Montco Members shine at Legislator Reception!
A record crowd of 180 Philadelphia area residents gathered on March 28, 2009 at the Fort Washington Holiday Inn for a reception to thank Representative Allyson Schwartz for her support of the Hearing Aid Tax Credit Bill. Montco members Don Groff and Rod Ryan were featured speakers who spoke about how hearing aids enabled them to live productive lives, both personally and professionally.
The program was moderated by HLAA member Carolyn Meyer, whom many of our members know from our annual HLA-PA banquet. A group of children who attended the Clarke Pennsylvania Auditory Oral Center in Bryn Mawr, PA opened the program by leading the group in the Pledge of Allegiance.
In her comments, Representative Schwartz noted that healthcare reform is an important part of the Congressional agenda this year, and she added that this would provide a good opportunity enact the hearing aid tax credit. Rep. Schwartz, known as a healthcare expert, is one of the 10 House Ways and Means Committee members who have co-sponsored the legislation – a record amount of support from the Committee that has jurisdiction over the legislation. As a member of the Pennsylvania Senate from 1990 to 2004, Rep. Schwartz was a leader on healthcare issues. Her efforts there led to the creation of the Children's Health Insurance Program in 1992 which served as the model for the federal plan that provides insurance to millions of children.
One of the features of any HLAA convention is the research symposium, and this year's convention will not disappoint its attendees. The Deafness Research Foundation will be sponsoring "An Update on the Latest Hair Cell Regeneration Research" on Friday, June 19, 2009 from 9 am until 12 noon. Top scientists in the field will use the opportunity to present their latest findings. If you're going to the convention, be sure to attend the research symposium.
On all of the auditory tests, scores worsened as memory ability went from unimpaired to mildly impaired to dementia. This finding held true even after adjusting for age and peripheral hearing status.
The conclusions of the article recommends that that central auditory testing be considered in the evaluation of older persons with hearing loss complaints.
Next Meeting: Here's the Scoop on Hard of Hearing People!
Diana Bender will talk about hearing loss and technology used by hard of hearing people to communicate better. Hearing aids are just the first step – come and find out the differences between FM, infrared and loop assistive listening systems. Being hard of hearing affects families as well as the person who can't hear well. Diana will discuss difficulties faced by both hard of hearing people and their hearing families.
This presentation was prepared by Carolyn Meyer and Diana and presented to doctorate level audiologist students studying Salus University last January.
The meeting will start promptly at 7 pm, and a business meeting will follow the presentation. Hope to see you all there!
at 7 pm, and a business meeting will follow the presentation. Hope to see you all there!


I totally love showing you guys off so tonight is going to be fun.
It is time to brag about y'all a bit and show off some of my creative readers projects.
So many good ideas…so little time!
Thanks for sharing and be sure to grab a featured button if your idea was spotlighted!
Thanks so much for featuring my buffet! I am so excited to be a part of this creative community. All the entries were fantastic! Thanks again. I can't wait to spend this snowy day checking out everyone's entries.
Thank you, dear Stacey, for my little holiday surprise…I am always so honored to be chosen as a feature! Happy, happy Holiday's to you!


The England national rugby union team, executed by the Rugby Football Union represents England in rugby union. England players traditionally wear a white shirt, white shorts, and navy blue socks with white trim but the emblem on the shirts is a red rose. As you know that a Red Rose was chosen to be the side's logo.
The history of the team extends back to 1871 just because the England Rugby Union Team played their first international match against Scotland Rugby on Monday 27 March 1871. It was really unfortunate that they lose to the Scottish by one try in presence of a crowd of 4,000 people at Raeburn Place, Edinburgh.
The RFU first met the Irish in 1875 at the Oval and against Wales was on 19 February 1881 at Richardson's Field in Blackheath. On 19 February 1881 they recorded their largest victory by beating the Welsh by seven goals, six tries, and one drop goal to nil as well as scoring 13 tries in the process.
Now they are fourth rugby team in the world according to the Men's World Rugby Ranking as of December 2018. England Rugby Union Team doesn't have an official nickname, but the team's symbol is the Red Rose.
The England Rugby Union Team Players engaged with international tours, tournaments throughout the entire year. This year the Red and Whites will take part in the 2019 Rugby World Cup which will create an extra opportunity for the rookies to reach the milestone in their career. Alongside, the Eddie Jones side will also take part in the Six Nations Championship, Summer Warm-up matches, Autumn Internationals, and several International tours etc. in every year.
England Rugby Team competes in the Six Nations Rugby Championship against five other European nations such as France, Ireland, Scotland, Italy, and Wales.
They dominated the early Home Nations Championship (now known as the Six Nations) which started in 1883. So far they have managed to claim the title 28 times with 13 times winning the Grand Slam. Among the European rugby playing nations, England Rugby Team establishes themselves as one of the most successful teams in the tournament's history.
It was one of the teams invited to attend in the inaugural Rugby World Cup in 1987. Since it began in 1987 the English have reached the final three times and finally won it once in 2003. England Rugby Team contests every Rugby World Cup after every four years.
And likewise previous years, the RFU also fly to Japan for the 2019 Rugby World Cup. The 2015 world cup showdown was held in England's soil where they can't progress their game after the pool stage. The IRB had selected 13 stadiums as the venues of England Rugby World Cup 2015 on that year.
In Australia matches played by English Rugby Team are currently broadcast on Fox Sports Australia. On the other hand, viewers from England can watch matches live either on Sky Sports (non-competition international tests) or ITV (World Cup, Six Nations) or the terrestrial channels BBC.
Also, you can watch Live Streaming England Rugby On Your iPhone, iPad, Android Mobile, Tablet on the home or on the go.
The England Rugby Union Team's official website and England Rugby App will provide the latest news, fixtures, match results which are quicker than any other site. And even especially prior to every game or tournament it will let you know that who is the England Rugby Broadcasting Partner of that certain tournament.
The Official England Rugby App has compatibility with iPhone, iPad, and iPod touch. Fans of English Rugby Team can find it as live news feed as well as exclusive videos and audio interviews supplier. England Rugby Union has no official Android App. But there is an unofficial Android England Rugby App where you can get the England Rugby Team News.
The England Rugby App give supporters game-day text commentary, updated live score, match stats, settle pub arguments with instantly updated team lineups and many more features. Above all, it reminds you to buy the England Rugby Tickets by providing the match fixtures.
The official website of the England Rugby Team brings top news, 2019 England Rugby Fixtures TV Guide, England Rugby Player Line-Up, player transfer news with reasonable explanation etc. Actually, you will get all the news that is missing in the England Rugby App.
Some England Rugby Tickets are also available on their official site that you can buy with your visa/master card. Or if you fail to buy England Rugby Tickets, you can learn from the official website that which TV is the England Rugby Broadcasting Partner so that you can catch the Eddie Jones veterans at least on TV.
England Rugby Team home ground is Twickenham Stadium where they first played in 1910. Until 1910 this team used numerous stadiums in a number of venues around England. The land for the ground was bought in 1906 for £5,572 12s and 6d.
And the construction work to make a home ground for England Rugby Union Team began in the same year. Later the stadium was expanded in 1927 and again in 1932 as well as a new South stand was built in 2005 and 2006.
The first England match at Twickenham Stadium was on 9 October 1910 vs Wales Rugby. On the occasion, the Red Rose defeated Wales by 11–6 for the first time since 1898.
Check the direction of the Twickenham Stadium.
The England Rugby Tickets are available on the various website. The price may differ site to site so that you have to compare the price with others. England Rugby Tickets are also available in England's official e-ticketing website.
Followers who are keen to watch England Rugby Team match live, you can buy England Rugby Tickets from us in a very cheap and exclusive rate.
Are you looking for a safe and secure Team Betting? Now you can believe us to bet for England National Rugby Union Team. If you are new in betting, we will provide you free betting option to make you more comfortable here.
Nowadays the use of advanced technology is rising at a high level. As a result of this technology, people are now getting the latest news on his hand within seconds. So, why England Rugby Team supporters should miss the latest news about that team at the moment? In this sense, England Rugby Official News Site will give you the latest and reliable news.
Moreover, other News providers like the Guardian, the telegraph also provide England Rugby News.
We will bring top breaking news and actions inside the English Rugby Team in a very short time. Our users love our presenting style of that news and we hope that you will also like that.
Now it's time for you to join in forums of the England Rugby Union Team. Here you will be able to enjoy arguments about the England Rugby Team. So, don't be late and jump into global English rugby discussion via the forum.
The Twitter community of England Rugby Team acts as directrix to bring the millions of fans into an umbrella. You can read tweets in this service if you do not register yet. Once you register into this community, you can both read and send your tweets.
Facebook page of England Rugby Team is mostly used social networking website and England Rugby Team follower find it more interesting to follow their cherished rugby team with Facebook. You should try this too. The number of users of England Rugby Union Team Facebook page is getting high every single day.
Like other communities, Google+ also gives you the opportunity to show and express your feelings about the England Rugby Team. Via Google+ share your thinking with friends of yours who also love England Rugby Union Team.
Get all the latest news, rumors, ticket information and more straight from our website. Forgive us if you have found any mistake. Please send us your suggestion as well as your comments about our work. Also follow us on Facebook, Twitter, and Google+.


