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Doctor Who + Harry Potter Crossover
Lost to Time
By: itshannieee
Harry hated being an immortal. Absolutely hated it, the boredom and never ending loneliness until the day something piques his interest. A mystery with the thrill of excitement. The doctor promised himself he wouldn't be responsible of any more lives, yet how can he keep that promise? The loneliness of being the last time lord is a lot to bear. MoD!harry sort-of-slash DW/HP
Rated: Fiction K+ - English - Adventure/Sci-Fi - 9th Doctor, 10th Doctor, Harry P. - Chapters: 2 - Words: 9,883 - Reviews: 90 - Favs: 581 - Follows: 825 - Updated: 8/31/2017 - Published: 4/24/2017 - id: 12462588
1. Chapter 12. Chapter 2
A Doctor Who & Harry Potter Crossover fanfiction
MM Slash- but I'm not the best writer of explicitly so you've been warned. Doctor/Harry
AN- imagine Harry Potter canon happened century's before.
Also the last chapter has been heavily edited so check it out
After lifetimes alone two lonely souls find each other, but what are two heroes to do when they both fear becoming involved.
However, before the soldiers could flinch a woman's scream went out throughout the room, grabbing Harrys hand the doctor ran into the soldiers and started barking commands. Startling them into action.
"Follow me," he said to Harry.
Harry ran after the alien and considered if he really wanted this much of an adventure, sure it was exciting and interesting but he was old. He was tired. The flirting had been fun, the mystery intriguing but now he was living it, he didn't know if he wanted that. He had already lived and lost so much.
Entering the lab, Harry looked around and noticed a small Japanese woman cowering in the corner. Seeing as the doctor was more concerned with whatever was hiding, Harry approached her.
"Sssh, it's okay. The Doctor is here," he said trying to sound reassuring.
"I thought it was dead," she muttered almost hysterically.
"What is it?" Harry asked.
"It's- its" the woman stuttered.
"It's beautiful," came the Doctors voice. And it was, he had never before seen something like this, and for him that was saying something.
Harry resisted rolling his eyes, "that's great, truly, but it doesn't tell me much," he muttered.
Seeing the soldier that had come in with them tighten his hand on his gun Harry sent him a dark look. Alien or not, beautiful or not, he didn't want it killed unless it was a threat.
"None of that," came the Doctors voice, as he to noticed the soldier. "It's just scared." He chastised.
The alien, who Harry had just seen from the corner of his eye, was admittedly fascinating. Harry who had fought dragons, ridden Hippogriff's and Thestrals, swam with mermaids and almost kissed dementors found it both enthralling and to be honest disturbing.
Harry noted how the Doctor instantly took control of the situation, how the soldier who had previously been pointing his gun at them was new listening and following his orders.
"I thought it was dead," the Japanese scientist repeated to Harry.
Seeing how she wouldn't be telling him much, Harry slowly handed her over to the soldier and approached the Doctor, moving into a crouch next to him on the floor.
Looking around Harry spotted the shadow of the alien and felt his eyes widen when he got a better look at it, turning he nudged the doctor and lent in to whisper.
"Doctor that looks like-" Harry started, starring at the creature in front of him with fascination. It wasn't often in life that Harry saw the new things and this was definitely new.
"I know, it's brilliant," the Doctor said cutting Harry off before smiling widely.
"Hello there," the Doctor called out, hoping to calm the alien.
However this seemed to do the opposite as suddenly the alien let out a squeal and darted out of the room.
Harry jumped up just as the Doctor did and followed him out.
The Doctor wasn't sure what was in front of him, in all of his centuries he had never seen anything like this. Hearing Callan following, the Doctors grin widened, he liked this one.
However entering the hall his grin dropped, "Don't shot!-" he shouted, but before his words fully left his mouth a shot rang out.
Harry threw a shield up hearing the Doctors words but unfortunately he had only covered himself and the Doctor.
The Doctor sent the soldiers dark looks, "What did you do that for?" He shouted
Harry, who's eyes were trapped on the now dead body of the alien looked up then with fire in his eyes. "It was scared. It was scared and you killed it," he said, in a dark voice, not shouting.
The Doctor turned then and looked at the young man beside him, surprised at the about of emotion in his voice. Seeing his emerald eyes blazing he felt something in his chest loosen.
Back in the lab Harry watched as the Doctor and the scientist worked together, discussing what the alien was and all the discoveries the scientist had found.
Hearing them talk Harry felt his interest pique, he could only understand half of what they were saying but if he was right then it wasn't an alien but an ordinary pig- A pig with alien tech in its head.
"Why would aliens fake an alien crash?" He mused out loud.
The Doctor spun to look at the young man who was leaning against a nearby table, shocked he had been able to follow the conversation. Not just a pretty ape but a smart one too.
"Why indeed," the Doctor said, walking up to the teen and offering him a hand. He had found out want he needed for now. Now he just had to go pick up Rose so they could investigate, maybe Callan would come too...
Harry looked at the mischievous glint in the Doctors eyes and was reminded of Dumbledore, his mentor and guide who had died such a long time ago.
The Doctor watched as Callan seemed to get lost in his mind for a moment, his emerald eyes clouding over with shadows of the past.
"Come on bright eyes," the Doctor said, tugging Harry's hand and pulling him out from his memories. He recognized that look, it was the same one he saw in the mirror and that shocked him. What had this seemingly young man been through to make him have such shaded eyes?
Letting himself be pulled, Harry wasn't surprised when they re-entered the cupboard the Doctor had crashed into him in. However, he was surprised to see a 1950's police box. He hadn't seen one in years.
Still being pulled along Harry watched at the Doctor opened the door and disappeared into the box. Shrugging his shoulders, Harry followed, he had seen many things in his long life that where different from what they seemed.
Once inside Harry let his eyes wander. This was a spaceship, a genuine alien spaceship.
The Doctor watched as the young man took everything in, his eyes flitting around. However never did they gain that look of incredibly, it was almost like he had been expecting this - Just who was this boy?
"Nice," Harry eventually said. Letting his eyes fall on to the Doctor who was standing and staring at him.
"You don't seem shocked, usually people are shocked when they come into the TARDIS," the Doctor said.
"TARDIS?" Harry queried, wondering what it stood for.
"Time and relative dimension in space- My ship," the doctor said, confused as to the non-reaction
Harry nodded, "I see, it's awesome," he said honestly. So the files he had hacked where right, the Doctor was a time traveller.
"Why are you not acting all human and shocked? This should blow your little monkey mind," the Doctor said
"Like I said earlier, I'm not your average person- or to be precise I said not your average ape." Harry said mischievous. Had he been a muggle or even younger he knew he would have been left gaping at such a sight, but at his age he had seen many things similar. Never a spaceship granted, but things binger on the inside- old news. Although thinking about it, Harry did wonder how it was possible, he guessed the Doctor wasn't using Wizarding space which gave the same effect.
The Doctor tilted his head, and mentally asked the TARDIS to scan the young man. He had never met a 21st century human who wasn't blown away by the TARDIS and its use of extra-dimensional space. Even other aliens and more advanced humans where usually taken back.
While waiting for the TARDIS to scan the mysterious youth, the Doctor asked, "Alien?"
Harry watched as the Doctor tried to work out what he was, before he felt a slight tingling go over and through his body.
"No. What was that?" Harry asked distracted, the sensation was foreign and if not for how in tune he was with his magic he would have missed it. It felt like somebody trying to use a soft form of Legilimency.
The Doctor was honestly shocked, nobody, well, nearly nobody, ever felt the TARDIS when she scanned them.
"What are you?" He asked coming close and circling Harry, staring intently. He even reached for his sonic to scan him.
"I'm a wizard," Harry said, he was pretty sure the statute of secrecy didn't cover aliens. Then he added, "A human wizard," just to be on the safe side.
The Doctor felt his eyes widen, wizard? There where wizards? How didn't he know this?
"What?" The Doctor asked incredulous. Lifting his sonic he watched as Callan raised an eyebrow, still the reading did say human.
"Yup, a wand waving wizard." Harry said, flicking his wrist for good measure so his wand appeared from his hidden holster.
"How come I've never met a wizard before?" The Doctor asked, staring at the piece of wood in Harry's hands. His own hands were itching to take the branch and run it through every scanner he owned, which were pretty much all of them.
Harry shrugged, flicking his wrist so the elder wand disappeared again. "The magical society is pretty isolated, they've pretty much cut off all contact with the muggle - sorry non magical- world."
The Doctor nodded, "I see," he says still shocked.
"There's also laws stopping people from revealing that society, people can go to Azkaban - magical prison, nasty place -if they reveal our society, so people hide when it in the muggle world. There was also an awful war around 200 years ago that decimated a lot of the magical population, since then they've become even more insular." Harry continued to explain, fighting not to be drawn into his memories of the war. They had lost so much, and for what? 200 years later their society was still as flawed and prejudiced as ever, sure muggleborns had more rights but the purebloods still ruled.
The Doctor nodded, so he could have met a witch or wizard then and just not realised. "Wait, why are you not worried?"
Harry shrugged, banishing his dark thoughts, "I figured that if you were letting me into your space ship then I should at least be honest, also I'm not worried about the ministry- magical government- I live in the muggle world. As long as you don't announce it to the world then I'll be fine."
The Doctor nodded, his thoughts running at a mile a minute. "So magic" he eventually said, focusing on what was bothering him the most.
Harry grinned, wiggling his fingers in front of him, "Magic," he confirmed.
The Doctor circled him again, "But- but- how?" he asked. Magic didn't make sense; it was just science that wasn't yet understood. How did this human, well all the humans who were apparently magical, come by these powers? It wasn't logical and the Doctor hated that.
Harry sighed, "I personally think it was a genetic code introduced by an outside source a few millennia ago as its hereditary, passed on through families with the occasional 'muggle born' popping up- Probably the gene activating in two carriers," Harry said, before he started to talk about how magic worked, wands, spells, wandless, potions ect.
The Doctor nodded and hummed, "What are the limits to this 'magic'?" he asked after Harry had given him the basics.
Harry jumped onto the side and started to swing his legs as he went through the laws of magic as he knew them, he had studied them over the years and tested their limits so he was pretty confident. He spoke of how spells worked and the development of wandless and wordless magic, even magical creatures.
"Your life span?" the Doctor asked, taking in all of this information. These 'magical' humans sounded almost like Carrionites or perhaps Eternals, however the Doctor was sure they were a mixed-breed of human-alien. Whilst the magical creatures he guessed where life forms from different worlds, hidden from the 'muggles' by the magical world.
"Around 200 years on average." Harry said, forgoing mentioning his own predicament. He didn't want to go into detail about The Hallows and his own immortality just yet.
"Mmmm, I see." The Doctor said, his theory about Carrionite-human crosses sounding stronger by the minute. Eternals lived much longer and even mixed with human blood they would surely live around 800 to 1000 years... however their banished cousins, their lifespan was shorter.
Seeing the Doctors face Harry lent forward not realising how close they were to each other, "So what was this outside source? I can practically see the answer on your face. You have a theory," Harry said, interested in the Doctors thoughts, he knew the man was an alien, and from what he had learnt from the hacked files he travelled through time.
"Carrionites, a cousin of the Eternals banished from their realm at the start of this universe for mixing their powers." The Doctor said.
Harry smirked, "Well they certainly mixed their powers with humans if they breed an entire race,"
The Doctor smiled, most apes would be freaking out by now knowing that they had alien blood, but Callan he just looked satisfied that his theory was right.
"So, aliens faking alien. What the deal with that?" Harry said, drawing the Doctor back to why they were in the TARDIS
The Doctor grinned, "I don't know," he said.
Harry shook his head, "If it is aliens, then what do they get from putting the world on red alert. I mean everybody going to be looking for them now..." Harry mused.
"Now that is the question," the Doctor said grinning, "let's go, I need to pick somebody up before we go adventuring."
"Somebody?" Harry asked standing back as the Doctor suddenly jumped into action, running around his ship and hitting random buttons.
"Rose, Rose Tyler. You'll like her she's brilliant."
Harry smiled at the mad aliens' obvious joy but he could feel it didn't reach his eyes. Rose was a human, wasn't she? He envied the Doctors ability to still be able to bond with people, Harry knew he held people at a distance, but he was just too tired of getting hurt ad seeing the people he loved growing old, of ding and leaving him behind never changing.
The Doctor frowned when he saw the bitter sweet smile on Callan's face. Such an odd expression for somebody so seemingly young.
"She's your… companion?" Harry said the word, remembering it from the files he had hacked- The Doctor and his companions.
The Doctor hummed, "Yes, I suppose she is," he said smiling widely. He still felt conflicted but Rose was a smart girl... or… well she was certainly creative.
"So magic man, how do you feel about joining us?"
Harry smirked, "I'm game, but call me that again and I will see if magic works on you Time Lord,"
The Doctor seemed to still before continuing to fiddle with the ships controls, "How do you know I'm a time lord?" he asked
Harry tilted his head to the side, "Oh, I forgot to mention. I looked you up, I saw you last year after the Christmas mannequin fiasco and did some research. You are a hard man to pinpoint but I eventually stumbled upon some files,"
The Doctor snorted at the innocent way Callan spoke, "So you can use your magic to hack things? I thought you said magic and technology didn't really work together,"
"They don't for normal people, but like I said, I'm not normal,"
The Doctor hummed, he wanted to continue to ask questions, to pick and prod until he was satisfied but he could see the shadows building in Callan's eyes and knew to stop. "You might want to brace yourself," the Doctor suddenly said just as the TARDIS lurched violently.
Harry barely had a second to react before he was thrown forward, landing in a pile of awkward limbs on top of a shocked looking Doctor. Harry could feel a blush threatening to take over him but instead thought to look unbothered.
"Hello," he said calmly, while inside he was burning, it was a rather intimate position.
The Doctor sucked in a breath as the wizard looked down on him, black hair falling around the pale face and making those strange bright green eyes seem to glow. "Hello," he said.
Harry chuckled and stood up, wincing slightly as he felt his back crack. He may be immortal but it still took a little time for injuries to heal.
"So, where are we?" Harry asked
"still in London, Rose lives here with her mum."
Harry nodded and followed the doctor out. Looking around he saw the estate was one of the ones put up in the last half century by the council, he hadn't been in one before but found it wasn't to his taste, he had nothing against the people who live in places like this but the idea of being so closely packed together made his skin itch. Humming he also noticed the missing posters.
"Charming," he said, noticing the graffiti on some of them.
The doctor snorted, "We can't all be a highborn little lord now,"
Harry allowed an eyebrow to rise, "Highborn?"
"You have this air about you," the Doctor summarised
Harry hummed again, "I see, well you're not wrong although I no longer have use of my titles." He had passed them on when he 'died' in the wizarding world, passing the black lordship onto Rose and Scorpius's second son, the first having gotten the Malfoy lordship. While the Potter lordship went to Teddy and Victories daughter, their son having gotten the Weasley lordship.
Before the Doctor could pry more from the intriguing creature in front of him Rose suddenly appeared, with Mickey trailing closely behind her. "Doctor," she called running to him.
The Doctor grinned, "Rose Tyler, Mickey boy"
Rose suddenly stopped a few feet from him, and the Doctor saw her eyes narrow.
"Who's this?" she said, looking Harry up and down with suspicion. They looked around the same age, but this boy stood so confidently next to the doctor and rose could recognise the quality of his clothes from when she had worked in the designer section of Henriks.
Harry watched the blonde check him out with curiosity, "My name's Harry," he said, nodding to them both.
"Oh," Rose said, she didn't know why but even his voice annoyed her, it was so smooth. "but, who is he?" she said to the Doctor, not noticing how demanding her tone was
"He's a friend," the Doctor said, staring at Harry who rose an eyebrow in challenge to the title of friend, "He'll be joining us,"
Harry snorted softly, "For now," he said, not sure he really wanted to join them permanently.
Rose started incredulously, who would ever give up the opportunity to travel with the Doctor?
"We need to go," Rose said suddenly remembering what her mum was doing. When she had seen the police box materialise, she had run off, saying she was going to call the army or the government.
"You can't Rose! You can't just leave us all again! You don't understand, they thought I had killed you, thought you were dead!"
"Why?" the Doctor said, before adding quickly, "Why do we need to go?"
"My mum-"
Harry watched this all with interest before suddenly the squeal of tire was heard and a helicopter appeared.
"I do believe this may be the reason," Harry said softly, taking a step back when the black clad soldiers got out and pointed their guns at them.
The Doctor snorted at the wizard, "None of that lip now you,"
Harry blinked innocently, "But I thought you like my lips, I'm sure I've caught you staring at them at least once,"
Mickey who was watching them snorted before he realised they were being surrounded. Looking around he quickly sent them all a cheeky grin and ran away, narrowly missing the soldiers.
The Doctor grinned at the wizard and exaggeratedly wigged his eyebrows in response, ignoring mickey as he made his escape.
Rose was watching this with annoyance but didn't respond, "Doctor what are we going to do?" she asked
"We surrender," the Doctor said loudly. "Take us to your leader," he added as an afterthought.
Just the Jackie appeared, "That's him, that's the Doctor," she shouted, barging through the soldier's ad pointing at the alien who she though had stolen her daughter from her.
The soldiers however ignored her, "You will come with us," the designated leader said.
"Of course," the Doctor said, bouncing on the balls of his feat in excitement
"You will all come with us," he repeated
"Yup," he said walking forward before suddenly turning and grabbing Harry, "Come along, can't keep number 10 waiting,"
Harry snorted again, "Of course," he mimicked.
Rose huffed and followed them.
"What are you doing? That's my daughter!" Jackie wailed, realising Rose was following the Doctor and soldiers.
"Ma'am please step aside," one of the soldiers said to the steadily growing hysterical woman.
"But- Rose stop it! You stop it right now!"
Harry stopped and looked at Rose, "You should talk to her," he said, "If not now then soon,"
"What's it to you?"
"She's your mother. You never know when something could happen. She clearly loves you and was worried,"
Harry said this thinking about all of the people he had lost in his long life, he would give anything too see them all again and tell them he loved them.
The Doctor watched them with fascination, "Come along you two, not time for family drama, aliens to investigate, mysteries to solve and all that,"
Harriet Jones wasn't a naive woman, nor was she easily lead astray however at that moment she prayed she was being played for a fool. Those creatures, aliens, things where monsters, MP Joseph Green the newly named acting named acting Prime Minister was an alien apparently called a Slitheen.
Harriet repressed a frightened sob as she recalled how the man, creature, alien had forced its giant green body out of the shell that had been Green and dropped the skin suit to the floor. She didn't understand how or why this was happening but she wold be dammed if she stood back and let his and his two alien accomplices Margaret Blaine and Oliver Charles get away with destroying the Earth.


