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Pebblebrook Hotel Trust Reports Third Quarter 2019 Results
Company Release - 10/24/2019 4:06 PM ET
BETHESDA, Md.--(BUSINESS WIRE)-- Pebblebrook Hotel Trust (NYSE: PEB):
Q3 FINANCIAL
Net income: $30.0 million
Same-Property EBITDA1: $145.1 million, (6.5%) YOY
Adj. EBITDAre1: $136.5 million, +96.7% YOY
Adj. FFO1 per diluted share: $0.77, +4.1% YOY
Q3 OPERATING
Same-Property Total RevPAR1 (1.0%) YOY and RevPAR1 (2.2%) YOY
Adjusted EBITDA, Adjusted FFO and Adjusted FFO/diluted share in-line
Hotel operating performance slightly below expectations due to further moderation in demand growth and negative impact of lost business from Hurricane Dorian in September
RevPAR growth in Philadelphia and Boston offset by weak performance in Seattle, Chicago, San Francisco and Washington, D.C.
Sold or executed contracts for $171.2 million: sold Hotel Amarano Burbank ($72.9 million), Rouge Hotel ($42.0 million), and Hotel Madera ($23.3 million); and Topaz Hotel contract executed at $33.0 million
On track to sell $1.45 billion of properties from the closing of last year's corporate acquisition; property transaction market remains healthy and active, and pricing remains stable and attractive
Net Debt to Trailing 12-Month Corporate EBITDA1 at end of Q3: 4.6x
Further progress reducing leverage and optimizing portfolio through strategic property sales since corporate acquisition late last year
Net income: $99.2 million to $103.2 million (midpoint down $52.0 million)
Same-Property RevPAR1 Growth Rate: 0.6% to 1.2% (midpoint down 60 bps)
Adj. EBITDAre1: $472.7 million to $476.7 million (midpoint down $8.7 million)
Adj. FFO1 per diluted share: $2.57 to $2.60 (midpoint down $0.06)
During the third quarter, we continued to execute on our strategic disposition program, completing property sales in Los Angeles and Washington, D.C. at very favorable prices and EBITDA multiples. We're now three quarters of the way to our 2019 property disposition financial goal. Pursuant to our plans to create long-term value, we've made further progress on our redevelopment plans, making operator changes at two properties in Washington, D.C. to be redeveloped and repositioned next year, as well as announcing our future plans to comprehensively renovate and rebrand Paradise Point Resort & Spa as a Margaritaville Island Resort. We also managed to meet our overall corporate performance outlook for the quarter, despite slightly weaker than expected results at the property level due to transient travel demand moderating further and lost business due to the negative impact of Hurricane Dorian in September."
-Jon E. Bortz, Chairman, President and Chief Executive Officer of Pebblebrook Hotel Trust
(1) See tables later in this press release for a description of Same-Property information and reconciliations from net income (loss) to non-GAAP financial measures.
Third Quarter and Year to Date Highlights
($ in millions except per share and RevPAR data)
Same-Property RevPAR(1)
Same-Property RevPAR growth rate
Same-Property Total RevPAR(1)
Same-Property Total RevPAR growth rate
Same-Property Total Expenses(1)
Same-Property Total Expense growth rate
Same-Property EBITDA(1)
Same-Property EBITDA growth rate
Same-Property EBITDA Margin(1)
Adjusted EBITDAre(1)
Adjusted EBITDAre growth rate
Adjusted FFO(1)
Adjusted FFO per diluted share(1)
Adjusted FFO per diluted share growth rate
See tables later in this press release for a description of same-property information and reconciliations from net income (loss) to non-GAAP financial measures, including Earnings Before Interest, Taxes, Depreciation and Amortization ("EBITDA"), EBITDA for Real Estate ("EBITDAre"), Adjusted EBITDAre, Funds from Operations ("FFO"), FFO per share, Adjusted FFO and Adjusted FFO per share.
For the details as to which hotels are included in Same-Property Room Revenue Per Available Room ("RevPAR"), Same-Property Total Revenue Per Available Room ("Total RevPAR"), Average Daily Rate ("ADR"), Occupancy, Revenues, Expenses, EBITDA and EBITDA Margins appearing in the table above and elsewhere in this press release, refer to the Same-Property Statistical Data table footnotes later in this press release.
Net Income: The Company's net income was $30.0 million in the third quarter of 2019, an increase of $0.1 million as compared to the same period of 2018.
Same-Property Operating Statistics: Same-Property Total RevPAR declined 1.0 percent from the third quarter of 2018. Same-Property RevPAR for the third quarter decreased 2.2 percent from the prior year to $226.67, with Same-Property ADR declining 0.6 percent to $259.96 and Same-Property Occupancy decreasing by 1.6 percent to 87.2 percent.
Same-Property EBITDA and Margins: The Company's hotels generated $145.1 million of Same-Property EBITDA for the quarter ended September 30, 2019, down 6.5 percent versus the same period of 2018. Same-Property Revenues declined 1.0 percent, while Same-Property Expenses increased 2.2 percent, resulting in Same-Property EBITDA Margin for the quarter decreasing 202 basis points to 34.5 percent.
Operating Performance: Excluding the mandatory California Proposition 13 increases in real estate taxes for the California properties acquired as part of the Company's corporate acquisition in November 2018, Same-Property Expenses increased just 1.2 percent during the third quarter, resulting in Same-Property EBITDA Margin for the quarter decreasing 143 basis points. Year to date through September, also excluding the Proposition 13 impact, Same-Property Expenses increased 2.4 percent, and Same-Property EBITDA margins declined 53 basis points.
"During the third quarter, our overall performance versus our expectations was impacted by weaker performance in San Diego, Los Angeles, San Francisco and Washington, D.C.," said Mr. Bortz. "We also lost business at our hotels and resorts located in South Florida, due to the threat of Hurricane Dorian in early September. Despite the moderating demand growth environment, our hotel teams working closely with our asset managers continue to do a tremendous job limiting expense growth and finding creative and sustainable ways to increase efficiencies and productivity and take advantage of our larger scale through executing on new portfolio-wide initiatives, which are now running at an annual rate of savings of $5 million, halfway to achieving our $10 million objective. We expect to steadily execute on our portfolio-wide initiatives program to generate additional expense savings and operating synergies, create long-term value and achieve our objective by the end of next year."
Update on Strategic Property Redevelopment Plan
The Company continued to implement its Strategic Property Redevelopment Plan during the third quarter. On July 1, 2019, the Company completed two third-party operator transitions: Mason & Rook Hotel and Donovan Hotel, both in Washington, D.C., are now operated by Viceroy Hotels & Resorts. On July 15, 2019, the Company announced that it had executed a license agreement to convert its Paradise Point Resort & Spa in San Diego, California, to a Margaritaville Island Resort after a comprehensive renovation. Year to date, the Company has made considerable progress on its strategic property repositionings, completing third-party operator or brand changes at 9 hotels and resorts across the portfolio.
In the third quarter, the Company completed $42.1 million of capital investments throughout its portfolio. The Company has completed $111.1 million of capital investments and projects year to date through September 2019, including the first phase of major renovation and property improvements at Hilton San Diego Resort & Spa, which was completed in the third quarter.
The Company intends to start additional major renovation and repositioning projects in the fourth quarter of 2019 or early next year, with completion expected in the first half of next year, including:
Donovan Hotel (estimated at $25.0 million, or $130 thousand per key), which will encompass an exhaustive redevelopment and repositioning, expected to begin with the closure of the hotel by the end of November, and upon anticipated completion in the second quarter of 2020, the hotel will be relaunched as the seventh hotel in the Company's "Unofficial Z Collection" proprietary brand;
Westin San Diego Gaslamp Quarter (estimated at $16.0 million), which will consist of a guestroom, lobby, restaurant and bar renovation to commence next month, expected to be completed in the first quarter of 2020;
Embassy Suites San Diego Bay Downtown (estimated at $16.0 million), which will receive a comprehensive guest suite renovation to also commence next month and be completed in the first quarter of 2020;
Le Parc Suite Hotel (estimated at $12.5 million), which will consist of a comprehensive hotel renovation, including the guestrooms, lobby and public areas, to commence in the first quarter of 2020, expected to be completed in the second quarter of 2020;
Viceroy Santa Monica Hotel (estimated at $12.0 million), which will undergo a lobby, public area and meeting space renovation, featuring both interior and exterior enhancements, expected to commence late in the fourth quarter of 2019 and be completed in the second quarter of 2020;
Hilton San Diego Resort & Spa Phase 2 (estimated at $10.5 million), which will undergo a reconfiguration and complete renovation of the public areas including the porte-cochere, lobby, entry, pool, restaurants and bars, retail shop, creation of additional event venues, and upgrading of guestrooms and suites, expected to begin late this year and be completed in the second quarter of 2020;
Chaminade Resort & Spa (estimated at $10.0 million), which will reposition the property through a redevelopment of the property's public space, restaurant, lobby, porte-cochere/entry, exterior patio, all meeting space and venues commencing late in the fourth quarter or early in the first quarter, expected to be completed in the second quarter of 2020; and
Mason & Rook Hotel (estimated at $8.0 million), which will undergo a complete renovation and upgrading of the entry, lobby, guestrooms, restaurant and bar areas, rooftop pool, bar venue and its meeting spaces beginning in the first quarter of 2020, expected to be completed late in the second quarter of 2020, at which time it will be rebranded as the Viceroy Washington, D.C.
Additionally, the Company intends to continue the following upgrade and repositioning program:
The Marker Resort Key West (estimated at $5.0 million), which commenced in the third quarter of 2019, including a renovation of the lobby, pool area, bar, restaurant, fitness center, corridors, guestrooms and an addition of suites, expected to be completed by the end of 2019.
Update on Strategic Disposition Plan
During the third quarter, the Company completed $138.2 million of property sales, including Hotel Amarano Burbank in Los Angeles, California, for $72.9 million, Rouge Hotel in Washington, D.C. for $42.0 million, and Hotel Madera in Washington, D.C. for $23.3 million. In combination with the $310.8 million of sales from the first and second quarters of 2019, the Company has sold properties for a total of $449.0 million year to date.
In October 2019, the Company also announced it executed a contract to sell the Topaz Hotel in Washington, D.C. for $33.0 million. This sale is subject to normal closing conditions, and the Company offers no assurances that the sale will be completed on these terms, or at all. The Company is targeting to complete the transaction late in the fourth quarter of 2019.
The Company continues to be encouraged with pricing levels and overall buyer interest in the investment markets. The Company estimates it will complete or execute contracts to sell an additional $150.0 million of properties during the fourth quarter, which includes the sale of Topaz Hotel for $33.0 million, and an additional $117.0 million for other properties.
Since the Company commenced its strategic disposition plan on November 30, 2018, and assuming the sale of Topaz Hotel is completed, 13 hotels will have been successfully sold or contracted to sell, generating approximately $1.33 billion of gross sales proceeds. The sales to date, including the assumed sale of Topaz Hotel, reflect a very favorable 15.6x EBITDA multiple and a 5.5 percent net operating income capitalization rate (after an assumed annual capital reserve of 4.0 percent of total hotel revenues) based on the operating performance for 2018 of the properties sold.
Balance Sheet and Shareholder Distributions
As of September 30, 2019, the Company had $2.2 billion in consolidated debt at an effective weighted-average interest rate of 3.5 percent. Approximately $1.8 billion, or 80 percent of the Company's total outstanding debt, was at a weighted-average fixed interest rate of 3.5 percent, and approximately $0.4 billion, or 20 percent, was at a weighted-average floating interest rate of 3.6 percent. Of the Company's outstanding debt, $2.0 billion was in the form of unsecured term loans and $100.0 million was outstanding on its $650.0 million senior unsecured revolving credit facility. As of September 30, 2019, the Company had $56.8 million of consolidated cash, cash equivalents and restricted cash.
As of September 30, 2019, the Company's fixed charge coverage ratio was 3.0 times, and total net debt to trailing 12-month corporate EBITDA was 4.6 times.
On September 16, 2019, the Company declared a regular quarterly cash dividend of $0.38 per share on its common shares as well as a regular quarterly cash dividend for the following preferred shares of beneficial interest:
$0.40625 per 6.50% Series C Cumulative Redeemable Preferred Share;
$0.39844 per 6.375% Series D Cumulative Redeemable Preferred Share;
$0.39844 per 6.375% Series E Cumulative Redeemable Preferred Share; and
$0.39375 per 6.30% Series F Cumulative Redeemable Preferred Share.
