Mike Lieberman, CEO and Co-Founder, Square 2 Marketing (the first Hubspot Diamond agency), describes his company as a revenue growth agency. Its purpose is to create revenue generation "machines" for its clients that will provide scalable, repeatable, and predictable revenue growth results – starting with attracting website visitors, turning them into leads, and the helping clients convert these leads into new customers.
A remarkable sales experience starts when 90% of the initial conversation is about the customer. "What's going on in your business? What brings you here today? Tell me what's going on. What's working? What's not working? Why marketing? Tell us what you're thinking." Asking a lot of questions is the only way the sales team will know enough about the client to be helpful.
Mike believes that, when you ask people about themselves, "magical" things happen – they like talking about themselves and get comfortable. You have to give them the chance to feel safe with you – a nervous or uncertain client is more likely to balk at going forward. Mike notes that people buy emotionally first . . . and then later rationalize the decision. The key things that make someone feel safe are that they have to feel that they know, like and trust you.
Marketing today in a complicated mesh of strategy, tactics, technology, and analytics. Mike feels that many companies, large and small, "miss" because they fail to have a compelling message. He references Seth Godin, a savvy marketer who says your business has to be remarkable . . . as does your message. "Me, too" or vague and generic messages fail to communicate product and company strengths.
Mike is looking forward to more HubSpot add-on technology services and has developed a piece of comprehensive artificial intelligence software that scoops up date from HubSpot and Google Analytics (and other eventually other data-generating software), and then analyzes and synthesizes the data to provide insights and make recommendations. MaxG at maxg.ai is promoted as "the First AI-Powered B2B Marketing And Sales Insight And Recommendation Engine." Agencies can sign up for pre-launch access on the maxg.ai website.
Mike is available on his company's website at: Square 2 Marketing and on LinkedIn at: https://www.linkedin.com/in/mike-lieberman-7a9579 or https://www.linkedin.com/company/square-2-marketing.
Ryan Malone, Founder and CEO of SmartBug Media, an inbound marketing agency, HubSpot Diamond Partner, and winner of more than 100 awards, founded his company on this premise: That clients would be best served by providing them with marketing strategists who had in-the-trenches P&L, product launch, skin-in-the-game experience and an understanding of the impacts of wrong decisions.
Ryan started his career leading marketing teams for publicly traded and early-stage technology companies. He saw agencies that threw any available talent at the strategic function – using interns, copywriters, and graphic designers to develop marketing plans, then blaming poor performance on his company's failure to provide the correct inputs for the marketing agencies' "whiz-bang" strategic processes.
Ryan wanted to build his agency with the best veteran marketers he could find. But, how could he do that in Orange County, CA, where local talent would be limited to those who would be willing to drive in community that ranks first nationally in stressful (nightmarish) commutes?
Ryan decided to hire the best-fit marketers for his agency, regardless of location, and to put his strategists front row with clients, instead of interjecting "account managers" into the company-client relationship. Today, his company has almost 60 employees, all completely remote . . .located in 25 states and 2 provinces. He warns that the idea that companies will save money by hiring remote employees is a misconception – the cost savings of not having physical facilities is more than offset by the added costs of building a strong team and company culture.
Every year, SmartBug brings all the employees and their families together at a top West Coast resort for a training, team-building, quality-time event, SmartBugaplooza. Ryan believes the quality of talent he has been able to acquire through hiring remote is a strategic advantage – but, focusing on culture is critical to making the long distance relationships work.
Another practice that Ryan has found to be effective is that he interviews prospective new employees ahead of need (SmartBug is always hiring) and queues up candidates with scheduled onboarding. Again, his hiring field is not local . . . it's all of North America . . .and having potential hires "ready" means he is not forced into making potentially risky "emergency hires." Ryan also explains why it is important to establish corporate policies when a company is small.
Ryan talked about growing his agency and covered some of what is in this interview in more depth when he presented "Building a Remote Agency at Scale: The Big Decisions You Will Face and Must Conquer" at Hubspot's Inbound 2018 conference.
Jackie Hermes is Owner and CEO at Accelity Marketing, A Hubspot Gold partner that provides B2B inbound marketing and lead generation, conversion, and nurturing. Accelity works primarily with B-to-B software companies operating at a pre-revenue, fundraising, or bootstrapping level on up to around $80 million in revenue. Accelity guarantees results: warm leads every month, and coordinates. product launches for unknown companies, helping them to bring new products to the market. The company focuses on building long-term, "deep" client relationships with fewer clients . . .
Jackie observes that internal marketing initiatives often don't fail so much at promotion as they do in the ancillary functions: testing, measuring, and reporting successes. At the same time, conflicting objectives, failure to identify and appeal to the correct target market, and a lack of understanding of and clarity about the desired result all play a part in marketing initiative failure.
Jackie feels it is important to meet a client's leadership team and stakeholders to learn their industry and their pain points and who they're targeting. Have they identified the correct target market? Are they approaching that target market correctly? Who are their decision-makers? Have they done all of this work? Does her team believe the information is accurate and complete? What is the potential for long-term success?
As a project is conceptually developed, Jackie believes it is critical that stakeholders reach consensus on who they're targeting, what comprises the project deliverables, and what success looks like. An agency can only be effective when this foundation is set – when it truly understands the client's business – and when the client stakeholders are aligned in their expectations.
Within Accelity, Jackie tracks each employee's profitability every month to monitor agency health and track the impact of internal projects on productivity. Many agencies use unpaid interns as profit centers. Jackie doesn't do this because she wants to ensure her clients get top quality services and interns can't provide the full-time, long-term relationships (typically 3 years) Jackie thinks are best for her clients.
Jackie sees many companies making the old-school mistake of tasking cold-callers to generate business, and shorting the budget on the marketing side . . . because they don't understand that marketing can function as a powerful lead generator. For companies using cold-calling, she highly recommends HubSpot 's Sales Boot Camps (These programs are only available to HubSpot partners) as a way to dramatically improve cold-calling results. She took the program early in her career and spoke about it a Hubspot's Inbound last year.
Jackie is available on LinkedIn at /thejackiehermes and is @thejackiehermes on every platform (Instagram, Twitter). Accelity is on all of those platforms as well.
Some 5 years later, Primitive Social offers a far broader range of services, including custom software development; custom designed and developed websites; content marketing; a full inbound marketing, lead gen, marketing technology setup and implementation; social media management; and creative work—end to end business solutions that address customer needs. Primitive Social addresses marketing issues and the heavy tech solutions that can make a business's internal organization more effective and efficient Expected revenues in 2018 should come in around $4 million.
In this interview, Kade talks about the quandary a company can face when it "outgrows its name." Primitive Social? What about all the other things his company does? Kade feels his company needs a new name to convey the broader scope of what his company now has to offer. But, if he changes the name, how does he maintain the value of his brand and the goodwill his company has earned through the years?
Primitive Social is headquartered in Lubbock Texas, which, in 2018, had a reported population of 252,506. That's not a lot of people if you want to keep a company growing. In addition to the limited number of potential clients in the Lubbock area for the services the agency offers, Kade has found the Lubbock area to be slower that other parts of the country in adopting technology and digital solutions. In order to grow, the company has had to "develop a presence" in other locations.
Lubbock is also not a hotbed of creative talent. Kade likes to hire local, but when local talent ran out, what could he do? He did not want to restrain his company's growth. He did not want to limit the company on what it could do to serve clients. or the quality of the work. He did not want to expand by investing in brick-and-mortar in new locations. Solution? He hired remote employees. Today, twenty of his 50 employees work remotely from other parts of the country.
Kade notes that it takes thought, intention, and consistency to make sure remote employees are allowed to contribute to the corporate culture. He has had to make an extra effort "to create opportunities for organic communication and getting to know people." Although having remote employees has not worked perfectly, Kade describes it as being "a blast." Future company direction? Kade intends for the company to simplify what it is doing and what it is leveraging to accomplish success for its clients . . . and go deep.
It's better to grow slowly with the right client at the right place than to grow rapidly with the wrong client at the wrong price.
Think about how you are growing as you are growing . . . How do we think about growth? What do we do with our growth? Who are we? Who do we want to be? How are we going to get there?
Don't focus on the growth of gross revenue—focus on the growth of profit.
Greg Andersen is CEO at Bailey Lauerman. Fifty years ago, before Greg's time, Bailey Lauerman published a lifestyle magazine promoting activities around Lincoln and Omaha and created ads in the publication for companies in exchange for their financial support. When these companies asked Bailey Lauerman to create ads to use in other venues, the publisher pivoted to start the journey to become the agency it is today—focused on authentic brand connection with people outside America's 10 largest cities.
Why that target market? Greg feels that too much of marketing's focus has been on the people who live in the 10 largest cities in the US, when 92% of the population lives elsewhere, in what Greg refers to the "Everything In Between." He thinks that metropolitan agencies have a hard time understanding these "overlooked segments," but Bailey Lauerman, located in the middle of the "Everything in Between," Omaha, Nebraska, is positioned by geography and philosophy to understand these diverse people.
Greg believes that social media has made influencer marketing too slick, too formulaic, and mainstream. In response, Bailey Lehman launched the Everything in Between Influencer Network. The company partners with hundreds of bloggers, influencers, and tastemakers "across a range of geographies, verticals and platforms" who will share their pride, values, attitudes, and opinions about the communities where they live. Marketers will have access to small/mid-sized influencer communities from people living "Everywhere in Between." Expect increased engagement, lower cost, and reduced follower fraud as people from these less populous areas share their pride, values, attitudes, and opinions.
A native of Nebraska, Greg spent 23 years in New York advertising agencies and 3 years leading RAPP's LA offices. Omaha, Nebraska is not a hotbed of high-profile advertising agencies, but Greg had been aware of nationally-recognized Bailey Lauerman for years. When he got the call that the agency was looking for new leadership, he knew it was time to return home. The first challenge—how could he take what would be considered a competitive disadvantage (geography) and turn it into an advantage?
By being what it was . . . just as so many years ago, Greg had learned to succeed by being himself—the boy from Nebraska.
