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Home Project and Partners
Sea Around Us
Sea Around Us is a research initiative at The University of British Columbia which assesses the impact of fisheries on the marine ecosystems of the world and offers mitigating solutions to a range of stakeholders. They present fisheries and fisheries-related data at spatial scales that have ecological and policy relevance, such as by Exclusive Economic Zones, High Seas, or Large Marine Ecosystems.
FishBase is a global biodiversity information system on finfishes with >34,000 fish species (>324,000 common names and >59,000 pictures) compiled from >56,000 references in partnership with >2,300 collaborators. It gathers >800,000 visits monthly. The breadth and depth of information in FishBase, combined with the analytical and graphical tools available in the web, cater to different needs of diverse groups of stakeholders.
SeaLifeBase
SeaLifeBase is a global biodiversity information system inspired by and patterned after FishBase which was created in 2005 [first went online on 2008] to cover non-fish marine organisms. It was built using the highly successful FishBase model and uses the taxonomic structure of the Catalogue of Life, which is itself enhanced by expert-reviewed taxonomic data of the World Register of Marine Species.
AquaMaps
AquaMaps is a global species distribution modelling project of FishBase and SeaLifeBase which generates predictive maps of the natural range of aquatic species based on species' environmental tolerances. Marine AquaMaps went online in 2006 which at present has distribution maps for >25,000 species. Freshwater AquaMaps for the Americas followed in 2007 and has since expanded to cover Africa, Europe and China.
Oak Foundation
Grant awarded to Q-quatics to support Sea Around Us core activities. (2017)
The University of Western Australia's grant awarded to Q-quatics to support FishBase and SeaLifeBase in improving the coverage of Australian marine biodiversity. (2017)
Grant awarded to Q-quatics to support Sea Around Us research on using reconstructed catches to estimate maximum sustainable yield by marine ecoregions. (2017)
Mundus Maris
Provides scientific and relevant indigenous knowledge and encourages artistic expression about the sea in order to promote its restoration, conservation and sustainable use, to further the study, understanding and respect of aquatic ecosystems and associated biological and cultural diversity. (since 2017)
GEOMAR Helmholtz Centre for Ocean Research Kiel is a world-wide leading institute on marine research investigating chemical, physical, biological and geological processes of the seafloor, oceans and ocean margins and their interactions with the atmosphere. (2017-2020)
Their pioneering work on polar and marine research as they relate to global climate system exhibits the fascinating scientific challenge of working in the cold and temperate regions of the world. AWI awarded a grant to Q-quatics to improve the coverage of marine biodiversity in the polar and temperate regions. (2018-2021)
Thalassa Foundation
Thalassa meaning "sea" in Greek, is a non profit environmental organisation established in 2013, promoting conservation and sustainability of the Mediterranean, especially in the area of Greece. We are devoted to the preservation of marine habitats through actions and policies ensuring sustainable development. (2019)
The International Union for Conservation of Nature is the global authority on the status of the natural world and the measures needed to safeguard it. It has commissioned Q-quatics to conduct global assessments of a subset of freshwater fishes native to the Philippine for The IUCN Red List of Threatened Species. (2020-2021)
Minderoo Foundation
Minderoo Foundation is a modern, independent Australian philanthropic organisation that takes on tough, persistent issues and seeks effective, scalable solutions with the potential to drive massive change. They are one of Asia's largest philanthropies, with AUD $2 billion committed to a range of global initiatives. Grant awarded to Q-quatics for the estimation of fish biomass in the EEZs of the world's maritime countries as part of Minderoo's Global Fishing Index (2019-2021).
CSRP
The CSRP aims to harmonize the national policies of its member countries for the conservation and sustainable exploitation of the region's fisheries resources and to strengthen cooperation between member states for the well-being of their peoples (Article 2 of the Convention of March 29, 1985 establishing the CSRP). Q-quatics coordinates the implementation of activities involving the Sea Around Us to help the CSRP to "Support the indirect assessment of small pelagic stocks and the capacity of fisheries scientists and national fisheries officials to assess the data collected on small pelagic fisheries". (2019-2020)
The World Register of Marine Species (WoRMS) is an authoritative classification and catalogue of marine names. While the highest priority goes to valid names, other names in use are included so that this register can serve as a guide to interpret taxonomic literature. The content of WoRMS is controlled by taxonomic and thematic experts. WoRMS has a collaboration agreement with FishBase and SeaLifeBase, to avoid duplication of effort in compiling species registers and to make each separate system stronger and of better quality. (since 2017)
VLIZ
The Flanders Marine Institute (VLIZ) promotes accumulation of marine knowledge and excellence in marine research in Flanders. The marine research areas are the ocean and seas, the coast and the tidal systems. The target groups for knowledge accumulation are the marine research community as well as educational institutions, the general public, policymakers and the industry (within the scope of the blue economy). VLIZ is the permanent host institute of the World Register of Marine Species. (since 2017)
Helmoltz- Centre for Ocean Research Kiel (GEOMAR)
(UWA)
Global Fisheries Cluster
(Sea Around Us)
(AUTH)
Swire Institute of Marine Science
(SWIMS)
Universidade Federal de Sergipe
Swedish Museum of Natural History
(NRM)
Muséum National d'Histoire Naturelle
(MNHN)
Royal Museum for Central Africa
(RMCA)
Chinese Academy of Fishery Sciences
(CAFS)
WorldFish
Quantitative Aquatics, Inc.
(Q-quatics)


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Punta Ratón is a beach located in the municipality of Marcovia, department of Choluteca, Honduras. It is positioned directly on the eastern shores of the Gulf of Fonseca.

Physical Geography
The coastline of Punta Ratón has an extension of 2.85 miles across, located on the eastern edge of the Gulf of Fonseca. It's climate is typical of tropical and sub-tropical regions, with temperatures averaging between 25 and 30 °C. The vegetation is typical of a wetland ecosystem, with its shores mostly surrounded by various species of mangrove. It's coastline also serves as a hatching area for sea turtles, and the beach has served as a safe haven for the preservation of various species of turtles such as Lepidochelys olivacea in recent years.

Economy
Punta Ratón is a small village, mostly dependent on the capture and sale of shrimp and local species of fish, such as red snapper. Employment is also derived from the nearby agriculture and aquaculture industries, as well as tourism. Additionally, it contains a small number of private residences, owned by mostly upper-class and upper-middle-class families of southern Honduras.

