Harley-Davidson culture. While riders have been customizing their bikes since the early 1900s, it was not until after the Second World War that individuals started the customization movement we see today.
From stripped-down bikes to attire with attitude, these nonconformists unknowingly created an "outlaw" image. This small movement quickly turned into a cultural phenomenon thanks to Hollywood's sensationalizing storytelling machine. Make sure to see the "King Kong," a custom creation with two engines that measures nearly 13 feet long!
Chosen for their diverse scale, feel the history, the bikes in this gallery are here for you to sit on, touch and admire. And while sitting in the saddle of one of these legendary rides, enjoy a video that allows you to experience the great roads of America and the camaraderie of riding that is at the heart of the Harley-Davidson experience.
The best of the best. Signature Harley-Davidson experiences for those who truly live the legend. Exclusive, unforgettable, the trip of a lifetime. How better to commemorate a road well-traveled than with an exceptional new journey?
The Dream Experience is limited to 20 people, with a minimum age requirement of 18.
VIP access to Museum Archives and Motorcycle Storage Area with a behind-the-scenes tour from a member of the Archives staff.
Intimate walk through the Museum and lunch at MOTOR® Bar & Restaurant with Museum VP Bill Davidson.
VIP Tour at Harley-Davidson Motor Company® headquarters, including lunch, and shopping privileges at the Juneau Avenue Employee Store.
Receive a special discount for The Shop at the H-D Museum.
Each package includes one 3" steel Living the Legend™ steel rivet engraved with your personal message.
Enjoy three nights deluxe accommodations at the Iron Horse Hotel, including parking for one vehicle and one breakfast voucher for the Iron Horse Library restaurant.
Transportation for the three days.
For additional information, pricing or to reserve your spot, contact the Museum at 1-877-436-8738.
The Harley-Davidson Museum is disabled accessible and meets all A.D.A. requirements.Please feel free to bring your own wheelchair. A limited quantity of courtesy wheelchairs are available in the lobby located at the main entrance. They are offered on a first-come, first-served basis. Assisted listening devices are also available at the admission counter.
Baby strollers are welcome. We recommend smaller strollers to navigate crowded areas more easily.
Conveniently located off I-94, you'll find the Museum at the crossroads of 6th and Canal Streets. Free parking for approximately 500 cars or 1,000 motorcycles is available on thestreets of the Museum grounds and in the Parking Gardens located across the street from the Museum. Entry to the Parking Gardens is from Canal Street. Overnight parking or camping is not permitted on-site.
Planning a trip to the Museum? Download a printable trip guide (PDF, 1.5MB) that includes directions and parking information.


text:
Q: JasperReports - Embedding chart as SVG into HTML report I'm using JasperReports integrated into Spring application (JasperReports 6.3.0, SpringBoot 1.4.1).
I have a report (created with Jaspersoft Studio 6.3.1) with a stacked bar chart within. It does print properly in pdf, xls. The problem is html format, which has the chart displayed as an empty box - when you look at the source code, the src attribute of img element is empty.
I've seen people advicing setting up some kind of Jasper-defined servlet to serve images as static files to html report, though this might be extra complicated with environment I'm working on.
The most convenient way I can think of is to insert the chart in svg format, so that it would be present inside the html content - this is my preferred solution to this.
The chart element (in report desing) actually has an option to be displayed as svg, though changing this doesn't seem to affect html output at all, just like Jasper would want to export the created svg to a file, and then include it as image anyways.
I've tried several config options, but I'm kind of stuck now, so my question is:
Do I need some extra environment setup, or some other fancy stuff, to reach my goal? Is what I ask for even possible with JasperReports?
Thanks in advance!

A: What you need is the following two properties in your jasperreports.properties (if you don't already have that file, create it and put it to a jar or folder that's on the application classpath):
net.sf.jasperreports.chart.render.type=svg
net.sf.jasperreports.export.html.embed.image=true