When Greg started working in New York, he tried to play it as he expected a big-time New York agent would . . . until he realized that people valued his midwestern background. He had a different perspective and could tell them how things would be perceived in places other than New York. Creating brands that resonate with highly populated metropolitan areas does not guarantee that those same messages will work for the 92 percent of the population who don't live in those super-cities. That, Greg says, is the strength of his company . . . Bailey Lauerman has a long history of "connecting brands to a part of the country" that companies need to reach in order to scale their businesses. Greg is leveraging that history to continue his company's legacy of excellence.
Greg can be reached on his company's website at baileylauerman.com.
Verity Dearsley is the Managing Director at The B2B Marketing Lab. In this interview, Verity explains how and why B2B Marketing Lab, originally a public relations company, changed its focus from content to inbound marketing and grew to become the first Hubspot Diamond partner in the UK and Singapore, a Hubspot trainer, and the largest Hubspot partner in London.
Public relations is marketing targeted to enhance the image of the client . . . and that personae is the "product that is being sold." But, when your "product" is your client's public image, how do you measure sales?
When B2B Marketing Lab had difficulty tracking client ROI impact metrics, Verity "crawled through Google metrics and numbers," then latched onto 5-year-old Hubspot, and launched customers on its marketing automation platform as well. Using Hubspot helped Verity realize that, when clients paid for an agency to create great content, it didn't make sense to present the material on a website in the form of a static online brochure.
Instead, content could be the beginning of an outreach to customers. Blogging valuable information targeted to interested potential clients helped build relationships. Strategic content "gating" – holding back some critical pieces of information – could provide fuel for future lead generation. Verity also learned that, beyond marketing, it is important to create effective sales, customer engagement, software implementation, and client management processes – to build a robust backside infrastructure to support client growth amd healthy marketing company scaling.
Hubspot Partnership enabled B2B Marketing Lab to "grow another business" – and with great success.
Verity also talks about the differences between her company's work in EMEA and in Singapore and explains the importance of knowing how Google processes multiple language websites. She warns that improper website setup can result in cross-country customer cannibalization and lauds Hubspot for deploying the Hreflang tag on individual language pages.
When Jon started Invoke Marketing, a scrappy startup agency, he made things up as he went. As the company pivoted and grew, his clients also pivoted and grew, and agency and client interests diverged. Jon, in his eagerness to help, also took on too many clients who were poor fits.
Jon's intense drive for growth and eagerness to help led him to take on clients that didn't fit the services Invoke wanted to provide. Pushing too hard too fast led to making mistakes fast, and then moving on too fast to learn from those mistakes. Jon warns that agencies need to be careful about their growth rate and about making sure that they select clients who need the services their agency wants to sell.
When relationships were no longer mutually beneficial, some clients left, and Invoke found it needed to release others. That resolved the immediate "poor fit" problem, but financially? The company either had to reinvent itself fast . . . or "join forces" with another agency.
Tank New Media focuses on brand experience, creating healthy partnerships with its clients, collaborating to develop the right strategies, the right solutions, the right tactics and building a cohesive experience across the entire relationship lifecycle. Proof that it excels in building relationships? Tank typically retains clients for about 4 years, a long time in the marketing world.
Jon has three roles with Tank: 1) new business development (selling), 2) working with client sales teams to facilitate sales (which includes a sales-aligned CRM system), 3) growth-focused leadership.
The "Why?" at Tank? Creating a great experience for customers, employees, and customers' customers. Jon warns that customer relationships are important, but, even as an agency takes care of its customers, it also has to take care of itself. Overzealous attempts to keep customers happy can destroy companies. A company has to survive to be able to continue to support its customers.
Jon can be contacted LinkedIn, on Twitter, but probably most easily by email at jon@tanknewmedia.com.
Perry Nalevka, CEO at Penguin Strategies, has almost 20 years of working in technology at various start-ups, with the last 10 years in sales and marketing. For the past 5 years, he has run Hubspot's first Israeli Partner, Penguin Strategies, a niche agency for technology firms with its "packages" named for different species of penguins. Why penguins? "They're just a cool bird," Perry says.
Penguin Strategies' website is very transparent on how much a client is buying of what and for what price. Using a system of "credits" enables Penguin to be far more flexible, transparent, and nimble in its response to market conditions. Penguin can adapt its strategy to changing customer goals as needed on a month-to-month basis. Posting the prices for the its services means that, if clients want to add something extra to the mix, they don't have to haggle over what it will cost them . . . they already know. Posting prices also has the benefit that clients can see that they aren't being charged any more or any less than the next client.
Initially focused on Israel's technology firms, Penguin bridged to the international market when tech firms sought it out. Ten time zones between Israel and Silicon Valley proved a challenge, so Penguin opened a subsidiary in the U.S., which has greatly facilitated scaling.
Perry believes that focusing on a niche, "on something smaller, you'll get more." When Perry took on some manufacturing companies, the methodologies he had set up for the tech companies did not work, and his employees started to leave. Perry considered setting up a division to work with the manufacturers, but, in the end, decided to stay true to his vision. Divesting Penguin of the manufacturing companies led to some hard conversations and cut revenue 15 %, to the tune of $25,000 to $30,000 a month.
People Don't Buy Widgets—So What are you Marketing?
Frank Cowell is CEO of Elevator Agency, a full-funnel digital agency providing a fully-integrated, synergistic marketing "ecosystem," differentiates his agency by a number of things. The first one is that accounts are managed by strategists instead of by account managers. Why strategists? Frank has found that strategy development, system testing and optimizing, and working with the client is a big, full time job, and should be a billable function, not something to be covered through the less transparent means of skimming off other line items.
In this interview, Frank explains why he believes that most agencies (and many other companies) fail to sell the "right thing" . . . they more often talk about the "line item" services or skills their companies offer instead of selling outcomes. His company's "elevator formula" involves understanding "what you want a business to ultimately be," the "outcome of what you are selling," and "the methodology for achieving those outcomes on a consistent, predictable basis." Everything must be crafted with that end in mind, including the client selection process and team-building. He feels that companies start out as "consultancies," and only become "businesses" when the principals can walk away for a month and the company continues to operate.
To achieve this level of organizational maturity, Frank notes that a company has to have a completely clear vision on its branding: Who is it going after as clients? What is its value proposition? and What brand promises does it need to make to win this business? It also needs to implement some variety of an Entrepreneurial Operating System whereby the organization focuses on a limited number of issues over 90-day cycles so that problems are truly solved and the company can move forward. In marketing itself, the company has to sell outcomes . . . and to differentiate itself from the competition.
Frank outlines his Elevator Formula, which provides a both repeatable methodology and service differentiation. The Elevator Formula is a defined process the agency uses for selecting clients, developing a winning proposal, and delivering a strategic plan that produces the outcome a client wants.
Assume the majority of contacts don't have a problem you can solve, or, for some other reason, are not a fit for your agency. Only consider taking on a client when you are certain they are a right fit . . . and that you will be able to help them accomplish the desired outcome. Is the outcome what this prospect wants and/or needs?
The next part of the process is discovery. What are the prospect's target markets? What is their business model? What outcomes are they targeting? The purpose of discovery is to identify the "opportunity," but also to qualify the contact at a high level. Does the contact have the budget and the authority to act?
In the collaborative planning stage, the prospect and agency work together to fill in the blanks on the Elevator Formula blueprint, building a high level strategy. When the client helps build the plan, they are more likely to accept the presented solution/proposal . . . because they already have vested interest in it.
Frank's emphasizes the importance of an agency fully understanding itself, what is it really selling, who is it selling to, and what is its desired outcome . . . and mirrors that model when describing what an agency needs to do to effectively serve a client: to understand the client, what is the client selling, who is it selling to, and what is its desired outcome . . . These critical questions that can redefine marketing strategies for both the agency and the client.
Frank can be reached on his company's website at: elevatoragency.com, on Instagram and Twitter as @FrankCowell or by email at: frank@elevatoragency.com.
Author Rob KischukPosted on December 4, 2018 December 4, 2018 Categories PodcastLeave a comment on People Don't Buy Widgets—So What are you Marketing?
Matt Hodkinson, Chief Exec Agent, Influence Agents, introduces his agency as "mutinous." He feels the old agency model of schmoozing for long-term retainers is not in a client's best interest. Instead. Influence Agents tells clients from the beginning that it "will not be there forever" and targets a two-year client relationship with these small companies, which are mostly mid-market B2B tech companies.
The agency's "sweet spot" clients are the IT Managed Service Providers and Value-Added Resellers – techie companies that rarely excel in self-promotion. Matt notes that these companies are "not the best at telling stories about how great their technology is, and certainly not doing it in a way that engages people in the right way." They will often talk about solutions at a technical level – an ineffective approach at best. Effective marketing, he says, talks about challenges and heightens problem awareness and need.
Influence Agents coaches clients to "marketing greatness." filling in the gaps, designing strategies, implementing technologies, and providing in-depth training to ensure long-term success. At the end of the relationship, the "educated" client owns the marketing knowledge and expertise as a company asset. Matt is in the process of creating a knowledge base of marketing strategies, which will be exclusively available for Influence Agents' clients. Catch, set up the client for success . . . and release.
Influence Agents, a HubSpot Gold partner (almost Platinum), focuses on customer psychology – understanding B2B prospects' emotional and logical triggers for making purchase decisions – and marries that with producing tangible outcomes – the metrics of revenue, qualified leads and customers.
To gather psychological information about a client's ideal prospects, Influence Agents defines and identifies them, interviews them away from their work environment, and asks open-ended questions about the challenges they're facing – in all aspects of business. By recording and reviewing the stories and examples these ideal prospects provide, Influence Agents can tease out trends and themes, gain an understanding of the challenges and pains these prospects face, and discover how to add real value to help these potential customers. Knowledge of what the ideal customer needs directs the marketing strategies Influence Agents develops for its clients.
Matt cam be reached on his company's website at: influenceagents.com or on LinkedIn at https://www.linkedin.com/in/matthodkinson/ — but please send a personalized intro.