Rawlinsons were Quantity Surveyors for this new build development and flagship expansion of Bulk Retail for Harvey Norman in the Lower North Island Market.
Australian architects combined with New Zealand consultants to create one of the most significant buildings in Lower Hutt.
Construction included issues deserving of the adjacency to a motorway and river stop-bank, but involved two levels of car parking, bulk retail spaces primarily for Harvey Norman Furnishing and Electrical as well as sub-tenancies for Godfreys, The Pet Store, Beds R Us, Smiths City, Danske Møbler, and many others.


Analysis from the World health organisation has revealed that cases of measles have spiked everywhere on the planet in recent years, with several countries and an entire world region "losing ones" measles elimination stature. In 2017, only seven countries reported no vaccine hesitancy.
The WHO estimates that last year 110,000 people worldwide succumbed of the disease and that reported cases have increased by about 30 percent since 2016. According to an analysis by the Guardian, examples in Europe will top 60,000 in 2018, doubling last year's the circumstances and inducing it the highest value in the 21 st century.
Let's not sugarcoat this capsule. The reasons for children are dying of preventable illness in developed countries is due to anti-vaxxers. It is not just populist legislators such as Donald Trump or Italy's M5S party, or charlatans like discredited medical professional Andrew Wakefield( who falsified research studies to associate inoculations to autism ). It's not even only Facebook mums complaints about vaccines. They are all held liable for these demises. I say this without hyperbole, the blood of many children is on their hands.
Measles is perfectly preventable thanks to two safe and effective doses of the inoculation. The world coverage should be 95 percent of people being immunized, but for the last several years, it has stalled at 85 percent for the first dose and 67 percentage for the second dose.


1)We do buy and sell gold & silver jewelleries.
2)Fine 24 carat Gold Bar in different weights available.
3)We make items as per customers orders.
4)Repairing all kind of jewelleries.
6)We exchange old and unwanted jewelleries with new ones.
8)Dropping and picking up from airport.


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In mathematics, a dilation is a function  from a metric space  into itself that satisfies the identity

for all points , where  is the distance from  to  and  is some positive real number.

In Euclidean space, such a dilation is a similarity of the space. Dilations change the size but not the shape of an object or figure.

Every dilation of a Euclidean space that is not a congruence has a unique fixed point that is called the center of dilation.  Some congruences have fixed points and others do not.

See also
 Homothety
 Dilation (operator theory)

References

Metric geometry

redpajama_set_name: RedPajamaWikipedia


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America, 1927
Bill Bryson | 4.34 | 47,318 ratings and reviews
Recommended by Tom Terry, and 1 others. See all reviews
Ranked #12 in 1920S, Ranked #14 in Aviation — see more rankings.
In One Summer Bill Bryson, one of our greatest and most beloved nonfiction writers, transports readers on a journey back to one amazing season in American life.
The summer of 1927 began with one of the signature events of the twentieth century: on May 21, 1927, Charles Lindbergh became the first man to cross the Atlantic by plane nonstop, and when he landed in Le Bourget airfield near Paris, he ignited an explosion of worldwide rapture and instantly became the most famous person on the planet. Meanwhile, the titanically talented Babe Ruth was beginning his assault on the... more
The summer of 1927 began with one of the signature events of the twentieth century: on May 21, 1927, Charles Lindbergh became the first man to cross the Atlantic by plane nonstop, and when he landed in Le Bourget airfield near Paris, he ignited an explosion of worldwide rapture and instantly became the most famous person on the planet. Meanwhile, the titanically talented Babe Ruth was beginning his assault on the home run record, which would culminate on September 30 with his sixtieth blast, one of the most resonant and durable records in sports history. In between those dates a Queens housewife named Ruth Snyder and her corset-salesman lover garroted her husband, leading to a murder trial that became a huge tabloid sensation. Alvin "Shipwreck" Kelly sat atop a flagpole in Newark, New Jersey, for twelve days—a new record. The American South was clobbered by unprecedented rain and by flooding of the Mississippi basin, a great human disaster, the relief efforts for which were guided by the uncannily able and insufferably pompous Herbert Hoover. Calvin Coolidge interrupted an already leisurely presidency for an even more relaxing three-month vacation in the Black Hills of South Dakota. The gangster Al Capone tightened his grip on the illegal booze business through a gaudy and murderous reign of terror and municipal corruption. The first true "talking picture," Al Jolson's The Jazz Singer, was filmed and forever changed the motion picture industry. The four most powerful central bankers on earth met in secret session on a Long Island estate and made a fateful decision that virtually guaranteed a future crash and depression.
All this and much, much more transpired in that epochal summer of 1927, and Bill Bryson captures its outsized personalities, exciting events, and occasional just plain weirdness with his trademark vividness, eye for telling detail, and delicious humor. In that year America stepped out onto the world stage as the main event, and One Summer transforms it all into narrative nonfiction of the highest order. less
We've comprehensively compiled reviews of One Summer from the world's leading experts.
Tom Terry Wow, I didn't know this! What an unbelievable accomplishment this was. Something so common nowadays was a huge endeavor in the 1927. BTW, a GREAT BOOK about this and other stories read: One Summer (in 1927) by Bill Bryson. Fantastic. https://t.co/EKvghJ1u5y (Source)
One Summer is ranked in the following categories:
#36 in American History
#75 in Baseball
#54 in Factual
#77 in History
#61 in US History
If you like One Summer, check out these similar top-rated books:

redpajama_set_name: RedPajamaCommonCrawl


For too long, divorce and remarriage literature has focused only on the outcome in the personal lives of the divorcees during and after divorce. But now, in Child Custody: Legal Decisions and Family Outcomes, you'll see that divorce is a chain reaction that begins in the courtrooms and branches out into the families of the world, changing the lives of children, parents, and grandparents alike.
Meant as a catalyst for further research and study, this book begins to touch upon the intrinsic flaws in both legal and family systems that continue to exist. Too often, we think of divorce and child custody as merely legal decisions. In Child Custody, however, you'll find that what matters in court is also a family matter.
Post-Divorce Father Custody: Are Mothers the True Predictors of Adult Relationship Satisfaction?


He stepped on the wrong toes this time.
Kevin McCall just can't seem to catch a break these days; let him tell it.
From social media beef with his baby mama Eva Marcille, to exchanging insults on Instagram with his former music partner Chris Brown, McCall's name always seems to come up when there's drama.
Karrueche has yet to respond to the allegations.


Research integrity: Data Fabrication, Plagiarism, Data management, Peer Review, etc.
Dr. Drew joined the NIEHS Division of Extramural Research, Program Analysis Branch in 2007 and became Branch Chief in 2009.
She received her Ph.D. in Geography from the University of Washington in 2002 for her work on transparent communication of complex environmental health decisions. She has a Masters of Health Science degree from the Johns Hopkins School of Hygiene and Public Health, and an undergraduate degree in Government from the College of William and Mary.
Drew has been a researcher at the University of Washington in Seattle, and the Institute for Evaluating Health Risks in Washington D.C.. She has also worked at the World Health Organization Regional Office for Europe in Copenhagen, and at Ross & Associates Environmental Consulting, Ltd in Seattle. Her research interests have included environmental health risk communication, nuclear waste cleanup, community based participatory research, geographic information systems, childrenís environmental health, pesticide exposure, and research evaluation.


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Rihanna Rocks Buju Banton T-Shirt As Rumours Circulates That He Be Sampled On Her Upcoming Single
May 27, 2017 Richard Banton News 0
Bajan pop star Rihanna stepped out in the streets of New York Yesterday rocking a classic Buju Banton T-shirt and blue jean combo as she headed to the studio.
It is also rumoured that Rihanna has credited Buju as a writer on an upcoming single titled 'Phat' which is thought to have been recorded on Wednesday (May 23rd)
Rihanna has always been a huge fan of Buju, back in 2014 Rihanna was having a good time with her BFF Melissa Forde on 4/20 with lots of blunts and reggae music.
A couple months ago Rihanna also uploaded a video to her snapchat rocking to Buju song 'I Wanna Be Loved'
The Reggae Icon is slated to be released on December 8, 2018, after he was convicted on cocaine distribution and conspiracy back in 2014 and sentenced to 10 years in prison.
Source: Rihanna Rocks Buju Banton T-Shirt As Rumours Circulates That He Be Sampled On Her Upcoming Single |
buju banton
Sean Paul – Back It Up Deh – (Music Video)
May 8, 2020 Richard Banton 0
Freddie McGregor Festival Song Competition Is Duty To Country
Popcaan Has Concern About The Support In Jamaica Reggae & Dancehall
January 28, 2023 Richard Banton 0


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Tag: Streaming Media
XBMC Coming to GameStick Console
March 27, 2013 millpub
Ouya, the Kickstarter-backed, Android-powered game console is about to launch, and in addition to serving up games, Ouya will be serving up media via XBMC. However, Kickstarter has helped to fund a pair of Android-powered game consoles for this year. Competing against the Ouya will be the GameStick, a thumb drive-sized game console, and like the Ouya, the GameStick will […]
Intel Drawing Closer to IPTV Service, Deals with Content Providers
Intel announced last March that they were working on developing a "virtual cable provider", offering subscription TV services over broadband to Intel-powered set top boxes. Now, Bloomberg is reporting that Intel is finally close to securing deals with a number of major content providers to help launch the service. Intel's proposed service would roll up live TV offerings, online DVR […]
Hulu Possibly Up for Sale Again
Hulu's board spent a good chunk of 2011 shopping the company around to potential buyers. In the end, the company gave up the effort, but evidently Hulu's investors have started to feel the itch to sell again. It sounds like the board is approaching a potential sale in much the same way they did last time, quietly talking to potential […]
Plex for iOS v3.1 Now Available
The Plex team has released a fairly major update to Plex for iOS, bringing the iOS version's featureset up to par with the Android version. The two biggest features are the enhanced filtering that was first introduced with Plex/Web and the mobile media server. With the mobile media server, a device can be used as a Plex server for sharing […]
HBO Go "Could Evolve" Into a Broadband Subscription Service
HBO has established itself as one of the premier television content creators in the world, and although the company has developed a streaming solution with HBO Go, they have jealously guarded their cable subscription revenue stream by refusing HBO Go to anyone who does not already subscribe to HBO and by refusing to license their content to other streaming services […]
Beta Roundup: XBMC 12 Beta 3 and OpenELEC 3.0 Beta 4
December 11, 2012 millpub
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Redbox Signs Warner Bros. for Redbox Instant
November 1, 2012 millpub
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Hulu Plus, CyberLink PowerDVD 12 and PowerDVD Mobile Arrive on Windows 8
October 27, 2012 millpub
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NBA League Pass Broadband Comes to Xbox 360
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text:
Het Romanova (roma "Rome" + nova "nieuw") is een kunsttaal van David Crandall, Robert Hubert en Michael Edwards, die in 1999 voor het eerst op het Internet werd gepubliceerd. De taal heeft de ISO 639-3 code rmv.