References

Beaches in Honduras

redpajama_set_name: RedPajamaWikipedia


Super is a leading regional integrated instant food and beverage brand owner and manufacturer. Founded in 1987, Super has built a strong foundation based on an integrated business model with twin engines of growth - namely the BC segment and FI segment.
In the BC segment, the Group manufactures and distributes branded consumer products, primarily instant coffee, instant cereals and instant tea mixes products. Super is one of the leading players in the instant food and beverage industry in Southeast Asia with a portfolio of over 160 instant beverages and food products and a distribution network across 65 countries.
Supporting the BC segment, the FI segment has given the Group a competitive edge with shorter lead times and greater control over production quality. Super is one of the few companies in the world with raw material selection and manufacturing capabilities in instant soluble coffee powder, cereal flakes and non-dairy creamer. The Group currently operates 15 strategic manufacturing facilities across Asia.
Super believes that its 3-pronged strategy of branding, product innovation and diversification will pave the way for the company's growth in the longer term.
Listed on the Singapore Stock Exchange since 1994, Super maintains its headquarters in Singapore. It is also a benchmark component of the FTSE ST Mid-cap Index, FTSE ST All-Share Index and the FTSE ST Consumer Goods Index. Super continues to gain recognition as a progressive enterprise and was awarded "Enterprise of the Year Award 2013" by the prestigious Singapore Business Awards in April 2013.
Super was further recognized as "Asia's Top 200 Best Under a Billion" by Forbes in August 2013. AsiaMoney conferred the prestigious 'Best Managed Mid-Cap Company in Singapore" award to the Group in September 2013 and Asia Pacific Brands Foundation's The Brand Laureate "Premier Brand ICON Leadership Award 2013" was awarded to Chairman & Managing Director Mr David Teo, for his stewardship of the company.
The Group was included in The Brand Finance Top 50 Singapore Brands 2015 Report and on 16 October 2015, the Group was awarded the Most Transparent Company Award in the F&B for the third time at the annual SIAS Investors' Choice Awards organized by the Securities Investors Association Singapore ("SIAS").
For more information, please visit Super's corporate website at www.supergroupltd.com.
Ms Te holds the office of Executive Director and is also a founding member of Super. She administer the human resource function in the Company.
Mr Li joined the Company in 1996 as a Project Manager and was appointed as an Executive Director of the Company's subsidiary, Super Continental Pte Ltd, in 2002. In August 2004, Mr Li was appointed as an Executive Director of the Company and is responsible for food ingredient manufacturing, R&D, project development and technical management.
Mr Wong joined the Company in 1997 as General Manager for Group Corporate Affairs and was appointed as an Executive Director in 1999. He assists the Chairman in the Group's business development, accounts, finance and corporate matters. He was the Group Financial Controller of Bonvest Holdings from 1982 to 1989, General Manager of Coop International from 1990 to 1992 and subsequently ventured into his own business. Prior to joining Super in 1997, he was the Financial Controller of Sinochem Asia Holding Co. Ltd.
Mr Tan joined the Company in June 1998 as International Sales Manager. He was promoted to General Manager (International Sales) in January 2001 and appointed an Executive Director in June 2003. He oversees and performs sales and marketing planning and execution for various key subsidiaries and distributors in Asia. Prior to joining the Company, Mr Tan held sales and marketing positions in various food and beverage companies.
Mr Goi joined the Board as Vice-Chairman and Non-Executive Director on 28 February 2006. He is the Executive Chairman of Tee Yih Jia Group, a global food and beverage group with operations in Singapore, Malaysia, USA, Europe and China; and Yangzhou Junhe Real Estate Group, a growing property development company in China.Apart from these core businesses, Mr Goi also has investments across a range of listed and private entities in numerous industries, such as food and beverage, logistics, healthcare management, renewable energy and water treatment. Mr Goi serves as the Enterprise 50 Club's Honorary Past President and is the Vice Chairman of IE Singapore's "Network China" Steering Committee as well as its regional representative for Fuzhou City and Fujian Province. He is currently the Honorary Chairman for the International Federation of Fuqing Association and is a council member for the Singapore Zhejiang Economic & Trade Council.
Mr Das joined the board as a Non-Executiev Director in 2011. He is currently the Managing Director of NUR Investment &amp Trading Pte Ltd. He also sits on the Boards of Yeo Hiap Seng Limited and Ascott Residence Trust Management Limited. Currently, he is Singapore's non-resident Ambassador to Turkey. Mr Das was the Chairman of the Trade Development Board from 1983 to 1986. He served as a Member of Parliment from 1980 to 1996. Mr Das graduated from the University of Singapore with a Bachelor of Arts in Economics (honours). He also holds a certificate in Education from the former Singapore Teachers' Training College.
Mr Goh joined the Board as an Independent Director in 1994. He is a Certified Public Accountant who runs his own practice, Goh Boon Kok & Co. He has more than 30 years of experience in both auditing and accounting through holding various positions with companies and government agencies. He served as the Regional Financial Controller at Richardson-Merrell Pte Ltd and the Chief Accountant at Far East Levingston Shipyard Ltd. Prior to that, he was a Cost and Finance Analyst at the Economic Development Board and the Assistant Examiner at the Inland Revenue Department of Singapore.
Mr Kuik joined the Company as an Executive Director in 1994, relinquished the position at the end of 2000 and has since been an Independent Director. He also serves as independent director on the Board of four other public companies listed on SGX. Mr Kuik started his corporate banking career with Bank of America in Singapore in 1972 and left the banking service industry in 1981. Since then and for the next 20 years, he held executive director positions with several public companies (including Super) listed on SGX at various periods up to end of the 2000. Mr Kuik is an Associate member of the Chartered Institute of Bankers, United Kingdom.
Mr Lai joined the Board as an Independent Director in June 2003. He is an Advocate and Solicitor of the Supreme Court of Singapore. He graduated from the University of London with a Bachelor of Laws (Honours) and is Barrister-at-Law and a Member of Lincoln's Inn. Mr Lai runs his own law practice. He also holds directorship in Koh Brothers Group Ltd, a public listed company, and Alpha Omega Education Centre Pte Ltd.
Mr Lim joined the Board as an Independent Director in August 2004. He graduated from Monash University, Australia with a Bachelor's Degree majoring in Accounting and a Bachelor's Degree in Law in 1985 and 1986, respectively. Mr Lim runs his own law practice in Malaysia.
Mr Ko joined the Board as an Independent Director in November 2006. He is the Executive Chairman of Athena Corporation Pte Ltd. Mr Ko also holds the chairmanship and directorships at various companies. He also serves as independent director on the Board of three other public companies listed on SGX – namely, Brothers (Holdings) Ltd, Scorpio East Holdings Ltd and San Teh Ltd.
Ms Lee was appointed as an Alternate Director to Mr Goi Seng Hui in February 2007. Ms Lee is an Executive Director of Tee Yih Jia Group, a position she has held since 1992, as well as a Non-Executive Director of SGX-listed Tung Lok Restaurants (2000) Ltd. She holds a Masters in Business Administration BA (Strategic Management) from Maastricht School of Management.


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Fort Vancouver was a 19th century fur trading post that was the headquarters of the Hudson's Bay Company's Columbia Department, located in the Pacific Northwest. Named for Captain George Vancouver, the fort was located on the northern bank of the Columbia River in present-day Vancouver, Washington. The fort was a major center of the regional fur trading. Every year trade goods and supplies from London arrived either via ships sailing to the Pacific Ocean or overland from Hudson Bay via the York Factory Express. Supplies and trade goods were exchanged with a plethora of Indigenous cultures for fur pelts. Furs from Fort Vancouver were often shipped to the Chinese port of Guangzhou where they were traded for Chinese manufactured goods for sale in the United Kingdom. At its pinnacle, Fort Vancouver watched over 34 outposts, 24 ports, six ships, and 600 employees. Today, a full-scale replica of the fort, with internal buildings, has been constructed and is open to the public as Fort Vancouver National Historic Site.

Background

During the War of 1812, the Pacific Northwest was a distant region of the conflict. Two rival fur trading outfits, the Canadian North West Company (NWC) and the American Pacific Fur Company (PFC), had until then both operated in the region peaceably. Funded largely by John Jacob Astor, the PFC operated without many opportunities for military defense by the United States Navy. News of the war and of a coming British warship put the American company into a difficult position. In October 1813, management met at Fort Astoria and agreed to liquidate its assets to the NWC. HMS Racoon arrived the following month and in honor of George III of the United Kingdom, Fort Astoria was renamed to Fort George.

In negotiations with American Albert Gallatin throughout 1818, British plenipotentiary Frederick John Robinson was offered a proposition for a partition that would have, as Gallatin stated, "all the waters emptying in the sound called the Gulf of Georgia." Frederick Merk has argued the definition used by the negotiators of the Gulf of Georgia included the entirety of the Puget Sound, in addition to the Straits of Georgia and Juan de Fuca. This would have given the United Kingdom the most favorable location for ports north of Alta California and south of Russian America. Robinson didn't agree to the proposal and subsequent talks didn't focus on establishing a permanent border west of the Rocky Mountains.

The Treaty of 1818 made the resources of the vast region were to be "free and open" to citizens from either nation. The treaty wasn't made to combine American and British interests against other colonial powers in the region. Rather, the document states that the joint occupancy of the Pacific Northwest was intended to "prevent disputes" between the two nations from arising. In the ensuing years, the North West Company would continue to expand its operations in the Pacific Northwest. Skirmishes with its major competitor, the Hudson's Bay Company (HBC), had already flared into the Pemmican War. The end of the conflict in 1821 saw the NWC mandated by the British Government to merge into the HBC.

Later negotiations
Throughout 1825 and 1826, British officials would continue to offer Americans partition plans for the Pacific Coast of North America. These largely originated in part from correspondence with the NWC and later HBC. The border would continue to extend west on the 49th parallel to the Rocky Mountains, where the Columbia (and some times the Snake River) would be used as the border until it reached the Pacific Ocean. Secretary of State for Foreign Affairs George Canning has been appraised by later historians most supportive British Foreign minister in securing a border along the Columbia. United States Secretary of State Henry Clay had given instructions to the American plenipotentiaries to offer a partition of the Pacific Northwest along the 49th parallel to the Pacific Ocean. The difference in the two considered plans were too much to solve, making the diplomats put off a formal colonial division once more.

Establishment

In the early 1820s a general reorganization of all NWC properties, now entirely under HBC management, was overseen directly by Sir George Simpson. The newly established Columbia District needed a more suitable headquarters than Fort George at the mouth of the Columbia. Simpson was instrumental in the establishment of Fort Vancouver. Using the HBC position that any settlement of the Oregon boundary dispute would confirm the border placement along the Columbia; Simpson selected a location situated opposite from the mouth of the Willamette River. This expanse was an open and fertile prairie that was outside the flood plain and had easy access to the Columbia.

Fort

Description
An employee of the HBC, wrote a general description of Fort Vancouver and its structural composition as it was in 1843:
The fort is in the shape of a parallelogram, about 250 yards long, by 150 broad; enclose by a sort of wooden wall, made of pickets, or large beams firmly fixed in the ground, and closely fitted together, twenty feet high, and strong secured on the inside by buttressess. At each angle there is a bastion, mounting two twelve pounders, and in the centre there some eighteen pounders; ... these cannon have become useless. The area within is divided into two courts, around which are arranged about forty neat, strong wooden buildings, one story high, designed for various purposes...

