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FS Canis Majoris
FS Canis Majoris Facts
FS Canis Majoris's star type is eruptive variable star that can be located in the constellation of Canis Major. The description is based on the spectral class.
FS Canis Majoris is not part of the constellation outline but is within the borders of the constellation.
Based on the spectral type (Bpe (shell)) of the star, the star's colour is blue .
The star can not be seen by the naked eye, you need a telescope to see it.
FS Canis Majoris's Alternative Names
HIP30800 is the reference name for the star in the Hipparcos Star Catalogue. The Id of the star in the Henry Draper catalogue is HD45677.
FS Canis Majoris has alternative name(s) :- FS CMa, FS CMa.
BD number is the number that the star was filed under in the Durchmusterung or Bonner Durchmusterung, a star catalogue that was put together by the Bonn Observatory between 1859 to 1903. The star's BD Number is BD-12 1500.
Location of FS Canis Majoris
The location of the variable star in the night sky is determined by the Right Ascension (R.A.) and Declination (Dec.), these are equivalent to the Longitude and Latitude on the Earth. The Right Ascension is how far expressed in time (hh:mm:ss) the star is along the celestial equator. If the R.A. is positive then its eastwards. The Declination is how far north or south the object is compared to the celestial equator and is expressed in degrees. For FS Canis Majoris, the location is 06h 28m 17.42 and -13° 03` 11.1 .
Radial Velocity and Proper Motion of FS Canis Majoris
All stars like planets orbit round a central spot, in the case of planets, its the central star such as the Sun. In the case of a star, its the galactic centre. The constellations that we see today will be different than they were 50,000 years ago or 50,000 years from now. Proper Motion details the movements of these stars and are measured in milliarcseconds. The star is moving 0.25 ± 0.60 milliarcseconds/year towards the north and 2.03 ± 0.94 milliarcseconds/year east if we saw them in the horizon.
Physical Properties (Colour, Temperature) of FS Canis Majoris
FS Canis Majoris Colour and Temperature
FS Canis Majoris has a spectral type of Bpe (shell). This means the star is a blue variable star. The star has a B-V Colour Index of 0.05 which means the star's temperature has been calculated using information from Morgans @ Uni.edu at being 9,222 Kelvin.
FS Canis Majoris Radius
FS Canis Majoris Apparent and Absolute Magnitudes
FS Canis Majoris has an apparent magnitude of 7.99 which is how bright we see the star from Earth. Apparent Magnitude is also known as Visual Magnitude. If you used the 1997 Parallax value, you would get an absolute magnitude of 0.24 If you used the 2007 Parallax value, you would get an absolute magnitude of 0.77. Magnitude, whether it be apparent/visual or absolute magnitude is measured by a number, the smaller the number, the brighter the Star is. Our own Sun is the brightest star and therefore has the lowest of all magnitudes, -26.74. A faint star will have a high number.
Distance to FS Canis Majoris
Using the original Hipparcos data that was released in 1997, the parallax to the star was given as 2.82 which gave the calculated distance to FS Canis Majoris as 1156.61 light years away from Earth or 354.61 parsecs. It would take a spaceship travelling at the speed of light, 1156.61 years to get there. We don't have the technology or spaceship that can carry people over that distance yet.
In 2007, Hipparcos data was revised with a new parallax of 3.59 which put FS Canis Majoris at a distance of 908.53 light years or 278.55 parsecs. It should not be taken as though the star is moving closer or further away from us. It is purely that the distance was recalculated.
Variable Type of FS Canis Majoris
The star is a eruptive Gamma Cassiopeiae variable type which means that its size changes over time. The Variable Type is usually named after the first star of that type to be spotted. FS Canis Majoris brightness ranges from a magnitude of 8.347 to a magnitude of 7.895 over its variable period. The smaller the magnitude, the brighter the star. Its variable/pulsating period lasts for 0.4 days (variability).
Additional FS Canis Majoris Facts and Figures
Primary / Proper / Traditional Name FS Canis Majoris
Alternative Names FS CMa, HD 45677, HIP 30800, BD-12 1500, FS CMa
Spectral Type Bpe (shell)
Star Type Variable Star
Constellation Canis Major
Naked Eye Visible Requires a 7x50 Binoculars - Magnitudes
1156.61 Light Years
Proper Motion Dec. 0.25 ± 0.60 milliarcseconds/year
Proper Motion RA. 2.03 ± 0.94 milliarcseconds/year
Variable Star Details
Variable Star Class Eruptive
Variable Star Type Gamma Cassiopeiae
Mean Variability Period in Days 0.426
Variable Magnitude Range (Brighter - Dimmer) 7.895 - 8.347
Sirius (Alpha Canis Majoris)
Mirzam (Beta Canis Majoris)
Muliphein (Gamma Canis Majoris)
Wezen (Delta Canis Majoris)
Adhara (Epsilon Canis Majoris)
BE Canis Majoris
CX Canis Majoris
DZ Canis Majoris
EZ Canis Majoris
FF Canis Majoris


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Wheels can drive up dealership profits
Don Detore
Burt Brothers Tire & Service photo
Burt Brothers Tire & Service sells custom wheels at its nine locations in Utah.
AKRON — To paraphrase a popular children's song, the wheels in a retail store can make business go round-and-round. And very profitable.
Several dealers surveyed by Tire Business said wheels and tires — as well as peripheral items such as wheel and tire cleaners — are easy sellers that make happy customers and dealers alike, if displayed properly.
"There's nothing like wheels and tires and lift kits," said Jake Burt, general manager of Burt Brothers Tire & Service auto repair shop, which has nine locations in Utah. Mr. Burt manages the Cottonwood facility in Salt Lake City.
Mr. Burt said he sells two or three sets of wheels per week throughout the year, and "probably" four sets per week in the summer, when the wheel market is the hottest. He said he might sell 50 wheels a month, on average.
"We always want to be competitive," he said, "but we make 25, 30 percent on a set of wheels."
• This story appeared in the July 31 print issue of Tire Business.
Mr. Burt said one customer came into his shop recently with a damaged wheel on his Cadillac. The customer told Mr. Burt that he was quoted $1,500 by a car dealership to replace the wheel.
"We got him four new (aftermarket) wheels for $1,200," Mr. Burt said. "We made money, and he was ecstatic."
Jeremy Lindley, manager of the Northwest Tire - Dickinson North Auto Center retail store in Dickinson, N.D., said wheels are his dealership's top-selling accessory. "Black is the No. 1 choice — black aftermarket wheels," he said.
Mr. Lindley said his store sells about three or four sets of wheels per month, but when the oil boom was big in North Dakota a few years ago, he was selling four sets of wheels per week.
Robert Kaufman, owner of Dan's Goodyear in Costa Mesa, Calif., said he can sell anywhere between eight and 10 sets of wheels on a good week.
"On a normal week, we sell about two sets," Mr. Kaufman said. "Spring and summer are when customers want to make their vehicles look the best, especially in the beach area."
Naturally, wheels are a top seller for a company that uses the word in its name — RNR Tire Express & Custom Wheels.
Ryan Schrader, RNR's director of operations at the firm's corporate office in Tampa, Fla., said wheels and tires account for 90 percent of the firm's business.
"It's a great money-maker, with a lot of revenue for our stores," Mr. Schrader said. There are close to 100 RNR franchise stores in the U.S.
'All about aesthetics'
Dealers say that customers today want to make their vehicles their own, and one of the most distinctive ways to accomplish this is to dress up their rides with a set of wheels.
"They just want to look like they're cool," Mr. Kaufman said. "We are in a good area, with well-to-do neighborhoods around us, and they have the money to spend on accessorizing their vehicles."
"It's all about aesthetics," Mr. Burt said. "They don't want a car that looks like every other vehicle on the lot. Maybe there's a different finish that they're fond of, black or chrome, or maybe they like swirls or spokes. It's a preference type of thing."
Mr. Schrader said changing tires and/or wheels isn't the cheapest way to make the look of a vehicle distinctive, but it is certainly among the easiest and most popular.
"It's a want, not a need, but it's a want for a lot of people in all gamuts of life," Mr. Schrader noted.
He said wanting to change the look of a vehicle can serve as a catalyst to "move forward and put a set of aftermarket tires and wheels on a car."
"Obviously when you add a chrome trim piece," he said, "you're not drastically changing the look of the car, truck, van or SUV.
"But when you add a custom set of wheels, it adds a uniqueness to the vehicle that makes it look different than the hundreds or thousands of vehicles that come from the factory," he said.
And if a driver damages one wheel, he or she usually can replace all four with aftermarket wheels cheaper than purchasing two OEM wheels.
"It can be a catalyst to replace your wheels," Mr. Schrader said. "Even though you don't need it, you want your car to look nice, so you may move forward to put a new set of aftermarket tires and wheels on your vehicle."
Dealers said one of the biggest trends today is for customers to upgrade their wheels and tires with an off-road or all-terrain mud package.
"They're taking their (Ford) F-150 and going to a larger, more aggressive wheel and tire package," Mr. Schrader said.
Mr. Burt said a customer's customized truck influences his buddy to want to do the same.
"We have a lot of people think methodically about it. They buy a new truck, but then they've got to get it fixed up like they want it."
Mr. Kaufman said the bolder three-piece wheels, as well as neon colors are a hot commodity in his market.
And the California dealer offers his customers another lucrative way to distinguish their vehicles. He owns a printing machine that can customize add-ons, such as tires, bedliners and rubber floor mats.
"You can print anything you want on the tire and on a floor mat," Mr. Kaufman said, noting that it's more lucrative to sell a customized set of new mats, rather than print on dirty mats.
Burt Brothers Tire & Service photo
Jake Burt, general manager of a Burt Brothers Tire & Service auto repair shop in Salt Lake City, says displaying items such as custom wheels will help to increase sales.
Wheels, however, aren't the only accessories with which dealers find success.
Mr. Schrader said tire pressure monitoring system sensor replacement complements the business.
"It's not necessarily an accessory, but a safety device," he said.
"We test them for customers and can show them if they're getting to their end of life.
"In areas where there's salt or mountainous terrain, consumers need to watch for them to go bad. There's a great opportunity to sell sensors and switch them (out)."
Mr. Burt said his dealership has success selling add-ons such as sidesteps, vent visors, hitches, window tint and bikini tops for Jeep Wranglers.
"We've even done a little promotion thing with mugs and pocket knives and starter kits for batteries," Mr. Burt said.
In fact, he said battery chargers, which retail for about $100, are especially popular during winter.
"They come in a nice pouch," he said. "They are powerful enough to jump start a car and charge a cell phone. They make a nice Christmas gift."
He said one customer came back to buy one for each of his three vehicles. "We sell out about all of them," Mr. Burt said.
Car bras are a hot seller in California, according to Mr. Kaufman.
"With the weather and the saltwater, people want to keep the front of their cars clean," he said.
His shop has a bra displayed on the front bumpers of a Mazda RX7 and Nissan 300 ZX.
"They are more of an impulse buy," Mr. Kaufman said. "(The display) puts the idea in their head."
Mr. Schrader said wheel and tire cleaners, spiked lugnuts and road- hazard programs also are successful sellers.
Visibility is key
But wheels and tires remain king of the accessories and add-ons. And making those products highly visible to the customer is the key to success.
"If my customer comes in for tires or repairs or alignment or something like that, they will see other items," Mr. Kaufman said. "So we try to upsell them with some of the other things we offer. They see them as they are waiting on service."
Mr. Burt said one of his fellow managers was having difficulty selling wheels in his shop. Finally, he ordered two sets of wheels and displayed them prominently for customers to see as soon as they walked in the store.
"He sold both of them by the end of the month," Mr. Burt said.
The key for dealers, Mr. Schrader said, is to find the appropriate accessory or add-on for the market served.
"Provide them options that make sense," he said. "And believe in them. That's the biggest thing."
Treating the customer right also is important.
"The most important thing is good customer service," Mr. Kaufman said. "Sell a good product at a fair price. Don't try to get rich over one sale. In some cases, money is an issue (for accessories).
"If they don't have the money now, they will come back in."

