UFC welterweight Colby Covington, has been venting his anger at the UFC since it was announced that Kamaru Usman was going to get the next shot at Tyron Woodley and the welterweight title.
Now in his most recent interview with TSN, Covington has said that he's willing to not fight again.
"I'm just moving on with my life. I'm not going to be the nice guy anymore. I'm not going to be the guy that tells lies about the UFC and tries to cover for the UFC like they're so great and everything's fine and dandy.
"I've done so many favours for the UFC, flown all over the world, fought for little money against top contenders, fought for entry-level money. I've never complained, always been a company man, never failed a steroid test. Never done anything wrong, literally never.
"I'm the biggest draw this in this division right now. I'm not fighting for anything less than I deserve and I don't care what they say. I'll stand up for what's right and if that means never fighting again then that means never fighting again.
"I've already built a great life for myself. I came from the projects. I came from trailer parks, growing up with one parent, just my mom, having to work four jobs. I don't need anything anymore. I've already made enough money where I'm healthy and I have investments and I have enough going on in my life that I don't need to fight ever again. You may never see me fight again. That's a possibility right now.
"I just want to fight. I want to do what I love. I love to fight, I love competition. I know I'm the best fighter in the world. I train every day and no one's ever taken one round off me. I'm in my prime right now. I want to put on competition. I want to put on entertainment. I want to go please all the fans. Obviously, the No. 1 thing I want to do is fight right now, but I'm not fighting for anything less than I deserve. I'm standing up for what's right and a lot of these fighters tuck their tail between their legs and they're scared to stand up for themselves. They don't want to fight against the UFC because they're afraid to lose their job. I'm not afraid to lose my job. I dare the UFC to give me my release, cut me… I can make money anywhere else. I can go to another organization and make four times the money so I don't need the UFC anymore.
"Every message board, all the comments, everybody hated me. Now they've all turned to my side. It's crazy. They're just real people, they understand my situation. Everybody has that boss that they hate, they don't want to work for, that makes them do things they don't want to, so I think people can relate to my situation and they can understand what I'm going through.
"This is literally all politics, the politics of the UFC. There's just this corruption going on. So it's cool to see people be sympathetic for me but I don't want sympathy. I didn't ask for sympathy…I'm not that type of fighter.


text:
Q: Aceptar cualquier caracter menos $%&|<># con RegEx Soy algo nuevo en programación web y con Expresiones Regulares (RegEX). ¿Cómo permitir que mi TextArea acepte cualquier caracter excepto  estos $%&|<>#?
Estoy probando esto con mi TMForm.js.
regula.custom({
    name:'Special'
    ,validator:function(){
        return /^[A-Za-z ]-[$%&|<>#]?$/.test(this.value)
    }
})

Este es mi textarea en mi archivo php.

    <textarea id="message" class="input" name="cf_message" placeholder="Insert your message:" data-constraints="@Required @Special">
       </textarea>
    *This field is required.
    *Must have at least 5 characters.

A: La siguiente expresión regular coincidirá con cualquier texto que contenga los caracteres $%&|<>#.
/[$%&|<>#]/

*

*[]: agrupa una serie de caracteres (que coincidirán)

Nota: gracias a @Mariano por notar que el /g está de más porque solo basta la primera coincidencia.

function validate (e) {
  // valores inválidos
  if(/[$%&|<>#]/.test(e.target.value)) {
    e.target.classList.remove('valid');
    e.target.classList.add('invalid');
  } else {
    e.target.classList.remove('invalid');
    e.target.classList.add('valid');
  }
}
.invalid {
  border: 1px solid #d53400;
}
.valid {
  border: 1px solid #2ecc71;
}
input:focus {
  outline: none;
}
<input type="text" oninput="validate(event)">

A: Puedes usar la siguiente RegExp:
/^[^$%&|<>#]*$/

Descripción:
/^                 : Empieza con
 [^                : Que no sea uno de los caracteres
   $%&|<>#         : Caracteres a excluir
 ]
 *                 : 0 o mas caracteres
$/                 : Termina en

Demo:

var re = /^[^$%&|<>#]*$/;

document.getElementById('message')
  .addEventListener('input', function () {
    console.log(this.value + ': '+ re.test(this.value));
    this.className = re.test(this.value) ? 'valid' : 'invalid';
  });
.valid {
  border: 1px solid #0f0;
  background-color: #0c0;
}
.invalid {
  border: 1px solid #f00;
  background-color: #c00;
}
<textarea id="message" placeholder="Insert your message:"></textarea>

redpajama_set_name: RedPajamaStackExchange


Herdís Dröfn Fjeldsted has been appointed Chief Executive Officer of the Iceland Enterprise Investment Fund (EIF) and will take over next 1 April from Brynjólfur Bjarnason, who recently asked to step down. Herdís has been Chief Investment Officer at EIF since 2010 and has extensive experience from her work on investment and restructuring projects. She has a masters degree in corporate finance from the University of Reykjavik and a degree in business economics from the international markets department. She has served on the boards of directors of numerous companies, including Icelandic, as chairman, Promens, as vice-chairman, Icelandair Group and Invent Farma.
Thorkell Sigurlaugsson, EIF Chairman of the Board: "Herdís is extremely well prepared to lead the projects ahead at the Fund. She has extensive experience of the work and investments of EIF. The Fund currently has holdings in five key enterprises and the task ahead is to work with the management and staff of these enterprises to develop their business activities and operations, list them in the stock exchange or sell them. Work is also in progress on researching new and attractive investment opportunities that fit in with the Fund's strategy." EIF's total assets currently stand at at ISK 36 billion and the equity ratio is 90%. The Fund has shown excellent results in recent years. The Fund's profits have been returned to its 18 owners, mainly pension funds and Landsbanki Íslands, all of which are in public ownership in Iceland. All realised profits from the Fund's operations are returned to the Fund's owners on an annual basis.


Welcome to the Wishgranted.com blog, we think you're' going to like it here!
Although our focus here has primarily been about colloidal silver (the Colloid Master colloidal silver generator in particular), primarily because search-engines have made it very difficult to not be a niche single-specialty focused site (one specialty). The days of our toeing the line for search-engines only one focus are over, and we will write about, talk about, and sell whatever we damn well see fit to!
We now wish to re purpose Wishgranted.com blog for thoughtful inspiration and cover the stuff we want to cover beyond just colloidal silver. Since 1997 we have worked with people from nearly every discipline and walk of life and it has been astounding regarding how many instances of serendipity which have linked us up with some of the brightest minds and the highest quality people on earth. It would be an injustice to simply keep all we have learned to ourselves, so enjoy as we roll out many new venues, products and information we have yet to share, stay tuned.
Our hope is to focus more on video and screen-capture type presentations. We are very fond of blockchain and emerging technologies so we will take advantage of those where we can, and soon we will make public what we consider to be one of the most important projects in that vein.
We have been doing research personally and that has lead to a very wide reaching understanding not only as concerns colloidal silver but most natural substances especially in relation to formal published research, in particular as can be found via PuBMed and PMC (Pub Med Central).
If you don't know what PMC and PubMed is, PubMed comprises more than 29 million citations for biomedical literature from MEDLINE, life science journals, and online books.
"What is PubMed Central (PMC)?
PubMed Central (PMC) is a free archive of biomedical and life sciences journal literature at the U.S. National Institutes of Health's National Library of Medicine (NIH/NLM). It is a repository for journal literature deposited by participating publishers, as well as for author manuscripts that have been submitted in compliance with the NIH Public Access Policy and similar policies of other research funding agencies.
Since its inception in 2000, PMC has grown from comprising only two journals, PNAS: Proceedings of the National Academy of Sciences and Molecular Biology of the Cell, to an archive of millions of articles from thousands of journals.
Participation by publishers in PMC is voluntary, although participating journals must meet certain scientific and technical standards. PMC, itself, is not a publisher.
Access to the material in PMC is free, but use of the material still is subject to the copyright and/or related license terms of the respective authors or publishers. See the PMC Copyright Notice for more information.
What is the difference between PMC and PubMed?
PubMed is a database of citations and abstracts. PMC is an electronic archive of full-text journal articles, offering free access to its contents.
More importantly than "officially" sanctioned information, to us, is the various information that is SUPPRESSED for various reasons, but that won't be the case here, in fact it is probably that main point. When we began in 1997 there was an effort to crush the credibility of colloidal silver and render all involved quacks, we attached by quackwatch and paid a heavy price, we did not get rich but we have done the right thing and God knows that's true, and so do many of you who have known us!
Thanks for being there for us everyone who has helped us survive the heavy shadow banning and repression we have experienced, and though many people feel that bite recently we have been feeling it since about 2003.
We have been a family venture since 1997. We are blessed to have a family that is also our tribe, and we would be honored if you would join the tribe of our extended family!
We are in this fight for the long haul for all the right reasons, and above all the normal worldly concerns and interests we have and intend to share with you about, the greatest interest of all for us is spirituality, and we are going to include discussion about that and whatever else we are inspired to share with you here, join us if you please.


