text:
Let us begin with a very important fact. The goal of the site is not to criticize traditional or institutional churches. Yes, some of the articles make comparisons and some of the writers do strongly question traditional practices. However, those of us who have created this site did so for several reasons:
|Reimagining leadership
|Thursday, 04 April 2019 00:00
The New Testament doctrine of ministry rests therefore not on the clergy-laity distinction but on the twin and complementary pillars of the priesthood of all believers and the gifts of the Spirit. Today, four centuries after the Reformation, the full implications of this Protestant affirmation have yet to be worked out. The clergy-laity dichotomy is a direct carry-over from pre-Reformation Roman Catholicism and a throwback to the Old Testament priesthood. It is one of the principal obstacles to the church effectively being God's agent of the Kingdom today because it creates a false idea that only "holy men," namely, ordained ministers, are really qualified and responsible for leadership and significant ministry. In the New Testament there are functional distinctions between various kinds of ministries but no hierarchical division between clergy and laity. —Howard Snyder
When we go back to the Word of God and read it afresh, we see that the clergy profession is the result of our human culture and history and not of God's will for the church. It is simply impossible to construct a defensible biblical justification for the institution of clergy as we know it. —Christian Smith
Today, the leadership structure that characterizes the contemporary church is hierarchical and positional. In the following pages, we'll examine this structure and reimagine a form of leadership that's completely different. One that is envisioned in Scripture and rooted in the triune God.
The present-day leadership structure is derived from a positional mindset. This mind-set casts authority in terms of slots to fill, job descriptions to carry out, titles to sport, and ranks to pull. It resonates with concern over explicit leadership structures. According to the positional mind-set, terms like pastor, elder, prophet, bishop, and apostle are titles representing ecclesiasticaloffices. (An office is a sociological slot that a group defines. It has a reality apart from the character and actions of the person who fills it.)
By contrast, the New Testament notion of leadership is rooted in a functional mind-set. It portrays authority in terms of how things work organically. That is, it focuses on the expression of spiritual life. Leadership in the New Testament places a high premium on the unique gifting, spiritual maturity, and sacrificial service of each member. It lays stress on functions, not offices. It emphasizes tasks rather than titles. Its main concern lies in activities like pastor-ing, elder-ing, prophesy-ing, oversee-ing, apostle-ing, etc.
To frame it another way, positional thinking is hung up on nouns,while functional thinking stresses verbs. In the positional leadership framework, the church is patterned after the military and managerial structures of contemporary culture. In the functional leadership framework, the church operates by life—divine life. Mutual ministry comes forth naturally when God's people are equipped and hierarchical structures are absent.
Native to hierarchical/positional-oriented churches is a political machine that works behind the scenes. This machine promotes certain people to positions of ecclesiastical power and authority. Native to functionally oriented churches is the mutual responsibility and collegial interplay of its members. They listen to the Lord together. They affirm each other in their Spirit-endowed gifts. They encourage one another toward Christ.
In sum, the New Testament orientation of leadership is organic and functional. The hierarchical/positional orientation is fundamentally worldly.
Jesus and the Gentile/Hierarchical Idea of Leadership
Our Lord contrasted the hierarchical leadership style of the Gentile world with leadership in the kingdom of God. After James and John implored Jesus to grant them the glorified powerseats beside His throne, the Lord replied, saying,
You know that the rulers of the Gentiles lord it over them, and their great
men exercise authority over them. It is not this way among you, but whoever
wishes to become great among you shall be your servant, and whoever
wishes to be first among you shall be your slave; just as the Son of Man did
not come to be served, but to serve, and to give His life a ransom for many.
And again,
Significantly, the Greek word for "exercise authority" in Matthew is katexousiazo. Katexousiazo is a combination of two Greek words: kata, which means over; and exousiazo, which means to exercise authority. Jesus also used the Greek word katakurieuo in this passage, which means to "lord it over" others.
What Jesus is condemning in these texts is not oppressive leaders as such. He's condemning the hierarchical form of leadership that dominates the Gentile world. That bears repeating. Jesus was not just condemning tyrannical leaders. He was condemning the hierarchical form of leadership itself.