redpajama_set_name: RedPajamaCommonCrawl


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Tag Archives: Richard Lee
VDT: Quarterman Road project completed
The Valdosta Daily Times caught me working on being tactful.
Matt Flumerfelt's writeup actually conflates two different county commission meetings, but gets the gist right:
The fate of the tree canopies lining the rural road were thought to hang in the balance. Several residents spoke in favor of the paving, citing dangerous conditions along the road during periods of stormy weather.
John and Gretchen Quarterman, whose ancestors lent their name to the country lane, led the fight to preserve the road in its original pristine dirt-road condition.
The forest along Quarterman Road is "a scrap of the longleaf fire forest that used to grow from southern Virginia to eastern Texas," said John Quarterman following the ribbon-cutting ceremony. "This forest has been here since the last ice age."
Quarterman Road, pre-paving, was the kind of dirt road down which Huckleberry Finn might be envisioned skipping barefoot with a fishing rod projecting over one shoulder.
It was the kind of road near which Thoreau might have planted a cabin.
"Many people don't know that a longleaf pine forest has more species diversity than anything outside a tropical rain forest," Quarterman said. "In our woods, we have five species of blueberries, …
Oh, the beaver will be mad. I forgot to mention the beaver.
The rest of the story is on the VDT web pages. More pictures of the event in the previous blog entry.
For pictures of what lives in the forest, see longleaf burning gopher tortoises, snakes, frogs, bees and butterflies, spiders and scorpion, and raccoon, and beautyberry, pokeberry, passion flower, pond lily, ginger lily, Treat's rain lily (native only to south Georgia, north Florida, and a bit of Alabama), thistle, sycamore, palmetto, mushrooms, lantana, magnolia, grapes, yellow jessamine, dogwood, and native wild azaleas.
The VDT has a good picture of Gretchen cutting the ribbon.
But it's not over just because one road project is completed:
"More people around the county seem to be paying attention these days. Commissioners tell us that already another road in the county has had its canopy saved during paving, and the commission has promised residents of Coppage Road that if their road is paved, their canopy will be saved. Commissioners even seem to like the idea of recognizing canopy roads as a feature of quality of life for residents of the county and for visitors."
We have a forest. The county just has roads.
Now let's go see what they're doing to the rest of our roads. And schools, and waste management, and biofuels, and industry…. If you'd like to help, please contact the Lowndes Area Knowledge Exchange.
This entry was posted in Amphibians, Arachnids, Beautyberry, Beaver, Birds, Blackberry, Botany, Canopy Road, Cypress, Dogwood, Gopher tortoise, Insects, Longleaf, Lowndes County Commission, Georgia, Mammals, Mushroom, Plants, Politics, Reptiles, Silviculture, Snakes, Treat's Rain Lily, Yellow jessamine and tagged Ashley Paulk, Canopy road, Coppage Road, fire forest, functional classification 9, Georgia, Gretchen Quarterman, Joe Pritchard, John S. Quarterman, Longleaf, Lowndes County, Quarterman Road, rain forest, Richard Lee, rural road on September 11, 2009 by John S. Quarterman.
Ribbon Cutting, Quarterman Road
Chairman Paulk insisted that Gretchen cut the ribbon:
Before that, the crowd assembling: Continue reading →
This entry was posted in Canopy Road, Lowndes County Commission, Georgia and tagged Ashley Paulk, Canopy road, county commission, dirt, Georgia, Gretchen Quarterman, hurricane, Lowndes County, paving, Quarterman Road, Richard Lee, weather on September 10, 2009 by John S. Quarterman.
Staten Road Bridge Opens After 15+ Years
WCTV reports on the opening of the new Staten Road bridge in Lowndes County yesterday (27 May):
"We live at the north end of the county and for us our choices to come to town are Bemiss Road, Val del or the highway…drive all the way over to 75, so this is just a direct route from where we live in the north end to top of town," said Gretchen Quarterman, a local resident.
"Today is like opening a Christmas present," said Lowndes County Commissioner Richard Lee. "We're excited. I cut the ribbon. I opened my present and I just took a ride on it and it's absolutely smooth as silk."
The picture, by Gretchen, shows the opening party, with left to right: Larry Miler, environmental compliance director for Lowndes County, Jeffrey Chiu who designed the three spans of the bridge, Richard Lee, county commissioner for District 2, which contains the bridge, Brian Starling, GDOT project engineer; Joyce Evans, commissioner; Jerry Hughes, GDOT area engineer; Ashley Paulk, county commissioner, who lives in District 2; Craig Solomon, GDOT communications officer; and Mike Fletcher, county engineer.
Most of the money came from the state, to the tune of something like $6 million. The county also paved Staten Road from the bridge south to McMillan Orr Road.
The VDT has some good pictures of he bridge itself and more detail.
This entry was posted in Development, Economy, Politics, Travel and tagged Brian Starling, bridge, GDOT, Georgia, Lowndes County, Richard Lee, Staten Road, WCTV on May 28, 2009 by John S. Quarterman.
What Happened to the Canopies
A while back I posted about Partial Win: Canopies May be Saved. Here's what happened.
You may recognize that first picture from the Nov 6th post in this blog, Save Our Canopy Road. A copy of that blog post along with a neighorhood meeting notice with the same picture was in the materials staff gave to the Commission, so both staff and Commissioners should have been aware that that entrance was the symbol of the canopy. Despite a Commissioner telling us that the county would start with some noncontentious part of the clearing, the very first thing the county did was to tear all the limbs off those signature oaks at the entrance to the north canopy, and then tear them completely down and grub up the ground like a plowed field. That and tear down the neighboring fence. Here's another view:
What looks like a plowed field is where those oaks used to be.
Now don't get me wrong. The entire canopy is on the right of way the county owns, and, as I've said numerous times in public County Commission meetings, I do appreciate the county saving at least some part of the canopy, and I especially appreciate the Commissioners literally going out of their way on Nov 9th by piling into a van and driving out there to look at the situation, and then, as Chairman Casey said in the public meeting on Nov 10th, putting his thumb in the chest of the county engineer and telling him to find a way to save the canopies. And indeed, a significant part of the canopy is saved:
County staff showed pictures like that one at the Dec 9th Commission meeting, saying the canopy was saved. Indeed, part of it was saved. But the children crying in the house nearby don't agree that "the canopy was saved," nor do the adjoining landowners. Why should county staff, who never paid attention to the canopy until recent months except as an impediment to their highway plan, and who wanted to tear it all down, be the judge of what saving the canopy means?
Suppose the Commissioners had told staff to save your house and they tore down your front porch and flattened your carport and then showed pictures of your house to the Commission saying "we saved the house!" Would you be satisfied?
Speaking of the carport, here's what the south end of the north canopy now looks like:
The pile of trees on the far side used to be canopy, and the bare dirt on the near side used to be canopy.
Why did they tear down the ends of the canopy? For curves. Designed for 45 MPH. After county staff had told me they were probably going to set the speed limit at the canopies lower than that. After the owner of both sides of the road immediately north of this canopy offered them the ability to move the road over enough not to need to tear down the trees or his fence. Instead of getting back to him on that, they just went ahead and tore down the trees the same day. As that landowner, Shawn Vandemark, said:
"We were told one thing and another happened."
What we have here is a communication problem between the county government and its citizens. It's not as if concerns about the canopy weren't known to the county well beforehand. Back in June county government people attended a neighborhood meeting where those concerns were expressed, and options between paving like a highway or leaving it dirt were requested. Hearing no response, I sent a letter to the county on Aug 7th detailing those and other concerns. Still no response. The first notification anyone living on the road got (as far as I know) was when I noticed a truck driving slow around the road and asked them what they were doing. "Looking to see what it will take to tear down all the trees on the right of way!" When I pointed out that we were told back in June that we would be notified 6 to 9 months before anything was done, the two guys in the truck said, laughing:
"That's the county way!"
The county did also leave a significant part of the south canopy, and we do appreciate the Commissioners making that happen:
Although once again the county tore down the south end (not shown). Why? For a wide curve. That one I doubt is even for 45 MPH, given that it doesn't look like they managed to acquire that much land back in the early 1990s. However, why did it even have to be 35MPH? This local rural neighborhood road doesn't go anywhere!
The point here is that county staff did not do what the county Commission told them to do. The Commissioners left the fox in charge of the hen house, and quite a few chickens got eaten.
This has all been said directly to the county Commissioners and staff in their public meeting of Dec 9th. Some of the Commissioners had some difficulty understanding what we were complaining about. I'm spelling out this part of it here so as to make it more plain. Yes, the commissioners did go out of their way to save the canopies, and we do appreciate that. But what they said to do is not what happened. And it's not the first time. If county staff had been taking care of business since June by communicating with residents of the road about the canopies, Commissioners wouldn't have had any need to scurry around at the last minute. And if staff had done what the Commission told them to on Nov 10th, Commissioners wouldn't have been listening to complaints about the canopy on Dec 9th.
What we have here is a failure to communicate. A small amount of dialog could have prevented this situation. Dialog between June and November. Dialog between county staff and the local landowner after Dec 10th. Staff could have said to him: "here's what I understand your concerns to be and here's what we're going to do; how does that sound?" A few iterations like that between the county and him and other concerned parties and a result could have been arrived at that, while it may not have pleased everybody, wouldn't have been nearly as much of a problem.
Here's the newspaper version of that Dec 10th meeting. More on other topics from that meeting in another post.
If saying one thing and doing another is "the county way", does that seem right to you?
How do we institute effective dialog between the county government and its citizens?
This entry was posted in Canopy Road, Development, Lowndes County Commission, Georgia, Politics and tagged Canopy road, county commission, functional classification 9, Georgia, Lowndes County, Quarterman Road, Richard Lee, rural road on December 24, 2008 by John S. Quarterman.
Partial Win: Canopies May Be Saved
As you may have seen on the front page of the VDT, the county commission did make concessions to saving the canopies on Quarterman Road:
The County overcame some objections to the project by agreeing to install curbs and gutters along the canopy sections of the road instead of the original plan that would have required clearing a wider area prior to paving. County Commissioner Richard Lee said the Quarterman Road paving project had "garnered more communication than any other project I can remember except maybe one." Lee continued, "The commissioners have bent over backwards to try and accommodate that major concern [the tree canopies] that many of you have." Lee went on to say, "The only final solution for making this road safe, sound and accessible consistently is for it to be paved."
For some reason that "final solution" has an unfortunate historical ring to some of us in the path of "progress". However, at least the commission did decide to do something about the canopies, which is good.
There's more in the VDT story. Pictured to the right here is the current classification of Quarterman Road by the county and state, as functional classification 9, "local roads rural". The South Georgia Regional Development Center (SGRDC, a state agency) classifies it in two parts, divided at the subdivision entrance, both as local rural road. More on that later.
This entry was posted in Canopy Road, Lowndes County Commission, Georgia, Politics and tagged Canopy road, functional classification 9, Georgia, Lowndes County, Quarterman Road, Richard Lee, rural road on November 20, 2008 by John S. Quarterman.
Open Letter to Commisioner Lee
To: Richard C. Lee, District 2
Cc: Rodney N. Casey, Chairman
Cc: J. Edgar Roberts, District 1
Cc: G. Robert Carter, District 3
Cc: Jason Davenport, County Planner
Lowndes County Board of Commissioners
325 West Savannah Avenue
From: John S. Quarterman
residence 6565 Quarterman Road
3338 Country Club Rd. #L336
Commissioner Lee,
Thank you for meeting with us Friday. That was a good beginning to a conversation, much like I had hoped we would have after you attended our neighborhood meeting of June 5 in which we requested further options and my letter of August 7 in which I also requested further options regarding Quarterman Road. Now we're talking!
I understand that there has been some confusion as to who wants to do what with Quarterman Road. This is why we have clarified neighborhood opinion with the petition of 26 October showing that a majority of households on the road and the owners of a majority of the road frontage do not want the road paved, at least not using the current plan the county is pursuing of clearing a 60 foot right of way and tearing down the tree canopy.
Apparently there has also been some confusion as to what the state requires the county to do. I hear that some time in the past the county was planning to use state money to improve Quarterman Road. If so, I see how that money could have come with requirements from the state. That would explain why the current county paving plan, which was originally drawn up many years ago, looks more like a state highway than a rural local county road. However, as I am sure you are aware, SPLOST VI is a local tax, not state money, so there are no such requirements along with it. I confirmed this with the District Engineer with GDOT. He tells me that the state makes no requirements on the county as to what to do with Quarterman Road, which the state classifies as functional class 9, a rural local road. Continue reading →
This entry was posted in Canopy Road, Lowndes County Commission, Georgia, Politics and tagged Canopy road, Florida, Georgia, Hahira, Leon County, Lowndes County, paving, planning, progress, Quarterman Road, Richard Lee, Rusk Road, Save Our Canopy Road, Tallahassee, Thomas County, Thomasville, Valdosta on November 10, 2008 by John S. Quarterman.