The world was shocked in 1978 when a beautiful and humble man who had been chosen to lead the world's Catholics, and who had chosen to use the names of both of his beloved predecessors, Pope John Paul I, died suddenly after a pontificate of only 34 days. His revered successor, His Holiness Pope John Paul II, has that same humble demeanor combined with a stalwart nature that has brought him the admiration of people in all walks of life and all religions throughout the world.
In December of 1982, Pope John Paul turned his attention to Detroit Archdiocese when he named three new bishops – Patrick Cooney, Dale Melczek, and Moses Anderson – to serve as auxiliaries to Archbishop Szoka. Their names and ethnic heritages were typical of the kaleidoscopic archdiocese, typical of St. Mary's Parish most of all.
Detroit's Catholics: The city and the diocese, like neighborhood kids, grew up together. Since Father Gabriel Richard's time, the two have taken different paths, destined to intersect though 150 years of history. The schools: The student body has shrunk by more than half; lay teachers outnumber nuns and priests; tuition has quadrupled. The only thing that hasn't changed about Catholic education is its mission.
Detroit's 1.2 million Catholics celebrated the 150th anniversary of the official establishment of the Church of Detroit on Tuesday, March 8, 1983, with a mass in St. Anne's Shrine. That celebration is now continuing there, here, all over the Archdiocese, as the Church expands to meet the new challenges that each year brings.
That feeling of joyous vibrancy fills beautiful Old St. Mary's, now looking back on 150 years of faith and service to all people – and looking forward, enthusiastically, to accepting that same responsibility for the next 150 years.


text:
Official Blog of UNIO
Contacts and submissions
Editorial team and authors
Case law of the CJEU
Summaries of judgments
Brexit and the European Football Market: The Consequences for the Premier League and the British Players
On July 24, 2016 July 24, 2016 By officialblogunioIn Comments
by Rita de Sousa Costa, law student at UMinho
and Tiago Sérgio Cabral, law student at UMinho
The results of the referendum held in Great Britain on the 23rd of June of 2016 shall certainly change the course of history. On this day "Brexit" trumped "Bremain" by 52% against 48% with a turnout of about 72%. And while the results of the referendum are not binding it does seem that the British government plans to respect the will of the voters.
Leaving the EU will affect not only the economy but every single aspect of the lives of the British people, including sports. The British love sports, mainly football, and Britain, more precisely England has one of most competitive football leagues in the world: the Premier League. Nigel Farage a top UK politician and one of the most prominent leave supporters said in April:
"What this referendum is about is taking back control of our lives, our laws and our borders".
However, we must ask ourselves what are the consequences of "taking back our laws and borders" for the Premier League?
Farage is a supporter of Crystal Palace, whose team is composed of 32 players, and 12 of those players are not British. Manchester United, the winner of the FA Cup, regularly plays with 7 non-British players on its line-up even if in total it has more than 50% British players on its roster. How will the Premier League survive after Brexit? Will its teams agree with Farage's statement "outside of this single market we will be better off" (here)?
Well, not even Mr Farage believes that the UK will be better off outside of the single market (here). For the teams in the Premier League life is about to get much harder. No other football league in the world moves as much money as the Premier League (in player transferences and TV rights) and no other league in the world has so many international players.
The future of the Premier League hinges on the answer to a few rather unpredictable questions: a) Will the "divorce" between the UK and the EU be an amicable one? The first signs point to trouble. The EU politicians seem determined to take a hard stance on the negotiations with the British (here) and both David Cameron and Nigel Farage fled the ship, leaving Britain in a political turmoil. Boris Johnson "went missing" when the UK needed a new Prime-Minister and then came back as the Foreign Secretary in Theresa May's cabinet. Francis Urquhart or Frank Underwood from the British and American versions of House of Cards respectively would be proud. b) Will the Premier League change its internal rules? c) How will the remaining European Football leagues receive the players from the UK from now on?
How it Works Right Now
The current legal framework in accordance with the article 45 of the TFEU (regarding the free movement of workers) and with the landmark CJEU decision Bosman (here) bans any discrimination against players who are nationals of other Member States. Non-EU players are limited by quotas. The quotas are based on the FIFA ranking of their home country and the number of times that they played for their national team. However, for extraordinary players, an exception may be made, even if they do not meet the criteria. If the UK leaves the EU the players from EU Member States will become foreign players and using the exception for extraordinary players as the rule does not look like a viable option. Therefore, we shall analyse the other options.
The Full Break-Up Scenario
In this hypothesis, the players from the EU Member States would be subject to the same rules as any other player. According to the Guardian "two-thirds of European stars in England wouldn't meet the criteria used for other overseas players to automatically get a work visa" (161 players from the EU and the EEA). This group includes renowned players like De Gea, Juan Mata, or Mangala.
The situation could get even more complicated if Scotland or the Northern Ireland left the UK and joined the EU (here) making the players from those countries also foreign players in the Premier League.
Protecting the Premier League in a Full-Break Scenario
The FA could change its rules and protect the football players from the "break-up" between the UK and the EU. However, such a solution is not without its difficulties. It would be unacceptable to allow free movement of workers just for professional football. The other areas of activity would not remain quiet on the face of such discrimination. Furthermore if only the players from the EU were exempt from the "quotas" we would have first class foreign players from the EU and second class foreign players from the rest of the world.
EEA Agreement
The UK could leave the EU without leaving the European Economic Area. If that happened the free movement of persons, workers, services and capital would be assured. However, ending the free movement of persons and workers was the banner of the Brexit campaign, with a side of 1900's xenophobia. Besides, with this solution the UK would still need to contribute to the EU's budget (here) and would need to apply European legislation without a formal say in how it is shaped. Norway warned the UK before the referendum of the consequences of leaving (here).
About the British Players Playing in the EU
The Premier League won't be the only one affected by Brexit. Some others football leagues also have "quotas" for non-EU players. One such case is the Spanish Football League (La Liga) where a team can only have three non-EU players (jugadores extracomunitarios). A full break-up could mean trouble for teams like Real Madrid. On its squad, Real Madrid already has 3 non-EU players Casemiro, James and Danilo, but it also has Gareth Bale from Wales. If the UK left the EU in a full break-up scenario would not be able to use one of those players in LaLiga only in UEFA competitions like the Champions League where such restrictions do not exist. That would most likely mean that one of those players would need to leave the team.
No one really knows if there will be an agreement between the EU and the UK. If there is one, it may be less broad than and EEA agreement. In the hypothesis of such agreement including the free movement of workers, we should look at the CJEU's Simutènkov decision (here). In this landmark sports verdict, the Court decided that a Russian footballer playing on Club Deportivo Tenerife should have the same labour rights as the citizens from a Member State. The CJEU based its decision on the article 23, n 1, of the Communities-Russia Partnership Agreement (here).
Final Thoughts on the Matter
The results of the British referendum left the international community in shock. Even the British might be having a small case of "voters" remorse since the top Google search queries in Britain hours after the results were public were "What does it mean to leave the EU", "What is the EU", "Which countries are in the EU", "What will happen now we've left the EU" and "How many countries are in the EU" (here). In fact, we'd argue that only then the British started to really understand what leaving the EU entails. It is not only about "taking back our borders". It will negatively affect every aspect of their lives, it may even break the UK, and it will certainly harm their favourite sport.
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redpajama_set_name: RedPajamaCommonCrawl


text:
Amazon shoppers are scooping up these AccuMed face masks—they're just $26 for 10
Korin Miller
December 28, 2020, 10:17 a.m. ·2 min read
Yahoo Life is committed to finding you the best products at the best prices. We may receive a share from purchases made via links on this page. Pricing and availability are subject to change.
These disposable masks come in a 10-pack for just $26. (Photo: Amazon)
While N95 respirators are considered the gold standard of face masks, government organizations say they should be reserved for healthcare workers. And, with yet another surge of COVID-19 happening across the country, those N95s are badly needed on the front lines.
Sure, you probably have your go-to cloth face mask for everyday errands. But for those times when you really want to feel protected, there are the AccuMed face masks. These masks have become favorites on Amazon, and it's easy to see why.
AccuMed's masks—which are disposable, by the way—are made in the style of KN95 masks. KN95 masks look similar to N95 masks, with a tight fit across the nose and mouth, and a cone-style mouthpiece. But KN95s use ear loops where N95s use head straps, Dr. John Sellick, an infectious disease expert and professor of medicine at the University at Buffalo/SUNY, tells Yahoo Life. Some KN95 masks perform as well as N95 masks, with select KN95 masks filtering out up to 99.5 percent of particles in tests conducted by the National Institute for Occupational Safety and Health (NIOSH).
A metal nose bridge and elastic straps help ensure a tight fit. (Photo: Amazon)
But back to the AccuMed masks. These masks, which come in a 10-pack for $26, have six layers to protect you and your airways from potential pathogens. They also have a metal nose bridge and ear loops for a snug, secure fit. Choose from three colors: white, black and pink.
Oh, and these masks have an army of fans. One five-star reviewer called AccuMed masks "the closest thing" to KN95 masks. "As someone who has had multiple CDC-certified N95s for work, I like these. I feel protected, safe and comfortable when I wear them," they wrote.
"These masks are significantly better than a cloth mask and feel more effective than your typical surgical mask," another said.
It even comes in pink! (Photo: Amazon)
The comfort is a big plus with plenty of wearers. "These fit comfortably and don't let anything out/in," an AccuMed fan wrote. "I was really pleased. They aren't flimsy feeling."
Plenty of reviewers say you can wear this mask for hours. "Works well wearing it for 11 hours at work," another happy customer said. "The shape keeps the mask from being sucked into my mouth when I breathe."
Shop it: AccuMed Face Mask, $26 for 10, amazon.com
The reviews quoted above reflect the most recent versions at the time of publication.
Stock up on KN95s: These FDA-approved masks are just $2 a pop at Amazon
Lysol wipes, spray and hand sanitizer are somehow in stock at Amazon
Purell is on sale at Amazon—including a half-gallon size to get you through the winter
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I hope this year of the boar (in Japan, but year of the pig in China if I remember right) brings you many joys and successes.
To start this year with a bang I have picked this collaboration kit with Pink Reptile Designs to be 50% OFF. It's only for a few more hours so hurry up!
We also have a wonderful new store collaboration at The Digital Press. Don't miss it when it is only $4!! Only a few more hours too!
All through January TDP newsletter subscribers can get this free sampler. Click on the preview to subscribe!