The Company is adjusting its 2019 Outlook to reflect the third quarter results and the expectation that the slowing hotel demand trends and economic uncertainty experienced throughout the third quarter will continue in the fourth quarter.
The 2019 Outlook, which assumes $600.0 million of assets are sold over the course of 2019, with $449.0 million sold year to date and approximately $150.0 million of additional assets sold by the end of the year, is as follows:
Variance to Prior
as of July 25, 2019
($ and shares/units in millions, except per share and RevPAR data)
Adjusted EBITDAre
Adjusted FFO
Adjusted FFO per diluted share
This 2019 Outlook is based, in part, on the following estimates and assumptions:
Asset Sales during 2019
Q4 Asset Sales at a 5.5% 2018 NOI Capitalization Rate
U.S. GDP growth rate
U.S. Hotel Industry RevPAR growth rate
(40 bps) (100 bps)
Same-Property RevPAR
Same-Property EBITDA
(150 bps) (200 bps)
Same-Property EBITDA Margin
Same-Property EBITDA Margin growth rate (100 bps) (90 bps) (50 bps) (50 bps)
Corporate cash general and administrative expenses
Corporate non-cash general and administrative expenses
Preopening and other corporate expenses
Total capital investments related to renovations, capital maintenance and return on investment projects
Weighted-average fully diluted shares and units
The Company's Outlook for the fourth quarter of 2019 is as follows:
Same-Property EBITDA Margin growth rate
(75 bps)
The 2019 Outlook excludes the following hotels from Same-Property RevPAR, Same-Property RevPAR growth rate, Same-Property EBITDA, Same-Property EBITDA growth rate, Same-Property EBITDA Margin and Same-Property EBITDA Margin growth rate:
Liaison Capitol Hill and Hotel Palomar Washington, D.C. for all quarters of both 2019 and 2018 due to their sales during the first quarter of 2019;
Onyx Hotel for the second, third and fourth quarters of both 2019 and 2018 due to its sale during the second quarter of 2019;
Hotel Amarano Burbank, Rouge Hotel and Hotel Madera for the third and fourth quarters of both 2019 and 2018 due to their sales during the third quarter of 2019;
Topaz Hotel for the fourth quarter of both 2019 and 2018 due to its pending sale, expected to be completed during the fourth quarter of 2019; and
Donovan Hotel for the fourth quarter of both 2019 and 2018 due to its expected closure in the fourth quarter of 2019 for redevelopment, renovation and rebranding.
If any of the foregoing estimates and assumptions prove to be inaccurate, actual results, including the outlook, may vary and could vary significantly from the amounts shown above.
Third Quarter 2019 Earnings Call
The Company will conduct its quarterly analyst and investor conference call on Friday, October 25, 2019, at 9:00 AM ET. To participate in the conference call, please dial (877) 705-6003 approximately ten minutes before the call begins. Additionally, a live webcast of the conference call will be available through the Company's website. To access the webcast, log on to www.pebblebrookhotels.com ten minutes before the conference call. A replay of the conference call webcast will be archived and available online through the Investor Relations section of www.pebblebrookhotels.com.
About Pebblebrook Hotel Trust
Pebblebrook Hotel Trust (NYSE: PEB) is a publicly-traded real estate investment trust ("REIT") and the largest owner of urban and resort lifestyle hotels in the United States. The Company owns 57 hotels, totaling approximately 14,100 guestrooms across 16 urban and resort markets, with a focus on the west coast gateway cities. For more information, visit www.pebblebrookhotels.com and follow us at @PebblebrookPEB.
For further information about the Company's business and financial results, please refer to the "Management's Discussion and Analysis of Financial Condition and Results of Operations" and "Risk Factors" sections of the Company's SEC filings, including, but not limited to, its Annual Report on Form 10-K and Quarterly Reports on Form 10-Q, copies of which may be obtained at the Investor Relations section of the Company's website at www.pebblebrookhotels.com.
This press release contains certain "forward-looking statements" made pursuant to the safe harbor provisions of the Private Securities Reform Act of 1995. Forward-looking statements are generally identifiable by use of forward-looking terminology such as "may," "will," "should," "potential," "intend," "expect," "seek," "anticipate," "estimate," "approximately," "believe," "could," "project," "predict," "forecast," "continue," "assume," "plan," references to "outlook" or other similar words or expressions. Forward-looking statements are based on certain assumptions and can include future expectations, future plans and strategies, financial and operating projections and forecasts and other forward-looking information and estimates. Examples of forward-looking statements include the following: projections and forecasts of U.S. GDP growth, U.S. hotel industry RevPAR growth, the Company's net income, FFO, EBITDA, Adjusted FFO, Adjusted EBITDAre, RevPAR, EBITDA Margin and EBITDA Margin growth, and the Company's expenses, share count or other financial items; descriptions of the Company's plans or objectives for future operations, acquisitions, dispositions or services; forecasts of the Company's future economic performance and its share of future markets; forecasts of hotel industry performance; and descriptions of assumptions underlying or relating to any of the foregoing expectations including assumptions regarding the timing of their occurrence. These forward-looking statements are subject to various risks and uncertainties, many of which are beyond the Company's control, which could cause actual results to differ materially from such statements. These risks and uncertainties include, but are not limited to, the state of the U.S. economy and the supply of hotel properties, and other factors as are described in greater detail in the Company's filings with the Securities and Exchange Commission, including, without limitation, the Company's Annual Report on Form 10-K for the year ended December 31, 2018. Unless legally required, the Company disclaims any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.
All information in this press release is as of October 24, 2019. The Company undertakes no duty to update the statements in this press release to conform the statements to actual results or changes in the Company's expectations.
For additional information or to receive press releases via email, please visit our website at www.pebblebrookhotels.com
Pebblebrook Hotel Trust
($ in thousands, except for per share data)
Investment in hotel properties, net
Hotels held for sale
Ground lease asset, net
Restricted cash
Hotel receivables (net of allowance for doubtful accounts of $517 and $526, respectively)
Prepaid expenses and other assets
Unsecured revolving credit facilities
Term loans, net of unamortized deferred financing costs
Senior unsecured notes, net of unamortized deferred financing costs
Mortgage loans, net of unamortized deferred financing costs
Accounts payable and accrued expenses
Deferred revenues
Liabilities related to hotels held for sale
Distribution payable
Equity:
Preferred shares of beneficial interest, $0.01 par value (liquidation preference $510,000 at September 30, 2019 and December 31, 2018), 100,000,000 shares authorized; 20,400,000 shares issued and outstanding at September 30, 2019 and December 31, 2018
Common shares of beneficial interest, $0.01 par value, 500,000,000 shares authorized; 130,484,956 issued and outstanding at September 30, 2019 and 130,311,289 issued and outstanding at December 31, 2018
Accumulated other comprehensive income (loss)
(36,672
Distributions in excess of retained earnings
(386,631
Total shareholders' equity
Total liabilities and equity
Revenues:
Other operating
Hotel operating expenses:
Other direct and indirect
Total hotel operating expenses
Real estate taxes, personal property taxes, property insurance, and ground rent
(Gain) loss and other operating expenses
Income (loss) before income taxes
Income tax (expense) benefit
(4,382
Net income (loss) attributable to non-controlling interests
Net income (loss) attributable to the Company
Distributions to preferred shareholders
Net income (loss) attributable to common shareholders
Net income (loss) per share available to common shareholders, basic
Net income (loss) per share available to common shareholders, diluted
Weighted-average number of common shares, basic
Weighted-average number of common shares, diluted
Reconciliation of Net Income (Loss) to FFO and Adjusted FFO
($ in thousands, except per share data)
Distribution to preferred shareholders
FFO available to common share and unit holders
Non-cash ground rent
Management/franchise contract transition costs
Interest expense adjustment for acquired liabilities
Capital lease adjustment
Non-cash amortization of acquired intangibles
Estimated hurricane related repairs and cleanup costs
Gain on insurance settlement
Business interruption proceeds
Unrealized gain on investment
Non-cash interest expense
Adjusted FFO available to common share and unit holders
FFO per common share - basic
FFO per common share - diluted
Adjusted FFO per common share - basic
Adjusted FFO per common share - diluted
Weighted-average number of basic common shares and units
Weighted-average number of fully diluted common shares and units
To supplement the Company's consolidated financial statements presented in accordance with U.S. generally accepted accounting principles ("GAAP"), this press release includes certain non-GAAP financial measures as defined under Securities and Exchange Commission ("SEC") rules.
These measures are not in accordance with, or an alternative to, measures prepared in accordance with GAAP and may be different from similarly titled non-GAAP financial measures used by other companies. In addition, these non-GAAP financial measures are not based on any comprehensive set of accounting rules or principles. Non-GAAP financial measures have limitations in that they do not reflect all of the amounts associated with the Company's results of operations determined in accordance with GAAP.
Funds from Operations ("FFO") - FFO represents net income (computed in accordance with GAAP), excluding gains or losses from sales of properties, plus real estate-related depreciation and amortization and after adjustments for unconsolidated partnerships. The Company considers FFO a useful measure of performance for an equity REIT because it facilitates an understanding of the Company's operating performance without giving effect to real estate depreciation and amortization, which assume that the value of real estate assets diminishes predictably over time. Since real estate values have historically risen or fallen with market conditions, the Company believes that FFO provides a meaningful indication of its performance. The Company also considers FFO an appropriate performance measure given its wide use by investors and analysts. The Company computes FFO in accordance with standards established by the Board of Governors of Nareit in its March 1995 White Paper (as amended in November 1999 and April 2002), which may differ from the methodology for calculating FFO utilized by other equity REITs and, accordingly, may not be comparable to that of other REITs. Further, FFO does not represent amounts available for management's discretionary use because of needed capital replacement or expansion, debt service obligations or other commitments and uncertainties, nor is it indicative of funds available to fund the Company's cash needs, including its ability to make distributions. The Company presents FFO per diluted share calculations that are based on the outstanding dilutive common shares plus the outstanding Operating Partnership units for the periods presented.
The Company also evaluates its performance by reviewing Adjusted FFO because it believes that adjusting FFO to exclude certain recurring and non-recurring items described below provides useful supplemental information regarding the Company's ongoing operating performance and that the presentation of Adjusted FFO, when combined with the primary GAAP presentation of net income (loss), more completely describes the Company's operating performance. The Company adjusts FFO for the following items, which may occur in any period, and refers to this measure as Adjusted FFO:
- Transaction costs: The Company excludes transaction costs expensed during the period because it believes that including these costs in FFO does not reflect the underlying financial performance of the Company and its hotels.
- Non-cash ground rent: The Company excludes the non-cash ground rent expense, which is primarily made up of the straight-line rent impact from a ground lease.
- Management/franchise contract transition costs: The Company excludes one-time management and/or franchise contract transition costs expensed during the period because it believes that including these costs in FFO does not reflect the underlying financial performance of the Company and its hotels.
- Interest expense adjustment for acquired liabilities: The Company excludes interest expense adjustment for acquired liabilities assumed in connection with acquisitions, because it believes that including these non-cash adjustments in FFO does not reflect the underlying financial performance of the Company.
- Capital lease adjustment: The Company excludes the effect of non-cash interest expense from capital leases because it believes that including these non-cash adjustments in FFO does not reflect the underlying financial performance of the Company.
- Non-cash amortization of acquired intangibles: The Company excludes the non-cash amortization of acquired intangibles, which includes but is not limited to the amortization of favorable and unfavorable leases or management agreements and above/below market real estate tax reduction agreements because it believes that including these non-cash adjustments in FFO does not reflect the underlying financial performance of the Company.
