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At the recent Virtuoso Travel Week in Las Vegas, the network's over 20,000 travel advisors who last year sold more than $26 billion in luxury travel, voted Montage's resort in Los Cabos as the best new hotel.
Last year, its Sagamore Pendry Baltimore was voted by the readers of Conde Nast Traveler as the best hotel in the United States.
Alan Fuerstman, founder and chief executive officer of Montage Hotels & Resorts LLC, speaks during a Bloomberg Television interview in New York. He stays in his two hotel brands – Montage and Pendry – over 300 nights a year and soon will be able to increase that count when its first Manhattan hotel opens in 2021. Photographer: Christopher Goodney/Bloomberg photo credit.
"I don't normally look at awards," says Alan Fuerstman, the founder, owner and chairman of the two brands, adding, "But that was nice."
While Fuerstman might have been surprised, he wasn't shocked. He lives in one of his nine hotels and typically spends over 300 nights a year at a Montage or Pendry between multiple visits to each.
Sagamore Pendry Baltimore was ranked as the top U.S. hotel in 2018 by the readers of Conde Nast Traveler.
Since he appears on a video loop played on televisions in the rooms, he's often stopped in the hallways from guests who want to share a story about one of his employees who went above and beyond, often from another hotel, they stayed at previously.
For Victoria Tollman, January each year means helping her mother Bea start the coming year's holiday gift list. Each employee of The Red Carnation Hotel Collection gets a personally selected present and a note from the group's founder and matriarch.
That might not be a surprise to regular guests. Each time they arrive at one of the family's 19 hotels, like members of the team, they get something different, usually picked with acute knowledge of what they like, and what they don't. Unsurprisingly, the daughter says her mother's philosophy is "no request is too large, no detail is too small."
Bea Tollman (seated) and daughter Victoria bring the personal touch Red Carnation's hotels. Each year Bea personally selects holiday presents for each employee, keeping a list of what she gave them in previous years.
Red Carnation
In 2018, Red Carnation placed second with the readers of Travel + Leisure in its ranking of their favorite hotel brands. Hotel 41 in London not only received five stars from Forbes Travel Guide but was one of only two properties in the city and only 58 in the world to be anointed to this publication's 2018 World's Most Luxurious Hotels list.
Red Carnation hotels regularly place atop the rankings of Trip Advisor, a difficult trick among the website's many fickle raters who are known to be harsh on luxury hotels that charge high prices but don't deliver high value.
Ashford Castle in Ireland reflects the unique experiences of the Red Carnation Hotel Collection.
Red Carnation Hotel Collection
In speaking with the Tollman scion and Jonathan Raggett, managing director for the hotels, credit goes to the team, maybe why The Sunday Times ranked Red Carnation third on its list of Top 100 companies to work for. However, it's also clear that involved and passionate ownership is an integral ingredient when competing with the big boys.
Chris Hamaway, Montage's executive vice president of sales and marketing, sits across from Fuerstman in a now-empty dining room at the Bellagio in Las Vegas. It's a Wednesday afternoon and the third of four lunches in as many days for its top-producing travel advisors has just ended.
Montage Los Cabos was selected best new hotel by Virtuoso's over 20,000 luxury travel advisors. Last year they sold over $26 billion in travel.
Montage Hotels & Resorts
As I ask about how small hotel groups are seemingly outgunning the mega-players of luxury when it comes to racking up awards, he points to his boss, saying, "How many owners do you see here for all four days, and you know, it's the same at IMEX (a conference for meeting and incentive planners). There are a lot of employees. I'm an employee, but here's the owner, not just flying in and flying out."
It's the second year I've sat in on the off the record lunch where Fuerstman spends part of the meal telling the advisors about deals he is working on, not yet signed, but since they are part of the extended Montage family, he wants them to know about them, before they read about it in the media.
Where it started. Forbes Travel Guide writes of the 5-star Montage Laguna Beach, "The grounds of the hotel are irresistible. During the day, the crystal-blue pool is refreshing and relaxing; come evening, fire pits roar in the nighttime sky."
It's also the 17th straight year he has spent a week in August in the Las Vegas heat working the hallways, helping drum up business and making sure there are no complaints, looking for ideas and suggestions on how his properties can raise the bar higher.
On her way back to meetings after the lunch, Anne Morgan Scully, president of McCabe World Travel leans over the back of my chair to tell me, "Some hotels, I book my clients, and the first thing they see when they get to their rooms is a promotion encouraging them to book direct. Montage makes me look good. They'll thank my clients I book with them for me. I've had managers tell my clients how smart they are to use a travel advisor. It's not just a one-off. They respect what advisors do. It's not a marketing program. It's in their DNA."
Former Ritz-Carlton executive is now COO of Auberge Resorts Collection: "Consumers want authentic."
Chris Gabaldon recently joined Auberge Resorts Collection as the chief operating officer after spending over two decades with Marriott International, most with The Ritz-Carlton Hotel Company, where he served as chief sales and marketing officer and recently oversaw its 37 Ritz-Carlton, Luxury Collection, St. Regis, and W Hotels in the Western U.S. and Canada.
In his new role, his portfolio, while growing, includes a mere 19 properties stretching from Fiji to Santorini. Three of them – Solage, Auberge du Soleil, and Calistoga Ranch – take up half of the top six spots in Travel + Leisure's most recent reader poll naming best California resorts. Earlier this month USA Today named Auberge "Best Luxury Hotel Brand" on its 10Best list.
Asked if he thinks there has been a tilt towards the smaller group, Gabaldon says, "Absolutely. It's more than a tilt, it's a very strong shift."
Auberge du Soleil is one of three award-winning Auberge properties in Napa. The group's locations now span from Fiji to Santorini.
He adds, "Consumers want authentic." He says for the privately held management company, that means more collaboration with the owners of its hotels. "For the bigger companies, a lot of the ownership is financial (companies), whereas for us, it's local entrepreneurs. They bring lots of relationships and insights about their local communities."
Like other small and successful groups, a common denominator is private ownership, in this case, Dan Friedkin (Forbes Billionaires list #504, $3.9 billion ), who owns Gulf States Toyota, with exclusive distribution rights in Texas, Arkansas, Louisiana, Mississippi and Oklahoma, according to his profile on the list.
Auberge Resort Collection's White Barn Inn in Kennebunk, Maine, offers stand-alone cottages.
Continuity seems to be another factor. Tollman says her Red Carnation managers average over 10 years in their current locations. Whereas bigger groups see rotating executives as opportunities for advancement once they have accomplished their missions at their previous post, Raggett bristles, and says, "That's hogwash. You can always do better. You're only as good as your last guest. The mission is never done, nor accomplished, that's what makes it so fun. The challenge never stops, and it's always right where you are standing. You don't have to go someplace else to find it."
He says hotel managers are expected to be out with the guests. "If somebody tells me they need to do reports, yes we have reports, yes this is a business, but let's hire a junior accountant to help."
Suite with a view: Red Carnation's Hotel D'Angleterre in Geneva offers stunning views of the city's famous lake. Each room is uniquely decorated with original art and collectible antique furniture.
For food and beverage managers, breakfast is the most important meal of the day, particularly during the peak rush. "Some people want to be in and out. Others want to linger for hours. If you do a good job, you pick up reservations for dinner. If you mess up somebody's breakfast, you blow their whole stay, and everything else everyone has been doing. Details matter." Raggett expects his F&B directors to be in the hotel and in the dining room during breakfast.
He says, in an industry, which has high turnover at entry levels, that means lots of training, including mentorship where new employees are twinned with top performers who aspire to be managers. It helps underscore the way to move ahead isn't by buttering up the boss, but by mentoring and supporting newcomers.
Voted the top hotel in the UK by TripAdvisor, and 5-stars from the Forbes Five Star Rating, 41 is one of the group's six hotels in London.
Raggett points to Adam Lake who joined 20 years as a linen porter at The Rubens Hotel in London. Three years ago he became general manager of The Chesterfield. Gregory Mutambe started as a dishwasher eight years ago in South Africa. He told his mentor and managers he aspired to be a sommelier, and with the support from the company to fund his training he has not only achieved his dream, but last year was named best in the country.
On a regular basis, employees are hosted at lunches and teas. They try the same dishes on the menu customers enjoy, and share champagne toasts. "For some, it's the first time. We really want them to know they are part of the family. We constantly ask, 'What do you want to get out of this? How can we do better?'"
Not entirely altruistic, Raggett says with a severe labor shortage for entry-level positions in markets like London, minimizing turnover at all levels is critical to maintaining high levels of service.
