text:
In the closing speech of United Nations Climate Action Summit 2019, UN Secretary-General António Guterres said, 'You understand that climate emergency is the fight of our lives, and for our lives. I thank young people around the world for leading the charge – and holding my generation accountable. We have been losing the race against climate crisis. But the world is waking up. Pressure is building. Momentum is growing. And - action by action - the tide is turning.' Not so long ago, Ernest Hemingway (Novelist and Nobel Laureate) said, 'The world is a fine place and worth fighting for and I hate very much to leave it.' And now the stern remarks of Swedish teenager, Greta Thunberg, in the UN Climate Summit resonated around the world and were call to action for governments, businesses and all those responsible. Although all humans have responsibility to maintain the environment, but along with governments, businesses have extra responsibility towards the upkeep of environment, particularly those that use natural resources or have direct impact on natural environment. So, what it takes to be a sustainable business? The answers are many and approaches different. In 1987, the United Nations Brundtland Commission defined sustainability as 'meeting the needs of the present without compromising the ability of future generations to meet their own needs.' For businesses to be sustainable would require change in current practices and they come with a cost. They have to evolve strategies towards sustainability by taking all the stakeholders on board. Moreover, one's move to sustainability may impact the environment in some other way. So, there are challenges to attain sustainability. Here are 4 reasons why it's hard for businesses to be sustainable - (1) THERE IS NO SINGLE DEFINITION OF 'SUSTAINABILITY': UN's Mr. Guterres in the recent Summit sets the goal to completely transform the world's economies to be more sustainable and find solutions to climate change. A daunting task considering the slow pace governments and businesses have been moving in that direction so far. Geoffrey Jones, a business history professor at Harvard University and the author of 'Profits and Sustainability: A History of Green Entrepreneurship', says, 'There is a crippling vagueness about what sustainability means. While carbon emissions are receiving much of the focus because of climate change, deforestation, water shortages and soil erosion are also serious problems that should not be ignored.' Lack of clear definition translates to lack of accountability. At present few companies can provide hard evidence that their businesses are not negatively impacting environment. Socially responsible investment funds (Environmental, Social & Governance - ESG) often include oil & gas companies, and also those that have plastics as an essential component of their business model. Businesses are tryig but it is a long way to go before they become truly sustainable. (2) DETERMINING THE VALUE OF SUSTAINABILITY: Switch to sustainability is costly for businesses. Bruno Sarda, President of the Carbon Disclosure Project North America, says, 'Someone can come up with a cost of doing something different much more quickly than determining what is the value to the business.' Sustainability solutions can be complex and expensive. (3) CONSUMING LESS CAN REDUCE PROFITS: Experts suggest that less consumption is road to sustainability. But, it is contrary to the basics of businesses - more consumption, more profits. There are exceptions though. Doug Freeman, COO of Patagonia (an outdoor clothing and gear company), says, 'We hope our existing customers do indeed buy less. But we hope to attract more customers that are interested in our message: to build the best product, to reduce our impact and cause the least amount of environmental harm.' (4) CLIMATE SOLUTIONS REQUIRE COLLECTIVE ACTION: 'Tragedy of the commons', an economic problem, creates a situation of competitive consumption of natural resources thereby depleting them. To overcome this, collaboration and cooperation, is imperative. Companies are now teaming up with each other and with environmental nonprofits. Joanne Sonenshine, CEO of Connective Impact, says, 'By working together, companies gain more leverage in the national and global marketplace and legitimacy in the eyes of consumers. If you have a group of very respectable nonprofits or research agencies saying we are working with this company because we believe they can make a change, that puts a lot of credence behind what they are trying to do.' Read on...
PBS: 4 reasons it's hard to become a sustainable business
Author: Gretchen Frazee
