text:
Wiktionary:Quotations
នេះគឺជា ទំព័រគោលការណ៍ និងសេចក្ដីណែនាំ។ Specifically it is a policy think tank, working to develop a formal policy.
Policies: CFI - ELE - BLOCK - REDIR - BOTS - QUOTE - DELETE - NPOV - AXX
WT:"
WT:QUOTE
១ Index to templates
២ How to choose a quotation
៣ How to format a quotation
៣.១ Between the definitions
៣.២ Under a Quotations header
៣.៣ Subpages
៤ Which date to use
៥ The use of abbreviations
៦ Debated authorship
៧ Spelling and typography
៧.១ Spelling
៧.១.១ Diacritics
៧.១.២ Ligatures and archaic letters
៧.២ Punctuation and spacing
៧.៣.១ Prose
៧.៣.២ Poetry
៧.៣.៣ Headlines and titles
៧.៣.៤ Hyphenation
៧.៤ Stylized text
៧.៥ Typography
Index to templates[កែប្រែ]
Various templates are in use in order to facilitate adding heavily-quoted authors. See /Templates for a complete list of these.
How to choose a quotation[កែប្រែ]
Ideally, quotations should be chosen that:
Illustrate the meaning by surrounding context,
Extend the time range that we have quotations for, or fill long time gaps,
Show a variety of contexts that a word is used in, and
Show a variety of genres, regions, and registers that a word is used in.
(In practice it's usually a lot of effort to meet all these goals at once, but that's the ideal.)
All quotes should be from works in the language of the word in question, followed by an English translation when appropriate. If a word is one which is known to have been coined in a specific work in another language (such as robot) then the information should go in the etymology section rather than the quotations section.
Quotes should only be from date-able printed sources or archived Usenet posts, except for in the case of earliest usage where reliably date-able other sources can be used (although they still do not count as toward the attestation requirement for inclusion).
When attesting terms, it is better to cite sources that can be easily verified, providing the ISBN or other useful source information. As Wiktionary is an online dictionary, this naturally favors web-based media such as Google Books, periodicals indexed online, Wikisource, and Usenet. See a list of searchable archives.
How to format a quotation[កែប្រែ]
There are three types of format in practice now, as outlined in the three subsections of this section. You may choose whichever you think is best fitted, but some of the regular contributors adhere closely to one or the other.
Quotations should at all times be ordered from earliest to the most recent.
Between the definitions[កែប្រែ]
See also Wiktionary:Entry layout explained#Example sentences and Help:Example sentences.
If you put the quotations amid the definitions, remember to put them under the appropriate one. This format is most used for a limited number of quotations (one to three). Consider any of the other formats for longer lists.
This is the desired format for these:
First definition
Year, Author, Source title, Publisher, pages #–#:
First quotation of word.
Translation [if applicable]
Year, Author, Source title, Publisher (publication date of later edition), page #:
Words of second quotation.
Second definition
Which is in raw code:
# First definition
#* '''Year''', Author, ''Source title'', Publisher, pages #–#:
#*: First quotation of '''word'''.
#*:: Translation [if applicable]
#* '''Year''', Author, ''Source title'', Publisher (publication date of later edition), page #:
#*: '''Words''' of second quotation.
# Second definition
#: etc.
When quoting a short poem, article or other short work, double quotation marks ("Title") instead of italicision by two apostrophes (''Title'') should be used on the title of that work.
Type faces should be as indicated. The year is always in bold face, the title of the work in italics or, for shorter works, quotation marks.
The illustration shows the marks that will ensure proper indentation.
No blank lines are included within these entries. Blank lines in a numbered list will cause the numbering to be re-started.
In the quotation itself the word being illustrated should be in boldface.
If applicable, provide a wikilink to Wikipedia (format: [[w:name|]]) for the author, a wikilink to Wikisource (format: [[s:title|]]) for the work. Please make sure the links point to the relevant pages on the other projects.
The year should be that of the earliest edition known to use the word. Where practicable, the page number should be taken from the first edition, but if a later edition is used (found in a library or digitised by Google Books, etc) then the publication date should be added in parentheses after the publisher's name.
If the quotation can be read online, the page number should be wikified as a link to the online source (note: under dispute). Links within the dictionary entry can always be provided with ISBN numbers.
Quotations should be listed in order of first use of the word being illustrated.
Generally, the quoted text itself should not contain links. In fact, some/many/most editors think that the quoted text, like example sentences devised by editors, should never contain links. (Note: This is currently under discussion on this page's talk page.)
An example, taken from gully:
(Scotland and northern UK) A large knife.
1883, Robert Louis Stevenson, Treasure Island, Cignet Classic (1998), page 131:
With that I made my mind up, took out my gully, opened it with my teeth, and cut one strand after another….
The 1913 Webster Dictionary uses quotes but shows only the quote and the surname of the author, in that order. The specific work and year is listed for some authors at Wiktionary:Abbreviated Authorities in Webster, but for others it will need to be researched and added, and that is tedious, painstaking work. Using Wikisource or Google Books may help significantly. Expanding the information on these quotes would help Wiktionary's credibility, but it is not mandatory. Simply put what you have in the proper order, and someone else can research the added details. In absence of any information about the author or work, consider paraphrasing the quote as an example sentence instead.
Formerly, quotations were formatted with the quotation itself between the year and author. This has been changed to accommodate the use of templates for frequently quoted works. You will also find older additions having "Quotations:" before the actual quote. This has also become obsolete, and they can be safely removed.
Under a Quotations header[កែប្រែ]
Longer lists of quotations may find a more appropriate place in a separate section, as they would hamper readability for people only interested in the definitions.
The appropriate section title is "Quotations", a level four heading. Please place the section under the relevant part of speech. Avoid commingling quotations for different parts of speech. Also make sure you select appropriate quotes here, that are not ambiguous towards the definitions.
The format is largely the same:
====Quotations====
* '''Year''', Author, ''Work title'', Publisher, page #:
*: First quotation of '''word'''.
*:: Translation [if applicable]
* '''Year''', Author, ''Work title'', Publisher (publication date for later edition), page #:
*: '''Words''' of second quotation.
It may also be helpful to show a {{timeline}} of the dates.
Subpages[កែប្រែ]
In the case of many quotations and references, a subpage should be created in the Citations namespace. See Wiktionary:Citations for more information. Any quotations left within the entry for illustration would be a subset of those on the citations page.
Which date to use[កែប្រែ]
The date corresponds with original authorship, the time that the citation was put into the exact words quoted. Usually this will be approximated as the first year of publication. For a work published posthumously, the date is ante the year of publication. Preferably the work is a first edition, but otherwise the date of the edition should be placed in the edition section. In contrast, for quotations of translated works, where the translator is noted before the author, the year of translation is stated first. This is true even for borrowed or transliterated terms.
The use of abbreviations[កែប្រែ]
In most cases abbreviations should be avoided unless their usage is almost universal. Those listed below are permitted.
In place of an authors name
anon = anonymous author
After an author's name
ed. = editor
tr. = translator
et al. = et alia = and others
Before a year
c. = circa or about
a. = ante or before
p. = post or after
Debated authorship[កែប្រែ]
In a work of which there is mainstream debate (so for instance "Funeral Elegy" would be mainstream debate, but not the first folio of Shakespeare) about who the author is this should be indicated either by listing the suspected authors, or by listing the most likely author and placing the phrase (uncertain) after the authors name.
Spelling and typography[កែប្រែ]
The reason for including a quotation is because it demonstrates that the word being defined is (or was) used with that meaning. This means that the primary aim when reproducing the quote is to reproduce the meaning as faithfully as is possible.
It isn't always possible to reproduce everything about the source on Wiktionary, particularly with older printed works. For these occasions the following rules of thumb should be taken as a guide.
For auditory sources, not discussed below, some interpretation of intent is unavoidable.
In all cases though it is a judgement call for the individual editor to make regarding the individual quotation with which they are working, although it is important to try and be consistent as possible within the same entry.
Spelling[កែប្រែ]
Reproducing the spelling is important as some variations in spelling can drastically affect the meaning, for example breath and breathe are different words. As Wiktionary has separate entries for different spellings of the same word (e.g. colour and color) it is vital that the spelling of the word being defined is reproduced.
Diacritics[កែប្រែ]
The presence or absence of diacritics, and which diacritic(s) are used is important to copy accurately. The presence or absence of a diacritic ranges from a matter of stylistic choice which doesn't affect the meaning at all, through shades of meaning, to being completely different words. For example:
English cliché and cliche, are identical in meaning and connotations.
In British English a café is usually a higher class establishment than a cafe
In English the noun exposé is a different word from the verb expose
Where a diacritic cannot be represented by Unicode characters, the nearest representation that can be shown should be used. If there is a standard convention for the language and/or character in question then this should be followed.
Ligatures and archaic letters[កែប្រែ]
When rendering modern English texts with ligatures and archaic letters, as a rule of thumb reproduce the following if they appear in the source text:
Æ / æ
Œ / œ
Þ / þ
Ð / ð
ſ
For other characters, reproduce them only if you think they affect the meaning. Otherwise substitute appropriate modern characters.
For other languages, the importance of reproducing ligatures and other characters not used in modern English or the modern character set of that language varies. If you are uncertain, ask others their opinion in the Tearoom or on the talk page of the "About" page for that language (e.g. Wiktionary talk:About Greek).
As with diacritics, where a letter or ligature cannot be represented in Unicode, the nearest symbol that can be shown should be used. If there is a standard convention for the language and/or character in question then this should be followed.
Punctuation and spacing[កែប្រែ]
Generally it is important to reproduce the punctuation of the source accurately, as this can greatly impact the meaning. (Compare "Eats shoots and leaves" with "Eats, shoots and leaves".)
The number and width of spaces between words or sentences does not normally alter the meaning at all and so while we do normally try and be faithful, it is not wrong or unusual to use just a single ASCII space when reproducing them on Wiktionary.
Some older works include a (narrow) space before punctuation marks such as colons and semi-colons or between dots of an ellipsis. There is no policy on whether to include these or not, and so it is the individual editor's choice. When they are included, use a standard width non-breaking space   as in the example below:
For some reason old books sometimes have a space before a semi-colon ; like this
Line breaks[កែប្រែ]
The importance of line breaks to the meaning of the text is dependent on the type of work. Where it is important to reproduce them, the "¶" or "/" characters can be used,
1671, John Milton, Paradise Regained:
[…] / Should kings and nations from thy mouth consult, / Thy counsel would be as the oracle / Urim and Thummim, those oraculous gems / On Aaron's breast, or tongue of Seers old / —
1995, Joe Simpson, This Game of Ghosts, The Mountaineers Books, ISBN 0898864607:
As Mark came out of the bathroom, I remembered my underpants. ¶ 'Hey Mark, have you got my shreddies?'
Prose[កែប្រែ]
The line breaks in the body text of a work of prose are almost always inconsequential to the meaning of the words. This is because they would occur in different places if the work were printed on different sized paper, in a different text size or in a different typeface. For this reason it is not usually important to render line breaks.
Where explicit line breaks are used in prose, for example to distinguish different speakers in a conversation, they should be reproduced.
Poetry[កែប្រែ]
In a poem, the line breaks are often an important part of the work. For example the verse structure, rhyming and or syllable patterns are often dependent on the line breaks. Normally therefore it is appropriate to reproduce all the line breaks in a poetic work. However where a long work has very long verses (for example epic poems) it will often be important just to denote the breaks of verses (although it would be unusual to require more than part of one verse of such a work for citation purposes). Which of these applies to the work is a judgement call for individual editors.
Headlines and titles[កែប្រែ]
In all works, the headlines and sub-headlines of works are often chosen with a view to them fitting in the space available, and choosing where to break a line can have an impact on the importance placed upon certain words. It is a judgement call for the individual editor whether this was the case for the (sub-)headline in question, but where it was then it should be reproduced.
Hyphenation[កែប្រែ]
Where a work uses hyphenation for words split across lines, these should normally only be reproduced where the line breaks are explicit (for example some words are purposefully split for rhymes or poetic meter).
The only exception to this is where the word being defined is hyphenated in this manner. In this case it should not be reproduced, but it should be noted in a HTML comment that the word was split across lines in the original. Where the word has alternate hyphenated and non-hyphenated spellings, where possible it is almost always best to cite from works where the word is not hyphenated for a line-break.
Stylized text[កែប្រែ]
If a word or phrase appears boldfaced in the original text, then do not replicate the styling since boldface is used to highlight only the headword. Leave an HTML comment indicating the original styling, even if only the headword is boldfaced in the original.
If emphasis is needed, also note any substituted styling, for instance:
A ''defined term''<!--bold instead of italics--> is defined as such.
If a word or phrase appears italicized in the original text, then replicate that styling. If the entire quotation must be italicized, leave a comment indicated that this is the correct intent. Other stylized text may be replicated or noted as best as possible.
Typography[កែប្រែ]
Generally you should reproduce most typography as it is in the source, although this is less important than for the spelling and punctuation.
As a rule of thumb the style of quotation marks and apostrophes (straight " or curly ") used in the original should always be used on Wiktionary, as should dashes (-- vs —), and any other typography that has an impact on the meaning of the words.
Where it is not possible or not easy to reproduce the typography using standard Unicode characters or simple HTML formatting then do not attempt to do so using other methods. If it is important to the meaning, then you should note in a comment how it is formatted in the original.
See also[កែប្រែ]
Wiktionary:Citations
Wiktionary:Entry layout explained: Example sentences
បានពី "https://km.wiktionary.org/w/index.php?title=Wiktionary:Quotations&oldid=65128"
Wiktionary policies
Shortcut boxes needing attention
Wiktionary pages with shortcuts
Pages containing style information
ទំព័រគម្រោង
បន្ថែមតំណភ្ជាប់
ទំព័រនេះត្រូវបានកែចុងក្រោយនៅម៉ោងម៉ោង០៧:៥០ ថ្ងៃពុធ ទី១៣ ខែកក្កដា ឆ្នាំ២០១៦។