In fact, the situation is so severe, some big luxury hotel companies are outsourcing housekeeping to third party contractors.
For Raggett, every quarter he spends a day cleaning guest rooms with the housekeeping staff, scrubbing toilets, and trying to keep up.
"It's easy to sit in a meeting and talk about asking people to do more, so it's a good idea to actually do what they do on a regular basis, so you don't forget how important a well-cleaned room is to the guest experience, and that if you want to get to every corner and crevice, you can't feel like somebody is standing over you with a stopwatch. Sometimes you have a series of rooms on one day that needs extra attention. You need the time to clean them correctly," he says.
While big groups engage big name design firms they can leverage for media coverage, most rooms in a hotel share a common aesthetic, perhaps with the exception of a few signature suites. At Red Carnation, with a few exceptions, each and every room is separately designed.
"That's my mother and my sister," says Tollman. It means different draperies, original furniture and art for each room. It's the same on Uniworld, the family's river cruise line.
"Sometimes my mother, or sister or father, will see a painting or piece of furniture they love, so they buy it, and then we store it until we figure out where we can put it," she says.
Naively I ask, "So you don't order furniture for an entire hotel, made in China or India?" Tollman and Raggett answer simultaneously, "No!" Then again, if you call down to the front desk looking for cold medicine, not only will you find one of the staff procuring it for you, you'll likely get a knock on the door with room service bringing you a bowl of "Bea's magical chicken soup."
For Fuerstman, it may not be bowls of soup, but it's quick decision-making. At Montage, there is no matrix of managers who have to check off boxes for each request. If something needs to be upgraded or replaced, or there is something guests want that's not being offered, you don't fill out forms and requests, you call Alan.
Fuerstman points to social media and review sites as being helpful to smaller companies. "There's so much more transparency today. We don't have the dollars to spend on marketing and PR (compared to big brands), but if we perform, our guests will say so, and others will read about it online. So everyone is always thinking about each and every guest, and what they can do to make their experience memorable and enjoyable."
One former executive with a global luxury group told me, "If you're talking about Ritz-Carlton or Four Seasons, there is a lot to praise the big players for. When you are opening one or two hotels a month you need a different approach than when you open one or two a year. The big brands are great training grounds. You can learn a lot. In some ways, it's a catch 22. Their strengths have become their weaknesses."
Virtuoso advisors voted Grand Velas Riviera Maya as having the best family program of its over 1,000 preferred hotels.
Karen Weiner Escalera, a public relations executive who specializes in hospitality and represents Grand Velas, a three-property group of all-inclusive resorts in Mexico rated #1 by Trip Advisors, puts it this way: "Brands are predictable, and people like variety. Maybe at one time, if you stayed in luxury hotels 10 times a year, eight or nine of those stays was with a single brand. Now, you might stay a couple times a year with that brand, but you want to try something else, and sometimes you like what you try, and that becomes a new favorite." Virtuoso advisors this year voted her client's Riviera Maya location as Best Family Program.
A former luxury CEO says, "You can spend a lot of money on research firms, focus groups and consultants, and the big brands do because they need data to back up their decisions. They need to have it validated. Then they need finance to run the numbers. They don't have the flexibilty of a family owned company," he says, adding, "(For smaller companies) you're more likely to see senior managers and owners in the hotels talking to the employees and guests and walking the halls. If they hear something that sounds like a good idea, if it makes sense, they can try it quickly. In big companies, that rarely happens."
Whatever is happening, one thing is clear, and that's small brands are making a big impact on luxury.
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Antiproton impact ionization of hydrogen atom: Differential cross sections computed by Coulomb wave function discrete variable representation method
Zorigt Gombosuren Department of Physics, School of Applied Sciences, Mongolian University of Science and Technology, Ulaanbaatar, Mongolia
Aldarmaa Chuluunbaatar Department of Physics, School of Applied Sciences, Mongolian University of Science and Technology, Ulaanbaatar, Mongolia
Khenmedekh Lochin Department of Physics, School of Applied Sciences, Mongolian University of Science and Technology, Ulaanbaatar, Mongolia
Lkhagva Oidov Department of Physics, School of Arts and Sciences, National University of Mongolia, Ulaanbaatar, Mongolia
Khatanbold Erdenebayar Department of Physics, School of Applied Sciences, Mongolian University of Science and Technology, Ulaanbaatar, Mongolia
Collisions of charged particles with atoms, Ionization, doubly differential cross sections, singly differential cross sections
Our aim is using the Coulomb wave function discrete variable representation method (CWDVR) for the calculation of collision problem in first time. Nonrelativistic collision of antiproton with hydrogen atom is described by solving the time-dependent Schrodinger equation numerically. Two collision amplitudes are used for calculation of the differential cross sections, one of them corresponds to impact parameter of the projectile while other one is determined by projectile momentum transfer and found by Fourier transform of the first one. The ionization amplitude calculated by projecting of the wave function onto continuum wave function of the ejected electron. The differential cross sections calculated depending on projectile impact energy, scattering angle and electron ejection energy and angles, which is a result that can be measured experimentally. Our results are in good agreement with the relativistic calculation results.
S. Jones and D. H. Madison, Scaling behavior of the fully differential cross section for ionization of hydrogen atoms by the impact of fast elementary charged particles, Physical Review, A 65-05 (2002). https://doi.org/10.1103/PhysRevA.65.052727
A. B. Voitkiv and J. Ullrich, Three-body Coulomb dynamics in hydrogen ionization by protons and antiprotons at intermediate collision velocities, Physical Review, A 67-06 (2003). https://doi.org/10.1103/PhysRevA.67.062703
A. Igarashi, S. Nakazaki, and A. Ohsaki, Ionization of atomic hydrogen by antiproton impact Physical Review. A 61 -6, (2000). https://doi.org/10.1103/PhysRevA.61.062712
Xiao-Min Tong, Tsutomu Watanabe, Daiji Kato and Shunsuke Ohtani, High-efficiency nondistortion quantum interrogation of atoms in quantum superpositions, Physical Review. A 64-02 (2001). https://doi.org/10.1103/PhysRevA.64.020101
M. McGovern, D. Assafrao, J. R. Mohallem, C. T. Whelan, and H. R. J. Walters, Differential and total cross sections for antiproton-impact ionization of atomic hydrogen and helium, Physical Review, A 79-04 (2009). https://doi.org/10.1103/PhysRevA.79.042707
M. McGovern, D. Assafrao, J. R. Mohallem, C. T. Whelan, and H. R. J. Walters, Differential and total cross sections for antiproton-impact ionization of atomic hydrogen and heliumPhysical Review, A 81-03 (2010). https://doi.org/10.1103/PhysRevA.81.032708
I. B. Abdurakhmanov, A. S. Kadyrov, I. Bray, and A. T. Stelbovics, Differential ionization in antiproton–hydrogen collisions within the convergent-close-coupling approach, Journal of Physics B: Atomic, Molecular and Optical Physics, 44-16 (2011). https://doi.org/10.1088/0953-4075/44/16/165203
I. B. Abdurakhmanov, A. S. Kadyrov, and I. Bray, Wave-packet continuum-discretization approach to ion-atom collisions: Nonrearrangement scattering, Physical Review, A 94-02 (2016). https://doi.org/10.1103/PhysRevA.94.022703
M. F. Ciappina, T.G. Lee, M. S. Pindzola, and J. Colgan, Nucleus-nucleus effects in differential cross sections for antiproton-impact ionization of H atoms, Physical Review. A 88-04 (2013). https://doi.org/10.1103/PhysRevA.88.042714
A. I. Bondarev, Y. S. Kozhedub, I. I. Tupitsyn, V. M. Shabaev, and G. Plunien, Relativistic calculations of differential ionization cross sections: Application to antiproton-hydrogen collisions, Physical Review, A 95-05 (2017). https://doi.org/10.1103/PhysRevA.95.052709
K.M. Dunseath, J.M Launay, M Terao-Dunseath and L Mouret, Schwartz interpolation for problems involving the Coulomb potential, Journal of Physics B: Atomic, Molecular and Optical Physics, 35-16 (2002). https://doi.org/10.1088/0953-4075/35/16/313
Peng. Liang-You and Starace. Anthony F, Application of Coulomb wave function discrete variable representation to atomic systems in strong laser fields, The Journal of Chemical Physics 125 (2006). https://doi.org/10.1063/1.2358351
M. Suzuki, Decomposition formulas of exponential operators and Lie exponentials with some applications to quantum mechanics and statistical physics Journal of Mathematical Physics, 26-601 (1985). https://doi.org/10.1063/1.526596
G. Zorigt, L. Khenmedekh, Ch. Aldarmaa, Fully differential cross sections of proton-hydrogen and antiproton- hydrogen collisions, IJMA- 10-5 (2019), pp. 19-23. http://www.ijma.info/index.php/ijma/article/view/5994
A. I. Bondarev, Y. S. Kozhedub, I. I. Tupitsyn, V. M. Shabaev, G. Plunien and·Th. Stohlker, Differential cross sections for ionization of atomic hydrogen by antiprotons, Hyperfine Interact 240-60 (2019). https://doi.org/10.1007/s10751-019-1562-2
Z. Gombosuren, A. Chuluunbaatar, K. Lochin, L. Oidov, and K. Erdenebayar, "Antiproton impact ionization of hydrogen atom: Differential cross sections computed by Coulomb wave function discrete variable representation method", J. appl. sci. eng., A, vol. 3, no. 1, pp. 59–70, Dec. 2022.
Copyright (c) 2022 Zorigt Gombosuren, Aldarmaa Chuluunbaatar, Khenmedekh Lochin, Lkhagva Oidov, Khatanbold Erdenebayar