New data laws coming into force are being used by scammers to steal personal information, police have warned.
Customers of NatWest are among those targeted by the scammers, who have been sending fraudulent emails claiming to be from the bank.
Companies have been contacting their customers to give reassurance that they are adhering to the new General Data Protection Regulation laws. In addition, many companies are asking customers if they are happy to continue receiving emails.
However scammers have created fake emails telling customers their accounts could be terminated if they do not update their records, at which point they are directed to a site which steals any data they input.
These phishing scams are usually perpetrated to gain access to victims' bank accounts.
Action Fraud have released a statement confirming that banks will never ask for a pin, password or memorable information by text or email.
The agency has also pointed out that fraudulent GDPR emails will often contain poor spelling or grammar, as well as sub-quality design you would not expect in a legitimate email from a bank.
Fake emails might also fail to address you by name (instead starting with "Dear friend" or "Dear customer") or could come from a strange email address, such as a Gmail or Yahoo account.
The new GDPR law brought in on Friday after being passed by the European Parliament forces businesses to actively secure consent before using customers' personal data such as their name, phone number and email address.
Having been enshrined in the UK's upcoming Data Protection Bill, the laws will still apply after Brexit and apply to all businesses offering goods or services within the EU.
Several US websites including that of the Los Angeles Times have temporarily been made unavailable in EU counties as a precaution due to the law coming into effect.


Advantages of Cloud Solutions are now Outweighing Enterprise Concerns | Innovative Integration, Inc. Advantages of Cloud Solutions are now Outweighing Enterprise Concerns | Innovative Integration, Inc.
With an increasing number of enterprise companies embracing cloud solutions, it's apparent that the conveniences associated with the cloud are overtaking many of the concerns initially associated with it.
According to a report recently released by BI Intelligence, 67 percent of companies were using the cloud and other Infrastructure-as-a-Service solutions as of 2015 — a significant increase of nearly 20 percent over the previous year.
Cost-effectiveness. In many cases, companies are able to pay rates based on their use — which allows for a more cost-effective model than many other solutions. In some instances, the use of the public cloud may be free.
Ability to create a hybrid solution. Companies have successfully leveraged the public and private cloud to develop more effective solutions. As a result, they can take advantage of the benefits of the public cloud for areas that are considered less vulnerable to security risks while opting for the private cloud for operations that contain sensitive data. An ideal example is the use of Google docs for collaborative efforts on presentations.
Improved agility. As part of a hybrid cloud solution, for example, IT departments can take advantage of an agile model that allows them to quickly move between the two models while delivering services.
Another reason companies may be embracing cloud solutions is the ability to create their own cloud environments that simulate those in the public cloud— a feature that has been recently offered by vendors.
This addresses many of their concerns enterprise companies may have about compliance and other legal regulations.


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(v) Candidates must have qualified CTET.
Rs. 100/- (No fee from SC/ST/PH/Ex.SM/Women candidates) to be paid online only through SBI e-pay.
Candidates must apply online through the website http://dsssbonline.nic.in .The closing date for submission of online application is 30/07/2018 after which the link will be disabled. Applications received through any other mode would not be accepted and summarily rejected.


text:
Adams County, ID
Adams County, ID (2023)
Tags: 2023 Low-Cost Idaho
This page contains the Conforming, FHA, VA, and HECM Loan Limits for each housing type in Adams County.
Return to the state page to see county affordability charts for Idaho. Click a county on the map to visit a different county.
Loan Limit Tables Adams County, ID
Loan Limits are the maximum amount of money allowed to be lent for a particular kind of loan. Different types of loans have different limits. Below are the 2023 loan limits for Adams County, ID.
The Federal Housing Finance Agency (FHFA) conducts an annual survey to determine the median home prices in each county or metro area in the US. Median home price is then used to determine the loan limits in Adams County.
The last survey of home prices in Adams County was conducted in 2022 and found the median home price was $260,000.
Based on the median home price, Adams County was determined to be a "low-cost" area. Accordingly, 2023 loan limits in Adams County are set equal to the national baseline limit.
The 2023 conforming loan limit for a single-family home in Adams County, ID is $726,200. The FHA loan limit for a single-family home is $472,030.
The tables above provide a complete breakdown of 2023 loan limits in Adams County, ID for FHA Loans, Conforming Loans, VA Loans, and HECM Reverse Mortgages.
Loan Limits on this page apply to the following cities in Adams County, Idaho: Council, New Meadows, Indian Valley, and Mesa.
These loan limits also apply to the following ZIP codes in Adams County, Idaho: 83612, 83654, 83632, and 83643.
More on Adams County, ID
Want to learn more about Adams County, ID? See Fair Market Rents in Adams County, ID to view 40th percentile FMRs and SAFMRs by ZIP code or click here to find a Public Housing Authority near Adams County, ID who can help with finding affordable housing near you.