text:
Q: Trying loop the list so it print out each even number I'm trying to find a way to get applescript to display odd and even number.
These numbers are even 4
These numbers are even 6
These numbers are even 8
These numbers are even 10
These numbers are odd 3
These numbers are odd 5
These numbers are odd 7
These numbers are odd 9
I tried looking it up but I don't really understand applescript that well.
set numberList to {3, 4, 5, 6, 7, 8, 9, 10}
repeat with i in numberList
  repeat while i mod 2 = 0
    display dialog "These numbers are even " & i
  end repeat
end repeat

set numberList to {3, 4, 5, 6, 7, 8, 9, 10}
repeat with numberList in numberList
  repeat while numberList mod 2 = 1
    display dialog "These numbers are odd " & numberList
  end repeat
end repeat

No errors. Just stuck in a infinite loop.
Just display: These numbers are even 4 over and over again

A: The repeat with X in Y form steps through the Y list, with the loop variable X containing the current item in the list.  Your snippets are using an additional repeat loop that will continue while some condition is met, but since the comparison variable is not changing inside the inner loop, once the test is true the repeat will never end.
You just need to replace the inner repeat loop with a plain if ... then comparison, for example:
set numberList to {3, 4, 5, 6, 7, 8, 9, 10}
repeat with i in numberList
  if i mod 2 = 0 then
    display dialog "This number is even: " & i
  end if
end repeat

set numberList to {3, 4, 5, 6, 7, 8, 9, 10}
repeat with i in numberList
  if i mod 2 = 1 then
    display dialog "This number is odd: " & i
  end if
end repeat

A: You need to replace each inner repeat loop, i.e. the while loops, with an if...then conditional test clause, e.g.:
set numberList to {3, 4, 5, 6, 7, 8, 9, 10}

repeat with i in numberList
    if i mod 2 = 0 then display dialog "This number is even: " & i
end repeat

The if...then clause can be extended to include an else block that will get executed whenever the condition being tested fails.  This allows your two repeat loops to be combined into one, iterating only once through your list and giving you the outcome for both odds and evens in one go:
set numberList to {3, 4, 5, 6, 7, 8, 9, 10}

repeat with i in numberList
    if i mod 2 = 0 then
        -- This block will only run if the number is even
        display dialog "This number is even: " & i
    else
        -- This block will only run if the number is not even
        display dialog "This number is odd: " & i
    end if
end repeat

redpajama_set_name: RedPajamaStackExchange


text:
/*
 * To change this template, choose Tools | Templates
 * and open the template in the editor.
 */
package com.franklin.licensing.action;

import com.franklin.licensing.entities.Activation;
import com.franklin.licensing.entities.Customer;
import com.franklin.licensing.entities.License;
import com.franklin.licensing.entities.Product;
import java.util.List;
import java.util.UUID;
import net.sourceforge.stripes.action.DefaultHandler;
import net.sourceforge.stripes.action.ForwardResolution;
import net.sourceforge.stripes.action.HandlesEvent;
import net.sourceforge.stripes.action.Resolution;
import net.sourceforge.stripes.action.SimpleMessage;
import net.sourceforge.stripes.action.UrlBinding;

@UrlBinding("/license")
public class LicenseActionBean extends BaseActionBean {

    private Integer selectedCustomerId;
    private Integer selectedProductId;

    private Integer licenseId;
    private License license;

      /**
     * @return the licenseId
     */
    public Integer getLicenseId() {
        return licenseId;
    }

    /**
     * @param licenseId the licenseId to set
     */
    public void setLicenseId(Integer licenseId) {
        this.licenseId = licenseId;
    }

    /**
     * @return the license
     */
    public License getLicense() {
        return license;
    }

    /**
     * @param license the license to set
     */
    public void setLicense(License license) {
        this.license = license;
    }

        /**
     * @return the selectedCustomer
     */
    public Integer getSelectedCustomerId() {
        return selectedCustomerId;
    }

    /**
     * @param selectedCustomerId the selectedCustomer to set
     */
    public void setSelectedCustomerId(Integer selectedCustomerId) {
        this.selectedCustomerId = selectedCustomerId;
    }

    /**
     * @return the selectedProductId
     */
    public Integer getSelectedProductId() {
        return selectedProductId;
    }

        /**
     * @param selectedProductId the selectedProduct to set
     */
    public void setSelectedProductId(Integer selectedProductId){
        this.selectedProductId = selectedProductId;
    }

    public List<Customer> getCustomers(){
        return super.customerRepository.findAll();
    }

    public List<Product> getProducts(){
        return super.productRepository.findAll();
    }

    public List<License> getLicenses(){
        return super.licenseRepository.findAll();
    }

    public List<Activation> getActivations(){
        return super.activationRepository.findAll();
    }

    @DefaultHandler
    public Resolution create(){
        this.license = new License();
        return new ForwardResolution("/WEB-INF/jsp/add_license.jsp");
    }

    public Resolution save(){

        if(this.selectedCustomerId == null){
            getContext().getMessages().add(new SimpleMessage("Please select a customer."));
            return new ForwardResolution("/WEB-INF/jsp/add_license.jsp");
        }
        if(this.selectedProductId  == null){
            getContext().getMessages().add(new SimpleMessage("Please select a product."));
            return new ForwardResolution("/WEB-INF/jsp/add_license.jsp");
        }

        if(this.licenseId != null && this.licenseId > 0){
            super.licenseRepository.update(this.license);
        }else{
            if(this.license == null){
                this.license = new License();
            }

            UUID unique = UUID.randomUUID();
            this.license.setCustomerID(this.selectedCustomerId.longValue());
            this.license.setProductID(this.selectedProductId.longValue());
            this.license.setLicenseKey(unique.toString());
            super.licenseRepository.save(this.license);
        }

        getContext().getMessages().add(new SimpleMessage("License saved."));
        return new ForwardResolution("/WEB-INF/jsp/license_saved.jsp");
    }

    public Resolution cancel() {
        this.license = new License();
        getContext().getMessages().add(new SimpleMessage("Action cancelled."));
        return new ForwardResolution("/WEB-INF/jsp/add_license.jsp");
    }

    @HandlesEvent("list")
    public Resolution list(){
        return new ForwardResolution("/WEB-INF/jsp/search_license.jsp");
    }

    @HandlesEvent("list_activations")
    public Resolution listActivations(){
        return new ForwardResolution("/WEB-INF/jsp/search_activations.jsp");
    }
}

redpajama_set_name: RedPajamaGithub


To ensure the needs of our Victorian clients continue to be met, we have had a busy year upgrading our showroom in Richmond. Improvements have included: an Elfo 2 (smoothest ride in town), new showroom flooring, Elfo in black powdercoated shaft with polished stainless steel doors and black polished stainless steel cabin wall, new signage, artwork, relocation of new Reception desk and fitout to the sales office. But wait, there's more, a new Supermec 3 and polished stainless steel shaft will be installed at the beginning of next year.
As always, we recommend try before you buy and our showroom is the perfect place to meet with one of our experienced Sales and Design consultants to consider your options and discuss your project in detail.


Thunderbird 1.0.2 is a security and stability update that is part of our ongoing program to provide a safe Internet experience.
Thunderbird 1.0.2 shows main window, improved security and stability update that is part of our ongoing program to provide a safe Internet experience.
Screen shot shows Thunderbird 1.0.2 main option, help you to use Thunderbird select to configure window in Mail & Newsgroups.
Thunderbird would come in handy if you want to access websites that provides content through RSS feeds. Unlike Firefox, however, which makes it possible access to RSS feeds through Live Bookmarks, Thunderbird gives you the option to view RSS content in a way that is very similar to reading email: the RSS feeds that you subscribe to will surely liste in the folders pane, the individual article titles will be displayed in the message-list pane, and when you click on a title the article content will be displayed in the message preview pane.


You must be my Lucky Star. 'Cause you shine on me wherever you are. No, not that Madonna…Madonna, Maryland.
Located in Harford County, Madonna is located at the junction of Route 23 and 146, northwest of Bel Air. If you haven't heard of Madonna, you are not alone. This small town is often overlooked by locals and tourists alike, making it difficult for business owners to attract new customers: difficult, but not impossible. It all comes down to perception.
Your employees are the face of your restaurant. They need to look the part.
Your employees are an extension of your business and their appearance reflects on your business, either positively or negatively. Customers will see an employee in dirty or unkempt clothing as an extension of your overall business. If you do not care about your employees, why would you care about your customers?
Despite being taught at a young age to never judge a book by its cover, that is exactly what we do day in and day out. The solution: Uniform Rental. An employee in a clean uniform sends a positive message to potential customers, saying this person is trustworthy. This business is top-notch.
For over forty years, Lord Baltimore has provided reliable, cost effective uniform rental services throughout Maryland, Washington DC, Northern Virginia, Southern Pennsylvania, and Delaware.
While other companies offer you high tech solutions that speed up their processes, improving their bottom line, Lord Baltimore offers proven dependable solutions designed to benefit YOU. We are an independently owned company that intimately knows the struggle of small city businesses like yours. And we are confident in our ability to provide you with service above and beyond uniform rental industry standards.
To find out if Lord Baltimore Uniform Rental is right for your Madonna business, please contact Joe Bateman at 800-292-1224 or by visiting LordBaltimoreUniform.com. We also handle towel rental for gyms and salons; apron, towels, uniforms and mats for restaurants; and uniform, shop towel, fender cover and mat rental for manufacturing and automotive industries.
This entry was posted on Tuesday, October 14th, 2014	at 1:33 pm	. You can follow any responses to this entry through the RSS 2.0	feed. Both comments and pings are currently closed.


Obituary - Joseph R. Wilesky - Bentz Funeral Service, Inc.
Joseph R. Wilesky, 73, of Utica, passed away June 5, 2013. He was born April 30, 1940 in Hartford, CT the son of the late John, Sr. and Mary Cuscovitch Wilesky. Joe is survived by many friends, especially Thesesa Oles of New Hartford. He was predeceased by a brother, John, Jr. Services will be Friday (today) at 12 noon at Childs Chapel at Forest Hill Cemetery. Arrangements are under the guidance of the Bentz Funeral Service, Inc., Utica/New Hartford.
I had not seen Uncle Joe in many years, not since my Dad(Walter) passed. I wanted to send blessing to Uncle Joe's family and I'm sorry for your loss.