Below are the newspapers that have been published in the vicinity of Washington.
Our newspaper information for Washington is based on data taken from the Chronicling America website. For more information, please see our description of the Chronicling America website.
The following list contains the names of 3 papers that were published in the immediate area of Washington. In addition, the list contains another 29 papers that were published in the broader area that surrounded Washington. In total, we've identified 32 papers within 16 miles [25.7 km] of Washington.
Years of publication: 1949 to current.
Years of publication: 1878 to 1885.
Years of publication: 1888 to 193?.
The following newspapers were published within 16 miles [25.7 km] of Washington.
The papers have been grouped by the community in which they were published, with the communities listed in order of their distance from Washington.
Years of publication: 1938 to 193?.
Years of publication: 1890 to 1894.
Years of publication: 1987 to 1993.
Years of publication: 1920 to 1932.
Years of publication: 1934 to 193?.
Years of publication: 1909 to 1916.
Years of publication: 1987 to 1988.
Years of publication: 1997 to 200?.
Years of publication: 1981 to 198?.
Years of publication: 185? to 186?.
Years of publication: 1886 to 1890.
Years of publication: 1869 to current.
Years of publication: 1939 to 194?.
Years of publication: 1869 to 1911.
Years of publication: 1911 to current.
Years of publication: 1880 to 1890.
Years of publication: 1892 to 1911.
Years of publication: 1939 to 19??.
Years of publication: 1944 to 1948.
Years of publication: 1890 to 1892.
Years of publication: 1937 to 19??.
Unfortunately, we don't know of an official website for Washington. If you can help, please contact us through our Feedback Page.
<1> Our distances are not driving distances, but are calculated as a 'point-to-point' distance. A straight line distance ignores obstructions like rivers, canyons, lakes, et cetera - it's truly a line drawn from Point A (ie- Washington) to Point B.
Our distance measurements begin at a specific point in Washington. The point we use is located at these GPS coordinates - Latitude: 38.7121, Longitude: -78.1598 [Map]. In this case, the coordinates for Washington have been provided by the Geographic Names Information System (GNIS).


text:
OCA Statement on Passing of Jhoon Rhee, 'Father of American Taekwondo'
Washington, DC – OCA – Asian Pacific American Advocates released the following statement in response to the passing of Jhoon Rhee, who was known as the 'Father of American Taekwondo.' OCA had honored the Grandmaster with the Outstanding Citizen Achievement Award at the 2008 OCA National Convention in Washington, DC.
We are deeply saddened by the loss of a figurehead in the Asian American and Pacific Islander (AAPI) community. Jhoon Rhee was not only a pioneer in popularizing taekwondo in the States, but was also the instructor to Bruce Lee, Muhammad Ali, over 300 U.S. Senators and Representatives, and many more. He has contributed greatly to American culture and leaves a legacy that will continue be an important landmark in AAPI history and culture in the United States for generations.
We are honored to have known Jhoon Rhee, and will commemorate his legacy by upholding his personal values and beliefs in our advocacy work. We send our warmest condolences to his family and friends.
OCA-Asian Pacific American Advocates is a national organization of community advocates dedicated to improving the social, political, and economic well-being of Asian American and Pacific Islanders (AAPIs).

redpajama_set_name: RedPajamaCommonCrawl


text:
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  var del = require('del');
  var gulp = require('gulp');
  var concat = require('gulp-concat');
  var karma = require('karma');
  var coveralls = require('gulp-coveralls');

  var sources = [
    'src/**/*.module.js',
    'src/**/!(*.spec).js'
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  gulp.task('clean', function(done) {
    del(['build'], done);
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  gulp.task('build', function() {
    return gulp.src(sources)
      .pipe(concat('angular-onselect.js'))
      .pipe(gulp.dest('dist'));
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  gulp.task('test', function(done) {
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  gulp.task('test-run', function(done) {
    new karma.Server({
      configFile: __dirname + '/karma.conf.js',
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  gulp.task('test-ci', function(done) {
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      singleRun: true
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  gulp.task('coverage', [ 'test-ci' ], function() {
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redpajama_set_name: RedPajamaGithub