A story that made national headlines – in a Drs Exclusive, a murdered reporter's family sits down for an interview following their daughter's untimely death. Plus, Real Housewife of Orange County, Tamra Judge, is setting the record straight on her granddaughters "medical crisis." Then, we're revealing the unexpected places in your home where mold could be lurking and what you need to do! And Dr. Ashton tries the surprising new massage trend you have to see to believe!
Criminalize Parents for Kid's Truancy?
Is W-Sitting Bad for Kids?
Drs. Rx: Can Clutter Make You Fat?


text:
Oklahoma Department Of Commerce Certifies Nine Centers For Workforce Excellence
Sean Kouplen, Oklahoma Secretary of Commerce & Workforce Development, alongside members of the Governor's Council for Workforce and Economic Development and industry leaders, announced today the certification of nine Centers for Workforce Excellence (CWE) under the Oklahoma Works Together program.
"Governor Stitt has worked to implement his 'Oklahoma Turnaround' initiatives in a variety of areas. Workforce development, recruitment and retention play an essential role in positioning Oklahoma as a Top 10 state for business, particularly during the COVID-19 pandemic," Kouplen said.
"Oklahoma Works Together establishes a local, industry-based workforce model that we can use to help existing businesses find workers and attract new industry to Oklahoma."
Best Cities to Buy a House During COVID-19
As of July 2020, only four months into the pandemic, the Pew Research Center found that approximately 20% of Americans had moved due to COVID-19 concerns. Buying a house during a global health crisis may not have been one of your New Year's resolutions, but then again, 2020 has brought many surprises...Continue Reading
Oklahoma is Helping Drive EV and Other Automotive Businesses Forward
South Central state Oklahoma has hit the "on" switch to attract a new generation of electric automotive companies and plants. Your Mechanic.com has ranked Oklahoma as the most EV-friendly state to own an electric vehicle. The State has also introduced a number of incentives to attract automotive investment. The incentives and othe...Continue Reading
Michael Overall: Nearly 30 years ago, Tulsa planted a small seed called a 'TIF.' See how it has grown
Tulsa wanted an emergency clause that would have let the bill take effect immediately, but state lawmakers didn't see any need to rush. It had taken several years already to convince the Legislature to allow "tax increment financing," so what difference would a few more months make? The law passed i...Continue Reading


text:
Contributing to VOC
===================

If you experience problems with VOC, `log them on GitHub`_.

If you want to contribute code, please `fork the code`_ and `submit a pull request`_.

If you're a newcomer to the project looking for how to start contributing,
you may find useful the `First Timers Guide`_.

.. _log them on Github: https://github.com/pybee/voc/issues
.. _fork the code: https://github.com/pybee/voc
.. _submit a pull request: https://github.com/pybee/voc/pulls
.. _First Timers Guide: http://pybee.org/contributing/how/first-time/what/voc/

Setting up your development environment
---------------------------------------

The process of setting up a development environment is very similar to
the :doc:`/background/install` process. The biggest difference is that
instead of using the official PyBee repository, you'll be using your own
Github fork.

As with the getting started guide, these instructions will assume that you
have Python 3.4+, a Java >=7 JDK, and Apache ANT installed.

**Note:** If you are on Linux, you will need to install an extra package to be able to run the test suite.
 * **Ubuntu** 12.04 and 14.04: ``libpython3.4-testsuite`` This can be done by running ``apt-get install libpython3.4-testsuite``.
 * **Ubuntu** 16.04 and 16.10: ``libpython3.5-testsuite`` This can be done by running ``apt-get install libpython3.5-testsuite``.
 * **Ubuntu** 18.04: ``libpython3.6-testsuite`` This can be done by running ``apt-get install libpython3.6-testsuite``.

Start by forking VOC into your own Github repository; then
check out your fork to your own computer into a development directory:

.. code-block:: bash

    $ mkdir voc-dev
    $ cd voc-dev
    $ git clone git@github.com:<your github username>/voc.git

Then create a virtual environment and install VOC into it:

.. code-block:: bash

    $ python3 -m venv env
    $ . env/bin/activate
    $ cd voc
    $ pip install -e .

For Windows the use of cmd under Administrator permission is suggested instead of PowerShell.

.. code-block:: batch

    > py -3 -m venv env
    > env\Scripts\activate.bat
    > cd voc
    > pip install -e .

You're now ready to run the test suite!

Running the test suite
----------------------

To run the entire test suite, type:

.. code-block:: bash

    $ python setup.py test

To capture unexpected successes and new failures in test:

.. code-block:: bash

    $ python setup.py test 2>&1 | grep -E 'success|FAIL'

Running the full test suite will take quite a while - it takes 40 minutes on the CI server. You can speed this up by running the tests in parallel via pytest:

.. code-block:: bash

    $ pip install -r requirements/tests.txt
    $ py.test -n auto

You can specify the number of cores to utilize, or use ``auto`` as shown above to use all available cores.

If you just want to run a single test, or a single group of tests, you can provide command-line arguments.

To run a single test, provide the full dotted-path to the test:

.. code-block:: bash

    $ python setup.py test -s tests.datatypes.test_str.BinaryStrOperationTests.test_add_bool

To run a full test case, do the same, but stop at the test case name:

.. code-block:: bash

    $ python setup.py test -s tests.datatypes.test_str.BinaryStrOperationTests

Or, to run all the Str datatype tests:

.. code-block:: bash

    $ python setup.py test -s tests.datatypes.test_str

Or, to run all the datatypes tests:

.. code-block:: bash

    $ python setup.py test -s tests.datatypes

Or you can use Cricket, a GUI tool for running test suites. To start cricket in the background:

.. code-block:: bash

    $ pip install -r requirements/tests.txt
    $ cricket-unittest &

This should open a GUI window that lists all the tests. From there you can "Run all" or select specific tests and "Run selected."

Running the code style checks
-----------------------------

Before sending your pull request for review, you may want to run the style checks locally.

These checks also run automatically in Travis, but you will avoid unnecessary
waiting time if you do this beforehand and fix your code to follow the style
rules.

In order to do that, first you need to install flake8::

    pip install flake8

Then, whenever you want to run the checks, run the following command inside the
project's directory::

    flake8 && ant checkstyle

Contributing tests for checking Standard Library Modules
-----------------------------------------------------------------
-  The purpose of the Standard Library tests are to ensure that the packages from the
   Python standard library are working within voc.
-  You can check out the status of tests, such as if they exist and if
   they are passing, with the following commands from within the voc
   directory:
-  ``python tools/compile_stdlib.py java --collect-status && python tools/build_stdlib_report.py --html``
-  Check out the resultant ``voc/report.html`` file.

How to create a new test
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
-  Create a new python file in the voc/stdlib_tests directory with the name
   ``test_LibraryName``. This test name must match the name of
   the python standard library module you are testing.
-  Import the module that needs testing into the test_LibraryName.py file.
-  Try to instantiate the module as an object and call multiple methods for it.
-  Make sure you have followed the guide at :doc:`/background/install`
-  Compile the test ``voc test_YourTestName``
-  Run the code with
   ``java -cp /YourPath/voc/dist/python-java-support.jar:/YourPath/ python.test_YourTestName``

Test Guidelines
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
-  Try to avoid using other libraries.
-  If using other libraries, be careful as they may not be implemented
   yet and this will cause further yak shaving.
-  If the feature is not yet implemented, the tests will fail, but we
   will have some tests for when the feature is implemented and the
   report will be updated. Thanks for contributing!

Working with code for Java bytecode
-----------------------------------

If you find yourself needing to work with the parts of VOC that generates Java bytecode,
you might find helpful these pointers:

* `A Python interpreter written in Python`_ will get you started on how stack based
  machines work. While the examples aren't for the JVM, the workings of the machines
  are similar enough to help you get used to the thinking.

* The `Java bytecode instructions` are represented by classes in :py:mod:`voc.java.opcodes`
  that inherit from :py:class:`voc.java.opcodes.Opcode`.
  Most of the code to generate bytecode is in the :py:mod:`voc.python.ast` module, and
  the bytecode generating code is often a sequence of instances of these
  opcode classes calling the method :py:meth:`~voc.python.blocks.Accumulator.add_opcodes`
  for the current context.

* The :py:meth:`~voc.python.blocks.Accumulator.add_opcodes` method also support helpers that work
  as pseudo-instructions, which allow to generate more complex sequences of instructions,
  like the ``IF()``, ``TRY()``, ``CATCH()`` from the :py:mod:`voc.voc.python.structures` module.
  It's easier to understand how these work finding an example of usage in VOC itself.
  Ask in Gitter, if you need help with it.

Troubleshooting generated bytecode
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Troubleshooting issues in the generated bytecode can be a bit hard.

There are some tools that can help you to see what's going on.
You can use a tool available in the `ASM`_ project to check the bytecode for problems.