BOSTON (AP) Harvard University has placed its men's cross country team on athletic probation after school lawyers found that the 2014 team made ''crude and sexualized'' documents about the women's cross country team.
Harvard Athletic Director Robert Scalise sent an email to team members Friday night. He says no problems were found with the current team and they've been truthful and forthright about shortcomings in the team's culture.
Probation means the runners' behavior will be monitored.
Scalise had asked for an investigation after The Harvard Crimson student newspaper reported that the men's team produced yearly spreadsheets about the women's team, sometimes rating appearances and making lewd comments.
Harvard canceled its men's soccer season this fall after finding that soccer players created a similar document with sexually explicit comments about women's soccer players.


Need Screen Printing Supplies in Ontario Canada? In stock screen printing supplies shipped to cities in Ontario can expect 1-2 days for delivery. FH & Sons has provided top quality supplies & equipment for over 30 years. We stock screen printing equipment, manual screen printing machines, automatic screen printing presses, inks, emulsions, screen frames and other screen printing supplies. We carry all the screen printing supplies you will need to start or run your screen printing business. Whether you need screen printing equipment to start a t-shirt printing business or a customer service oriented supplier with competitive pricing, you'll find everything you'll need at FH & Sons. We understand how important it is to receive your screen printing supplies in a timely fashion. We are commited to all in-stock screen printing supply orders placed before 2:00 p.m. EST ship the same day.
You will find all the screen printing supplies that you need at FH & Son's!
Toronto Ontario, Hamilton Ontario, Kitchener Ontario, London Ontario, Oshawa Ontario, Windsor Ontario, Barrie Ontario, Guelph Ontario, Kingston Ontario, Sudbury Ontario, Thunder Bay Ontario, Kanata Ontario, Brantford Ontario, Peterborough Ontario, Sarnia Ontario, Milton Ontario, Sault Ste. Marie Ontario, North Bay Ontario as well as other cities in Ontario currently receive screen printing supplies in 1-2 days.


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Bar Harbor/Acadia National Park/Mount Desert Island, Maine
Winter Harbor/Schoodic Peninsula
Schoodic Point: Wikimedia Commons
Running Trails / Bike Paths
This area was recently saved from development, and is now owned by the National Park Service. Over the past few years, trails have been added to this new section of Acadia National Park. The park entrance is 1 mile from Rt. 186. Recommended running options in this area:
Schoodic Loop Road. This one-way loop road is 6 miles and runnable. Not much of a shoulder, and water views are more from designated turnout points. But this is a less developed part of the island, so traffic is not too bad – go early or off season! For a challenge, there is a narrow gravel road near West Pond Cove that leads to Schoodic Head, at 440 feet the highest point on the peninsula.
Bike Paths. There are 8.3 miles of bike paths on the peninsula. The Schoodic Woods Campground is the anchor point for these paths, which range from easier around the campground to steep and winding in other sections.
Grand Loop: Do Schoodic Loop Road and then take the bike path back east to the campground.
Note: Shuttle Buses in summer can help you do a one-way run and return to the starting point.
Schoodic Loop Road is 6 miles (10 km). There are 8.3 miles of bike paths. 'Grand Loop' is loop road and bike path back
Route Map: Schoodic Loop Rd.
Other Routes in this Area
Acadia National Park Running Highlights
Our guide to the best running in Acadia National Park. Includes best sections of the 27-mile Park... more...
Bar Harbor Grand Tour
Bar Harbor is the main commercial area of Mount Desert Island and the gateway to Acadia National... more...
All Bar Harbor/Acadia National Park/Mount Desert Island, Maine Routes
Tweets by @greatruns

redpajama_set_name: RedPajamaCommonCrawl


Whether new to MTSS or re-visiting the effectiveness of this framework in your school, use these tools to self-assess your systems of support.
The IDEA 2004 requires schools to provide systematic, measured, appropriate educational interventions to students to ensure that students have been provided appropriate instruction. Response to Intervention (RTI) is a well-integrated system of instruction/intervention guided by child outcome data. These Field Guides to RtI were developed to provide schools with a guide to developing your tiered systems of support, particularly for learners needing more intensive interventions. Each field guide was developed to be reviewed by the school team as the school shapes the procedures that will best guide your decision-making for students.
Information on Training Opportunities Coming Soon!


DoD's proposed reforms will save money, but their limited scope and modest nature will not adequately control future cost growth. Moreover, they miss an important opportunity to update key elements of compensation. This article advocates a more robust approach, including immediate cash compensation reform, minor adjustments to the proposed health care reforms, and the elimination of many installation-based services. Together, these measures could save an additional $40 billion over the next decade while beginning the process of updating the compensation system. In sum, these reforms would slow cash compensation growth and reduce the value of noncash and deferred benefits by transferring greater costs to service members and retirees. But most importantly, these reforms would continue to compensate service members and retirees at levels commensurate with their sacrifice and commitment to the nation.


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Music Other Music Other Focus: 50th Anniversary Tour & Support Tickets
Focus: 50th Anniversary Tour & Support
Epic Studios, Norwich. Wednesday, 24 Mar 2021
Epic Studios, Norwich
Wednesday, 24 Mar 2021
This event's performance date has changed (the old date was Wednesday, 25 Mar 2020 at 7:00 PM). The show will now take place on Wednesday, 24 Mar 2021 at 7:30 PM.
All Focus: 50th Anniversary Tour & Support performances
Have tickets to sell? – Find out more
UNRESERVED SEATING £25.85 (£23.50) Quantity selection for ticket type UNRESERVED SEATING 0 1 2 3 4 5 6 7 8
The fulfilment fee is £1.50 for Box Office Collection.
Fan-to-Fan Resale Tickets
More information about Focus: 50th Anniversary Tour & Support tickets
Focus: 50th Anniversary Tour & Support (Epic Studios, Norwich)
With their unique brand of progressive rock, Focus manifested themselves at the start of the '70s as the most successful and appreciated of all the Dutch pop-rock exports. Fronted by founding member Thijs Van Leer, and best known for their hits "Hocus Pocus", "House of The King" and "Sylvia", as well as critically acclaimed albums 'Moving Waves', 'Focus 3' and 'Hamburger Concerto', the iconic Dutch music masters are back with their tenth album, which is guaranteed to please their legions of fans!
After a comeback in the early 2000's, which resulted in the well-received albums 'Focus 8' and 'Focus 9', the band regrouped with a fantastic new line-up. Along with Thijs van Leer on vocals, flute and keyboards, back on the drums is famed Focus drummer Pierre van der Linden, who joined the group on their second album 'Moving Waves' in 1972. Internationally renowned for his rhythmic skills, Pierre remains a defining factor in the Focus sound. Guitarist Menno Gootjes, who participated in Focus at an earlier stage, and acclaimed bass player Udo Pannekeet, complete the band's current line-up. Recently, Focus's biggest hit "Hocus Pocus" was used in a 4-minute Nike commercial before the World Cup broadcast. Focus music can be regularly heard on Top Gear and Saxondale on TV in the UK.
A new Focus era has arrived! There is a rejuvenated passion amongst the band as it enters the studio to record Focus 11 and prepares to go out on the road again for a World Tour, in support of the new album, and as it builds up to its 50th Anniversary.
Thijs van Leer - Hammond-organ, flute and vocals
Pierre van der Linden - drums
Menno Gootjes- guitar
Udo Pannekeet - bass
Focus, Sylvia click on link: https://youtu.be/UVB7FgO4Jek
This show is Unreserved Seating.
All disabled bookings directly through OEP Live! on 01256 416384


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INTEGRAL to work and wellbeing
A beautiful project has been designed and completed in Guilin, China by Ronald Lu & Partners and is both sympathetic to the landscape and conceived with sustainability at its heart.
BY Jan Henderson
Tags: China, Chinese Architecture, Integral, RLP, Ronald Lu, Ronald Lu & Partners
Located near Guilin in Guangxi Province, China, INTEGRAL is at one with the landscape that surrounds it. INTEGRAL is a modern garment factory and the project designed by Ronald Lu & Partners (RLP) is exceptional in both its concept and realisation.
Considered to be a 'sustainable development garden', the facility embraces the fundamental concepts of Buddhism through its architecture and sustainability elements are incorporated into every aspect of its design.
The total site is large, at more than 511,800 square metres, with the highest point of the building only 22 metres in elevation.
The architect has devised the project horizontally instead of vertically and has integrated the production workshop and craft centre seamlessly into the surrounding environment.
The natural landscape is the main focus of this large factory where the buildings play a supporting role to the green aesthetic.
With deference to the location and to culture the architectural language of INTEGRAL includes distinctive blue bricks and bamboo panels in the exterior and a large semi-transparent bamboo curtain on the façade of the craft centre's wall helps to soften the overall mass of the structure.
"Meaningful biophilic design is applied in the urban spaces around us through natural shapes, forms and materials used in building design, and by daylighting, natural ventilation, greening, and inward and outward views," says lead architect on the project, Guymo Wong, Director and Head of China at Ronald Lu & Partners.
Adding to the rich portfolio of projects both completed and on the drawing board, INTEGRAL is a masterful project from RLP.
Established in 1976 by Dr Ronald Lu, the practice focuses on human-centric design for the future and at the core of each concept is sustainability.
Commissions span the range of trans-orientated development, commercial, education, residential, civic and community and healthcare projects as well as hospitality and retail and INTEGRAL is yet another exemplar project from this renowned practice.
Ronald Lu & Partners
rlphk.com/eng
Santa&Cole Cesta Table Lamp
Enlightened Living
Apollo Stone
GH Commercial
Max Chair
COMUNiTI distils the Davidson brand to perfection
For an organisation that champions making positive change, it made perfect sense for Davidson to change their workspace to reflect their philosophy. COMUNiTI's inspired approach to flooring using Milliken-Ontera saw the Davidson brand flawlessly translated into its new working environment.
Chiclet reintroduced: seriously simple, yet not too serious
Striking in its playful simplicity, eye-catching and charmingly self-assured – the renowned sofa system named after a chewing gum is making a comeback. And it's more relevant than ever.
Cantilevered meeting rooms are a centrepiece of this Chinese workplace
The newly refurbished Yeahka office conceived by JSPA Design features a stripped away aesthetic that emphasises transparency – fit for a company that specialises in payment.
Pinghe Bibliotheater: An ocean of knowledge for students
Part library, part theatre, Pinghe Bibliotheater by OPEN Architecture presents an ocean of knowledge for students of Qingpu Pinghe International School in Shanghai, China.
An experiential design in Beijing that ticks every box
CUN Design redefines the retail experience with a dramatic industrial design for Qpokee, geared towards China's Gen Z shoppers.
Elton Group's Eveneer brings a warm glow to the the dynamic new lobby of Perth's iconic Central Park Tower
Woods Bagot has used Elton Group's sustainably produced Eveneer timber veneer to add a finely crafted touch to an environment that needs to inspire community and respond to new working practices, while respecting the original design intent.
Hogg & Lamb bring the taste of Italy to Fortitude Valley
Hogg & Lamb deliver Gemelli and Tano, a Brisbane restaurant and bar inspired by the Mediterranean.
Crowning glory at the 2021 UDIA awards
Described as Sydney's newest urban oasis, it's no surprise Waterfall by Crown Group took out this UDIA award.
Koichi Takada Architects' sculptural and sympathetic apartment building