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Splitting url by nth characters I have a site that is getting too much traffic and I want to cache some of the pages, which should alleviate the problem.
I have a system for this in place already, but the issue is the url structure would lead to 11.365 million pages being saved in one directory, e.g.
dir/* <- 11+ million pages saved in this directory.
And this will make things very difficult when it comes to deleting the directory.
Via a predictive search I am using JavaScript to split down the cache like:
people/joh/n-j/one/s.json

Which is more manageable to delete.
Is there anyway I can use mod_rewrite to split urls down in the same way, e.g.

*

*User loads /people/john-jones

*Use mod_rewrite to see if caches/html/people/joh/n-j/one/s.html exists, if so server it

*Else go to PHP an generate the page

I have a rule for this already, but not with splitting:
RewriteCond %{SCRIPT_FILENAME} ^(.+)\/cache [NC]
RewriteRule .* - [E=PATH:%1]

RewriteCond %{SCRIPT_FILENAME} !-f
RewriteCond %{SCRIPT_FILENAME} !-d
RewriteRule ^.+ %{ENV:PATH}/index.php?request=a&c=search&m=people&p=$0 [L]

A: Give the following rules a try:
RewriteEngine On

RewriteRule ^(people/.*?)([^/]{3})([^/]+)$ /$1$2/$3 [R=302,L]

RewriteCond %{DOCUMENT_ROOT}/caches/html%{REQUEST_URI}.html -f
RewriteRule ^ %{DOCUMENT_ROOT}/caches/html%{REQUEST_URI}.html [L]

The suggested edit by OP was rejected in peer review. Here's the solution OP went with:
# Set an environmental var for the root directory, so it works on local dev and live servers

RewriteCond %{SCRIPT_FILENAME} ^(.+)\/index.php$    [NC]
RewriteRule .* - [E=PATH:%1]

# Pick up the actual request from query string and set it as an environmental var

RewriteCond %{QUERY_STRING} ^request=names\/(.*?)([^/]{3})([^/]+) [NC]
RewriteRule .* - [E=SN:%1%2/%3]

# If a cache paged exists, internal redirect to that

RewriteCond %{ENV:PATH}/cache/html/names/%{ENV:SN}.html -f
RewriteRule .* cache/html/names/%{ENV:SN}.html [L]

# Send requests that are not cached to php
RewriteCond %{SCRIPT_FILENAME} !-f
RewriteCond %{SCRIPT_FILENAME} !-d
RewriteRule ^.+$ index.php?request=$0 [QSA,L]

redpajama_set_name: RedPajamaStackExchange


text:
Petersburg Assaults
June 15 to 18, 1864
For the spring of 1864, Grant planned a coordinated attack on the Confederacy. In the West, Sherman successfully advanced on Atlanta. In Southwest Virginia, forces Crook and Averell raided the bridge over the New River in a campaign that climaxed at Cloyds Mountain. A Union force under Sigel advanced to defeat at New Market in the Shenandoah Valley. The Army of the Potomac advanced with the intention of destroying Lee's army.
The Army of the James composed of the X and XVIII Corps under Benjamin Butler aimed to take Richmond. Butler, with assistance from the Navy, transported his army from Fortress Monroe up the James River. A detachment was landed at City Point to threaten Petersburg while the main army landed at Bermuda Hundred, the area between Richmond on the James River and Petersburg on the Appomattox River. The Confederates, under Beauregard, managed to assemble enough troops to hold off Butler, who withdrew behind entrenchments on the Bermuda Hundred peninsula.
Meanwhile Grant had slowly advanced south having battled Lee at the Wilderness, Spotsylvania, and North Anna. Grant ordered William French Smith's XVIII Corps to join him north of the James for his efforts at Cold Harbor. His attacks having failed, Grant planned to cross the James and take Petersburg, which would make Richmond and the whole state of Virginia untenable. Sheridan and his cavalry were sent west to meet Hunter's Raid at Charlottesville. Confederate cavalry prevented this junction at the Battle of Trevalian Station and Early's II Corps moved west to stop Hunter.
On June 9, 1864, 1,800 infantry and 4,500 cavalry had crossed the Appomattox from Bermuda Hundred and attacked Petersburg. A small Confederate force fought them off, but Grant's big move was now the works. On June 12th, Grant abandoned his entrenchments and marched toward the James, where engineers were building an amazing 2,100 foot long pontoon bridge, the longest of its type ever made. Smith's XVIII Corps moved by transport back to Bermuda Hundred. There, they then crossed the Appomattox and advanced on Petersburg.
Early in the morning of June15th, Smith and his XVIII Corps crossed the Appomattox and advanced on Petersburg. A fight at Baylor's Farm briefly delayed them, but the Federals reached the Dimmock Line protecting Petersburg at 11AM. Smith inspected the Confederate lines until 3 PM and then personally explained his attack plan to each division commander. Then at 5PM, problems developed with the artillery. Finally, at 7PM, the attack began. Because the Confederate works were weakly held, the Yankees advanced entirely as a skirmish line. This saved many Union lives and proved quite successful. This is a view from the rear of Battery 5 of the Dimmock Line. Men of the 13th New Hampshire advanced uphill and over the ditch on the right of the picture. Confederates surrendered to the small band of New Englanders as black troops moved on them from behind. These men, from the 1st United States Colored Troops (or USCT), had advanced up an unprotected ravine and had broken through the Rebel line further south.
The Confederate line was rapidly disintegrating. Men from the 1st, 22nd, and 4th USCT moved south along the Confederate line. Among the positions taken was Battery 9. The battery was on a slight hill and commanded the positions already taken. Two companies of the 1st USCT cleared obstacles from around the battery, alowing the regiment to charge. The Confederates fled with little resistance. By 9PM, the Yankees had taken Batteries 3 through 11, in all over three miles of the Confederate line. Despite having a clear path into Petersburg, Smith declined a night advance, believing that Rebel reinforcements were on the way. The Army of the Potomac was on its way.
Harrison's Creek
Confederate reinforcements did arrive that night, and a new line was formed along Harrison's Creek. With the arrival of Hancock's II Corps, which should have been present on the 15th, Union forces amounted to 30,000 on the morning of the 16th against just 14,000 Confederates. By the time of the 6PM Union attacks along Harrison's Creek, the Federals had 50,000 men to just 14,000 Rebels. Much of this area was farmland at the time, and Confederates had a clear field of fire from atop the small hill on the right of the picture. Hancock attacked with little sucess and suffered over 2,000 losses.
At dawn the next day, June 17th, Burnside's newly arrived IX Corps attacked along Harrison's Creek. The attack was successful, with Potter's division pushing the defenders back, but the incompetent division commander Ledlie failed to exploit the gains. At 2PM, an attack by Willcox's division failed. That evening, Ledlie attacked, breaking the Confederate line, but Confederate counterattacks and darkness saved Petersburg. The battle would continue another day.
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This activity looks at some of the issues raised by two articles written by philosopher Peter Singer: the first, the seminal, "Famine, Affluence, and Morality"; the second, a somewhat shorter article called, "The Drowning Child and the Expanding Circle" (it's probably best if you read these articles after, rather than before, you undertake this activity).
It is necessary to make a couple of things clear before we get going. The first is that if you're a moral nihilist - i.e., if you think there's no such thing as right and wrong - then this activity probably isn't for you. (Try out one of our logic exercises instead, such as Elementary, My Dear Wason?).
The second has to do with the nature of the scenarios you're going to be asked about. These are variations on a single baseline scenario (which was first introduced by Professor Singer). The important point is that you should treat each variation on its own terms. In particular, the changes introduced in a particular variation don't carry over to the next variation - all variations are a modification of the original baseline scenario.
Okay, that's it really. You're ready to go.