Het Romanova is een zonale hulptaal, die gebaseerd is op het Frans, Italiaans, Portugees en Spaans. Het doel van de taal is, aldus de auteurs, "de verstaanbaarheid voor sprekers van de Romaanse talen te maximaliseren tot gemiddeld zo'n 90% en daardoor direct bruikbaar te zijn voor basiscommunicatie met honderden miljoenen mensen, die de taal nooit hebben bestudeerd."

Voorbeeld
Bono di'a, i benvenido al Projeto Romanova! Si tu pode leser esto tecsto, donse la lingua nova ce nus clama Romanova sta funsionando multo bien! Nus ave produsido esta lingua con la speransa ce todos los parladores de las linguas roma'nicas modernas podera' comunicar eficasemente entre se. La lingua nova consiste de tres mil vocablos, mas o menos, i elo fu formado di vocablos prendidos di todas las cuatro linguas roma'nicas maiores: el espaniese, el fransiese, el italiese, i el portugalese.

Goedendag en welkom bij het Romanova-project! Als je deze tekst kunt lezen, dan werkt de nieuwe taal die wij Romanova noemen, uitstekend! Wij hebben deze taal gemaakt in de hoop dat alle sprekers van de moderne Romaanse talen efficiënt met elkaar zullen kunnen communiceren. De nieuwe taal bestaat uit drieduizend woorden, min of meer, en is opgebouwd uit woorden die uit alle vier de belangrijkste Romaanse talen afkomstig zijn: het Spaans, het Frans, het Italiaans en het Portugees.

Externe links
 Romanova
 Website van het Romanova (gearchiveerd)

Internationale hulptaal


text:
Steve Vandegrift, ex-Chairman of the Board for the Federal Reserve Bank of Dallas joins MI7 Advisory Board
AUSTIN, TX - MI7, the Austin-based medical intelligence services company, announced today that Steve Vandegrift Managing, former Chairman of the Board for the Federal Reserve Bank of Dallas has joined the company as a member of the Advisory Board.
Mr. Vandegrift brings with him multi-decade experience in building and scaling companies. He is currently CEO and Cofounder of Pipeline Success in Austin, Texas.
"Steve has been both a venture capitalist and entrepreneur." said Zac Jiwa, CEO of MI7. He added "His background with the Federal Reserve is extremely valuable as we build MI7 into one of the largest integration companies that application companies rely on when integrating with electronic health records."
"Q" has integrated with the industry's top EHR systems and integration engines, which allows it to be a turnkey solution for application developers. Companies that use "Q" can quickly turn up hospitals, doctors offices, and clinics around the country. More information about "Q" can be found at http://mi7.io/Q.
We connect digital health apps to patient data. MI7's universal API, called "Q" - provides a direct connection to patient information in clinical data systems. "Q" is unique in its simplicity of implementation, affordability, and technology model that magically converts HL7 to JSON, freeing app developers from the need of a data integration engine or highly-trained and expensive HL7 staff. Simply put, MI7 makes it easy to build and deploy health care apps. "Q" - the health data liberation tool of choice for the top digital health apps in the market. Learn more at mi7.io/Q.
press@mi7.io