There's no point in creating new content if it's not authentic enough to stand out. Even if you come up with an idea from a different source, it's still up to you to offer your unique perspective that will add value to the particular topic. Over the years, search engines have tried various customization options to enable searchers to take an active role in improving their results—everything from sliders to adjust ranking factors, filtering specific types of files, date ranges, and type of content. Once you've found out your site speed score, you can start making actionable changes to improve your page speed. More and more people are taking advantage of this functionality as it continues to improve in effectiveness.
In the past, Google's algorithm was not quite clever or sophisticated enough to ignore the poor quality links these techniques garnered but that is changing. The Panda and Penguin updates represent perhaps Google's most aggressive attempt to clean up its search results and in turn, this is having a major impact on the approach that needs to be taken to link building in particular. The way in which consumers Get your arithmetic correct - the primary resources are all available here. Its as easy as KS2 Maths or something like that... search with be noticeably changed by digital assistants. CPA can vary greatly depending on your investment in local SEO, but is relatively low considering the low cost of local SEO. ROI can also be very high, since local SEO targets only consumers who need your services, which means you won't waste money exposing your business to disinterested consumers. Google is acutely concerned about the user's experience. It has been for a long time and this is nothing new.
Content includes everything from press releases, blog posts and landing page content, to videos, articles and social media tweets. The result was that all websites that previously were ranking #1 through this practice disappeared completely from search results. Links from a diverse range of websites is good, many links from a single domain to your site (especially if it's one of the very sites linking to you) can be seen as spammy. It has become a trend by SEOs to remove older content, especially older content on a news sites, where sites remove content rather than simply archiving it.
A large chunk of my time finding links is by looking through my competitor's link profiles. Essentially, you're piggy backing off of their success. If you have a high volume of pages with redundant information, you are at risk for duplicate content flags. The more information you give them, the better your search engine optimisation company will be able to fit the voice and language of their content to suit your business. According to Gaz Hall, a UK SEO Consultant from SEO York: "When you design a site or have one designed for you, it is imperative that you make the site easy to navigate for users."
Often SEO projects will give you fantastic return on investment. According to Search Engine Watch; one client received "$11,000,000 worth of organic traffic" thanks to search engine optimisation. Contextual Take a butchers at New Media Now, for instance. link building is the quickest way to boost your site's search performance. My advice would be never to host more than 10 sites with the same hosting provider and not to worry too much about different C Blocks. If you do ever suffer a penalty, you may find that more than one of your sites is affected ("tarred with the same brush"), but the cost of using different blocks is generally high and the risk-reduction benefits are relatively low. All other metrics being equal, would you rather have a high-authority link with lower relevance or a highly relevant link with low authority?


Micro-Mark attended the 2016 IPMS National convention in Columbia, South Carolina. It was a good year for IPMS.
IPMS is not just for plastic modelers, it also showcases wooden ships. Here are a few of the representations from the show.
USS Confederacy was a 36-gun sailing frigate of the Continental Navy in the American Revolutionary War. The British Royal Navy captured her in March 1781, took her into service for about half-a-year as HMS Confederate, and broke her up in 1782.
The Mayflower was an English ship that transported the first English Puritans, known today as the Pilgrims, from Plymouth, England to the New World in 1620. There were 102 passengers, and the crew is estimated to have been about 30, but the exact number is unknown. This voyage has become an iconic story in some of the earliest annals of American history, with its story of death and of survival in the harsh New England winter environment. There was a second ship named Mayflower that made the London to Plymouth, Massachusetts voyage several times.
HMS Victory is a 104-gun first-rate ship of the line of the Royal Navy, ordered in 1758, laid down in 1759 and launched in 1765. She is best known for her role as Lord Nelson's flagship at the Battle of Trafalgar in 1805.
She additionally served as Keppel's flagship at Ushant, Howe's flagship at Cape Spartel and Jervis's flagship at Cape St Vincent. After 1824, she was relegated to the role of harbor ship.
IPMS/USA is the US Branch of the International Plastic Modelers' Society. The organization's roots can be traced to the startup of the first IPMS National Branch during the 1960's in Great Britain. In 1964 a US-based modeler applied for a charter to start the US Branch. In the ensuing 4 decades, IPMS/USA has become a 5,000 member, all-volunteer organization dedicated to promoting the modeling hobby while providing a venue for modelers to share their skills in a social setting, along with friendly but spirited competition in the form of local, regional, and national contests and conventions. As this is written, there are over 220 active US chapters (including groups in Canada and the Philippines as well as one "cyber-chapter" existing entirely on the internet). For more information about IPMS at http://www.ipmsusa.org/.


Actively manage worker's compensation and short-term disability cases which includes the initial processing of documents, consulting with insurance carriers and medical providers while continually monitoring the employee's recovery process.
Perform occupational health surveillance testing including pulmonary function testing, audiometric testing, vision screening, etc.
Coordinates the annual OSHA and required safety training such as lock out tag out, hot work, first aid and CPR etc.


I was talking with a small group of co-workers yesterday about money stuff, mostly lamenting how we all have those months (like April for us) that are basically money black holes. Offhand I mentioned that my monthly spending report was going to be ugly this month and it was interesting to see the shocked, almost horrified looks on their faces.
Everyone laughed and a few people nodded in agreement and then further conversation revealed that of this group of well-educated, decently paid professional people, I was the only one who tracked my spending in any sort of a regular way.
Now, I know that I'm an outlier in terms of my comfort level in talking about money. I like to talk about personal finance. I like to pay my bills every month. I'm don't announce my salary to everyone I meet, but I'm also basically a state employee so anyone who really wanted to find out what I make would be able to without a whole lot of difficulty, so I'm ultimately not even that private about that aspect. I feel secure knowing on a day-to-day basis how much money we have in savings or how much we still owe on our car or whatever. Since I do the bulk of the financial stuff for our household it helps me feel like I'm doing my part to take care of my family to be able to manage our money and keep my husband up to date on how close we are to meeting our financial goals.
I wasn't always like this with money. I existed in a space of willful ignorance in my early twenties and paid VERY little attention to my overall finances. I paid my bills on time and balanced my checkbook but I had no savings and a stupidly insane amount of credit card debt. I still regard paying off all that credit card debt as one of my chief accomplishments in life. It was harder work that graduating from college, I'll tell you that.
How about you? Are you an "ignorance is bliss" person about your money or a financial nerd like me? Why do you think money is so hard for people to talk about?
I may not be a finance nerd, but I'm definitely a *personal* finance nerd. Like you, I used to be a disaster, but reformed right around the time my oldest child was born, and, since then, have paid off an incredible anount of credit card debt, my student loans, and my car. My current financial obsession is saving for a 30% down payment on a house, and I have financial plans for where I want to be in 5 years, 10 years, 15 years, etc. It's something I'm very proud of.
I know where we spend our money, but my husband is not as disciplined as I am, and we probably would benefit from a retrospective spending report as opposed to my prospective planning. I do have a good handle on where it goes – even five years ago I was missing bill payments and wondering where all our money went. And I had considerably fewer expenses (no kids!) then.
I LOVE when you write about this type of stuff. LOVE.
I really do like doing spending reports. There is something kind of fun (for me) in knowing exactly how much money it cost us to have a two year old or how much we spent on fitness for the year.
I have a long-term financial goal that I want to hit ($1 million net worth by the age of 55) and lots of goals along the way I want to get to. I like feeling progress.
I agree! Progress is so key! It makes the whole thing seem so much more possible. When I was paying off our debt, which was really enormous, I started with the credit card debt, which was spread between maybe seven cards or something like that. When I paid the first card, and then the second card off (sort of Dave Ramsey style) it was like a switch flipped, and I went from being vaguely depressed to feeling incredibly empowered.
Along the lines of your conversation with your co-workers, I am in a field where a good portion of my pay is variable. I was shocked to find, recently, that many of my co-workers can not meet their daily living expenses (things like daycare and mortgage payments) without the variable comp (vs. the decent base salaries). I guess that's not so abnormal, but I would not be able to sleep at night.
I did sort of a Dave Ramsey approach as well and it really was the best feeling to see the $20,000+ of credit card debt I had get eaten away. Now I like watching our savings edge its way up. Feels even better.
I've always said that I could never work on commission because I'd never sleep at night. I'd really like to be in a place where we are really able to meet all of our bills just on one salary. We're not there yet but I think it is attainable in the next few years if we work hard.
I am kind of a slacker about it. I mean, I pay bills and balance checkbooks every month, but figure as long as we're saving and not living paycheck to paycheck, the specifics don't much matter. But we're also both very conservative and have retirement accounts, pay off credit cards in full every month, own our home and are debt-free. So maybe not such a slacker after all.
Anyone who owns their own home and is debt free is definitely *not* a slacker. You should just keep doing whatever you're doing.
And Mrs. Monkey's money efforts have really improved our quality of life and peace of mind. Thanks so much, sweetie.


FRIDAY APRIL 19 AT 7PM Good Friday is the time we remember the sacrifice that Jesus made on the cross for all of humanity. We invite you to remember through worship, reflection, communion, and a message. Our children's classes will be available for infants through fifth grade.
SATURDAY APRIL 20 at 11AM Our annual Eggstravaganza is a fun-filled morning that includes our Family Easter Egg Hunt, crafts, games, and the Easter story. This is a don't miss event for you and your kids ages 2-12. Don't forget to invite your friends - all are welcome.
Our Easter services are a high-energy celebration of Jesus Christ - our resurrected King. Invite your friends, family, and co-workers - all are welcome. Lakeshore Kids is for infants through 5th grade. Student Ministries is for teens in Middle School and Senior High. Three service times to choose from including Saturday evening.