The fort was substantial. The palisades that protected it were  long,  wide and about  high. Inside, there were 24 buildings, including housing, warehouses, a school, a library, a pharmacy, a chapel, a blacksmith, plus a large manufacturing facility. The Chief Factor's residence in the center of Fort Vancouver was two stories tall. Inside was a dining hall where company clerks, traders, physicians, and others of the gentleman class would dine with the supervising Chief Factor. In general, the entirety of the Chief Factor's House and its meals were typically barred for general laborers and fur trappers. After dinner the majority of these gentlemen would relocate to the "Bachelor's Hall" to "amuse themselves as they please, either in smoking, reading, or telling and listening to stories of their own and others' curious adventures." As Dunn recalled;

The smoking room ... presents the appearance of an armory and a museum. All sorts of weapons, and dresses, and curiosities of civilized and savage life, and of the various implements for the prosecution of the [fur] trade, may be seen there.

Outside the ramparts there was additional housing, as well as fields, gardens, fruit orchards, a shipyard, a distillery, a tannery, a sawmill, and a dairy. By 1843, situated roughly 600 yards outside Fort Vancouver were about sixty wooden houses. This small settlement was inhabited by fur trappers, machinists and other laborers of the fort. There they resided with their Indigenous or Métis wives and families. The dwellings were organized into orderly rows. The settlement was commonly referred to as Kanaka Village because of the many Hawaiians in company employ who lived there. In fact, it has been suggested that the Fort had the "largest single group of Hawaiians ever to congregate outside their home islands."

Fur trade operations
With high demand from Europe for fur-based textiles in the early 19th Century, the Hudson's Bay Company was forced to expand its fur trade operations across North America to the Pacific Northwest. Prior to the establishment of Fort Vancouver, the Hudson's Bay Company's largest westward fort was Fort William in present-day Ontario, which the company gained through its merger with the North West Company. From its establishment, Fort Vancouver was the regional headquarters of the Hudson's Bay Company's fur trade operations in the Columbia District. The territory it oversaw stretched from the Rocky Mountains in the east to the Pacific Ocean in the west, and from Sitka in the north to San Francisco in the south. Fur trappers would bring pelts collected during the winter to the fort to be traded in exchange for company credit. The credit, issued by the company clerks, could be used to purchase goods in the fort's trade shops. Furs from throughout the Columbia District were brought to Fort Vancouver from smaller Hudson's Bay Company outposts either overland, or by water via the Columbia River. Once they were sorted and inventoried by the company's clerks, the furs were hung out to dry in the fur storehouse, a large two-story post-on-sill building located within the walls of the fort. After the furs had been processed, they were mixed, weighed into  bundles, and packed with tobacco leaves as an insecticide. The 270-pound bundle of furs would be placed in a large press and wrapped in elk or bear hide to create overseas fur bales. The large 270-pound bales were then placed on boats on the Columbia River for shipment to London via the Hudson's Bay Company trade routes. The furs would then be auctioned off to textile manufacturers in London. A large demand came from hatters who produced popular beaver felted hats.

Personnel
For most of its existence, Fort Vancouver was the largest non-indigenous settlement in the Pacific Northwest. The population of the fort and the environs was mostly French Canadians, Métis, and Kanaka Hawaiians; there were also English, Scots, Irish, and a variety of Indigenous peoples including Iroquois and Cree. The common language spoken at the fort was Canadian French, while company records and official journals were kept in English. However, trading and relations with the surrounding community were done in Chinook Jargon, a pidgin of Chinook, Nootka, Chehalis, English, French, Hawaiian, and other elements.

A survey of the total personnel at Fort Vancouver in 1846 reveals a culturally and materially diverse populace. Notably, the number of employees from the Hebrides, the Orkney and Shetland Islands was 57 men. This is exactly the same number as the combined number of workers from England and mainland Scotland. The number of men hired from Upper Canada, Lower Canada, and Rupert's Land was in total 91. These men came from English, French-Canadian, Métis, Iroquois, Cree, and other cultural backgrounds. Most notable however, was that Kanaka Hawaiians totaled 154 that year, or 43% of the total fort population.

Chief Factor Dr. John McLoughlin was its first manager, a position he held for nearly 22 years, from 1824 to 1845. McLoughlin applied the laws of Upper Canada to British subjects, kept peace with the natives and sought to maintain law and order with American settlers as well. McLoughlin was later hailed as the Father of Oregon for allowing Americans to settle south of the Columbia River. Against the company's wishes, he provided substantial aid and assistance to westbound American settlers in the territory. He left the company in 1846 to found Oregon City in the Willamette Valley.

James Douglas spent nineteen years in Fort Vancouver; serving as a clerk until 1834 when he was promoted to the rank of Chief Trader. From October 1838 to November 1839, while McLoughlin was on furlough in Europe, Chief Trader Douglas was in charge. In November 1839 Douglas was promoted to the rank of Chief Factor. Douglas took on several temporary assignments elsewhere, to set up HBC's trading post at Yerba Buena (San Francisco) California in 1841, and to establish Fort Victoria in 1843, but from 1839 to 1845 there were normally two Chief Factors based at Fort Vancouver, with McLoughlin in charge and Douglas as his subordinate.

Agricultural production
At its inception, Governor George Simpson wanted the fort to be self-sufficient as food was costly to ship. Fort staff typically maintained one year's extra supplies in the fort warehouses to avoid the disastrous consequences of shipwrecks and other calamities. Fort Vancouver eventually began to produce a surplus of food, some of which was used to provision other HBC posts in the Columbia Department. The area around the fort was commonly known as "La Jolie Prairie" (the pretty prairie) or "Belle Vue Point" (beautiful vista). In time, Fort Vancouver would diversify its economic activities beyond fur trading and begin exporting agricultural foodstuffs from HBC farms, along with salmon, lumber, and other products. It developed markets for these exports in Russian America, the Hawaiian Kingdom, and Mexican California. The HBC opened agencies in Sitka, Honolulu, and Yerba Buena (San Francisco) to facilitate such trade.

Express

Fort Vancouver was supplied in part through the overland York Factory Express. It originated from a route used by the NWC between Fort George to Fort William on Lake Superior. Each spring two brigades were sent, one from Fort Vancouver and the other from York Factory. A typical brigade consisted of about forty to seventy five men. These men carried supplies, furs and correspondence by boat, horseback and in backpacks for various HBC posts and personnel along the route. Furs stored at the York Factory would in turn be sold at London in an annual fur sale. Indians along the way were often paid in trade goods to help them portage around falls and unnavigable rapids.

Americans
The Hudson's Bay Company, which controlled the fur trade in much of what Americans styled the Oregon Country, had previously discouraged settlement because it interfered with the lucrative fur trade. By 1838, however, American settlers were coming across the Rocky Mountains and their numbers increased each subsequent year. Many left from St. Louis, Missouri and followed a fairly straight, but difficult, route called the Oregon Trail. For many settlers the fort became the last stop on the Oregon Trail where they could get supplies before starting their homestead.

During the Great Migration of 1843 an estimated 700 to 1,000 American settlers arrived via the Oregon Trail.

British response

The signing of the RAC-HBC Agreement with the Russian-American Company pushed the HBC into creating an agricultural subsidiary, the Pugets Sound Agricultural Company in 1840. Herds of sheep and cattle were purchased in Alta California and raised at Fort Nisqually. Agricultural products were sown and grown in abundance at Fort Cowlitz and exported with foodstuffs produced at Fort Vancouver to Russian America. Recruitment from retired HBC laborers residing in the Willamette Valley as agriculturalists, through the use of priests François Norbert Blanchet and Modeste Demers, utterly failed to convince any farmer to leave for vicinity of the Cowlitz farms. While additional plans called for recruitment in Scotland, these too came to nothing.

The only successful source of early colonists for the PSAC would come from the Red River colony. In November 1839 Sir George Simpson instructed Duncan Finlayson to begin promoting the PSAC to colonists. James Sinclair was later appointed by Finlayson to guide the settler families that signed the PSAC agreement to Fort Vancouver. They left Fort Garry (modern Winnipeg) in June 1841 with 121 people that consisted of 23 families. When they arrived at Fort Vancouver, they then numbered 21 families of 116 people. Fourteen of them were relocated to Fort Nisqually, while the remaining seven families were sent to Fort Cowlitz.

Oregon Treaty

Signed in 1846, the Oregon Treaty set the Canada–United States border at the 49th parallel north, putting Fort Vancouver within American territory. Although the treaty ensured that the HBC could continue to operate and had free access to navigate the Strait of Juan de Fuca, Puget Sound, and the Columbia River, company operations were effectively stifled by the treaty and became unprofitable and were soon closed down.

Restoration
Because of its significance in United States history a plan was put together to preserve the location. Fort Vancouver was declared a U.S. National Monument on June 19, 1948, and redesignated as Fort Vancouver National Historic Site on June 30, 1961. This was taken a step further in 1996 when a 366-acre (1.48 km2) area around the fort, including Kanaka Village, the Columbia Barracks and the bank of the river, was established as the Vancouver National Historic Reserve maintained by the National Park Service. It is possible to tour the fort. Notable buildings of the restored Fort Vancouver include a bake house, where Hardtack baking techniques are shown, a Blacksmith shop, a carpenter shop and its collection of carpentry tools, and the kitchen, where daily meals were prepared.