text:
10-Q
UNITED STATES SECURITIES AND EXCHANGE COMMISSION
þ QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For The Quarterly Period Ended July 2, 2011
For the transition period from to .
Pennsylvania 22-3527763
(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.)
130 A.C. Moore Drive, Berlin, New Jersey 08009
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rue 405 of Regulation S-T (232.405 of this Chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes þ No o
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of "large accelerated filer," "accelerated filer," "non-accelerated filer" and "smaller reporting company" in Rule 12b-2 of the Exchange Act. (Check one):
Large accelerated filer o Accelerated filer o Non-accelerated filer o Smaller reporting company þ
(Do not check if a smaller reporting company)
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes o No þ
Outstanding at August 1, 2011
Common Stock, no par value 25,485,487
PART I: FINANCIAL INFORMATION
Item 1. Financial Statements (unaudited)
Consolidated Balance Sheets as of July 2, 2011, January 1, 2011 and July 3, 2010
Consolidated Statements of Operations for the Three and Six Month Periods Ended July 2, 2011 and July 3, 2010
Consolidated Statements of Cash Flows for the Six Month Periods Ended July 2, 2011 and July 3, 2010
Item 4. Removed and Reserved
EX-101 INSTANCE DOCUMENT
EX-101 SCHEMA DOCUMENT
EX-101 CALCULATION LINKBASE DOCUMENT
EX-101 LABELS LINKBASE DOCUMENT
EX-101 PRESENTATION LINKBASE DOCUMENT
(In thousands except share data)
July 2, January 1, July 3,
$ 16,183 $ 39,970 $ 31,414
Non-current assets:
$ 213,741 $ 237,456 $ 241,199
Accrued payroll and payroll taxes
Accrued expenses
Accrued lease liability
Deferred tax liability and other
96,681 106,043 97,498
Preferred stock, no par value, 10,000,000 shares authorized; none issued
Common stock, no par value, 40,000,000 shares authorized; shares issued and outstanding 25,485,487; 25,346,412; and 25,171,764 at July 2, 2011, January 1, 2011 and July 3, 2010, respectively
Retained earnings (deficit)
(22,000 ) (6,692 ) 6,263
Quarter Ended Six Months Ended
July 2, July 3, July 2, July 3,
$ 99,008 $ 99,850 $ 201,732 $ 205,219
Cost of sales (including buying and distribution costs)
55,664 56,693 114,286 116,993
Selling, general and administrative expenses
Store pre-opening and closing expenses
(7,985 ) (8,958 ) (15,173 ) (16,270 )
Interest (income)
(7 ) (16 ) (15 ) (20 )
Provision for (benefit of) income taxes
(277 ) 485 (257 ) 509
$ (7,870 ) $ (9,662 ) $ (15,308 ) $ (17,225 )
Basic net loss per share
$ (0.32 ) $ (0.40 ) $ (0.62 ) $ (0.71 )
Diluted net loss per share
Basic weighted average shares outstanding
July 2, July 3,
$ (15,308 ) $ (17,225 )
(5,197 ) 3,698
Accrued payroll, payroll taxes and accrued expenses
Net cash (used in) operating activities
(19,218 ) (9,302 )
Net cash (used in) investing activities
Exercise of stock options
Net cash (used in) financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents at beginning of period
The consolidated financial statements included herein include the accounts of A.C. Moore Arts & Crafts, Inc. and its wholly owned subsidiaries. As used herein, unless the context otherwise requires, all references to "A.C. Moore," "the Company," "we," "our," "us" and similar terms in this report refer to A.C. Moore Arts & Crafts, Inc. together with its subsidiaries. The Company is a specialty retailer of arts, crafts and floral merchandise for a wide range of customers. As of July 2, 2011, the Company operated a chain of 135 stores. The stores are located in the Eastern United States. The Company also serves customers nationally via its e-commerce site, www.acmoore.com.
The preparation of these consolidated financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and the reported amounts of expenses during the reported period and related disclosures. Significant estimates made as of and for the three and six month periods ended July 2, 2011 and July 3, 2010 include, among others, provisions for shrinkage, capitalized buying, freight, warehousing and distribution costs related to inventory, the net realizable value of merchandise designated for clearance or slow-moving merchandise, the future rental obligations and carrying costs of closed stores and the liability for workers compensation, general liability and health insurance claims. Actual results could differ materially from those estimates. Certain prior year amounts have been reclassified to correspond to current year presentation.
These financial statements have been prepared by management without audit and should be read in conjunction with the consolidated financial statements and notes thereto included in the Company's annual report on Form 10-K for the year ended January 1, 2011 ("fiscal 2010"). The current fiscal year will end on December 31, 2011 ("fiscal 2011"). Due to the seasonality of the Company's business, the results for the interim periods are not necessarily indicative of the results for the year. The Company has included its balance sheet as of July 3, 2010 to assist in viewing the Company on a full-year basis. The accompanying consolidated financial statements reflect, in the opinion of management, all adjustments necessary for a fair statement of the interim financial statements. In the opinion of management, all such adjustments are of a normal and recurring nature.
(2) Fair Value Measurements
Accounting standards require disclosure of the fair value of certain assets and liabilities including information about how their fair value was determined. The determination of fair value has been grouped into three broad categories referred to as levels 1, 2 and 3. The fair market value of level 1 can be determined from quoted market prices for identical assets on an active market, level 2 from quoted prices for similar assets on an active market and for level 3 from assumptions that management makes based on the best available information.
The following table provides the assets and liabilities carried at fair value measured on a recurring basis as of July 2, 2011, January 1, 2011 and July 3, 2010:
Fair Value Measurements Using
Significant Other Significant
Quoted Prices in Observable Unobservable Total
Total Carrying Active Markets Inputs Inputs Gains
(In thousands) Value (Level 1) (Level 2) (Level 3) (Losses)
As of July 2, 2011
Cash Equivalents
$ 16,183 $ 16,183 $ — $ —
Nonrecurring
Long-lived assets held and used (1)
$ 180 $ — $ — $ 180 $ (905 )
(1) Represents retail store fixed assets written down to their fair value, resulting in an impairment charge which was included in earnings for the period ended January 1, 2011.
Cash and cash equivalents, principally money market mutual funds, are measured at fair value using quoted market prices and are classified within Level 1 of the valuation hierarchy. The nonrecurring remeasurement of long-lived assets represents store assets written down to fair value using a discounted cash flow model. The loss is the amount by which the carrying amount of the assets exceeds its fair value. Key management judgments and estimates used in the valuation include sales and profitability for current and future years, and rates at which to discount projected future cash flows. The fair value measurement is classified within Level 3 of the valuation hierarchy as the valuation model inputs are not observable based on readily available market data.
The Company values its inventory at the lower of cost or market, with cost determined using a weighted average method based upon the purchase order cost of the merchandise at time of receipt. In addition, management includes the cost of purchasing, warehousing, and transportation in the cost of inventory. Vendor allowances, which primarily represent volume discounts and cooperative advertising funds, are recorded as a reduction in the cost of merchandise inventories. For merchandise where we are the direct importer, ocean freight and duty are included as inventory costs. These additional costs and cost adjustments are not assigned to specific units of inventory. Management uses all available information to determine the appropriate amount of net inventory costs to be recognized and deferred in each reporting period.
Perpetual inventory records are used to value store and warehouse inventories. A full physical inventory is taken at every location at least once per year and the perpetual records are adjusted to the physical counts. Estimates for inventory shrinkage from the date of the most recent physical inventory through the end of each reporting period are based on results from physical inventories and shrink trends. These estimates are updated to actual at the time of the physical inventory. Our inventory valuation methodology also requires other management estimates and judgments, such as the net realizable value of merchandise designated for clearance or slow-moving merchandise. Our adjustments to inventory cost for clearance and slow-moving merchandise is based on several factors including the quantity of merchandise on hand, sales trends and future advertising and merchandising plans. The accuracy of these estimates can be impacted by many factors, some of which are outside of management's control, including changes in economic conditions and consumer buying trends. Based on prior experience we do not believe the assumptions used in these estimates will change significantly.
(4) Shareholders' Equity
During the six months ended July 2, 2011, shareholders' equity changed as follows:
Number Common Retained Comprehensive
(In thousands, except share data) of Shares Stock Earnings (Loss) Total
25,346,412 $ 138,105 $ (6,692 ) $ — $ 131,413
— — (15,308 ) — (15,308 )
Total comprehensive loss
$ (15,308 )
— 1,060 — — 1,060
Restricted shares — net
139,075 (105 ) — — (105 )
Balance, July 2, 2011
25,485,487 $ 139,060 $ (22,000 ) $ — $ 117,060
(5) Financing Agreement
On March 4, 2011, the Company amended (the "WFRF amendment") its credit agreement (the "WFRF loan agreement") with Wells Fargo Retail Finance, LLC ("WFRF") for an additional five-year term through March 4, 2016.
The WFRF loan agreement, as amended, is an asset-based senior secured revolving credit facility in an aggregate principal amount of up to $60.0 million, with a $15.0 million sub-limit for letters of credit. Interest is calculated at either adjusted LIBOR or WFRF's base rate plus a margin of between 2.25 and 2.75 percent per annum, depending upon the level of excess availability, and WFRF's base rate has a "floor" equal to the adjusted LIBOR rate plus 1.00 percent per annum. In addition, the Company will pay an annual fee between 0.375 and 0.50 percent per annum on the amount of unused availability, also dependent on the level of excess availability. At closing the Company paid or incurred deferred financing costs of approximately $0.4 million that will be amortized over the term of the facility.
The agreement contains customary terms and conditions which, among other things, restrict the Company's ability to incur additional indebtedness or guaranty obligations, create liens or other encumbrances, pay dividends, redeem or issue certain equity securities or change the nature of the business. In addition, there are limitations on the type of investments, acquisitions, or dispositions the Company can make. The WFRF loan agreement defines various events of default which include, without limitation, a material adverse effect (as defined in the agreement), failure to pay amounts when due, cross-default provisions, material liens or judgments, insolvency, bankruptcy or a change of control. The WFRF amendment modified certain provisions of the agreement in order to permit the Company to enter into, and perform its obligations under, contracts to effect a strategic alternatives transaction (as defined in the WFRF amendment). However, in order to consummate a strategic alternatives transaction, the Company will need to either payoff and terminate the credit facility or obtain WFRF's consent.
As of July 2, 2011, there was $19.0 million borrowed under the line of credit, $3.2 million of outstanding stand-by letters of credit and availability of $37.8 million. As defined in the agreement, the Company is also required to maintain greater than $90.0 million in book value of inventory and have excess availability of more than 10 percent of the borrowing base or $6.0 million, whichever is less. There are no other debt service requirements during the term of this agreement.
(6) Income Taxes
The Company uses the asset and liability method of accounting for income taxes. The Company does business in various jurisdictions that impose income taxes. Management determines the aggregate amount of income tax expense to accrue and the amount currently payable based upon the tax statutes of each jurisdiction. This process includes adjusting income determined using generally accepted accounting principles for items that are treated differently by the applicable taxing authorities. Deferred taxes are reflected on the Company's balance sheet for temporary differences that will reverse in subsequent years. A change in tax rates is recognized as income or expense in the period in which the change becomes effective.
Valuation allowances are recorded to reduce the carrying amount of deferred tax assets when it is more likely than not that such assets will not be realized. The Company has determined that it is necessary to record a valuation allowance against its net deferred tax assets due to, among other factors, the Company's cumulative three-year loss position. Based on its historical and continuing operating losses, the Company has recorded a 100% valuation allowance against its net deferred tax assets and expects to continue to do so during fiscal 2011. As of July 2, 2011, the valuation allowance was $38.1 million. The closing of audits in the second quarter of fiscal 2011 reduced the amount of unrecognized tax benefits, which resulted in a current tax benefit of $0.3 million being recorded in the second quarter of 2011.
(7) Earnings Per Share
The following table sets forth the computation of basic and diluted earnings per share:
(In thousands, except per share data) 2011 2010 2011 2010
Incremental shares from assumed exercise of stock options and stock appreciation rights
Stock options and stock appreciation rights excluded from calculation because exercise price was greater than average market price
Potentially dilutive shares excluded from the calculation as the result would be anti-dilutive