Facilitating social interaction for children with Autism Spectrum Disorder (ASD) is crucial to help them communicate and connect with the society. In schools, adults should encourage kids with autism to mingle with typically developed peers on the play ground. Luckily, all children enjoy recess and playtime, because it is simply a time to have fun! Playtime is precious to teach social rules and develop civil behaviors. Why in schools? Because this is a place where large crowds of kids gather!
During recess and lunch personnel are not always available! Volunteers are busy covering other activities of higher population. Why don't we teach typically developed kids to socialize with their peers with autism? Both parents and educators should mentor their kids and coach them to approach kids with special needs. They will feel good about themselves taking on this mission. Most importantly, it is a fact of life that the number of individuals diagnosed with autism is on the rise. They are part of our community and society. We are all better off including them in our life and learn how to encourage them and welcome them to connect with us. Knowing that it is not easy, it is even stressful sometimes, for them to make the first step, go the extra mile and discover the great values in kids with autism. You can make a friend for life!
In a study at the Vanderbilt University, it was found that peer solicitation-a child inviting another to play- can improve reciprocal social interaction among children with autism. Read here.
Make it a habit, parents and teachers, to remind your child(ren) to take the initiative to socialize with peers with autism. It can change her/his life. It is so sad to see them isolated and lonely, when other kids are having fun playing and socializing with each other.


text:
namespace il2cpp
{
namespace utils
{
    typedef void (*CallOnceFunc) (void* arg);

    struct OnceFlag : NonCopyable
    {
        OnceFlag() : m_Flag(NULL)
        {
        }

        friend void CallOnce(OnceFlag& flag, CallOnceFunc func, void* arg);

        bool IsSet()
        {
            return il2cpp::os::Atomic::ReadPointer(&m_Flag) ? true : false;
        }

    private:
        void* m_Flag;
        il2cpp::os::FastMutex m_Mutex;
    };

    inline void CallOnce(OnceFlag& flag, CallOnceFunc func, void* arg)
    {
        if (!il2cpp::os::Atomic::ReadPointer(&flag.m_Flag))
        {
            os::FastAutoLock lock(&flag.m_Mutex);
            if (!il2cpp::os::Atomic::ReadPointer(&flag.m_Flag))
            {
                func(arg);
                il2cpp::os::Atomic::ExchangePointer(&flag.m_Flag, (void*)1);
            }
        }
    }
}
}

redpajama_set_name: RedPajamaGithub


affordable web hosting web space provider affordable web hosting web space provider class SongList def initialize @songs = Array.new end end The SongList#append method adds the given song to the end of the @songs array. It also returns self, a reference to the current SongList object. This is a useful convention, as it lets us chain together multiple calls to append. We'll see an example of this later.
affordable web hosting web space provider class SongList def append(aSong) @songs.push(aSong) self end end Then we'll add the deleteFirst and deleteLast methods, trivially implemented using Array#shift and Array#pop , respectively. class SongList def deleteFirst @songs.shift end def deleteLast @songs.pop end end At this point, a quick test might be in order.
affordable web hosting web space provider First, we'll append four songs to the list. Just to show off, we'll use the fact that append returns the SongList object to chain together these method calls. list = SongList.new list. append(Song.
affordable web hosting web space provider new('title1', 'artist1', 1)). append(Song.new('title2', 'artist2', 2)). append(Song.new('title3', 'artist3', 3)).


text:
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Engaging these kinds of games accomplish certainly not require the player to master very long and complicated regulations. Bedroom escape games are designed with regard to all ages. Both young and old can not only perform the adventure successfully, but enjoy them selves as well. The implementation of recent and whole lot more advanced graphics engineering let for background images involving extraordinary detail. The songs report and special side effects are first-rate as properly. More choices can be offered to the players, for the extent that they may chose a area theme in which to enjoy within as some sort of sport solution. Thus, being capable to configure what you like in this method every time period you play, will present the gamer using almost a new game every time. One can also change the quality of difficulty you might like to experience. Even though the difficulty level will easily increase with the achievement of every level.
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Finding the Feel of Room Break free of Games
Relieve Stress by Playing Bedroom Escape Games