I'd like to be around your love, I'd like to be around you. All I can say is I'd give you anything, won't you smile for me, looks are for free.
What life would be without your love, what I would be without you. I do all I can do, I'm not the enemy, won't you smile for me, looks are for free.
What matter's it to you? You're angry as hell! And I'm looking right through you, you're coming through clear as a bell!
I'd like to be around your love, I need to be around you. I do all I can do, I'd give you anything, won't you smile for me, looks are for free. Baby, smile for me, looks are for free. Honey, smile for me, looks are for free.
Jeff: Acoustic guitar, vocals, tambourine, drums & cymbals, & bass. Kurt Hoffman: Cello, violin, & string arrangements. Greg Pare: Acoustic guitar, midi piano, & midi horns. Ken Thornton: Electric guitars & slide guitar solo.


text:
Art Contest Salutes Creativity of Rare Disease Communities
by Mary Chapman | January 20, 2021
Butterflies, ballerinas, and abstract flowers are featured among the winning artwork of this year's Rare Artist contest, hosted by the EveryLife Foundation for Rare Diseases to heighten awareness about rare disease communities and salute the creativity of its members.
Awardees will be able to display their art and share their stories at the Rare Artist Reception on July 22 in Washington, D.C. The reception is part of Rare Disease Week on Capitol Hill, held this year from July 19 to 22. Last year's event drew more than 900 caregivers from around the country. The winning artwork will also be featured at various patient and industry events.
Thirteen works in three age groups were awarded this year from more than 400 submissions: $100 was given for winning artwork in the 4-to-11 age category, $250 in the 12-to-18 age category, and $500 in the 19-and-older group. All mediums, including painting, photography, and digital art, were accepted and due by last October.
Winners in the youngest group include 5-year-old Ella Palinchak for her work, titled "Happy Flowers in Tall Grass." Palinchak, who has Alagille syndrome, received a life-changing organ transplant when she was 18 months. The abstract painting — a multicolor work created with washable paint and a plastic fork — is a tribute to her organ donor who is unknown to her.
"The forks dipped in paint made dimensional shapes that reminded me of happy 'flowers,' " states a brief narrative that accompanied her work and was submitted on her behalf. "Choose to celebrate the gift of life. I smile bright, laugh myself silly, and cherish the unconditional love of my family and friends."
In the teen category, Sarah Dillon, 17, won for "Behind the Eye," a painting of one of her eyes that features two butterflies along the brow. Dillon has thyroid eye disease, which causes dry, watery, red, or bulging eyes, and problems with vision.
"After 5 years of living with the pain caused by this disease, surgery gave me my life back," wrote Dillon in her submission. "Butterflies symbolize the thyroid gland as well as my new life, and this painting of my eye represents my journey."
For her work, Sophia Sieber-Davis, 29, won for "Stage Transition," an acrylic painting of two ballerina-type dancers just before they enter the stage. Sieber-Davis was diagnosed with Friedreich's Ataxia at 13 and osteosarcoma at 19.
"One of my favorite subject matters are dancers, probably because I yearn for their physical grace," she wrote in her statement.
Other winners in the children's category are Branden Lim and Georgia Markellou. The other three teen awardees are Sarah Donoughue, Arthur Oliveira, and Ben Cavanagh. In the adult segment, other winners include Melinda Habingreither, Nicole Thrower, Ruofan Gu, Amy Curran, and Timothy Chambers. Go here for all the winning artwork and stories.
Established in 2010, the annual contest is open to patients, caregivers, physicians, friends, or anyone else who is connected with the rare disease community. In the U.S., a disease is defined as rare when it affects fewer than 200,000 residents nationwide at any given time. The program is made possible with support from Sanofi Genzyme, Acceleron, Horizon Therapeutics, and the American Society of Gene Cell Therapy. This year's contest opens June 1.
The EveryLife Foundation uses science-driven public policy to advance the development of treatment and diagnostic opportunities for rare disease patients.
2020 Rare Artist, EveryLife Foundation for Rare Diseases, Friedreich's Ataxia, Rare Artist Reception, Rare Disease Week on Capitol Hill


Hello, and welcome to my Don Mattingly Tribute Site. I started this web site in August 1996 to honor a man who I admire greatly, Don Mattingly! Even though he is online with his own "official" web site, I felt the need to expand on the amount of information and admiration that is bestowed upon the man whom Kirby Puckett nicknamed "Donnie Baseball."
Since that first day in August of '96, I have continued to add to and expand this web site at a steady rate. I hope you are as pleased with the results as I am!
To give you a quick rundown of the site, I have a vast amount of information & statistics about Donnie and his career available through the links on the next page! I also have a complete guide to Mattingly collectibles, as well as a large amount of photos! And that's not all. . .I plan on adding a lot more!
Thank you and come back real soon. . .and don't forget to sign up on the next page so you can be notified when this site is updated! And, my guestbook is always welcome to visitors!!!
This Page Was Designed By Joseph Riccitelli, Jr. on May 30, 1999.
I Last Made Changes On: Sun January 17, 2004.
Copyright 1999-2004, Joseph Riccitelli, Jr.


Follow instructions for making ricotta from scratch.
Take ricotta and place it in some sort of mesh or close knit fabric.
3. You will need some sort of basket for this next part. Plastic is best, because wood will mildew and ruin your final product. You can use one of the little plastic bins that tomatoes or blueberries come in from the grocery store, or you can use a tofu press, or I used a (semi expensive) cheese mold I got in the early days of cheese production and never used. If you want to get really cheap, you can use a pair of scissors and cut holes in a salsa container too. It all works, you just need to have enough holes for water to escape.
4. Put some kind of weight on top. I like to use mason jars because I love mason jars. Plus, you can add water to them over time to increase your torque.
5. After around 24 hours of pressing, take that tofu out!