- Estimated hurricane related repairs and cleanup costs: The Company excludes estimated hurricane related repairs and cleanup costs during the period because it believes that including these adjustments in FFO does not reflect the underlying financial performance of the Company and its hotels.
- Gain on insurance settlement: The Company excludes the gain on insurance settlement because the Company believes that including this adjustment in FFO does not reflect the underlying financial performance of the Company and its hotels.
- Business interruption proceeds: The Company includes business interruption proceeds because the Company believes that including these proceeds reflects the underlying financial performance of the Company and its hotels.
- Unrealized gain on investment: The Company excludes the unrealized gain on investment because the Company believes that including this adjustment in FFO does not reflect the underlying financial performance of the Company and its hotels.
- Non-cash interest expense and early extinguishment of debt: The Company excludes non-cash interest expense and early extinguishment of debt because the Company believes that including this adjustment in FFO does not reflect the underlying financial performance of the Company and its hotels.
The Company's presentation of FFO in accordance with the Nareit White Paper, and as adjusted by the Company, should not be considered as an alternative to net income (computed in accordance with GAAP) as an indicator of the Company's financial performance or to cash flow from operating activities (computed in accordance with GAAP) as an indicator of its liquidity.
Reconciliation of Net Income (Loss) to EBITDA, EBITDAre and Adjusted EBITDAre
($ in thousands)
Income tax expense (benefit)
EBITDA / EBITDAre
These measures are not in accordance with, or an alternative to, measures prepared in accordance with GAAP and may be different from similarly titled non-GAAP measures used by other companies. In addition, these non-GAAP measures are not based on any comprehensive set of accounting rules or principles. Non-GAAP measures have limitations in that they do not reflect all of the amounts associated with the Company's results of operations determined in accordance with GAAP.
Earnings before Interest, Taxes, and Depreciation and Amortization ("EBITDA") - The Company believes that EBITDA provides investors a useful financial measure to evaluate its operating performance, excluding the impact of our capital structure (primarily interest expense) and our asset base (primarily depreciation and amortization).
Earnings before Interest, Taxes, and Depreciation and Amortization for Real Estate ("EBITDAre") - The Company believes that EBITDAre provides investors a useful financial measure to evaluate its operating performance, and the Company presents EBITDAre in accordance with the National Association of Real Estate Investment Trusts ("Nareit") guidelines, as defined in its September 2017 white paper "Earnings Before Interest, Taxes, Depreciation and Amortization for Real Estate." EBITDAre adjusts EBITDA for the following items, which may occur in any period, and refers to these measures as Adjusted EBITDAre: (1) gains or losses on the disposition of depreciated property, including gains or losses on change of control; (2) impairment write-downs of depreciated property and of investments in unconsolidated affiliates caused by a decrease in value of depreciated property in the affiliate; and (3) adjustments to reflect the entity's share of EBITDAre of unconsolidated affiliates.
The Company also evaluates its performance by reviewing Adjusted EBITDAre because it believes that adjusting EBITDAre to exclude certain recurring and non-recurring items described below provides useful supplemental information regarding the Company's ongoing operating performance and that the presentation of Adjusted EBITDAre, when combined with the primary GAAP presentation of net income (loss), more completely describes the Company's operating performance. The Company adjusts EBITDAre for the following items, which may occur in any period, and refers to these measures as Adjusted EBITDAre:
- Transaction costs: The Company excludes transaction costs expensed during the period because it believes that including these costs in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
- Management/franchise contract transition costs: The Company excludes one-time management and/or franchise contract transition costs expensed during the period because it believes that including these costs in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
- Non-cash amortization of acquired intangibles: The Company excludes the non-cash amortization of acquired intangibles, which includes but is not limited to the amortization of favorable and unfavorable leases or management agreements and above/below market real estate tax reduction agreements because it believes that including these non-cash adjustments in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
- Estimated hurricane related repairs and cleanup costs: The Company excludes estimated hurricane related repairs and cleanup costs during the period because it believes that including these adjustments in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
- Gain on insurance settlement: The Company excludes the gain on insurance settlement because the Company believes that including this adjustment in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
- Unrealized gain on investment: The Company excludes the unrealized gain on investment because the Company believes that including this adjustment in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
The Company's presentation of EBITDAre, and as adjusted by the Company, should not be considered as an alternative to net income (computed in accordance with GAAP) as an indicator of the Company's financial performance or to cash flow from operating activities (computed in accordance with GAAP) as an indicator of its liquidity.
Strategic Disposition Program Summary
disposition Sales price
($ in millions) EBITDA
multiple Net operating
capitalization rate Sales price
per key
Hotel dispositions:
Park Central San Francisco and Park Central New York / WestHouse New York 11/30/2018
Gild Hall, New York 11/30/2018
Embassy Suites Philadelphia Center City 11/30/2018
The Grand Hotel Minneapolis 12/4/2018
The Liaison Capitol Hill 2/14/2019
Hotel Palomar Washington, DC 2/22/2019
Onyx Hotel 5/29/2019
Hotel Amarano Burbank 7/16/2019
Rouge Hotel 9/12/2019
Hotel Madera 9/26/2019
Topaz Hotel* TBD
Total / Average
The EBITDA multiple and net operating capitalization rate are based on the applicable hotel's estimated trailing twelve-month operating performance for 2018. The net operating income capitalization rate is based on an assumed annual capital reserve of 4.0% of total hotel revenues. The EBITDA Multiple and net operating capitalization rate for Hotel Amarano Burbank reflect an estimated adjustment for the annualized impact of real estate taxes for California's Proposition 13 because the Company believes the adjusted hotel results for this period provide investors and analysts with an understanding of the hotel-level operating performance.
These hotel results for the respective periods may include information reflecting operational performance prior to the Company's ownership of the hotels. Any differences are a result of rounding.
The information above has not been audited and is presented only for comparison purposes.
*The contracted sale of Topaz Hotel is subject to normal closing conditions, and the Company offers no assurances that this sale will be completed.
Reconciliation of 2019 Outlook Net Income (Loss) to FFO and Adjusted FFO
($ in millions, except per share data)
Three months ending
Loss (gain) on sale of hotel properties
- Non-cash interest expense: The Company excludes non-cash interest expense because the Company believes that including this adjustment in FFO does not reflect the underlying financial performance of the Company and its hotels.
- Other: The Company excludes other expenses, which include transaction costs, management/franchise contract transition costs, interest expense adjustment for acquired liabilities, capital lease adjustment, non-cash amortization of acquired intangibles and estimated hurricane related repairs and cleanup costs because the Company believes that including these non-cash adjustments in FFO does not reflect the underlying financial performance of the Company and its hotels.
Any differences are a result of rounding.
Reconciliation of 2019 Outlook Net Income (Loss) to EBITDA, EBITDAre and Adjusted EBITDAre
($ in millions)
December 31, 2019 Year ending
Low High Low High
Interest expense and income tax expense
EBITDAre
Earnings before Interest, Taxes, and Depreciation and Amortization for Real Estate ("EBITDAre") - The Company believes that EBITDAre provides investors a useful financial measure to evaluate its operating performance, and the Company presents EBITDAre in accordance with the National Association of Real Estate Investment Trusts ("Nareit") guidelines, as defined in its September 2017 white paper "Earnings Before Interest, Taxes, Depreciation and Amortization for Real Estate." EBITDAre adjusts EBITDA for the following items, which may occur in any period, and refers to these measures as Adjusted EBITDAre: (1) gains or losses of on the disposition of depreciated property, including gains or losses on change of control; (2) impairment write-downs of depreciated property and of investments in unconsolidated affiliates caused by a decrease in value of depreciated property in the affiliate; and (3) adjustments to reflect the entity's share of EBITDAre of unconsolidated affiliates.
- Other: The Company excludes other expenses, which include transaction costs, management/franchise contract transition costs, non-cash amortization of acquired intangibles and estimated hurricane related repairs and cleanup costs because the Company believes that including these non-cash adjustments in EBITDAre does not reflect the underlying financial performance of the Company and its hotels.
Same-Property Statistical Data
Same-Property Occupancy
Increase/(Decrease)
Same-Property ADR
Same-Property Total RevPAR
This schedule of hotel results for the three months ended September 30 includes information from all of the hotels the Company owned as of September 30, 2019. This schedule of hotel results for the nine months ended September 30 includes information from all of the hotels the Company owned as of September 30, 2019 and excludes Onyx Hotel for Q2 and Q3 in both 2019 and 2018 due to its sale in the second quarter of 2019 as well as Hotel Amarano Burbank, Rouge Hotel and Hotel Madera for Q3 in both 2019 and 2018 due to their sales in the third quarter of 2019.
Same-Property Statistical Data - by Market
Same-Property RevPAR variance to prior-year period:
Southern Florida
"Other" includes Atlanta (Buckhead), GA; Nashville, TN; New York City, NY; Philadelphia, PA; and Santa Cruz, CA.
Hotel Operational Data
Schedule of Same-Property Results
Same-Property Revenues:
Total hotel revenues
Same-Property Expenses:
Other direct
Information and telecommunication systems
Property operations and maintenance
Other fixed expenses
Total hotel expenses
Historical Operating Data
($ in millions except ADR and RevPAR data)
Historical Operating Data:
Hotel Revenues
Hotel EBITDA
Hotel EBITDA Margin
These historical hotel operating results include information for all of the hotels the Company owned as of September 30, 2019. These historical operating results include periods prior to the Company's ownership of the hotels. The information above does not reflect the Company's corporate general and administrative expense, interest expense, property acquisition costs, depreciation and amortization, taxes and other expenses. Any differences are a result of rounding.
Raymond D. Martz, Chief Financial Officer, Pebblebrook Hotel Trust - (240) 507-1330
Source: Pebblebrook Hotel Trust
4747 Bethesda Avenue, Suite 1100, Bethesda, MD 20814
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"Applying Quantile Regression to Industry Default Risk in Europe" by David Allen, Ray Boffey et al.
The problems experienced by banks worldwide during the Global Financial Crisis (GFC), including bank failures and capital shortages, demonstrated the importance of understanding extreme credit risk in dynamic economic circumstances. We apply a novel Quantile Monte Carlo (QMC) model to measure extreme risk of various European industrial sectors both prior to and during the Global Financial Crisis (GFC). The QMC model involves an application of Monte Carlo Simulation and Quantile Regression techniques to the Merton structural credit model. Two research questions are addressed in this study. The first question is whether there is a significant difference in distance to default (DD) between the 50% and 95% quantiles as measured by the QMC model. A highly significant difference in DD between the two quantiles was found. The second research question is whether relative industry risk changes between the pre-GFC and GFC periods at the extreme quantile. Changes were found with the worst deterioration experienced by Energy, Utilities, Consumer Discretionary and Financials; and the strongest improvement shown by Telecommunication, IT and Consumer goods. As a robustness check the QMC model is compared to a published Conditional Value at Risk (CVaR) based model. Overall, we find a significant increase in credit risk for all sectors using the QMC model as compared to the traditional Merton approach. These findings could be important to banks and regulators in measuring and providing for credit risk in extreme circumstances.