redpajama_set_name: RedPajamaCommonCrawl


As of the close of business August 4, 2017, 29,424,476 shares of the registrant's common stock were outstanding.
Basis of presentation — The accompanying condensed consolidated financial statements have been prepared in accordance with U.S. generally accepted accounting principles ("U.S. GAAP") and the rules and regulations of the Securities and Exchange Commission ("SEC"). During fiscal 2012, we entered into an agreement to outsource our Jack in the Box distribution business. In fiscal 2013, we closed 62 Qdoba restaurants (the "2013 Qdoba Closures") as part of a comprehensive Qdoba market performance review. The results of operations for our distribution business and for the 2013 Qdoba Closures are reported as discontinued operations for all periods presented. Refer to Note 2, Discontinued Operations, for additional information. Unless otherwise noted, amounts and disclosures throughout these notes to condensed consolidated financial statements relate to our continuing operations. In our opinion, all adjustments considered necessary for a fair presentation of financial condition and results of operations for these interim periods have been included. Operating results for one interim period are not necessarily indicative of the results for any other interim period or for the full year.
These financial statements should be read in conjunction with the consolidated financial statements and related notes contained in our Annual Report on Form 10-K for the fiscal year ended October 2, 2016 ("2016 Form 10-K"). The accounting policies used in preparing these condensed consolidated financial statements are the same as those described in our 2016 Form 10-K with the exception of three new accounting pronouncements adopted in fiscal 2017 which are described below.
Reclassifications and adjustments — Certain prior year amounts in the condensed consolidated balance sheets have been reclassified due to the adoption of a new accounting pronouncement. See discussion below.
Fiscal year — Our fiscal year is 52 or 53 weeks ending the Sunday closest to September 30. Fiscal year 2017 includes 52 weeks, while fiscal year 2016 includes 53 weeks. Our first quarter includes 16 weeks and all other quarters include 12 weeks, with the exception of the fourth quarter of fiscal 2016, which includes 13 weeks. All comparisons between 2017 and 2016 refer to the 12-weeks ("quarter") and 40-weeks ("year-to-date") ended July 9, 2017 and July 3, 2016, respectively, unless otherwise indicated.
Effect of new accounting pronouncements adopted in fiscal 2017 — In April 2015, the Financial Accounting Standards Board ("FASB") issued Accounting Standards Update ("ASU") No. 2015-03, Simplifying the Presentation of Debt Issuance Costs, which changes the presentation of debt issuance costs in financial statements. Under this ASU, an entity presents such costs on the balance sheet as a direct deduction from the related debt liability rather than as an asset. This new standard is effective for annual reporting periods beginning after December 15, 2015, including interim periods within that reporting period. We adopted this standard in the first quarter of 2017 and the prior period was retrospectively adjusted. The adjustment resulted in a reclassification of $3.8 million in debt issuance costs from other assets, net to current maturities of long-term debt and long-term debt, net of current maturities in the amount of $1.6 million and $2.2 million, respectively, in our October 2, 2016 condensed consolidated balance sheet.
In August 2015, the FASB issued ASU No. 2015-15, Interest-Imputation of Interest: Presentation and Subsequent Measurement of Debt Issuance Costs Associated with Line-of-Credit Arrangements, which addresses line-of-credit arrangements that were omitted from ASU No. 2015-03. This ASU states that the SEC staff would not object to an entity deferring and presenting debt issuance costs related to a line-of-credit arrangement as an asset and subsequently amortizing those costs ratably over the term of the arrangement, regardless of whether there are any outstanding borrowings on the line-of-credit arrangement. This new standard is effective for annual reporting periods beginning after December 15, 2015, including interim periods within that reporting period. We adopted this standard in the first quarter of 2017 and there was no impact on our consolidated financial statements as we continue to present debt issuance costs associated with our line-of-credit arrangement as an asset on our condensed consolidated balance sheets.
In January 2017, the FASB issued ASU No. 2017-04, Intangibles - Goodwill and Other (Topic 350): Simplifying the Test for Goodwill Impairment. The standard simplifies the subsequent measurement of goodwill, requiring only a single-step quantitative test to identify and measure impairment based on the excess of a reporting unit's carrying amount over its fair value. A qualitative assessment may still be completed first for an entity to determine if a quantitative impairment test is necessary. This standard is effective for fiscal years beginning after December 15, 2019, with early adoption permitted for interim or annual goodwill impairment tests performed on testing dates after January 1, 2017. The standard requires adoption on a prospective basis. We adopted this standard in the second quarter of 2017 and we do not expect the adoption of this standard to have an impact on our consolidated financial statements.
Effect of new accounting pronouncements to be adopted in future periods — In May 2014, the FASB issued ASU No. 2014-09, Revenue Recognition - Revenue from Contracts with Customers (Topic 606), which provides a comprehensive new revenue recognition model that requires an entity to recognize revenue in an amount that reflects the consideration the entity expects to receive for the transfer of promised goods or services to its customers. The standard also requires additional disclosure regarding the nature, amount, timing and uncertainty of revenue and cash flows arising from contracts with customers. Further, in March 2016, the FASB issued ASU No. 2016-08, Revenue from Contracts with Customers (Topic 606): Principal versus Agent Considerations (Reporting Revenue Gross versus Net), which clarifies the guidance in ASU No. 2014-09 when evaluating when another party, along with the entity, is involved in providing a good or service to a customer. In April 2016, the FASB issued ASU No. 2016-10, Revenue from Contracts with Customers (Topic 606): Identifying Performance Obligations and Licensing, which clarifies the guidance in ASU No. 2014-09 regarding assessing whether promises to transfer goods or services are distinct, and whether an entity's promise to grant a license provides a customer with a right to use, or right to access the entity's intellectual property. In December 2016, the FASB issued ASU No. 2016-20, Technical Corrections and Improvements to Revenue from Contracts with Customers (Topic 606). This ASU clarifies the guidance in ASU 2014-09, providing technical corrections and improvements to clarify guidance and correct unintended applications of the guidance. All standards are effective for annual periods beginning after December 15, 2017, and interim periods within that reporting period. As such, we will be required to adopt these standards in the first quarter of fiscal 2019. These standards are to be applied retrospectively or using a cumulative effect transition method, and early adoption is not permitted. We do not believe the new revenue recognition standard will impact our recognition of restaurant sales, rental revenues or royalty fees from franchisees. However, we are still evaluating the impact that this pronouncement will have on the recognition of certain transactions on our consolidated financial statements, including the initial franchise fees currently recognized upon the opening of a franchise restaurant and our advertising arrangements with franchisees currently reported on a net versus gross basis in our consolidated statements of earnings, and the effect it will have on our disclosures. We have not yet selected a transition method.
our consolidated balance sheets. We are continuing our evaluation, which may identify additional impacts this standard will have on our consolidated financial statements and related disclosures.
In March 2016, the FASB issued ASU No. 2016-09, Compensation-Stock Compensation (Topic 718): Improvements to Employee Share-Based Payment Accounting. This standard is intended to simplify various aspects of accounting for share-based compensation arrangements, including the income tax impact, classification on the statement of cash flows and forfeitures. This standard is effective for annual reporting periods beginning after December 15, 2016, and interim periods within that reporting period, with early adoption permitted. As such, we will be required to adopt this standard in fiscal 2018 and will classify the excess tax benefits from share-based compensation arrangements, which were $4.1 million year-to-date 2017, as a discrete item within income tax expense on the consolidated statements of earnings, rather than recognizing such excess income tax benefits in capital in excess of par value on the consolidated statements of stockholders' deficit. This reclassification will be made on a prospective basis and will also impact the related classification on our consolidated statements of cash flows as excess tax benefits from share-based compensation arrangements will only be reported in cash flows from operating activities rather than as currently reported in cash flows from operating activities and cash flows used in investing activities. Other than these reclassifications, we do not believe the adoption of this ASU will materially impact our consolidated financial statements.
In August 2016, the FASB issued ASU 2016-15, Statement of Cash Flows (Topic 230): Classification of Certain Cash Receipts and Cash Payments. This standard is intended to address eight classification issues related to the statement of cash flows to reduce diversity in practice in how certain transactions are classified. This standard is effective for fiscal years beginning after December 15, 2017, and interim periods within those fiscal years, with early adoption permitted. As such, we will be required to adopt this standard in the first quarter of fiscal 2019. This standard requires adoption based upon a retrospective transition method. We are currently evaluating this standard, but do not believe it will have a material impact on the classification of cash flows within our statement of cash flows.
In December 2016, the FASB issued ASU 2016-19, Technical Corrections and Improvements. This standard contains amendments that affect a wide variety of topics in the Accounting Standards Codification. The amendments include differences between original FASB guidance and the Accounting Standards Codification, guidance clarification and reference corrections, simplification and minor improvements. This standard is effective for annual reporting periods beginning after December 15, 2016, and interim periods within that reporting period, with early adoption permitted. As such, we will be required to adopt this standard in the first quarter of fiscal 2018. This standard is not expected have a significant effect on our accounting policies or on our consolidated financial statements and related disclosures.
should be presented separately from the service cost component and outside of a subtotal of earnings from operations, or separately disclosed. The standard is effective for annual and interim periods beginning after December 15, 2017 and must be adopted retrospectively. Early adoption is permitted as of the beginning of an annual period, but we plan to adopt this standard in the first quarter of fiscal 2019. Upon adoption of this standard, we will separately present the components of net periodic benefit cost, excluding the service cost component, outside of earnings from operations. Net periodic benefit cost, excluding the service cost component, was $1.6 million and $6.3 million year-to-date in 2017 and 2016, respectively.
Distribution business — During fiscal 2012, we entered into an agreement with a third party distribution service provider pursuant to a plan approved by our Board of Directors to sell our Jack in the Box distribution business. During fiscal 2013, we completed the transition of our distribution centers. The operations and cash flows of the business have been eliminated and in accordance with the provisions of the FASB authoritative guidance on the presentation of financial statements, the results are reported as discontinued operations for all periods presented.
In 2017 and 2016, results of discontinued operations were immaterial to our condensed consolidated results of operations. Our liability for lease commitments related to our distribution centers is immaterial to our condensed consolidated balance sheets as of July 9, 2017 and October 2, 2016. The lease commitment balance relates to one distribution center lease that expires in July 2017 and is currently subleased at a loss.
2013 Qdoba Closures — During fiscal 2013, we closed 62 Qdoba restaurants. The decision to close these restaurants was based on a comprehensive analysis that took into consideration levels of return on investment and other key operating performance metrics. Since the closed locations were not predominantly located near those remaining in operation, we did not expect the majority of cash flows and sales lost from these closures to be recovered. In addition, we did not anticipate any ongoing involvement or significant direct cash flows from the closed stores. Therefore, in accordance with the provisions of the FASB authoritative guidance on the presentation of financial statements, the results of operations for these restaurants are reported as discontinued operations for all periods presented.
We do not expect the remaining costs to be incurred related to these closures to be material; however, our estimates related to our future lease obligations, primarily sublease income, are subject to a high degree of judgment and may differ from actual sublease income due to changes in economic conditions, desirability of the sites and other factors.
Adjustments relate to revisions to certain sublease assumptions due to changes in market conditions, as well as charges to terminate five lease agreements, and includes interest expense.
Amounts in 2017 include additional proceeds of $0.1 million year-to-date, and none in the quarter, related to restaurants sold in a prior year. Amounts in 2016 include additional proceeds of $0.4 million and $1.4 million in the quarter and year-to-date, respectively, related to the extension of the underlying franchise and lease agreements from the sale of restaurants in prior years.
Charges are for operating restaurant leases with lease commitments in excess of our sublease rental income.
Amounts in year-to-date 2017 primarily represent impairment of $3.2 million and equipment write-offs of $1.4 million related to restaurants closed in connection with the sale of the related markets. In the 2017 quarter, amounts primarily represent maintenance and repair charges related to the sales. As of July 9, 2017, there was $8.8 million of property related to these closed restaurants classified as assets held for sale on our condensed consolidated balance sheet.
As of the end of the 2017 quarter, we had signed non-binding letters of intent with franchisees to sell an additional 63 company-operated restaurants. Pre-tax gross proceeds related to these sales are estimated at $35.0 million to $40.0 million. Equipment of $10.6 million related to these sales has been classified as assets held for sale on our July 9, 2017 condensed consolidated balance sheet.
acquired in 2017 as part of our refranchising strategy. Refer to Note 6, Impairment and Other Charges, Net, for additional information regarding impairment charges related to the restaurants closed subsequent to acquisition.
We account for the acquisition of franchised restaurants using the acquisition method of accounting for business combinations. The purchase price allocations were based on fair value estimates determined using significant unobservable inputs (Level 3). The goodwill recorded primarily relates to the sales growth potential of the markets acquired and is expected to be deductible for income tax purposes.
Total consideration in each year is non-cash, and in 2017 is primarily comprised of $2.2 million and $10.1 million in the quarter and year-to-date, respectively, of receivables that were eliminated in the acquisition accounting. In 2017, consideration also includes accounts payable of $0.4 million and $4.2 million in the quarter and year-to-date, respectively, that was recorded in acquisition accounting and is primarily due to third parties to waive their liens and security interest on certain assets acquired.
We maintain an unfunded defined contribution plan for key executives and other members of management. The fair value of this obligation is based on the closing market prices of the participants' elected investments.
The fair values of our debt instruments are based on the amount of future cash flows associated with each instrument discounted using our borrowing rate. At July 9, 2017, the carrying value of all financial instruments was not materially different from fair value, as the borrowings are prepayable without penalty. The estimated fair values of our capital lease obligations approximated their carrying values as of July 9, 2017.
In connection with our impairment reviews performed during 2017, no material fair value adjustments were required. Refer to Note 6, Impairment and Other Charges, Net, for additional information regarding impairment charges.
During fiscal 2017, we closed six Jack in the Box company-operated restaurants in connection with the sale of the related markets to franchisees, and recorded an impairment charge of $3.1 million against the gain on sale of company-operated restaurants. Refer to Note 3, Summary of Refranchisings, Franchisee Development and Acquisitions, for additional information regarding these sales.
Restructuring costs — Restructuring charges in 2017 and 2016 are the result of a plan that management initiated in fiscal 2016 to reduce our general and administrative costs. This plan includes cost saving initiatives from workforce reductions, relocation and consolidation of our Qdoba corporate support center, refranchising initiatives, and the consolidation of information technology across both brands. Restructuring charges in 2017 also include costs related to the evaluation of potential alternatives with respect to the Qdoba brand (the "Qdoba Evaluation").
Qdoba Evaluation costs are primarily comprised of third party consulting, legal services, and audit fees.
Year-to-date 2017 facility closing costs includes $2.9 million in costs for the accrual of the future lease commitment and expected ancillary costs, net of anticipated sublease rental, for our Qdoba corporate support center, which was offset by $0.9 million due to the reversal of the related tenant improvement allowance, and $0.3 million due to the reversal of the related straight-line rent expense. Year-to-date 2017, facility closing costs also includes $1.2 million of accelerated depreciation related to the relocation of our Qdoba corporate support center.
Other primarily represents employee relocation costs and moving expenses related to the relocation of our Qdoba corporate support center.
Shared service functions consist primarily of accounting/finance, information technology, human resources, audit services, legal, tax and treasury.
Restaurant closing costs — Costs of closed restaurants primarily consist of future lease commitments and expected ancillary costs, net of anticipated sublease rentals. In 2017, restaurant closing costs include $0.5 million in property and equipment impairment charges and $0.5 million in future lease commitment charges related to the closure of three underperforming Jack in the Box restaurants acquired in the third quarter of 2017, as well as $0.4 million in equipment impairment charges resulting from the closure of one Qdoba restaurant in the second quarter of 2017.
This balance excludes $2.2 million of restaurant closing costs that are included in accrued liabilities and other long-term liabilities, which were initially recorded as losses on the sale of company-operated restaurants upon sale to Jack in the Box franchisees in prior years.
Accelerated depreciation — When a long-lived asset will be replaced or otherwise disposed of prior to the end of its estimated useful life, the useful life of the asset is adjusted based on the estimated disposal date and accelerated depreciation is recognized. In 2017, accelerated depreciation primarily relates to Jack in the Box and Qdoba restaurant remodels, as well as the anticipated closure of two Jack in the Box and three Qdoba company-operated restaurants. In 2016, accelerated depreciation was primarily related to expenses at Jack in the Box company-operated restaurants for exterior facility enhancements and the replacement of technology equipment.
The 2017 income tax provisions reflect tax rates of 33.2% in the quarter and 36.7% year-to-date, compared with 36.0% and 36.8%, respectively, in 2016. The major components of the year-over-year change in tax rates were a partial release of valuation allowance against state tax credits, partially offset by a decrease in current year tax credits and a decrease in gains from the market performance of insurance products used to fund certain non-qualified retirement plans, which are excluded from taxable income. The final annual tax rate cannot be determined until the end of the fiscal year; therefore, the actual 2017 rate could differ from our current estimates.
We file income tax returns in the United States and all state and local jurisdictions in which we operate that impose an income tax. The federal statute of limitations has not expired for fiscal years 2014 and forward. The statutes of limitations for California and Texas, which constitute the Company's major state tax jurisdictions, have not expired for fiscal years 2012 and forward.
We continue to evaluate contributions to our Qualified Plan based on changes in pension assets as a result of asset performance in the current market and the economic environment. We do not anticipate making any contributions to our Qualified Plan in fiscal 2017.
Repurchases of common stock — In fiscal 2017, we repurchased 3.2 million common shares at an aggregate cost of $327.2 million. As of July 9, 2017, there was approximately $181.0 million remaining under Board-authorized stock-buyback programs which expire in November 2018. In our condensed consolidated statement of cash flows for 2017, repurchases of common stock includes $7.2 million related to repurchase transactions traded in the prior fiscal year that settled in 2017.
Dividends — During year-to-date 2017, the Board of Directors declared three cash dividends of $0.40 per common share which were paid on June 12, 2017, March 20, 2017 and December 16, 2016 to shareholders of record as of the close of business on May 30, 2017, March 7, 2017 and December 5, 2016, respectively, and totaled $37.4 million. Future dividends are subject to approval by our Board of Directors.
Gessele v. Jack in the Box Inc. — In August 2010, five former employees instituted litigation in federal court in Oregon alleging claims under the federal Fair Labor Standards Act and Oregon wage and hour laws. The plaintiffs alleged that the Company failed to pay non-exempt employees for certain meal breaks and improperly made payroll deductions for shoe purchases and for workers' compensation expenses, and later added additional claims relating to timing of final pay and related wage and hour claims involving employees of a franchisee. In 2016, the court dismissed the federal claims and those relating to franchise employees. In June 2017, the court granted class certification with respect to state law claims of improper deductions and late payment of final wages. In fiscal 2012, we accrued for a single claim for which we believe a loss is both probable and estimable; this accrued loss contingency did not have a material effect on our results of operations. We continue to believe that no additional losses are probable beyond this accrual. Nor can we estimate a possible loss contingency or range of reasonably possible loss contingencies beyond the accrual. We plan to vigorously defend against this lawsuit. Nonetheless, an unfavorable resolution of this matter in excess of our current accrued loss contingencies could have a material adverse effect on our business, results of operations, liquidity or financial condition.
Our principal business consists of developing, operating and franchising our Jack in the Box and Qdoba restaurant concepts, each of which we consider a reportable operating segment. This segment reporting structure reflects our current management structure, internal reporting method and financial information used in deciding how to allocate our resources. Based upon certain quantitative thresholds, each operating segment is considered a reportable segment.
We do not evaluate, manage or measure performance of segments using asset, interest income and expense, or income tax information; accordingly, this information by segment is not prepared or disclosed.
Refer to Note 3, Summary of Refranchisings, Franchisee Development and Acquisitions, for information regarding the transactions resulting in the changes in goodwill.
On August 3, 2017, the Board of Directors declared a cash dividend of $0.40 per common share, to be paid on September 5, 2017 to shareholders of record as of the close of business on August 22, 2017.
All comparisons between 2017 and 2016 refer to the 12-weeks ("quarter") and 40-weeks ("year-to-date") ended July 9, 2017 and July 3, 2016, respectively, unless otherwise indicated.
For an understanding of the significant factors that influenced our performance during 2017 and 2016, our Management's Discussion and Analysis of Financial Condition and Results of Operations ("MD&A") should be read in conjunction with the consolidated financial statements and related notes included in this Quarterly Report and our Annual Report on Form 10-K for the fiscal year ended October 2, 2016.
Overview — a general description of our business and 2017 highlights.
We have included in our MD&A certain performance metrics that management uses to assess company performance and which we believe will be useful in analyzing and understanding our results of operations. These metrics include changes in sales at restaurants open more than one year ("same-store sales") and average unit volumes ("AUVs"). Same-store sales and AUVs are presented for franchised restaurants and on a system-wide basis, which includes company and franchise restaurants. Franchise sales represent sales at franchise restaurants and are revenues of our franchisees. We do not record franchise sales as revenues; however, our royalty revenues and percentage rent revenues are calculated based on a percentage of franchise sales. We believe franchise and system same-store sales and AUV information is useful to investors as a significant indicator of the overall strength of our business.
Due to the transition from a 53-week year in fiscal 2016 to a 52-week year in fiscal 2017, year-over-year same-store sales comparisons are off by one week. As such, we have included changes in same-store sales on a calendar basis to provide a clearer comparison. Same-store sales data that matches the periods presented in our financial statements is referred to as fiscal basis same-store sales.
Same-store sales and AUVs are not measurements determined in accordance with generally accepted accounting principles ("GAAP") and should not be considered in isolation, or as an alternative to income from operations, or other similarly titled measures of other companies.
As of July 9, 2017, we operated and franchised 2,255 Jack in the Box quick-service restaurants, primarily in the western and southern United States, including one in Guam, and 720 Qdoba fast-casual restaurants operating primarily throughout the United States and Canada.
Our primary source of revenue is from retail sales at Jack in the Box and Qdoba company-operated restaurants. We also derive revenue from Jack in the Box and Qdoba franchise restaurants, including rental revenue, royalties (based upon a percent of sales) and franchise fees. In addition, we recognize gains or losses from the sale of company-operated restaurants to franchisees, which are included as a line item within operating costs and expenses, net in the accompanying condensed consolidated statements of earnings.
Calendar Basis Same-Store Sales — Calendar basis same-store sales increased 0.9% year-to-date at Jack in the Box system restaurants compared with a year ago primarily driven by an increase in franchise restaurant AUVs. Qdoba's year-to-date calendar basis same-store sales decreased 2.7% at company-operated restaurants compared with a year ago, driven primarily by declines in traffic, partially offset by catering growth and an increase in the average check.
Commodity Costs — Commodity costs decreased approximately 1.1% and 0.4% year-to-date at our Jack in the Box and Qdoba restaurants, respectively, in 2017 compared with a year ago. We expect our overall commodity costs in fiscal year 2017 to be approximately flat at both our Jack in the Box and Qdoba restaurants. Beef represents the largest portion, or approximately 20%, of the Company's overall commodity spend. We typically do not enter into fixed price contracts for our beef needs. For the full year, we currently expect beef costs to decrease approximately 1%.
Company Restaurant Operations — Consolidated company restaurant costs as a percentage of company restaurant sales increased in 2017 to 81.9% from 79.7% a year ago. Jack in the Box company restaurant costs as a percentage of company restaurant sales increased to 79.6% from 78.7% a year ago primarily due to sales deleverage, higher labor costs related to wage inflation, and higher maintenance and repair costs, partially offset by the impact from refranchising completed year-to-date in 2017. Restaurant costs as a percentage of restaurant sales at our Qdoba company-operated restaurants increased in 2017 to 85.7% from 81.6% a year ago primarily reflecting sales deleverage, an increase in food costs resulting from unfavorable mix, and new restaurant activity, partially offset by lower costs for insurance.
Jack in the Box Franchise Operations — Franchise costs as a percent of franchise revenues decreased in 2017 to 47.1%, from 48.8% in the prior year, primarily driven by an increase in franchise fees resulting from the sale of 118 company-operated restaurants to franchisees, and a decrease in franchise support costs primarily due to savings realized in connection with our restructuring plan.
Jack in the Box Franchising Program — Franchisees opened a total of 15 restaurants. As part of our refranchising strategy, we sold 118 company-operated restaurants to franchisees in several different markets during 2017 resulting in proceeds of approximately $62.9 million. In fiscal year 2017, we expect to open approximately 20 to 25 Jack in the Box restaurants system-wide, the majority of which will be franchise locations. Our Jack in the Box system was 85% franchised as of July 9, 2017. We plan to increase franchise ownership of the Jack in the Box system to over 90%. Prior to the end of the third quarter, we additionally signed non-binding letters of intent with franchisees to sell 63 company-operated restaurants in several markets. Pre-tax gross proceeds related to these sales are estimated at $35.0 million to $40.0 million, and we have classified $10.6 million of equipment related to these sales as assets held for sale in our July 9, 2017 condensed consolidated balance sheet.
Jack in the Box Acquisition of Franchise-Operated Restaurants — We acquired 50 franchise-operated Jack in the Box restaurants from two franchisees for total consideration of $14.3 million in two non-cash transactions. In the third quarter of 2017, we took back 31 restaurants as the result of an agreement with an underperforming franchisee who voluntarily agreed to turn over the restaurants. The additional 19 restaurants acquired in 2017 were the result of a legal action filed in September 2013 against a franchisee in which we obtained a judgment in January 2017 granting the Company possession of the restaurants.
Qdoba New Unit Growth — We opened 18 company-operated restaurants, and franchisees opened 13 restaurants of which nine were in non-traditional locations such as military bases and college campuses. In fiscal 2017, we expect approximately 45 Qdoba restaurants to open system-wide, of which 25 are expected to be company-operated restaurants.
Restructuring Costs (including costs related to the Qdoba Evaluation) — In 2016, we announced a plan to reduce our general and administrative costs, and in the third quarter of 2017, we began an evaluation of potential alternatives with respect to the Qdoba brand. In connection with these activities, we have recorded $6.1 million of restructuring charges in 2017, which includes $1.7 million related to the Qdoba Evaluation, which are included in impairment and other costs, net in the accompanying condensed consolidated statements of earnings.
Return of Cash to Shareholders — We returned cash to shareholders in the form of share repurchases and cash dividends. We repurchased 3.2 million shares of our common stock in 2017 at an average price of $101.59 per share, totaling $327.2 million, including the costs of brokerage fees. We also declared three cash dividends of $0.40 per share totaling $37.4 million.
During fiscal 2012, we entered into an agreement to outsource our Jack in the Box distribution business. In fiscal 2013, we closed 62 Qdoba restaurants (the "2013 Qdoba Closures") as part of a comprehensive Qdoba market performance review. All charges related to our distribution business and the 2013 Qdoba Closures are reported as discontinued operations for all periods presented. Refer to Note 2, Discontinued Operations, in the notes to condensed consolidated financial statements for additional information. Unless otherwise noted, amounts and disclosures throughout our MD&A relate to our continuing operations.
In the first quarter of fiscal 2017, we adopted an Accounting Standards Update ("ASU") which changes the presentation of debt issuance costs on the balance sheet. Under this ASU, debt issuance costs are to be presented on the balance sheet as a direct deduction from the related debt liability rather than as an asset. We retrospectively adopted this guidance which resulted in the reclassification of $3.8 million in debt issuance costs from other assets, net to current maturities of long-term debt and long-term debt, net of current maturities in the amount of $1.6 million and $2.2 million, respectively, in our October 2, 2016 condensed consolidated balance sheet. Refer to Note 1, Basis of Presentation, in the notes to condensed consolidated financial statements for more information.