What is the hierarchical form of leadership? It's the leadership style that's built on a chain-of-command social structure. It's rooted in the idea that power and authority flow from the top down. Hierarchical leadership is rooted in a worldly concept of power. This explains why it's endemic to all traditional bureaucracies. It's present in the vicious forms of liege/ lord feudalism and master/slave relationships. But it's also present in the highly stylized spheres of military and corporate America. While often bloodless, the hierarchical leadership style is undesirable for God's people. Why? Because it reduces human interaction into command style relationships. Such relationships are foreign to New Testament thinking and practice. Yet hierarchical leadership is employed everywhere in secular culture. And the institutional church operates by it.
Summing up our Lord's teaching on this style of leadership, the following contrasts come into sharp focus:
Jesus and the Jewish/Positional Model of Leadership
Our Lord also contrasted leadership in the kingdom with the leadership model that marks the religious world. In the following text, Jesus vividly expresses God's perspective on authority in contrast to the Jewish perspective.
Note His words:
Gathering up the content of this text, we may glean the following:
In sum, leadership according to Jesus is a far cry from what it is in the institutional church. Our Lord dealt a deathblow to both Gentile/hierarchical and Jewish/positional leadership models.
These ego-massaging models are incompatible with the primitive simplicity of the organic church and the upside-down kingdom of Jesus Christ. They impede the progress of God's people. They suppress the free functioning of the believing priesthood. They rupture the image of the church as family. They do violence to the leadership that exists in the triune God. And they place severe limitations on the headship of Christ. For these reasons "it shall not be so among" those who bear the name of the Savior.
The Modern Clergy System
Scripture makes clear that Jesus condemned the hierarchical/positional leadership structure. But what about Paul and the other apostles?
Contrary to popular thinking, the New Testament letters never cast church leaders in terms of "offices" and other conventions of human social organization.
Whenever the New Testament describes people who are chiefly responsible for spiritual oversight, it does so by mentioning the work they do. Functional language dominates. Verbs are prominent.
In this connection, the modern clergy system is a religious artifact that has no biblical basis. This system has allowed the body of Christ to lapse into an audience due to its heavy reliance on a single leader. It has turned church into the place where Christians watch professionals perform. It has transformed the holy assembly into a center for professional pulpiteerism supported by lay-spectators.
Perhaps the most daunting feature of the clergy system is that it keeps the people it claims to serve in spiritual infancy. Because the clergy system usurps the Christian's right to minister in a spiritual way during corporate gatherings, it ends up debilitating God's people. It keeps them weak and insecure.
Without question, many—if not most—of the people who are part of the clergy profession love God's people and desire to serve them. Many of them sincerely want to see their fellow brethren take spiritual responsibility. (Numerous clergy have expressed their frustration with not seeing their congregations take more responsibility. But few of them have traced the problem to their own profession.)
Yet the clergy profession ends up disempowering and pacifying the believing priesthood. This is the case regardless of how uncontrolling the person who fills the clergy position may be.
Here's how it works. Since clergy carries the spiritual workload, the majority of the church becomes passive, lazy, self-seeking ("feed me"), and arrested in their spiritual development.
Just as serious, the clergy system warps many who occupy clerical positions. The reason?
God never called anyone to bear the heavy burden of ministering to the needs of the church by himself.1 Yet regardless of the spiritual tragedies the clergy profession engenders, the masses continue to rely on, defend, and insist upon it. For this reason if the truth be told, many Christians prefer the convenience of paying someone to shoulder the responsibility for ministry and shepherding.
In their minds, it's better to hire a religious specialist to tend to the needs of God's people than to bother themselves with the self-emptying demands of servanthood and pastoral care. The words of the ancient prophet capture the Lord's disposition toward this mind-set: "They have set up kings, but not by me: they have made princes, and I knew it not." (Hos. 8:4a kjv).
In short, the modern clergy system is far removed from the thought of God. It puts the living, breathing organism of the church into an Old Testament straightjacket.
In light of these sobering facts, one may intelligently ask how it is that the clergy profession remains to be the commonly accepted form of church leadership today. The answer lies deeply entrenched in the history of the Reformation. And it continues to be reinforced by current cultural imperatives.
In short, the clergy profession is little more than a one-size-fits-all blending of administration, psychology, and oratory that's packaged into one position for religious consumption. As such, the sociological role of clergy, as practiced in the West, has few points of contact with anything or anyone in the New Testament.