Johnson Cleaners is a British brand with a heritage we are proud of.
It all started back as 1817 when Johnson Brothers set up their silk dyeing business in Liverpool.
We are proud of our unique heritage and our dry cleaning journey has now moved into its third century. We stay at the forefront of our industry, embracing new technologies and solutions. We believe that the combination of this experience and expertise makes us the UK's best dry cleaner.


The Knife's Karin Dreijer Andersson returns from Silent Shout with new co-producers, but the sound of Fever Ray's eponymous debut is strikingly similar in tone to the duo's acclaimed album. The electro-techno rhythms are toned down in favor of a slightly more organic backing featuring plucked guitars and gloomy orchestral washes, and Andersson no longer shrouds her voice in so much electronic processing. But the whole affair still glows with black-lit, gothic grandeur, baring its teeth while it cloaks its bitter heart in fever-dream arrangements.


text:
Elton Mangoma: The Crusader
Sarah Foster Fact Checker
During Elton Mangoma's years in the Movement for Democratic Change, he saw the opposition party descend into the same corrupt practices that had infected Zimbabwe's ruling party, ZANU-PF, as well as institutions throughout the country. In his run for president, Mangoma is emphasizing the need to fight corruption, along with policies to revive Zimbabwe's feeble economy.
HARARE, ZIMBABWE — After years of loyalty to Zimbabwe's main opposition movement, Elton Steers Mangoma confronted that movement's leader about violence within its own ranks.
Mangoma says he wrote a letter citing five examples that he felt proved the MDC-T party was as violent as ZANU-PF, the party that has ruled Zimbabwe for nearly four decades. (ZANU-PF stands for the Zimbabwe African National Union-Patriotic Front. The MDC-T party grew from the opposition movement known as Movement for Democratic Change.)
The problem, Mangoma says, was Morgan Tsvangirai, the opposition party's leader.
"He had become dictatorial; we were no longer working as a team," Mangoma says.
"Corruption had crept in, both in his person and in some of our colleagues, and it was being tolerated," he says.
The response to his letter was swift, Mangoma says, and proved his point: He was severely beaten by Tsvangirai's strongmen at the party headquarters.
That was in 2014. Shortly thereafter, Mangoma formed his own political party, now known as Renewal Democrats of Zimbabwe, which is dedicated to repairing Zimbabwe's economy, among other major tasks. (Tsvangirai died of cancer in February and was succeeded by Nelson Chamisa. Chamisa is also running for president under a coalition of parties called the MDC Alliance.)
"I'm the only one who understands this economy," he says. "I can fix this economy in record time!"
Despite his bold statements, Mangoma doesn't believe that the election will be legitimately free or fair, because the Zimbabwe Electoral Commission is an appendage of ZANU-PF, he says.
"The presidential ballot has been worked out so that [Mnangagwa] is on top," he says, referring to President Emmerson Mnangagwa.
Mangoma has 18 years of experience in politics, starting with local posts and ultimately rising to serve as the minister of energy and power development.
"l have been involved with most of the politicians, so l know them from an inside position as opposed from an outside position," he says.
Elton Mangoma has long opposed Zimbabwe's ruling party, but problems within the opposition party motivated him to start his own group and launch a presidential run.
His fervor to help his country began when he was young. He says he watched his father, Solomon Sekesai Mangoma, pay dearly through multiple arrests and detentions for his support of nationalism in the years before Zimbabwe became an independent country.
Since then, Mangoma has watched Zimbabwe falter under serious corruption.
Transparency International, a corruption watchdog organization, scored Zimbabwe at 22 points out of 100 for perceived corruption, with a score of zero being the most corrupt.
As long as civil servants believe that corruption is fine, corruption will continue, Mangoma says.
"We have to go through an education process with them, so that we re-orient them," he says.
Mangoma says he hopes to improve Zimbabwe's infrastructure. Roads, irrigation systems, information technology, railways and housing all need a serious overhaul, he says. That can happen if Zimbabwe reintroduces its own currency, which was phased out in 2009, in favor of the U.S. dollar, after the Zimbabwean currency had been repeatedly devalued.
ZANU-PF is "all mouth and no action," he says. "If you want people who can do it, we can do it."
Some Zimbabweans, however, doubt Mangoma's ability to make good on his promises.
"He failed to provide electricity when he was minister of energy," says Knowledge Kamonera, who adds that he votes in every election.
As with many such allegations made about politicians in Zimbabwe, Kamonera's claim is difficult to verify. It's not clear whether Mangoma was tasked with ensuring that all or most ordinary Zimbabweans had access to electricity while he was in that ministerial position.
The real political race is between ZANU-PF, led by Mnangagwa, and the MDC Alliance, led by Chamisa.
"The rest are just wasting our time," Kamonera says.
But others say Mangoma's history of speaking out for change is just what Zimbabwe needs in a leader.
"He believes in the power of the people that support him," says Anesu Vinyu, a voter who is also campaigning to be a local councilor.
Mangoma says Zimbabwe will thrive if everyone is busy, including women, youth and the disabled.
"We must have every one of them having some skill that they can do, whether it's rearing chickens, gardening and crocheting," he says. "They must be able to do something. When you have everybody busy economically, you are now fighting poverty."
4Noah Manyika: The Expat

redpajama_set_name: RedPajamaCommonCrawl


Who doesn't like an optical illusion? If this is something you like, then this block is a great choice. It is a simple block to construct and is made entirely of half square triangles. I have designed the block as a four patch, but you can easily sew it together row by row as well.
By rotating or flipping the block you can create any number of interesting patterns for your quilt. The sample quilts illustrated show two very different versions using only the one block, multiple times. Why not try your hand at creating an interesting layout of your own?