According to Wikipedia, 'Place branding (including place marketing and place promotion) is a new umbrella term encompassing nation branding, region branding and city branding. Place branding is the process of image communication to a target market. It is invariably related to the notion that places compete with other places for people, resources, and business...A place brand is a network of associations in the place consumers' mind based on the visual, verbal, and behavioral expression of a place and its' stakeholders. These associations differ in their influence within the network and in importance for the place consumers' attitude and behavior (Erik Braun, Sebastian Zenker; 2017). It therefore aims to affect the perceptions of a place and position it favourably in the minds of the target groups. Place branding can even be considered as a governance strategy for projecting images and managing perceptions about places (Erik Braun, Jasper Eshuis, Erik-Hans Klijn; 2014).' Bill Baker, veteran place brander and author of the recent book, 'Place Branding for Small Cities, Regions and Downtowns: The Essentials for Successful Destinations', while speeking with Bobby McGill, founder and publisher of Branding in Asia, shares insights based on his long experience in destination marketing and tourism development. Mr. Baker says, 'Tourism can play a very positive role as part of an economic development strategy. However, locations around the world are recognizing that there is the need for a tourism masterplan to balance the marketing of the destination with the need for sustainable and harmonious development to meet community values and aspirations while meeting the needs of external audiences.' Explaing some of the mistakes in place branding, he says, 'The most common mistake or weakness that we see in place branding very often relates to positioning. Defining the brand position for a city, downtown or region is, without a doubt, the most important and trickiest part of the entire process. If they don't get this part right, everything else will miss its mark, since it's the positioning and its relevance to target audiences that informs and shapes all other elements of the brand. Compounding this is the challenge of dealing with the many competing voices of stakeholders.' He also cautions, 'Place branding can be a perilous journey. Some do a great job with defining their brand identity, but soon falter or fail when it comes to deployment and brand management, and the consistency needed to follow the agreed strategy. Others are unable to sustain the leadership, funding, personnel, and partner enthusiasm required to succeed...Our experiences have shown that a lack of understanding about branding, particularly among key decision-makers can be the Waterloo or graveyard for a place branding initiative. Unless staff and committees can get beyond thinking in terms of logos and taglines, or mistaking a snappy campaign theme, then their efforts to define and deploy a genuine, unifying place brand will likely fail.' Regarding the book, he says, 'The focus of my book is on smaller cities and regions, and their focus may not be on tourism alone. Instead, their brand development may be centered on an overarching brand to embrace tourism, economic development, education, relocation and inward investment. Developing an overarching brand often brings to the table many participants who may not be familiar with branding, or in some cases, marketing.' He suggests, 'A multitude of stakeholders will be, or at least should be, involved in revealing a city or downtown brand, and this will depart from the accepted path for branding corporate products and services. One reason for this variation is the composite nature of places. They are a compilation of many independent and competing businesses, products, and experiences that are owned and managed by many different entities. There's no single custodian or owner of the brand. Community leaders who are aware of the differences in branding places and consumer goods are in a much better space to adapt to these challenges when they become evident...One of the leading determiners regarding who will lead the effort comes down to who is funding the project. Place branding frequently involves a single source of funding...Economic development organizations and DMOs (Direct Marketing Organizations) are usually the best-situated entities to plan, coordinate, and manage a place branding initiative...Determining the lead organization can involve balancing acts...Hence, the calls for DMOs to broaden their roles within communities and bring all parties together.' Read on...
Branding in Asia: Q&A: Insights from Veteran Place Branding Guru Bill Baker
Author: Bobby McGill