Again, clergy need not be despots in order to hinder mutual ministry. Most of them are well-intentioned and gifted Christians who sincerely believe that God has called them to their profession. Many are benevolent dictators. Some are spiritual tyrants with a Machiavellian quest for power who imprison and freeze the life of their congregations.
The point is that clergy need not use vicious forms of authority to be harmful to body life. The mere presence of the one-up/one-down hierarchical mode of leadership suppresses mutual ministry. This is true regardless of how non-authoritarian in temperament the clergyman may be. The mere presence of clergy has the deadening effect of conditioning the congregation to be passive and perpetually dependent. Christians are taught from childhood that pastors (and priests) are the religious specialists. They are the qualified ones who handle the "spiritual" things of God, while everyone else is called to secular work. Because clergy are viewed as the religious specialists, the rest of the church sees themselves as passive recipients.
As Christian Smith says, "The problem is that, regardless of what our theologies tell us about the purpose of clergy, the actual effect of the clergy profession is to make the body of Christ lame. This happens not because clergy intend it (they usually intend the opposite) but because the objective nature of the profession inevitably turns the laity into passive receivers."2
The average believer is probably unaware that his or her notion of leadership has been shaped by centuries of ecclesiastical history (about seventeen hundred years' worth). For this reason, the clergy concept is so embedded in our thinking that any attempt to deviate from it will often meet fierce opposition.
Many modern Christians are just as resistant to the idea of dismantling the clergy as are the clergy themselves. The words of Jeremiah have pertinent application: "The prophets prophesy falsely, and the priests bear rule by their means; and my people love to have it so" (Jer. 5:31 kjv). In short, clergy and non-clergy alike are responsible for the ailments of the present-day church.
The truth is that many of us—like Israel of old—still clamor for a king to rule over us. We want a visible mediator to tell us what "God hath said" (Ex. 20:19; 1 Sam. 8:19). The presence of a human mediator in a church is a cherished tradition to which many Christians are fiercely committed. But it doesn't square with Scripture. And in my judgment, it suppresses the free functioning and full maturing of Christ's body.
To repeat the point: The trouble lies not with clergy as people. It lies with the system to which they belong. Christian Smith puts it beautifully:
The clergy profession is fundamentally self-defeating. Its stated purpose is to nurture spiritual maturity in the church—a valuable goal. In actuality, however, it accomplishes the opposite by nurturing a permanent dependence of the laity on the clergy. Clergy become to their congregations like parents whose children never grow up, like therapists whose clients never become healed, like teachers whose students never graduate.
The existence of a full-time, professional minister makes it too easy for church members not to take responsibility for the on-going life of the church. And why should they? That's the job of the pastor (so the thinking goes). But the result is that the laity remain in a state of passive dependence.
Imagine, however, a church whose pastor resigned and that could not find a replacement. Ideally, eventually, the members of that church would have to get off of their pews, come together, and figure out who would teach, who would counsel, who would settle disputes, who would visit the sick, who would lead worship, and so on. With a bit of insight, they would realize that the Bible calls the body as a whole to do these things together, prompting each to consider what gift they have to contribute, what role they could play to build up the body.
Frank Viola
Excerpt from Reimagining Church
See Frank's website for if you wish to order this book in English
See our Resource Section if you wish to order this book in Russian


text:
A federal appeals court ruled Monday that the Treasury Department will have to hand over more documents to investors of Fannie Mae and Freddie Mac related to its profit sweep of the two government-sponsored enterprises.
Under the 2012 agreement, the GSEs must hand over all profits to the U.S. Treasury, but investors have sued the government, claiming that arrangement is illegal.
The Federal Housing Finance Agency and Treasury Department have provided the investors with more than 48,000 documents related to the sweep agreement, but have so far successfully held back other documents it claims are too sensitive to release. On Monday, an appeals court upheld a lower court ruling to release 50 of the remaining 58 net worth documents.
It's not clear what the documents will reveal, but attorneys for the investors praised the ruling.
"The Appeals Court declared that the government can keep only four under 'presidential privilege' and four under 'deliberative process privilege away from shareholders' lawyers," wrote Investors Unite, a group representing the investors, in a press release.
The Treasury Department could not be reached for comment.

subset: commoncrawl


text:
The premise of the comment was to "live in the moment" and it was made in response to a question about Garcia's unlikely rise from backup to playoff hero, a role I might add that was reprised and expanded on even more heroically by Nick Foles, 11 years later.