A pure Mango flavoured liquid with inhales of juicy mango and finished off with an ice hit on the exhale.
You will receive a 120ml bottle, filled with 100ml of Nicotine free The Mango flavoured e liquid. You can also have the option to purchase Nicotine Shots. Mixing 2 Nicotine shots into the 120ml bottle will make your liquid 3mg, negating the need to purchase the 10ml pre-mixed bottles.


text:
La cosiddetta "marcia di Sherman verso il mare" è il nome al quale comunemente si associa la Campagna di Savannah, condotta verso la fine del 1864 dal maggior generale dell'Unione William Tecumseh Sherman, nel quadro del Teatro Occidentale della guerra di secessione americana. La campagna ebbe inizio il 15 novembre 1864, quando le truppe del generale Sherman abbandonarono, dopo averla conquistata, la città di Atlanta (Georgia), e terminò il 22 dicembre dello stesso anno, con la conquista del porto di Savannah.

Scenario e ordini per la marcia
La marcia di Sherman verso il mare faceva seguito alla vittoriosa Campagna di Atlanta che si era sviluppata da maggio a settembre del 1864. Sherman e il comandante in capo dell'esercito dell'Unione, Ulysses S. Grant, erano convinti che la guerra civile sarebbe potuta finire solamente se la capacità strategica, economica e psicologica nel condurre la guerra dei Confederati, fosse stata decisamente distrutta.
Sherman pertanto applicò il principio della terra bruciata, ordinando alle sue truppe di bruciare i raccolti, uccidere il bestiame, consumare i rifornimenti e distruggere le infrastrutture civili lungo il loro percorso. La recente rielezione del Presidente Abraham Lincoln metteva al riparo Sherman da pressioni politiche tese ad evitare una tale guerra totale.

Il secondo obiettivo della Campagna era più tradizionale. Le Armate di Grant in Virginia continuavano ad essere in una impasse contro l'armata di Robert Edward Lee, assediate a Petersburg in Virginia. Muovendosi alle spalle di Lee, Sherman aveva la possibilità di incrementare la pressione sul generale Confederato, dando così l'opportunità a Grant di eliminare, o quanto meno, limitare notevolmente i rifornimenti che provenivano dal Sud attraverso la Virginia.

La Campagna fu programmata sulla falsariga dei successi ottenuti nella Campagna di Vicksburg, nella quale l'esercito di Sherman aveva ridotto la necessità di usufruire delle tradizionali linee di rifornimento, con il vivere della terra, dopo 20 giorni durante i quali erano state consumate le normali razioni di viveri. Sherman avrebbe provveduto al cibo per l'Armata prelevandolo dalle fattorie locali, mentre i suoi uomini distruggevano le linee ferroviarie e tutte le infrastrutture agricole dello Stato.

Le forze in campo
Sherman, che comandava la Divisione militare del Mississippi, non utilizzò l'intero gruppo di armate nella Campagna. Il tenente generale Confederato John Bell Hood stava minacciando a Chattanooga le linee di rifornimento dell'Unione, e Sherman distaccò due Corpi d'armata, al comando del maggior generale George H. Thomas, per occuparsi di Hood nella Campagna di Franklin-Nashville. Per la Campagna di Savannah, a Sherman rimasero circa 62.000 uomini (55.000 nella fanteria, 5.000 nella cavalleria e 2.000 artiglieri equipaggiati con 64 cannoni) che divise in due colonne per la marcia:
L'ala destra era formata dall'Armata del Tennessee, comandata dal maggior generale Oliver O. Howard, che consisteva in due Corpi d'armata:
Il XV Corpo d'armata, comandato dal maggior generale Peter J. Osterhaus, con le divisioni dei generali di brigata Charles R. Woods, William B. Hazen, John E. Smith, e John M. Corse.
Il XVII Corpo d'armata, comandato dal maggior generale Frank Blair Jr., con le divisioni del maggior generale Joseph Anthony Mower e dei generali di brigata Mortimer Dormer Leggett e Giles Alexander Smith.
L'ala sinistra era formata dall'Armata della Georgia, comandata dal maggior generale Henry Warner Slocum, anche lei composta da due Corpi d'armata:
Il XIV Corpo d'armata, comandato dal generale di brigata Jefferson Columbus Davis, con le divisioni dei generali di brigata William P. Carlin, James D. Morgan, e Absalom Baird.
Il XX Corpo d'armata, comandato dal generale di brigata Alpheus S. Williams, con le divisioni dei generali di brigata Nathaniel J. Jackson, John W. Geary, e William T. Ward.
Una divisione di cavalleria, comandata dal generale di brigata Judson Kilpatrick, operava in supporto alle due ali.
L'opposizione Confederata dei Dipartimenti della Carolina del Sud, Georgia, e Florida, al comando del tenente generale William Joseph Hardee, era molto più scarsa. Hood aveva perso il grosso del suo esercito in Georgia, e gli rimanevano circa 13.000 uomini attestati alla stazione di Lovejoy, a sud di Atlanta. La milizia della Georgia, comandata dal maggior generale Gustavus W. Smith, poteva contare su circa 3.000 uomini (molti dei quali, però, erano giovani ragazzi); il Corpo d'armata di cavalleria del maggior generale Joseph Wheeler, rinforzato da una brigata al comando del generale di brigata William H. Jackson, era formato da circa 10.000 unità.

La marcia

La marcia iniziò il 15 novembre 1864. La scorta personale di Sherman durante la marcia fu il I reggimento cavalleria "Alabama", un'unità costituita interamente da Sudisti rimasti sempre fedeli all'Unione. Le due ali dell'Armata tentavano di confondere e ingannare il nemico per non fargli capire la reale destinazione finale. L'ala di Howard, con in testa la cavalleria di Kilpatrick, marciò verso sud, lungo la ferrovia, con lo scopo di costringere i Confederati che si erano asserragliati alla stazione di Lovejoy, a ritirarsi verso Macon. Alla stazione di Lovejoy la cavalleria catturò due cannoni Confederati ed altri due alla stazione di Bear Creek, facendo anche circa 50 prigionieri. La fanteria di Howard marciò da Jonesboro a Gordon, a sudest della capitale dello Stato, Milledgeville. L'ala di Slocum, accompagnata da Sherman, si mosse verso est, a 70 miglia dalla linea ferroviaria che passava per Macon. Distrussero il ponte sul fiume Oconee e si diressero verso sud. L'inganno di Sherman funzionò molto bene, non facendo intuire ai Confederati le sue mosse, e cioè se egli avesse intenzione di marciare verso Macon, Augusta, o Savannah.

Finalmente Hardee si rese conto che l'obiettivo principale di Sherman era Savannah e ordinò alla cavalleria comandata da Wheeler di aggirare i fianchi delle linee federali, mentre gli uomini comandati da Smith si sarebbero mossi di fretta verso est per proteggere il porto marittimo della città.

Il primo scontro tra i due eserciti coinvolse l'ala destra di Howard, il 22 novembre, nella battaglia di Griswoldville. La cavalleria di Wheeler si scontrò con quella di Kilpatrick costringendola a ripiegare. La brigata di fanteria del generale Charles C. Walcutt arrivò in soccorso e la milizia della Georgia lanciò per molte ore attacchi mal coordinati e fu costretta, alla fine, ad indietreggiare, dopo aver subito numerose perdite.

Seguirono un numero di piccole azioni. Wheeler si scontrò con la fanteria, il 24 e 25 novembre, in un'azione di retroguardia vicino a Ball's Ferry. Mentre l'ala di Howard era impegnata vicino a Ball's Bluff, il I reggimento di cavalleria "Alabama" si scontrava con le pattuglie Confederate. Durante la notte i genieri dell'Unione costruirono un ponte sul fiume Oconee, attraverso il quale 200 soldati dell'Unione aggirarono il fianco dei Confederati. Il 25 e 26 novembre, a Sandersville, Wheeler si scontrò con l'avanguardia di Slocum. Kilpatrick aveva ricevuto l'ordine di distruggere il ponte ferroviario a Brier Creek e liberare i prigionieri di guerra a Camp Lawton vicino Millen. Kilpatrick sgusciò nella linea difensiva che Wheeler aveva disposto vicino Brier Creek ma, nella notte del 26 novembre, Wheeler attaccò e costrinse l'VIII cavalleria "Indiana" e il II cavalleria "Kentucky" a retrocedere dalla loro zona a Sylvan Grove. Kilpatrick dovette abbandonare il suo piano di distruggere il ponte ferroviario, e venne anche a sapere che i prigionieri erano stati spostati da Camp Lawton, e così decise di riunire la divisione di cavalleria a Louisville (Georgia). Il 28 novembre, nella battaglia di Buck Head Creek, Kilpatrick fu sorpreso e quasi catturato, ma il V reggimento di fanteria "Ohio" arrestò l'avanzata di Wheeler. Il 4 dicembre la cavalleria di Kilpatrick sconfisse quella di Wheeler nella battaglia di Waynesboro.

Molte altre truppe dell'Unione presero parte alla Campagna provenendo dai più svariati luoghi. Da Hilton Head il maggior generale John G. Foster inviò 5.500 uomini e 10 cannoni, al comando del generale di brigata John P. Hatch, volendo favorire l'arrivo di Sherman vicino Savannah proteggendo la linea ferroviaria di Charleston. Il 30 novembre, nella battaglia di Honey Hill, Hatch combatté una dura battaglia contro 1.400 militari della Georgia di G.W. Smith, tre miglia a sud della stazione di Grahamville nella Carolina del Sud. La milizia di Smith resistette all'attacco Unionista e Hatch fu costretto a ritirarsi subendo molte perdite.