Last spring Karen Cunningham had a lot on her plate. A full-time high school teacher, she was applying to be the English department head, raising two teenage boys, and was in the middle of the heartbreaking task of transitioning her mother to a memory care unit. Like many others, her road to a lung cancer diagnosis was anything but direct.
A self-described English nerd, Karen looks forward to crawling into bed at night with a good book. For several days, when she was laying down, she felt a sharp pain in her chest when she breathed deeply. She wasn't too concerned; adjusting her position relieved the pain. It wasn't until one Sunday afternoon when she was grading papers and she experienced the same pain, this time accompanied by labored breathing, that she grew more concerned. She considered going to the ER but opted to check in with the on-call doctor instead. In the time it took for the doctor to return her call, she googled her symptoms and, in an admittedly unscientific way, determined that her pain might be caused by gallstones. The on-call doctor agreed with her diagnosis. Because the Ibuprofen she'd taken had relieved the pain, she decided not go to the ER that night.
Because the symptoms of her pneumonia had not subsided, her pulmonologist suggested out of caution that Karen have a lung CT scan and possible biopsy. "Nothing about this says lung cancer," her doctor assured her.
Focusing on family obligations and her dedication to the high school seniors she was seeing through to graduation, Karen decided to put off the scan and biopsy until the end of the school year. When she finally had her scan, everyone was surprised to see shadows in her lungs. Perhaps this was more than pneumonia. It was time for a tissue biopsy.
While meeting with the medical team at her mother's memory care center, Karen's cell phone rang. Because she did not recognize the number, she sent the call to voicemail. The phone rang again, but it wasn't until the third attempt from the same number that she answered.
Things moved fast from there. Karen went in for a PET Scan and brain MRI the next morning. The diagnosis: stage 4 non-small cell adenocarcinoma with the ALK mutation to be treated with oral targeted therapy. Karen has never asked for a prognosis.
Thanks to lung cancer research, Karen's ALK mutation was detected enabling her to be treated with oral medication. Furthermore, she was strong enough to take a once in a lifetime rafting trip in the Grand Canyon with her husband and sons. Despite her lung cancer diagnosis, Karen is so grateful to be living a full and happy life.
University of Colorado study shows improved survival rates for stage 4 ALK+ lung cancer patients. Benefits of targeted therapy are credited for changing the outlook for patients.
Learn more about personalized therapies for lung cancer. LCFA's Personalized Therapies for Lung Cancer brochure is a free, printable resource for you, your caregivers, and your doctor.