1,957 920 1,957 909
(8) Commitments and Contingencies
The Company is involved in legal proceedings from time to time in the ordinary course of business. Management believes that none of these legal proceedings will have a materially adverse effect on the Company's financial condition or results of operations. However, there can be no assurance that future costs of such legal proceedings would not be material to the Company's financial condition, results of operations or cash flows.
Cautionary Statement Relating to Forward-looking Statements
Certain oral statements made by our management from time to time and certain statements contained herein or in other reports filed by us with the Securities and Exchange Commission ("SEC") or incorporated by reference herein or therein are "forward-looking statements" within the meaning of Section 27A of the Securities Act of 1933, as amended and Section 21E of the Securities Exchange Act of 1934, as amended, with respect to our results of operations and our business. All such statements, other than statements of historical facts, including those regarding market trends, our financial position and results of operations, business strategy, projected costs, and plans and objectives of management for future operations, are forward-looking statements. In general, such statements are identified by the use of forward-looking words or phrases including, but not limited to, "intended," "will," "should," "may," "believes," "expects," "expected," "anticipates" and "anticipated" or the negative thereof or variations thereon or similar terminology. These forward-looking statements are based on our current expectations. Although we believe that the expectations reflected in forward-looking statements are reasonable, there can be no assurance that such expectations will prove to be correct. These forward-looking statements represent our current judgment. We disclaim any intent or obligation to update our forward-looking statements. Because forward-looking statements involve risks and uncertainties, our actual results could differ materially. For additional information concerning factors that could cause actual results to differ materially from the information contained herein, reference is made to the information under Part II, "Item 1A. Risk Factors" as set forth below and in our annual report on Form 10-K for the fiscal year ended January 1, 2011 as filed with the SEC. All subsequent written and oral forward-looking statements attributable to us or persons acting on our behalf are expressly qualified in their entirety by this Cautionary Statement.
We are a specialty retailer of arts, crafts and floral merchandise for a wide range of customers. Our first store opened in Moorestown, New Jersey in 1985. As of July 2, 2011, we operated 135 stores in the Eastern United States. Our stores typically range from 20,000 to 25,000 square feet with an average of 22,800 square feet. We also serve customers nationally through our e-commerce site, www.acmoore.com.
Due to the importance of our peak selling season, which includes the Fall and Winter holiday seasons, the fourth quarter has historically contributed, and is expected to continue to contribute, a significant portion of our operating results for the entire year. As a result, any factors negatively affecting us during the fourth quarter of any year, including adverse weather and unfavorable economic conditions, would have a material adverse effect on our results of operations for the entire year.
Our quarterly results of operations also may fluctuate based upon such factors as the length of holiday seasons, the days on which holidays fall, the number and timing of new store openings, the amount of store pre-opening expenses, the amount of net sales contributed by new and existing stores, the mix of products sold, the amount of sales returns, the timing and level of markdowns and other competitive factors.
For the three months ended July 2, 2011, comparable store sales decreased by 0.7 percent, while gross margin as a percent of sales increased by 0.6 percent over the second quarter of last year. The decline in comparable store sales was primarily due to weak sales in paper crafting and kids crafts. The sales declines in these two departments were greater than our total comparable store sales decline for the quarter. Categories that had an increase in comparable store sales for the quarter include yarn, everyday floral and cake decorating/candy making.
The increase in gross margin was primarily the result of supply chain efficiencies and improvements in inventory control and security partially offset by a decline in merchandise gross margin. We remain focused on margin enhancement opportunities in 2011 by continuing our everyday shelf pricing and promotional price optimization initiatives, along with continued improvements in inventory control and security. However, competitive pressure and further deterioration in an already weakened retail environment could result in additional downward pressure on comparable store sales or cause us to be more promotional than we currently expect, which would have a negative impact on margin.
Business and Operating Strategy
We have experienced net losses in each of the last three years. These losses have primarily been the result of declines in same store sales for each of the past four years. In the second quarter of fiscal 2011, same store sales declined 0.7 percent and we had a net loss of $7.9 million. We anticipate a net loss in fiscal 2011. Management's primary business and operating initiatives, as discussed below, are designed to address what we believe to be opportunities to improve our results. These initiatives support our focus on driving sales, improving store profitability and increasing gross margin.
Drive sales. We continue to be focused on driving sales through better execution in customer service; a broad and differentiated merchandise assortment; a high in-stock position, especially in basic craft components; and increased productivity of our integrated marketing/advertising programs.
• Customer insight. Understanding our customers' expectations of A.C. Moore, along with product trends and customer interests, is core to our ability to develop stronger relationships and be our customers' store of choice. We primarily utilize our social networking sites and our REWARDS loyalty program to gain consumer insight, supplemented by other studies from time to time.
• Differentiated merchandise assortment. We continually seek to identify new and unique product lines and merchandise assortments that differentiate us from our competitors. We regularly review our supplier base and product assortment to ensure that we are offering newness to our customers and enhancing the overall shopping experience.
• Improved in-stock position. A high in-stock position is critical to maximizing our sales potential and enhancing customer loyalty. Since 2007, we have invested significant resources in supply chain and inventory management systems. We continue to refine our inventory management processes to ensure we maintain high in-stock levels, especially on basic craft components that are meaningful to our customers.
• Integrated marketing/advertising program. We continue to enhance and diversify our marketing and advertising mix based on our customer and craft consumer preferences. Our marketing mix is designed to allow us to reach both current and prospective customers in an efficient manner. Diversified vehicles allow us to market more efficiently based on our customer product preferences. Through these different vehicles, we can target our marketing of promotional items, along with new products and programs, creating both sales and margin enhancement opportunities.
• Promotional strategies. We continue to test new advertising and marketing vehicles to enhance both sales and margin. While print advertising remains an important vehicle for us, we continue to build our direct marketing capabilities to drive profitable sales and traffic from both existing and prospective customers. We also continue to test other vehicles based on insight on how our customers and crafters use media.
• A.C. Moore Rewards program. Our REWARDS customer loyalty program is a key component of our marketing mix throughout the chain. We utilize this valuable tool to interact with our customers based on their purchase history and product preferences, delivering targeted product information and promotions. We believe this program assists us in increasing our share of wallet with our existing customers and enables us to differentiate ourselves from our competition.
Improve store profitability. We continue to strive to improve our store profitability. During 2011, we will continue to focus on improving store profitability using the following tactics:
• Real estate portfolio strategy. During 2011, we expect to open two new stores, and remodel four stores. Management continually reviews opportunities to open stores in new and existing markets and to relocate or remodel existing stores where strategically prudent and economically viable. Existing stores are reviewed on a periodic basis to identify underperforming locations for potential relocation, remodeling or closure. We also continue to renegotiate existing leases with the goal of lowering the cost of occupancy in our stores, with a focus on underperforming locations.
• Store operations leadership. In fiscal 2010, we reorganized our store operations leadership team to provide more training and development capabilities within our field organization. We believe this structure will enhance our ability to improve store profitability.
Increase gross margin. We are focused on increasing gross margin through implementation of a category management process where we regularly review our product mix, and optimize our regular and promotional prices and supply chain.
• Category management. The category management process leverages merchandise assortment planning tools, the use of a merchandise planning calendar and an open-to-buy process focused on sales and inventory productivity.
• Price optimization. We believe we continue to have opportunities to increase our gross margin by optimizing our regular shelf prices and employing our market basket tools to improve the profitability and sales of promotional products. We employ market price checks to ensure that we offer competitive pricing. We continue to identify opportunities to strategically improve margins.
• Supply chain optimization. In addition to our ongoing supply chain initiatives, which include improving in-stock positions, optimizing inventory levels, increasing merchandise turns and improving distribution efficiencies, in fiscal 2010 we completed two significant projects: automated replenishment and cross-docking.
The following table sets forth, for the periods indicated selected statement of operations data expressed as a percentage of net sales and the number of stores open at the end of each such period:
100.0 % 100.0 % 100.0 % 100.0 %
(8.0 ) (9.0 ) (7.6 ) (7.9 )
Interest expense (income), net
(0.3 ) 0.5 (0.1 ) 0.2
(7.9 )% (9.7 )% (7.7 )% (8.4 )%
Number of stores open at end of period
Quarter Ended July 2, 2011 Compared to Quarter Ended July 3, 2010
Net Sales. Net sales decreased $0.8 million, or 0.8%, to $99.0 million in the three months ended July 2, 2011 from $99.9 million during the three months ended July 3, 2010. This decrease is comprised of (i) a comparable store sales decrease of $0.7 million, or 0.7%, (ii) a net increase in sales of $1.7 million from new stores not included in the comparable store base and e-commerce sales, and (iii) a decrease in sales of $1.8 million from stores closed since July 3, 2010. The decline in comparable store sales was primarily due to weak sales in paper crafting and kids crafts. These department losses exceeded our total comparable store sales loss during the quarter. Categories that had an increase in comparable store sales for the quarter include yarn, everyday floral and cake decorating/candy making.
Comparable store sales increase (decrease) represents the increase (decrease) in net sales for stores open during the same period of the previous year. Stores are added to the comparable store base at the beginning of the fourteenth full month of operation. Comparable stores that are relocated or remodeled remain in the comparable store base. Stores that close are removed from the comparable store base as of the beginning of the month of closure.
Gross Margin. Gross margin is net sales minus the cost of merchandise, purchasing and receiving costs, inbound freight, duties related to import purchases, internal transfer costs and warehousing costs. Gross margin as a percent of net sales was 43.8% for the three months ended July 2, 2011, and 43.2% for the three months ended July 3, 2010, an increase of 0.6 percentage points. The increase in gross margin was primarily the result of supply chain efficiencies and improvements in inventory control and security partially offset by a decline in merchandise gross margin.
Selling, General and Administrative Expenses. Selling, general and administrative expenses include (a) direct store level expenses, including rent and related operating costs, payroll, advertising, depreciation and other direct costs, and (b) corporate level costs not directly associated with or allocable to cost of sales, including executive salaries, accounting and finance, corporate information systems, office facilities, stock-based compensation and other corporate expenses.
Selling, general and administrative expenses were $51.0 million in the second quarter of fiscal 2011, which was comparable to the $51.1 million of expense in the second quarter of fiscal 2010. As a percent of sales, selling, general and administrative expenses increased 0.3 percentage points to 51.5% from 51.2%. This increase was the result of comparable expenses against a decline in store sales.
Store Pre-Opening and Closing Expenses. Store pre-opening costs are expensed as incurred and include the direct incremental costs to prepare a store for opening, including labor and travel, rent and occupancy costs from the date we take possession of the property. Store closing costs include severance, inventory liquidation costs, asset related charges, lease termination payments and the net present value of future rent obligations less estimated sub-lease income. Store pre-opening and closing expenses totaled $0.3 million and $1.0 million for the second quarter for fiscal 2011 and fiscal 2010, respectively. These expenses are primarily related to revisions in the estimates for the future rent obligations, net of sub-lease income for stores that were closed in prior years.