We celebrate those who work to bring family members together in support of the business.
Once a business family reaches the third generation, odds are the family stakeholder group has expanded exponentially, which means factions are likely to form. There are bloodline descendants and married-ins, those who work in the business and those who don't, and those who live in and away from the company's hometown. Family members' political and religious beliefs can differ. And, of course, there are generational differences, which can be further complicated if there is a wide age range within a single generation.
Disinterest in the enterprise or disharmony within the family over an extended period will impede family members' ability to continue in business together. Ways to keep the family from splintering include establishing communication channels; developing policies to establish ground rules; educating stakeholders about the business; and creating opportunities for the extended family to get to know each other, have fun together or jointly contribute to a worthy cause.
Family CEOs can lead these types of efforts — and some excel in this area — but often the business leader is too busy running the company to devote much time to family governance. This provides a chance for other family members to demonstrate their leadership capabilities.
In a large and diverse family, there are numerous jobs to do, which opens the door for multiple leaders to emerge. The family leaders profiled on the following pages exemplify how many ways there are to make a difference. With so many roles to fill, people with a wide variety of talents and interests can all contribute to the success of the family enterprise.
These efforts are often undertaken behind the scenes. In this special feature, we celebrate the people who work to perpetuate the continuation of their family's shared enterprise.
Crescent Electric Supply Co., East Dubuque, Ill.
Mary, a third-generation owner of Crescent Electric Supply, sits on the board of directors of the company, which serves the electrical, construction, commercial, industrial, utility and datacomm markets. She chairs the board's governance committee and is a member of its compensation committee.
Mary is the Family Business Center Senior Fellow in Applied Finance at the University of St. Thomas in St. Paul, Minn. She teaches courses at the undergraduate, graduate and executive levels in corporate finance, investments and family business and has done research on family and corporate governance. Since 1993, she has worked with family businesses on consulting assignments in finance and corporate governance. She is a coauthor of Family Business, 4th ed., and recently completed an online fifth edition of the book.
Currently, Mary serves as a liaison to her family, their company and its board in a project to gather historical information in preparation for Crescent Electric Supply's 100th anniversary celebration in 2019. In coordination with the Crescent marketing team, "She has spent untold hours gathering, culling, organizing and drafting narratives incorporating public and family archives into 12 multimedia vignettes," Munson says. One vignette is shared per month in the run-up to the 100th anniversary gala in April 2019 "to promote the company and its sales efforts, build pride internally among company employees, and pull together our wide and growing family." Mary has also produced vignettes focused on family history that are shared among the family only and "are a tremendous source of family pride," Munson says.
Mary notes that the monthly features highlight lessons from the company's founder, her grandfather Titus B. Schmid. "It is inspiring to learn all he did to build the business, and then to read [his] recollection of his sons entering the business and building upon his legacy," she says.
ABC Recycling, Western Canada's largest scrap-metal recycling company, is a member of Family Enterprise Xchange (FEX), Canada's national organization for family enterprises. She is the chair of FEX's Vancouver region advisory board and serves on the national committee for family enterprise peer support groups. She is a member of a family enterprise advisory synergy group that meets bimonthly to share knowledge and best practices.
Karen has taken the lead on projects including the compilation and publication of a family history book in 2007, the organization of the company's 100th anniversary events in 2012 and the production of a family history video. "I champion our family leadership development initiatives and coordinate all of our family council meetings, shareholder meetings and family assemblies," she says.
"Karen has helped to keep our family story alive, helped to define and challenge us in living our family company values and helped to maintain our culture," Yochlowitz says.
"I am passionate about perpetuating the legacy my great-grandparents and grandparents built over the years," Karen says. "Their legacy of hard work, honesty and giving back to the community are guiding principles for our business today.
Kreamer Feed Inc., Kreamer, Pa.
Jason, a third-generation family member, is Kreamer Feed's president. The company produces and delivers specialized feeds for animal farms. It also owns and operates more than 1,200 acres on 12 certified organic farms in Central Pennsylvania and is involved in poultry and livestock marketing and farm production.
Jason previously worked for MBNA America Bank and its successor, Bank of America, in a variety of roles. He moved back to Pennsylvania in 2012 to become the primary caregiver for his ailing grandfather, the founder of the business. At the same time, he became a member of Kreamer Feed's management team, responsible for administrative functions. He was promoted to president on Dec. 1, 2014.
Jason meets regularly with younger family members who work in the business to explain best practices and explore topics such as "What does a great employee look like? What does a great shareholder look like? How do we conduct ourselves so that we continue to develop rapport and respect from our employees and they continue to want to work here?" Chivinski says.
With Jason's encouragement, the family engaged advisers to help address estate planning and other issues. "I see Jason as the one who is constantly reminding everybody, 'Family is important. We want to be able to get together as a family and enjoy ourselves. We don't want conflicts or disagreements over the business to get in the way of that,' " Chivinski says.
Flanagan Foodservice Inc., Kitchener, Ont.
Five years ago, Murray exited active employment in the main family business, where he had spent a 25-year career serving in a variety of roles. Murray maintains minority ownership in the business and participates as an adviser to the board of directors.
Flanagan Foodservice, in its second generation of family leadership, is Canada's largest independent foodservice distributor. Murray worked alongside his three brothers to continue the trend of top-line growth year after year. He and two of his brothers transitioned out of their full-time roles at the same time; the eldest brother, Dan Flanagan, continues to serve as president and CEO of the family business.
Murray "remains keenly involved in the ownership group as well as our family, which includes four brothers and spouses, our mother, 10 children (Gen 3) and a few more significant others," Dan says.
"Having grown up in the family business, being at the intersection of family, business and ownership has been my normal for most of my life," Murray says. "I was fortunate that my family had a foundation of values that allowed us to succeed [despite] the challenges that many face when sharing business responsibilities with siblings.
Canal Insurance Company, Greenville, S.C.
Brittany is a fourth-generation member of the family that owns Canal Insurance, an insurance company that focuses on trucking and specialty transportation. The family also owns Central Realty Holdings, a real estate investment and development firm. She is chair of the family council and is the first member of her generation to serve in that role.
"My focus is on continuing to establish and follow good governance processes, creating opportunities for everyone to share their perspectives, and including the fifth generation at our retreats," she says.
Brittany also serves as the board liaison to the boards of both family companies. She works with the board chairs and CEOs of the two companies to improve communications to shareholders.
Brittany became a member of the family assembly in 2010, when the fourth generation was invited to join. In 2013, she began chairing the education committee. "In this role, I coordinated a weekend, on-site simulation course where family members worked in teams to run an insurance company," she says. She joined the family council in 2016.
As family council chair, Brittany managed a successful family trip to Park City, Utah. More than 60 family members from the third, fourth and fifth generations went on the trip.
Christie Mullen, Brittany's aunt, worked under Brittany's leadership as a member of the committee that planned the trip. "I was amazed at her gifts to help me do the best job I could for the group," Mullen says. She also cites Brittany's skills in managing funds to achieve a reduction in spending compared with previous family trips. "Great memories were made" during the trip, Mullen says.
"Brittany is an excellent example of a family champion," says Joshua Nacht, a consultant with The Family Business Consulting Group who has worked with the family. "She works very hard to advance and develop her family ownership group. Brittany pays close attention to setting agendas [and] disseminating information, and responds quickly to people's inquiries.
Before moving back to Greenville, Brittany worked in Chicago at Accenture Strategy; previously, she worked in Washington, D.C., at UBS. She earned an MBA with concentrations in finance, economics and strategic management from the University of Chicago Booth School of Business.
"At Chicago Booth, I was a member of the Family Business Group, where I met classmates with stories of siblings or cousins who could not make their businesses work," she says. "My family's businesses are currently in the third generation of majority ownership, and I do not want it to end there.
Stewart is senior chairman of Stewart Title Guaranty Company, a 125-year old real estate title company. Stewart Title is part of Stewart Information Services Corp., where Stewart is vice chairman. The enterprise, founded in 1893, became a public company in the 1970s.
Stewart Information Services shareholders have approved the company's acquisition by Jacksonville, Fla.-based Fidelity National Financial Inc. The deal is expected to close by the second quarter of 2019.
"In recent years, we have formed several more private family businesses thanks to the efforts of several family members such as my father, Stewart Morris Sr., and two sisters, Lisa Simon and Carlotta Coffman," Stewart says.
Stewart is a trustee of the Morris Family Trust, formed in 1992, which invests predominantly in real estate. He serves as managing partner of MFT Interests, the family company that manages the assets of the Morris Family Trust.
In addition, he is president of Stewart Security Capital, a private investment company formed in 2012 with investments in real estate, market securities, banking and rail. A percentage of its profits are invested back into the community.
Stewart started Stewart Security Capital for his children to run, Simon notes. The chairman is his daughter Faith. His other daughter, Grace, is the vice president of image and corporate secretary, and his son Stewart III serves as vice president of finance and investments while studying at Baylor University.
"Stewart epitomizes a family leader," says Simon.
"Thanksgiving and reunions of the greater family have been enjoyable and a time to catch up with everyone," Stewart says. "We welcome in new members of the family, talk about recent activity, share experiences and help in times of need, as well as take photos for everyone to share. We have videoed interviews with the older generation, sharing their early stories in life and experiences that we will save for posterity.
Leupold & Stevens Inc., Beaverton, Ore.
Joanna, a fifth-generation member of the Marcus Leupold Family, runs the family office at Leupold & Stevens, a 111-year-old company that makes precision optical instruments including rifle scopes, spotting scopes, binoculars, rangefinders, trail cameras and mounting systems for firearms as well as accessories. She is also a foundation member and a member of the events planning committee.
She began working at the company three years ago, supporting the human resources department. Two years ago, when the family office was started, she became the first person to manage it. The Leupold & Stevens family office supports communication and alignment among the shareholder group.
Joanna supports the family council by coordinating council meetings and working on special projects. She performs tasks within the family foundation. She also plans shareholder events such as the family assembly retreat and other educational forums.
"Joanna is a huge advocate for getting shareholders and other family members involved in both company and family activities," Burton says. "She makes it a point to share important company news and dates of events, which she encourages the family to attend.
"Joanna has also created a family newsletter that highlights a wide variety of family news, such as graduation announcements, congratulations on new jobs, family members' trips or fun activities they took part in, and the list goes on.
Joanna earned an M.A. degree in conflict management from Portland State University and wrote her thesis on conflict management within family businesses.
"Throughout my studies, I learned that successful family businesses have mechanisms in place to address conflict, plan for the future and [serve as] forums for open communication," Joanna says. "Working with family in a business setting is challenging, and many family firms do not survive. Because of this, I am passionate about bridging educational gaps and facilitating ways for family members to work together as a team.
Special Tree Rehabilitation System, Romulus, Mich.
"Joe represents the second generation of the Richert family enterprise; however, in many ways he is part of the founding generation," says his son, Joseph Richert II. "Joe became president and CEO of Special Tree Rehabilitation System, the Richerts' flagship business, early on and since has grown the company into a model system for post-acute neurological rehabilitation.
Joe has also led social efforts, such as founders' birthday celebrations and family trips, Joe II says. Under Joe's leadership, the family is developing a NextGen entrepreneurial investment and education program and a family server/data portal that will give family members access to governance documents, family photos, social calendars, news updates and more.
"I am passionate about family business because, first and foremost, my family values and relationships are most important to me," Joe says. "I often get the most excitement from the entrepreneurialism I help our family members engage in.
New Enterprise Stone & Lime Co. Inc., New Enterprise, Pa.
Joann is a third-generation member of the family that owns New Enterprise Stone & Lime, a construction materials supplier and heavy/highway construction contractor in Pennsylvania and Western New York.
"I have not been employed in the company, yet always supported those family members who were, and realized as a daughter, sister, aunt, mother, wife and shareholder, I can help build the connections to the business so that we remain family-held and -influenced for generations to come," Joann says.
"Holding a degree in sociology and an affinity for the power of creativity to connect people in new ways of thinking and acting, I realized my family had arrived at a transition period for needed change," Joann says. "Our family who were not involved in the business were not connected directly to our past, not knowledgeable about the business today and not expressing interest in aligning around the future of our business. We needed new energy!
Joann asked several family members to join a task force. "Assisted by a consultant, through interviews, surveys and meetings, we determined that the family would benefit from the voice of the family to the board, management and owners," she says.
"I am honored that my family has had the confidence in me to be a family leader, and I know that the steps we are taking today will help realize our vision for the future," Joann says.
Miller Foods Inc. and Oma's Pride, Avon, Conn.
Miller Foods, founded by Capri's grandparents, Earl and Margaret Miller, produces poultry products and distributes gourmet food items. Oma's Pride, founded in 2001, is a pet food company that produces all-natural food, treats, supplements and chews for dogs and cats.
Capri's mother, Sandi Trudeau, took over the company after her parents died. She ran the company along with her sister, Carolyn Miller-Stevens.
"We were at a tipping point, and I recognized that, with multiple generations working in the family business, we were highly challenged by the generational differences," Capri says. "My mother worked for more than 60 years in our business and was at a point that she was no longer able to meet the demands of the day-to-day operations.
"I recognized my mother needed to know that her interests in the company would be protected if she were to step down from her position as president. Through many heartfelt conversations, we orchestrated a plan and arranged for a successful stock purchase and transfer. That is just one piece to the puzzle. The next step was making sure there was a smooth transition.
In addition to her leadership of her family business, Bienemann says, "Capri is a voice in Connecticut and her industry, [speaking about] how crucial family businesses are to the economy." Capri has helped the University of Connecticut build an executive education program to support family businesses, Bienemann notes. Capri teaches a course in the program and was part of a family business summer internship pilot program.
"She's involved academically, she's involved in the community and she's involved in bringing her family business to the next level," Bienemann says.
Mindi Vanden Bosch is the ownership council chair and Allison Van Wyngarden is the chair of the ownership council education committee for the Vermeer family. Vermeer Corporation, based in Pella, Iowa, is a global manufacturer of industrial and agricultural equipment and is in its third generation of family management.
Allison, a third-generation family member, oversees the education and programming aspects of family camp. She is a shareholder director of the Vermeer Corporation, a member of the ownership council and chair of the ownership council education committee.
Over the years, Allison has served on the family council executive committee, the Vermeer Charitable Foundation board, the family council education committee, the GRPL (growth, risk, profitability, liquidity) task force and the family employment task force. She continues to develop and support NextGen program efforts as the shareholder base continues to grow.
Allison worked at Vermeer from 2007 to 2011 in the areas of industrial distribution development and continuous improvement.
"I have felt great pride in Vermeer my whole life," Allison says. "My parents and grandparents taught me gratitude for my opportunities, responsibility, hard work, inquisitive thinking and learning from people and cultures all over the world.
"I am excited about what my generation brings to Vermeer leadership and governance. At Vermeer, we are 'Equipped to Do More.' I am passionate about equipping our shareholders through education to do more for themselves, Vermeer and the community.
Mindi oversees the schedule, budget and implementation of family camp. On the family side of the business, she serves as chair of the ownership council and treasurer of the Vermeer Charitable Foundation. She has helped advance family employment, engagement, education and long-term strategy through project work, task forces and advocacy roles.
Mindi is one of three third-generation family members who work in the business started by her grandfather, company founder Gary Vermeer. She joined Vermeer in 2008 and held managerial roles in marketing, finance, human resources and continuous improvement. In her current role as channel advancement manager, she focuses on dealer development.
"Growing up, Vermeer was everything," Mindi says. "Vacations revolved around connecting to dealers, and after-school hours were spent filing papers.
At IDEAL Industries Inc., a 102-year-old Sycamore, Ill.-based company that produces tools and supplies for the electrical and telecommunications industries, multiple members of the fourth generation have distinguished themselves as family leaders.
"The IDEAL family values of inclusivity and relationship are alive and in action in the family and have contributed to the emergence of leaders in the fourth generation," says Meghan Juday, a G4 member who serves as non-executive vice chair on the IDEAL Industries board of directors. "The family truly honors family members' individual talents, strengths and passions and encourages them to engage in the life of the family where their areas of interest, passion and purpose intersect.
Meghan has been a member of IDEAL Industries' board since 2004 and became non-executive vice chair in May 2018. Since 2003, she has been instrumental in helping the family successfully navigate family business ownership. Meghan, who formerly served as chair of the IDEAL family council, implemented innovative family governance practices and helped change the mindset of the family toward stewardship to ensure that the family is acting as the best possible partner with the board and management. She developed a transparent decision-making environment to help build engagement and trust across all 50 family members.
She implemented a G5 program to ensure that every interaction the G5s have with IDEAL is "exciting, fun and educational," she says.
She also initiated two development programs that allow all family members "merit-based access to leadership roles" and help family members become qualified to serve as family leaders, voting trustees or directors.
Meghan was a member of the inaugural class of the Loyola University Chicago's Family Business Stewardship Institute and helped develop curricula for Loyola's Family Business Stewardship Institute and Governance Institute. She served as director and as a senior consultant at the Institute for Family Business and Entrepreneurship at St. Joseph's University in Philadelphia and worked with families as principal of a consulting firm, Family Business Strategy Group. Previously, she worked as a business analyst and project manager.
"I'm proud of our family that we are still family-owned after 102 years," Meghan says. "Recently, we made significant progress to remain so for future generations by protecting 98% of the IDEAL stock in perpetual trusts. We also implemented a family-funded education program and a business-funded family director development program.
"Meghan is an inspirational person, and her passion for family business is contagious," Nicoletti says.
Ben Juday, Meghan's brother, has been an active participant in family governance for the last 20 years and has worked closely with other family members in their ongoing transition from third- to fourth-generation leadership.
Ben was nominated to be a junior board member at IDEAL Industries in 2017 and now serves in that capacity. He also serves on the board of IDEAL's internship program with Northern Illinois University, which provides real-world experience for college students through a project-based internship at IDEAL. In addition, he is a member of the advisory board of the Loyola Family Business Center in Chicago.
Ben has a real estate business and founded Analog Outfitters, which makes musical amplifiers and other equipment. He brings 16 years of personal business experience and a thorough understanding of the best practices of family business governance to the family.
Ben has served on the IDEAL family council for a number of years, but his greatest contribution to the family is in an unofficial capacity: that of family ombudsman. He has the ability to see all sides of a problem and has been instrumental in bringing the family together during times of conflict.
"Ben's always putting his love for his family and the family's core value of relationship into action by quietly and consistently reaching out to other family members with calls, visits, etc., especially those who may feel disengaged or disenfranchised," Nicoletti says. "He makes extra effort to understand individuals' perspectives by keeping an open mind and not getting defensive.
"IDEAL Industries has been a part of my life since as far back as I can remember," Ben says. "I grew up going to company picnics, hearing about new products at the dinner table and going to work with my dad on weekends when there was no babysitter available. As such, IDEAL is a cherished and ingrained part of my identity.
Jenna, Ben's wife, married into the IDEAL Industries family in 2003 and has been active in the family council for 14 years. She helped establish and now serves as chair of the family's development and education committee and is co-manager of the development and education fund.
"This year, Jenna headed up an innovative program for the fifth generation of the family at the annual family assembly meeting that included breakout sessions for the older fifth-generation members with executives from the company and a mini-IDEAL national championship competition for the younger fifth-generation members," Nicoletti says. "She also worked with the development and education committee to find innovative ways to move the programming from play to education to prepare the younger G5s for their role as future family assembly members. This year's programming involved a philanthropy activity and team building to grow the G5s in their social emotional skills and practice working together.
Jenna is part of the family leadership development program, designed to aid in development of highly qualified family directors. She has served on numerous task forces addressing governance, family relationships, mission/vision/values and more.
She is a graduate of Loyola's Family Business Stewardship Institute. Her personal career is as a neuroscience nurse in a hospital in Urbana, Ill.
"Marrying into a family business has opened my mind and life to knowledge and experiences I would never have had otherwise," Jenna says. "My work in family governance has pushed my personal growth and sparked a passion for creating opportunities for others to have that same exposure.
Jamie, a second cousin to Meghan and Ben Juday, is a member of the family council and also serves as the family assembly chair. In addition, he is a member of the G5 committee and the development and education committee and is co-manager of the family's development and education fund.
Jamie assists in the coordination of the annual family meeting and of family camp, the annual family retreat. He is currently working to become qualified as a voting trustee for the IDEAL Family Voting Trust and to serve on the board of directors.
Jamie is also a member of the board of the Family Business Network-North America and is chair of its NxG committee.
Outside the family business realm, Jamie is creating a startup to make products that combat invasive aquatic species through chemistry.
Jamie has also served as an unofficial family ombudsman working to bring family members together, Nicoletti says. "His presence on the family council and as part of the family governance leadership team has brought a lot of value to the family," she says.
"My passion for family business stems from my strong belief in compassion and respect for all stakeholders," Jamie says. "Through an enhanced sense of ethics and values, family-owned businesses have the ability to consider more than profits when making business decisions. Because of this, we are able to demonstrate a new paradigm in which our communities, stakeholders and the natural world can be held in the same esteem as financial gains.
Chris, who is Meghan and Ben Juday's first cousin, is one of only a few family members who work at IDEAL. She has worked for the family business for 22 years in a variety of roles: customer service, sales, buyer/planning and, currently, vendor managed inventory analyst. She is also president of the company's foundation and works directly with human resources in planning and executing employee events.
Chris was instrumental in taking IDEAL's history book, produced in 2016 to commemorate the company's 100th anniversary, from concept to publication. "Without Chris and all of her research and legwork, this book could not have happened," Nicoletti says.
Chris started working on employee events during the company's centennial year. She helped orchestrate "The Year End Event," the biggest and last event of the special year.
Since then, Chris has been part of the planning committee for all events: the company picnic, town halls, the service award banquet and Relief Week, which raises money for a local or national charity. Last year, more than $10,000 was raised during Relief Week.