Experts' views are divided on how non-profit hospitals benefit communities. In US, non-profit hospitals received tax-benefits valued at over US$ 24 billion annually in 2011. In exchange for tax exemptions these hospitals provide 'community benefits' like free and subsidized care, investments in public health, community-based health initiatives intended to address the social determinants of health, such as food or housing insecurity. But, many observers argue that hospitals avoid making sustained community investments in favor of counting millions of dollars of 'discounts' to low-income patients as community benefits while aggressively pursuing unpaid bills. Krisda Chaiyachati and Rachel Werner, Senior Fellows at LDI University of Pennsylvania, have recently written two research to add information to this debate. They provide detailed estimates of how much hospitals spend on different types of community benefits, whether community benefits are matched to local need, and what effects community benefits have on health outcomes. Mr. Chaiyachati and Ms. Werner analyzed IRS tax data from over 1600 non-profit hospitals. By law, hospitals report total spending on community benefits, broken out by health care-related spending (e.g. free care), community-directed spending (e.g. anti-smoking initiatives or funds for local community organizations), and research and educational activities. To standardize comparisons, the authors measured all spending as shares of total hospital expenditures. Researchers find out that hospitals still rely on discounted charity care to meet community benefits requirements. In 2014, non-profit hospitals reported that they spent an average of 8.1% (US$ 17 million) of their total expenditures on community benefits, more than 80% of which was health care-related. On average, 6.7% (US$ 11 million) of expenditures were on health care services, compared to 0.7% (US$ 1.2 million) for community-directed contributions. The remainder of community benefits were on educational and research initiatives. The results are disappointing in light of a second study from Ms. Werner and Mr. Chaiyachati, which suggests that community-directed spending could improve health outcomes, specifically, 30-day readmission rates. Readmissions rates are a useful measure of health care quality-capturing in-hospital care, discharge planning, and follow-up. Since the Affordable Care Act, hospitals have been financially penalized for high readmission rates. The evidence from research suggests that increased investment in the social determinants of health, rather than simply writing off free care, has a significant impact on measurable health outcomes. Read on...
Mohammad Anas Wahaj | 28 jun 2019
Wikipedia explains 'Spin' as, 'A form of propaganda in public relations and politics that is achieved through knowingly providing a biased interpretation of an event or campaigning to persuade public opinion in favor or against some organization or public figure. While traditional public relations and advertising may also rely on altering the presentation of the facts, "spin" often implies the use of disingenuous, deceptive, and highly manipulative tactics.' Researchers (Paris Descartes University: Isabelle Boutron, Romana Haneef, Philippe Ravaud; Hôpital Hôtel Dieu, Paris: Amélie Yavchitz, Gabriel Baron; Inspire: John Novack; New York University: Ivan Oransky; University of Minnesota: Gary Schwitzer) in their study, 'Three randomized controlled trials evaluating the impact of "spin" in health news stories reporting studies of pharmacologic treatments on patients'/caregivers' interpretation of treatment benefit', published in journal BMC Medicine, found that participants were more likely to believe the treatment was beneficial when news stories were reported with spin. Prof. Gary Schwitzer of University of Minnesota and founder/publisher of HealthNewsReview.org, says, 'This is important research because misinterpretation of the content of news stories due to spin could have important public health consequences as news articles can affect patient and public behavior.' Prof. Schwitzer says that spin can originate in all stages of the flow of information from researchers to the public. Researchers suggest that spin can be managed by taking the following steps - Train researchers to understand how the public uses the media and, in response, frame their communication to the public in a way which is truthful, relevant, understandable and devoid of distortion or hype; Train PR professionals, journalists and other communicators to detect spin and accurately convey research results; Educate news consumers on the resources available to help them critically evaluate health claims; Support research for developing ideal approaches for communicating scientific and health information. Read on...
University of Minnesota News: Research Brief: Evaluating the effect of spin in health care news
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text:
import { Component, Input, ElementRef } from '@angular/core';
import { NgClass, NgStyle, NgForOf } from '@angular/common';