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Put on your Fancy Pants for the 3rd Annual Fancy Pants Golf Tournament on Thursday, November 1st. Registration begins at 8 AM, Shotgun start at 9:00AM, Scramble format, at the beautiful Highland Woods Golf Course.
We are taking over the entire course for an AMAZING golf tournament benefiting Blessings in a Backpack.
Check in and range time at 8AM with an 9AM shotgun start for golf with lunch.
Awards dinner and drinks follow the conclusion of golf in the tent.
Includes 18 holes, lunch, awards dinner, drinks, range time, shared cart, longest drive and closest to the pin contests and prizes.
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For only $100, You can Feed a Child for an Entire School year!


From $25.5k Drive away Offer on Jeep Patriot Sport with handbook transmission. If you deliver your work laptop computer, Macbook, or iPad, you might also run into automotive theft…conceal your laptop always when traveling. And it's well-known that sugar junkies often have anger points) Refined sugar assaults the brain – the connectors that preserve our bodies going within the mind are destroyed by it. People around him also paid the worth for his mood swings and his debilitating and at last terminal ailments brought on by over consuming sugar. And the way in which that manufacturers and car dealers calculate their costs and generate profits complicates things.
The desk alongside lists South Africa's top-30 promoting automobile ranges last yr and by what share their retail costs increased from January 2015 to January 2016. For this public sale the lowest automotive bought was between the cost of $2,359 and $6,700; pickup vans and SUVs went as high as $18,000. Low month-to-month repayments on automotive loans may very well be easily structured by stretching the repayment interval.
George Blakenship, Tesla's vice chairman of worldwide gross sales, mentioned that the upper prices in Europe are as a result of VAT (worth-added tax), delivery prices from the company's plant in California and modifications to meet EU laws. Mr. Jonas said the index will hover at present levels within the close to term as straightforward credit, strong new-car pricing traits and low gas prices grease gross sales of recent and used vehicles.
Don't get your heart set on a $forty,000 automobile if you understand you can solely pay out $250.00 a month for a payment and $125.00 a month for insurance coverage. They served me best they usually gave a new look to my automotive however I even impressed from oaks car wash also so if I obtained chance to visit there then I am certain I will have the ability to get their companies.
A reduction in the price of steel would have a small impact on particular person car prices and thanks to the availability chain impact you wouldn't anticipate to see any of that reduction for a while. I noted a few factors down on paper and created a rough guidline to comply with as I began the search for a brand new automotive. The car has commendable off road capacity, although it might probably't be compared to a Land Rover Defender in this respect. And the diesel-powered VW Jetta TDI, whereas not successful any of the gas-efficiency comparisons, held its environment friendly head up well for a automobile with significantly more engine power than the opposite petroleum-fueled cars in the operating.
← How Do Dealers Set Car Prices?


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Q: How can I copy live UIView's into a new UIView? I have 6 UIView's (UILabel's and UIImageView's) laid out in a NIB for display during regular app use.  The contents of the labels and the image views change dynamically during use.
At a certain point in app functioning, I want to take those views -- with the contents they have at that moment -- and put them into a new UIView, where I can slightly rearrange them and change the text in one of the UILabel's.  So I don't want pointers to the original UIView's -- I want copies that I can play with.  How can I get them?
Purpose here is to create an overlayView for when the user takes a picture.
Thanks!

A: I didn't find a programmatic way to do this.  Instead, I created a new UIView in my NIB (pretty much copying, pasting, and rearranging the UILabel's and UIImageView's I needed) and hooked up new IBOutlets for the UIView and all its subviews.  Then when I need to display the camera overlay, I set the contents of the UILabel's and UIImageView's to match the contents of the source views.  It actually works very well.


its great to see you starting a training journal, I started mine a couple months ago and can already track my progress. Maybe your feet were to high or low on the wall?
practiced tic-tacing and climbing till i jacked my ankle up then went on to do 40 pushups with 2 min of situps and 1 min of crunches. and my friend had two questions, "why use a cat when you could just haul yourself up normally" and "why use a kong vault"
Wow dude, you do a lot of pushups. It's inspiring me to start working out more xP I need more upper body strength pretty badly. But good luck with your training! Don't be scared of kongs, like most things in parkour, it's just a fear thing. It's cake once you try it. Just make sure you get your hips up high. Start with a picnic table or something. If it makes it easier, stand on the bench/sitting part of it and try it, that's how I learned everything but a dash vault. Picnic tables are epic for training vaults.
Jessie LaFlair and Ronnie Shalvis have amazing tutorials, you should check them out, especially if you're just starting out.
If you post a video I'll critique it.
Also good work, it's nice to see someone putting in so much effort. If I can just give you some advice, though, start doing either pull ups or rows as well as push ups. If you keep only doing push up variations you'll develop some muscle imbalances and it always leads to nasty shoulder or elbow injuries.
so i have internet again! but yeah on to training been practicing little things here and there been doing a lot of jumps and vaults and am working on trying to build up to the point i can do a one-handed pull-up and a one-handed push-up. found some places to practice i think as well we will see. but have found some amazing places to practice jumps i can now clear the width of a picnic table and am working on the length. on a final note for this update a quick question, any tips for kong vaults I've gotten past the fear part just i don't think I'm getting them, like what is the common use of it?