redpajama_set_name: RedPajamaStackExchange


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Iran Should Allow UN Human Rights Expert into Country
International Community Should Pursue Human Rights with Same Commitment as the Nuclear Deal
October 29, 2015—The international community should urge Iranian authorities to allow the United Nations Special Rapporteur on human rights in Iran, Dr. Ahmed Shaheed, into the country, said the International Campaign for Human Rights in Iran and Impact Iran in a new video released today.
"Under the nuclear deal Iran is allowing the UN into the country to conduct inspections of its enrichment facilities," said Hadi Ghaemi, executive director of the International Campaign for Human Rights in Iran. "It should be expected to provide the same level of transparency to its human rights situation."
The new video calls on UN member states and the Iranian government to pursue human rights with the same level of commitment it demonstrated in the nuclear deal, starting with a visit by the Special Rapporteur. Last year, the United Nations General Assembly unequivocally called on Iran to let the Special Rapporteur conduct a mission to Iran.
Ahmed Shaheed spoke to the UN General Assembly yesterday, October 28, about his ninth report on the situation of human rights in the Islamic Republic. While he welcomed the recent nuclear deal, he expressed concern over the skyrocketing rates of execution, the persecution of activists, journalists, and minorities, and the endemic discrimination against women in social and economic affairs. His report also outlined how Iran's electoral laws, which will be at play in Iran's Parliamentary elections next year, violate international standards on free and fair elections.
"If Tehran truly wants to rejoin the international community, it should allow a visit by the very person the international community has assigned to investigate the state of human rights in the country," said Impact Iran's director Mani Mostofi. "The time has come for Iranian authorities to allow the Rapporteur in."
Briefing: Addressing State Atrocities Against Protesters in Iran
World Leaders Must Act Now to Avoid Bloodbath in Iran
Mahsa Amini's Father: "Everything They Have Said and Shown is
Interview: Mansour Farhang on How a UN Special Rapporteur Was
UN Adopts Resolution Criticizing Iran's Human Rights Abuses
UN Expert: Death Penalty Used as a Political Tool in


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The Eddie Polec murder case centers on the murder of a 16-year-old Edward William Polec. that took place on the front steps of his church in the Philadelphia Fox Chase neighborhood on the night of Friday, November 11, 1994. The case drew national media attention because it happened in a middle-class residential part of the city not customarily known for such a crime. Adding to its controversy was that it was carried out by a band of mixed-race youth from neighboring Montgomery County's upscale suburban Abington Township. The Philadelphia 911 emergency phone service and the Philadelphia police were extraordinarily slow in responding that night.

Inciting incident
The murder of Eddie Polec was the end result of minor hostilities that had developed between Fox Chase youth and a young female from Abington Township the week before, outside a Fox Chase McDonald's Restaurant. A group of Fox Chase teenagers were alleged to have upset the girl by tossing a plastic cup of soda into her car. This much was later admitted to by the Fox Chase youth. But when word of the incident got back to Abington Township, it grew out of proportion to include a false rumor that she had been raped in the McDonald's parking lot. In response, a group of Abington teenagers decided to retaliate on her behalf in conjunction with a warning she had allegedly made the night of the initial incident just before departing Fox Chase: "You're all getting [expletive] beat up next weekend."

According to witnesses, she was seen again in Fox Chase early the following Friday night driving the same vehicle, this time along with Abington youth in another car, the passengers of both cars making threats similar to the one she had made the week before, only this time for later that night. Both vehicles then departed Fox Chase, and around 9:30 P.M. five carloads packed with other Abington teenagers arrived in their wake in what was described as a tightly formed caravan. It first stopped at a Fox Chase 7-Eleven store, and after taking over its parking lot, some of its passengers got out and demanded directions to the McDonald's. The one perceived to be the leader was overheard to say, "Come on, we have to do this. We have a job to get done. Let's do this before the police come." Before returning to their cars he was witnessed jumping up and down shouting: "I'm so psyched, I could kill someone."

Initial assaults
Just before 10:00 P.M. the caravan arrived at the McDonald's . Its passengers then jumped out and began chasing every Fox Chase youth they saw with broken off hockey sticks and baseball bats. According to one account, they outnumbered the Fox Chase teenagers thirteen to two. They cornered one and began severely beating him with bats until his friends could pull him free. The Fox Chase teenagers then scattered, but the rampage spread out to encompass a much wider portion of Fox Chase.

Residents witnessing the melee overtaking their normally peaceful neighborhood began calling Philadelphia's 911 emergency response service in growing numbers, each caller expecting police to be sent out right away. Some callers described what looked to be as many as 40 to 50 kids shouting obscenities, smashing bottles, hurling rocks, and breaking car windows.