Interest Income and Expense. We had net interest expense of $0.2 million in both the second quarter of fiscal 2011 and fiscal 2010. Our outstanding debt and interest rates were comparable for both periods.
Income Taxes. Based upon its historical and continuing operating losses, the Company is recording a 100 percent valuation allowance against its net deferred tax assets and expects to continue to do so for the remainder of fiscal 2011. The closing of the Internal Revenue Service audits described below, in the second quarter of fiscal 2011, reduced the amount of unrecognized tax benefits, which resulted in a current tax benefit of $0.3 million being recorded in the second quarter of 2011.
In June of 2010, the Company reached a preliminary agreement with the Internal Revenue Service on all open audit issues relating to the 2003 through 2008 tax years. This agreement resulted in a $0.5 million reduction of a refund related to a previously filed net operating loss carry back claim which was recorded as income tax expense in the second quarter of 2010.
Six Months Ended July 2, 2011 Compared to Six Months Ended July 3, 2010
Net Sales. Net sales decreased $3.5 million, or 1.7% to $201.7 million in the six months ended July 2, 2011 from $205.2 million in the comparable 2010 period. This decrease is comprised of (i) a comparable store sales decrease of $3.4 million, or 1.7%, (ii) an increase in net sales of $3.4 million from new stores not included in the comparable store base and e-commerce sales, and (iii) a net sales decrease of $3.5 million from stores closed since the comparable period last year. The decline in comparable store sales can be attributed to weak sales in paper crafting, kids crafts and seasonal products. Categories that had an increase in comparable store sales for the first six months of 2011 include yarn, everyday floral and cake decorating/candy making.
Gross Margin. Gross margin is net sales minus the cost of merchandise, purchasing and receiving costs, inbound freight, duties related to import purchases, internal transfer costs and warehousing costs. Gross margin as a percent of net sales was 43.3% for the six months ended July 2, 2011, and 43.0% for the six months ended July 3, 2010, an increase of 0.3 percentage points. The increase in gross margin was primarily the result of supply chain efficiencies and improvements in inventory control and security partially offset by a decline in merchandise gross margin.
Selling, general and administrative expenses were $101.7 million in the first two quarters of fiscal 2011, a decrease of $1.7 million compared to the $103.4 million in the first two quarters of fiscal 2010. This decrease was primarily attributable to a decrease in advertising expenses and severance benefits related to the retirement of the Company's Chief Executive Officer, partially offset by an increase in store payroll. As a percent of sales, selling, general and administrative expenses were 50.4% both this year and last year. Expense reductions were offset by a corresponding decrease in store sales.
Store Pre-Opening and Closing Expenses. Store pre-opening costs are expensed as incurred and include the direct incremental costs to prepare a store for opening, including rent and occupancy costs from the date we take possession of the property. Store closing costs include severance, inventory liquidation costs, loss on disposal of fixed assets, lease termination payments and the net present value of future rent obligations less estimated sub-lease income.
In the first six months of 2011, store preopening and closing expense totaled $0.9 million which includes costs for the two stores opened and one store closed during the period and expenses related to revisions in the estimates for the future rent obligations, net of sub-lease income for stores that were closed in prior years. In the first half of 2010, we incurred store pre-opening and closing expenses of $1.1 million which is primarily related to revisions in the estimates for the future rent obligations, net of sub-lease income for stores that were closed in prior years plus costs for the one store we opened during the first quarter of last year.
Interest Income and Expense. In both the first six months of 2010 and 2011, the Company had net interest expense of $0.4 million. Borrowings and interest rates were comparable for both periods.
Income Taxes. Based upon its historical and continuing operating losses, the Company is recording a 100 percent valuation allowance against its net deferred tax assets and expects to continue to do so for the remainder of fiscal 2011. The closing of the Internal Revenue Service audits described below, in the second quarter of fiscal 2011, reduced the amount of unrecognized tax benefits, which resulted in a current tax benefit of $0.3 million being recorded in this quarter.
In June of 2010, the Company reached a preliminary agreement with the Internal Revenue Service on all open audit issues relating to the 2003 through 2008 tax years. This agreement resulted in a $0.5 million reduction of a refund related to a previously filed net operating loss carry back claim and was recorded as income tax expense in the second quarter of 2010.
We have experienced net losses in each of the past three years and anticipate a net loss in fiscal 2011. These losses are primarily the result of declines in same store sales for each of the last four years. In the second quarter of fiscal 2011, same store sales declined 0.7 percent and we had a net loss of $7.9 million.
One of our primary sources of liquidity is a $60.0 million credit facility provided by Wells Fargo Retail Finance, LLC ("WFRF"). On January 15, 2009, the Company entered into a credit agreement (the "WFRF loan agreement") for a three-year term. On March 4, 2011, the parties amended the agreement (the "WFRF amendment") for an additional five-year term through March 4, 2016.
The WFRF loan agreement, as amended, is an asset-based senior secured revolving credit facility in an aggregate principal amount of up to $60.0 million, with a $15.0 million sub-limit for letters of credit. As a result of the amendment, interest is calculated at either adjusted LIBOR or WFRF's base rate plus a margin of between 2.25 and 2.75 percent per annum, depending upon the level of excess availability, and WFRF's base rate has a "floor" equal to the adjusted LIBOR rate plus 1.00 percent per annum. In addition, the Company will pay an annual fee between 0.375 and 0.50 percent per annum on the amount of unused availability, also dependent on the level of excess availability. At closing of the WFRF amendment, the Company paid or incurred deferred financing costs of approximately $0.4 million that will be amortized over the term of the facility.
The WFRF loan agreement defines various events of default which include, without limitation, a material adverse effect (as defined in the agreement), failure to pay amounts when due, cross-default provisions, material liens or judgments, insolvency, bankruptcy or a change of control. If a default were triggered, this would allow the lender to take actions including raising the interest rate, discontinuing advances and accelerating the Company's obligations.
The WFRF amendment modified certain provisions of the agreement in order to permit the Company to enter into, and perform its obligations under, contracts to effect a strategic alternatives transaction (as defined in the WFRF amendment). However, in order to consummate a strategic alternatives transaction, the Company will need to either payoff and terminate the credit facility or obtain WFRF's consent.
On February 15, 2011, the Company announced that it had engaged Janney Montgomery Scott LLC to serve as financial advisor in the exploration of strategic alternatives to enhance shareholder value. These alternatives include, but are not limited to, a sale of the Company, corporate financing or capital raise. The Company has received third party expressions of interest but there can be no assurance that a transaction will result from this process.
Our capital requirements are primarily to support seasonal increases in inventory and inventory purchases for new stores, capital assets to support new, remodeled and relocated stores as well as investments in information technology infrastructure and systems. In recent years, we have financed operations and new store growth primarily with cash generated from operating activities and a $10.0 million private placement of our common stock which occurred in May of 2009. In July 2011, the Company borrowed an additional $5.0 million under the WFRF loan agreement to finance seasonal inventory purchases.
At July 2, 2011 and January 1, 2011, our working capital was $61.0 million and $72.8 million, respectively. Cash used in operations was $19.2 million for the six months ended July 2, 2011. This was principally the result of an $11.7 million increase in the net investment in inventory (change in inventory net of change in accounts payable) combined with a net loss of $15.3 million reduced by noncash expenses for depreciation and stock compensation totaling $9.3 million. For the six months ended July 3, 2010, cash used in operations was $9.3 million. This was primarily the result of a net loss of $17.2 million reduced by noncash expenses for depreciation and stock compensation totaling $8.4 million.
Net cash used in investing activities during the six months ended July 2, 2011 was $4.5 million, all of which related to capital expenditures. In fiscal 2011, we expect to spend approximately $8.0 to $9.0 million on capital expenditures, which includes approximately $2.5 million for new and remodeled stores, $3.0 million for store maintenance capital and the remainder used for information technology and distribution center equipment. For the six months ended July 3, 2010, we invested $5.2 million, all of which related to capital expenditures.
We believe the cash generated from operations and available borrowings under the line of credit agreement will be sufficient to finance our working capital and capital expenditure requirements for at least the next 12 months.
A description of our critical accounting policies was provided in the Management's Discussion and Analysis of Financial Condition and Results of Operations section of the fiscal 2010 Form 10-K. There were no changes in these policies during the second quarter of fiscal 2011.
We invest cash balances in excess of operating requirements primarily in money market mutual funds. The fair value of our cash and equivalents at July 2, 2011 equaled carrying value. A hypothetical decrease in interest rates of 10 percent compared to the rates in effect at July 2, 2011 would reduce our interest income by less than $0.1 million annually.
As of July 2, 2011 we had $19.0 million outstanding under our line of credit. The interest rate on our line of credit fluctuates with market rates and therefore the fair value of this financial instrument will not be impacted by a change in interest rates. A 10 percent increase in interest rates would increase our interest expense by less than $0.1 million annually.
Conclusion Regarding the Effectiveness of Disclosure Controls and Procedures
We carried out an evaluation, with the participation of our principal executive officer and principal financial officer, of the effectiveness of our disclosure controls and procedures as of July 2, 2011. Based on this evaluation, our principal executive officer and principal financial officer concluded that, as of July 2, 2011, our disclosure controls and procedures, as defined in Rule 13a-15(e), were effective to ensure that (i) information required to be disclosed by the issuer in the reports that it files or submits under the Securities Exchange Act of 1934, as amended (the "Exchange Act") is recorded, processed, summarized and reported within the time periods specified in the Securities and Exchange Commission's rules and forms and (ii) information required to be disclosed by an issuer in the reports that it files or submits under the Exchange Act is accumulated and communicated to the issuer's management, including its principal executive and principal financial officers, or persons performing similar functions, as appropriate to allow timely decisions regarding required disclosure.
Changes in Control over Financial Reporting
There were no changes in internal control over financial reporting that occurred during our last fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
The Company is involved in legal proceedings from time to time in the ordinary course of business. Management believes that none of these legal proceedings will have a materially adverse effect on the Company's financial condition or results of operations. However, there can be no assurance that future costs of such legal proceedings would not be material to our financial condition, results of operations or cash flows.
In addition to the other information set forth in this report, you should carefully consider the factors discussed in Part I, "Item 1A. Risk Factors" in our Annual Report on Form 10-K for the fiscal year ended January 1, 2011 which could materially affect our business, financial condition or future results. The risks described in our Annual Report on Form 10-K for the fiscal year ended January 1, 2011, are not the only risks facing our Company. Additional risks and uncertainties not currently known to us or that we currently deem to be immaterial also may materially adversely affect our business, financial condition and/or operating results.
There have been no material changes in our risk factors from those disclosed in our Annual Report on Form 10-K for the fiscal year ended January 1, 2011.
Certification pursuant to Rule 13a-14(a) promulgated under the Securities Exchange Act of 1934, as amended ("Exchange Act").
Certification pursuant to Rule 13a-14(a) promulgated under the Exchange Act.
Certification pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.
Date: August 3, 2011 By: /s/ Joseph A. Jeffries
Joseph A. Jeffries
Date: August 3, 2011 By: /s/ Rodney Schriver
Rodney Schriver
Vice President, Chief Accounting Officer and Controller
(Principal Accounting Officer)