With so many hotels at Manchester Airport to choose from, battling motorway traffic in the early-hours doesn't need to be a concern. We have a wide variety of hotels ranging from budget to luxury; if you are traveling with young children, looking for a couples retreat or going away on a business trip, we have the hotel to match your requirements.
There are 3 terminals at Manchester Airport, which are located quite closely together, so you can select any one of our hotels and be within easy reaching distance of all 3 of them. You could be within walking distance of the terminal, a short transfer on a bus or taxi away or even connected to the terminal itself.
Radisson Blu 4-star - covered walkway to terminals 1 and 2, and a free shuttle to terminal 3: The Radisson Blu is a great choice for customers who want the ultimate in both luxury and convenience. Not only is it our closest 4-star hotel to the airport, but the on-site facilities are second to none. With two restaurants to choose from as well as a host of leisure facilities, this is a great hotel for those who to start their holiday in style.
Clayton 3-star - within walking distance of the 3 terminals: This hotel offers you a traditional and elegant stay that is just a few minutes walk from the terminals, but if you don't want to walk or have a lot of baggage, there is a free shuttle bus available.
Crowne Plaza 4-star - walking distance of the terminals: you can expect a blissfully peaceful sleep, just meters away from the terminals. The hotel is geared up to ensure a relaxing night's rest, including an aromatherapy kit and pamphlet of sleeping tips, blackout curtains and Egyptian cotton bed sheets. Terminal 1 and Terminal 3 are just a short 5 minute walk away, but Terminal 2 is a longer 15-20 walk. There is a 24 hour shuttle bus that runs on demand, and when you want to return they will send the shuttle bus to collect you.
Traveling on a tight budget? Don't worry we have plenty of things you can do to ensure you're getting the cheapest prices, without compromising on the quality of the hotel. By booking in advance with BCP we can guarantee to save you up to 60% off. Prices start from £35 per night and the earlier you book the more money you can save. A lot of our hotels do a stay and parking deal, so it's worth looking at booking them as a single package to save yourself some pennies.
Booking a budget hotel is a brilliant way to keep the costs down. We have several 3-star options that will provide a comfortable night's rest to prepare you for the flight ahead.
Premier Inn North 3 -star - 2.5 miles from the Airport: This trusted and well-known brand is a little further out from Manchester Airport but, as a result, an overnight stay will cost less than an on-airport hotel. Famous for their reasonable prices and great-value restaurants, enjoy 2 courses for £12.50 in the restaurant and low-cost transfers to the airport.
Mercure Bowdon 3-star - 10 minutes from the terminal: If you are looking for cheap hotels near Manchester Airport, at the Mercure Bowden you will find excellent value whilst being in the midst of many local attractions, shopping centers and plenty of leisure facilities.
Cresta Court 3-star - 5.5 miles from the airport: This hotel not only offers you a cheaper-rate stay, also kids under 12 eat for free, there are free transfers 24-hours a day and you have free WIFI throughout your stay.
Undercover Hotels: If you are not overly fussed about which hotel you stay in, can't choose between our fabulous selection or just want to save some extra cash, our Undercover hotels could be the perfect option. You will get a 3- or 4- star hotel at a discounted price in exchange for your hotel being kept secret until after you have booked it.
For the biggest savings, it's better to book your Manchester Airport parking and hotel as a single package. A lot of our hotels have on-site secured car parks and have brilliant parking-included deals. You can then get a transfer via shuttle bus or taxi to the airport until your return. If the hotel doesn't have its own car park, a lot of them have partnerships with parking companies so they can get discounted parking prices for their guests.
Stanneylands 4-star - 3.7 miles from the airport: Enjoy an exquisite stay at this beautiful hotel hidden in a sanctuary of farmland. The Stanneylands hotel has a high security car park with 110 spaces, and they will even get you a complimentary taxi to and from the airport.
Altrincham Lodge 3-star - 6 miles from the terminal: You can enjoy free parking during your stay and then book a parking package for 8 or 15 days. At the luxurious Hilton hotel, you can park in the hotels 250-space car park and then the hotel will move your car to their privately-owned car park in Carrington. You can then either walk to the terminal or hop on one of the 24-hour transfer buses.
Some hotel chains have exclusive deals with car parking companies, these external car parks can be book with a variety of different hotels. Put in your parking dates to see which hotels are available to you.
Long Stay Car Park Terminals 1&3, and the Long Stay Car Park Terminal 2 5 minutes on a transfer bus: Depending on which terminal you are flying from, all you need to do is drive from your hotel to the car park, park your own car and keep your keys. Then you can hop onto a transfer bus to the airport, which only takes 5 minutes and runs every 10 minutes, 24-hours a day.
Airparks Meet and Greet drive straight to the terminal: You could book a meet and greet service, so all you need to do is drive to the terminal where you will be met by a uniformed chauffeur, who will then take the trouble of parking away from you. They will also meet you upon your return so you can make a quick exit.


According to rumors websites, new MacBook will be release very soon. At this moment we call the new one "MacBook Brick" and the target release date could be 14th of this month.
The rumor is about a not yet announced Apple new product release conference. It is predicted that Apple will release their latest McBook series base on Intel Centrino 2 CPU but not with Intel clipset. It is also rumor that Apple built a new factory on their own and making the new MacBook case with state of the art technologies like 3D Laser, water metal cutting machines and using whole block of aircraft grade aluminum brick to make the MacBook case.
The MacBook manufacturing process up to this point has been outsourced to Chinese or Taiwanese manufacturers like Foxconn. Now Apple is in charge. The company has spent the last few years building an entirely new manufacturing process that uses lasers (w/o sharks) and jets of water to carve the MacBooks out of a brick of aluminum.
Meanwhile, an industrial designer disagree with the rumor and said that "applying such process to a notebook-sized device would be much more expensive than traditional manufacturing and it's unlikely that it will literally be a hollowed out block of aluminum".
For users, low price is always the most attractive point, we really hope that Apple would fulfill their "aggressive entry-level price point" statement.
Google Street View coming to iPhone new MacBook Brick announcement event confirmed!