See also
Naukane (John Coxe)
New Caledonia
Vancouver National Historic Reserve Historic District

Citations

Bibliography

External links
Fort Vancouver National Historic Site

1824 establishments in the British Empire
Buildings and structures in Vancouver, Washington
Former colonial and territorial capitals in the United States
Vancouver
Fur trade
History of British Columbia
History of Vancouver, Washington
Vancouver
Hudson's Bay Company forts
Mexican–American War forts
Military and war museums in Washington (state)
Museums in Clark County, Washington
National Historic Sites in Washington (state)
Oregon Country
Oregon Trail
Tourist attractions in Vancouver, Washington
Washington Territory


In Part One of our IV workflow blog series, we explored the challenges of manual sterile compounding processes in today's pharmacies. Part Two introduces a next generation solution for enhanced accuracy and patient safety.
Sterile and IV compounding practices are a quality improvement priority in today's hospitals and health systems. Clinical leaders need a line of sight into next-generation workflows that mitigate patient safety hazards and eliminate risks associated with manual processes.
That's why we are pleased to announce a comprehensive IV workflow automation in a single platform. The new IVX Workflow solution from Omnicell integrates with Simplifi 797® to equip today's fast-paced pharmacy environments with the functionality needed to enhance safety, accuracy and compliance within sterile compounding environments.
It's been on the wish list of our customers for some time now. As fluid regulatory movements continue to raise the bar on sterile compounding practices, our partners in the field have often pointed to the benefits of having a cohesive solution that optimizes both workflow and compliance with United States Pharmacopeia (USP) best practice guidelines. Now, pharmacies can customize and design risk-based IV workflows for different compounding applications and remain fully compliant with USP <797> and USP <800>—the industry-accepted minimum practice standards increasingly recognized by regulatory bodies, accreditation agencies and payor groups.
IVX Workflow is the only IV workflow solution that provides integrated barcode scanning, gravimetrics, advanced image recognition, photo documentation and label printing in a single, flexible platform. This framework promotes the highest level of IV compounding accuracy, improving the outlook on industry statistics that point to IV error rates in the range of 1-9 percent. It also minimizes errors associated with manual inspections of IV admixture ingredients and faulty recall of steps taken.
Visit us at ASHP Booth #1633 this year to learn more about how IVX Workflow supports safe, efficient and compliant production of ready-to-administer IVs, helping to improve sterile compounding production and reduce medication errors.


By default Ubuntu 18.04 doesn't enable SSH, this post describes the steps you need to set up SSH.
Since many people will not require a SSH daemon on their computer this is not enabled by default. This means if you want to SSH into your Ubuntu 18.04 machine you will need to enable SSH.
To enable this you will need to install the SSH daemon using apt. This can be down by entering the following command.
During the installation process, this will ask you to confirm the operations it is performing. Once the installation has completed the SSH server will be configured and accessible for anyone to use.
Now that it is installed you will be able to SSH into your machine from another.


In 2005 the government introduced Part P of the Building Regulations in order to reduce the number of deaths injuries and fires caused by faulty electrical installations. Part P affects all electrical work carried out in dwellings.
Since it's introduction people carrying out electrical work in homes and gardens in England and Wales should follow the requirements set out in Part P of the Building Regulations to ensure that they are complying with the law. These rules are designed to ensure that electrical work is safe.
A Competent Person is a firm that has been approved by one of the government-approved Part P schemes as sufficiently competent to self-certify that its work complies with the Building Regulations.
A registered firm is not required to notify a building control body of its proposals to carry out electrical installation work before it begins or to have the work inspected on completion. This reduces costs for the customer as the additional charges for calling out a building control body can be avoided.
If a firm wishes to become a Competent Person it must first be assessed to ensure it meets the conditions of registration including the required levels of competence.
Why should I use a Competent Person?
Failing to comply with the Building Regulations is an offence. If you decide to use a firm that has not registered as a Competent Person you must inform your local Building Control office prior to any work starting and arrange for it to be inspected and certified by your local authorities Building Control office.


text:
North Harbor City Blvd.
DUI Defense Attorney
Sealing and Expungement
Geoff's Profile
Brevard Jail Population
eFacts
« White Collar Crime
Pre-trial Intervention »
Youthful Offenders
A youthful offender is a person who is 18 or under who is tried as an adult and sentenced prior to turning 21.
A Judge does not have to sentence a youthful offender to a minimum-mandatory sentence.
958.04 Judicial disposition of youthful offenders.–
(1) The court may sentence as a youthful offender any person:
(a) Who is at least 18 years of age or who has been transferred for prosecution to the criminal division of the circuit court pursuant to chapter 985;
(b) Who is found guilty of or who has tendered, and the court has accepted, a plea of nolo contendere or guilty to a crime that is, under the laws of this state, a felony if the offender is younger than 21 years of age at the time sentence is imposed; and
(c) Who has not previously been classified as a youthful offender under the provisions of this act; however, a person who has been found guilty of a capital or life felony may not be sentenced as a youthful offender under this act.
(2) In lieu of other criminal penalties authorized by law and notwithstanding any imposition of consecutive sentences, the court shall dispose of the criminal case as follows:
(a) The court may place a youthful offender under supervision on probation or in a community control program, with or without an adjudication of guilt, under such conditions as the court may lawfully impose for a period of not more than 6 years. Such period of supervision may not exceed the maximum sentence for the offense for which the youthful offender was found guilty.
(b) The court may impose a period of incarceration as a condition of probation or community control, which period of incarceration shall be served in a county facility, a department probation and restitution center, or a community residential facility that is owned and operated by any public or private entity providing such services. A youthful offender may not be required to serve a period of incarceration in a community correctional center as defined in s. 944.026. Admission to a department facility or center shall be contingent upon the availability of bed space and shall take into account the purpose and function of such facility or center. Placement in such a facility or center may not exceed 364 days.
(c) The court may impose a split sentence whereby the youthful offender is to be placed on probation or community control upon completion of any specified period of incarceration; however, if the incarceration period is to be served in a department facility other than a probation and restitution center or community residential facility, such period shall be for not less than 1 year or more than 4 years. The period of probation or community control shall commence immediately upon the release of the youthful offender from incarceration. The period of incarceration imposed or served and the period of probation or community control, when added together, may not exceed 6 years.
(d) The court may commit the youthful offender to the custody of the department for a period of not more than 6 years, provided that any such commitment may not exceed the maximum sentence for the offense for which the youthful offender has been convicted. Successful participation in the youthful offender program by an offender who is sentenced as a youthful offender by the court pursuant to this section, or is classified as such by the department, may result in a recommendation to the court, by the department, for a modification or early termination of probation, community control, or the sentence at any time prior to the scheduled expiration of such term. The department shall adopt rules defining criteria for successful participation in the youthful offender program which shall include program participation, academic and vocational training, and satisfactory adjustment. When a modification of the sentence results in the reduction of a term of incarceration, the court may impose a term of probation or community control which, when added to the term of incarceration, may not exceed the original sentence imposed.
(3) The provisions of this section shall not be used to impose a greater sentence than the permissible sentence range as established by the Criminal Punishment Code pursuant to chapter 921 unless reasons are explained in writing by the trial court judge which reasonably justify departure. A sentence imposed outside of the code is subject to appeal pursuant to s. 924.06 or s. 924.07.
(4) Due to severe prison overcrowding, the Legislature declares the construction of a basic training program facility is necessary to aid in alleviating an emergency situation.
(5) The department shall provide a special training program for staff selected for the basic training program.
Posted in Juvenile | Tagged juvenile, youthful offender
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Is Subaru Planning A New Hot Hatchback?
We certainly do hope so.
Even compared to its own fellow Japanese automakers, Subaru is a very conservative brand. Yes, it does have sports cars like the BRZ and and WRX STI. However, those are all built in fairly limited numbers compared to its bread and butter models like the Forester and Crosstrek. Because it's a small automaker, Subaru simply can't afford to take the chances that other larger carmakers can. But are there segments where Subaru could enter? Say a compact hatchback? More specifically, a compact hot hatch with WRC roots?
A new rumor coming from Japanese language claims Subaru is developing a new hatchback that could potentially compete in the 2020 World Rally Championship.
This supposed hot hatch would target the , which is also set to compete in the WRC. Sources claim this new and so far unnamed Subaru compact hot hatch has a design inspired by the brand's Viziv concepts. Under its hood could potentially lie a turbocharged 1.8-liter horizontally opposed boxer four-cylinder with direct injection. If development is currently taking place as rumored, a debut could possibly happen as early as sometime next year, which would make sense if the 2020 WRC is being eyed. But if this rumor turns out to be true, what are the chances this new Subie will be America-bound? Low, probably.
Although the Toyota Yaris is sold in the US, the subcompact hatchback segment, in general, is not popular. Americans, generally speaking, are more familiar with Subaru's crossover SUVs than anything else. Even Mini has been struggling in America as of late with the majority of its lineup. Its saving grace, in many ways, is the Countryman crossover.


text:
La Fundación Princesa de Asturias —hasta 2014 denominada Fundación Príncipe de Asturias y en el momento de su creación Fundación Principado de Asturias— se constituyó en la ciudad de Oviedo el 24 de septiembre de 1980 en un acto presidido por el entonces príncipe Felipe de Borbón, que contaba en aquel momento con doce años.