Investors, like athletes, should as much as possible "live in the moment" by putting their heads into their work of reading, learning and analyzing, and then making most of opportunities when offered by the occasionally mis-priced market.
Athletes are "talent" but investors are "talent evaluators". We look for managers and executives at a company, who themselves need to allocate their assets optimally. It is capital allocators all the way down.
In our role as a "talent evaluator," I (and I'm sure many others) place a lot of emphasis on historical results as a reference for understanding what worked and why, and how in our assessment of future outcomes, these same managers are likely to behave given a set of changing circumstances.
But sometimes the near and / or distant past offers little guidance, b/c the product or company is new, or has an unremarkable - or even tarnished past - so the future opportunities aren't immediately apparent on form or financial statement. And since most people tend to repeat their behaviors, for better or worse, something significant needs to have changed for the trajectory to change, or one need be aware of the factors that lead to poor historical results. Getting back to the sports analogy, most viewed Foles' history with the Rams as sufficient to dismiss him as a potential starter, but they may not have understood how capable Jeff Fisher was at ruining QB's.
Companies with unremarkable histories are inherently lonely trades b/c understanding the opportunity requires some knowledge of what's changed / is changing, or requires some digging and / or comprehension of accounting, or simply requires the kind of patience that is unusual on Wall Street. And it usually takes time for these changes to filter through.
A simple example that comes to mind is PSSR, which I've written about previously and which I've patiently been accumulating even as the near history shows profits turning to losses, negative cash flow and evaporating BVPS.
This negative change of recent history is primarily a result of SG&A growth +21% CAGR 1Q15 to 1Q18 TTM while over the same period, revenues growth of +7% CAGR. The slowdown in sales growth was primarily due to a single customer not renewing a contract in 2017. (PSSR is a tiny $18M EV company; investors should consider the risks / consequences given the impact a single contract can have on the P&L.)
This isn't an ideological "should" ("We should have ice cream for dinner every night") but one based on causality and reasonableness ("if you study hard you should do well on the test"). As a caveat, I warn those away from ever investing on the thesis of what Congress "should" do, b/c in my experience at least, it never does.
Therefore, there is a reasonable probability that revenues over the next 12-months should grow to new highs (back of the envelope assumes +$16M in 2018). This would infer some re-normalization of revenue growth > expense growth and a return to profitability.
And this is potentially just the start. Given the growth in demand for air travel concurrent with capacity constraints at airports, et al., one may anticipate that the airline industry should continue to want (and perhaps even rely upon) even in an ADS-B world, the type of technology solutions that PSSR offers (surface management, diversion management, fee management, etc), and that spending for that offering could be sustained by the strong positive economics experienced by the airline industry (provided fuel costs remain stable).
That PSSR has access to permanent capital sourced from their Chairman who is 76 years old, owns 55% of the company and has a long history of operating with an eye towards wise & capital allocation further aids my view. That his age creates a form of impatience makes it even more interesting b/c in a sale, this I believe could go for multiples of the current public market valuation.
Nobody knows the future ("tomorrow's a mystery") but with PSSR the probabilities seem attractive, at least to me.
All that said, it is actually not my endeavor here to write about PSSR but about another opportunity that seems like a lonely trade, where one can pay backup prices for starting talent, and where the past seems unremarkable but the future potentially rewarding.
In this case, I refer to Cynergistek (ticker: CTEK), which at the current price of $4.75 has a roughly $45M market cap company and by virtue of nearly $17M in net debt outstanding, an EV of $62M. At 8x EBITDA, and with foreseeable growth in its high margin cybersecurity business, it seems like an opportunity. And as we discuss later, the filings actually show some championship style historical financial statements, but an investor would need to dig to find them, an endeavor that would require more effort than trying to find pretty much any athletic statistic at the minor league, college or CFL level.
CTEK provides two niche service - cybersecurity and managed print services - to one niche type of customer - hospitals and healthcare institutions.
About these services, in brief ...
1. Cybersecurity. This is the prize of the company. It is a consulting / staffing business, with low revenues, high margins and high cash flow. It is a service that utilizes highly skilled, trained, personable, customer service oriented folks with advanced knowledge of IT. The contact point with the customer tends to be the CIO or CTO.