Apparently unconcerned with creative titling, the Office of Civil Defense produced Radioactive Fallout in 1964. As the name suggests, the film's content deals strictly with the manner in which fallout is created, from the initial explosion to the residual particles which settle on the ground.
This entry was posted on Friday, November 18th, 2011 at 1:00 pm and is filed under NUCLEAR WEAPONS. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


text:
Q: I could not connect my recyclerview in fragment with adapter my fragment class
class RecyclerFragment : Fragment() {
var recycler:RecyclerView? =null

private var param1: String? = null
private var param2: String? = null

override fun onCreate(savedInstanceState: Bundle?) {
    super.onCreate(savedInstanceState)
    recycler = view?.findViewById(R.id.recycler)

    }

override fun onCreateView(
    inflater: LayoutInflater, container: ViewGroup?,
    savedInstanceState: Bundle?
): View? {
    // Inflate the layout for this fragment
    return inflater.inflate(R.layout.fragment_recycler, container, false)
}

override fun onActivityCreated(savedInstanceState: Bundle?) {
    super.onActivityCreated(savedInstanceState)
    recycler?.layoutManager = LinearLayoutManager(this.context,RecyclerView.VERTICAL,false)

    recycler?.adapter = Custom_Adapter() // error-Unresolved reference: Custom_Adapter

}

}

//here is my adater
 class Custom_Adapter() : RecyclerView.Adapter<Custom_Adapter.ViewHolder>() {

override fun onCreateViewHolder(viewGroup: ViewGroup, viewType: Int): Custom_Adapter.ViewHolder {
 var myViewInflater = LayoutInflater.from(viewGroup.context).inflate(R.layout.custom_layout,viewGroup,false)
    return ViewHolder(myViewInflater)
}

override fun onBindViewHolder(holder: Custom_Adapter.ViewHolder, position: Int) {

}

override fun getItemCount(): Int {
    return 9

}
class ViewHolder(itemView: View) : RecyclerView.ViewHolder(itemView) {

}
}

A: Update your recycler fragment like this.
class RecyclerFragment : Fragment(R.layout.fragment_recycler) {
var recycler:RecyclerView? =null

    private var param1: String? = null
    private var param2: String? = null

    override fun onViewCreated(view: View, savedInstanceState: Bundle?) {
        super.onViewCreated(view, savedInstanceState)
        recycler = view.findViewById(R.id.recycler)
        recycler?.layoutManager = LinearLayoutManager(this.context,RecyclerView.VERTICAL,false)
        recycler?.adapter = Custom_Adapter()
    }

}

And you have to move classes Recucler_Item and Custom_Adapter into correct java package.

A: From your repo link in one of the comments, Custom_Adapter is under your src/test directory. It needs to be under src/main where RecyclerFragment can see it - that's why you're getting unresolved reference errors. Stick it in there with everything else
main and test are different source sets, it's basically a way of keeping stuff separate. All your production code goes in main, and it can't see anything in test by default. When you run tests, those use everything in test (and maybe androidTest) and get all the stuff in main included, since the tests need access to the production code to, y'know, test it!