But with no police patrol cars being dispatched, the caravan began racing recklessly throughout Fox Chase until finally zeroing in on one particular young male it saw near to the front steps of his church, Eddie Polec, who had been waiting there to walk home with his younger brother when he found himself being chased down by the succession of cars coming toward him. As the caravan sharply pulled into the church's parking lot cutting him off while simultaneously blocking other Fox Chase youth from coming to his aid, he tried running farther, but the first passenger out threw a baseball bat at his legs causing him to fall. The moment he was down that Abington teenager and others began striking him with baseball bats as he helplessly lay on the ground pleading for his life. He was then brought back to his feet once more so that some in the group could take bat swings directly at his head. After suffering eight forceful blows to the head this way he was then dropped back to the pavement, at which point another, wearing steel tipped boots, kicked him several times in the face. With that final assault, the assailants then quickly fled in their caravan and were said to have been laughing and high-fiving one another as it sped away. Authorities would later describe it as having been one of the most brutal murders in all Philadelphia history.

Arrival of police
It was 40 minutes after the first 911 call was placed that police were finally sent. But by then it was too late. The young Eddie Polec lay bloodied and unconscious on the steps of a church where just a few short years before he had served as an altar boy. He was immediately rushed to a hospital. But the following morning, after a full night of intensive medical emergency treatment had failed, Eddie Polec was pronounced dead.

As the news of his death broke, it would later come out that while Eddie Polec's friends gathered in mourning outside the church where he had been killed the night before, four teenage girls from Abington who had been part of the caravan the night before attended a party for a friend just a few blocks away from the church, by all accounts totally unfazed by it.

News coverage
The news coverage of Eddie Polec's murder quickly went national, with the failure on the part of Philadelphia's 911 operators receiving special emphasis, much of the blame being placed directly on them. Fox Chase residents and others had complained about them being insensitive and unresponsive, and even expressing resentment as the callers tried to make clear the matter's urgency. The head of the union representing the operators stated that the reason for their questionable performance was because they had been working with outdated equipment, were underpaid, and had not been trained properly by the city. Nonetheless, Philadelphia's Mayor Ed Rendell took immediate disciplinary action against them, saying, "Flaws in the system in no way, shape or form give anybody license to be abusive to citizens calling to report a crime." In their own defense the operators soon after appeared on ABC's The Oprah Winfrey Show, where they tried to argue that they had done a good job that night. But 911 tapes that had been released by the police and that were getting extensive airplay nationally by that point only confirmed the callers' accusations. The 911 operators themselves, meantime, believed that because they were all African American they were being made political scapegoats. But that claim was denounced by the president of Philadelphia's branch of the NAACP, Thornhill Cosby, who said: "This is not a racial issue. It is a human issue." The 911 workers appealed the city's disciplinary action and were eventually exonerated. The mayor, meantime, created a commission to explore ways the 911 system could be improved upon

The investigation of Eddie Polec's murder led to the arrest of seven Abington teenagers, aged 16 to 18, with six of them charged with murder, and the seventh for supplying the bats used in the crime. All of them were found to have some school disciplinary records., in some instances for violent behavior, and one had been expelled for bringing a gun into school. Several of them were on probation for various offenses. Four of them were students at Abington High School, another had graduated from there, and two attended other schools. The investigation also revealed that many other youths from Abington had been involved as well. But those others were never charged. The reason why, it was argued, they had to be ruled out to keep the case manageable, given the extraordinary extent of it. As one Philadelphia police officer put it, when youths from Abington were brought into Philadelphia's police headquarters for purposes of establishing witnesses they all acted like suspects. All the females were described as being defiantly untruthful while all the males showed no signs of sympathy towards the victim.

When the news emerged that teenagers from Abington were behind it, Abington declared the week "Nonviolent Conflict Resolution Week", while fellow students at Abington High School were reported to be in shock, having a great deal of difficulty comprehending how this crime could have originated from what they had perceived to be an idyllic suburbia totally free of such type behavior. The mother of one of the perpetrators, speaking on condition of anonymity, said, "These are suburban kids – you don't figure them to go bad. It's not their character to be a rough group of kids."