text:
Bei den Grammy Awards 1971 wurden zum 13. Mal musikalische Leistungen des Vorjahres ausgezeichnet und es gab 43 Preisträger aus 15 Feldern. Die Veranstaltung fand am 16. März statt. Der "King of Rock'n' Roll" Elvis Presley wurde darüber hinaus mit einem Ehrengrammy für sein Lebenswerk geehrt.

Hauptkategorien
Single des Jahres (Record of the Year):
 Bridge over Troubled Water von Simon & Garfunkel

Album des Jahres (Album of the Year):
 Bridge over Troubled Water von Simon & Garfunkel

Song des Jahres (Song of the Year):
 Bridge over Troubled Water von Simon & Garfunkel (Autor: Paul Simon)

Bester neuer Künstler (Best New Artist):
 Carpenters

Pop
Beste zeitgenössische weibliche Gesangsdarbietung (Best Contemporary Vocal Performance, Female):
 "I'll Never Fall In Love Again" von Dionne Warwick

Beste zeitgenössische männliche Gesangsdarbietung (Best Contemporary Vocal Performance, Male):
 "Everything Is Beautiful" von Ray Stevens

Beste zeitgenössische Gesangsdarbietung eines Duos, einer Gruppe oder eines Chors (Best Contemporary Vocal Performance By A Duo, Group Or Chorus):
 "(They Long to Be) Close To You" von den Carpenters

Beste zeitgenössische Instrumentaldarbietung (Best Contemporary Instrumental Performance):
 "Theme from Z and Other Film Music" von Henry Mancini

Bester zeitgenössischer Song (Best Contemporary Song):
 "Bridge over Troubled Water" von Simon & Garfunkel (Autor: Paul Simon)

Rhythm & Blues
Beste weibliche Gesangsdarbietung – R&B (Best R&B Vocal Performance, Female):
 "Don't Play That Song" von Aretha Franklin

Beste männliche Gesangsdarbietung – R&B (Best R&B Vocal Performance, Male):
 "The Thrill Is Gone" von B. B. King

Beste R&B-Darbietung eines Duos oder einer Gruppe, Gesang oder instrumental (Best R&B Performance By A Duo Or Group, Vocal Or Instrumental):
 "Didn't I (Blow Your Mind This Time)" von den Delfonics

Bester R&B-Song (Best R&B Song):
 "Patches" von Clarence Carter (Autoren: General Johnson, Ronald Dunbar)

Country
Beste weibliche Gesangsdarbietung – Country (Best Country Vocal Performance, Female):
 Rose Garden von Lynn Anderson

Beste männliche Gesangsdarbietung – Country (Best Country Vocal Performance, Male):
 For The Good Times von Ray Price