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home » covid-19 resource centre »
Key Developments for All Businesses »
Ontario's Second State of Emergency – Permitted Businesses
– Noble C. Chummar
In light of the rapid growth of COVID-19 cases in Ontario, the provincial government has issued a province-wide declaration of emergency under s.7.01(1) of the Emergency Management and Civil Protection Act, orders under that Act, and amendments to regulations under the Reopening Ontario (A Flexible Response to COVID 19) Act, 2020. A combination of measures has been issued, coming into effect on Wednesday, January 13, 2021, for at least the next 28 days. A stay-at-home order is effective Thursday, January 14. However, there are exemptions to the stay-at-home order which are relevant to businesses:
Individuals in Ontario may be permitted to leave their residence if their employer has determined that the nature of an individual's work requires them be present at their workplace
Receiving or providing training or educational services
Obtaining goods, obtaining services, or performing such activities as are necessary for the safe operation, maintenance and sanitation of businesses
Attending an appointment at a business or place that is permitted to be open by appointment under the Stage 1 Order
Purchasing or picking up goods through an alternative method of sale, such as curbside pickup, from a business or place that is permitted to provide curbside pickup under the Stage 1 Order
Obtaining services from a financial institution or cheque cashing service
Attending a place as required by law or in relation to the administration of justice
Travelling to an airport, bus station or train station for the purpose of travelling to a destination that is outside of the province
These measures (seen here in this Government of Ontario document) will impact workplaces across Ontario. Businesses or organizations are required to comply with the advice, recommendations, and instructions of public health officials – including any advice concerning social or physical distancing, cleaning or disinfecting, and working remotely. It is advisable to check with your local public health unit for additional recommendations and instructions.
Cassels has outlined measures which are relevant to businesses below.
Emergency Measures for Businesses, Organizations and Facilities
Work From Home Except Where Necessary
Individuals responsible for a business or organization that is open must make sure that any person who performs work for their business or organization conducts their work remotely, with limited exceptions, for example, where the nature of their work requires them to be on site at the workplace.
Businesses must comply with the advice and instructions of the Office of the Chief Medical Officer of Health with respect to screening individuals. Additionally, workplaces must screen any workers or visitors entering the work environment (see the COVID-19 Screening Tool for Workplaces for more information).
Businesses must ensure that masks or face coverings (that cover the mouth, nose and chin) are worn by any person (including members of the public and workers) in the indoor areas of the business, with limited exceptions.
Capacity Limits
All businesses or facilities must limit capacity so that every member of the public is able to maintain two metres of physical distancing from every other person and limit the number of people occupying a room that is open to the public to 50% capacity of the particular room. Some businesses or facilities have restrictions that apply beyond the general capacity requirements.
Additionally, businesses or facilities that engage in retail sales to the public must post a sign visible to the public that states the maximum capacity they are permitted to operate under.
There is a requirement for all open businesses to prepare and make available a COVID-19 safety plan. A copy of the plan shall be made available to any person for review upon request, and be posted where it would come to the attention of individuals working in or attending the business (see more information on how to develop your COVID-19 Safety Plan).
Businesses Permitted to Open (Exemptions)
The province of Ontario has identified businesses which are permitted to stay open during the state of emergency. It is a large comprehensive list and Cassels has highlighted a number of businesses that are relevant to the majority of our client base. For a full list of businesses that are permitted to stay open, please click here.
Businesses that supply businesses or places that are permitted to open within Ontario, or that supply businesses or services that have been declared essential in a jurisdiction outside of Ontario, with the support, products, supplies, systems, or services, including processing, packaging, warehousing, distribution, delivery, and maintenance necessary to operate.
Restaurants, Bars and Other Food and Drink Establishments
Only take-out, drive-through and delivery are permitted. This includes the sale of alcohol.
Supermarkets, convenience stores, indoor farmer's markets and other establishments which sell primarily food
Members of the public being able to maintain two metres physical distance from every other person in the business or facility and complying with face covering rules
The number of persons occupying any room that is open to the public does not exceed 50% capacity of the particular room
Curbside pick-up and delivery are permitted
Curbside pick-up and delivery are also permitted
Discount Retailers and Big Box Stores that Sell Groceries
Members of the public being able to maintain two metres physical distance from every other person in the business or facility
For other retailers, distancing and face covering rules apply. Furthermore, operating hours are only between 7am and 8pm.
Safety supply stores, businesses that sell, rent or repair assistive/mobility/medical devices, and optical stores that sell prescription eyewear to the public by appointment only
Limit the number of persons occupying any room that is open to the public in the business to not exceed 50% capacity of the particular room
Operating hours of 7am to 8pm
Closed for in-person retail. Members of the public are only permitted to enter the mall to:
Access businesses and organizations permitted to be open (e.g., pharmacy, dentist); food court open for take away, or by appointment only to facilitate pick-up as set out below
Access court services and government services
Shopping malls can establish:
A single designated location inside the shopping mall for order pick-up by patrons. Pick-up inside the shopping mall must be by appointment only
Any number of designated locations outside the shopping mall for curbside pick-up by patrons
Members of the public not permitted to loiter in any area of the shopping mall that is not related to the purpose of their visit
Must open no earlier than 7am and close no later than 8pm, except to provide access to grocery stores/supermarkets, pharmacies, and healthcare providers that only have public entrances that face the interior of the mall
Cannabis retail stores operating under the authority of a retail store authorization issued under the Cannabis Licence Act, 2018
By curbside pick-up or delivery only; operating hours of 7am to 8pm
An item may only be provided for curbside pick-up if the patron ordered the item before arriving at the business premises
Includes cars, trucks and motorcycles; recreational vehicles including motor homes; trailers and travel trailers; boats and other watercraft; and other motorized vehicles, including power assisted bicycles, golf carts, scooters, snowmobiles and all terrain vehicles
Members of the public must not be permitted where products are neither sold nor displayed for sale
Subject to certain conditions related to test drives
General Retail (all other retail, including hardware, pet food, computers, etc.)
Curbside pick-up or delivery only (in person retail shopping not permitted)
Sales must be exclusively made so patrons are not required to enter the indoor area of the business, including curbside pick-up or delivery
Rental and Leasing Services (including automobile, commercial and light industrial machinery and equipment rental)
Only to support children, seniors or vulnerable persons, including housekeeping, cooking, indoor and outdoor cleaning and maintenance services
Vehicle Services (including equipment repair and essential maintenance and vehicle and equipment rental services)
Staffing services including providing temporary help are permitted to remain open.
Hotels, motels, lodges, cabins, cottages, resorts and other shared rental accommodation, including student residences are permitted to remain open subject to the conditions below:
Any indoor pools, indoor fitness centres, or other indoor recreational facilities that are part of the operation of these businesses, are closed
Pre-arranged booking for short term rentals prohibited with exceptions for housing requirements
These following Financial Services are permitted to open:
Capital markets and related securities trading and advisory services
Banking/credit union activities including credit intermediation
Land registration services
Pension and benefits payment services
Financial services including payroll and payment processing and accounting and tax services
Real Estate Services (including pre-sale construction)
No open houses showing a property, permitted by appointment only
Telecommunications and IT Infrastructure/Service Providers
Information Technology (IT) services, including online services, software products and the facilities necessary for their operation and delivery are permitted to open.
As are telecommunications providers and services (phone, internet, radio, cell phones etc.) and facilities necessary for their operation and delivery are permitted to open with the condition noted below:
Retail stores operated by a telecommunications provider or service may only permit members of the public to enter the premises by appointment and only for repairs or technical support
Newspapers, radio and television broadcasting are permitted to open.
Maintenance, repair and property management services that manage and maintain the safety, security, sanitation and operation of institutional, commercial, industrial and residential properties and buildings are permitted to open.
The following transportation services are permitted to be open in Ontario:
Transportation services provided by air, water, road, and rail, including taxis and other private transportation providers
Support services for transportation services, including:
logistical support, distribution services, warehousing and storage, truck stops and tow operators, and
services that support the operations and safety of transportation systems including maintenance and repairs
Marinas, boating clubs and other organizations that maintain docking facilities for members or patrons with conditions
Businesses that provide and support online retail, including by providing warehousing, storage and distribution of goods that are ordered online
The following kinds of manufacturing businesses are permitted to remain open:
Businesses that extract, manufacture, process and distribute goods, products, equipment and materials, including businesses t hat manufacture inputs to other manufacturers (e.g., primary metal/ steel, blow molding, component manufacturers, chemicals, etc. that feed the end product manufacturer), regardless of whether those other manufacturers are inside or outside of Ontario, together with businesses that support and facilitate the movement of goods within integrated North American and global supply chains
Agriculture and Food Production
The following categories of agriculture and food production businesses are permitted to remain open in Ontario:
Businesses that produce food and beverages, and agricultural products including plants, including by farming, harvesting, aquaculture, hunting and fishing
Businesses that process, manufacture or distribute food, beverages, crops, agricultural products, animal products and by products
Businesses that support the food or agricultural products supply chains and the health and safety of food, animals and plants
With respect to construction, the following descriptions of business are permitted to remain open:
Permitted construction activities or projects and related services, including land surveying and demolition services
Construction projects and services associated with the healthcare sector and long-term care, including new facilities, expansions, renovations and conversion of spaces that could be repurposed for health care space
Construction projects and services required to ensure safe and reliable operations of, or to provide new capacity in, provincial and municipal infrastructure, including transit, transportation, energy, mining and justice sectors beyond the day-to-day maintenance
Construction projects and services that support the operations of, and provide new capacity in schools, colleges, universities, municipal infrastructure and child care centres within the meaning of the Child Care and Early Years Act, 2014
Construction projects under the Investing in Canada Infrastructure Program
Construction projects and services that support the operations of Broadband internet and cellular technologies and services
Critical industrial construction activities required for
the maintenance and operations of petrochemical plants and refineries
significant industrial petrochemical projects where preliminary work has already commenced
industrial construction and modifications to existing industrial structures limited solely to work necessary for the production, maintenance and/or enhancement of Personal Protective Equipment, medical devices (such as ventilators), and other identified products directly related to combatting the COVID-19 pandemic
Construction projects that are due to be completed before July 2021 and that would provide additional capacity in the production, processing, manufacturing or distribution of food, beverages or agricultural products
Construction projects that were commenced before January 12, 2021, and that would
provide additional capacity for businesses that provide logistical support, distribution services, warehousing, storage or shipping and delivery services, or
provide additional capacity in the operation and delivery of Information Technology (IT) services or telecommunications services
Residential construction projects where
a footing permit has been granted for single family, semi-detached and townhomes
the project is a condominium, mixed use or other residential building, or
the project involves renovations to residential properties and construction work was started before January 12, 2021
Construction to prepare a site for an institutional, commercial, industrial or residential development, including any necessary excavation, grading, roads or utilities infrastructure
Construction and maintenance activities necessary to temporarily close construction sites that have paused or are not active and to ensure ongoing public safety
Below-grade multi-unit residential construction projects, such as apartments and condominiums
Construction on any project intended to provide either, affordable housing, or shelter or supports for vulnerable persons
If the project is being funded in whole or in part by, or is being undertaken by, any of the following:
the Crown in right of Canada or in right of Ontario
an agency of the Crown in right of Canada or in right of Ontario
a municipality
a service manager as defined in the Housing Services Act, 2011, or
a registered charity and not for profit within the meaning of the Income Tax Act (Canada)
The Ontario government also provided that businesses must follow public health measures and should review the workplace safety guidelines. Enhanced with:
Workplace testing
Additional enforcement to ensure compliance
Resources and Energy
Resource and energy businesses that are permitted to remain open:
Businesses that provide and ensure the domestic and global continuity of supply of resources, including, resource exploration, mining, forestry, aggregates, petroleum, petroleum by products and chemicals
Electricity generation, transmission, distribution and storage and natural gas distribution, transmission and storage
Research-oriented businesses that are permitted to remain open:
Businesses and organizations that maintain research facilities and engage in research, including medical research and other research and development activities
Health Care and Social Services
Health care and social services businesses that are permitted to remain open in Ontario:
Organizations and providers that deliver home care services or personal support services to seniors and persons with disabilities
Organizations that provide health care including retirement homes, hospitals, clinics, long term care facilities, independent health facilities and mental health and addictions counselling supports
Laboratories and specimen collection centres
Manufacturers, wholesalers, distributors and retailers of pharmaceutical products and medical supplies, including medications, medical isotopes, vaccines and antivirals, medical devices and medical supplies
Manufacturers, distributors and businesses that provide logistical support of or for products and/or services that support the delivery of health care in all locations
Businesses that are primarily engaged in the provision of health and safety training with conditions
Media Industries
The following are media industries which are permitted to remain open in Ontario:
Sound recording, production, publishing and distribution businesses
Film and television production, including all supporting activities such as hair, makeup and wardrobe – with the following restrictions below:
No studio audiences permitted to be on the film or television set
No more than 10 performers may be permitted to be on the film or television set
Set must be configured and operated in such a way as to enable persons on the set to maintain a physical distance of at least two metres from other persons, except where necessary for the filming of the film or television production
Persons who provide hair or makeup services must wear appropriate personal protective equipment
Singers and players of brass or wind instruments must be separated from any other performers by plexiglass or some other impermeable barrier
Film and television post-production, visual effects and animation studios
Book and periodical production, publishing and distribution businesses
Commercial and industrial photography (although this does not allow retail studios to open)
Interactive digital media businesses, including:
Computer system software or application developers and publishers, and
Video game developers and publishers
The author appreciates and acknowledges the assistance of William Onyeaju, articling student, in researching and preparing this document.
Please note, this list is not a comprehensive list of all the permitted businesses identified in Ontario's State of Emergency. For a detailed list, please click here
or contact Noble Chummar, Chair of Government Relations at Cassels.
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Key Developments for All Businesses
Construction and Planning
Government Relief and Guidelines
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Treatment Tracker » South Carolina » Charleston. KIMBERLY BEAVERS M.D ASHLEY AVE , CHARLESTON, SC, | (843) Hepatology.
View Kimberly Beavers's business profile at Baxter Regional Medical Center Hospital and see work history, affiliations and more.
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Rating and reviews for Professor Leigh Ann Beavers from Washington and Lee University Lexington, VA United States.
Get Kimberly Beavers's email address, .
View details for Carol Ann Beavers - Te…eh, OK.
Clipping found in The Courier-Journal in Louisville, Jefferson, Kentucky, United States of America on Apr 10, Judy Ann Beavers death in a car/train wreck .
View Ann Beavers's US census record to find family members, occupation details & more. Access is free so discover Ann Beavers's story today.
Research genealogy for Joyce Ann Beavers of Giles, Tennessee, USA, as well as other members of the Beavers family, on Ancestry.
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Dr. Kimberly Beavers, MD is a gastroenterologist in Burlington, North Carolina.
Kimberly Beavers. Radiology. Diagnostic Radiology, Florida Hospital-Orlando. ,. Stats. Achievements (6). Reviewer Rating. 2,125. Cureus Points. 2. Reviews. 1.
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It won't do any good.
Pagan Publishing is proud to present Bumps in the Night: five non-Mythos scenarios of supernatural horror and mystery from author John H. Crowe III. Inside this musty tome you won't find deep ones, or shoggoths, or Great Old Ones, but you will find loathsome horrors perpetrated by both the living and the dead. Ghosts, demons, poltergeists, spirits and the undead are the order of the day.
It won't help your Investigators if they've read the Malleus Monstrorum or own their own copy of the core Call of Cthulhu (2nd - 6th Edition) rulebook. There's nothing in those well-thumbed volumes to help them here. In here, they're on their own.