Il 10 dicembre i Corpi d'armata di Sherman raggiunsero la periferia di Savannah, ma scoprirono che Hardee aveva trincerato 10.000 uomini in ottima posizione e che i suoi soldati avevano inondato i campi di riso circostanti, lasciando solamente dei piccoli passaggi per arrivare alla città. Sherman si trovò bloccato e non poteva unirsi alla flotta dell'Unione, come aveva programmato, e così inviò la cavalleria che presidiava il fiume Ogeechee, a Fort McAllister, nella speranza di sbloccare questa via ed ottenere i rifornimenti immagazzinati sulle navi. Il 13 dicembre, la divisione di William B. Havens del Corpo d'armata di Howard sferrò un duro attacco al forte nella battaglia di Fort McAllister, conquistandolo in meno di 15 minuti. Alcune delle 134 perdite dell'Unione furono causate da "mine di terra", che erano usate assai raramente nella guerra.

Ora che Sherman era riuscito a collegarsi alla flotta navale comandata dall'ammiraglio John A. Dahlgren, era in grado di ricevere rifornimenti e munizioni per l'artiglieria, che gli servivano per sferrare l'attacco a Savannah. Il 17 dicembre inviò un messaggio a Hardee chiedendo la resa di tutti gli uomini presenti a Savannah, ma Hardee decise di non arrendersi e di fuggire. Il 20 dicembre egli condusse i suoi uomini oltre il fiume Savannah. La divisione del generale di brigata Geary del XX Corpo d'armata Unionista occupò la città il giorno dopo.

Conseguenze
Sherman telegrafò al presidente Lincoln: "Le voglio donare, come regalo di Natale, la città di Savannah con 150 cannoni, una gran quantità di munizioni insieme a 25.000 balle di cotone".

Da Savannah, in primavera, Sherman avrebbe marciato verso il nord attraverso gli stati della Carolina, nell'intento di completare il suo movimento aggirante e riunire le sue armate con quelle di Grant contro Robert E. Lee. Dopo due mesi ulteriori di campagna bellica, il generale Joseph Eggleston Johnston, il 25 aprile 1865, si arrese a Sherman nella Carolina del Nord.

La marcia verso il mare è considerata, da molti storici, una dimostrazione superba della strategia militare di Sherman, e il suo impegno nel distruggere la capacità dei Confederati di intraprendere un'ulteriore guerra ha sicuramente accelerato di molto la conclusione del conflitto.

Note

Bibliografia
 Campbell, Jacqueline Glass. When Sherman Marched North from the Sea: Resistance on the Confederate Home Front. Chapel Hill: University of North Carolina Press, 2003. ISBN 978-0-8078-5659-8.
 Catton, Bruce. The Centennial History of the Civil War. Vol. 3, Never Call Retreat. Garden City, NY: Doubleday, 1965. ISBN 0-671-46990-8.
 Eicher, David J The Longest Night: A Military History of the Civil War. New York: Simon & Schuster, 2001. ISBN 0-684-84944-5.
 Hattaway, Herman, and Archer Jones. How the North Won: A Military History of the Civil War. Urbana: University of Illinois Press, 1983. ISBN 0-252-00918-5.
 Kennett, Lee. Marching through Georgia: The Story of Soldiers and Civilians During Sherman's Campaign. New York: HarperCollins Publishers, 1995. ISBN 0-06-092745-3.
 McPherson, James M. Battle Cry of Freedom: The Civil War Era. Oxford History of the United States. New York: Oxford University Press, 1988. ISBN 0-19-503863-0.
 Nevin, David, and the Editors of Time-Life Books. Sherman's March: Atlanta to the Sea. Alexandria, VA: Time-Life Books, 1986. ISBN 0-8094-4812-2.
 Sherman, William T. . 2nd ed. New York: Library of America, 1990. ISBN 0-940450-65-8. First published 1889 by D. Appleton & Co.
 Trudeau, Noah Andre. Southern Storm: Sherman's March to the Sea. New York: HarperCollins, 2008. ISBN 978-0-06-059867-9.
 U.S. War Department, The War of the Rebellion: a Compilation of the Official Records of the Union and Confederate Armies. Washington, DC: U.S. Government Printing Office, 1880–1901.
 Glatthaar, Joseph T. The March to the Sea and Beyond: Sherman's Troops in the Savannah and Carolinas Campaigns. New York: New York University Press, 1985. ISBN 0-8147-3001-9.
 Miles, Jim. To the Sea: A History and Tour Guide of the War in the West, Sherman's March across Georgia and through the Carolinas, 1864–1865. Nashville, TN: Cumberland House, 2002. ISBN 1-58182-261-8.
 Smith, Derek. Civil War Savannah. Savannah, Ga: Frederic C. Beil, 1997. ISBN 0-913720-93-3.

Altri progetti

Collegamenti esterni

 Clark, Frank Oliver, Article on Sherman's March to the Sea
Photographic views of Sherman's campaign, from negatives taken in the field, by Geo. N. Barnard, official photographer of the military div. of the Mississippi. Published/Created: New York, Press of Wynkoop & Hallenbeck, 1866. (searchable facsimile at the University of Georgia Libraries; DjVu & layered PDF  format)
Sheet music for "Sherman's March to the Sea" from Progetto Gutenberg
 Photo of Sherman's handwritten note for the telegraph, offering Savannah as a present for President Lincoln

Campagne della guerra di secessione americana
Guerra nel 1864
Georgia nella guerra di secessione americana

redpajama_set_name: RedPajamaWikipedia


FormCliQ for QuickBooks is an OCR software for QuickBooks users.
Entering incoming payment documents (invoices, bills) into your QuickBooks system is an on-going and expensive task.
Once invoices are processed FormCliQ automatically saves the invoice data in QuickBooks.
Note: For all but the lowest of page volumes, it is recommended to apply a scanner with Automatic Document Feeder (ADF).


Couldn't think up a scenario. Cool points to anyone who can guess which game the above text commands come from.
Thought I'd test it myself.
Reporting no issues at all.
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text:
Home > News & Media > GFG Alliance launches policy partnerships at COP26 to drive GREENSTEEL transition
GFG Alliance launches policy partnerships at COP26 to drive GREENSTEEL transition
GFG Alliance partners with three leading research groups to drive sustained change in the UK steel sector
Research from Green Alliance, the University of Sheffield AMRC and Bright Blue to underpin push for GREENSTEEL
Programme of activity into 2022 to build out investment case for decarbonisation of steel production
Sustainable industry leader GFG Alliance (GFG), owner of LIBERTY Steel Group, has today announced the launch of a major new three-way policy partnership with thought-leading organisations in the spheres of environment, manufacturing and policy-making.
GFG's partnership with Green Alliance, the University of Sheffield Advanced Manufacturing Research Centre and Bright Blue comes during the COP26 summit in Glasgow, where the three organisations will set out thinking on policies required to develop a sustainable future for UK steel and embed investor support for the decarbonisation of steel production.
GFG Alliance, a lead sponsor of the World Climate Summit, has for over a decade led the debate on the need for transition to GREENSTEEL. LIBERTY Steel UK operates electric arc furnaces at its Rotherham site which recycle steel scrap instead of producing steel from coal and iron ore. Electric arc furnaces produce only a tenth of the direct emissions compared with traditional blast furnace operations but are highly electro-intensive. With a rapidly decarbonising energy grid the UK has a significant opportunity to lead the GREENSTEEL transformation by recycling steel with renewable power,
The partnership is being launched with a 'Prospectus for GREENSTEEL', in which the three organisations highlight the role that steel making and products made from steel can play in the drive to net-zero, and with a competitive operating environment and the right policy incentives in place.
GFG Alliance Executive Chairman Sanjeev Gupta said:
"The UK steel sector has been under enormous strain in recent years due to competitiveness issues and a lack of investment, yet the chance to show leadership and innovation in GREENSTEEL is now there to be grasped.
"Steel can be at the heart of our collective transition to a net-zero world. To achieve this the industry must change how steel is made. The case for decarbonised technologies – electric arc furnaces and in time hydrogen – is overwhelming.
"Clear thought and commitment from policy-makers and business leaders is needed to unlock investment in decarbonising steel production. Our partnership with Green Alliance, the University of Sheffield Advanced Manufacturing Research Centre and Bright Blue will tap into their environmental, operational and economic expertise to make the case for change until it becomes a reality."
Green Alliance is an independent think tank and charity focused on ambitious leadership for the environment. The project will be led by Policy Director, Dustin Benton and Deputy Policy Director, Roz Bulleid.
Green Alliance Executive Director, Shaun Spiers, said:
"Early investment in renewables a decade ago turned a profit for investors, cut consumer bills, and turned coal power plants into stranded assets. New technology and policy means the steel sector is in for a similar transition this decade: rapid scaling up of clean steel will secure the jobs of steel workers and undermine the economics of high carbon laggards. We are delighted to join forces to accelerate the transition."
The University of Sheffield Advanced Manufacturing Research Centre (AMRC) is a network of world-leading research and innovation centres working with manufacturing companies around the globe. This activity will draw on the expertise of a range of specialists at the AMRC, across the University of Sheffield and its wider academic network. It will be led by Senior Research Fellow Dr Peter Osborne.
AMRC CEO, Steve Foxley, said:
"A net zero future for our planet requires a sustainable steel industry and it is essential that innovation is at its heart. Collectively, we must find a new way of producing steel that both meets the demands of manufacturers and protects the environment; decarbonising the steel sector is critical to making this a possibility."
Bright Blue is an independent think tank for liberal conservatism, which seeks to defend and improve liberal society. The partnership work will be led by Senior Research Fellow Patrick Hall and Associate Fellow, Wilf Lytton.
Wilf Lytton, an Associate Fellow at Bright Blue, said:
"Green steel is an indispensable building block of the net-zero future we are heading towards, and the UK's steelmakers can play a leading role in producing it. Bright Blue's vision is for the UK to become home to the world's first zero-emissions steel industry, securing skilled jobs and investment in manufacturing.
"With much at stake and a narrowing window in which to grasp this opportunity, now is the time to set a clear policy direction that will determine the shape of the industry for decades to come and give steelmakers confidence to make long-term investments in their UK operations."
Following the launch of the prospectus, a high-level roundtable event 'GREENSTEEL: the foundation of a new net-zero economy', will take place on Sunday 7th November, 15:00-16:00 at the Hilton Glasgow, 1 William Street.
Download our GREENSTEEL Prospectus here
Further information from:
Head of Communications – UK
GFG Alliance +44 7516 029522 andrew.mitchell@gfgalliance.com
Patrick Toyne-Sewell
Head of Communications – Europe +44 7767 498195 patrick.toyne-sewell@gfgalliance.com
Note to the editors:
GFG Alliance is a collection of global businesses and investments owned by Sanjeev Gupta and his family. The Alliance is structured into three core industrial pillars; LIBERTY Steel Group, ALVANCE Aluminium Group and SIMEC Energy Group, independent of each other yet united through shared values and a purpose to create a sustainable future for industry and society. GFG Alliance employs 35,000 people, across 10 countries and has revenues of USD $20bn. GFG Alliance is a leader in sustainable industry with a mission to become Carbon Neutral by 2030 (CN30).