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Incoterms Explained.
Importance of Incoterms in international trade.
List of Incoterms for your reference.
If you have anything to do with the world of international trade, there is no avoiding the Incoterms. The freight industry is ruled by a voluntary yet authoritative set of rules known as the Incoterms.
The Incoterms were originally designed by the International Chamber of Commerce (ICC) in 1936 to abolish differences in trading practices and legal understandings among traders around the world. The International Commercial Terms (Incoterms) are a set of standards that determine the responsibilities of buyers and sellers for the safe delivery of goods by all modes of transport. To put it simply, the Incoterms are the guidelines that both buyers and sellers abide by, upon undertaking international or domestic trade.
The areas covered by the Incoterms are:
The obligations of each party i.e. the individual roles played by the sellers and buyers
The expenses to be borne by the buyers and sellers
Every 10 years, the Incoterms are updated by the ICC and it is always advisable to refer to the latest version.
The following document and video explain the concept of Incoterms perfectly:
https://www.peterlole.co.uk/uploads/files/downloads/Incoterms%20-%20pdf.pdf
https://www.youtube.com/watch?v=dUpVkNGA_q0
To maintain uniformity in all trading operations, and avoid miscommunications, importers/exporters alike refer to the Incoterms for smooth sailing.
The Incoterms are globally accepted and provide predictability to the business
They guide sellers/buyers on how to conduct transactions and clarify any grey areas in the contract
They provide clarity on all the updates and help the stakeholders to understand how they apply to global supply chains
Importance of FFA in Air Cargo Movement: https://www.opensea.pro/blog/freight-derivatives
Some of the most commonly used Incoterms, off the top of our head, are:
FCA (Free Carrier)
FCA shipping terms require the seller to load the goods on to the buyer's transport within the premises of the seller. Often, the buyer hires the transport to pick up goods from the seller's warehouse. The seller also clears the goods for export from the country of origin. After this point, all costs, risk and responsibility lie with the buyer.
FAS (Free Alongside Ship)
FAS shipping terms provide well-defined instructions for the seller about the course of transportation till the port of destination. The buyer assumes responsibility for loading the goods and all related charges after the goods reach the agreed-upon port.
CPT (Carriage Paid To)
CPT terms state that the seller bears the cost of transportation but is not responsible for insurance and the risk of goods is transferred to the buyer after the point of delivery.
CIP (Carriage and Insurance Paid)
CIP terms apply to all modes of transport. This rule is similar to the CPT terms except that the seller is instructed to take responsibility for the carriage and insurance coverage till the port.
DPU (Delivered At Place Unloaded)
DAT(Delivered at Terminal) was changed to DPU (Delivered at Place Unloaded) as part of the revisions of Incoterms 2020.
DPU shipping term states that the seller shoulders all of the responsibility up to and including unloading the goods at the named terminal/site at the destination port.
DAP (Delivered at Place)
DAP terms state that the seller and buyer agree upon the destination. The cost of unloading at the agreed-upon place will be borne by the buyer.
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The Nikkor Z 50mm f/1.8 S shares the same dimensions as the Z 35mm, which allows photographers to easily swap the same 62mm filters between both lenses. Lenses of equal size are also easier to... The 35mm f/1.8 S lens is surprisingly large for its weight (around 370 grams), which is low as it's made mainly from magnesium alloy. The supplied end caps and lens hood are solid polycarbonate plastic. The lens is manufactured in China and has the same low-gloss finish as other lenses in the Z mount stable.
35mm lenses are light and non-intimidating, which is a huge advantage for daily use. For this reason, I prefer lenses that are a little slower, such as a 35mm f/2 instead of a 35mm f/1.4, because the f/2 lenses are usually significantly smaller than their faster counterparts.... Shot on Leica M6, Kodak Portra 400, around 1.8 meters on 35mm lens. The easy way to know what 1.2 meters is: extend your arm, and imagine another arm reaching out towards you. Or, just try testing your distance focusing with a friend or your partner.
The RF 35mm f/1.8's f/1.8 max aperture is also 1/3 stop wider than the slightly larger but still compact Canon EF 35mm f/2 IS USM Lens. Even with its broad aperture opening, this lens avoids the size, weight and cost penalties. marvel vs capcom how to use specials dreamcaset The 35mm f/1.8 S lens is surprisingly large for its weight (around 370 grams), which is low as it's made mainly from magnesium alloy. The supplied end caps and lens hood are solid polycarbonate plastic. The lens is manufactured in China and has the same low-gloss finish as other lenses in the Z mount stable.
Delivering a "normal-length" 52.5mm equivalent on APS-C-format E-mount cameras, the E 35mm f/1.8 OSS Lens from Sony is a versatile and lightweight option that will fit a variety of shooting scenarios. example of procedure text how to use blender Speaking about the opulent 35mm lens, its history creeps past our masters and goes back to the early days of photography. This is one of the finest lenses ever produced with an absolutely brilliant focal length, which would be more than compatible for any kind of photography.
The 35mm f/1.8 S lens is surprisingly large for its weight (around 370 grams), which is low as it's made mainly from magnesium alloy. The supplied end caps and lens hood are solid polycarbonate plastic. The lens is manufactured in China and has the same low-gloss finish as other lenses in the Z mount stable.
28/08/2018 · More modern (1960s and onwards) cameras will show this in regular increments like 1/500, 1/250, 1/125, etc. Older cameras use weird and seemingly arbitrary values. The aperture ring (closest to the body), set to f/2.8.
The RF 35mm f/1.8 IS Macro STM is a great wide-angle lens for portraiture and street photography, capturing detail and sharpness even at low shutter speeds. A fast f/1.8 maximum aperture lets you shoot authentic ambience, even when light levels are low.