text:
What Is A Snowman In Golf?
It actually refers to the number '8', which coincidentally looks like a snowman. Should a player record that score on a single hole, then it is given the name of 'snowman', much like a golfer gets a birdie or an eagle.
liveabout.com
Snowman is a score of 8 on a golf hole. The term comes from the resemblance of the number 8 to the shape of a snowman. To get a 'snowman' in golf is a terrible score as most holes have a par of 3 or 4.
What is an ostrich in golf?
The term 'ostrich' is used to describe the completion of a hole using five fewer strokes than the par. Since an ostrich refers to hitting five fewer strokes than the par, the only way to score an ostrich is to hit a hole-in-one on a par six or finish the hole in just two strokes on a par seven.
How many strokes in golf is a snowman?
In golf, a snowman is something you very much want to avoid. That's because 'snowman' is a slang term golfers use for a score of eight on any individual hole. Use eight strokes to play a hole and, sorry bud, you just made a 'snowman.' A golf snowman won't melt anything but your scorecard.
What is a snowball in golf?
In golf, one small move often leads to another move, which ultimately becomes your game play. This, unfortunately, will snowball into the rest of your game, causing your mind to be elsewhere.
What is a turkey in golf?
In ten-pin bowling, a trio of consecutive strikes is called a turkey, while six in a row is known as a wild, or golden, turkey. It wouldn't be the first time golf has borrowed from another sport to expand its lexicon.
See also: What Time Is Golf On Tv Today?
What is condor in golf?
Condor is an unofficial name for a hole score of four strokes fewer than par (four under par, −4). A condor is also known as a double albatross, or a triple eagle. This is the lowest individual hole score ever made, relative to par.
What does F * mean in golf?
What Does F Mean On A Golf Leaderboard? Sometimes, in the blue circle on the image above, you will see the letter "F" instead of a number like a 65 or 1-18. This simply means " Finished " and is another way of saying that player has completed their round for the day.
What is a bad golf shot called?
Duff: A bad shot. Duck hook: When a right-handed player strikes the ball such that it curves sharply from right to left and stays low to the ground. Eagle: A score of two under par.
What is a slice in golf?
What is a Slice in Golf? A slice is a ball that curves away from the players dominant hand. So for a right handed golfer a ball that curves right. A ball that simply goes straight right is
a push, and is caused for different reasons. A slice is a poor shot for several reasons.
What is a 8 in golf called?
(ii) The indentation on the green caused by the ball on an approach shot; more properly called a pitch mark or ball mark. Dog-balls. Scoring an 'eight' on any single golf hole. The origin of the term is in reference to what the number 'eight' looks like on its side; also referred to as the ' Snowman '. Dogleg.
See also: What Brand Makes The Best Golf Irons?
What does lying 3 mean in golf?
'Lie' as Scoring Shorthand For example, 'what do you lie?' is a questions that means, 'how many strokes have you used to reach this point?' 'I'm lying 3' means ' I've used three strokes in advancing the ball to this point.'
What does bogey mean in golf?
A Bogey means one over par. Birdie: In the 19th century, the term 'bird' was the equivalent of 'cool' or 'excellent' – golf scholars believe this is where the term came from. An Atlantic City, New Jersey, course claims that the term originated there in 1903. The meaning being a score of one under par.
What is the last hole in golf called?
The finishing hole for a round of golf is usually the 18th hole, but is sometimes the ninth, and, in less common instances, might even be any given hole on the golf course. The key, in both respects, is that the finishing hole is the hole that marks the finish of play.
← How To Handicap Skins In Golf?
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text:
Q: Plugin with id 'androidx.navigation.safeargs' not found in new version android I'm going to https://developer.android.com/jetpack/androidx/releases/navigation but I get an error when syncing the id 'androidx.navigation.safeargs' plugin which you can see in the image below
image build.gradle(moduleApp)
image builde.gradle(project)
image My dependencies
image My error