Beste Countrygesangsdarbietung eines Duos oder einer Gruppe (Best Country Vocal Performance By A Duo Or Group):
 If I Were A Carpenter von Johnny Cash & June Carter

Bestes Darbietung eines Countryinstrumentals (Best Country Instrumental Performance):
 Me And Jerry von Chet Atkins & Jerry Reed

Bester Countrysong (Best Country Song):
 My Woman, My Woman, My Wife von Marty Robbins

Jazz
Beste Jazz-Darbietung – Kleingruppe oder Solist mit Kleingruppe (Best Jazz Performance – Small Group Or Soloist With Small Group):
 Alone von Bill Evans

Beste Jazz-Darbietung – Großgruppe oder Solist mit Großgruppe (Best Jazz Performance – Large Group Or Soloist With Large Group):
 Bitches Brew von Miles Davis

Gospel
Beste Gospel-Darbietung (ohne Soul-Gospel) (Best Gospel Performance, Other Than Soul Gospel):
 Talk About The Good Times von den Oak Ridge Boys

Beste Soul-Gospel-Darbietung (Best Soul Gospel Performance):
 Every Man Wants To Be Free von den Edwin Hawkins Singers

Beste musikalische Sacred-Darbietung (Best Sacred Performance, Musical):
 Everything Is Beautiful von Jake Hess

Folk
Beste Ethnofolk- oder traditionelle Folk-Aufnahme (einschließlich traditionellem Blues) (Best Ethnic Or Traditional Recording, Including Traditional Blues):
 Good Feelin' von T-Bone Walker

Für Kinder
Beste Aufnahme für Kinder (Best Recording For Children):
 Sesame Street von den Muppets (Produzenten: Joan Cooney, Thomas Z. Shepard)

Sprache
Beste gesprochene Aufnahme (Best Spoken Word Recording):
 Why I Oppose the War in Vietnam von Martin Luther King, jr.

Comedy
Beste Comedy-Aufnahme (Best Comedy Recording):
 The Devil Made Me Buy This Dress von Flip Wilson

Musical Show
Beste Musik eines Original-Cast-Show-Albums (Best Score From An Original Cast Show Album):
 Company von der Originalbesetzung mit Dean Jones, Barbara Barrie, George Coe, Teri Rolston, John Cunningham und Beth Howland (Komponist: Stephen Sondheim; Produzent: Thomas Z. Shepard)

Komposition / Arrangement
Beste Instrumentalkomposition (Best Instrumental Composition):
 Airport Love Theme (Komponist: Alfred Newman)

Beste Originalmusik geschrieben für einen Film oder ein Fernsehspecial (Best Original Score Written For A Motion Picture Or A Television Special):
 Let It Be von den Beatles (Komponisten: George Harrison, John Lennon, Paul McCartney, Ringo Starr)

Bestes Instrumentalarrangement (Best Instrumental Arrangement):
 Theme From Z (Arrangeur: Henry Mancini)

Bestes Arrangement mit Gesangsbegleitung (Best Arrangement Accompanying Vocalists):
 Bridge Over Troubled Water von Simon & Garfunkel (Arrangeure: Larry Knechtel, Paul Simon)

Packages und Album-Begleittexte
Bestes Album-Cover (Best Album Cover):
 Indianola Mississippi Seeds von B. B. King (Grafikkünstler: Robert Lockart; Fotograf: Ivan Nagy)

Bester Album-Begleittext (Best Album Notes):
 The World's Greatest Blues Singer von Bessie Smith (Verfasser: Chris Albertson)

Produktion und Technik
Beste technische Aufnahme, ohne klassische Musik (Best Engineered Recording, Non-Classical):
 Bridge Over Troubled Water von Simon & Garfunkel (Technik: Roy Halee)

Beste technische Klassikaufnahme (Best Engineered Recording, Classical):
 Strawinski: Le sacre du printemps vom Cleveland Orchestra unter Leitung von Pierre Boulez (Technik: Arthur Kendy, Fred Plaut, Ray Moore)

Klassische Musik
Bestes Klassik-Album des Jahres (Album Of The Year, Classical):
 Berlioz: "Les troyens" von verschiedenen Interpreten und dem Royal Opera House Orchestra und Chor unter Leitung von Colin Davis

Beste klassische Orchesterdarbietung (Best Classical Performance, Orchestra):
 Strawinski: "Le sacre du printemps" vom Cleveland Orchestra unter Leitung von Pierre Boulez

Beste Opernaufnahme (Best Opera Recording):
 Berlioz: "Les Troyens" von verschiedenen Interpreten und dem Royal Opera House Orchestra und Chor unter Leitung von Colin Davis

Beste Chor-Darbietung (ohne Oper) (Best Choral Performance Other Than Opera):
 Ives: "New Music of Charles Ives" von den Gregg Smith Singers und dem Columbia Chamber Ensemble

Beste Soloinstrument-Darbietung mit oder ohne Orchester (Best Classical Performance – Instrumental Soloist or Soloists With Or Without Orchestra):
 Brahms: "Konzert in A-Moll für Violine und Cello (Doppelkonzert)" von David Oistrach, Mstislaw Rostropowitsch und dem Cleveland Orchestra unter Leitung von George Szell

Beste Kammermusik-Darbietung (Best Chamber Music Performance):
 Beethoven: "The Complete Piano Trios" von Eugene Istomin, Leonard Rose und Isaac Stern

Beste klassische Solo-Gesangsdarbietung (Best Classical Vocal Soloist Performance):
 Schubert: "Lieder" von Dietrich Fischer-Dieskau

Special Merit Awards

Grammy Lifetime Achievement Award
 Elvis Presley

Trustees Award
 Chris Albertson
 John Hammond
 Larry Hiller
 Paul Weston

Musik 1971
Preisverleihung 1971
1971

redpajama_set_name: RedPajamaWikipedia


One of the challenges of understanding the service and experiences of the men of the 18th Battalion is that experience, removed in time and distance, is sanitized by the War Diaries. The 18th Battalion war diaries are often bereft of detail and often only deal with the bare minimum of the military events that are transpiring. Thus, the reader does not get a sense of the experience of the individual, or even that of the unit. This brevity does not make for compelling reading and the experiences of the soldiers, as part of a unit, are minimalized. Many entries have the word "ditto" to express that the Battalion was, for example, in reserve. Yet, during those days the normal daily duties of the Battalion would carry on. Men where drilled, disciplined, trained, and a whole myriad range of skills and abilities that a modern soldier of that era needed to function in the environment that they found in their sectors of the Western front.
In contrast, the men of the 18th Battalion wrote many letters home and they often fill in details that are lacking from the official record. Piecing together a narrative is difficult as it can be broken up in segments as each paragraph can deal with a different subject or person. Perhaps this form of writing was a soldier's concern of the intervention of the official military censor; the brief spells available for writing letters, especially in the front-line; the size and availability of the writing paper; and, further contributing to this was the editing by the local newspaper for those letters published. Yet, the letters, such as the one to be related here, are an important source of information about the men that served in the 18th Battalion giving insight into their lives and attitudes.
It is in this context that we find the letter. As Cruickshank was a lance-sergeant, an appointed rank – sometimes temporary in nature, he may have been responsible for a squad or a platoon. If this was the case his time would be full during day addressing and attending to the many needs of his men and responding to and acting on orders from his superiors. He was able to write a letter during his free time and relates several aspects of his military service.
The first paragraph illuminates the service rotation of a battalion. At this time a brigade made up of four battalions would rotate two battalions in the front-line and two in the reserve line. Both positions were generally in range of enemy shellfire and the battalions in the front-line would be station adjacent to one anther, one taking the right side of the line and the other the left. Two companies of the battalion (approximately 150-200 soldiers) would occupy the front-line and the other two companies would hold the support (or "reserve") trenches in the rear, thus being available and support the front-line in case of a trench raid or general attack.
Cruickshank's comment about the rotation being "12 days out" compared to the other battalions doing only "6 days in 18.", is a word trick. This rotation, that seems unduly onerous, is dependant on when you count the start of the rotation. If one counts the first rotation as being the one in the line, then there are 6 days at the front followed by 6 days out of the front and then 6 days at the front. If the rotations count is started when the battalion out of the line (i.e. brigade reserve) then the rotation is 6-days out, 6 days at the front and "finishing" with 6 days out. If he counted the rotation based on four rotation cycles the rotations would represent the same numbers of days in and out of the line. This type of "scheduling" trick seems to have been used by other soldiers to give the impression their unit was unduly saddled with more front-line duty than other units in their brigade.
There were alternatives available and the CEF was so short of grenades that they adopted local alternatives in order to supplement their shortage of this weapon. Cruickshank also had the Battalion's recent experience to draw on as on October 3, Private Aikenhead[ii] was, "…was hit in head with bully beef tin which someone was using to test a trench catapult." according to the Medical Officer's war diary. This use of a trench catapult was a stop-gap measure until more reliable tools became available, but until they did the soldiers used tins and a short length of burning fuse to initiate the weapon. Depending on the reliability, or lack there of, the name "Suicide Club" was an apt moniker for the men tasked with utilizing this imperfect weapon.
His comment about the trench conditions is consistent with the experiences of the CEF in Ypres. The use of the Royal Engineers to remediate the challenges of the low water table tells how the need for special knowledge and skills were required to solve, or at least, mitigate the conditions in this sector. The weather, as recorded by the 4th Canadian Infantry Brigade War Diary listed many of October's days as "weather fine" but this would not be much comfort as winter advanced on the Canadian at Ypres.
The next paragraph relates the Battalion under fire by German artillery. The reference to "whiz bang[s]" refers to a high-velocity shell that made a sound reminiscent of its name. It appears that Cruickshank feels that the Germans have the range and are concentrating their fire on the area where his dugout is so he is willing to expose himself to fire and leave his dugout to seek the company, and the relatively better protects (as the shells are not concentrating there) with the "boys" in the front-line. There may not have been any overhead cover and, as it turns out, "It was just as bad there…" This artillery action occurred on October 13 and the casualties included the Nelson brothers[iii] whose mother would receive the news of their death on the same day about the time of the composition of this letter. This was also the largest number of men killed in the Battalion in one day since their arrival on the Continent – more terrible days would come and more brothers would die, several on the same day.
25 cm Minenwerfer in Waterford, Ontario. Displayed as monument in front of high school. Via Wikepedia.
Then, to add to his woes, the Germans start to shell the lines on October 21 with a large calibre mortar, possibly a 25 cm schwerer Minenwerfer, with its large explosive to propellant ratio this weapon could be very dangerous indeed. Exacerbating Cruickshank's concern is his protective dugout is full of grenades!
He survives this incident and ends the letter with an ironic closing: "The day is beautiful and everything is quiet as night." Rather upbeat given the past two paragraphs.
Galt Daily Reporter. November 9, 1915. Page 7.
SERGT. CRUICKSHANKS[i] OF GALT GIVEN INTIMATE ACQUAINTANCE WITH FRITZ.
A member of The Reporter staff is in receipt of a very interesting letter from Sergt. George Cruickshank, formerly of Galt, with the 18th Battalion, "somewhere in Belgium, in which he tells of some of his experiences as a member of the "Suicide Club" or bomb-throwers, and how he enjoys the life in the trenches.
"We always like to hear all that goes on in the old burgh and eagerly look forward to the mails, as our friends always send us copies of The Reporter. So you can see, although far away we can still keep in step with the home town. I am back again in the trenches for another six days. I get a double dose of trench life each time the Battalion takes over as I belong to the bomb-throwers or "Suicide Club," which is the name we get in France. We do 12 days out of the 18, while the companies only do 6 days in 18. However, I do not mind it so much. I feel just as safe up here as any place else. You soon get used to it, and as long as Fritz behaves himself it is all right. Our trenches here are in bad condition having bee poorly kept by previous regiments. However, the Royal Engineers are busy each day and things look more home like. When it comes to keeping trenches in good, clean healthy condition you have got to take your hat off to the Canadians, and I guess we can do our share of the fighting when the time comes along, eh!
[i] Cruickshank, George Barker: Service no. 54014.
[ii] Aikenhead, Harold Raymond: Service No. 54160.
[iii] Nelson, Thomas: Service no. 54356 and Nelson, William: Service no. 54340 where killed by the same shell. They are buried beside each other at Ridge Wood Military Cemetery.
[iv] See Tim Cook's THE SECRET HISTORY OF SOLDIERS: HOW CANADIANS SURVIVED THE GREAT WAR for a thorough analysis of this.