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text:
Q: Array Indexer to string builder Code :
            string[] X = Regex.Split(X, ",");
            string[] A = Regex.Split(A, ",");
            string[] B = Regex.Split(B, ",");
            string[] C= Regex.Split(C, ",");
            string[] D = Regex.Split(D, ",");

            for (int i = 0; i < splitfirsts.Length; i++)
            {
                Console.WriteLine("{0}{1}{2}{3}{4}",
                      X[i], A[i], B[i], C[i], D[i]);
            }

The information inside string[] :

X = 1,2,3
A = 4,5,6
B = 7,8,9
C = Adam,Mark,Tom
D = 16,21,88

The Result will Return :

147Adam16
258Mark21
369Tom88

What i trying to achieve :

string newstring = 147Adam16258Mark21369Tom88

It's there anyway to achieve it with a simple solution?

A: You can achieve this without using string builder. If you want to just output 147Adam16258Mark21369Tom88, you can use Console.Write. Try this:
for (int i = 0; i < splitfirsts.Length; i++)
        {

            Console.Write("{0}{1}{2}{3}{4}",
                      X[i], A[i], B[i], C[i], D[i]);
        }

But, if you want to store it, you can use StringBuilder by this:
StringBuilder sb = new StringBuilder();

        for (int i = 0; i < splitfirsts.Length; i++)
        {
            sb.AppendFormat("{0}{1}{2}{3}{4}",
              X[i], A[i], B[i], C[i], D[i]);

        }

Console.Write(sb);

Hope it helps!

A: string[] X = Regex.Split(X, ",");
string[] A = Regex.Split(A, ",");
string[] B = Regex.Split(B, ",");
string[] C= Regex.Split(C, ",");
string[] D = Regex.Split(D, ",");

StringBuilder sb = new StringBuilder();

for (int i = 0; i < splitfirsts.Length; i++)
{
  sb.AppendFormat("{0}{1}{2}{3}{4}",
          X[i], A[i], B[i], C[i], D[i]);
}

Console.WriteLine(sb.ToString());