Nonetheless, the news media attacks on Abington's newly acquired bad image continued, with the Daily News in its front-page headline calling Abington High School "MURDER HIGH" alongside a graphic of the school's crest, with a subhead reading: "They're suspects in Fox Chase beating – and they're walking the halls in Abington." This particular report drew strong criticism from Eddie Polec's younger brother, who in a local TV news spot insisted it totally mischaracterized Abington kids as he knew them to be. For despite the crime and a strong desire among many to seek revenge, all the members of the Polec family showed extraordinary restraint. This especially came to light when they appeared on local television pleading for calm and to allow the courts to handle the matter. This plea on their part proved effective. Following it not a single retaliation attempt was reported, although news media attacks on Philadelphia's 911 system continued unabashed. These criticisms grew so intense that they threatened to fully derail the mayoral administration of Ed Rendell, who up till then had been praised as a fast rising star on the U.S. political stage and had been hailed as "America's Mayor" by The Wall Street Journal. In his defense he appeared on Larry King Live and other national broadcasts in efforts to distance himself from what he summarized as a defective carryover from previous administrations that he vowed to amend. Still, the bad publicity regarding Philadelphia's 911 system remained strong, with NBC-TV's Saturday Night Live doing a comedy sketch with Roseanne Arnold in the role of an indifferent Philadelphia 911 operator refusing to take any callers seriously.

As for Eddie Polec, he had been a well-liked high school senior with no apparent ties to the Fox Chase youth said to have initially sparked the hostilities. His popularity was such that when a memorial service for him was held at his church, his entire high school senior class was in attendance, the church itself was packed to near double capacity, and a thousand more people stood outside in the rain where a loudspeaker was set up so all could hear the service. At his viewing over four thousand people came, waiting in line for hours to pay last respects, and his funeral procession when traveling from the funeral home to the cemetery was reported to be a mile long.

Murder trial
The Eddie Polec murder trial began on January 2, 1996. at the Philadelphia Criminal Justice Center with Judge Jane Cutler Greenspan of the Philadelphia Court of Common Pleas presiding. Joseph Patrick Casey of the Philadelphia district attorney's office served as the prosecuting attorney, and Angelo Charles Peruto, Sr., in addition to his personally representing one of the defendants, served as the lead defense attorney. Other defendants under his representation also had their own personal defense attorneys. Famous for never having lost a murder case, and notorious for representing major Philadelphia organized crime figures, the Eddie Polec murder trial would prove to be one of Peruto's greatest challenges.

Another defendant, the grandson of a retired Philadelphia police officer, was not under Peruto's representation because he had struck a deal with the prosecution to be the star witness in exchange for leniency.

Before the trial got under way, although the defendants would be tried as adults, the Philadelphia's district attorney ruled out the death penalty because under Pennsylvania law there weren't enough aggravating circumstances to make it a capital offense. So the prosecution sought convictions for first-degree-murder life sentences instead. This concurred with the Polec family, who strongly opposed the death penalty on moral grounds.

Throughout the trial all members of the Polec family were in attendance along with many others from the Fox Chase community. All the defendants, meantime, were allowed to freely walk around outside the courtroom and immediately outside the Criminal Justice Center whenever the trial was not in session. Ofttimes the Polec family and others from Fox Chase saw them in passing. And although this became questionable when one of the defendants turned violent out in the courtroom hallway and had to be quickly restrained by a police detective, the practice was allowed to continue.

After several weeks of exposure to powerful arguments made by the prosecution, with graphic medical photos being shown of the extent of the brutality to Eddie Polec, countless witness testimonies, arguments made by the defense team – which primarily questioned the validity of the star witness – and six days of deliberation, on February 5, 1996 at 5:00 P.M. the jury announced the verdict. It found three of the defendants guilty of third-degree murder and conspiracy, another of voluntary manslaughter and conspiracy, and two of conspiracy. As the Polec family exited the Criminal Justice Center following the announcement, the father of Eddie Polec told reporters that they accepted the verdict, although they didn't understand it.

Sentencing took place on March 19, 1996. Just before it got underway the defendants were asked if they wanted to make any last statements. Only one agreed to, and in doing so was the only one to express any remorse. In response he became the only one shown any mercy by the court. His maximum sentence of fifteen to thirty years for third-degree murder and conspiracy was reduced by six months. Of the other three defendants found guilty of the same charge, one received ten to twenty years for murder and a consecutive five to ten years for conspiracy, and the third was sentenced to fifteen to thirty years. The one found guilty of voluntary manslaughter and conspiracy received eight to twenty years, and the two found guilty of conspiracy were sentenced to five to ten years.