El 19 de junio de 2014, con la proclamación de Felipe como rey de España, su hija Leonor asumió el título de princesa de Asturias como su heredera. En octubre de ese año el patronato de la fundación aprobó un cambio de denominación tanto de la institución como los premios homónimos que pasarían a ser «Princesa de Asturias». Los cambios se hicieron efectivos tras la entrega de los premios de la edición de 2014.

Premios Princesa de Asturias

Como organización sin ánimo de lucro, la fundación tiene como objetivos primordiales consolidar los vínculos existentes entre el Principado y el Príncipe de Asturias y contribuir a la exaltación y promoción de cuantos valores científicos, culturales y humanísticos son patrimonio universal. Con este último fin se crearon, un año después de su fundación, en 1981, los Premios Princesa de Asturias que se entregan cada otoño en el Teatro Campoamor de Oviedo. Estos premios se conceden en ocho categorías:

 Artes
 Ciencias Sociales
 Comunicación y Humanidades
 Cooperación Internacional
 Investigación Científica y Técnica
 Letras
 Deportes
 Concordia

La ceremonia de entrega de los premios está considerada como uno de los actos culturales más importantes de la agenda internacional. A lo largo de su historia, estos galardones han recibido distintos reconocimientos, como la declaración extraordinaria que la UNESCO realizó en 2004 por su excepcional aportación al patrimonio cultural de la Humanidad.

Estructura

Patronato de la Fundación
El Patronato es el órgano de gobierno y representación. Aprueba y desarrolla los presupuestos y las cuentas anuales y fija los objetivos de la Fundación. Está formado por la Presidenta de Honor de la Fundación, S.A.R. doña Leonor de Borbón, el Vicepresidente de Honor, el presidente del Principado de Asturias, Adrían Barbón, el Presidente de la Fundación, Luis Fernández-Vega Sanz, 20 Vocales y un Secretario General, Adolfo Menéndez Menéndez.

Patronato Princesa de Asturias
Es un órgano consultivo y honorífico al servicio de la Fundación. Está formado por la Presidenta de Honor, S.A.R. doña Leonor de Borbón; el Vicepresidente de Honor, el presidente del Principado de Asturias, Adrián Barbón; 79 personas o instituciones; 5 Miembros de Honor, los anteriores presidentes del Principado de Asturias; el Secretario General como Secretario del Patronato y un Vicesecretario.

Miembros Protectores
Son personas físicas o jurídicas que contribuyan a los objetivos de la Fundación con aportaciones económicas o de otra índole.

Presidente de la Fundación
Actualmente y desde 2018 Luis Fernández-Vega Sanz es el Presidente. Anteriormente lo han sido: Pedro Masaveu Peterson (1980-1987),  Plácido Arango Arias (1987-1996),  Jose Ramón Álvarez Rendueles (1996-2008) y Matías Rodríguez Inciarte (2008-2018).

Directora
Actualmente en el cargo Teresa Sanjurjo González desde 2009.

Director Emérito Vitalicio
Graciano García García, fundador de la Fundación y director de la misma desde su fundación hasta 2009.

Patronos Eméritos
Los patronos que habiendo formado parte del Patronato por al menos 10 años cesen de su condición al cumplir los 75 años podrán ser nombrados patronos eméritos.

Referencias

Véase también
 Fundación Princesa de Girona
 Fundación Reina Sofía

Enlaces externos
 Fundación Princesa de Asturias
 Premios Princesa de Asturias
 Facebook de la Fundación Princesa de Asturias
 Twitter de la Fundación Princesa de Asturias

Cultura de Asturias
Principe de Asturias
Organizaciones de Asturias
Instituciones y organismos con sede en Oviedo
Premios Princesa de Asturias
Organizaciones fundadas en 1980
España en 1980
Galardonados con la Medalla de Oro de Asturias


text:
01483 689111 ussu.vpactivity@surrey.ac.uk
Sport & Activity
SurreyMoves
Free Swimming
PlaySport Weekly Planner
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What Is Team Surrey
VP Activity
Unstoppable Hockey Club Crowned League And Cup Winners
The University of Surrey Hockey Club have enjoyed an incredibly successful season over the past academic year. Both men's and women's teams have blown the opposition out of the water in their respective leagues, with all four sides ending the season as champions.
The women's 1st team secured promotion to division 1 in emphatic style, finishing the season unbeaten and scoring a total of 64 goals in just 10 league games.
The 21st March proved to be a prolific date for the Club as the men's 2nd team were crowned cup winners following a 3-0 win over LSE 2nd.
Meanwhile, on that very same day, both the men's and women's Varsity squads achieved victories over rivals Royal Holloway, aiding Surrey to reclaim the Varsity trophy for another year.
We spoke to Co-Club President Tilly Malins about the incredible year for the Club.
"Words just can't do justice to the incredible achievements of the Club this year.
"It's the best possible outcome for the Club but the success doesn't only lie in our BUCS performance.
"We have had a record level of membership, four members have become level 1 assessed umpires and two students have been chosen for the England South Universities Squad."
Fellow Co-Club President Eliot Steedman also spoke on the Club's ambitions moving forward.
"For the immediate future we want to focus on maintaining our position in the 1A league across both of our 1st teams.
"It's also really important to us that we continue to expand our club size to provide the best possible hockey experience we can."
Congratulations to the Club on their exceptional work this year, we hope they can replicate more of the same in the 2018/19 academic year!
BUCS Wednesday – 11th December
It's the last BUCS Wednesday before Christmas and for 2019! Check out our full list of home fixtures and head over to Surrey Sports Park to spread some cheer by supporting your team: TEAM OPPOSITION LOCATION START TIME Tennis (W1) Queen Mary 1s Outside Courts 12:00...
BUCS Wednesday – 4th December
It's nearly Christmas and the penultimate BUCS Wednesday of 2019! Check out our full list of home fixtures and head over to Surrey Sports Park to spread some cheer by supporting your team TEAM OPPOSITION LOCATION START TIME Basketball (M2) Bucks New 1s Arena A 13:00...
Scholar Spotlight – Millie Regan
Second year Sports Scholar, Millie Regan, provides insights into her motivations and aspirations along with her best memories so far at the University of Surrey. What made you choose the sport and position? I went to a very sporty Prep school and we were encouraged to...
If you're looking to get in touch, please contact us using the below details.
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Published 04/18/2019 10:32:54 am at 04/18/2019 10:32:54 am in Large Palm Tree Wall Decal.
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text:
Criminal Justice and Immigration Featured Articles Home Programs Not Profits Publications What We Focus On
Buying Influence: How Private Prison Companies Expand Their Control of America's Criminal Justice System
10/12/2016 2/28/2017
By In the Public Interest
Every year, private prison and other corrections companies spend millions of dollars influencing public officials. For example, in 2014 alone, the two largest private prison companies in the U.S., Corrections Corporation of America (CCA) and GEO Group, spent at least $5.9 million on lobbying and contributions to campaigns.
Whether advocating for legislation that benefits their business models, making campaign contributions to candidates, or seeking new contracts, private prison companies' government-relations arms aim to expand the role the companies play in America's criminal justice system.
Buying Influence outlines the various ways corrections companies influence public officials, increasing their grip on the criminal justice system.
Tweet about the fact sheet | Share on Facebook
This fact sheet was released as part of Programs Not Profits, a multi-year campaign that promotes replacing private profits that hurt incarcerated people, correctional officers, and taxpayers, with publicly funded and managed programs that provide job training, mental health care, and substance abuse treatment.
If you'd like to know when we release new information like this, please sign up for our mailing list.
Report: The Banks That Finance Private Prison Companies
Fact Sheet: GEO Group and Corrections Corporation of America Spend Billions of Taxpayer Dollars Purchasing Smaller Companies
For Private Prison Companies, There's No Value in an Empty Prison
Fact Sheet: Private Prison Companies Encourage Mass Incarceration by Owning Facilities
It's Been a Rough Few Weeks for the Private Prison Industry
Private Companies Profit from Almost Every Function of America's Criminal Justice System
When "it's illegal to be poor"


text:
Q: BlockBee API callback issue (Laravel 9) Edit: thanks to the help of Aynber and CBroe, I have come to the conclusion that I (as a novice) was completely offtrack. I will readjust as per their comments. Kind regards, James.
I am having some issues trying to integrate the BlockBee API into my Laravel application. So far, the request to generate a BlockBee payment page works, however, the callback received thereafter is one I cannot get to work.
My code works as follows:

*

*User goes to /billing and uses the form to order credits (works)

*An API request is made to BlockBee after which the user is redirected to the generated payment page (works)

*The user is able to make a payment (works)

*The user should be send to the /payment-complete page (works)

*The /payment-complete page should then retrieve the value amount from the BlockBee API and add the credits (does not work and I have no idea how to accomplish this).