Ethereum is meant to be a more useful, secure and adaptable crypto-currency/blockchain platform than Bitcoin.
Corporate venture has become a major force behind fintech startups.
Blockchain is a database that is shared, encrypted, distributed and based on consensus about what is true.
Bitcoin and other crypto-currencies enable the transmission of actual value.


text:
National Parks & Forests
Altitude Adjustment - Blue Ridge
List of National Parks & Forests in GA, TN, & NC within 2 hours of Blue Ridge.
Amicalola Falls State Park
These popular 729-foot falls are the tallest east of the Mississippi River.
Aska Trails
The Aska Trails Area is a 17-mile hiking-mountain biking trail system on Aska Road in Blue Ridge.
Big Frog Wilderness
North of the Cohutta Wilderness is the Big Frog Wilderness, an 8,055 acre preserve in Tennessee.
Blood Mountain � Walasi-Yi Center
The Walasi-Yi crossing on Blood Mountain provides hostel services and outfitting to through hikers on the Appalachian Trail.
Brasstown Bald
Georgia�s highest mountain offers a Visitor Information Center and panoramic view of four states. Also featured are exhibits, video presentations, hiking and picnicking.
Chattahoochee National Fish Hatchery
Built in 1937 by the U.S. Forest Service, the fish hatchery is managed today by the U.S. Fish and Wildlife Service.
Cherohala Skyway
Travelers on this National Scenic Byway encounter panoramic views as they round the tops of peaks in the Cherokee and Nantahala Forests.
Cherokee, N.C. � Blue Ridge Parkway
The 469-mile Blue Ridge Parkway begins in Cherokee, N.C., home of the Eastern Band of the Cherokee.
Cohutta Wildlife Management Area
Recommended for seasoned backpackers and fishermen, the Cohutta Wildlife Management Area (WMA) encompasses 95,000 acres, 40,000 of which are in Fannin County.
Cooper Creek Recreation Area
Adjoining the 1,240 acre Cooper Creek Scenic Area, the Cooper Creek area features hiking trails, camping, picnic areas and beautiful Cooper Creek and its tributaries, stocked with trout.
Fort Mountain State Park
Named for a mysterious 855-foot rock wall on top of the mountain, this state park offers 30+ miles of trails, camping, cottages, a lake with swimming beach, boat rentals, mini-golf, horseback riding and picnicking.
Jack Rabbit Mountain Recreation Area
Located on a peninsula on Chatuge Lake, the recreation area offers 200 camp sites, swimming beach, showers, hiking trails, picnic areas and boat launch.
Joyce Kilmer National Forest
One of the most impressive old-growth forests in the country, featuring 100+ tree species, some over 400 years old.
Lake Conasauga Recreation Area
The area offers camping, fishing, swimming, boating, picknicking and hiking.
Mocassin Creek State Park
Mocccasin Creek is located on the shores of 2,800-acre Lake Burton.
Morganton Point Recreation Area
On Lake Blue Ridge, this area offers campsites adjacent to the lake shore, camping, picnicking, hiking, swimming, boating and fishing.
Nantahala River Gorge
The 8.5 mile section of the Nantahala River between Beechertown and Wesser, N.C. is a nationally recognized world-class whitewater river.
Ocoee Scenic Byway
Follow the nation�s first National Forest Scenic Byway as it winds alongside the Ocoee River, past the Ocoee Flume Line and Powerhouses. The byway follows Hwy 64 between Ducktown and Cleveland, Tennessee.
Ocoee Whitewater Center
Located on Hwy 64 north of McCaysville, the Ocoee Whitewater Center was built by the U.S. Forest Service for the 1996 Olympic Canoe/Kayak/Slalom events.
Russell/Brasstown Scenic Byway
The Russell/Brasstown Scenic Byway offers beautiful views of the Chattahoochee National Forest on this 40-mile drive.
Unicoi is located two miles from the Alpine village of Helen. It is a 1,050 acre facility offering camping, cottages and lodge accommodations, a 53-acre lake and beach, tennis courts and picnic shelters.
Upper Tellico Off-Highway Vehicle Area
Upper Tellico�s 8,000 acres offer 40 miles of trails for four-wheeling.
Vogel State Park
The 233 acre facility features hiking and backpacking, fishing, swimming, pedal boat rental, miniature golf, camping and cottages.


Pennypack on the Delaware. GPS to 7800 State Rd, Philadelpha PA and look for Pennypack Path or GPS to Panther East and look for Pennypack Path directly across the street.
Jersey provided by team. Liberty bell socks and warm-up shirt included in dues. Players expected to purchase black shorts with team logo.