Legacy
In the trial's aftermath, the father of Eddie Polec, through a determined letter-writing campaign and intense lobbying effort, tried to sway Pennsylvania's legislators to change how the law defined first-degree murder. And because some members of the defense team had made false and misleading statements during the trial, he hoped for a possible re-ruling. But all these efforts failed, and the Philadelphia District Attorney's office officially closed the case in September 1996. During this same period he turned down the chance to sue the city for $50 million, choosing instead to dedicate himself to ensuring that Philadelphia's Mayor Ed Rendell made good on his promise to upgrade the city's 911 system. And that effort paid off. In exchange for his agreeing not to sue, in September 1998 Philadelphia officially dedicated its all-new 911 Emergency Communication Center, along with far better training for operators. In addition, the father of Eddie Polec became a much-in-demand speaker at church groups and high schools, and he did extensive voluntary work for the non-profit Lost Dreams on Canvas organization that commissions artists to do portraits of children who were killed violently to be displayed at area schools, shopping malls, etc.

The Eddie Polec murder case also spurred the formation of the Fox Chase Town Watch Association., with one of the first callers to Philadelphia's 911 system the night of the crime eventually becoming its leader

And in 1999 the Los Angeles-based journalist team of Bryn Freedman (the official reporter who covered the Polec murder trial) and William Knoedelseder published a book titled In Eddie's Name: One Family's Triumph over Tragedy, which intimately explored every aspect of what the Polec family went through, with in-depth insights about the murder, investigation, and trial.

References

1994 murders in the United States
Crimes in Philadelphia
1994 in Pennsylvania
1996 in Pennsylvania
History of Philadelphia
Incidents of violence against boys

redpajama_set_name: RedPajamaWikipedia


text:
Ağdam (, ), és un districte de l'Azerbaidjan amb el centre administratiu a la ciutat d'Alıbəyli. La meitat oest és un territori en disputa, atès que fou administrat per la república d'Artsakh, i fou recuperat per Azerbaidjan en la Guerra de l'Alt Karabakh de 2020.

Població
 1989: 131.293, segons el darrer cens soviètic, el darrer cens capaç de registrar tot el districte, però, amb la guerra de l'Alt Karabakh començada en 1988, no se sap fins a quin punt s'hauria pogut enquestar la zona. L'últim cens indiscutible, capaç de fer un recompte complet de la zona va ser el 1979, del qual actualment no hi ha xifres disponibles. L'àrea del districte es va incrementar després de la dissolució de l'URSS de 1,093 a 1,150 km².
 2009: 175.400, segons els resultats preliminars del cens més recent de l'Azerbaidjan. La part occidental del districte no està controlada pel govern de l'Azerbaidjan; les xifres calculades són estimades.

Refugiats i desplaçats interns de l'Alt Karabagh i territoris veïns que estan en conflicte es van traslladar al districte d'Agdam des dels assentaments de tendes de tota àrea rural. Els refugiats viuen en cases noves construïdes pel govern.

Assentaments

Ciutats
 Ağdam

Municipis
 Acarlı
 Bənövşələr
 Birinci Alıbəyli
 Birinci Baharlı
 Birinci Dördyol
 Birinci Quzanlı
 İkinci Alıbəyli
 İkinci Baharlı
 İkinci Dördyol
 İmamqulubəyli
 Qasımbəyli
 Quzanlı
 Səfərli
 Təzəkənd

Pobles
 Abdal
 Adıgözəlbəyli
 Ağalarbəyli
 Ağdamkənd
 Alıbəyli
 Ayaq Qərvənd

Referències

Vegeu també
 Guerra de l'Alt Karabakh

Enllaços externs
 Report by Célia Chauffour on Agdam for Caucaz.com
 HRW report on the conflict

Districtes de l'Azerbaidjan
Artsakh


As easily predicted yesterday morning, Alan Jones was all over the television last night. On the Nine network he was featured briefly on Nine News, and then got a lengthy story dedicated to his return on A Current Affair prepared, ironically, by 2UE fill-in Ben Fordham.
Apologies for not posting this sooner. I had little time to do anything this morning before co-hosting breakfast with James Scott on 1WAY FM. The plan at this stage is to co-host breakfast for the rest of the week and to host the morning shift tomorrow and Thursday.