Ultra-Con's complete umbrella of services includes every aspect of Civil construction. We have a proven track record of completing large scale projects throughout the United States. Our experienced team is capable of performing single phase or turnkey projects, regardless of size.


text:
Fircroft College Former Caretaker awarded British Empire Medal in New Year's Honours List
James (Jim) Whiskins, a Fircroft College Caretaker and student pastoral care, has been awarded the British Empire Medal in the Queen's New Years Honours List.
The award recognises Jim's 23 years as a Fircroft College caretaker and dedication to supporting thousands of students throughout his career. Jim has been instrumental in supporting students to overcome barriers and succeed in their studies and thus transform their lives.
Fircroft College is a residential college for adults and was founded in 1909 by George Cadbury Jr, grandson of Cadbury's co-founder John. The College was originally created to provide educational opportunities for some of the most disadvantaged and excluded members of society. One hundred and ten years on from the birth of Fircroft College, its mission of 'social justice' is more relevant than ever and continues to support thousands of students to transform their lives through education.
"Jim embodies the values of the College and has demonstrated them and so influenced the lives of many students who have gone on to make incredible and valuable contributions to their communities and society." Mel Lenehan, Principal of Fircroft College commented.
In the early 1990's Jim faced redundancy from an engineering job and turned to Adult Education to change his life. Jim joined Fircroft College as an Access to Higher Education student in 1993 then progressed to University. Jim joined the College as a caretaker in 1995 and has been an integral part of College life and particularly in supporting and encouraging students. Jim is a great support for staff and has countless tales to tell of the rich history and heritage of the College. Despite retirement, Jim continues to support Fircroft College through the College Volunteering scheme supporting in the Gardens and events throughout the year.
To find out more about Fircroft College, why not visit Fircroft.ac.uk/aboutus or call 0121 472 0116
Updated: 26th February, 2019
Author: Fircroft College
Fircroft Welcomes New Governors
We are delighted to announce the appointment of new governors to Fircroft College including our Chair - Professor Geoff Layer
Our Access to Higher Education Diploma Students did it again! Another year, another 100% pass rate!
Our Access to Higher Education Diploma students have done it again!
Association of Colleges Calls for End to Education v. Work Divide
A new report has been issued by the Association of Colleges calling for a review of barriers to learning for the unemployed
Fircroft welcomes Access to HE students back in creative style
Fircroft's Access to Higher Education Diploma students are busy back at work after the lockdown with a creative twist!
Discover Your Learning Journey Here!
We have a wide range of courses from September 2021 to July 2022. Apply online today!
Fircroft Helps The Big Feed
Take a look how some of our brilliant kitchen staff have volunteered to help feed people in need during the pandemic.
Fircroft Awarded College of Sanctuary Status – February 2021
The college is delighted to be awarded College of Sanctuary status by City of Sanctuary UK, an organisation that supports the work of communities to provide welcoming and safe places for all.
Our Free Thinking students continue to defy the odds
In light of Refugee Week this week (15th to 21st June) we wanted to draw a very special spotlight to our students who attended our Free Thinking course.
Fircroft's ESOL response to COVID-19 brings joy to the local community
Project Manager, Neena Chauhan successfully led a team of volunteers as well as collaborating with partners to provide 2 key workbooks to support ESOL students with little to no internet access throughout the coronavirus outbreak.
Fircroft signs Education and Skills Pledge
We are proud to have signed the Colleges West Midland's Education and Skills Pledge. The Pledge states the support colleges will give to both businesses and individuals in providing education and skills post-COVID-19.


A joint press conference with the World Customs Organization was held in Paris on October 25, 2012 to announce the results of the intervention.
July 11 to 20, 2012.
Three days' training from July 11 to 13 in Lome, Togo, followed by 5 days of customs interventions from July 16 to 20.
16 countries in sub-Saharan Africa: Benin, Cameroon, Democratic Republic of the Congo, Congo Republic, Ivory Coast, Gabon, Ghana, Guinea, Liberia, Nigeria, Senegal, Togo, Angola, Mozambique, Tanzania and Kenya.
Abidjan, Conakry, Cotonou, Dakar, Dar es Salaam, Douala, Lagos, Libreville, Lome, Luanda, Maputo, Matadi, Mombasa, Monrovia, Pointe Noire and Tema.
84 containers and 104,408,652 products were intercepted. 82.4 million illicit and/or counterfeit pharmaceuticals were seized, i.e.79% of the products intercepted.
The total value of the products seized was estimated at more than $40 million.
82% of the products intercepted came from China and 8% from India.
Counterfeit and misrepresented medicines are a serious threat to safety and public health in Africa. With such an escalation in trafficking and the spread of new counterfeiting techniques, customs are on the frontlines to fight the scourge and protecting consumers.
It was therefore with the support of International Institute of Research Against Counterfeit Medicines (IRACM) that the World Customs Organization (WCO) organized a major operation against counterfeit health products in Africa's key ports in July 2012: operation VICE GRIPS 2.
During this operation 16 customs agencies in Africa worked together in major African seaports for 5 days to simultaneously surveil shipments likely to contain counterfeit or illicit health products posing a probable threat to local people.
Before the operation, local customs officials were trained for 3 days to spot which different products would most likely be counterfeit. They also worked with WCO experts in the field to familiarize themselves with new investigative methods.
After entering Africa through criminal techniques identical to those used by drug traffickers and criminal organizations, massive quantities of counterfeit medicines (malaria drugs, antiparasitics, antibiotics, morning after pills, infertility treatments, generic products, cough syrups, etc.) were discovered in several countries including Angola, Togo, Cameroon and Ghana.
These results are alarming proof of the extent of medicine trafficking in Africa. If extrapolated, nearly 10 billion counterfeit medicines, worth almost $5 billion, enter Africa each year. These figures confirm the urgent need to raise general awareness and implement measures to fight the problem.
It ascertained the extent and nature of counterfeit medicine trafficking in Africa.
See press release "Customs blitz on illegal medicines in Africa. Trafficking of counterfeit medicines poses serious threat to health of Africans".


text:
gam_tools
=========

Tools that I use to run using the Google Apps Manager app.

Google Apps Manager is required to run these tools. It can be obtained by going to https://code.google.com/p/google-apps-manager/

Install the app into ~/gam


text:
Pirates' scoreless mound streak ends at 35 IP
Stretch ranks fourth in franchise history; Cervelli's mark stops at 56
By Adam Berry
In the sixth inning of Wednesday night's Pirates-White Sox game at U.S. Cellular Field, Jeff Locke gave up a double to Melky Cabrera, Adam Eaton raced across home plate and the 1903 Pirates' spot in history remained secure.
• Cast your Esurance All-Star ballot for #ASGWorthy players
Eaton's run ended the Bucs staff's remarkable 35-inning scoreless streak, and spoiled the club's chances of securing its sixth shutout over a seven-game span. Pittsburgh would eventually secure a 3-2 victory for its seventh straight win.
In that regard, Pittsburgh's 1903 club stands alone. The starting staff led by Deacon Phillippe, Sam Leever, Ed Doheny and Brickyard Kennedy can keep its spot atop several notable lists.
The 2015 run of 35 zeros ranks fourth in franchise history, trailing only the 1903 (51 innings), 1931 (45) and 1972 (36) clubs.
The 1903 Pirates still own the longest scoreless streak in Major League history, having tossed 51 consecutive shutout innings. They are also the only team in big league history to throw six shutouts in a seven-game stretch. In fact, they blanked the opposition for six straight games from June 2-8.
Managed by Fred Clarke, that club went on to finish 91-49, the best record in the National League. They played in Exposition Park and lost the World Series, in eight games, to the Boston Americans.
That rotation was led by Phillippe, who went 25-9 with a 2.43 ERA in 289 1/3 innings, and Leever, who matched Phillippe's 25 wins while posting a 2.06 ERA over 284 1/3 innings.
Hall of Famer Honus Wagner was the team's star player, batting .355 with five home runs, 101 RBIs and 46 stolen bases in 129 games.
At least one 2015 Pirate managed to match the glory of the 1903 squad, however: Francisco Cervelli tied Ed Phelps for the longest streak of consecutive scoreless innings by a Pirates catcher with 56.
Adam Berry is a reporter for MLB.com. Follow him on Twitter at @adamdberry.
Read More: Pittsburgh Pirates, Jeff Locke, Francisco Cervelli