The form on the /billing page (works):
<form class="mt-4 p-5 bg-white rounded-lg shadow-md" action="/payment" method="post">
Then on the payment page the URL is requested as follows (works):
<?php
// Get the number of credits and calculate the amount to charge
$credits = $_POST['credits'];
$amount = $credits * 0.02;
$expire_at = time() + 3605; // 3600 seconds = 1 hour

// Set up the BlockBee API request parameters
$query = array(
    "apikey" => "[API_KEY_REMOVED_FOR_STACKOVERFLOW]",
    "redirect_url" => route('payment-success'),
    "value" => $amount,
    "item_description" => "Credits",
    "expire_at" => $expire_at,
    "post" => 0
);

// Send the request to the BlockBee API
$curl = curl_init();
curl_setopt_array($curl, [
    CURLOPT_URL => "https://api.blockbee.io/checkout/request/?" . http_build_query($query),
    CURLOPT_RETURNTRANSFER => true,
    CURLOPT_CUSTOMREQUEST => "GET",
]);
$response = curl_exec($curl);
$error = curl_error($curl);
curl_close($curl);

// Parse the response and get the payment URL
if ($error) {
    echo "cURL Error #:" . $error;
} else {
    $response = json_decode($response, true);
    $payment_url = $response['payment_url'];
}

?>

<!DOCTYPE html>

    <title>Payment</title>

Redirecting you to the payment page...

If you are not automatically redirected, please click the link below:

        Click here

I have the following routes in the routes/web.php (billing / payment work, payment-success does not):
Route::get('/billing', function () {
    $user = Auth::user();
    return view('billing', compact('user'));
})->middleware(['auth', 'verified'])->name('billing');

Route::post('/payment', function () {
    $user = Auth::user();
    return view('payment', compact('user'));
  })->middleware(['auth', 'verified'])->name('payment');

Route::get('/payment-success', function () {
    $user = Auth::user();
    $credits = $_POST['credits'];
    $amount = $credits * 0.02;

    // Check if the payment was successful
    $status = $_GET['status'];
    if ($status == 'success') {
        // Add credits to user's credit number
        $user->credits += $credits * 50;
        $user->save();
    }

    // Show a message to the user
    return view('payment-success', compact('user', 'credits', 'amount', 'status'));
})->middleware(['auth', 'verified'])->name('payment-success');

And the following payment-success.blade.php (does not seem to work):
<!DOCTYPE html>

    <title>Payment Success</title>

        @if ($status == 'success')

Payment successful!

{{ $credits }} credits have been added to your account.

        @else

Payment failed.

        @endif

I have tried troubleshooting the problem with ChatGPT but it did not work. Also I tried placing the logic for the callback handling outside of the routes/web.php file but am unsure on how to do so.

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It's orchid season here at Long Stems and we are getting excited unpacking all of our unique varieties! These orchids make the perfect Valentine's Day gift. An orchid is the perfect gift to spruce up any home or office space, their exotic blooms will leave your special someone in awe. Did you know there are over 25,000 species of orchids worldwide, with over 100,000 color variation! Here at Long Stems we don't carry every variety but we have a wide selection of different species and colors.
Phalaenopsis Orchids (Above) are one of the most popular varieties. Their large and colorful blooms make them very appealing, along with their relatively easy care and high chance of re-blooming indoors.
Orchid plants grow in tropical rainforests and thus in general require a high amount of humidity and water but most varieties of orchids need to be drained thoroughly and not sit in any water. The original classification name for orchids (Epidendrum) means 'tree-dwelling' because of the high amount of orchids that nest among the canopy of rainforests.
Orchid Plants are an ancient symbol of love in many cultures. The ancient Chinese cultivated orchid plants for centuries. It wasn't until 370 B.C. when the plants were first mentioned in Greek writings by the philosopher Theophratus. In Greek and Roman culture Orchids were highly prized for their supposed aphrodisiac properties.
Cymbidium Orchids (Above) come into Long Stems as cut flowers all through the year but this time of year we get in these impressive plants. Make sure you have room for this large plant, some 3 or 4 flower spikes. They can even be moved outdoors in the shade during the summer months!
Miltoniopsis Orchid (Above) or more commonly known as the Pansy Face Orchid is another popular variety. They are prized for their large blooms that are sometimes even fragrant and for their many blooms and buds for each plant.
Oncidium Orchids (Above) are another favorite variety with some spikes getting upwards of 100 flowers. Many of these plants bloom on a 9 month cycle meaning that within 18 months the plant will have bloomed twice.
Brassidium Orchids are sure to impress any orchid connoisseur. The stunning color variations along with its high volume of blooms make this a very popular plant.
Paphiopedilum (Above) also known as the Lady Slipper Orchid is a variety than any collector would prize. They generally only have one or two flowers but the stunning beauty of each bloom makes them well worth it. The flower lasts for ten weeks or more!
Dendrobium Orchids (Above) are an easy care plant that has a high chance of re-blooming. This plant comes in a range of sizes and colors to fit anyone's Valentine's Day wishes.
Vanda Orchid (Above) are known for their vibrant purple/blue and pink blooms. These orchid grow out of soil and use their long air roots to gather moisture. Make sure to keep them humid.
Here at Long Stems all of our orchids are grown in the United States and Canada in greenhouses, that means that the orchids spend less time being transported to us. What sets our orchids apart from those at a large retailers or chain stores is that our orchids spend less than one day on route to our store. Orchids are very delicate plants that are easily stressed by temperature changes and light changes. Grocery stores and other large retailers can have their orchid plants sit in a box for upwards of two weeks, this severely hurts the longevity of the bloom as well as the likelihood of the plant ever re-blooming.
Make sure to spend this Valentine's Day nestled up with your special someone along side the perfect orchid plant for you!