redpajama_set_name: RedPajamaStackExchange


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Truth is sometimes stranger than fiction. And you thought McCain was a critic of Russia? He used their phony "dossier" to help spark the FBI investigation of Trump. McCain, who ran "against" Obama in 2008, is effectively providing cover for Obama. Now McCain's violation of his promise to repeal and replace Obamacare makes sense. He is determined to take down Trump.
Think about it: if you had been in the CIA or FBI and had failed to warn the American people that they were about to elect their first Marxist President, Barack Obama in 2008, what would you do? If you are in the deception game, you would finger Obama's Republican successor as a Russian agent. That way you prevent Trump from cleaning out the intelligence agencies of corrupt officials.
One of the most corrupt is Special Counsel Robert S. Mueller, the former FBI director who is in charge of Russia-gate. Mueller blew the post 9/11 anthrax investigation, one of the biggest counter-terror investigations in U.S. history. This story is told in our book on Obama.
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text:
The Improv Therapy Group Advisory Board
Aretha Sills, Associate Director Sills/Spolin Theater Works
Aretha Amelia Sills is a Los Angeles-based teacher and director of improvisational theater. The granddaughter of Viola Spolin, she studied Spolin's theater games for many years with her father, director Paul Sills (creator/director of The Second City and Story Theater), and has conducted workshops for Paul Sills' Wisconsin Theater Game Center, Stella Adler Studio of Acting, Sarah Lawrence College, and Northwestern University. She has worked with Tony- and Emmy-Award winning actors and has trained faculty from Northwestern, DePaul, Columbia College, The Second City, The Alan Alda Center for Communicating Science, LAUSD, CETA, RADA, and many other institutions and schools. She is the Associate Director of Sills/Spolin Theater Works and she directs The Predicament Players. She created and directs an improvised show currently touring Los Angeles public elementary schools and she works with teens on the autism spectrum at the Ed Asner Family Center. Aretha gives talks on how improvisational theater in the United States emerged out of Progressive-era social reforms in Chicago via the work of Neva Boyd, Viola Spolin, and Paul Sills. She's given keynote addresses at the California Educational Theatre Conference and the Applied Improvisation Network World Conference. She offers improvisational theater workshops regularly in Los Angeles, New York, Chicago, the Bay Area, and elsewhere around the country. Current workshop offerings can be found at www.violaspolin.org.
Margot Escott, MSW, LCSW
Margot graduated from the New York University School of Social Work in 1983 and has lived and practiced in Naples since 1984. She attended the Rutgers Summer School of Addiction Studies in 1987 and 1990 and has extensive post-graduate training in addiction studies and co-dependency.
For over thirty years she has presented workshops and seminars on "Therapeutic Value of Humor and Play" on a national level. She works with PTSD, anxiety disorders and depression using techniques such as Mindfulness Meditation and Visualization. She treats various medical issues, such as traumatic brain injuries, dialysis, and pain issues. Although many of our life issues are certainly not funny, by developing "humor strategies" we can confront and cope our difficult situations, dialysis, and pain issues.
Using Improvisational Theatre exercises combined with cognitive behavioral education, she assists people suffering anxiety disorders, Parkinson's, MS, MSA, PSP & their care partners, and those in recovery from addictions.
Haley Fox, MA, LPCC, PhD, ATR-BC/ATCS, MT-BC, REAT
Haley is an artist, psychotherapist, writer and musician, currently on the core faculty teaching masters and doctoral students in Counseling: Art Therapy at Adler University in Chicago. She has a PhD in Clinical Psychology and board certifications in music therapy and art therapy, and she is a registered expressive arts therapist and credentialed clinical supervisor.
A focus on improvisation in the arts has informed over 30 years of experience in a variety of settings, including community-based programs, mental health clinics and correctional settings. Dr. Fox co-authored the textbook Minstrels of Soul: Intermodal Expressive Arts Therapy with Paolo Knill (1995/2005, published in Mandarin in 2017); wrote Follow Your Bliss, a career-life planning manual (2000, with a second edition in publication); contributed a book chapter to Expressive Therapies for Sexual Issues (Chapter 4, Expressive Arts Therapy with Sexual Abusers, 2014); and more recently published her doctoral research, Songwriting and Human Shadow: Heuristic Inquiry Grounded in Art, in the peer-reviewed journal VOICES in 2018. Her special academic interests include: improvisational art, archetypal psychology, consciousness studies, human sexuality, vibrational energy states and ancient/primal art and artifacts and art-based research.
Susan Altfeld, Ph.D.
Susan Altfeld received her master's degree in social work from the School of Social Service Administration at the University of Chicago and a PhD in public health from the University of Illinois Chicago. She spent eight years as a clinical social worker in health care settings and worked in program development and evaluation research prior to joining the faculty at University of Illinois Chicago where she is currently the Associate Dean for Academic Affairs at the School of Public Health. Dr. Altfeld's primary area of interest are social support interventions for families across the life span, including transitional care for older adults, doula support to birthing families and prevention of sleep related infant death.
Clay Drinko, Ph.D.
Clay Drinko is currently an expert contributor to Psychology Today where he writes about the intersection between improv, science, and the everyday. He also writes for Lifehack and his site, Play your Way Sane. He is the author of Theatrical Improvisation, Consciousness, and Cognition and "The Improv Paradigm."
Clay began his career as an actor and improviser. He studied at The Second City, the Magnet, iO Theater, and the Strasberg Institute and earned his MA in Performance Studies at New York University's Tisch School for the Arts and his Ph.D. in Drama and Theatre Studies from Tufts University. After a stint as a teaching artist, Clay returned to school to earn his MS.Ed. and teach in New York City public schools for five years. He has facilitated improv workshops at colleges and universities, as well as for nonprofits and corporations.
Mark Pfeffer, Director of the Panic/Anxiety/Recovery Center
Mark Pfeffer is a licensed psychotherapist in Illinois and California. He is Director of the Panic/Anxiety/Recovery Center in Chicago. PARC is a specialized outpatient program that provides comprehensive treatment for anxiety and related disorders. Mark received his Master's degree in Psychology from Boston University with additional post-graduate work at UCLA. He also served as the Commissioner of Social Services for the City of Santa Monica and is an active clinical member of the Anxiety Disorders Association of America (ADAA) and International OCD Foundation (IOCDF).
Mark has appeared on A&E's Hoarders show, the Discovery Channel, and the National Geographic Channel. He has been featured and quoted regarding mental health issues in various media outlets including: ABC7 Chicago; CBS2 Chicago; NBC; CLTV Chicago; Chicago Tribune; Pioneer Press, WGCI-FM and Home & Garden magazine. He has also authored numerous publications, and was a recipient of the 2002 "Golden Bell" award from the Mental Health Association of Illinois for an article he co-authored on Panic Disorder.
Stephen Owen, Ph.D.
Stephen Owen is a Professor of Criminal Justice at Radford University, located in the New River Valley of southwest Virginia. Steve holds a B.S. in Criminal Justice from Southeast Missouri State University and a M.A. and Ph.D. in Political Science from the University of Missouri – St. Louis. His research has focused on the relationship between LGBTQ+ communities and the police, teaching and learning in criminal justice, and active assailant incidents. Steve regularly teaches courses on crime analysis, security planning, and emergency management; has co-authored a textbook, Foundations of Criminal Justice, which seeks to situate the theoretical roots of criminal justice; and presented the Great Courses lecture series titled When Everything Fails: Survive Any Disaster. Recognized with the Radford University Distinguished Creative Scholar Award and the College of Humanities and Behavioral Sciences Distinguished Teaching Award, Steve seeks to utilize innovative learning opportunities, which led him to develop a new course titled "Communication and Police-Community Relationships," utilizing applied improvisation to build skills in observation, communication, empathy, and social justice. Steve has received training from Aretha Sills, including "Teacher Training in Viola Spolin Technique;" from Gary Schwartz; at Theatre of the Oppressed – New York City; and at the Second City Training Center in Chicago. Steve plays with several Spolin-based groups and is currently exploring how improvisation can be incorporated into law enforcement training.
Walter Watson Swift, MPH
Walter is a graduate of the University of Illinois at Chicago (UIC). There he received his Master of Public Health degree with a specialization in Community Health Sciences. He has conducted empirical research utilizing improv therapy as an intervention for anxiety, depression, and perfectionism. Walter is also a graduate of Second City's improv conservatory and Annoyance Theatre's advanced improv programs and has performed throughout the city. He has facilitated numerous workshops using improv therapy techniques as a component to improving overall mental health and wellbeing.
Sara Tigay, LCPC, CADC
Sara Tigay is a Licensed Clinical Professional Counselor (LCPC), Licensed Marriage and Family Therapist (LMFT), and a Certified Alcohol and Drug Counselor (CADC) with expertise in cognitive and dialectical behavioral therapy. She specializes in working with adults and couples coping with anxiety, depression, addictive disorders, eating disorders, and relationship issues such as infidelity, communication, and conflict resolution. She is currently the director of outpatient services at Foundations Recovery, specializing in the treatment of the co-occurring disorder population.
Katie Bellamy, LCPC, BC-DMT
Katie is a Licensed Clinical Professional Counselor, Board-Certified Dance/Movement Therapist, corporate coach, and Reiki practitioner. Katie's approach is to holistically heal the mind, body, and spirit. Her therapy experience includes working with substance use and mood disorders and her coaching experience includes working with large corporate teams on decision-making and workplace dynamics. Katie also continues to keep her dance performance and mindfulness practices alive.
Gregory Geffrard
Gregory Geffrard is a Haitian American who was born and was raised in Miami. After earning his M.F.A from the University of Iowa and relocating to Chicago, Greg feels blessed that in his six years of living in Chicago he has had the opportunity to work consistently in the multifaceted Chicago theatre scene. Gregory is an educator all over Chicago: teaching Sexual Assault Prevention and Response at Great Lakes Naval Base through Catharsis Productions; a teaching Artist with Steppenwolf's Young Adult Program and teaching social change classes over the summer with Old Town School of Folk Music. You can usually find this intersectional feminist spoken word artist rocking a conversation starter shirt or hoodie.
Colleen Prendergast
Colleen Prendergast is an experienced improviser, coach, and a mental health advocate. She has gotten the opportunity to perform improv and sketch comedy at many theatres in Chicago and even directed and produced her own shows. Colleen currently works as a program assistant for OAI, Inc., a non-profit organization that provides workplace safety and skills courses to individuals and businesses. Graduating from Loyola University Chicago with honors and two degrees in Psychology and Theatre wasn't enough, Colleen also trained at various comedy theaters throughout Chicago including graduating from Second City's improv conservatory program.
Debra Marks, PsyD, RYT-200
Debra Marks is a licensed clinical psychologist and yoga teacher in Roanoke, Virginia. For almost 30 years she has provided evaluations and individual, family, and group therapy, with a focus on addictions, family systems and adolescent transitions. Her practice blends traditional Western psychotherapy and neuroscience with the ancient, organic traditions of the East, including vibrational sound therapy and other healing practices. She has a particular interest in using improvisational techniques in therapy to inspire a sense of playfulness and acceptance in our daily experiences, promote non-judgmental mindfulness, spontaneity, and foster a sense of positive connection within ourselves and others.
Carrie Overbey, LCPC
Carrie Overbey is a Licensed Clincial Professional Counselor in Chicago Illinois. She is currently the Chief Clinical Officer at Compass Health Center. Carrie has nearly 20 years of behavioral healthcare care experience, including inpatient, partial hospital and outpatient treatment. She has provided evaluations and individual, group and family therapy. Carrie has led the implementation of evidence-based practices across the care continuum – both inpatient and outpatient services. She has provided training for hospital clinical staff in Assessing and Managing Suicide Risk (AMSR) has published an article with SAMHSA and presented locally on Zero Suicide successes and clinical outcomes. Carrie has also advocated in Springfield with legislators on mental health and suicide prevention. Carrie began her Improv journey during the Covid 19 pandemic and has since been using Improv techniques with her inpatient and outpatient clients and teams. She has particular interest in using Improv techniques in supervision for counselors to foster a sense of connection, support and playfulness.
Hailey Palmer, LSW
Hailey (she/her/hers) is a Licensed Social Worker, therapist, and improviser. She graduated from Loyola University Chicago with a Master of Social Work and a concentration in mental health. She holds an undergraduate degree in International Studies, Comparative Culture and Identity from the University of Michigan. In her role as a therapist, she works with individuals and groups and utilizes Acceptance and Commitment Therapy and Internal Family Systems therapy, along with integrating mindfulness and improv techniques.
Hailey has been improvising, coaching, facilitating workshops, and teaching in the improv world for the past five years. She has performed weekly at iO theater with multiple ensembles, including Meridian, Wet Bus, and the all LGBTQ-identifying team, Dreamboat. She has performed, coached, and taught improv classes at CIC theater. Hailey has also traveled around the country teaching improv workshops to both ensembles and professional teams. Her absolute favorite thing is finding all the beautiful ways that improv supports mental wellness.
Gina Johnson, MSW, LCSW, CTS
Gina Johnson is the Founder of goodthingz lab, an organization & community designed to socialize mental health through creative activities, Improv for True Self development and public discussions.
Gina Is also the creator of Blueprint: Take On a Life Of Your Own Master Class, a 6 week class based on evidence-based psychological & scientific practices designed to enhance one's mental and emotional skills.
Gina's areas of study include: Emotional Intelligence, Self-Awareness: True Self/False Self, Mindset/Self-Talk, Habit Loops, Recovery Tools & Discovery of Life Purpose & Meaning.
Gina is also Co-Creator of Blueprint Improv: Know Yourself, Accept Yourself, Be Yourself. 6 week class that combines the use of blueprint's psychological skills with Improv games. A psychologically and emotionally safe place to practice being your True Self.
Gina is the Founder of Blueprint: Mental Health Practice (Urbana, IL) and the author of :
Let's Make It a Habit: Train Your Brain To Navigate Negativity
Blueprint: Take On A Life Of Your Own


Choreographer of the project was architect and interior designer Suzanne Lovell, who gracefully waltzed her way through a complete restoration based on the original renderings. The process was helped along by the fact that Lovell had worked with Barry and Shauna Montgomery before and, thus, was thoroughly acquainted with the clients' eclectic taste, which runs the full gamut from abstract 20th century contemporary art to animal skins and Swedish Empire. What's more, the Montgomerys own an extremely fine collection of antiques and objects, with which they would not part and which Lovell would need to weave effortlessly into her design.


text:
Q: OpenCl: Minimal configuration to work with AMD GPU Suppose we have AMD GPU (for example Radeon HD 7970) and minimal linux system without X and etc.
What should be installed and what should be launched and how it should be launched to have proper OpenCL environment? In best case it should be headless environment.
Requirements to environment:

*

*GPU visible by OpenCL programs (clinfo for example)

*It is possible to monitor temperature and set fan speed (for example using aticonfig).

P.S. Simple install Xserver, catalyst and run X :0 won't work properly. See X server with fglrx driver won't responce after exactly 49 accesses to X server
UPD When you use AMD GPU on linux, OpenCL applications don't see AMD GPU if Xserver isn't launched.

A: I had similar problem, asked a question and had succeed solving it by myself.
For R9 290 cards and newer i assume you have:

*

*Built kernel 4.14 or later, with amdgpu driver support. There is option in linux kernel config under Graphics Support.

*All nesesary firmware .bin blobs are incorporated. To do so easily you may edit buildroot/package/linux-firmware/* contents for buildroot, and manually add BR2_PACKAGE_LINUX_FIRMWARE_AMDGPU option by yourself, along with BR2_PACKAGE_LINUX_FIRMWARE_RADEON (use it as a template). Actually we should post that update to their git.

When booting you should see appropriate dmesg messages about amdgpu initializing, per each adapter. And screen mode should be switched. If you still see large console text and no videomode switch occured during init then you have problem in kernel/firmware, you should fix that out first.
To answer second question, controlling fan speeds/temperatures is achieved via powerplay filesystem, eg /sys/class/drm/.. like this:
cd sys/class/drm/card0/device/hwmon/hwmon0
echo 1 > pwm1_enable
cat pwm1_max > pwm1

You may dig a bit deeper and find powertune parameters nearby, in device folder.
But instead of using /sys/class/drm/card0/device/pp_dpm_sclk i highly recommend flashing that values directly in cards' bios. Set with required frequencies/voltages, as it is more reliable, stable and api independent - you either init it, or not :)
PS. Also put away 7970, buy something a bit newer. I dont know if it is still supported in the latest drivers, we havent such an old card by hands right now. I tested 290, 390, 480, 580 cards series. (for R9 270, miner fails to build cl code). For older cards better to use some older software <=16.40 and maybe a bit older kernel <=4.13


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