Placing 600 university employees on 4th Street was problematic from the beginning. There were and are other alternatives that would not only help the City of Berkeley, but also reinforce the position of staff as partners in the enterprise rather than back-of-the-house support.
Beginning in 2009-10 with a $3 million study by Bain & Company, the campus underwent an administrative reorganization under the name Operational Excellence. The intention was to combine administrative staffing thereby streamlining processes and procedures in order to save money. This effort led to Campus Shared Services (CSS) where individual units, schools, colleges and departments no longer employed and supervised certain support staff, but rather staffing was centralized and shared among several units.
To accommodate the more than 600 people in a single location the campus initially signed a 10-year lease on 1608 Fourth Street. Soon thereafter the University purchased the property for $24 million.
We would also have much preferred a location on campus or within walking distance of the campus, but no such space was available in the market. We also looked at alternatives that were further away (Emeryville and Oakland), but rejected those as even less desirable alternatives. The 4th Street location provided us the required amount of space in a safe neighborhood with good amenities.
The 4th Street location undermines the campus green strategy. The North Berkeley BART station is 1.3 miles from CSS. There is a shuttle that runs from 6:40-9:20 AM and again from 4:10 – 6:10 in the afternoon, but none that runs from 4th Street to campus. More than half of those at CSS drive, 30 percent take BART. About 5 percent ride a bike. To its credit the administration has identified several ways to reach CSS, but unless you live in west Berkeley, walking is not among them. Walking is also not an option if you need to meet on campus.
The 4th Street building is not on the campus energy grid. It is independent. While there is a substantial flat roof and no obstacles to obscure the sun, no solar equipment was installed.
Campus Shared Services is adjacent to an asphalt processing plant. There have been recurrent calls to the EPA when the smell and soot are obvious, but the plant is in compliance. Cars arriving in the CSS parking lot have a dusting of soot within minutes. This may explain the absence of solar panels as they would need to be cleaned constantly.
The university, as the city's largest employer, has a responsibility to consider its impact on the local economy when making land use decisions. The few blocks of commercial 4th street where CSS is located represents nearly 7 percent of the sales tax revenue in the city. All of downtown, a much larger area only a block west of campus, is 10 percent. Berkeley is unusual in that 14 percent of sales tax is generated by restaurants whereas in most other cities the figure is 10 percent. Very few at CSS frequent the restaurants on 4th Street as they are expensive. The range of restaurant options in and around campus is much greater, and hundreds of employees would have a measurable impact on the economy of the area.
A primary reason for working at the university is to contribute to its noble mission of educating future generations and creating new knowledge for the benefit of all. Separating the management and administration from its academic and intellectual enterprise undermines a main motivation for employees, creates a caste system, and limits collaborative problem solving. We are not making widgets.
Most of the work undertaken by CSS is transactional: travel occurs and payment is made; a person is hired; or a purchase is required. Before a transaction comes decision-making. It is within the decision-making context that staff make major contributions. Because staff know the mission and culture within a unit, they know what will work. Decision-making in the sciences is often different than in the humanities.
In my own field of architecture we learned this long ago. Large rooms filled with draftsman (yes, they were mostly men) detailed the creations of designers who worked independently often on separate floors. Now architects work in collaborative teams wherein design and production is a seamless and iterative process. By combining all aspects of the process there is no disconnect between intention and execution.
Another benefit of being on campus is the joy of seeing faculty, researchers and young scholars in the learning process. Those in academic units have the opportunity of working with students on a daily basis helping them navigate their programs. Just working around campus or sitting in a nearby café one can feel the energy and dynamism. No matter how pleasant the working environment may be, working miles away limits both the opportunity for an employee to participate in, and to experience, campus life.
Employees that remain within units are burdened with additional work either to interface with CSS or simply to do the work because that is more expeditious than dealing with CSS. Faculty are also doing some of the work once performed by departmental staff. Staff members now report to those outside of the units for which the work is done, so oversight is disconnected from the end user. Even with severe funding problems, some schools and colleges have reverted to hiring additional staff either to deal with CSS, or because CSS is not responsive to their needs.
Some of these problems may be growing pains. Change is always disruptive, and no one disputes that operations were inefficient. My concern, however, is that by being detached both physically and intellectually from the campus, CSS will ultimately become like any other operations center. People will be attracted to the jobs not because of the greater mission of the public university, but rather because of good working conditions and benefits. Many of our long-term loyal staff have already left. Like Silicon Valley, turnover will increase as bright young employees find more meaningful or lucrative work elsewhere. Recurrent budget problems that result in layoffs will also increase turnover and make staff less loyal to the campus.
The ultimate goal should be to bring staff back onto campus where they can once again be full partners. It is still critical to run efficiently by streamlining processes and operations using technology, but it is unnecessary to have an entire silo of people handling the transactions that can be done at the unit level.
While bringing staff back onto campus, it is unlikely all will once again populate individual schools, colleges, and departments. As is already the case, some of the CSS units have satellite groups on campus. Where will they go?
There are several sites already owned by the University near campus, including office buildings. The university owns the Golden Bear Building on University Avenue. This"Class-A" office building has 120,000 square feet (the same as 4th Street) much of which is occupied by UC functions such as University Extension. Not all the current occupants have the need for direct contact with campus units.
Similarly, the university owns 2850 Telegraph Ave. Once primarily occupied by Berkeley Law, it has vacant space. While not quite as near to campus or BART as the Golden Bear Building, it is walkable to campus and on the bus line. Warren Hall, just across the street from campus, is currently occupied by the controller's offices and may not need to be in such close proximity. Rethinking space allocation, rather than adding new space, may be a more efficient solution.
University Hall will be available when the new School of Public Health building is completed on Shattuck at Hearst. The architecture of University Hall is undistinguished, but much could be done to improve the interiors. It was, after all, designed as an office building. Better still, it could be razed and a new structure housing not just CCS, but also other administrative and organized research units currently leasing space.
There is also campus-owned vacant or underutilized land. The site west of the new aquatics facility is an excellent site. It is relatively flat, close to BART and buses, across the street from campus, and near downtown.
Why were these alternatives not considered? Timing. The campus was so keen on moving forward that it only looked at existing office space. The short-term goal took precedence over any long-term planning that might help both Operational Excellence and the nearby campus community.
This is unfortunate as the university is in a unique position to make sound planning and design decisions with broad impact whereas most business entities do not. Uber locating to downtown Oakland was its business decision, and now the City of Oakland must try to compel Uber to be a good fit socially and not just economically.
The university also lost an opportunity to create a state-of-the-art workplace that features sound environmental and ecological features.
The university can sell 1608 4th St. and, given the current real estate climate, make a good profit, then use this windfall to undertake any of these options.
Before the purchase of 1608, the campus was paying slightly over $2 per square foot each month and the building is approximately 120,000 square feet. Rents throughout the Bay Area are increasing and the building has already been renovated, and as a result I would estimate the value of the building at $30-40 million.
Just as a comparison, Uber purchased its downtown Oakland building for $325/square foot and will add another $100/square foot to renovate. At $425/foot, 1608 4th St. would be worth $51 million. Not to get too crazy, but Salesforce purchased its Fremont building for $770/square foot, which would make 4th Street worth $92 million.
If the campus is intent on retaining the property, there are uses other than CSS. It could be converted into loft apartments for faculty. As I have mentioned in previous blogs, faculty recruitment is increasing difficult because of housing prices. The university needs to find innovative ways to overcome this obstacle.
A mission of a great university is to experiment and seek new knowledge. Failure is part of the learning process. It is clear that Campus Shared Services is less than expected. We should learn from this and develop a system that works environmentally, economically, and socially.
I was a former Business Tech Analyst II at Haas and I loved my job and the people I worked with. I left before implementation of Shared Services because of Shared Services. I knew from the get-go that the whole plan would be inefficient and unworkable.
I have been a university employee for a long, long, long time. Never in all my years has a Research Administrator 4, formally known as a _Assistant 3 or Administrative Specialist, received a new job and a raise of $20,000 annually. I can't express how unprecedented this is. It's also documented on the Web! A non-academic position, not supported by a union, has to fight for a 2% to 5% increase. with a likelihood of it never getting approved.
I was shocked to discover that this was not just a one-time fluke. One time I could justify in my little brain as maybe this person had a master's degree. It wasn't once but it's happened at least 5 additional times and all to research administrators in one Campus Shared Services team.
Talk about being in the right place at the right time. See 2013 to 2014. Talk about clicks and I'll get you promoted if you get me promoted.
I have witnessed these new managers going from meeting to meeting, never sharing information with staff. Arriving to work at 10 a.m. and leaving at 3:30 p.m. for either another meeting or to just go home. Not being able to answer or solve the simplest problem. These problems range from customer issues, to financial overdrafts, to staffing problems. It has taken a group of more than 10 upper management 2 years to develop a job description for a position that has already existed for 255 employees as of 2014.
We seem to be at a turning point. CSS has started to "trim the fat" from upper management. They are also trimming other support staff. CSS has been very tricky in the ways they have been hiring these poor people. New hires that would have been classified as union represented are all of the sudden no longer in that job classification. So these "suckers" now have no one to lean on for support.
Don't be fooled by the great Fourth Street location. This was a campus investment used to hide the layoffs. These people can picket all they want at Fourth Street but no one on campus knows. We are not affected. We find out maybe a week later that there was a strike, what for we don't know.
Now while customer service is still our mantra, management has kindly realized that they should also care for their employees. I wonder what employees? The ones at Fourth Street that now have double or triple the workload? The campus employees who are the face to the faculty who get yelled at because upper management is not handling "escalated" issues?
I'm sad, disillusioned, and tired. In my naiveté I thought that if I worked hard there was a direction for me. I keep getting kicked in my bits by supervisors who ask me questions from someone else because they can't answer. Who let their units fall and just shrug their shoulders, staring at me.
CSS has a newsletter that comes out at least once a month. This month's newsletter shares awards to employees for outstanding service, only 2. Employees who are in the spotlight (this is new), only 1 person in that section. Finally, two pages that highlight 28 farewells (resigned/layoff), and 7 welcomes (new hires).
I am surprised at all the negative comments about CSS. Yes, there have been hurdles and obstacles. However, it is not time to throw the baby out with the bath water. I have faith in the CSS management team and Chancellor Nicholas Dirks in seeing this reorganization completed and achieving savings and efficiency that was promised in the beginning. I want to thank Chancellor Dirks and VC Wilton for their steadfast support of CSS.
There are pro's and con's working in the department and CSS. There is no growth working in departments, people are stuck at same job. People get treated the way department wants.
Although CSS bring opportunities, but most of those has gone to outside hires and young ones. The outside folks didn't have skills, experience, campus culture, knowledge and connection to UC mission. The environment is so small that they are intentionally stopping individual growth regardless of their performance. And situation is still the same after 3 years.
Regardless of if you worked in departments or in CSS, the biggest problem is ethical leadership !! at all levels. Consultants can only suggest the strategy and change, but they are no good when it comes to operations, and UC is a big operation. We all are smart and can figure this out with consultant. Don't spend dime on consultant, they learned from us.
The concept of CSS is basically good (with tweaks), however campus does not want to run any of the business portions of their work in any sort of consistent manner.
Faculty are amazing, which is why Berkeley is the number one public college in the world. However they are NOT experts at running payroll, managing HR, managing their funds, or many of the other services CSS provides. I'm honestly shocked that the University has existed this long without ending up in court or in the news.
CSS will never be successful because no one on campus is willing to push back and say "this is how we're going to run things – ONE way." Every school at Berkeley wants things their own way and doesn't care about following rules, regulations, or even laws half of the time.
CSS tries to help limit the liability the campus faces, but is fought at every turn. CSS is crumbling and will ultimately fail, but campus puts themselves at a huge risk if they return to doing business like they did pre-CSS.
As a 14 year staff member I can say that working at Cal under these conditions is not an honor. Cal is not a good CORPORATION to work for any longer.
CSS is an expensive mistake that campus will never admit to.
I wrote a comment to one of the "monkey surveys" several years ago, bringing up the same points that Professor Davis does about 4th Street, especially the environmental issues and impracticality of what CSS was doing, moving people to such a location.
It was dangerous to comment; it wasn't received well. And it wasn't going to go anywhere as long as I wasn't faculty.
Luckily, after 27 years of dedicated staff IT service, I "got out" just in time. I feel sorry for my longtime former coworkers who have given their careers to the University and have to endure this.
As a current employee of Campus Shared Services, I am elated that Professor Davis came out to say everything that we all wish we could say. Unfortunately, open communication and transparency are not operating principles that they abide by. They don't want to hear from their staff, they don't care what the supervisors and managers have to say, they could care less how the people doing the "real work" feel. CSS is like fight club, we don't discuss it.
Campus Shared Services started off wrong by rushing through the planning stages and not speaking with the staff on the ground and embedded in the units. Having staff fill out a survey in regards to how much of their work was "shareable" was meaningless, since no one understood the consequences of filling out such nonsense.
The next blunder was hiring a bunch of bonehead consultants who walk around asking people how they feel, almost like group therapy, except their feelings are just scribed onto a piece of paper and never addressed. The open working space at 4th Street is supposed to create an inclusive working environment, but it just creates distractions for the staff on the floor and fosters a cliquish environment.
CSS has also beefed up their communications and process transformation group, which would have been a great idea. Unfortunately the communications are horrendous and prove to cause more angst for employees because they are never allowed to openly discuss these communications with directors or upper management.