//import { SearchComponent } from './search.component';

// make jQuery "recognizable"
declare var jQuery:any;

@Component({
  selector: 'suggestive-text-input',
  templateUrl: "./view/suggestiveTextInputComponent.html"
})
export class SuggestiveTextInputComponent  {
  @Input() _delegate:any;
  @Input() _placeholder:string;

  constructor() {
    //console.log('suggestive-text-input');
  }

  // ######################

  /**
   *  item-click on a particular suggestion item
   *  1. update the _selectedSuggestion index (affect css)
   *  2. update the ngModel corresponding value
   *  3. set focus on the textInput
   */
  private _suggestionClickHandler(_idx:number) {
    if (_idx && this._selectedSuggestion != _idx) {
      let _options=this._delegate['_ref'][this._delegate['suggestionOptions']];

      this._selectedSuggestion=_idx;
      // update the textInput value too...
      this._delegate["_ref"][(this._delegate["ngModelField"])]=_options[_idx]['text'];
        //this._options[_idx]['text'];
      jQuery('#s_t_i_c_main').focus();
    }
  }

  /**
   *  keyup handler => calling the correct handler based on the injected
   *    "_delegate" object
   */
  private _keyUpHandler(_event:any) {
    if (_event['key'].length==1 ||
      _event['code'].toLowerCase()=='backspace' ||
      _event['code'].toLowerCase()=='delete') {

      this._delegate['_ref'][(this._delegate['keyUpHandler'])](_event, this, this.updateUIWithSuggestions);
    } else {
      // check for arrow keys (up or down ONLY)
      let _kcode=_event['code'].toLowerCase();
      let _idxUpdated:boolean = false;
      let _options = this._delegate['_ref'][this._delegate['suggestionOptions']];

      if (_kcode=='arrowup') {
        if (this._selectedSuggestion>=1) {
          this._selectedSuggestion-=1;
          _idxUpdated=true;
        }
      } else if (_kcode=='arrowdown') {
        if (_options && _options.length>(this._selectedSuggestion+1)) {
          this._selectedSuggestion+=1;
          this._delegate['placeholder']=_options[this._selectedSuggestion]['text'];
          _idxUpdated=true;
        }
      }

      if (_idxUpdated) {
        this._delegate["_ref"][(this._delegate["ngModelField"])]=
          _options[this._selectedSuggestion]['text'];
        //this._options[this._selectedSuggestion]['text'];
      }

      if (_kcode=='enter' || _kcode=='return') {
        // no more suggestions, as user confirmed the value
        //this._options=[];
        this._delegate['_ref'][this._delegate['suggestionOptions']]=[];
        // do another callback based on search based on the text (it is necessary as we only return top 5 suggestions... there might be alot of entries matching the given prefix)
        this._delegate['_ref'][(this._delegate['keyEnterHandler'])]();
      }
    }

    /*
    if (this._delegate &&
      this._delegate['_ref'] &&
      this._delegate['keyUpHandler']) {

      this._delegate['_ref'][(this._delegate['keyUpHandler'])](_event, this, this.updateUIWithSuggestions);
    } else {
      console.log('*** should not happen');
    }
    */
  }

  private _getSearchSuggestionContainerClass() {
    let _options=this._delegate['_ref'][this._delegate['suggestionOptions']];

    if (_options && _options.length>0) {
      return {
        search_suggestion_container: true,
        showing: true,
        hiding: false
      };
    } else {
      return {
        search_suggestion_container: true,
        showing: false,
        hiding: true
      };
    }
  }

  private _getSearchSuggestionItemClass(_idx:number) {
    return {
      search_suggestion_item: true,
      search_suggestion_item_selected: (_idx==this._selectedSuggestion)?true:false,
      pointer: true
    };
  }

  // ######################

  //private _options:any = [];
  private _selectedSuggestion:number = -1;

  /**
   *  ui callback for updating the UI with suggestions queried
   */
  public updateUIWithSuggestions(_optionsList:any, _callerRef:any) {
    if (_optionsList && _optionsList.length>0) {
      // show the suggestive container + reset the selectedSuggestion variable
      //_callerRef._options=_optionsList;
      _callerRef._delegate['_ref'][(_callerRef._delegate['suggestionOptions'])]=_optionsList;
      _callerRef._selectedSuggestion=-1;

    } else {
      // hide the suggestive container
      //_callerRef._options=[];
      _callerRef._delegate['_ref'][(_callerRef._delegate['suggestionOptions'])]=[];
    }
  }