Download the ASM binary distribution from the `ASM`_ project, extract the file in
some directory and create a script like this::

    ASM_VERSION=5.2
    ASM_HOME=/path/to/asm-${ASM_VERSION}/lib

    [ -n "$2" ] || { echo "Usage: $(basename $0) CLASSPATH CLASS_TO_ANALYSE"; exit 1; }

    asm_file="$ASM_HOME/asm-${ASM_VERSION}.jar"
    [ -f "$asm_file" ] ||  { echo "Couldn't find file $asm_file"; exit 1; }

    classpath=$1
    class_to_analyse=$2

    java -cp "$ASM_HOME/asm-${ASM_VERSION}.jar:$ASM_HOME/asm-tree-${ASM_VERSION}.jar:$ASM_HOME/asm-analysis-${ASM_VERSION}.jar:$ASM_HOME/asm-util-${ASM_VERSION}.jar:$classpath" org.objectweb.asm.util.CheckClassAdapter $class_to_analyse

Then you can call it like::

    asm.sh /PATH/TO/voc/dist/python-java-support.jar:. path.to.JavaClass

This will give you a brief diagnosis of problems found in the bytecode for the given
Java class, and if possible will print a friendlier version of the bytecode.

If you just want to see a human friendly version of the Java bytecode
to double check the generated code, you can also try the command::

    javap -c path.to.JavaClass

.. _A Python interpreter written in Python: http://www.aosabook.org/en/500L/a-python-interpreter-written-in-python.html
.. _Java bytecode instructions: https://en.wikipedia.org/wiki/Java_bytecode_instruction_listings
.. _ASM: http://asm.ow2.org/download/index.html

redpajama_set_name: RedPajamaGithub


That's the key message from Bill Aulet, managing director of the Martin Trust Center for MIT Entrepreneurship and a serial entrepreneur.
And he aims to teach as many people as possible.
Today, 20 percent of young people want to start their own company, but it's not possible to scale entrepreneurship education, Aulet said.
Aulet spoke Tuesday morning to a group of entrepreneurs at Capital Factory, a technology co-working site, accelerator and incubator in downtown Austin.
Historically, business schools have focused almost exclusively on meeting the needs of large companies, Aulet said. And while lots of books have been written on different aspects of founding a company, Aulet found a need existed to craft a handbook, or how to manual, for startup entrepreneurs.
So Aulet created a toolbox and a common language to share knowledge in his book: "Disciplined Entrepreneurship: 24 Steps to a Successful Startup." The just released book provides a roadmap with key steps founders should take to become more successful in their ventures.
Right now, entrepreneurship is so ill defined, Aulet said.
"It's easy to fake," he said.
He fears that stories and myths generate a spirit of entrepreneurship without providing the necessary skills.
That's why education is so essential, Aulet said. He predicts every school in the country will be teaching entrepreneurship.
In his book, Aulet dispels three common myths including the focus on the lone entrepreneurs. It's often teams that found companies and the more founders the greater chance of success, according to Aulet. He also dispels the myth that all founders are charismatic and that is a key to their success. That only goes so far. The most important traits to success are the ability to communicate, hire good people and sell the product and company. And lastly, people are not born entrepreneurs. They are taught to be entrepreneurs.
"What the book is not – it's not everything you need for startups," Aulet said. But it's a start.
The reason he named his book Disciplined Entrepreneurship is to make it clear that successful entrepreneurs have incredible self-discipline. Often stories told about them make it look easy and effortless.
"We have not defined a discipline of entrepreneurship," Aulet said. As a result, he fears a backlash against entrepreneurship that the country can ill afford.
The first step in starting a company involves defining "who is your customer," Aulet said. That involves creating a customer persona. He used an example of a Lamborghini owner as a high net worth middle-aged man who enjoys the finer things in life and wants the finest customer service. A repair shop catering to that customer would not service Volvos or Hondas. It's all about catering to the Lamborghini customer.
"The best place to start is with a customer…great startup companies become one with the customer," Aulet said.
It's really important to define that market because if your product is for everyone, it really isn't for anyone, Aulet said.
"If you want to be a great company you find a targeted group," he said.
Next comes spiraling innovation. Aulet includes an illustration in his book of the 24 steps that looks like a game board.
Entrepreneurs must map the process to acquire a paying customer.
They always underestimate this cost, Aulet said.
Next, how do you make money off your product?
"The number one job of a CEO is to make sure you don't run out of cash," Aulet said.
The final stages of Aulet's book deal with designing and building the product and scaling the business.
In brief remarks after his presentation, Aulet said that business accelerators are better than incubators for launching new companies. Accelerators tend to launch successes or failures, but either way it's a quick process. Incubators can maintain companies for longer periods of time in a comfort zone, often giving them a false sense of accomplishment. Aulet referred to those companies as the living dead.


This OWC toolkit includes all the tools you need to install memory and/or drives for the Mac Mini 2018.
All the tools you need to install memory for Mac Mini 2018.
1 Year Warranty on screwdrivers, no warranty on the pry tool.


Challenge yourself and build team work skills all the while trusting your group as you climb the vertical rock wall.
Teams of at least 4 rotate through having a go at climbing and belaying their team mates up the wall.
The first quarter of the wall is a rope web continuing onto a man-made wall with holds and climbs that suit all ages and skill levels.</P.


Welcome La Salette Father Francisco, who will work with Fr. Manny for our healing services. Father Francisco is from Angola and now on our staff. This is the last healing service of the year. We begin again in January.