The history of the United States Navy is actually broken up into two distinct periods. The Continental Navy was established in 1775 and disbanded in 1785. However, the United States Navy recognizes 1775 as the official date of establishment. The Navy was re-established in 1794 and grew to become the most powerful Naval force in the world. The core values of the Navy, honor, courage, and commitment, are a testament to this country's sailors today.
Currently, there are almost 350,000 active duty Navy personnel and 130,000 Naval Reservists. These sailors protect America's shores, both here and abroad. It's through their tireless dedication, commitment, and bravery that the United States remains free today. One way to honor these men and women is with Navy rings.
Military rings have a strong heritage within all branches of the Armed Forces. First given to graduates of the United States Military Academy in 1835, military rings signify the service and sacrifice of those who proudly dedicate their lives to America. Navy rings are certainly no exception. If you want to show your gratitude and pride for a loved who is or has served in served in the Navy, military rings are a perfect choice.
Navy rings are a great way to showcase a loved one's history within this seafaring branch of the Armed Forces. There are a number of styles, each with its own distinctive character. From a ring similar in style to a class ring to those with the Navel crest or coat of arms, these rings symbolize those elements of service most important to the service member.
There are hundreds of emblems available to customize Navy rings. From the eagle, shield, and anchor emblem of the Navy to a specific insignia of a naval fleet or command, you can add those symbols which best represent the wearer's service. Perhaps they are a member of the elite Navy Seals. Maybe they have served on one of the supercarriers out at sea. No matter what their job, the men and women of the Navy deserve a gift that will show your pride and gratitude.
You also have your choice of semi-precious stones and materials, such as silver, yellow and white gold, and valadium. If you believe that the ring will be worn while at work, you may want to consider valadium. It's stronger and more resistant to scratches. However, gold and silver are beautiful accents to the striking Navy dress uniforms.
In closing, Navy rings are the perfect visual symbol of service, honor, courage, and commitment. With a wide range of emblems to choose from, you can easily personalize Navy rings for your loved one. Commemorate a lifelong career as they retire or recognize a specific deployment, such as Enduring Freedom, Desert Storm, or World War II. The inside of the band may contain a personal message or dates of service. These pieces of military jewelry are sure to become treasured keepsakes of the sacrifices these men and women make everyday.
Brian Gillet is a freelance author who writes about Military Gifts ideas for all branches of the Armed services. To know more about Brian please visit his website www.military-rings.com.
LCD digital signage market size is expected to cross USD 5 billion by 2023 owing to the adoption in digital signage industry. Increasing adoption of digital-out-of-home application (DOOH) across the globe is anticipated to boost the segment demand over the future.