  // ######################
}

redpajama_set_name: RedPajamaGithub


text:
import path from 'path'
import type { GitFetcher } from '@pnpm/fetcher-base'
import { preparePackage } from '@pnpm/prepare-package'
import rimraf from '@zkochan/rimraf'
import execa from 'execa'
import { URL } from 'url'

export function createGitFetcher (createOpts?: { gitShallowHosts?: string[] }) {
  const allowedHosts = new Set(createOpts?.gitShallowHosts ?? [])

  const gitFetcher: GitFetcher = async (cafs, resolution, opts) => {
    const tempLocation = await cafs.tempDir()
    if (allowedHosts.size > 0 && shouldUseShallow(resolution.repo, allowedHosts)) {
      await execGit(['init'], { cwd: tempLocation })
      await execGit(['remote', 'add', 'origin', resolution.repo], { cwd: tempLocation })
      await execGit(['fetch', '--depth', '1', 'origin', resolution.commit], { cwd: tempLocation })
    } else {
      await execGit(['clone', resolution.repo, tempLocation])
    }
    await execGit(['checkout', resolution.commit], { cwd: tempLocation })
    await preparePackage(tempLocation)
    // removing /.git to make directory integrity calculation faster
    await rimraf(path.join(tempLocation, '.git'))
    const filesIndex = await cafs.addFilesFromDir(tempLocation, opts.manifest)
    // Important! We cannot remove the temp location at this stage.
    // Even though we have the index of the package,
    // the linking of files to the store is in progress.
    return { filesIndex }
  }

  return {
    git: gitFetcher,
  }
}

function shouldUseShallow (repoUrl: string, allowedHosts: Set<string>): boolean {
  try {
    const { host } = new URL(repoUrl)
    if (allowedHosts.has(host)) {
      return true
    }
  } catch (e) {
    // URL might be malformed
  }
  return false
}

function prefixGitArgs (): string[] {
  return process.platform === 'win32' ? ['-c', 'core.longpaths=true'] : []
}

function execGit (args: string[], opts?: object) {
  const fullArgs = prefixGitArgs().concat(args || [])
  return execa('git', fullArgs, opts)
}


As long ago reported by the mainstream media (MSM), all the members of the U.S. Joint Chief of Staff (JCS) appointed under President George W. Bush were replaced by service chiefs approved by President Obama. That�s entirely lawful, no problem. But, according to watchdog websites such as: militarytimes.com, military.com, specialoperationsspeaks.com, militarycorruption.com, Accuracy in Media, and others, an additional 250 generals and admirals, who attained their senior rank under President Bush, were relieved of their commands and/or forced to retire.
After those sweeping personnel changes were made, in 2015, the JCS ordered the conduct of Operation Jade Helm 15, an operation that even the pro-Obama MSM characterized as dealing with the possibility of suspending the U.S. Constitution and imposing Martial Law in the states of: Texas, Arizona, New Mexico, Utah, Colorado, Mississippi, Louisiana, and in the very southern tip of California.
Despite the shortage of special operations units to fight the War on Terror in the Middle East and in Afghanistan, during Operation Jade Helm 1,200 special operations troops were deployed across the American southwest and the Deep South. On the Jade Helm 15 tactical maps, Republican-majority states Texas and Utah were shown as "hostile" to the federal government. New Mexico was depicted as "leaning hostile." Arizona was shown as "leaning friendly." Colorado, Nevada, and most of California were displayed on the Jade Helm tactical maps as "permissive," meaning straddling the political fence.
Consequently, opponents of the Obama Administration were quick to point out that since 2009; the Obama Administration authorized the purchase of firearms, ammunition, and tactical gear by dozens of federal agencies which, hitherto, possessed either few or zero firearms. According to Open the Books, a taxpayer watchdog group, "There are now more non-military government employees who carry guns than there are U.S. Marines." The group�s June, 2016, "Militarization of America" report found, "civilian agencies spent $1.48 billion dollars on guns, ammunition, and military-style equipment." See: www.openthebooks.com.
These newly "gun-toting" federal agencies include the: Food and Drug Administration, Internal Revenue Service, Small Business Administration, Social Security Administration, Smithsonian Institution, National Oceanic and Atmospheric Administration, United States Mint, Bureau of Engraving and Printing, Department of Education, National Institute of Standards and Technology, Environmental Protection Agency, Department of Veterans Affairs, and the Animal and Plant Health Inspection Service which, alone, spent "$4.77 million on shotguns, .308 caliber rifles, night-vision goggles, propane cannons, liquid explosives, buckshot, LP gas cannons, drones, remote-controlled helicopters, thermal cameras, and thermal infrared scopes."
Working from official federal government spending records and mainstream media accounts, Stephen Coonts, a former naval aviator and the author of 16 best-selling novels, just produced a block-buster novel entitled: Liberty�s Last Stand in which a fictional U.S. President Barry Soetoro (the name President Obama used in his youth), prevents the upcoming November, 2016, elections by declaring Martial Law and ordering the arrest and confinement of any and all notable individuals known to be in opposition to his administration�s domestic and foreign policies.
But Liberty�s Last Stand (June, 2016) is not recommended for pre-bedtime reading. Once started, anyone who followed the events of the last eight years will find Liberty�s Last Stand, virtually impossible to put down.