2. Managed print services (MPS). This is a cash generator but an otherwise unattractive, low growth, low margin service for managing the purchases of printer supplies (toner / paper) and equipment (printers / copiers). It tends towards high and lumpy but low margin revenues (based on the timing of pass through equipment purchases). Traditionally it utilizes low skilled, personable customer service oriented folks with basic knowledge of IT. The contact with the client is the purchasing office.
... the company itself is the result of an acquisition where publicly traded pure play MPS company "Auxilio" acquired privately held cybersecurity company "Cynergistek", and then changed its name to Cynergistek.
I'll discuss more about this acquisition in a moment, but for now, here's a slide from their investor deck showing services offered. These are primarily consulting type offerings with some staffing and some MPS.
Why in brief this investment works ...
- This is primarily a services business that makes money (broadly speaking) on the bill / pay spread of a utilized employee or contractor.
- The company has access to talent though a strong military connection that helps provide a quality labor supply, which is often a constraint in services businesses. More importantly, it is a constraint for customers who cannot otherwise access this talent.
- The company also owns technology that can be utilized for remote / automated engagements, which enables some scaling.
- The risks of a cybersecurity breach means spending on it should no longer be discretionary.
- Customer spending supports growth in contracts = Grow sales. Leverage O/H. Generate cash. Pay off the debt. Value accrues to shareholders + potential multiple expansion.
- Publicly traded staffing comps trade 10-15x FORWARD EBITDA. This is trading at 8x trailing.
Why in brief this investment fails ...
- Customers don't have fat wallets. Post ACA, healthcare institutions have fragile income statements. That means long sales cycles and competition.
- A corollary to stressed financials is that it can lead to consolidation, which would shrink CTEK's market.
Since the company recently reported 4Q17 results, let's look at the present through this brief peak into the financials ...
... the contribution of the lower revenue / higher margin cybersecurity business means OpInc + EBITDA growth much faster than revenue growth. Investors who just look at topline growth are missing the picture entirely.
My view is that over time, mix shift towards faster growth / higher margin cybersecurity business justifies a higher multiple even if overall revenue growth slows. If this plays out over time, I'd say at current prices, the present really is a gift to investors.
"The Past is History" (ie a brief look at how we got here)
Going back to early 2000's, Auxilio (as this publicly traded company was previously known) was a pure play MPS business. It was managed capably under prior CEO Joe Flynn, except for the period '06-'09 when he left to pursue other opportunities and the company was incapably managed by someone else (Flynn returned in 2009).
Like everyone, Flynn has positive and negatives. One of this strengths was anticipating that the MPS business wouldn't offer enough growth or profitability for the long term so as far back as 2014, he started pursuing a cybersecurity offering.
He made two small acquisitions to implement the change: Delphiis for $2.7M in mid-2014 and RedSpin for $2.6M in early '15. His weakness however was making / integrating acquisitions. By the end of '16, the goodwill on both those deals was written down.
Then in January 2017, he cracked open his wallet to acquire Cynergistek for $34M. That acquisition cost $27M upfront, consisting of ...
$15M in cash (borrowed from a bank)
$2.8M in stock (1.2M shares valued at $2.40 / share)
and $9M seller's note
... with the potential earnout of an additional $7.5M to the two founders of Cynergistek, Michael "Mac" McMillan and Dr. Michael Mathews. (All the proceeds of the deal went to them).
At the time of the deal, core Auxilio was a $3M EBITDA company. As per deal press release: "CynergisTek generated approximately $15 million in revenues and $5.0 million of EBITDA in 2016." Thus, the acquisition was valued at 7x EBITDA fully loaded.
The two entities together offered a company with 2017 EBITDA of $3M + $5M = $8M, though by the end of this year, despite some cancelled contracts, it got pretty darn close.
Early into the acquisition, the company did a few things that had been anticipated ...
changed its name from Auxilio to Cynergistek to reflect the emphasis on CyberSecurity
moved its state domicile from NV to DE, a shareholder friendly move
... BUT financial results for 1H17 did not set the trajectory of an $8M EBITDA company.
Turns out, both the acquired company and the core company were experiencing contract churn + delays to new contracts. This Q/A b/t Jeff Bash (an investment analyst) and Paul Anthony (CFO) on the 2Q17 conference call sums up the issue ...