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Home > Catholic Encyclopedia > H > Archdiocese of Halifax
Archdiocese of Halifax
(HALIFAXIENSIS)
This see takes its name from the city of Halifax which has been the seat of government in Nova Scotia since its foundation by Lord Cornwallis in 1749. The archdiocese includes the middle and western counties of the province (Halifax, Lunenburg, Queens, Shelburne, Yarmouth, Digby, Annapolis, Kings, Hants, Cumberland, and Colchester), and the British colony, Bermuda. The island last mentioned has been attached to the archdiocese since 1851. It has a population of about 16,000, of whom about 700 are Catholics. The majority of these are Portuguese or of Portuguese extraction. Bermuda has one resident priest. There is a convent school at Hamilton, the capital of Bermuda, which is in charge of the Sisters of Charity. The portion of the archdiocese which lies within the Province of Nova Scotia had at the last federal census (1901) a Catholic population of 54,301. Of this number about forty per cent are descendants of the early French settlers; they reside principally in the Counties of Yarmouth and Digby, at Chezzetcook in the County of Halifax, and in portions of Cumberland County. At Church Point, Digby County, is St. Anne's College, which is devoted to the education of the French Acadian youth. It is conducted by the Eudist Fathers. Within the archdiocese is Port Royal, now known as Annapolis. It was founded by De Monts in 1604, and, with the exception of the early Spanish settlement in Florida, it is the oldest European settlement in North America. With De Monts came Rev. Nicholas Aubry and another priest, and at Port Royal in that year the Holy Sacrifice was offered up by them, for the first time on what is now Canadian soil. From the founding of Port Royal down to the time of the cruel expulsion of the Acadians in 1755, the Catholic missionaries who laboured in Nova Scotia, or Acadia as it was then called, came from France. Some of the early priests were Jesuits. After the colony had been temporarily broken up by Argall in 1613, the Recollect Fathers arrived, and, besides attending to the spiritual wants of the French settlers, they laboured with great success in converting the Micmacs, the native Indians of Nova Scotia. In 1632 Capuchin Friars of the province of Paris were sent to Acadia, and were still at work among the Indians in 1655. One of the most famous of the French missionaries was Abbé Antoine-Simon Maillard, who left France in 1741. He acquired great influence over the Indians, to whom he ministered with devoted zeal. He was taken prisoner by the English, but on account of the favour with which he was regarded by the Micmacs he was not expelled. His aid was invoked in making treaty arrangements with the natives. In 1760 he was made administrator of Acadia. He carried on his missionary labours down to the time of his death in 1762. He was highly esteemed by the civil authorities, and his name is held in great veneration by the Micmacs to this day.
A legislature was established in Nova Scotia in 1758, and severe laws directed against the Catholics were passed without delay. A Catholic was not allowed to hold land except by grant direct from the Crown, and Catholic priests were ordered to depart from the province by a given date. These disabilities continued for upwards of twenty years. In the meantime there was considerable Irish immigration, and in 1783 the Irish Catholics of Halifax petitioned for the removal of the disabilities, and the obnoxious laws were then repealed. Two years later, Rev. James Jones, of the Order of Capuchins, came to assume spiritual charge of the Catholics of Halifax, and he remained for fifteen years. Other Irish priests followed. A noted missionary was the Abbé Sigogne, who arrived in Nova Scotia in 1797, and continued his work among the Catholics of western Nova Scotia until his death in 1844. He became the leader and adviser of the Acadians in civil as well as in religious matters, and he was unceasing in his efforts to promote the welfare of the French population. He also cared for the Micmacs, whose language he spoke with ease. He held a commission of the peace from the Government.
In 1801 Father Edmund Burke left Quebec to enter upon his useful work in Halifax, which at that time formed part of the Diocese of Quebec and so remained until it was made a vicariate in 1817. Father Burke was consecrated Vicar Apostolic of Nova Scotia in 1818, and filled the office until his death in 1820. It was not until 1827 that his successor, Rt. Rev. William Fraser, was appointed. The vicariate was erected into a diocese 15 Feb., 1842, and was called the Diocese of Halifax. It included the whole of Nova Scotia. In 1844 the diocese was divided; Bishop Fraser became Bishop of the new Diocese of Arichat; and Bishop WILLIAM WALSH, who had been Bishop Fraser's coadjutor, "with the right of succession", became Bishop of Halifax. In 1852 Halifax was made an archdiocese. Archbishop Walsh administered the affairs of his see until his death in 1858. He was scholarly and devout, and although at that time the feeling between Protestants and Catholics was occasionally somewhat bitter, the "British Colonist", a newspaper owned and edited by Protestants, said of him at his death: "The Archbishop was distinguished for his attainments as a scholar and divine. In society the courtesy and affability of his manners and his conversational powers made his intercourse agreeable and instructive."
The second Archbishop of Halifax was the Most Rev. THOMAS LOUIS CONNOLLY, who was consecrated in 1859, and died in 1876. Like his predecessor, he was a native of Ireland. He was ordained at Lyons, France, in 1838. In 1842 he came to Nova Scotia as secretary to Bishop Walsh. In 1852 he was appointed Bishop of St. John, N. B., and in 1859 was transferred to Halifax. Of Archbishop Connolly, Mr. Nicholas Flood Davin, a non-Catholic, wrote: "He belonged to the great class of prelates who have been not merely Churchmen, but also sagacious, far-seeing politicians and large-hearted men, with admiration for all that is good, and a divine superiority to the littleness which thinks everybody else wrong." By his tact he soon removed the ill-feeling that had existed between Catholics and Protestants in Nova Scotia. He took a great interest in public affairs. He was strongly opposed to Fenianism, and was a warm advocate of the confederation of the British North American provinces. At the Vatican Council he was a prominent figure, and, while opposed to the declaration of the dogma of infallibility, he loyally accepted it as soon as it had been declared. During his administration, St. Mary's Cathedral, a beautiful edifice, was modernized and completed. When he died the Rev. Principal Grant, one of the most noted Presbyterian divines in Canada, wrote: "I feel as if I had not only lost a friend, but as if Canada had lost a patriot; for in all his big-hearted Irish fashion he was ever at heart a true Canadian"
The Most Rev. MICHAEL HANNAN succeeded Archbishop Connolly. He was a native of Limerick, and was ordained priest in 1845. In May, 1877, he was consecrated archbishop, and he died in 1882. He was a prelate of calm and sound judgment, and was greatly beloved by all classes.
The Most Rev. CORNELIUS O'BRIEN, the fourth Archbishop of Halifax, was consecrated 21 January, 1883; died 9 March, 1906. Archbishop O'Brien was a native of Prince Edward Island. He was a distinguished scholar, and as a preacher, historian, novelist, and poet, he displayed a versatility rarely found in combination. In his Lenten pastorals he not only gave excellent explanations of Catholic doctrines but he made unanswerable attacks upon the theological and scientific errors of his time. His funeral sermon on the Rt. Hon. Sir John Thompson, the first Catholic Prime Minister of Canada, is a model of dignified pulpit eloquence. He was, besides, a prelate of rare executive ability, as the numerous charitable institutions that owe their foundation to his zeal bear ample witness. In political matters he was a strong imperialist.
Archbishop O'Brien's successor is the Most Rev. EDWARD J. MCCARTHY, a native of Halifax, who was consecrated 9 Sept., 1906. He is noted for his zeal, industry, and courtesy, and is held in high esteem by all classes.
There are 73 priests in the archdiocese and 96 churches. Among the educational institutions are: St. Anne's College, already mentioned; St. Mary's College, Halifax; Holy Heart Seminary, Halifax, in charge of the Eudist Fathers; the Sacred Heart Academy, Halifax, an institution conducted by the Religious of the Sacred Heart; and the Academy of Mount St. Vincent at Rockingham, a successful institution in charge of the Sisters of Charity.
DAVIS, The Irishmen in Canada (Toronto, 1877); O'BRIEN, Memoirs of the Rt. Rev. Edmund Burke, Bishop of Zion, First Vicar-Apostolic of Nova Scotia (Ottawa, 1894); DENT, The Canadian Portrait Gallery (Toronto, 1880); WILSON, A Geography and History of the County of Digby, Nova Scotia (Halifax, 1900); CAMPBELL, Nova Scotia in its Historical, Mercantile and Industrial Relations (Montreal, 1873); BOUINOT, Builders of Nova Scotia (Toronto, 1900); MORE, The History of Queen's County, N. S. (Halifax, 1873); HALIBURTON, An Historical and Statistical Account of Nova Scotia (Halifax, 1829); MURDOCH, A History of Nova Scotia or Acadia (Halifax, 1865); MAGUIRE, The Irish in America (New York, 1868); The Official Catholic Directory and Clergy List (Milwaukee, 1909); AKINS, The History of Halifax City (1847); Fourth Census of Canada, 1901, I (Ottawa, 1902).
APA citation. Chisholm, J. (1910). Archdiocese of Halifax. In The Catholic Encyclopedia. New York: Robert Appleton Company. http://www.newadvent.org/cathen/07117b.htm
MLA citation. Chisholm, Joseph. "Archdiocese of Halifax." The Catholic Encyclopedia. Vol. 7. New York: Robert Appleton Company, 1910. <http://www.newadvent.org/cathen/07117b.htm>.
Ecclesiastical approbation. Nihil Obstat. June 1, 1910. Remy Lafort, S.T.D., Censor. Imprimatur. +John Cardinal Farley, Archbishop of New York.


is more commonly used for services. Whichever way you look at it, the product or service that is being sold is made to be re-brandable so that the seller can sell it as own brand to consumers.
All over the worlds, large and small retailers use white label products and services to expand their product lines and increase revenue. Tesco, Morrison, Asda and others have their private label products which can be easily spotted on store shelves with their own brand attached, commonly known as the store brand.
highly depends on manufacturing expertise, technology and the cost involve.
The diagram below is used as a simple illustration of how private or white label work. Remember, tangible products apply to private label and when the product is intangible, then you are talking about white label.
In some cases: Some manufactures produced and sell to both final consumers and the same time white labelling to retailers. This is mostly common when a company make and sell a product to the UK market for an example, but offers private/white label to companies in China and Brazil.
Private label and /or white label, any difference?
The two terms are synonymous used because the difference is relatively slight. What differentiates the two is simply a question of whether the product is tangible or intangible. So, the term "private label" applies to physical or tangible products such as health food supplements. While ''white label'' applies to intangible products such as insurance. So, using the illustration in the diagram above, all you need to do is to simply replace the tangibility good with intangibility service such as SaaS, insurance, applications among others to arrive at the same meaning.
The main benefits of private or white labelling to the marketer is that it helps to concentrate on promoting the products, save costs and grow the brand. On the other hands, the manufacturer can concentrate on making the product, focus on saving costs, RD and improve quality.
The retailer sells to consumers, owns the brand and enjoy all the benefits associated with brand equity.
The retailer has backward integration advantage if the brand becomes so successful and decided to take full control of the process.
Due to the production capacity and volume they produce for various retailers, the companies that produce private or white label goods/services sometimes grow larger than the retailers that buy from them.


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Music Samples
Score to the Hiding Place Released on iTunes
5 years ago 5 years ago Uncategorized
"Radio drama fans, rejoice! Music fans will also rejoice at this news. Earlier this week, the soundtrack for one of Focus on the Family Radio Theatre's best productions, "The Hiding Place", has...
Behind the Scenes: Composing the Score to the Hiding Place
Composer Jared DePasquale discusses the process of writing the music score for Focus on the Family's award winning and powerful adaptation of The Hiding Place.
The ATC 2018 Seneca Awards
The Jake Muller Adventures: Unidentified
Brinkman Adventures, Season 7
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Score to Saint Patrick wins 2017 Seneca Award
Brian on Les Miserables, 2017 REEL Music Film & TV Awards
Elisabeth on Andy Smithson, Blast of the Dragon's Fury
jdepasquale on Andy Smithson, Blast of the Dragon's Fury
Elisabeth on The Trials of St. Patrick
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Ahead of UFC 236, UFC will host a press conference with Dana White, Max Holloway, Dustin Poirier, Kelvin Gastelum and Israel Adesanya on Friday, March 1st. Sponsored by BETDSI – CLICK BELOW TO BET ON ALL THE LATEST UFC & MMA ACTION !
Pat Pytlik (7-0) discusses his 165-pound title fight against Jake Lindsey (13-8) at Unified MMA 36 on Mar. 1. Sponsored by BETDSI – CLICK BELOW TO BET ON ALL THE LATEST UFC & MMA ACTION !
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Austin Jones (6-4) discusses his upcoming fight against Calen Born (6-0) this Friday at LFA 57. Austin also talks about how he got into MMA, training at Factory X and what's next for him.
Youssef Zalal (6-0) discusses his upcoming fight against Jose Mariscal (8-3) at LFA 57 on Jan. 18. Youssef also talks about his win at LFA 56, his training camp and potentially making the jump to the UFC next year.