Each year, NFL teams spend countless hours developing their Draft Boards. Throughout the year, teams send scouts out to watch the best talent perform, then they'll use a whiteboard and magnets to sort every available player in order of preference.
It's a simple idea, and one that's easily adaptable to the business world. It's now indisputable that people are your largest source of competitive advantage, so it seems irresponsible to still subscribe to the reactive 'post-an-ad-and-hope' recruitment methodology of the past.
With all that you need to take care of as a manager, there's a fair chance you only pay attention to recruitment when you are recruiting, creating gaps in your understanding of the talent market.
But if you can't win without good people, why would you only pay attention to the talent pool when you need it? But you don't have to recruit blind anymore.
If you're a sales organization, why not consider re-purposing one of your HR staff to be a legitimate talent scout, whose job it is to get to know and rank every salesperson in the city — whether they're in your industry or not?
Not only is the old world recruiting system devastatingly ineffective, it doesn't allow you to build intelligence on what talent is actually in the marketplace at that time.
Hiring a scout rather than a recruiter will allow you to cut down on time to hire by building that bank of knowledge over time. Mini-interviews, dinners, and networking events will allow your scout to complete some of the small tasks that hold up traditional recruitment process, like reference checks.
Wouldn't you rather someone constantly keeping an ear to the ground over time, rather than the archaic moment-in-time, end-of-process reference checks we currently do?
A scout will not only be a great marketing tool for your company (your brand will consistently be in front of the best sales people in the city), but you might also uncover hidden gems that your competitors don't see. A waiter that shows your scout a deft understanding of up-selling during dinner might be one of your strongest new candidates.
Executive recruiters already do some of this, but they only focus on the C-Suite because those are what we've deemed the 'important' jobs. My argument is that every job is important, so it's critical that you are knowledgeable about who you might be able to approach to step into your job openings.
Scouting is proactive. Recruiting is reactive. It's as simple as that.
The objective of all of this is to be deliberate about recruiting from a position of power. For decades, organizations have lamented the lack of transparency they have into the job market and the types of candidates out there. I don't believe this is a viable excuse anymore.
The information is there, we just need to think differently about the problem.
It doesn't matter whether your Draft Board is simple or elaborate, it just matters that you have one.
Author and podcaster Cody Royle explores the crossover of leadership between sports and business.