The process transformation group is a complete joke! Since CSS started, I haven't seen one process transformed or improved. If someone thinks that it is valuable to have a person who makes in excess of $100k stand in front of a group of people to lead a brainstorming session in which nothing is accomplished, then all hope is lost. Getting rid of these two groups would probably save over a million dollars alone, if not more and allow for CSS to staff up accordingly in the areas in which it is flailing.
There are a lot of good employees in Campus Shared Services. This includes ground level staff, supervisors and managers. The constant micromanagement of supervisors and managers has crippled their ability to do their jobs. Having functional directors and service directors is complete overkill, especially when it is still unclear what their actual role is. They are completely clueless to the actual work that needs to be done and lack the institutional or breadth of knowledge to accomplish such a goal, since many were not hired from within.
In order for Shared Services to succeed, staff needs to be brought back to campus. Not only do staff need to be located near or on campus, they should be embedded in the units that they provide service to. This allows staff to focus on building relationships with their peers to accomplish their work and allows for the units to receive streamlined service.
Next, the functional and service directors need to go. Let the people who know the work actually plan and implement the work. There are a lot of hard workers that would not mind putting in the effort to fix this, but unfortunately lack the motivation to do so when they see their friends and peers quitting and finding something better.
When is this going to stop? John Wilton and his office have the opportunity to make this right.
To be fair, CSS has not had enough time to prove whether or not their approved proposal is working in the best interest of the University, however this does not excuse the validity of the points raised by Prof. Sam Davis in this article. For perspective only, if this was sport, CSS looks like they are in the 3rd quarter of football game and they are loosing 21-54. My only hope is they have what it takes to come back and win the game. Otherwise this blunder could turn into CSS taking an L.
As a former employee I must remind everyone that prior to CSS, things were not so great. There were several incompetent managers in charge of Organized Research Units (ORU) whom had questionable leadership practice and were draining Cal resources by grossly abusing their power as managers. Thus, I understood the need to re-organize and look for alternative ways to support the research mission of the university.
This being said, what did CSS do? From what I recall CSS worked with those same incompetent managers to collect data to justify their future decision-making. Anyone engaged in research knows that the first question that one must ask is "how did you get your data?" This is a very important question because without accurate data you cannot successfully evaluate. Not one time did CSS staff contact employees directly engaged in in the work to obtain the data they needed with respect to identifying the real work that supports Principal Investigators (PIs). This common sense approach was overlooked and the work the staff was doing to support PIs was overlooked and assumed to be irrelevant. Such oversight has paved the way for CSS to be in their current position.
If CSS would have dug deeper to get accurate data they may have had better metrics to support their decisions and organization effectiveness. They would have also had the opportunity to engage those who were doing the work as partners and provide them with more of any opportunity to contribute towards the future of CSS. Because CSS failed to do this and instead chose to rely on data provided by incompetent managers CSS has revealed their laziness to all now finds themselves in a position that's equivalent to a PI having to ask their sponsor for approval to "re-budget" and for a No Cost Extension on their original proposal. I believe CSS now realizes that managing research is a lot more complicated than it seemed on paper and I hope they can figure out solutions that work and not further complicate the situation.
CSS's initial proposal failed to address their impact on morale. CSS like the former incompetent managers failed to realize that Research Administration is a delicate field that requires people with specialized skills. Any administrator who can handle their role and provide PIs with the support they need should be looked upon as partner and asset for the organization, but sadly, it is often the case that very talented administrators are often viewed as expendable and driven out by management who feels threatened by their skills. Having such a culture only leads to more and more blunders and does nothing to help facilitate an improved research culture on campus.
Rehire process for retirees needs to be reviewed and improved. I could not believe what I and the hiring department went through this summer to get me back on campus (I retired in 2013 with 26 years of service).
In early 2014 when I was rehired in a department that was not yet with CSS, the process was seamless. I was hired in three weeks time from offer, compared with three months this time.
Multiple mistakes were made on my hiring contract. Then when I finally arrived at the "new employee on-boarding," the UPAY 726 form designated me as a new employee with benefits (BELI 4 instead of BELI 5 – NO BENEFITS). This error would have been disastrous to my retirement and insurance benefits.
Due to the problems getting processed, I started work that day and worked for three days before I could get my Cal Net ID token. I'm grateful to the hiring department HR for getting involved to correct the error.
In 2013 I went to an HR workshop encouraging retirees to return to work and bring our value. Our institutional knowledge was desired. Now I'm not sure that is really the case – a very mixed message!
(1) In the early years we were told that over-budget spending in the early years to re-vamp the service systems would be quite acceptable, because central campus knew that the savings that would be obtained would offset early over-spending in the long run. Well, I don't believe that has happened, and I would like to see accountability on this issue. How "over-spent" did CSS get to? What has been the dollar savings that supposedly has been generated by the structure? And, for the current day, why are there now BUDGET CUTS taking place in CSS?
(a) What was the budget-dollar ratio of spending between core service staff and management personnel, before CSS? In the early years of CSS when all the new structure, and a multitude of middle-management positions were set in place, what then was the ratio of budget dollars between core staff and management?
(b) In the budget cuts now under way, what is the ratio of dollars between core service staff and middle management positions?
I fear that deep answers to these questions would climb to the highest ranks of UC administration, which has a vested interest in maintaining itself. Never a good thing.
The only one who has gained anything from this boondoggle of an organizational misadventure is Bain and Co. It's positively bainful.
As a ground-level staff member, I can verify that the supposed cost savings of consolidating functions, particularly timekeeping and financial functions, is offset in our department by the considerable amount of work we now have to do to prepare requests for CSS. And I believe our department is then charged by CSS for many of these services.
Even if we were making widgets, splitting teams up into specialties and separating them is counterproductive, as the author illustrates in his comments on collaboration in this field of architecture. Great piece.
Many of us have said the same things for years. Especially in HR where human connections are important. You can not cut up HR work and turn it into an assembly line!
Where one person once handled a new hire from initial request to the face-to-face onboarding, which kept continuity and a personal touch, now 5 to 8 people might be involved in that "transaction" and the mass hire sessions are led by someone who has just received a "ticket" to hire that person and has no connection. The pressure to close tickets quickly or game the system to satisfy metrics has replaced what previously had been for some of us an intrinsically rewarding prospect of recruiting and hiring a great staff person to add to a beloved department — or working with a postdoc to get a visa and being the first person to welcome and orient them to UCB.
Not only is this less productive, less intrinsically rewarding, but they've also made the jobs incredibly boring. One person who may have formerly sat in their office in their department and answered questions, hired people, procured visas, recruited staff, updated HR records and done some filing – now does their one assembly line task ALL day. I don't mind filing away a folder at the end of the hiring process or updating an HR record to give someone a raise when it is one of many steps of a process — but filing or typing ALL DAY? Is it any wonder why there is constant turnover??
You are correct that banishing staff from the campus they support lessens people's connection to the campus. I saw the artificial division of labor into "thinkers" and "doers" create a class system and more dissatisfaction. I saw people who loved their departments become disenchanted and leave UCB altogether after many years of dedicated service.
When you speak about environments, another consideration of how unproductive an open workspace is. There have been multiple studies to prove this, and yet the attempt to cram hundreds of HR employees into one open floor led to greater dissatisfaction and much less productivity (and not just from those losing an office with a view of the Campanile moved into a big cattle pen – but an actual disruption in work due to noise and distractions).
Furthermore, the reliance on highly paid outside consultants who do not understand how Berkeley works, who think only in short-term, and who do not have UCB's best interests at heart — but want to come in and tell us all how to do our work is aggravating. We have intelligent analysts who have worked at UCB for many years. They can and have offered analysis and opinions that are more realistic, long-term and in Berkeley's best interests… not some generic model they learned in Business school or that works for corporations, but not non-profits.
I've been at UCB long enough to see that there is a pendulum. When I came to campus, HR and Payroll were centralized. I was part of the big change of decentralization (and saw many benefits in our department). Then came the next swing, back to centralizing (and moving off campus). My hope is that we can hunker through this latest administrative move until we can swing the pendulum back towards the a more balanced approach. (Though with UCPath center looming for all 10 campuses, I fear the problem will just become 10 times worse before anything is done).
I'm one of the staff members housed at 4th street, and I absolutely concur with this argument. When I've expressed concern over the push to make faculty and other academics bear more of the administrative burden, rather than doing everything I can to assist them the way I did when I worked in a department, I've been told again and again that we all just need to adjust to a more efficient, corporate way of working. It's really disturbing to feel like the decisions about administration are being made by people who are only looking at the financial bottom line, and ignoring the real mission of the University.
Furthermore, it seems to me that separating the staff from the campus has not only created an underclass, it has created an underclass to which far too many faculty members feel entitled to be uncivil. When I worked in a department, I had relationships with my faculty – we saw each other, chatted about lunch and vacations and kids. Now I'm just a disembodied voice on the other end of a telephone or e-mail, and faculty seem to be more prone to forgetting that I'm a human being. The level of rudeness directed at me and my colleagues seems to me to have increased significantly.
If working here is no different from working at a private corporation, aside from the lower pay, we're going to have a difficult time attracting and retaining good staff, something that I'm already seeing. All in all, we should stop throwing good money after bad, and bring staff back where we belong.
People keep hearing "give them more time…" Time equals money. And for departments that are already teetering on bankruptcy, due to the CSS fees imposed on them, the planned budget cuts, and the additional staff time spent checking and tracking work submitted through CSS, they don't have a lot of time. Every month, departments watch their discretionary fund balances go down in order to support the CSS mission. Move the staff back to campus and embed them in the departments!
When I started work on the campus in the Graduate Division — then in Sproul Hall — in 1967 as a "Foreign Student Specialist," I worked with a group of smart, dedicated staff members — many of them veterans of the FSM who were committed to the University and its mission. And although often critical — we felt strongly we were part of a community. The Shared Services idea has been a great disappointment and, I believe, a loss for the campus. I do hope it can be reversed as you suggest.
Yvette: The reason for outside consultants is that they objectively analyze the problem and suggest solutions with impartiality. In the early stages of Operational Excellence, it was suggested that we could have the existing faculty and staff to provide solutions. Chancellor Birgineau rightfully pointed out that faculty and staff were too close to Cal to provide an objective analysis. I am sure that VC Wilton and the CSS management team have the best interests of UC Berkeley at heart. I don't think they are bringing outside consultants unless absolutely necessary. We need to give them more time.
You think all of this is just dandy and they just need more time. Sure, after they layoff 200 staff at 4th street, union bust and run on a budget in the red.
You must be getting something out of this, and not one of the staff that is hurt by being pushed off campus and later laid off. You sound like one of the managers whose job is secure.
Give John Wilton and the CSS management team more time. Rome was not built in a day. They will achieve the goal of reducing administrative expenses and let the Faculty do their job of research and teaching.
Wilton et al. have had five years to produce dysfunctional administrative services and a structural deficit of $160 million. Faculty antipathy to CSS is unambiguous. How much more time do you want to give these people?
Good question. Why should we be convinced it will get better? Outside consultants may offer an objective view, but they lack the experience of understanding the campus culture. They do their consultation and then leave everyone in the dust.
In the beginning when CSS was announced, there were various meetings with CSS where staff and faculty were allowed to give feedback. Any criticism was met with judgment that those people were resistant to change. Staff were promised by CSS that the connection to campus would continue, as they would make daily shuttles available all day, so staff could participate in the many benefits campus has to offer: lectures, the library, concerts, recreational facilities.
That never happened and the shuttles that are there are for CSS staff to get to work. CSS staff who have to meet on campus need to find their own way to campus and at their own expense. Other promises were made that still, after many years, have not come to fruition. CSS staff are under the threat of layoffs; they are applying for jobs on campus in droves to get out of Fourth Street, and they are being deprived of the ability to learn from their co-workers in a department to understand the flow and mission of academia.
Never have staff both at CSS and on campus been more demoralized. The relationships created between staff and faculty and students is invaluable and one of the reasons why many long-time staff members have stayed loyal to their departments.
How much more time do you want to give these people? This question was posed by a Cal Professor. I say 3 more years. If things don't improve significantly, then think about a plan B.
I totally agree with you! CSS was a big mistake. They can sell the building and bring staff back to the campus where they belong. I'm a retiree and worked for 18 years and love to interact with students, professors, and co-workers in the campus. I felt like CSS is alienated from the campus.
Are you active with the city of Berkeley regarding the architecture of the proposed projects that are in the process of approval by the city? some of the new bldgs are ugly.
As a retired staff person I love, love this piece and I agree with you completely.
When I started work on the campus in the Graduate Division — then in Sproul Hall — in 1967 as a "Foreign Student Specialist," I worked with a group of smart, dedicated staff members — many of them veterans of the FSM who were committed to the University and its mission. And — although often critical — we felt strongly we were part of a community. The Shared Services idea has been a great disappointment and, I believe, a loss for the campus. I do hope it can be reversed as you suggest.
A wise and considered argument. Hard to imagine the case for continuing to exile 600 staff from the campus they serve (other than not wanting to lose face by admitting a mistake). I would imagine many have become alienated from the campus and their work.
This deserves an equally thoughtful response from UC Berkeley Vice Chancellor for Real Estate Bob Lalanne. Let's hear from you Bob.