... the two key issues with the 1H EBITDA shortfall were ...
1. negative surprises aren't welcome in the investment world.
2. the difficulty the company could have funding the debt, with about 60% owed to a bank and 40% owed to the prior owners of Cynergistek
... then, more surprises post the deal ...
In October 2017, Flynn left, replaced by "Mac" McMillan, founder of the original Cynergistek. (Flynn went to a small private MPS business).
In March 2018, the COO of Cynergistek left, took his earnout with him, and the company refinanced the debt in order to pay off the bank and prior Cynergistek management ahead of schedule
... obviously, not everything went according to plan. It's a bit screwy and a bit weird and for investors who acquired this at the time of the acquisition, a bit frustrating. But, "the past is history" and at the end of all these changes, Michael "Mac" McMillan is like a QB that catches their own pass; he sold his company, pocketed $15M and now runs the company again along with it much larger acquirer.
It's a small sample size and not the easiest data point to find, but the filings from the acquisition show financial information for then privately held Cynergistek that perhaps indicates "major league" talent.
From 2014 to 2016, McMillan's company generated topline growth, margin expansion and strong cash flow generation ...
... that the cash on the b/s doesn't grow is simply a function of an annual "draw" by the business owners of $2M, $4M and $7M in 2014-2016. Even before the acquisitions, this business created a lot of wealth for its owners. Over the two year period, adding back the "draw" they grew BV +80% CAGR
That's where tomorrow's mystery comes in. Is it reasonable that he can continue to create value for owners today? Certainly there are reasons to consider either way.
One can blame prior management for overpaying for Cynergistek (and other acquisitions), for not doing enough due diligence to see that core and acquired contracts were at risk, that perhaps levering up in the near term might create risk.
One could argue, (as I do) that we should see more insider buying by the board and by the newly enriched management team of much more stock at current prices. (I'd also like to see more alignment of incentives towards lower DSO's for line managers and cash earnings for upper mgmt.)
But even as the company digests these changes, it has transformed into a higher value business, though its not necessarily evident right off the bat. You won't see incredible topline growth with the cybersecurity business but rather margins and cash flow generation. And to see evidence that they've done this before, you'd have to dig to find it.
For the patient investor, with the past as history, and today's valuation a gift, tomorrow's mystery does not need to be a complete thriller to experience the opportunity. It could actually be boring, and investors can still win. Just the way I like it.


text:
Ken Johnston – President
Ken is a retired educator and has been actively involved with California Historic Trails since 1974, when he was hired by Lassen National Park to develop a living history program to interpret the development of the Lassen and Nobles Trails, which are closely associated with the National Park. In 2012, he published a book titled Legendary Truths, Peter Lassen and His Gold Rush Trail in Fact and Fable.
He has been active in attending California-Nevada Chapter of OCTA Board meetings, national OCTA conventions, and trail tours and outings. He also attends Trails West meetings and outings to map and preserve the trails.
Steve Shaw – Vice President
Steve Knight – Board Member
Steve and Patty Knight live in Carson City, Nevada.Steve has a degree in Geology and his interest in historic mining and ghost towns put him on the emigrant trails. He joined OCTA in the mid 1990s and served as CA-NV Chapter President from 2006 to 2008, during which time he and Patty revitalized chapter meetings with interesting
Dave Smythe – Board Member
Dave Smythe has been interested in history of the west since his early days in Idaho. He has been a member of OCTA and the CA-NV Chapter for many years. He served as Secretary for a short time and has conducted financial reviews of the Treasurer's books. Dave holds an AA degree in Electronics from Cosumnes River College, a BA degree in Music from Chico State University, and Master Degrees in Music and School Administration from the University of Nevada. His career has spanned many years in education teaching music in Challis, Idaho for 2 years, 13 years teaching music in the Tahoe-Truckee School District and 4 years at Maytan Music Center in Reno, Nevada.
After retiring from teaching, Dave owned and operated Sierra Music Center for 17 years in Placerville, California. Other accomplishments include: 45 years as a piano tuner, started and managed the Sierra Symphony in Placerville, and founder of the Cantare Vocal Group. He is a past President and a member of Placerville Kiwanis since 1983 and served on the Tahoe Forest Hospital Board of Directors for 4 years.