CLEVELAND-- The Cleveland Division of Fire responded to a blaze on the city's east side Sunday afternoon. The fire happened at an apartment building on Lakeshore Boulevard and Wildwood Lane. Fire officials said no one was injured. Several apartments units were affected.


text:
Could Carlton be closer to a flag than Hawthorn?
AFL 2019
Wayne Carey
Two-time AFL premiership captain
May 2, 2019 — 3.43pm
If there's one thing we've learned about the Hawks over the past decade, it's that you can never write them off.
But the biggest questions I have about Hawthorn right now are: Where are they at? And what's their future? With three wins and three losses after six rounds this season, they've been solid, but not convincing.
The Hawks beat Carlton last weekend, but could it be the Blues who are closer to a flag? Credit:AAP
They're so well drilled and have enough experience on their list to ensure they'll still cause most teams a few headaches on their day. But watching the Hawks against Carlton on the weekend, I couldn't help wondering: is it the Blues who are closer to a premiership?
Even if they didn't win the game, the Blues looked more dynamic and appear to have more upside. Some might argue, "so they should have", given how many high draft picks they had running around compared with the Hawks. But that's where it gets interesting.
Hawthorn have gone down a very deliberate path in recent years, in a bid to stay relevant when it comes to September. They've traded for mature-aged players Tom Mitchell, Jaeger O'Meara, Chad Wingard and Tom Scully, among others.
While it's hard to argue with their results, would the current group be good enough to win the premiership, even if Mitchell was fit? I don't think so. It can be dangerous to hover around the 6-10 mark on the ladder for any period of time in terms of draft picks and your draw.
Because the Hawks finished in the top four last year, do they believe they deserve another crack at a flag with this group? Fourth spot probably flattered them and their straight-sets exit from September showed they were still some way off the best teams.
That's not to downplay their achievement. It was never going to be easy for Alastair Clarkson and his list management team to break up their all-conquering premiership side without some sort of short-term pain. The coach made brave decisions to move on some elder statesmen and that has been vindicated.
Again, at the end of this year, the Hawks could lose more experience, whether it be Jarryd Roughead, Shaun Burgoyne, Grant Birchall or even James Frawley. Replacing that much experience quickly is tough to do.
Free agency has made it a little easier and the Hawks have proven they are a destination club. They've already been linked to a number of star players, including GWS' Stephen Coniglio.
If that eventuated, add him to a midfield alongside a fit-again Mitchell and O'Meara and it's a strong one. The likes of Jack Gunston, Isaac Smith, Ben Stratton, Liam Shiels and Luke Breust also maintain a strong core. Throw in Ben McEvoy, who is in career-best form, and they look strong in the middle. Still, there are plenty of holes, particularly when it comes to their key posts at either end, which is in stark contrast to their premiership sides.
While "Roughy" has found a bit of life up on a wing and on the ball, Tim O'Brien clearly has talent, but at 25 needs to be more consistent. At the other end, Frawley is serviceable but has also had injuries of late, while there are question marks over Kaiden Brand.
James Sicily is already a gun and probably one of their most important players, but you don't want him being forced to take one of the opposition's two best forwards. He's better suited playing an intercept role, then launching counter-attacks.
So at some point, will the Hawks need to take a punt and go to the draft? Or will they continue to trade away their top selections and top up?
Because of the nature of the draft in spreading talent across the competition, it's a crossroads moment Geelong and Sydney have also faced.
Along with Hawthorn they've been the three dominant teams of the past decade, but probably haven't made the impact they would've liked in recent finals series.
The Cats identified their deficiencies, changed their game plan and used the trade and draft period accordingly. They've managed to stay around the mark through a mix of mature-age recruits like Tim Kelly and young talent with later picks. It also helps when you've still got Patrick Dangerfield, Tom Hawkins and a skipper like Joel Selwood.
The Swans on the other hand have now all but conceded they're rebuilding. John Longmire has said in the past week fans can expect to see plenty of young players getting more experience. With their academy, the Swans have an advantage in that regard, but that's a story for another time.
The Hawks, for their part, have bucked the trend of needing to "bottom out". But how long can they keep doing it?
Two-time AFL premiership captain and columnist for The Age.

redpajama_set_name: RedPajamaCommonCrawl