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November 28, 2017 Food & Drink » Food and Drink
The Broken Tulip Social Eatery Offers a Prix Fixe Menu Every Night
By Brandon Fox @bpfox
The Broken Tulip Social Eatery owners, Sariann Lehrer and David Crabtree-Logan, have started a communal-dining restaurant with a single prix fixe menu each night.
I can smell the fresh wood and paint when I walk into the Broken Tulip Social Eatery (thebrokentulip.com), but dominating it all is the seductive, insinuating scent of roasting duck confit. I'm salivating throughout my interview with owners Sariann Lehrer and David Crabtree-Logan. The two chefs have started a different kind of restaurant than Richmonders are used to. You'll find three communal tables and two reserved seatings for a prix fixe menu Thursdays-Saturdays, plus brunch on Sundays. I was curious to see what the restaurant was all about, so I sat down with the two to find out.
Style: How did the opening weekend go?
David Crabtree-Logan: We had a little hiccup, just a little one, and had to push the opening to Friday. We discovered the entire gas line needed replacing three days before opening. The guys next door saved the day for us. It's really friendly community around here. We don't know anyone — we're starting from scratch. It was three days without heat, hot water and we couldn't cook. You read about chefs' opening nightmares and think, "Nah, they're exaggerating." But they're not.
Why did you choose Richmond to start a restaurant? (Crabtree-Logan is originally from Scotland, Lehrer is American, and the two were living in Connecticut before coming here.)
Crabtree-Logan: One of the reasons we moved to Richmond is it seems like a good time for small businesses, the food scene is taking off and it's getting national recognition as a food destination — and the city is on a kind of upsurge of regeneration.
Lehrer: We knew we wanted to move South because part of what we're doing is working directly with farmers. The growing season up north isn't as long as it is down here — it's quite short. This place (the former Amour Wine Bistro in Carytown) happened to be up for sale, and we fell in love with Richmond. We used to live in Portland, Oregon, and it really reminds us of what Portland must have been like 10 years ago.
And before that, you wrote "The Game of Thrones Cookbook." How did that come about?
Lehrer: While I was at an investment bank, my friend and I wrote it. It started as a blog and by the grace of ["Game of Thrones" author] George Martin himself, we got a book deal.
That's so amazing.
Lehrer: That was my introduction to how much I loved historical foods — and researching old foods and figuring out why we do or don't have them in our kitchens anymore. It's my passion, I would say — forgotten foods.
Why communal dining?
Crabtree-Logan: [In Portland], we started doing fortnightly suppers in our studio apartment [and] we started to see how much fun people were having seated around a big group table with people they knew and also people they hadn't met before. We started to notice a wonderful kind of break in the tension somewhere around the second glass of wine. It would become this bawdy, laughing party, which you don't find in too many restaurants. That's when we thought that maybe there's something to this.
Tell me about the kind of food you're going to be doing.
Crabtree-Logan: We're going to write the menu every week. But it's subject to change every night — we ran out of turnips on Friday and replaced them with carrots on Saturday. Our aim is to buy exclusively from local farmers and growers. It's challenging opening at the beginning of winter.
I know you guys are open from Thursdays to Sunday brunch. Is that how you anticipate going forward or do you want to do it more nights?
Crabtree-Logan: We don't really want to be serving more than that. We're a deliberately small restaurant — we didn't want more than 24 seats. We figured out that's the maximum number we can do and keep the quality. We're really aware that we only have one life, and I don't want to spend every hour of it chained to a stove.
I forgot the most important question of all — where does the name come from?
Lehrer: Broken tulips are tulips with a virus infecting the bulb that makes them bloom in beautiful colors and striations. During tulip mania in the 15th century, the bulbs sold for the equivalent of $1,500 each. However, the virus that makes them so beautiful also makes them very hard to propagate, and the virus spreads easily from bulb to bulb. So, they were — and are — highly restricted by tulip producers. Recently there has been a resurgence in interest in maintaining the remaining strains of broken tulips. We think the back story speaks to what we're trying to do here — use heritage varieties, reclaim forgotten foods and generally conduct our business in opposition to the mass production methods widely seen today.
This interview has been edited and condensed for space.
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Young Jeezy Announces CTE Compilation's First Single Title
April 6, 2012 | 11:16 AM
by StevenHorowitz
Young Jeezy has announced the title for Corporate Thugz Entertainment's first single off of the group album It's the World.
During an interview with MTV News' Sway Calloway, the Snowman revealed that the single will be titled "Ridin'" and that the crew, which also consists of Freddie Gibbs, Tone Trump and more, has many singles in the stash.
"We got the singles locked and loaded, we gonna shoot a couple of videos," he said. "I'm on tour, so I'm in the middle of the tour, right before I get off I'm ready to go. Freddie Gibbs, the whole camp, we ready, we turned up."
Last month, Jizzle spoke on how the compilation will give his CTE crew some shine. "It's The World, it's basically I'm just bringing my crew to the forefront," he explained.. "It's been a long time coming, CTE World. I'm proud to announce that. The music is incredible for one and everybody knows Gangsta Gibbs is in a great place right now as far as what he do. And I'm just bringing the rest of the crew along for the ride man. It's gonna be a CTE World summer."
RELATED: Young Jeezy Concert Cancelled, One Man Shot