A short note on the statistical information for regional policies was published by José Cervera in the "Strategy for Development" magazine published by the Ukrainian REGIONET network of specialists. This communication takes place in the framework of the U-LEAD programme (http://u-lead.decentralisation.gov.ua/), financed by the EU and the governments of Germany, Poland, Sweden, Denmark and Estonia to support the process of decentralisation and regional development in Ukraine, where José acts as advisor on statistics and indicators for policy monitoring and evaluation.
Find the short notice here.
In the context of the political decentralisation in Ukraine and the devolution of competences on regional development, DevStat's CEO José Cervera delivered a presentation on the methodology for the production and analysis of territorial statistical indicators to the staff of GIZ and other international experts in Kiev.
The experience of DevStat in local and regional statistics includes not only the current project in Ukraine, but also the implementation of a 2-year project in Moldova on the production of regional GDP and other statistics, the methodological support to Eurostat in the definition of "labour market areas" and the creation of a database on Local Administrative Units (LAU) lifecycle, and the assessment of regional statistics in Tunisia.


What is a TLD? And why would someone register one?
If you don't have a technical background you may have no idea what a 'Top Level Domain' is. Essentially a 'Top Level Domain' or 'TLD' is what comes after your website name in a website address. It's the .com, .net, .org, etc.
Recently, there has been a significant increase in the variations available, with many niche and a geographical options now becoming available for registration. You are even able to register your own TLD for a cool $200,000+! Here is the list of the first registered Australian TLDs.
In addition to these cool new geographic extensions, there were also hundreds of new TLDs applied for and approved. There were in fact 483 new registrations approved and processed as of the 9th January 2015, with another 983 which are currently in the process of being approved.
So what are these new TLDs? They cover literally everything you can think of from .actor to .dog, to .football, to .plumbing and everything inbetween.
The introductions of all these new spaces is interesting, but why the move? Why now and why so many?
Many of these new TLDs that have been registered have been done as a strategic move by brands, trademark owners and businesses to prevent others from securing the space and using it against them, as well as being able to utilise the space for internal purposes.
TLDs such as .amazon, .nike, .pepsi, .coke have all been registered by their respective companies and cannot be used or registered by anyone in the public, but can be used by the companies as they see fit for websites, emails, and promotional activities.
Many of these spaces have been registered by entrepreneurs, registries, companies and individuals who all have the altruistic goal of making money from offering registrations on their new domain name space.
With an initial fee of around $200,000 making it prohibitive for some, the long term financial benefits of running the space can be very lucrative.
A very expensive way to start a new business, but a startup looking for a unique way to brand their business and solve the problem of coming up with a unique .com domain name may look at registering its own unique TLD to use to base their business website and emails around.
Have you registered your own TLD yet and should you? Or are you excited now and going to go and do some searches to see what you can register?
In part two of our TLD series, we'll cover the pros and cons of registering a domain name at one of these new spaces.