A: To fix this error, add the following code to build.gradle (project) and sync the project
buildscript {

    dependencies {
        classpath("androidx.navigation:navigation-safe-args-gradle-plugin:2.4.1")
    }
}

Next add this code to build.gradle(module)
id 'androidx.navigation.safeargs'

redpajama_set_name: RedPajamaStackExchange


How to pay for colleges in tough times?
During your tough times- you must look for financial aid. The economic scenario is unstable, and a weak economy leads to increase in competition for the financial aid. So, planning ahead will help you prepare for the unprecedented situation.
Home » Taxes » How do I Pay to The Colleges in Tough Times?


The Value-based HealthCare Consultant provides consultant expertise and works with teams to achieve transformation and sustainable change which supports the System strategy of providing safe, timely, effective, efficient, equitable, and patient-centered (STEEEP) care in accordance with regulatory statutes, policies and procedures. The VB Consultant serves as an internal consultant for STEEEP initiatives and small to medium scale projects throughout the System. The position facilitates, coordinates, and provides project management for quality improvement teams, strategic planning sessions, as well as other organizational meetings as requested and needed. The Value-based HealthCare Consultant coaches and mentors staff and management in the provision of STEEEP care and regulatory issues. The Value-based HealthCare Consultant develops multidisciplinary indicators and identifies opportunities for improvement, in collaboration with teams & leaders, to monitor and evaluate the quality of care and services provided to patients based on evidence based practices, regulatory and accrediting agency requirements, and data analysis of high risk, high volume and/or problem prone processes. The Value-based HealthCare Consultant prepares regular status reports on the progress of work teams to various internal constituents to keep them apprised of progress, potential barriers, lessons learned, and related topics to include the timely submission of monthly reports for all strategic improvement priorities.
The ideal candidate for the Value-based HealthCare Consultant maintains effective communication with patients, staff and physicians; provides patient care in a competent, professional and courteous manner; and keeps abreast of current research and incorporates relevant findings into specific areas of practice.


The Endura Windchill Softshell Jacket provides excellent winter windproof protection.
Stretch, thermal, windproof front and sleeve panels.
Chest pocket with glasses wipe.
3 open rear pockets plus zipped security pocket.


text:
Q: Complete list of states, that we can query programmatically from the iDevice Is there a complete list of states, that we can query programmatically from the iDevice, eg. UDID, gps coordinates, phone number etc. ?

A: Check the UIDevice class : http://developer.apple.com/library/ios/#documentation/uikit/reference/UIDevice_Class/Reference/UIDevice.html


text:
Novak Djokovic, Rafa Nadal, Roger Federer, Tennis News, Wimbledon
Federer and Nadal congratulate Djokovic for tying their Slam record
Roger Federer and Rafael Nadal have applauded Novak Djokovic after the Serbian equalled their joint-record of men's 20 Grand Slam titles.
World No. 1 Djokovic saw off seventh seed Matteo Berrettini in four sets to secure his sixth Wimbledon title and 20th major overall.
Federer won his 20th Grand Slam at the 2018 Australian Open, while Nadal claimed his at the 2020 French Open. It is the first time the legendary trio have been tied for number of majors won.
"Congrats Novak on your 20th major. I'm proud to have the opportunity to play in a special era of tennis champions. Wonderful performance, well done,!" Federer said on Twitter.
Congrats Novak on your 20th major. I'm proud to have the opportunity to play in a special era of tennis champions. Wonderful performance, well done!
— Roger Federer (@rogerfederer) July 11, 2021
Federer reached the quarter-finals at Wimbledon – losing in straight sets to Hubert Hurkacz.
Nadal – who withdrew from Wimbledon and the Olympics to prepare for the US Open series – said on Twitter: "Congrats [Novak] on this amazing achievement.
Congrats @DjokerNole on this amazing achievement. 20 Grand Slam titles is huge and it is amazing that we are 3 players tied on this. Well done and, again, congrats to you and your team for this!@Wimbledon
— Rafa Nadal (@RafaelNadal) July 11, 2021
"20 Grand Slam titles is huge and it is amazing that we are three players tied on this. Well done and, again, congrats to you and your team for this!"


text:
/* This Source Code Form is subject to the terms of the Mozilla Public
 * License, v. 2.0. If a copy of the MPL was not distributed with this file,
 * You can obtain one at http://mozilla.org/MPL/2.0/. */
#ifndef mozilla_dom_network_cfstatechangeevent_h
#define mozilla_dom_network_cfstatechangeevent_h

#include "nsIDOMCFStateChangeEvent.h"
#include "nsDOMEvent.h"

namespace mozilla {
namespace dom {
namespace network {

class CFStateChangeEvent : public nsDOMEvent,
                           public nsIDOMCFStateChangeEvent
{
  bool mSuccess;
  uint16_t mAction;
  uint16_t mReason;
  nsString mNumber;
  uint16_t mTimeSeconds;
  uint16_t mServiceClass;

public:
  NS_DECL_ISUPPORTS_INHERITED
  NS_FORWARD_TO_NSDOMEVENT
  NS_DECL_NSIDOMCFSTATECHANGEEVENT

  static already_AddRefed<CFStateChangeEvent>
  Create(bool aSuccess,
         uint16_t aAction,
         uint16_t aReason,
         nsAString& aNumber,
         uint16_t aTimeSeconds,
         uint16_t aServiceClass);

  nsresult
  Dispatch(nsIDOMEventTarget* aTarget, const nsAString& aEventType)
  {
    NS_ASSERTION(aTarget, "Null pointer!");
    NS_ASSERTION(!aEventType.IsEmpty(), "Empty event type!");

    nsresult rv = InitEvent(aEventType, false, false);
    NS_ENSURE_SUCCESS(rv, rv);

    SetTrusted(true);

    nsDOMEvent* thisEvent = this;

    bool dummy;
    rv = aTarget->DispatchEvent(thisEvent, &dummy);
    NS_ENSURE_SUCCESS(rv, rv);

    return NS_OK;
  }

private:
  CFStateChangeEvent()
  : nsDOMEvent(nullptr, nullptr)
  { }

  ~CFStateChangeEvent()
  { }
};

}
}
}

#endif // mozilla_dom_network_cfstatechangeevent_h

redpajama_set_name: RedPajamaGithub


I am having trouble with my 48 internet... have applied the correct internet settings on my phone but I am still getting no data even tho I have 'the don' membership...how do i get it working?
Try the online Tweakker configurator first - if that works then that's great - you're done!
If your specific phone model is not listed then try choosing one that is "similar" as that may also work.
Make sure that your membership is active and you actually do have a data allowance through your membership or a data add-on.
Dial *100*8# to check your data allowance balance.
Make sure that your settings match those below.
Leave all other fields blank/not set (including Authentication type).
Make sure that data roaming is enabled.
Make sure that data is enabled.
If you configure these settings and they still don't work then please DOUBLE CHECK that you did not make any mistakes - e.g. some people have entered 48.months.liffeytelecom.com instead of 48months.liffeytelecom.com etc. The settings must be entered EXACTLY as specified above.
If you already have internet/APN settings but they are different to those above then reconfigure your settings so they match those above or delete any existing APNs and start again and add the 48 one anew.
If internet/data still does not work after configuring the settings correctly then try powering off and on again and maybe manually scanning for networks and connecting to 48.
How do I add/configure an APN on my phone?
You need to check the documentation and user interface for your phone for specific instructions.
However, on most Android phones, the process is similar although there may be slight differences how to navigate the menu options to get to the right place and slight differences in the options that can be configured.
If necessary Google for specific instructions for your phone.
Once you have your internet APN set up and data/internet access working you can also use this connection as part of a personal hotspot (this will probably use up your data allowance more quickly than "normal" internet access so keep an eye on your quota and that you don't breach the fair usage limits).
At around 1 minute into that video, he has Personal Hotspot > APN = gadget. Enter 48months.liffeytelecom.com instead.
At around 2 minutes into that video, he has Mobile Data > APN = internet and also Personal Hotspot > APN = internet. Enter 48months.liffeytelecom.com instead.
4 of 5 people found this article helpful.