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Keyword Glossary
Peradeniya Depression Scale (PDS)
November 20, 2019 /in Caroline /by Caroline Owens
Information about Measure
First Name T.N.
Last Name Rajapske
Affiliation Department of Psychiatry, University of Peradeniya, Sri Lanka
Other means of contacting author (e.g., website, Academia.edu, ResearchGate) —
Mental health assessment tool that was adapted/developed/validated Peradeniya Depression Scale (PDS)
Mental health condition assessed Depressive disorders
Idiom of distress included, if any "Saankaawa" (implies sadness and grief), "Bade gindara" ("fire in the abdomen), "Waatha amaaru" (generalized discomfort)
Lifestage of interest Adult (General)
Age range (age – age) 18+
Country or countries where tool was developed/adapted/validated Sri Lanka
Language(s) of the adapted/developed/validated tool Sinhalese
Clinical or community sample? Clinical
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? Community members who were presenting to a psychiatry clinic for the first time and were suffering from current Major Depressive Episode.
Development procedures locally-developed,validated
If validated, what was the gold standard? Clinical diagnosis using the Structured Clinical Interview for DSM Disorders (SCID)
Description of other development procedures, if applicable —
Cronbach's alpha —
Sensitivity 0.87
Spec 0.88
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio]) Area under the ROC curve was 0.95 (95% CI 0.91-0.99).
Citations of development/adaptation/validation studies and/or previous studies using the tool Abeyasinghe, D., Tennakoon, S., & Rajapakse, T. (2012). The development and validation of the Peradeniya Depression Scale (PDS)—A culturally relevant tool for screening of depression in Sri Lanka. Journal of Affective Disorders, 142(1-3), 143–149.
Notes when administering the tool All 25 items are summed with equal weight. A cut-off score of 10/25 is advised based on this initial validation. The tool is intended to be used for depression screening by psychiatrists but could be used by anyone who is fluent in Sinhalese.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-11-20 15:11:532019-12-11 22:45:37Peradeniya Depression Scale (PDS)
Children's Depression Rating Scale (CDRS) – India
First Name Paul
Last Name Russell
Affiliation Department of Child Health, Christian Medical College, Vellore, India
Mental health assessment tool that was adapted/developed/validated Children's Depression Rating Scale (CDRS) – India
Idiom of distress included, if any Not Applicable
Lifestage of interest Childhood or Adolescence
Age range (age – age) 14-17
Country or countries where tool was developed/adapted/validated India
Language(s) of the adapted/developed/validated tool Tamil
Clinical or community sample? Community
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? Schoolchildren at private and public schools that represented high, middle, and low SES groups. All students were in grade 11 at the time of the study.
Development procedures validated,culturally-adapted
If validated, what was the gold standard? ICD-10 clinical diagnosis using a modified version of the Kiddie-SADS-Present and Lifetime version (K-SADS-PL)
Cronbach's alpha 0.76
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio]) Area under the curve in ROC was determined to be 87%. Inter-rater reliability and test-retest reliability were r = 0.73 and r = 0.98, respectively.
Citations of development/adaptation/validation studies and/or previous studies using the tool Russell, P. S., Moses, P., Basker, M., & Russell, S. (2010). Validation of the children′s depression rating scale- revised for adolescents in primary-care pediatric use in India. Indian Journal of Medical Sciences, 64(2), 72.
Notes when administering the tool The tool was intended to be used among pediatricians in India but could be administered by anyone who is fluent in Tamil. Items are weighted on various scales and sum scores are calculated at the raw sum of all items. A cut-off point of greater than or equal to 30 is suggested for this population.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-11-20 15:09:442019-12-11 22:45:37Children's Depression Rating Scale (CDRS) - India
Traumatic Stress Symptom Checklist (TSSC) – Turkey
First Name Metin
Last Name Basoglu
Affiliation Institute of Psychiatry, University of London, England
Mental health assessment tool that was adapted/developed/validated Traumatic Stress Symptom Checklist (TSSC) – Turkey
Mental health condition assessed Multiple disorders: trauma (PTSD) and major depressive disorders
Country or countries where tool was developed/adapted/validated Turkey
Language(s) of the adapted/developed/validated tool Turkish
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? Earthquake survivors recruited from survivor camps and suburbs and towns near the epicenter in Golcuk.
Development procedures culturally-adapted,validated
If validated, what was the gold standard? Clinician-Administered PTSD Scale
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio]) For the diagnosis of MDE (major depressive disorder), the optimal cutoff point was 38 in the total scores of the 23 TSSC items.
For the diagnosis of PTSD, the optimal cutoff point was 25 in the total scores of the 17 PTSD items (sensitivity and specificity of .81).
Citations of development/adaptation/validation studies and/or previous studies using the tool Bqoglu, M., Salcioglu, E., Livanou, M., Ozeren, M., Aker, T., Kill, C., et al. (2001). A study of the validity of a screening instrument for traumatic stress in earthquake survivors in Turkey. Journal of Traumatic Stress, 14, 491-509
Bqoglu, M., Salcioglu, E., & Livanou, M. (2002). Traumatic stress responses in earthquake survivors in Turkey. Journal of Traumatic Stress, 15, 269-216.
Notes when administering the tool This tool is intended to be used with Turkish populations who have experienced trauma. The tool was culturally adapted and validated among populations who were affected by the Izmit earthquake in 1999. Anyone who speaks and writes in Turkish is able to administer the tool.
Excerpted from an online guide on scoring with the tool, "There are 4 columns in the scale. The first column denoted 'not at all' is scored as 0, the second 'slightly' as 1, the third 'fairly' as 2, and the forth 'very much' as 3. The first 17 symptoms of the scale represent PTSD. A score of 25 or more on this part means that the person is likely to have PTSD. The remaining 6 symptoms are depression symptoms and a
score of 38 or more on all items – all 23 – means that the survivor is likely to have
depression co-morbid to PTSD. Please note that with this scoring method it is not
possible to make a diagnosis of depression without PTSD."
For more information, see: http://dabatem.org/.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-11-20 15:02:582019-12-11 22:45:37Traumatic Stress Symptom Checklist (TSSC) - Turkey
Mexican Health and Age Study (MHAS) Geriatric Depression Screener
First Name Sara
Last Name Gloria Aguilar-Navarro
Affiliation Instituto Nacional de Ciencias Médicas y Nutrición Salvador Zubirán
Mental health assessment tool that was adapted/developed/validated Mexican Health and Age Study (MHAS) Geriatric Depression Screener
Lifestage of interest elderly
Age range (age – age) 65 +
Country or countries where tool was developed/adapted/validated Mexico
Language(s) of the adapted/developed/validated tool Spanish
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? Individuals older than 65 without evidence of cognitive deficits.
If validated, what was the gold standard? DSM-IV-TR and Yesavage's 15-item Geriatric Depression Scale (GDS-15)
Sensitivity 0.687
Spec 0.807
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio]) Intra-class correlation coefficient = 0.933.
Citations of development/adaptation/validation studies and/or previous studies using the tool Aguilar-Navarro, S. G., Fuentes-Cantú, A., Ávila-Funes, J. A., & García-Mayo, E. J. (2007). Validez y confiabilidad del cuestionario del ENASEM para la depresión en adultos mayores. Salud Pública De México, 49(4), 256–262.
Notes when administering the tool The tool was developed as part of a national survey of health and aging. The tool may be administered by trained researchers or clinicians that can read and write Spanish. The tool is scored using equal weights for each question that is answered with an affirmative or positive yes/no response (indicated in bold on the tool form).
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-11-20 14:56:182019-12-11 22:45:38Mexican Health and Age Study (MHAS) Geriatric Depression Screener
Pakistan Anxiety and Depression Questionnaire
August 2, 2019 /in Caroline /by Caroline Owens
First Name David
Last Name Mumford
Affiliation Centre for Medical Education, University of Bristol
Mental health assessment tool that was adapted/developed/validated Pakistan Anxiety and Depression Questionnaire
Mental health condition assessed Multiple disorders: Common mental disorders (anxiety and depression)
Idiom of distress included, if any Multiple, including, "Do you feel like running from your home?" and "Do you feel fed up with your family members?"
Age range (age – age) —
Country or countries where tool was developed/adapted/validated Pakistan
Language(s) of the adapted/developed/validated tool Urdu
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? —
Development procedures locally-developed, culturally-adapted, validated
If validated, what was the gold standard? Validated using the CD-10 Diagnostic Criteria for Research to identify cases of anxiety and depression.
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio]) PPV: 0.91, NPV: 0.95
Citations of development/adaptation/validation studies and/or previous studies using the tool Mumford et al., 2005 D.B. Mumford, M. Ayub, R. Karim, N. Izhar, A. Asif, J.T. Bavington
Development and validation of a questionnaire for anxiety and depression in Pakistan
Journal of Affective Disorders, 88 (2005), pp. 175-182
Notes when administering the tool The questionnaire may be completed by the subject unaided or administered by a research assistant in Urdu. The final tool included 30 items which are summed with equal weight. Based on sensitivity and specificity analyses, a threshold score of 11/12 is advised. The full tool is included in both English and Urdu in the publication cited herein.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-08-02 14:24:422019-12-11 22:45:38Pakistan Anxiety and Depression Questionnaire
Warwick-Edinburgh Mental Well-Being Scale- Brazilian version
First Name Jefferson
Last Name Jovelino Amaral Dos Santos
Affiliation Universidade Paranaense (Unipar), Toledo, PR, Brazil
Mental health assessment tool that was adapted/developed/validated Warwick-Edinburgh Mental Well-Being Scale- Brazilian version
Mental health condition assessed Other: General mental health and well-being
Country or countries where tool was developed/adapted/validated Brazil
Language(s) of the adapted/developed/validated tool Portuguese
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? The final version of the scale was administered among college students. During the translation process, a sample ranging in ages from 20-40 was included.
Development procedures Culturally adapted
If validated, what was the gold standard? —
Sensitivity —
Spec —
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio]) —
Citations of development/adaptation/validation studies and/or previous studies using the tool Santos, J. J., Costa, T. A., Guilherme, J. H., Silva, W. C., Abentroth, L. R., Krebs, J. A., & Sotoriva, P. (2015). Adaptation and cross-cultural validation of the Brazilian version of the Warwick-Edinburgh mental well-being scale. Revista Da Associação Médica Brasileira, 61(3), 209-214. doi:10.1590/1806-9282.61.03.209
Notes when administering the tool The scale consists of 14 total items. The final score is calculated by adding up the response of each item, ranging from 1 to 5, obtaining a result from 14 to 70 points, where a higher score is indicative of better mental well-being.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-08-02 14:22:012019-12-11 22:45:38Warwick-Edinburgh Mental Well-Being Scale- Brazilian version
Brazilian Mood and Feelings Questionnaire (MFQ) – Long Version
First Name Martha
Last Name Rosa
Affiliation Departamento de Psiquiatria e Medicina Legal, Faculdade de Medicina, Universidade Federal do Rio Grande do Sul (UFRGS), Porto Alegre, RS, Brazil
Mental health assessment tool that was adapted/developed/validated Brazilian Mood and Feelings Questionnaire (MFQ) – Long Version
Age range (age – age) 2019
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? The sample group for this stage was composed of patients and primary caregivers treated at mental health clinics.
Description of other development procedures, if applicable The study followed a multi-step validation process from the International Society for Pharmacoeconomics and Outcomes Research (ISPOR).
Citations of development/adaptation/validation studies and/or previous studies using the tool Rosa M, Metcalf E, Rocha TB, Kieling C. Translation and cross-cultural adaptation into Brazilian Portuguese of the Mood and Feelings Questionnaire (MFQ) – Long Version. Trends Psychiatry Psychother. 2018;40(1):72-78. http://dx.doi.org/10.1590/2237-6089-2017-0019
Notes when administering the tool The tool is intended to measure Major Depressive Disorder in children and adolescents. The tool should either be administered to the adolescents or to their primary caregiver, as is deemed fit by researchers. The tool can be filled out in written form by participants. Each question is rated on a scale of 0, 1, or 2 by participants. Total scores should be calculated by summing each item with equal weight.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-08-02 14:17:282019-12-11 22:45:38Brazilian Mood and Feelings Questionnaire (MFQ) - Long Version
Short Form 36 Health Survey- Yoruba Version
First Name Chidozie
Last Name Mbada
Affiliation Department of Medical Rehabilitation, College of Health Sciences, Obafemi Awolowo University, Ile – Ife, Nigeria
Other means of contacting author (e.g., website, Academia.edu, ResearchGate) https://www.researchgate.net/profile/Chidozie_Mbada
Mental health assessment tool that was adapted/developed/validated Short Form 36 Health Survey- Yoruba Version
Mental health condition assessed Multiple disorders: Health-related quality of life, including general mental health
Country or countries where tool was developed/adapted/validated Nigeria
Language(s) of the adapted/developed/validated tool Yoruba
Subpopulation in which tool was developed/validated (e.g., tool was developed and tested among middle-class women)? Tool was adapted among students, workers, and residents of Ile-Ife, in Osun state.
Cronbach's alpha >0.70
Citations of development/adaptation/validation studies and/or previous studies using the tool Mbadaet al. Health and Quality of Life Outcomes (2015) 13:141 DOI 10.1186/s12955-015-0337-y
Notes when administering the tool The tool should be administered by a trained research assistant in the Yoruba language. As with other versions of the SF-36, the Yoruba translation consists of eight subscales and the sum score on each is the weighted sum of the questions for that section. Each scale is transformed into a 0-100 scale on the assumption that each question carries equal weight. Total scores are then summed from each subscale, with lower scores denoting more disability.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-08-02 14:10:272019-12-11 22:45:38Short Form 36 Health Survey- Yoruba Version
Liberian Distress Screener
June 26, 2019 /in Caroline /by Caroline Owens
First Name Katrin
Last Name Fabian
Affiliation Department of Global Health, University of Washington
Mental health assessment tool that was adapted/developed/validated Liberian Distress Screener
Mental health condition assessed Trauma- and stressor-related disorders
Idiom of distress included, if any Scale includes 11 unique Liberian idioms of distress
Country or countries where tool was developed/adapted/validated Liberia
Language(s) of the adapted/developed/validated tool Liberian English
Development procedures Locally developed
Other information about tool (e.g., additional psychometrics [NPV, PPV, Youden's index, diagnostic odds ratio])
Citations of development/adaptation/validation studies and/or previous studies using the tool Fabian, K., Fannoh, J., Washington, G. G., Geninyan, W. B., Nyachienga, B., Cyrus, G., & Hallowanger, J. (2018). ''My Heart Die in Me'': Idioms of Distress and the Development of a Screening Tool for Mental Suffering in Southeast Liberia. Cultural Medical Psychiatry, (42), 684-703.
Notes when administering the tool The tool may be filled out by participants or administered verbally. Total scores are generated by summing each item with equal weight. More extensive work evaluating the screener is anticipated by its authors.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-06-26 17:47:562019-12-11 22:45:39Liberian Distress Screener
Arab Youth Mental Health Scale
First Name Rema
Last Name Afifi
Affiliation Department of Health Behavior and Education, American University of Beirut
Mental health assessment tool that was adapted/developed/validated Arab Youth Mental Health Scale
Mental health condition assessed Multiple disorders: Common mental disorders
Country or countries where tool was developed/adapted/validated Lebanon
Language(s) of the adapted/developed/validated tool Arabic
Description of other development procedures, if applicable Several items used in the construction of the Arab Youth Mental Health Scale were pulled from existing surveys, specifically the Center for Epidemiological Studies- Depression Scale, the Hopkins Symptom Checklist, and the Strengths and Difficulties Questionnaire.
Cronbach's alpha 0.901
Citations of development/adaptation/validation studies and/or previous studies using the tool Makhoul, J., Nakkash, R. T., Hajj, T. E., Abdulrahim, S., Kanj, M., Mahfoud, Z., & Afifi, R. A. (2010). Development and Validation of the Arab Youth Mental Health Scale. Community Mental Health Journal, 47(3), 331-340. doi:10.1007/s10597-010-9312-6
Notes when administering the tool The tool should be administered by trained research assistants who are fluent in Arabic.
https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png 0 0 Caroline Owens https://thefpr.org/wp-content/uploads/fpr-horizontal-130-crop.png Caroline Owens2019-06-26 17:44:392019-12-11 22:45:39Arab Youth Mental Health Scale
Key Word Glossary
Global Mental Health Assessment Database
PROJECT CO-PIs
Bonnie Kaiser, PhD, MPH
Assistant Professor, Department of Anthropology & Global Health Program, University of California San Diego
Lesley Jo Weaver, PhD
Assistant Professor, Department of Anthropology, University of Oregon
Kathy Trang, MA
Doctoral Candidate, Department of Anthropology, Emory University
Carol Worthman, PhD
Samuel C. Dobbs Professor of Anthropology, Emory University
Roberto Lewis-Fernández, MD
Professor, Department of Psychiatry, Columbia University; Past President, Society for the Study of Psychiatry and Culture; President, World Association of Cultural Psychiatry
© FPR - Foundation for Psychocultural Research | Enfold Theme by Kriesi - Customized by Good Web Works