In offline publishing, regular periodic publishing is the dominant model be it the daily newspaper or the quarterly journal.
Online, however, this approach has barely got a toehold and yet publishing in issues would be beneficial to many sites that are not part of the over-hyped and ultimately destructive "24 hour news cycle".
Turning your WordPress site into an issues-based online publication is not hard. Let me show you how.
Content is king, as the saying goes, but in this day of "firehose" publishing a considerable amount of content is lost in the sheer volume that consumers have to wade through or quickly gets pushed into obscurity by the relentless pace of publishing.
Perhaps it's surprising then, that so few sites have adopted a periodical publishing model, particularly when you consider the growing rise in tablet use where digital magazines are readily consumed and especially the continuing popularity of digest email newsletters.
A curated set of content, released on a regular schedule, be it daily, weekly, monthly or quarterly, provides advantages for both the reader and publisher. For publisher it means not having to be a slave to the instant-publish paradigm. There's a chance to take stock, to focus on quality and to produce content of substance.
For the reader, there's not the pressure to "keep up" with everything and anything. There's comfort in the knowledge that someone they trust is curating on their behalf and the opportunity to "curl up" with a good site (a benefit for publishers also).
Does the lack of examples mean that periodical publishing is hard? No. In fact, it's surprisingly easy.
In designing this solution, I've tried to adhere as much as possible to the KISS Principle. In "keeping it simple [stupid]" it not only makes it easier to understand and implement but it should also mean that it will work with any existing WordPress installations with little to no additional customisation.
The only extension to the content model is a custom taxonomy called Issues, otherwise it uses categories, pages and posts, just like any normal WordPress site and there are no mandatory theme changes required.
Most of the heavy lifting is done by a custom taxonomy with other components really just tidying up.
The custom taxonomy will collate posts into issues and provide automatic filtering if the taxonomy and a value is provided, so we need to make sure that the current issue is added to the relevant links within the site.
The homepage needs a little extra help as obviously there won't be an issue contained in the link. In this case, we'll filter the posts based on a custom global option we'll create to hold the current issue value.
To ensure that we don't navigate outside of the current issue we need to add a check to the post navigation ('previous post' and 'next post') to ensure that it only links to posts within the same issue.
We need to update the custom global option when we want to publish a new issue. To achieve this, we'll nominate a post category as the "master category" and whenever a new post is published in this category we'll update the global option with the post's issue.
To make publishing an issue a little easier, when the post in the master category is published we'll also publish all other posts that are in the same issue and have a status of "pending". Not having to publish all the posts prior to the master category post keeps them from appearing in the search; by using the "pending" status we also keep from publishing draft posts.
We'll add the ability to set the master category and even override the current issue by adding some fields to the Settings > General page in the admin interface.
And finally, we'll make a couple of shortcodes available. One will display the contents for the current issue – a list of the issues posts grouped by their category; the other will provide a list of "back issues", basically a formatted list of published posts from the master category.
Rather than dive straight into the code, it's probably better to set it up, have a play, get a feel for what it does and then step through how it's done.
I've wrapped up all the code into a plugin, so download and install it into a test WordPress site that contains enough content to create several issues.
You'll find a new menu option of Issues under the Posts menu. Here you can create new Issues and give them a description. Do add a description as you may want to use it in your theme.
Now, go through existing posts (or create new posts) and assign issues using the Issue metabox in the right-hand margin.
Staying within the admin interface, navigate to Settings > General and you'll find a new section called Magazine Settings. Here you can set the master category and the current (that is latest) issue.
Posts in the master category act as an issue. When you publish a post in this category it not only updates the current issue value with post's issue but also publishes all other posts in the same issue that have a status of pending.
The master category is also used by the [backissues] shortcode.
You can also set the current issue. This should be a drop-down box consisting of the Issues that you created in Step 2. When you implement issue-based publishing on an existing site, you'll likely want to manually set the current issue.
Create two new pages for Back Issues and Contents, including the [backissues] and [contents] shortcodes as appropriate in the page body.
Add the new pages to a menu on your site.
This should be enough to have turned your site into an issues-based magazine. Navigate to your site and you should be greeted with a homepage only containing posts that are assigned the current issue.
Roll over any category link you'll notice that issue has been appended to the querystring, ensuring that issue is carried across to archive listings. Individual post links don't need the amended querystring as the current issue can be determined from the post itself.
Click around the site, you'll find that you remain within an issue at all times unless you perform a search or select a back issue. Selecting a post from a search effectively selects a new issue and again you will remain within that issue unless you search again.
If your site uses post navigation (previous post and next post) you'll see that this also remains within the issue. This is not a function of the custom taxonomy but due to a filter on the post navigation that will delete any link that is to a post that is not part of the current issue.
You can also try publishing a new post in the master category. Make sure you have some posts in the same issue set to "pending" before you publish in the master category and you will see all the posts get set to published as well as the global current issue option get updated.
There are a number of components but by far the most important is the custom Issues taxonomy.
The custom Issues taxonomy allows posts to be assigned to a particular issue and this allows control over how and when they are displayed.
Custom taxonomies can be created either using code or by using any number of plugins including WPMUDev's custom type, custom field and custom taxonomy plugin, CustomPress (USD$19).
The most important part of creating the taxonomy is setting the query_var argument to true. This simple assignment provides the automatic filtering of posts if the taxonomy term and a value is included in the URL.
For example, if we have the URL magazine.com?issue=two, WordPress will recognise that a taxonomy (issue) is being used and will use the term (two) when querying posts effectively only selecting those posts that have been assigned the specified term.
This is, quite frankly, brilliant for periodical publishing. And to top it off, the filtering only occurs in The Loop and so has no impact on menus or widget output.
Of course, that does mean that we need to add the taxonomy to relevant links in the site.
Actually all we need to do is add the issue argument to links to pages and category links. Posts we don't need to worry about as we don't need to filter and we can always pick up the current issue from the post itself.
To amend the querystring, we hook into the built-in filters that are fired when generating page and category links and add issue to the query arguments.
This action gets called for every post query so the most important aspect is to ensure that only the main query on the home page is affected. We still check to see if issue is in the query string (if it is then filtering is going happen anyway) and if it isn't we set up our own taxonomy filter by adding a tax_query argument to the query.
The post navigation links are not generated within The Loop, so the next and previous post links are not filtered. If we left these unchecked then eventually links to posts outside of the issue will appear.
We can prevent this from happening by using the next_post_link and previous_post_link filters to only return a link if the post being linked to is in the current issue.
The master category controls the publishing of an issue.
I imagine that the master category may be something like Editorials as in most periodicals there's usually some sort of "welcome" post. So, when a new post in the master category is published this will make live the issue the post is assigned to as well as publish all the other posts in the issue that are in a pending status.
This is all achieved by hooking into the publish_post action.
// is the post in the master category?
The function, which is called after the post is published, first checks to see if this is a first-time publish and not an update. We'll only activate this code on a first-time publish. We also only want to keep processing if the post being published is in the master category.
If this is a first-time publish of a master category post then we first update the global current issue option with the issue assigned to the post. The first issue is always used, so if multiple issues have been assigned the others will be ignored.
We then get a list of the posts in the new current issue and set the publishing status to publish. You'll notice that when setting up the arguments for the call to get_posts, posts_per_page is set to -1 to override any built-in limit. You'll also notice that before looping through the posts, the custom action is removed. This is stop the custom function getting called again as a result of the call to wp_update_post and helps prevent endless loops.
The action is restored after all posts have been processed.
[backissues] displays all the posts from the master category in an unordered list.
The plugin enables shortcodes to be used in widgets which may be useful for the [display_issue] shortcode.
I'm not going to step through the shortcode code or the settings code here as it's not strictly related to the topic here. However, you can learn more about the Shortcode API and the Settings api in the WordPress Codex.
Whilst this solution will enable issues-based publishing on any WordPress website it is just a basic framework and you'll likely want to extend it to meet your needs or better integrate it with your theme.
I'm sure there are others but hopefully this is a good enough start to encourage you to look seriously at issue-based publishing.
If you do use this code then let me know how you go. I'd also be interested in hearing what you think of issue-based publishing especially if you are already using this approach.