Colonna Beach Hotel & Residence is located in the Gulf of Marinella, at the Emerald Coast between the resorts of Porto Rotondo and Golfo Aranci. This stunning 4* hotel boasts an outdoor swimming pool, tennis court and restaurant specialising in local gastronomic traditional dishes.
This hotel is located 18km from Olbia Airport, 145km from Alghero Airport and 300km from Cagliari Airport.
Colonna Beach Hotel has 86 rooms including garden view, side sea view and front sea view. They all feature a private bathroom, satellite TV, minibar, air conditioning, telephone and safety deposit box. Some offer a balcony.
Guests can enjoy local gastronomic traditional, national and international specialties at the restaurant. The American Bar, by the swimming pool is the perfect base to enjoy drinks, snacks and delicious aperitifs or cocktails.
In the outdoor complex there is a swimming pool and sun terrace equipped with loungers. The beach is just a short distance from the hotel and there is a tennis court, as well as Wi-Fi!


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Mental health case studies
Staff mental health and wellbeing: case studies
Promoting staff wellbeing at Sheffield Improving Access to Psychological Therapies (IAPT) service
Staff wellbeing is everyone's responsibility at Islington iCope
Managing staff wellbeing at Talking Therapies Service Brent
Promoting wellbeing in the workforce: Yorkshire and the Humber Senior Psychological Wellbeing Practitioner Network
Embedding a culture of staff wellbeing at North Yorkshire IAPT
Staff retention at Westminster Talking Therapies service
Staff wellbeing at Back on Track IAPT service
Crisis mental health: case studies
Community mental health: case studies
Improving access to psychological therapies (IAPT): case studies
Children and young people (CYP): case studies
Early intervention in psychosis (EIP): case studies
Perinatal mental health: case studies
Severe mental illness (SMI): case studies
Other mental health case studies
Archived mental health case studies
Case study summary
To help patients improve their mental health, NHS staff also need to take care of their own wellbeing. A team of Psychological Wellbeing Practitioners (PWPs) at Islington iCope therapies service was keen to think about how they could support their own wellbeing among the pressures and challenges of delivering Improving Access to Psychological Therapies (IAPT) services. Starting with a Wellbeing Action Day, the PWP team worked with managers to bring about a number of meaningful changes.
The Islington iCope Psychological Therapies and Wellbeing Service is a well-established Improving Access to Psychological Therapies (IAPT) service provided by Camden and Islington NHS Foundation Trust. It provides a range of evidence-based psychological interventions to individuals experiencing depression or an anxiety disorder. IAPT services are designed to deliver high-volume, high-quality care. A team of up to 22 Psychological Wellbeing Practitioners (PWPs), including trainees, offers more than 2,000 appointments every month. The PWP team at Islington iCope was keen to consider how they could support their own health and wellbeing amongst the pressures and challenges of their role.
How it worked
The team appointed a staff wellbeing lead who worked with the senior PWP team to arrange a Wellbeing Action Day for the wider PWP team in January 2017. Emphasis was placed on the term 'Action' to signify team members were coming together to focus on the team's, and their own, wellbeing, and show it was everyone's responsibility. Focus groups explored questions including:
What does good staff wellbeing look like?
What would help you feel more valued and supported, and that your wellbeing was important?
Why do you come to work as a PWP? How can we make this a bigger part of our role?
Following these discussions action points were agreed at individual, team and service levels. PWPs said they found it helpful to raise issues in a supportive environment and come together with colleagues to acknowledge both the challenges, and positive aspects, of the role. A range of themes was identified from which an action plan was created. Some of the highlights were:
Line management: PWPs wanted more discussions around their development and performance. As a result the line management structure was changed to shift the focus towards a review of PWP wellbeing and development. Line managers attended a refresher session led by senior PWPs which included a recap of service agreements and protocols to ensure consistency in decisions. In a review one year later, 79% of PWPs said their wellbeing was considered in every line management meeting, with almost all identifying personal development as a key purpose of line management.
Transparency: PWPs asked to hear more about discussions at management meetings and what could be changing in the service. They wanted more knowledge and understanding on service funding. They asked for greater opportunities to suggest service changes and engage in strategic thinking. As a result, the service added a standing item to meetings where the team is informed of management meeting discussion points. Members of the management team are regularly asked to attend PWP meetings where they can answer questions.
Supervision: The duty supervision arrangement was updated to include two hours a day where PWPs could discuss assessment cases. This has resulted in case management supervision being freed up to discuss treatment cases and many PWP staff members say they find this beneficial.
Wellbeing focus: PWPs asked for more information on what is available to staff via the trust. Changes include the circulation of a monthly wellbeing newsletter which promotes trust and local wellbeing events. A wellbeing committee was formed and regular lunchtime socials were arranged and facilitated by the team. These include walking groups, team quizzes and photography classes. Feedback from the team shows there has been a steady progression towards thinking more about staff wellbeing across the service. Although the PWP team is constantly changing, individual members regularly comment they always feel connected with each other and that peer support is strong.
A new wellbeing strategy
The work has generated a number of service changes which the team plans to build upon. They are passionate about embedding staff wellbeing into every aspect of the service and committing to an annual wellbeing strategy for the whole team:
Leadership and management Flexible working options
Regular and structured line management meetings
Line management training and 360-degree feedback.
Communication Monthly wellbeing newsletter and annual 'You said, we did survey'
Anonymous online questions and suggestions box
Positive feedback from patients shared in team meetings
Sharing discussions from management meetings
Regular 'thank you' and 'well done' messages from managers.
Healthy working environment Double screens for computers and PC headsets
Art and plants for therapy rooms
Extra desks.
Supporting healthy lifestyles Weekly walking group
Exercise club
Fruit Friday
Lunch club.
Recruitment and induction Interviews include a question on managing wellbeing
Induction explores how to manage own wellbeing.
Team building and social events Monthly social events
Summer social picnic
Christmas party.
Actions from the Wellbeing Action Day have been implemented. Some of the simpler changes, such as ordering new equipment, were introduced within days whilst forming a wellbeing committee and a new duty supervision system within six months. Others, such as working towards better transparency between the management and wider team, have been developing over time.
In June 2018, the iCope team completed a standardised measure of wellbeing – a Quality of Working Life Survey. This asked questions across several domains which, when compared with a sample of over 1,000 other NHS staff, revealed staff wellbeing at iCope was either average or above average in the majority of areas. It is planned to repeat the quality of working life survey in summer 2019 which will enable staff members' wellbeing measures to be compared and the results analysed.
The importance of staff wellbeing to PWP team members is shown by some of their comments captured in internal surveys and reports:
Things feel good in comparison to last year because there is more of an emphasis on wellbeing and managing stress.
The management team has made staff wellbeing a clear and visible focus and this has led to some improvements.
Following analysis of the quality of working life survey, the team plans to host open conversations with High Intensity Therapists to identify further areas for change. The framework emphasises the importance of agreeing achievable, measurable goals. Team members are also keen to share their learning and ideas with others, both across the trust and nationally. They have been invited to speak at the National IAPT PWP conference and the Positive Practice in Mental Health specialist interest group.