CURITIBA, Brazil (Reuters) - Brazil's most popular politician, imprisoned former president Luiz Inacio Lula da Silva, on Tuesday ended his legal battle to run for the top office in next month's election.
Lula, who controls the PT he founded and determines its election strategy from his jail cell, has kept his candidacy alive for as long as possible, hoping to maximise the transfer of votes to Haddad.
Monday's poll also confirmed previous surveys showing Bolsonaro would lose to every major candidate in a probable run-off vote - with the exception of Haddad, with whom he was in a technical tie.


text:
Бернадетт Богнар-Боди (; род. 9 марта 1986, Сегед) — венгерская гандболистка, правый вингер команды «Дьёр ЭТО» и сборной Венгрии.

Карьера

Клубная
В чемпионате Венгрии Бернадетт играла за команды «Сегед», «Агро», «Бекешчаба», «Шиофок» и «Дунауйварош». В чемпионате Дании выступала в составе клуба «Рандерс». Дважды чемпионка Венгрии, трижды финалиста Кубка ЕГФ.

В сборной
Дебютировала в сборной 2 марта 2005 в матче против Дании. Сыграла 113 игр и забила 198 голов. Участница Олимпиады 2008 года. В составе сборной завоевала бронзовую медаль чемпионата Европы 2012 года.

Примечания

Ссылки

 Профиль на сайте ЕГФ
 Профиль на сайте Worldhandball.com
 Профиль на сайте Венгерской гандбольной федерации

Гандболисты Венгрии
Гандболисты на летних Олимпийских играх 2008 года

redpajama_set_name: RedPajamaWikipedia


text:
Qamsar  est une ville de la province d'Ispahan en Iran, située près de la ville de Kashan. Qamsar est le plus grand centre de production d'eau de rose au Moyen-Orient. La Kaaba de La Mecque est lavée tous les ans avec de l'eau de rose de Qamsar.

Ville dans la province d'Ispahan


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text:
/ Portrait - NPG x128609; The Beatles (John Lennon; George Harr...
The Beatles (John Lennon; George Harrison; Paul McCartney; Ringo Starr)
© Jim Marshall
by Jim Marshall
bromide fibre print, 29 August 1966
11 1/4 in. x 16 7/8 in. (285 mm x 428 mm) image size
Given by Jim Marshall, 2006
Sittersback to top
George Harrison (1943-2001), Musician; member of The Beatles. Sitter in 62 portraits.
John Lennon (1940-1980), Musician; co-founder and singer for The Beatles. Sitter in 74 portraits, Artist of 2 portraits.
Sir (James) Paul McCartney (1942-), Musician and member of The Beatles and Wings. Sitter in 71 portraits.
Sir Ringo Starr (Richard Starkey) (1940-), Musician; drummer for The Beatles. Sitter associated with 53 portraits.
Jim Marshall (1936-2010), Photographer. Artist of 1 portrait.
Placesback to top
Place made and portrayed: United States (Candlestick Park, San Francisco, California)
Linked displays and exhibitionsback to top
The Beatles on the Balcony (5 July 2006 - 22 October 2006)
Subjects & Themesback to top
The English football team wins against West Germany at the World Cup Final in Wembley.
144 people, including 116 children, die in the Aberfan disaster when a colliery waste tip slides down a mountain in Wales.
Ian Brady and Myra Hindly are sentence to life imprisonment for the brutal Moors Murders.
Tom Stoppard's first play Rosencrantz and Gildenstern are Dead premiers. This absurdist play uses two minor characters from Hamlet to explore the existential themes of free will verses determinism and the futility of language.
Seamus Heany publishes his first volume of poems, Death of a Naturalist.
The Cultural Revolution is launched in China in order to bring Chinese culture and society in line with communist ideals. It was also, however, an attempt by Mao Zedong to regain control of the country after the mistakes of the Great Leap Forward.
Archbishop of Canterbury, Arthur Michael Ramsey meets Pope Paul VI, the first official meeting between the Roman Catholic and Anglican Churches for 400 years.
Britain 1960-1990
The Beatles on the Balcony
Blow Up: Sixties Photography Exposed
Artists and sitters
Party Trail