text:
40.405N \ 79.912W
The power of the firm in the iron and steel industries was now dictatorial. On the fiat of the Carnegie Company depended almost entirely the price of steel in the market. Rivalry was dwarfed and competition nullified.
Arthur G. Burgoyne_
Eighteen and Ninety Three_
Homestead: A Complete History_
01|01 >> _ The feeling of ownership had a place in the reasoning of these simple people. Many of them had bought and paid for their homes and were pillars of the borough government. Some were still paying for their dwellings—paying off the mortgages held by the Carnegie Company, which had been in the habit of helping those who cared to build, and which even did a regular banking business for the advantage of its employees.
x-40/79 | + The First of Chapters_
Homestead and its Mills—The Rise and Progress of the Carnegie Firm—How The "Star-Spangled Scotchman"Made His Fortune—He Labors For Years and Then Lapses Into Luxury—H.C. Frick's Career as Coke King and Iron Master—The Fine Art of Crushing Strikes—Carnegie and Frick Join Hands and the Latter Becomes the Master-Spirit—Condition of Organized Labor at Homestead...
In a bend of the south bank of the Monongahela River, eight miles from Pittsburgh, nestles the thriving town of Homestead, a place of about 12,000 inhabitants, built up by the wealth and enterprise of the Carnegie Steel Company and the thrift of the artisans employed by that great manufacturing corporation.
Without the Carnegie mills there would be no Homestead. Like the mushroom towns that sprang up along the Northern Pacific Railroad while the line was in process of construction and that died out as fast as the base of operations was shifted, so Homestead sprang into being when the site now occupied by the town was picked out by Andrew Carnegie as a producing center, and so, too, if the Carnegie firm were to move its works to-morrow, would Homestead be blotted off the map, or, at best, reduced to the rank of an insignificant village.
The interdependence of the works and the town is absolute.
The mill property covers 600 acres, bordering on the river, and includes thirty-seven acres under roof. The products comprise boiler and armor plates, beams and structural iron of various kinds. The manufacture of armor-plate for the United States Navy is conducted on a scale of unparalleled magnitude. From the huge hydraulic cranes lifting and carrying from place to place a weight of 200 tons, yet operated easily by one man, down to the delicate machinery in the finishing department, the equipment of the armor-plate mill is a marvel of mechanical perfection. The great beam and structural mills, the Bessemer department and the bloom and billet mills are also magnificently equipped and are conducted on a mammoth scale, in comparison with which the operations of other American steel mills are almost insignificant.
Railroad tracks gridiron the yards and nineteen locomotives are required for the transportation of material. The repair shops cut an important figure and an army of blacksmiths, roll-turners, carpenters, tinners and other mechanics is employed to keep every detail of the working equipment in perfect order.
The plant is lighted throughout with electricity.
Within easy reach of the mills are the offices of the mill superintendent and his corps of clerks, draughtsmen and engineers. Eight handsome residences, farther back from the yard, are occupied by the assistant managers. There is also a club house for the use of guests and officers.
The foundation of this immense concern, representing a capital of many millions of dollars, and employing nearly 4,000 men, was laid in 1880, when, according to the census report, Homestead had a population of less than 600. The firm which has made all this possible, which, by virtue of intelligent effort and phenomenal accumulation and utilization of capital has called into being a full-fledged American town, with schools, churches, prosperous mercantile establishments, independent minor industries and a well-organized municipal government, is controlled by two men, whose names have, through the events to be recorded in this volume, been made familiar as household words the world over—Andrew Carnegie and Henry Clay Frick.
Andrew Carnegie is a self-made man, the son of a poor weaver of Dunfermline, Scotland. In 1845, the lad, then 12 years old, emigrated to the United States with his parents and settled in Pittsburgh. He was put to work tending a small stationary engine, and afterwards became a telegraph messenger boy and, in course of time, an operator. The Pennsylvania Railroad Company made him clerk to the superintendent of its Pittsburgh office and manager of its telegraph lines. About this time he met Woodruff, the inventor of the sleeping-car, and took a share in his venture. The enterprise was profitable and yielded what may be considered the nucleus of Mr. Carnegie's wealth. Again the young man was promoted, securing the superintendency of the Pittsburgh division of the Pennsylvania road. His future was now assured if he chose to continue in the railroad business; but his tastes, or rather his keen foresight led him in another direction. In company with his brother Thomas and others he purchased an established rolling mill, and from this grew the most extensive and profitable system of iron and steel industries in the world.
Mr. Carnegie has frequently challenged public notice by acts of philanthropy. He has given free baths and a free library to his native town of Dunfermline, a histological annex, known as the Carnegie laboratory to Bellevue Hospital, New York; a free library and music hall to Allegheny City; a free library and music hall, costing more than $1,000,000, to Pittsburgh; a free library to Edinburgh, Scotland, and similar donations to Braddock and other places where he has business interests. He has a fondness for literature, has written several books, of which "Triumphant Democracy; or Fifty Years' March of the Republic" is the most pretentious, and at one time controlled eighteen English newspapers in the Radical interest. Mr. Carnegie married late in life and has since maintained establishments in New York and at Cluny Castle, Scotland, rarely visiting his mills.
Estimates of Andrew Carnegie's character vary widely. To those associated with him in business he is known as a firm and considerate friend, quick to discern ability and generous in rewarding it. As an employer of labor he bore a high reputation for liberality and sympathetic regard for the well-being of his employees until the occurrence of the trouble at Homestead in 1892. How far he was personally chargeable with responsibility for Mr. Frick's iron-handed policy in that affair has never been positively determined; but it is certain that the relentless spirit shown by Mr. Frick cost Mr. Carnegie much of his popularity.
The connection of Henry Clay Frick with the Carnegie iron and steel industries, did not begin until Andrew Carnegie had reached the zenith of his success. Mr. Frick, however, had already carved his way to wealth along a different line, and was himself a millionaire. His success was gained in coke, and he came to be known as "the Coke King." Coke is indispensable to the manufacture of steel, but for a long time its production remained a separate industry. The Connellsville region, lying about fifty miles south of Pittsburgh, was occupied by a number of small producers, whose cut-throat mode of competition was highly advantageous to the steel men. Starting with small holdings, Mr. Frick gradually increased his territory and the number of his ovens until he obtained a practical monopoly of the Connellsville production and was able to dictate terms to consumers. He further strengthened his grip on the trade by investing heavily in coal lands and thus acquiring an unlimited source of supply for his ovens.
Mr. Carnegie perceived the rich possibilities of a union between the steel and coke industries, and, in 1882, bought a half interest in the Frick Coke Company for $1,500,000. Six years later, on the death of one of his partners, he induced the coke king to enter the Carnegie Company, and the interests thus combined have since been, to all intents and purposes, a unit.
The details of Mr. Frick's early career may be recited in very few words. He is the son of a farmer and was born at West Overton, Pa., in 1850. After gaining the rudiments of an education in the common schools of Fayette County, he began business life as a dry goods clerk in Mount Pleasant. Leaving the dry goods business he became book-keeper in his grandfather's distillery at Bradford. He lived economically and with the money which he saved out of his salary he embarked in the coke business with A. O. Tintsman and Joseph Rist. Although barely 21 years old, he was the senior partner of the firm, which began with an equipment of 300 acres of land and 50 ovens. The opening of the Mt. Pleasant and Broad Ford railroad imparted new life to the coke trade about this period and young Frick took advantage of the boom to add to his firm's plant. The firm also built the Henry Clay works of one hundred ovens on the Youghiogheny River near Broad Ford.
In 1876 Mr. Frick bought out his partners and continued the business on his own account. In the following year a depression of trade placed the lease of the Valley coke works at his disposal. The young operator put Thomas Lynch in charge, and despite the dullness of the market, kept the works going every day in the year.
In the fall of 1877 Mr. Frick took into partnership E. M. Ferguson, the owner of a plant of 70 ovens, and the new firm operated as H. C. Frick & Co. A year later the firm leased the Anchor works and the Mullen9 works near Mt. Pleasant and admitted Walton Ferguson as a partner.
In 1879 the coke trade revived amazingly, prices advancing from a maximum of $1.15 a ton to $4 and $5 a ton. The Frick Company continued to extend its business until, in 1882, it controlled 3,000 acres of coal land and 1,026 coke ovens. Meanwhile Mr. Frick organized the Morewood Coke Company, limited, and built the Morewood works of 470 ovens, the largest works in the region. Carnegie Bros. & Co., Limited, were admitted into the firm in January, 1882.
The Frick corporation now pushed its operations with such vigor that, in 1890, according to a semi-official statement, it "owned and controlled 35,000 acres of coal land and 43 of the 80 plants in the region, aggregating 10,046 ovens, three water plants with a pumping capacity of 5,000,000 gallons daily, and 35 miles of railroad track and 1,200 railroad cars. 11,000 men were then employed by the company, and for the equipment of its plants it had 23 locomotives, 72 pairs of stationary engines, 172 steam boilers and 816 horses and mules."
Mr. Frick had several serious strikes to contend with. His plan of campaign was always the same—to crush the strikers by main force and make no concessions. The Coal and Iron police, an organization of watchmen maintained under a state law, the drilled and armed watchmen of the Pinkerton detective agency, and the state militia were pressed into service as the occasion demanded, and the shedding of blood and sacrifice of human life resulted on more than one occasion.
Mr. Frick's character need not be analyzed at this point. It will be illustrated clearly enough as our narrative progresses.
The Homestead mill and the Frick coke works, vast as they are, constitute merely a fraction of the Carnegie Company's interests. In addition to these the Company owns the Edgar Thompson furnaces and the Edgar Thompson steel works at Bessemer, eleven miles from Pittsburgh on the Pennsylvania railroad; the Duquesne steel works, on the same side of the Monongahela river as the Homestead works; the Lucy Furnaces, Pittsburgh; the Keystone Bridge Works, Pittsburgh; the Upper and Lower Union Mills, Pittsburgh; the Beaver Falls mills at Beaver Falls, 32 miles from Pittsburgh on the P. & L. E. railroad; the Carnegie Natural Gas Company; the Scotia ore mines in Center County, Pa.; the American Manganese Company, and interests in several large ore companies in the Lake Superior region. About 13,000 persons are employed in the various concerns operated by the firm, and of these about 3,800 are engaged in the works at Homestead.
In June 1892, Andrew Carnegie, while maintaining the controlling financial interest in the firm, transferred the managing authority to H. C. Frick. At that time the firm was reorganized, the separate enterprises which had previously been conducted under the names of Carnegie Bros. and Company, Carnegie, Phipps & Co., and other independent titles, being merged under the control of a single corporation known as the Carnegie Steel Company, Limited. H. C. Frick was made chairman, the other partners being Andrew Carnegie, Henry Phipps, Jr., George Lauder, H. M. Curry, W. L. Abbott, John G. A. Leishman, F. T. F. Lovejoy, Otis H. Childs and sundry minor stockholders whose interests were conferred upon them by Mr. Carnegie by way of promotion.
The power of the firm in the iron and steel industries was now dictatorial. On the fiat of the Carnegie Company depended almost entirely the price of steel in the market. Rivalry was dwarfed and competition nullified. Rarely in the industrial history of the world has a similarly powerful monopoly been built up on no other foundation than the combination of brains and capital, with such indirect aid as the protective tariff system affords.
Against this tremendous power,—a power equal to the control of 13,000 men and more than $25,000,000 of capital, the men of Homestead were destined to pit themselves in a life and death struggle; how destructive and hopeless a struggle will appear from the story told in these pages.
The men of Homestead, on their side, had comparatively limited resources to count upon in a battle against such fearful odds. They reckoned, to begin with, upon that species of esprit de corps which prevails among workingmen, especially those of the more intelligent class, and which is the solid ground under the feet of organized labor.
Not that the 3,800 workmen in the Homestead mills had a complete and comprehensive organization. On the contrary, out of this number, not more than one thousand were enrolled in the eight lodges of the Amalgamated Association of Iron and Steel Workers maintained in the town. These were the workers known as "tonnage men," because the nature of their employment permitted the graduation of their wages on a scale determined by the price of billets per ton. Outside the lodges were the mechanics and laborers, working, for the most part, for daily wages. At the same time, the joint influence of fraternity and of confidence in the force of organization was deemed sufficient to inspire all the Homestead workers, in and out of the lodges, to make common cause in the event of a quarrel between the lodges and the Carnegie firm. Should this emergency arise, it was argued, the firm could not find enough non-union steelworkers in the United States to take the places of its army of employees, and as a consequence, if the men went out on strike, the mills would have to be shut down and the heavy loss resulting would force the firm to come to terms.
With this impression ingrained in their minds, the men smiled confidently at the suggestion of a cut in wages, and tacitly defied the new chairman, Mr. Frick, to do his worst.
That the new chairman was liable to make some disagreeable departure had to be admitted by the most confident. Dubious associations hung around the name of this man H. C. Frick. He had acquired unpleasant notoriety by reducing wages in the coke regions, and by crushing the labor insurrections which followed by the employment of Pinkerton detectives and even by calling in the state militia. There was no dilettantism or liberally-advertised philanthropy of the Carnegie stripe in Frick's composition. Everybody knew that. He was a man of blood and iron like Bismarck, so the workmen said; cared not a penny whether his underlings loved or hated him, and rather preferred an opportunity to crush—crush—crush intractable working folk under his heel than not.
Was this man placed in power by Andrew Carnegie in order to carry out at Homestead what he had carried out in the coke regions; to challenge organized labor by the submission of conditions which it could not accept and, on its refusal, try the old game of crushing the unions under foot? Did Carnegie shrink from the task himself and pick out Frick as a willing and capable instrument? Such were the questions discussed in the lodge-room and in the privacy of the domestic circle at Homestead during the time which intervened between the re-organization of the Carnegie interests and the next annual signing of the wage scale. Whatever conclusions might be reached, there was one thing certain at all events, in the not too penetrating judgment of the unionists: Frick might reduce wages, and Frick might fight, but Frick could not repeat in conflict; with the 3,800 brawny and intelligent artisans at Homestead the comparatively easy victories which he had gained over his poor coke workers. So said they all, and they believed it, too, as firmly as if it were Holy Writ.
The feeling of ownership had a place in the reasoning of these simple people. Many of them had bought and paid for their homes and were pillars of the borough government. Some were still paying for their dwellings—paying off the mortgages held by the Carnegie Company, which had been in the habit of helping those who cared to build, and which even did a regular banking business for the advantage of its employees. It was clearly impossible that men of substance, heads of families, solid citizens of a prosperous municipality could be rooted up, as it were, out of the soil in which they were so firmly planted and beaten to earth by the creature of their labor—for without labor, it was argued, capital would be impotent and valueless.
In this mood, with suspicions as to the mission of Chairman Frick, but with impregnable confidence in themselves, the men prepared to settle the scale of wages, which was to be agreed upon in the spring of 1892 and to go into effect on July 1.
They sought no advance in wages, but it was a foregone conclusion that, if wages were to be depressed, they would offer implacable resistance.
There was calmness in all quarters at this time. No smoldering embers of dissatisfaction; no long nourished grievances were in existence to precipitate a sudden outbreak.
Mr. Potter, the superintendent of the Homestead mill, calmly discharged his daily round of duties.
Mr. Frick sat in his comfortable office in Pittsburgh, and calmly mapped out a plan of some, as yet, unheralded campaign.
Mr. Carnegie calmly continued to hob-nob with European celebrities and to indulge his penchant for the erection of free libraries.
There was not a cloud the size of a man's hand to mar the serenity of the horizon that bounded the little world of the Carnegie interests.
The gathering of the storm had not yet begun.
The Second of Chapters --
History and Methods of the Amalgamated Association—Operation of the Sliding Scale at Homestead—Superintendent Potter Makes Amicable Suggestions a la Carnegie—An Ultimatum From Frick—He Threatens Non-Unionism and Fortifies the Mills—Lodges Hold a Sunday Morning Meeting—Burgess McLuckie's Bold Speech—"High Fences, Pinkerton Detectives, Thugs and Militia"—Political Exigencies Give Hope to the Workmen.
The Third of Chapters --
Frick's Allies—A Plan of General Assault on the Amalgamated Association Falls to the Ground—The Labor Question in Politics—Democrats Make Capital out of Wage Reductions—Frick Confers with a Workmen's Committee and Rejects a Compromise—Mills Shut Down and are Declared Non-Union—"Fort Frick"—Lodges Appoint an Advisory Committee. Guarding the Town.
The Fourth of Chapters --
Planning a Siege—History of the Pinkertons—Hatred of Organized Labor For Soldier Policemen—Frick's Cold-Blooded Letter—The Sheriff of Allegheny County is Enlisted in the Carnegie Forces—Millmen Dispose of a Sheriff's Posse—The Gathering of the Invaders—Departure of the Pinkerton Barges for Homestead.
[ //098-UT-TX-TN-SD_+ ]
>> _ // -XS_ I suspect it requires a special gift of grace to enable one to hear the bird-songs; some new power must be added to the ear, or some obstruction removed. There are not only scales upon our eyes so that we do not see, there are scales upon our ears so that we do not hear... >X/S [SCOUT] >>_