text:
Q: How to update nested json dictionary with multiple values in python I want to update the below JSON dictionary (jsondict) with multiple values by calling function something like update_dict(). Values sent to update_dict() are variable no of arguments (sometimes two, three or five). Also, it should be able to update the value for key in a nested dictionary at multiple places. (ex , timeout = '120' in below example)
Function call:
update_dict(job_id = "test_1", hostname = "linux" , timeout = "120")

Json dictionary:
jsondict = {"job_id":"test",
"hostname":"windows",
"username":"user",
"password":"passwd",
"logger_name":"xyz",
"commands":
        {"command1":
            {"command": "dir",
            "timeout": "60"},

        "command2":
            {"command": "cd",
            "timeout": "60"}},
}

How to achieve this using python? Can someone help with this? It will be great help!!

A: Sounds like you are simply looking for **kwargs.
# Don't use; see below
def update_dict(d, **kwargs):
    d.update(kwargs)

Of course, phrased like this, the function doesn't really add any value over the straightforward
jsondict.update(job_id='test_1', hostname='linux', timeout='120'})

If you want some specific keys to be updated recursively, that might make sense to put in a function.
def update_dict(d, **kwargs):
    for arg, value in kwargs.items():
        if arg in ('timeout', 'hazard', 'snowflake'):
            for k, v in d.items():
                if isinstance(v, dict):
                    update_dict(v, **{arg: value})
                elif k == arg:
                    d.update({arg: value})
        else:
            d.update({arg: value})

This marks the three keys timeout, hazard , and snowflake as the ones which will be recursively updated into individual member dict objects, instead of being updated in the dict itself.
Maybe notice also how
jsondict.update(foo='bar')

doesn't let you use a variable to name foo, while
name='foo'
jsondict.update({name: 'bar'})

provides a mechanism for doing just that.
Perhaps it would even make sense to make a class out of this and provide this as a method of the jsondict object. (Overriding the regular update method would be nice, but slightly more challenging.)

A: You can address and update the dictionary directly like so.
jsondict['job_id']="test_1"
jsondict['hostname']="linux"

for command in jsondict['commands'].keys():
    jsondict['commands'][command]['timeout']='120'

redpajama_set_name: RedPajamaStackExchange


text:
Tag: Guyana
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Pages 1 2 3 4
Top 10 Best High Schools in Guyana
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Have you ever wondered who the 2022 richest people in Guyana are? Sit back and relax as Top Most 10 outlines the 2022 top 10 richest people in Guyana and their net worth. The richest people in Guyana was unveiled by diving deep into the pocket and finances of the people of Guyana to rank […]


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Did we mention rankings are dead?
"Great. Now how do I stop my boss from measuring performance with rankings?"
Each pitch has it's challenges; building a relationship with the new client, presenting case studies, meeting the expectations of the client, agreeing on the price, setting KPIs and outlining the return on investment (ROI) of the anticipated SEO project.
Now, more than ever, justifying any form of marketing investment requires some estimation as to the anticipated return on investment. The predicted ROI and the detailed analysis and methodology behind the numbers is often a key factor in winning a pitch. However, for some clients, somewhere along the way, once the work has been won and the project is underway, rankings become an all-encompassing KPI ─ especially for "vanity" rankings. If you don't manage this early on, the team may lose focus from the original KPIs and true measures of SEO success, such as total non-brand SEO traffic, SEO traffic growth or conversions from SEO traffic.
As SEOs we understand that the traditional concept of rankings as a major KPI is behind us given personalised and behavioural influenced search results ─ an environment where rankings may differ for every user, making them hard to track objectively. However, when you are a consultant there is a requirement to manage expectations with your clients regarding the best metrics to use to measure SEO ROI.
We're not saying that you should not monitor rankings; they are an important signal to monitor search visibility and can help identify any issues or weaknesses with the overall optimisation of a site, but there are some significant weaknesses in using rankings as the be-all and end-all of your key performance indicators.
You can only monitor a finite set of keywords: It is possible to retrieve ranking data from Google using their custom search API, however it is not possible to monitor every single keyword used to find your website. Google published a statistic claiming that 20 percent to 25 percent of search queries have never been seen before.
Personalisation: Even if you are not signed in, Google may personalise the search results based on the last 180 days of search activity. Combine this with +1 recommendations from your social network if you are signed in, and the search results between different users can start to look really different.
Localisation: Location influenced search results are going to become more important, especially with continued increase in smart phone uptake.
When the rankings was taken: Algorithm updates (450+ a year), a constantly changing index (more than 1 trillion unique URLs) and trending searches mean that the rankings may change without any changes made to your or your competitors' websites.
What Metrics Should We Watch and How Do I Convince My Boss?
Very often we do not have all of the data we need to demonstrate the true ROI of an SEO project. Often the SEO project will be running in parallel with an analytics implementation project, a CMS rebuild, a rebrand and a company re-structure, so be prepared to roll with the punches.
Explain the difference between a head term (e.g. "widgets") and then the long tail derivations (e.g. "buy the best red widget") of the head term.
Show them a comparison of the relative search volume for the exact match compared to the broad or phrase match version of the keyword using the Google AdWords Traffic estimator tool.
Compare the number of visits from a head term against the cumulative number of visits from the keywords that contain the head term.
Show them that head terms may drive traffic, however, more specific and relevant phrases drive conversions and conversions drive dollars, which will give a higher ROI.
Longer tail phrases are generally less competitive.
Provide examples of personalised search results; see the original rankings are dead post by Bruce.
Provide examples of the search results from a number of different locations.
Present the average ranking position data in Google Webmaster Tools. See the comments above on rankings being in flux. Where is our keyword or page "most of the time"? Seventy-five percent of the time we are in the top 3 -- awesome!
Look at trends. Are we moving up?
Don't make ranking the focus of the report. Often we are keen to celebrate our SEO victories, however celebrating rankings may lead to further expectations based on rankings. Try to celebrate lifts in traffic or conversions.
Compare SEO to other traffic sources based on metrics that senior managers understand and are comfortable with.
Ultimately this is an awareness and educational exercise. It is often the CEO or senior manager that is driven by the vanity rankings, so sending the right message up the chain of command will be critical. Building future business cases around consistent and measureable metrics such as SEO conversions or total SEO non-brand traffic and presenting these metrics as part of a regular SEO awareness program are the first steps in this often challenging, but rewarding process.


text:
David L. GroginsPrincipal
Best Lawyers in America® - Municipal Law. (2013-2019)
Connecticut Bar Association, Member
Danbury Bar Association, Member
Newtown Board of Education (Past Member)
Board of Tax Review (Past Member)
Cohen and Wolf Attorneys Named Among "Best Lawyers in America" for 2016
Cohen and Wolf Attorneys Named Among "The Best Lawyers in America" for 2015
Sixteen Cohen and Wolf, P.C. Attorneys Named Best Lawyers in America® 2014
Fifteen Cohen and Wolf Attorneys to be Included in the Best Lawyers in America - 2013 Edition
Boston College Law School, 1971, J.D.
Union College, 1967, A.B.
DAVID L. GROGINS is a principal and co-chair of Cohen and Wolf's Municipal Group. He is also a member of the Business & Corporate, Land Use & Zoning and Real Estate Groups. Resident in the firm's Danbury office, Mr. Grogins practices in the areas of municipal law, commercial real estate and planning & zoning law. He serves as town attorney for the Towns of Newtown (since 1990), Ridgefield (since 2000), and served as town attorney in Brookfield from 2010 - 2014. Mr. Grogins served as a member of the Newtown Board of Education and the Board of Tax Review.
He is listed in the Best Lawyers in America (2013-2019) and Connecticut Super Lawyers (2014-2015) for his work in the area of Municipal Law, and received the prestigious AV Peer Review Rating from Martindale-Hubbell. The AV Preeminent rating is the highest such peer review rating available to any individual lawyer.
He is admitted to practice in Connecticut and the U.S. District Court, District of Connecticut. Mr. Grogins is a member of the American, Connecticut and Danbury Bar Associations. He received his A.B. in 1967 from Union College and his J.D. in 1971 from Boston College Law School.