text:
Commissioned 10 March 1962 ~ Decommissioned 1 December 1983
USS THOMAS A. EDISON (SSBN 610)
Authorized by Congress: 1958
Built By: General Dynamics Electric Boat Shipyard in Groton, Connecticut.
"Keel" laid: March 15, 1960. The keel plate was initialed by Peter Edison Sloane, grandson of Thomas A. Edison.
Launched: June 15, 1961. Sponsored by Mrs. John Eyre Sloane, Thomas A. Edison's daughter.
Commissioned: March 10, 1962
Displacement: 7900 tons
Length: 410 feet Beam: 34 feet
Number of missiles: 16 Polaris A-2s
Nuclear warheads per missile: One
Yield per warhead: 800 kiloton (The yield of the Hiroshima bomb was 16 kilotons; and the yield of the Nagasaki bomb was 22 kilotons.)
Missile Range: 1500 nautical miles
Other Armament: Four torpedo tubes forward
Reactor Plant: S5W
Type of propulsion plant: Two steam turbines driving reduction gears to a single shaft.
Shaft Horsepower: 15,000
Crew Members (Blue and Gold Crews): 140 (on each crew)
launched 6-15-61
I was a member of the Blue Crew pre-commissioning unit and had the pleasure of "riding down the ways" on 15 June 1961. The following is the text from the pamphlet distributed to the attendees of the Launching ceremony:
"The Thomas A. Edison (SSB(N)6l0) is the eleventh nuclear submarine to be launched by General Dynamics Corporation's Electric Boat Division and the fourth such vessel designed to fire Polaris missiles.
A sister-ship of the Ethan Allen, which was launched here last year, the displaces 6,900 tons and is 410 feet long. The Edison, like all Fleet Ballistic Missile submarines, will be manned by two complete crews which alternate in taking the ship to sea. Thus, with near limitless cruising range, FBM submarines are able to spend maximum time on patrols.
The submarine is named in honor of Thomas Alva Edison, the famed inventor of a host of items including the electric light, phonograph and motion pictures. The sponsor, Mrs. John Eyre Sloane, is his daughter.
While best known for his inventive genius, Edison must also be counted as one of the fathers of modern naval research. In 1915 he became head of the Naval Consulting Board, now known as the Office of Naval Research, and rendered invaluable service to the nation in this capacity during World War I.
The keel for the Thomas A. Edison was laid here on March 15, I960 and the vessel is slated for commissioning sometime next year."
The prospective Commanding Officers for the "Blue" and "Gold" crews were Captain CHARLES YOUNG and Commander WALTER DEDRICK, respectively.
See bio on CDR. DEDRICK
Sea trials in Long Island Sound
Upon commissioning I switched to the "Gold" crew in order to again serve with my ex-commanding officer, Cdr. Walter Dedrick.
Below is the text from a brochure prepared at commissioning:
"The THOMAS A. EDISON is 410 feet long and displaces 6,900 tons. She is powered by a nuclear reactor and carries equipment unknown a few years ago, such as an inertial navigation system which enables the ship's position to be determined with pin-point accuracy. Equipped to launch the longer range Polaris missile, she contains within her hull more destructive force than that caused by all of the bombs dropped during World War II.
Two crews, designated "Blue" and "Gold", each consisting of about 12 officers and 100 enlisted men, alternately take the ship to sea. The use of two crews, enabling the ship to remain almost constantly within range of targets, provides the maximum deterrent capability at minimum expense.
An advanced design Fleet Ballistic Missile submarine, the THOMAS A. EDISON is a member of our nation's prime deterrent force. When on station, she will remain hidden in the depths of the ocean virtually immune from attack. Always ready to answer aggression with devastation, she serves as a constant reminder that free men have the willingness and the ability to defend their freedom. Her motto "Potentia Tenebras Repellendi" (Power to Repel the Darkness) well summarizes her mission.
Authorized by the Congress of the United States in 1958, the keel for the THOMAS A. EDISON was laid on March 15, 1960. During the keel laying ceremony, the keel plate was initialed by Peter Edison Sloane, grandson of Thomas A. Edison.
The ship was launched June 15, 1961 and was sponsored by Mrs. John Eyre Sloane, Mr. Edison's daughter. The THOMAS A. EDISON became an operational ship of the United States Navy during commissioning ceremonies on March 10, 1962."
President Kennedy on board with Capt. Young, CO Blue crew,
and Cdr. Dedrick, CO Gold, on 4-13-62
Following shakedown training off the eastern coast the EDISON loaded Polaris missiles at Charleston, SC, and embarked upon her first deterrent patrol on 7 November 1962.
She concluded her first patrol at Site One, at Holy Loch, Scotland, where she operated from for the next four years, completing 17 deterrent patrols.
SSBN-610 alongside USS HUNLEY (AS-31) 1963
In September 1966, her official home port was changed from New London, CT to Charleston, SC, in preparation for her first major overhaul. She ended her 17th patrol at Charleston on 15 October 1966 and began her overhaul on the 28th. She completed repairs on 9 May 1968; and, after post-overhaul sea trials and shakedown, she embarked upon her 18th deterrent patrol on 22 September 1968. Over the next five years, she operated out of New London and Rota, Spain, from which ports she conducted another 19 patrols in the Atlantic.
In June of 1973, she was transferred to the Pacific Fleet, arriving in San Diego on 11 July. After a short period of operations with Submarine Group 5, she moved to Vallejo on 6 August to begin another overhaul, this time at the Mare Island Naval Shipyard. On 30 November 1974, the EDISON completed repairs and, following shakedown in January and February of 1975, she transited the Panama Canal to fire test missiles near Cape Canaveral, FL. She concluded that mission in July and re-transited the canal on 8 August, 1975. EDISON carried out operations along the west coast until December of '75, at which time she headed for her new homeport in Guam and continued to conduct deterrent patrols from the base in Apra until 6 Oct. 1980. At that time she was reclassified an SSN to comply with the SALT I treaty and concrete blocks were placed in the missile tubes to disable the submarine's missile launch capability.
On 9 April 1962, 200 miles east of Norfolk, Va., EDISON collided with the USS WADLEIGH (DD 689) during antisubmarine warfare exercises. The submarines topside rudder was slightly bent and the destroyer's forward bottom plates were pierced. The EDISON was repaired at Newport News Shipbuilding in several hours while the WADLEIGH spent several weeks in dry-dock. According to the Navy the collision resulted from a misunderstanding between the two ships and occurred as the EDISON was surfacing. No one was injured.
On 29 November 1982, 40 miles east of Subic Bay, Philippines, EDISON collided with the USS Leftwich (DD 984) while conducting ASW excercises. The EDISON was at periscope depth preparing to surface; it damaged its sail and sail planes, but there was no flooding. After the collision the boat never submerged again. She went into Subic Bay for temporary repairs then made a 35-day transit across the Pacific to Bremerton WA, where she had home ported as an SSN. Kevin Masters was onboard during this incident and recalled: "We transiting back from the Philippines, with a make shift bridge, and no fairwater planes. Over 12,000 miles on the surface, in a sewer pipe. Talk about some green sailors..."
The original plan for EDISON, after some preliminary testing in the Philippines, was for it to become the test platform for the Seal Delivery system, as the EDISON was in the best material shape of the Ethan Allen Class boats, so it was chosen for this mission. The Navy had planned to decommission the 608 or 609, but after the collision it was decided to decommission EDISON instead.³
Photos provided by Kevin Masters (1980-1983)
Image provided by Girard Lew,
shown standing next to the ensign.
I was still on active duty December 1, 1983 when the Edison was decommissioned, and was able to attend the ceremony on board the battleship Missouri. This is the text from the pamphlet given to attendees:
"USS THOMAS A. EDISON (SSBN 610) was built at Electric Boat Division, General Dynamics Corporation in Groton, Connecticut, and was commissioned on 10 March 1962. Named for the prolific inventor, EDISON was the third submarine of the Ethan Allen Class and the eighth FBM Submarine to be commissioned.
During the following 18 years, EDISON completed fifty-four Strategic Deterrent Patrols, operating from submarine support facilities in Holy Loch, Scotland, Rota, Spain, and Guam, Marianas Islands. Her operational schedule was interrupted by overhauls at Mare Island Naval Shipyard in 1967 and 1974.
In October 1980, EDISON moved on to new missions and assignments with her re-designation as SSN-610 and homeport change to Bangor, Washington. As SSN 610, she participated in numerous operations and exercises which significantly contributed to Submarine Force and Fleet readiness.
From August 1982 through February 1983, EDISON conducted the first Western Pacific deployment by an ex-SSBN. During deployment, her crew enjoyed visits to Japan, Korea, Thailand and the Philippines. Upon return from WESTPAC, EDISON entered the Puget Sound Naval Shipyard for inactivation after twenty-two years of proud and faithful service."
The USS THOMAS A. EDISON was stricken from the list of U.S. Navy ships on April 30, 1986, and disposed of by the Submarine Recycling Program on December 1, 1997.
This Steinway piano spent 22 years (1961-1983) aboard the EDISON, the only full size piano ever installed aboard a submarine conducting nuclear deterrent patrols. Part of the artifact collection of the Naval Historical Center on the Washington Navy Yard, it was temporarily loaned back to Steinway in return for a complete restoration. During the Summer of 2003, the piano was displayed at the Steinway Company Museum in New York in an exhibit celebrating the 150 years of the famous piano company. For full story: PIANO
Photo courtesy of Steinway Piano Company.
During the first Gold patrol, Capt. Dedrick asked me to paint a banner that we could drape around the sail upon our return to Holy Loch. He asked for a depiction of his favorite cartoon character, the Tasmanian Devil. The image at left is the result.
The 7½' x 4½' banner remained in the Dedrick family for the last 42 years, and was returned to my care in April of '05. It's now in the reunion "cruise box."
I left the boat upon our return from patrol, so I was not privy to the banner's later uses. It was altered with the addition of a sewed on halo and patch that reads "Angels," which was positioned over the word "Devils." The family's understanding was that there was some incident that reflected poorly on the Gold crew, and that this alteration of the banner was an indication of the crew's attitude adjustment.
I hope that a crewmember can confirm or elaborate upon this tale. Also, if anyone has a photo of the banner draped around the sail, I would appreciate a copy.
―◊―
Thanks to Dick Hillman, we have his recollection of the event that prompted the CO to change the banner from Devils to Angels:
"The Gold Crew had a ships party in Dunoon when we were in two section duty. The section that had the duty and missed the party complained about missing a good time so the Old Man allowed the duty section to have a similar party the following night. The second party got carried away. My understanding was that some tender sailors crashed the party and a brawl broke out. The Shore Patrol showed up and placed everyone under military arrest, including the Old Man - who was playing the piano during the party. Capt Dedrick announced to the Shore patrol: "I am the Commanding Officer" - but to no avail. The crew was rounded up and another brawl broke out on the pier, waiting for the Mike boat. I understand the CO was trying to break it up, and was also mixing it up with an Auxiliaryman who was fighting with one of the Yeoman.
The Squadron Commander held an informal Captain's Mast on the CO and directed him to conduct a similar activity on his crew. The Commodore also told Capt. Dedrick that his crew was not allowed to have any future ship's parties on the beach as long as they were part of his squadron. The Old Man held an informal Captain's Mast on his crew and said our punishment (restriction) started the day we left for patrol."
Frank Conahan amended the above account by stating that the fight between the Auxiliaryman and Yeoman was at the party, not on the pier. He recalls that the Auxiliaryman was a large guy and a lot of people tried unsuccessfully to get him off the Yeoman. But Captain Dedrick was bigger than the "A" ganger, and when the CO told him to stop, and he didn't, the Captain "decked" him.
There was an additional brawl on the pier which resulted in the local police being called in, and some crew-members ending-up in the unheated Dunoon jail.
So now you know ... the rest of the story!
The 1st Gold crew Missile Gang:
back - l to r: Johnston, Munson, & Cuthbertson
front - l to r: Rickman, Milazzo, & Flynn (Miller - not shown)
Article by Gary Flynn
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