protects my relationship with those I'm ministering to and with.
If I'm not careful, it's easy for me to slide into a fleshly, self-centered method of ministry. I become consumed with my own ideas of how things should work, what the results should look like, and what everyone should do to make it happen. In the process, I hurt others and get completely off track with the direction God wants things to go. My efforts to succeed turn into stress, overwork and burnout.
It's a form of idolatry, and it's ugly.
Several years ago, I was entrusted with a leadership role in a women's ministry that was completely outside my comfort zone. I had no clue what it was supposed to look like or how to fulfill my role.
A gracious older woman gently reminded me of the one truth that has guided me countless times ever since.
It sounds so simple, doesn't it? It might even seem like common sense. Truthfully, it wasn't a new revelation to me, but that's when it penetrated deep into my heart and began to change me from the inside out.
Recognizing that the ministry is not mine (but God's) removes my need for control. When I realize that I'm actually serving Him, that I'm merely acting on His behalf to fulfill His own plan and purpose for the ministry, I can let go of my own ideas. When things don't go my way or the way I thought they should go, I can relax.
This truth is about God's sovereignty. It's remembering that He's ultimately in charge. He is orchestrating all the details. So when "mistakes" happen, when people don't show up, when plans change, I can be at peace in the knowledge that none of it surprises Him. He knew what would happen before I even began to think about it (Psalm 139), and He'll make all things work out for His glory (Romans 8:28).
Understanding and believing in the sovereignty of God allows me to let things go. I don't have to stress about all the details. I don't have to panic when the unexpected happens.
While I want to be faithful and do my job with excellence, I also need to remember that I have limitations. I am human. There is only so much that my efforts can accomplish. The rest is up to the Lord.
A heart of humility is rich soil in which to plant a fruitful ministry.
Remembering that the ministry is God's – not mine – keeps me humble. It causes me to evaluate my motives and goals to ensure I'm in alignment with God's heart. My focus shifts from myself to the One for whom I live (Acts 17:28).
Ultimately, any ministry is about relationships. Put simply, we exist to have a relationship with God, and we serve others to encourage them in their own relationship with God.
When I keep the right perspective of ministry, I don't allow details and my own desires to come between me and those I'm serving with and ministering to. In fact, a lot of details take care of themselves when I invest my time and energy into the people instead of "all the things".
The ministry I referred to earlier began to thrive when I recognized that it wasn't about creating "successful" events as much as it was about encouraging and nurturing the women in their own relationship with Jesus. When I began to focus on faithfully shepherding the women on the ministry team on a spiritual level, their gifts flourished, the team was unified, and ministry happened. And it had nothing to do with my ability to plan or my diligent efforts to work out all the details; it was a by-product of building relationships. It was a work of the Holy Spirit.
It's God's, not mine. This truth doesn't apply only to ministry. It impacts every aspect of our lives. My whole life is His (Romans 11:36).
There is such freedom when I can let go of control, trust God with the details, and simply walk in faithfulness to Him moment by moment. The burden of responsibility is lifted in the sense that the results are not up to me. My part is faithfulness to do what He's called me to do and to walk in obedience to Him with a humble heart. His part is to produce the fruit.
This is grace. God is glorified in us when we delight in Him (Jeremiah 9:24, Philippians 1:20-23, Psalm 37:4). When we seek His kingdom first, He takes care of the rest (Matthew 6:33).
I totally agree with you, it is very freeing to allow God to lead! Thank you for the great reminder!
My pleasure! Thanks for taking time to read!
Love this, Jana! Thank you for speaking out on this truth!
Rachel, you're such an encouragement to me! Yes, it really is easy for us to get off-track. I like the analogy in Scripture of keeping our eyes forward when we're plowing the field. When our eyes are on Jesus, we plow a straight row, but when we're distracted by our own ideas, we end up all over the place!
Thank you for sharing all of these truth-filled and good thoughts! These same lessons are being applied by God to my own personal & physical life now too. It's so easy to fall into the trap that "I" need to work harder, do more, fix things, etc. But God is sovereign even over my own life. He knows how to handle these details, and I can trust Him through the process. Thank you for the encouragement that your words and Scriptures are today!
I'm encouraged that you've been encouraged! 🙂 It sure is a comfort to know that He is trustworthy with all the details – far more trustworthy than I am!
It is His. Good, good word. It can be easy to get caught up in it all, can't it? I think I'm sorting through some of that right now, honestly. I appreciate your ministry to me today. Blessings. Visiting via Purposeful Faith.
Kristi, Welcome! And thank you for your encouraging comment!
This is so me. I have moments of clarity like this when I know it's not mine but His. But then there are the times Satan takes hold of my weakness and I fall back into my ways of perfectionism. I loved when you said: "When I keep the right perspective of ministry, I don't allow details and my own desires to come between me and those I'm serving with and ministering to. In fact, a lot of details take care of themselves when I invest my time and energy into the people instead of "all the things" Words of wisdom there.
I can so relate to this. I'm so quick to forget that relationships are more important than tasks. It seems like it'd be something super easy to remember but as someone who struggles with perfectionism as well, it's super hard for me to remember. Thanks for this!
"This ministry is not yours; it's God's." Thank you for this reminder. It's a timely one.
To God be the glory! Thanks for stopping by, Ami!
With a "perfect heart toward God," everything else will fall in place. May God bless your ministry.
This is a great reminder as I am getting ready to start a ministry for married couples in our church. I need to remember that it's His ministry and not mine, and as long as I stay open to his leading, it will be fine.
When we're submitted to God's will, we cannot fail at what He's calling us to. He will equip you for what He's commissioned you to do. HE WILL NOT FAIL! God bless you and your ministry!
Emily, I'm so glad today's post ministered to you. To God be the glory! (I took a peek at your blog. Your Scripture images are beautiful!) Thanks for your encouragement to me today!
Me. Too. Thanks for stopping by, Sister!
As one who has struggled greatly with perfectionism, I LOVED this whole article. So many great things to focus on and so many truths! Thank you!
Leslie, your comment greatly encouraged me today. Thank you!
Oh, yes. I loved this post. I don't think I struggle with perfectionism so much as competitiveness. Two similar characteristics. Your words hit home for me too.
Laurie, Thanks for your encouragement and your comment. I hadn't thought about competitiveness in this context, but I can totally see how the same truth would apply to both. Good insight.
Yes! I think it's a great reminder to keep the WHO we serve far more elevated than the WHAT we do for Him. 🙂 Great reminders because I think we can ALL struggle with this!
I love the way you worded that… "WHO we serve rather than WHAT we do." It takes practice! Thanks for stopping by, Nicki!
GREAT POST! I've always said, sometimes you have to say no to good things to be able to say yes to the best things. Allowing God to lead is imperative! Thanks for posting!
Patsy, that is so true. Learning to say no is a lot easier with the perspective of following God's lead. Thanks for your encouragement!
I needed to read this today. It's so easy to lose sight of the big picture!
I'm glad you were encouraged, Ashley. I, too, am so easily distracted from where my focus should be!


text:
Vendor- Umrigar, Thrity
Honor: a Novel
Umrigar, Thrity
Indian American journalist Smita has returned to India to cover a story, but reluctantly: long ago she and her family left the country with no intention of ever coming back. As she follows the case of Meena—a Hindu woman attacked by members of her own village and her own family for marrying a Muslim man—Smita comes face to face with a society where tradition carries more weight than one's own heart, and a story that threatens to unearth the painful secrets of Smita's own past. While Meena's fate hangs in the balance, Smita tries in every way she can to right the scales. She also finds herself increasingly drawn to Mohan, an Indian man she meets while on assignment. But the dual love stories of Honor are as different as the cultures of Meena and Smita themselves: Smita realizes she has the freedom to enter into a casual affair, knowing she can decide later how much it means to her.
In this tender and evocative novel about love, hope, familial devotion, betrayal, and sacrifice, Thrity Umrigar shows us two courageous women trying to navigate how to be true to their homelands and themselves at the same time.
Hardcover, Jan 4th 2022


text:
British Superbikes
Brookes and Hill go faster at Cadwell
Published: 25 March 2010 Updated: 24 November 2014
Josh Brookes went even faster on Wednesday afternoon in testing at Cadwell Park, than he had on Tuesday but admitted the times came harder.
The HM Plant Honda rider clocked a 1:27.87 and told MCN: "I don't know what it was but the track didn't seem to have the same grip at Tuesday. Or maybe it was just having spent all morning doing PR stuff. Whatever it was, it was only later in the afternoon when I really got going."
Yesterday's final afternoon of testing took place after the mornings MSVR Cadwell media launch. HM Plant Honda, Worx Suzuki and Swan Honda did the PR work but Swan Honda then packed up and headed back to the workshop, content with their set-up. That left just Brookes, Ryuichi Kiyonari and Tommy Hill on track.
Stuart Easton, injured in the previous day's test was back at the track by lunchtime and was in good spirits, despite hobbling around after overnight surgery to repair the deep gash in the back of his leg.
"The hospital didn't give me any crutches. They said the best thing to get it healing faster would be to weight-bear. I'll be at Brands."
Kiyonari was again off the pace but said that in the last couple of runs was finally starting to get his head about how to get a good feel for the bike on the very narrow and undulating Cadwell track.
Hill was the only Worx rider testing. Yukio Kagayama arrives back in Britain from Japan today (Thursday). After being plagued by electronic gremlins, the team finally got the bike sorted yesterday and Hill was flying with a best time of 1:27.96. "The times were coming to me," he said. "I wasn't really pushing at all so that fills me with confidence."
By Gary Pinchin


text:
Q: jQuery Validator Message Not Showing I am trying to use the jQuery validator library but I am unable to show the messaged into the DOM. I read similar questions but could not find my mistake.
Notice that I also added the .error class in CSS.

        <form name="signup-advertiser" id="signup-form">

Last Name:

<input type="text" name="lastname">

Password:

<input type="password" name="password1">

Repeat Password:

<input type="password" name="password">

            <button id="signup-btn">Sign Up!</button>
        </form>

A: Password spelling is wrong in script
passwrod: {
    equalTo: password1
}

Give the id for all input element like follow  then it will work
<input type="text" id="lastname" name="lastname">
<input type="password" id="password1" name="password1">
<input type="password" id="password" name="password">

A: You may have to
give some css property in your error msg like this
label { margin-left: 8px; color: black; }

redpajama_set_name: RedPajamaStackExchange


Miami International Film Festival (MIFF) brings the best of world cinema to Miami, with a mission to bridge cultural understanding and encourage artistic development by provoking thought through film. Mochee helps MIFF share inside information on films, filmmakers, special events and more on Facebook, Twitter and Instagram. A division of MIFF, Tower Theater is one of Miami's oldest landmarks. Located on historic Calle Ocho across the street from Domino Park, the theater hosts a wide range of films throughout the year. Mochee uses Facebook and Twitter to promote these films, events at the theater and community information to engage with Miami locals and tourists who want to experience a cultural side of Miami.


If you're looking for a healthy alternative to chocolate, may we suggest filling your Easter basket(s) with books?
Congratulations @robertdugoni on hitting the @WSJ bestsellers list this week!
Congrats on hitting the @USATODAYBooks bestsellers list this week @tessgerritsen, @JRWard1, @KylieScottbooks, and @SusanMallery!
Congrats on hitting the @USATODAYBooks bestsellers list this week @tessgerritsen, @JRWard1, and @SusanMallery!
Congrats on hitting the @amazonbooks bestsellers list this week @robertdugoni!


EuropeanPaymentSummit (EPS) offers a unique 2 day dual program featuring key developments 'for-by professionals' in the payments/transaction space combined with a key sessions on international Security & Fraud in a special collaboration with Hague Security Delta (HSD). These two program sections will be programmed in parallel to enable delegates to switch and select key sessions to attend. Next to plenary introductions, delegates can create a full meaningful 2 day program in order to gain best insights on developments, debate on key issues and learn from best practices. Of course there will be ample time for meeting your international peers and thus networking.
Our 2017 program will focus on key developments in the transaction space as we also will discuss in-depth the fraud & security challenges. Our audience consists of key policy makers, decision makers in the FSI, top-experts in payments and the transaction space and key stakeholders in both payments, (cyber)security , technology, transaction infrastructure, mobile, cards and other related areas of expertise.
Running in its 16th edition now, it is a leading discussion platform for professionals in this space. For more than 16 years, over 3.500 leading professionals have attended the conference. This proves the importance of exchanging innovation and overall payment experience in the wholesale and consumer marketplace. Our mission is to be a top level environment for the exchange of innovation, latest expertise, business insights and networking.