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Visceralofobia https://www.brutalresonance.com/review/asseptic-room-visceralofobia/ Dark Electro, Minimal Asseptic Room Nick Quarm If any band could sum up their portfolio with a single song, Carlos' "Asseptic Room" has done it, with "Human With Radiation". The mere notion enables an uneasy, much-maligned image. If said image was put to music, it would be very minimal and full of despair. Since parting from previous act "Dioxyde", Carlos Ruiz has built up a reputation for composing minimal Dark Electro - a concept which a very small number of artists are creating; mainly because it's a very niche and bleak sound, but a lot of the reasoning for this exodus simply HAS to be because it's insanely difficult to do this and keep the listeners attention for over an hour. Since the first album, "Morbid Visions" was released in 2006, there's been a long wait, and there was a point where I didn't expect to hear anymore from this act - "Visceralofobia" has hit me like a bolt from the blue, and I can see straight away that little has changed. Although i'm not hugely au fait with the definitions of the project and album titles, I understand enough to see that there is an obsession with gore, blood, and Biology - one hinted at time and time again with song titles such as "Red Sludge" and "Skin and Bones". The aforementioned "Human With Radiation" is the first track on here, and at 6:40 seconds, Carlos is still content to make songs that are both long and entertaining - the first album was full of these, and despite it being quite a risk for music that's more minimal that you might like to care for, the package and idea of Asseptic Room manages to draw the listener to this project, like a needle would draw a stitch across the skin. How does someone persuade a newcomer to check out a project like this? Well, firstly without a doubt, fans of the much-loved Dioxyde project will flock to this like Ants at a picnic - the sickness, the whole feel of shutting down physically and mentally is present, and the slow tempo is executed well enough to make this album suitable for important tasks like checking your e-mails, making a coffee, and more appropriately, blowing your head right off of your spine. Time and time again, I've highlighted the negative feelings and psyche that Dark Electro can convey, and time and time again, I've watched people ask why on earth it appeals. This is not something I can convert you to - you either understand Dark Electro, or you don't, but much in the same way that music can take you to a standstill, give you goosebumps, and send you soaring through the sky like a Phoenix, it can also use the same power to bring out the exact opposite, and when an album makes you sweat, shiver, and feel like Jesus at the Last Supper, you have to applaud the talent behind it, whether you can relate to this kind of atmosphere, or not. Just in case you had questions about whether or not the album picks up, indeed it does. "Falsas Palabras" for example, is more quirky, with a faster beat and a less disregarding melody to it. It could almost be a sea shanty played on the Accordion, in comparison to other tracks. Finally, I extend a personal congratulation to Carlos, who after a 5 year hiatus, has returned, and like those pesky Krakens in lore and mythology, has completely flayed my mind. 16 tracks, over an hour. Can you survive a dark night with Carlos Ruiz? August 6, 2011 https://www.brutalresonance.com/review/asseptic-room-visceralofobia/ 450
Asseptic Room - Visceralofobia
"Good"
Released 2011 by Advoxya Records
Dark Electro, Minimal
If any band could sum up their portfolio with a single song, Carlos' "Asseptic Room" has done it, with "Human With Radiation". The mere notion enables an uneasy, much-maligned image. If said image was put to music, it would be very minimal and full of despair.
Since parting from previous act "Dioxyde", Carlos Ruiz has built up a reputation for composing minimal Dark Electro - a concept which a very small number of artists are creating; mainly because it's a very niche and bleak sound, but a lot of the reasoning for this exodus simply HAS to be because it's insanely difficult to do this and keep the listeners attention for over an hour. Since the first album, "Morbid Visions" was released in 2006, there's been a long wait, and there was a point where I didn't expect to hear anymore from this act - "Visceralofobia" has hit me like a bolt from the blue, and I can see straight away that little has changed.
Although i'm not hugely au fait with the definitions of the project and album titles, I understand enough to see that there is an obsession with gore, blood, and Biology - one hinted at time and time again with song titles such as "Red Sludge" and "Skin and Bones".
The aforementioned "Human With Radiation" is the first track on here, and at 6:40 seconds, Carlos is still content to make songs that are both long and entertaining - the first album was full of these, and despite it being quite a risk for music that's more minimal that you might like to care for, the package and idea of Asseptic Room manages to draw the listener to this project, like a needle would draw a stitch across the skin.
How does someone persuade a newcomer to check out a project like this? Well, firstly without a doubt, fans of the much-loved Dioxyde project will flock to this like Ants at a picnic - the sickness, the whole feel of shutting down physically and mentally is present, and the slow tempo is executed well enough to make this album suitable for important tasks like checking your e-mails, making a coffee, and more appropriately, blowing your head right off of your spine.
Time and time again, I've highlighted the negative feelings and psyche that Dark Electro can convey, and time and time again, I've watched people ask why on earth it appeals. This is not something I can convert you to - you either understand Dark Electro, or you don't, but much in the same way that music can take you to a standstill, give you goosebumps, and send you soaring through the sky like a Phoenix, it can also use the same power to bring out the exact opposite, and when an album makes you sweat, shiver, and feel like Jesus at the Last Supper, you have to applaud the talent behind it, whether you can relate to this kind of atmosphere, or not.
Just in case you had questions about whether or not the album picks up, indeed it does. "Falsas Palabras" for example, is more quirky, with a faster beat and a less disregarding melody to it. It could almost be a sea shanty played on the Accordion, in comparison to other tracks.
Finally, I extend a personal congratulation to Carlos, who after a 5 year hiatus, has returned, and like those pesky Krakens in lore and mythology, has completely flayed my mind.
16 tracks, over an hour. Can you survive a dark night with Carlos Ruiz?
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Asseptic Room - Visceralofobia is available at POPONAUT from 11,95€
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Today I Wait
Already Dead In Their Eyes
(Saw Her Ghost Records)
There's nothing wrong with the fourth release from Michigan's relatively veteran hardcore act Today I Wait, but there's nothing that completely enamors me either.
Basically culling from every big name in hardcore and metalcore, TID's mix of intense, burly metallic hardcore and a few melodic metalcore elements and even a hint of more death metal inspired heft (early Dead To Fall comes to mind), TID are distinctly German (Heaven Shall Burn, etc) in their stern delivery of 10 no nonsense heavier than average metallic hardcore, and everything on the album, is well done, with crisp production, scores of breakdowns, but the whole effort just feels a bit 'empty'.
That's not to say Already Dead In Their Eyes is a bad album, it really isn't; it's gruff, it's intense, it's heavy, it's free from trendy clichés (though "Vanishing Forever" tries) and it delivers the beatdown with gusto, especially tracks like "Lovely Victim", the chunky "Dressed For the Kill" and "Tune Them Out", but there's a reason the band doesn't seem to be mentioned with reverence in the hardcore underground (outside of Michigan), even after three releases. They just seem to lack the 'it' factor to make songs really jump put at you and want to listen to the album again. The thing is, I get the distinct impression this 5 piece just kills in a live setting as the intensity, especially of vocalist Jason who has an impressive feral roar (even though his thankfully rare singing is slightly less impressive).
For sheer, oppressive hardcore heaviness, Today I Wait fits the bill, but those looking for something with a little more depth and staying power, might want to look elsewhere.
Written by Erik T
Find more articles with 2007, E.Thomas, Review, Saw Her Ghost Records, Today I Wait


The pressure is on for manufacturers of domestically produced and sourced pet foods, as pet specialty re- tailers, acting on behalf of their trusting customers, seek higher-quality products from brands that can back up their made-in-USA claims. In response, savvy pet food companies are indeed heeding the call by offering a transparent view of their sourcing and production processes.
Trust is key, emphasized Michael Levy, founder of Pet Food Express, a multistore chain in California.
in creating a product assortment that pet owners can trust.
won't carry that brand in his store.
make any food sound better than it really is, he added.
added that even they can be misleading.
latter has given me a better view of their operation.
food is made and the ingredients used.
that our customers expect the same of us?" he asked.
safe and nutritious for their loved ones.


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Tibód (románul Tibod) falu Romániában Hargita megyében.

Fekvése
Tibód Románia középső részén, Kelet-Erdélyben, Székelyföld központi részén, a hajdani Udvarhelyszék vármegye északkeleti felében, a mai Hargita megyében terül el. Székelyudvarhelytől északnyugat irányba (7 km), a 13 A jelzésű műútból leágazó 14-es számú községi úton közelíthető meg, amely a Bosnyák-patak völgyét követi.

Nevének eredete
A falu a hagyomány szerint Örs vezér Tibold nevű fiáról kapta a nevét.

Története
Határában gazdag római pénzlelet, római castrum és út maradványai kerültek elő. 1910-ben 140, 1992-ben 192 magyar lakosa volt. A trianoni békeszerződésig Udvarhely vármegye Udvarhelyi járásához tartozott.

Látnivalók
Kápolnáját 1764-ben a Török család építtette Szent Erzsébet tiszteletére. Itt született a család több neves tagja.

Hivatkozások

Hargita megye települései
Udvarhely vármegye települései


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Hot News NASCAR Cup Series
Martin driving for Gibbs at Las Vegas
Joe Gibbs Racing announces that Mark Martin will drive the Interstate Batteries Toyota Camry in the 2012 NASCAR Nationwide Series race in Las Vegas in March. "We've always hoped to have the opportunity for Mark to drive for us and to have him behind the wheel of our Interstate Batteries Toyota for the Nationwide race in Vegas is exciting," said J.D. Gibbs, president of Joe Gibbs Racing. "He is a great example to all drivers of the dedication it takes to be successful and certainly we're honored to have him part of our efforts in 2012." While Martin is only currently scheduled to race in Las Vegas for JGR, the team is still working on opportunities for the veteran driver to secure additional races. Joe Gibbs Racing
Force India 'on schedule' with '12 car
Rolex 24: Action Express Tops Day 2


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Director/Sales Consultant
Mob:
Jon has been in Sales for 26 years beginning his career in Canon selling print solutions. Canon started him on a journey towards Sales and business Excellence that saw him implement Sales growth and turnaround Strategies at O2, Carphone Warehouse and NCC. Partnering with Imparta gave Jon a methodology that allows him to help businesses find problems, work out if they are worth solving and put forward ideas to solve them. Jon set Global River up in 2010 because he believed that by consulting in this way with clients we could provide an industry leading service. His aim is to establish a process that sees clients achieve Continuous Improvement in their Marketing and Online presence. Jon's main role is account manager and project manager and his job is to make sure you get maximum value from your engagement and that it is delivered smoothly. Having recently gained Growth Accelerator Coaching status Jon can now help customers gain funding to work with Global River on their expansion plans. Jon is also the first point of contact at Global River and using his Sales Consultancy background will be the ideas man for your Marketing plan!
Jon is a fitness fanatic who enjoys swimming, cycling, running and yoga and has been seen by a few customers riding into work on summer mornings.
Mike Vickers
Mike@Global-River.co.uk
Mike first started building websites way back in 2003 when internet technology was a lot different than it is today and the biggest challenge was to bring a website alive from the design concept so that it still looked the same across all platforms and push the boundaries of what was possible. While the technology has moved on in leaps and bounds since then the traditional values of great attention to detail and an innate understanding of what is required from the many factors involved makes Mike the top quality website builder he is today. Also Mike is always willing to help our customers make the most from their own websites and has a great ability to explain some of the more technically challenging aspects of the internet in a clear and simple way.
It's not all been about websites though in Mike's career to date. He started out as a simple stores administrator and quickly developed more efficient practices and processes while utilising the latest computer software. This then lead to a position as a computer engineer supporting the ICI offices throughout the North-West of England. Always looking to move forward, Mike became a qualified Prince 2 Practitioner Project Manager and worked across Europe on projects to install a brand new computer system for IBM.
When Mike was asked to create a website by a graphic designer he relished the challenge and quickly learnt what was involved and set to the task. This first website was so well received that many more requests soon came in and Mike has not looked back since and has created many diverse websites, animations, emails and a host of other online projects.
Mike lives close by in Cuddington and has tried a range of interesting activities more notably he has built and raced his own sports car and regularly helps out with the Kingsley Players amateur dramatics group but says he is strictly a 'behind-the-scenes' man. He coordinates the lighting design and sound effects and has no intention to tread the boards himself.
Ross Collier
Graphic Design Director
Ross@Global-River.co.uk
Ross has worked as a professional designer for over 10 years with the seeds of his career being sown when he was old enough to hold a pencil or plug in an amiga.
Training in both traditional and digital design and illustration means that his approach to all projects combines a fluent knowledge of today's most sophisticated software with the core values that underpin great looking and functional design. His passion for adopting new technology and learning new techniques means that over the course of his career his visual and creative repertoire has grown to incorporate video production, motion graphics and 3D animation / visualisation. Extensive knowledge of Adobe and Autodesk programme suites give him the flexibility to tackle any brief whether for print, web or video.
He joined Global River looking for a new challenge, bringing with him the core belief that every project regardless of size or budget should have world class, cutting edge design.
Ross lives on the Wirral and is a keen photographer and snooker player. He's also been reliably informed by his wife that he loves period dramas.
Alison Fenwick
Alison@Global-River.co.uk
The majority of buying decisions start with an on line search for further information and suitable suppliers. Alison can help optimise your website to attract search traffic from potential customers at the very time when they are looking for your products or services.
Alison has worked in business development for nearly 20 years in technical sales and marketing for large blue chip organisations including Millipore and Perkin Elmer as well as much smaller companies. This has given her a detailed understanding of the sales process and in particular that most critical step of sales lead generation. She specialises in analysing your website, its visitors and their activity. Then working in partnership with them to improve their visibility in search results and promote the engagement of customers once they arrive on the site. This is a rapidly evolving area, with regular changes in search engine algorithms affecting how pages are ranked. Alison likes to work openly and in partnership with clients to help them stay ahead of their competition and drive new business.
Alison's qualifications include a degree in Biochemistry and further training in Search Engine Optimisation and Website Content Strategy. She holds current Google AdWords certiification and the Google Analytics qualification.
Michael Glover
Mike.glover@Global-River.co.uk
Michael has been with us since 2015 and is now a fully trained web developer creating sites we are hugely proud of. Michael's experience prior to joining is was in developing and updating a large ecommerce website. Working as a team leader over seeing the adding, editing and removing products, maintaining the website and designing new pages and content. He worked closely alongside the lead Website Developer on a host of different tasks, such as design changes, using HTML & CSS, content writing and Google page ranking using SEO techniques, Social Media strategy managing the companies Facebook, Twitter, LinkedIn & Google+ profiles, creation of website graphics such as page banners using Photoshop, creation of HTML e-mail flyers and newsletters and even on-site development work using PHP, JavaScript & jQuery. The experience he has brought to the Global River team has been invaluable.