You are at:Home»RECAPS»BACHELOR»Category: "Bachelor In Paradise Video Recaps"
Dana & Tyler are doing a live recap show for you weekly all season long! Because some of The Bachelor's biggest stars and villains are back. They all left The Bachelor or The Bachelorette with broken hearts, but now they know what it really takes to find love, and on Bachelor in Paradise they'll get a second chance to find their soul mates. Contestants will live together in an isolated romantic paradise in Mexico and explore new romantic relationships.


AN APPEAL has been launched to help find Ruby the parrot, who went missing six weeks ago.
Her husband, Rocco, is missing her deeply, and her owner Paul Hickling is offering a €500 reward for any information that will return the parrot home safely.
If you have seen Ruby, or know of her whereabouts, please call 639 074 433 or 637 081 176.
You can also leave a private message on the Euro Weekly News' Facebook page.
A video of Ruby, wondering where the cat is.


The Amazon Canada Consumables Team is looking for a Sr. Product Manager to lead customer strategies, projects, and products. The team is looking for a creative and data-driven person with a proven ability to dive deep, develop new ideas, and launch innovation in a fast-moving marketplace.
As the Sr. Product Manager on the team, you will own initiatives end-to-end that will accelerate customer acquisition and increase purchase frequency in an already fast-growing business in Canada. You will own the big picture vision on how to optimize/grow traffic channels (SEO, Paid Search, etc.), help drive strategic programs (Coupons, Subscribe & Save, etc.), and accelerate Consumables businesses (Whole Foods, Health Care, etc.).
The team values people who like to work autonomously and engage across multiple tech, BI, and business teams.The team also values individuals who are able to find meaningful insights, create ways to automate or simplify existing processes, and influence teams around them.


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Blog2021AugustA Lifetime of Progress | Zach ...
A Lifetime of Progress | Zach Cantera's Altruism Story
Category: Patient Stories
When East Grand Forks residents Angie and Kevin Cantera began fostering infant Zach eight years ago, they didn't realize how soon they'd end up adopting him. They also didn't realize how soon trips to Altru's Pediatric Therapy Services would become part of their weekly routine.
Zach was a colicky baby who didn't like being held. At 4 months old, he wasn't growing as he should. After an MRI, he was diagnosed with hypertonia, a condition that causes muscles to stiffen and difficulty with movement.
"He had a hard time sucking on the bottle," Angie says. "It was very difficult to get him to eat. He wasn't gaining a lot of weight. He was just tiny."
At 6 months old, Zach began both physical and occupational therapy at Altru, but his progress was slow. After more testing, the Canteras learned Zach has a rare disorder called chromosome 10q duplication. This can cause multiple growth and developmental problems, including autism, which Zach also has. Therapy at Altru, often multiple times a week, has continued for Zach's entire life.
A Welcoming Place
As Zach continued with therapy, including beginning speech therapy at 18 months, he wasn't always well behaved.
"Honestly, when he was little, all he did was scream the entire time," Angie says. "I worried that they were going to give up on him, but the staff didn't ever seem like they were frazzled. They didn't ever make us feel like we were unwelcome, despite the screaming."
Will Slocum, PT, DPT, is a pediatric physical therapist at Altru who has been working with Zach most of his years in therapy. He says that during that time, Zach has come a long way.
"It's so cool to be able to see the development from those early years to where he is now," Will says. "You get to see the blossoming of those skills, like how much fun Zach has when he can finally do something like jump off of a chair and land it. He's always been really easy to work with, even though his diagnosis can be sometimes tricky. Even when he has bad and frustrating days, they're not really that bad."
Angie calls Will "the Pied Piper of the kids."
"The kids will do anything for him," Angie says. "They enjoy it so much that they don't realize that they're really working."
Will says his strategy is to be as "silly and interesting as possible." "That way, when kids come to therapy, they know they are there for fun, not work," Will says.
Eight Years of Progress
Zach has gone from being unable to hold a bottle to being able to dress himself and play with his siblings.
"He still has very tense muscles, but he has become so strong that he can work through it," Angie says.
Zach's condition means he might always need to have some kind of therapy in his life. But as he progressed, he has been able to do more exercises at home, including applied behavior analysis to help with his autism. The three older Cantera children help Zach practice; 14-year-old Kate has gotten so involved that she is already decided to study therapy in college.
The Canteras are currently fostering 3-year-old twins, who also receive therapy services at Altru. Angie says that without Will and his team, she doesn't know how she'd cope.
"They feel like a lifeline," Angie says. "They truly care about where the kids are and where they need to get to and how to get them there."
If your child is experiencing developmental delays or having trouble with their speech, speak with their provider to see if pediatric therapy could help. For more information about Altru's Pediatric Therapy Services, call 701.780.2477.
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I'm pleased to introduce Rajesh Kadam, founder and CEO of Growth Fusion, as a guest blogger. Growth Fusion is a boutique integrated marketing agency with a strong focus on ROI-driven Customer Acquisition and Demand Generation. Rajesh is a Marketo expert and has hands-on experience defining projects and implementing them at both venture-backed start-ups and consulting firms. We are very excited to welcome him.
Social Media has quickly switched from a way for individuals to keep in touch, to a key strategy of business success. For many companies, social media marketing is one of the key ways to attract, retain and interact with consumers. This trend is also true in the B2B market. Strategy for messaging and interactions may be different, but the process of forming online, participatory relationships with clients is equally important.
The value of social media as part of the B2B marketing mix includes branding, messaging, lead generation, and customer interaction. Social media posts also increasingly show up in search results. Company websites are by definition, largely static. Customers visit your site infrequently and may be unaware of recent product releases or key events. Social media can quickly disseminate new information such as thought leader pieces, product news, and event announcements.
Marketo's recent acquisition of Crowd Factory is a good example of how the sophistication of automated B2B marketing campaigns will continue to increase the impact of social media. The combination of Crowd Factory's social campaign management platform with Marketo's online applications for marketing automation, lead scoring, and multi-channel campaign management will be a powerful tool for businesses to target and reach their customers.
1. Create high quality, engaging content.
The substance, variety, frequency, and length of your content matters in social media marketing. Concise and intriguing posts consistently garner higher engagement rates. The B2B consumer is sophisticated and has limited time, so social media posts aimed at this audience need to be compelling.
B2B companies with a strong social media presence vary the content of their updates, posts and tweets between blog posts, external articles, employee spotlights, open-ended questions, and the occasional promotions. Content should be on topics of interest to your audience that lead to discussion and drive engagement. Engage your customers and prospects by answering questions and comments or by simply listening to and acknowledging feedback.
Integration of social media management with marketing automation metrics will lead to more successful and targeted campaigns. Marketo plans to introduce a new unified product family that will integrate social campaign management. This product family will measure the impact of each campaign and program which will allow users to see which campaigns are successful then tweak them accordingly.
Social media campaigns traditionally measure clickthroughs, engagement, new fans/followers, conversion and any available revenue data. Most savvy marketers also look at it as a way of measuring more qualitative metrics, such as brand awareness, satisfaction and ability to attract employees being influenced by social media.
Sales and marketing alignment is just as crucial for social media as it is for email marketing. Integration can help take away the shroud of mystery that still lingers around social media for many B2B marketers. The same reports and dashboards that you use to track marketing automation, can be used to demonstrate key performance indicators to sales and marketing for your social media. A recent survey found that nearly 30 percent of B2B marketers were not tracking the impact of social media programs on sales, yet the goal of B2B marketers in their alignment with sales is to provide the sales team with qualified leads! Measuring the impact your social media programs have on sales, allows you to guide marketing dollars towards campaigns that have a biggest impact on the bottom line.
4. Form a social media policy.
Now that social media is integrated with your marketing automation, it shouldn't be an afterthought, but a component you consider with every marketing campaign. Only 11 percent of marketers report that their companies have a formal social media policy. Do not delay in laying ground rules for its use going forward. Some questions to ask yourself when creating this policy: How often do I deploy posts? What kind of customer and prospect posts will I always respond to? What kind of posts might I remove or respond to privately? What kind of tests will I conduct to see which posts garner the most response? As the metrics reveal what is most successful for you, document this information in a helpful matrix and update your formal policy as your winning strategy reveals itself.
Remember that social media by definition involves real time interaction and response. The best campaigns also allow room for creative risk taking and quick changes based on response.
The most successful B2B social media efforts are those that are integrated into an overall marketing program. Social media can help establish community, create brand identity and generate leads. There should be a clear strategy, with sales buy-in, about how to follow-up and convert social media leads. Most successful B2B companies have a good email marketing lead nurturing program.
To a B2B marketer, following these 5 tips will provide the ability to do measurable social media campaigns that can enhance your other marketing initiatives at every phase of the customer lifecycle.