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What is network storage?
A network storage server (NAS) is a file-based storage architecture, consisting of one or more servers with dedicated disks where data is stored and shared with many clients connected to a network. NAS is one of the three main storage architectures, along with local storage area networks (SAN) and direct-attached storage (DAS). It is the only one that is both networked (by definition) and fully responsible for all network storage.
If we compare the NAS to storage volumes that are more familiar to you, such as your computer's hard drive, an external hard drive, a CD or a USB key, we see that a NAS architecture allows you to store and share files in the same way. The difference is elsewhere. Indeed, a hard drive, internal or external, a CD and a USB key can only connect to one device at a time, while the NAS connects several devices at the same time.
NAS units are designed to distribute data in the form of files. Although technically capable of performing general server tasks, NAS units often have a role that is limited to running software that protects data and manages permissions. It is for this reason that they do not need a full operating system. Most NAS units include a lightweight operating system, configured for data storage and presentation.
To present these files, the NAS unit uses standard file protocols, such as NFS (Network File System), SMB (Server Message Block), CIFS (Common Internet File System) or AFP (Apple Filing Protocol), which communicate with Linux, UNIX, Microsoft Windows and Apple devices.
Here are the main advantages of a NAS server:
Scalability: To increase the storage capacity of a NAS, simply add hard drives to it. No need to upgrade or replace servers, let alone disable the network.
Performance: Since the NAS is a file system, other devices on the network do not need to be responsible for file sharing. In addition, the NAS is often configured for specific use (storage of Big Data or multimedia content, for example), which allows higher performance.
Simple configuration: NAS architectures are often accompanied by simple scripts or even provided in the form of preinstalled appliances with a streamlined operating system, which considerably reduces system configuration and management time.
Accessibility: all networked devices have access to the NAS.
Fault tolerance: It is possible to format the NAS so that it supports replicated disks, a RAID system or erasure encryption to ensure data integrity.
How does network storage work?
Simply put, NAS is an approach that aims to simplify access to data stored between devices on a network. By installing specialized software on dedicated hardware, businesses can take advantage of single point shared access with security, management, and fault tolerance features. The NAS communicates with other devices using file protocols. It is one of the easiest formats to use, especially when compared to block or object storage systems.
The hardware that makes up a NAS is usually called a NAS enclosure, NAS unit, or NAS server. The server itself is essentially made up of storage disks, processors and RAM, like most other servers. It is possible to add more RAM to a NAS unit or to customize the type and capacity of the disks according to specific needs. The main difference between a NAS and a general-purpose storage server is rather at the software level.
A NAS unit includes software deployed on a lean operating system, which is generally integrated into the hardware. As for the general-purpose server, it has a complete operating system and sends and receives hundreds or thousands of small unique requests per second. The operating system of a NAS manages only two tasks: data storage and file sharing.
A NAS unit is formatted with data transfer protocols, which are frequently used for sending data between multiple devices. Clients can access these protocols via a network switch, which is a central server that connects all elements of the network and routes requests. In practice, data transfer protocols allow you to access files stored on another computer as if they were your own.
Several protocols can be used on a network, but the two most important are Internet Protocol (IP) and Transmission Control Protocol (TCP). The TCP protocol makes it possible to group data into packets before sending them via the IP protocol. To simplify matters, TCP packets are comparable to ZIP files and the IP protocol to email addresses. If your grandparents are not registered on social networks and they do not have access to your personal cloud, you must send them your vacation photos by email. You can also collect these photos in ZIP files to avoid sending them one by one. Similarly, the TCP protocol gathers files into packets before sending them over a network via IP addresses.
The files transferred via these protocols can be in the following formats:
NFS (Network File System): this protocol is frequently used on Linux and UNIX systems. This independent protocol works on all types of hardware, operating systems and network architectures.
SMB (Server Message Block): most systems that use the SMB protocol are running Microsoft Windows. It is then called "Microsoft Windows Network". This protocol was developed from the CIFS (Common Internet File System) protocol and it is for this reason that it sometimes appears under the name CIFS / SMB.
AFP (Apple Filing Protocol): this is a proprietary protocol, reserved for Apple devices that run macOS.
Is the NAS, however, a cloud?
No. A NAS is not a cloud. A cloud is a pool of virtual resources (like a storage volume), which are orchestrated by management and automation software and accessible on-demand via self-service portals. These resources are automatically sized and dynamically allocated. To be considered a real cloud, a NAS should be virtualized in the form of resource pools. These would then have to be orchestrated by management and automation software so that we can speak of cloud computing.
In short, the NAS is somewhere between a local storage system and a cloud storage system. The NAS has certain characteristics of local storage (on-site access, wired connections) and certain characteristics of cloud storage (network access, self-service), but it does not include the necessary management and automation software. to evolve quickly and to provide measurement services. If the NAS is not a cloud, it can nevertheless play a fundamental role in cloud computing.
Comparison between a network storage server and other types of storage
SAN networks
A storage area network (SAN) enables what is known as block storage. Block storage separates storage volumes (such as hard drives, virtualized storage nodes, or cloud storage resource pools) to make smaller volumes called blocks, which can be adapted to formats various protocols. For example, it is possible to adopt a block to the format of the NFS protocol, another to the format of the AFP protocol and a third to the format of the SMB protocol. This option provides more flexibility to users but forces them to manually navigate among resources since block storage collects data arbitrarily.
DAS storage
Direct attached storage (DAS) corresponds to a storage system directly connected to a single computer. It is not on a network, so other devices cannot easily access it. DAS is the precursor to the NAS, and each DAS device must be managed separately, while the NAS manages the entire network. The simplest example of DAS is a computer's hard drive. Before computer B can access the data stored on the hard disk of computer A, you must remove the hard disk from computer A and physically connect it to computer B, or configure a connection between the two computers.
Software storage
A software storage solution is storage management software that operates independently of the underlying hardware. It is thus possible to install a software storage solution on a NAS unit, which makes it possible to adapt the hardware to particular workloads. Once the software storage solution is installed, the storage hardware can be clustered so that several servers can operate as a single system dedicated to a specific function. For example, it is possible to configure a cluster of servers for storing user directories and NFS / CIFS files, then configure another in block mode for storing photos and other multimedia content. Some solutions that combine NAS and software storage can even be consolidated and provide more than one petabyte of data in 30 minutes or less.
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A Bay Area artist, Gage Opdenbrouw was born and raised in San Jose and lives, works, and teaches in San Francisco. He is a painter whose work evinces many interests and influences. Regardless of the style or subject, he aims to distill his images to a point where there is a powerful emotional resonance.
He paints primarily in oil, and the vast majority of his works involve the figure or the landscape in one way or another. Opdenbrouw's paintings comprise several distinct, yet interrelated bodies of work.