text:
Executive Order No. 422: Services for mentally ill individuals under age 19
Revoking:
Executive Order 244
WHEREAS, it is the policy and intent of this Administration to promote the provision of appropriate services to all mentally ill individuals in the Commonwealth;
WHEREAS, it is the policy and intent of this Administration that services for mentally ill or emotionally disturbed children and adolescents be, to the greatest extent possible, delivered in age-appropriate settings;
WHEREAS, inpatient psychiatric units operated by the Department of Mental Health that primarily serve mentally ill adults are generally inappropriate to meet the needs of mentally ill adolescents;
WHEREAS, since the issuance of Executive Order 244, the Department of Mental Health has developed an extensive network of age-appropriate treatment settings, including: three adolescent continuing care hospital units; a unit for younger children; five Intensive Residential Treatment Programs for adolescents who require longer term treatment in a secure setting; and three Clinically Intensive Residential Treatment Programs for younger children;
WHEREAS, in recent years there has been an increase in the number of adolescents referred to Department of Mental Health facilities by the court system for evaluation and treatment, a small number of whom have histories of extreme violence or of victimizing other, especially younger, adolescents; have previous or pending criminal charges involving a high degree of violence or victimization; and/or who are being tried or sentenced as adults because they are over seventeen years old, or pursuant to the Youthful Offenders Act;
WHEREAS, there are a number of adolescents committed to the Department of Youth Services, with similar backgrounds to those described above, who require inpatient psychiatric treatment under the auspices of the Department of Mental Health;
WHEREAS, placement of such adolescents on adolescent units is inappropriate either because they create a likelihood of serious harm to themselves or others, or because they require stricter security than is available on adolescent units; and
WHEREAS, the Department of Mental Health also has developed specialty units, such as the Deaf Unit at Westborough State Hospital, and a specialized research and evaluation unit, presently at the Erich Lindemann Mental Health Center, which may, under certain circumstances, be appropriate placements for persons under nineteen years of age;
NOW, THEREFORE, I, Argeo Paul Cellucci, Governor of the Commonwealth of Massachusetts, by virtue of the authority vested in me as Supreme Executive Magistrate, do hereby revoke Executive Order 244, and issue this order as a necessary step to ensure the continued development of appropriate mental health services for individuals under age nineteen, and to provide for safer evaluation and treatment of those adolescents described above, as follows:
Section 1. The Department of Mental Health is hereby directed to continue its efforts to address the special treatment needs of mentally ill persons under the age of nineteen.
Section 2. The Department of Mental Health shall continue to prohibit admission of persons under the age of nineteen to adult inpatient psychiatric units operated by said Department, except under the following circumstances:
a) The Department of Mental Health may place a 17 or 18 year old person on an adult inpatient unit of a state-operated hospital or mental health center where a judge of a juvenile, district or superior court has issued an order for the commitment of the person to a mental health facility pursuant to the provisions of Massachusetts General Laws chapter 123, sections 15, 16, 17 or 18, or where the person has been committed to the Department of Youth Services, and the Department of Mental Health has made a determination that one or both of the following factors exist:
(i) placement of the person on an adolescent mental health unit would create a likelihood of serious harm to the person or others; or
(ii) the person is in need of stricter security than is available on an adolescent mental health unit. In making such a determination, the Department of Mental Health shall apply criteria set forth in its regulations.
b) The Department of Mental Health also may place individuals under the age of nineteen on specialty units designated by the Commissioner of Mental Health, provided that appropriate physical space and programmatic services are provided, as approved by said Commissioner.
Section 3. The Department of Mental Health is hereby directed to continue to utilize special education resources provided for individuals who are eligible under Chapter 71B of the General Laws as in effect from time to time.
Contact for No. 422: Services for mentally ill individuals under age 19
Related to No. 422: Services for mentally ill individuals under age 19


Enjoy the original Chocolate Chip Cookie Dough Bites in the large 3.1oz theater box. Feast on the bite size cookie dough in creamy milk chocolate. Don't forget to put a few boxes in the freezer - these are great frozen too.


Heat coconut oil over medium heat in a medium sized pot.
Add onions, garlic, and cumin seeds and reduce heat, and gently saute the mixture until the onions are translucent.
Add the chipotle and sweet potatoes.
Stir in coconut milk, stock and curry powder. Bring to a boil, and simmer 15-20 minutes.
Add the salt, black pepper, garlic powder and lime juice.
Remove pot from heat and blend soup with hand-held blender until smooth. Alternately, allow soup to cool and puree in a blender or food processor and then reheat the soup.
Fold in cilantro and taste.


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Jeff Hopgood (14 January 1948 – 8 November 2006) was an Australian rules footballer who played with North Melbourne in the Victorian Football League (VFL).

Hopgood spent six season at North Melbourne without ever managing to cement his spot, although he did manage 16 games in 1972. After leaving North Melbourne, Hopgood played at Coburg and was a ruckman in their 1974 VFA premiership side.

He later became influential in the Cairns sporting scene, serving as the president of AFL Cairns and the inaugural chairman of the Cairns Taipans basketball team, of which he was a co-founder.

Affectionately known as Hoppy, he was killed in November 2006 when his four-wheel drive crashed into a tree near the Gold Coast.

References

1948 births
North Melbourne Football Club players
Coburg Football Club players
Australian rules footballers from Victoria (Australia)
Australian rules football administrators
Road incident deaths in Queensland
2006 deaths

redpajama_set_name: RedPajamaWikipedia


The foundation of this Order had, in fact, preceded the former, which was conferred, in 1835, upon sixteen hundred and two Belgian citizens who had taken an active part in the Revolution, many of whom had previously received the iron medal (No. 9). The form and inscription of the Cross are represented No. 7 (front), and No. 8 (reverse).
It is worn suspended by a red watered ribbon, with black and yellow borders. The above-mentioned medal shows upon the obverse the Belgian Lion with the inscription, "Aux defenseurs de la patrie" (To the defenders of the fatherland), and upon the reverse, the year 1830 in the centre of the sun, which is encompassed by the arms of the nine Belgian provinces, and the inscription, "Independance de la Belgique" (Independence of Belgium).


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Nel 1920 divenne campione italiano nei 400 metri piani e prese parte ai Giochi olimpici di Anversa, dove fu eliminato nelle fasi di qualificazione dei 1500 metri e arrivò in semifinale negli 800 metri.

Nel 1921 fu medaglia d'oro ai campionati italiani assoluti di atletica leggera negli 800 metri.

Nel 1924 partecipò ai Giochi olimpici di Parigi, ma ancora una volta fu eliminato durante le qualificazioni degli 800 metri.

Palmarès

Campionati nazionali
 1 volta campione italiano assoluto dei 400 metri piani (1920)
 1 volta campione italiano assoluto degli 800 metri piani (1921)

1920
  ai campionati italiani assoluti di atletica leggera, 400 metri piani - 53"0

1921
  ai campionati italiani assoluti di atletica leggera, 800 metri piani - 2'02"2/5
  ai campionati italiani assoluti di atletica leggera, 400 m piani

1922
  ai campionati italiani assoluti, 1500 m piani
  ai campionati italiani assoluti, 800 m piani - 1'57"4/5
  ai campionati italiani assoluti, staffetta 4x400 m - 3'29"2/5

1923
  ai campionati italiani assoluti, 800 m piani - 2'01"1/5

1924
  ai campionati italiani assoluti, 400 m piani - 51"1/5

Collegamenti esterni