Dave lives in Placerville, California with his wife Shirley, and looks forward to years of continued effort to educate and preserve the history of the mid-nineteenth century western migration.
Duane Jones – Board Member
Duane has been interested in the early expansion of the American west from a young age. In 1960, he followed the Pony Express Route from Salt Lake City, Utah to Sacramento, California celebrating its one-hundredth anniversary. During the two hundredth anniversary of the Lewis and Clark "Corps of Discovery" in 2004, he followed their journey from Fort Mandan, North Dakota to Fort Clatsop, Oregon, which included paddling fifty miles of the Upper Missouri River.
In 1998, as President of the Elko Chamber of Commerce, he worked closely with the masterminds of the California Trail Interpretive Center (Dale Porter, Paul Sawyer & Bob Pierce) in support of the project. He joined with the California Trail Heritage Alliance with a mission to enhance the experience of the California Trail and the Center. His primary specialty on the Board is grant writing for marketing and infrastructure. He has followed the California Trail from the Raft River "Parting of the Ways" to "Gravely Ford" on the Humboldt River, west of Emigrant Pass.
He recently retired after thirty-five years of ownership from Cedar Creek Clothing Co., a specialty outdoor retail store in Elko, Nevada. In 1973, he received a Bachelor of Science Degree in Business Administration from the University of Nevada, Reno and served as an Engineer Officer in the US Army. He lives in Elko, Nevada with his wife of 44 years, Delynn. He has two grown children living in Reno, Nevada
Duane, in his retirement, looks forward to many more years of participation in the stewardship of the California Emigrant Trail.
Marilyn Smith-Baranzini – Board Member
Dick Waugh – Past President
Dick Waugh was born and raised in the Oroville, CA area. He served in the U.S. Army as a military police officer. He returned to Oroville and, after attending college, became a police officer with the Oroville Police Dept. He served with the Oroville Police Dept., Butte County Sheriff's office and finished his career as the Chief of Police in Williams, CA. He retired in2006. He currently works part time as a Butte County
Phyllis Smith – Treasurer
Kathy Koester – Secretary
About 3 years ago I became interested in OCTA after learning about it at a
conference of the California Council for the Social Studies. CCSS is an organization with which I was involved for over 20 years having served the group in a variety of capacities from holding state wide offices to working on the annual conferences. As a new member of OCTA and the CA-NV chapter, I am looking forward to becoming involved with this group and participating in its many varied activities.
While I was teaching, I spent many summers viewing the Oregon Trail landmarks, visiting gold mine towns in Montana, seeing battle sites between the Plains Indians and the US Army, and seeing Revolutionary War and Civil War sites. Even though the purpose of each trip was to gain an awareness of these moments in history, it was also to have visuals to use in my American History classroom. Now that I am retired, after 40 years of teaching History to middle school students, I am
finding new avenues to explore which will continue to stoke my passion for history. OCTA and the California-Nevada chapter will provide learning opportunities in new directions.
Trail Talk Editorial Board:
Bob Evanhoe – Editor
Phyllis Smith – Assistant Editor
Dee Owens – Compositor
Jo Johnston – Proofing


text:
Here is Dress Detail For Peach Straight Short Shirt Embroidered Trouser
Dress Detail :-
Peach pure chiffon straight short shirt with fawn trouser. Shirt has been adorned with embellished neckline and border on hemline. Fawn banarsi chiffon trouser with embellished border all around the bottom. Macting dupatta finished with banarsi pipings.


text:
Grasmere and the Bluebells at White Moss Wood round
Cumbria is a large county in North West England and contains the Lake District and Lake District National Park. It is bounded to the north by the Scottish Borders, Dumfries and Galloway, to the west by the Irish Sea, to the south by Lancashire, to the south east by North Yorkshire, and to the east by County Durham and Northumberland. Cumbria is very mountainous containing every peak in England over 3,000ft above sea level with Scafell Pike being England's highest mountain at 978 m (3,209ft). Cumbria is also one of England's most outstanding areas of natural beauty attracting mountain climbers, hikers and walkers, cyclists, runners and tourists and holds a source of inspiration for artists, writers and musicians. Cumbria consists of six districts Eden, Carlisle, Allerdale, Copeland, South Lakeland and Barrow-in-Furness.
The Lake District is an area with stunning scenery located within in the County of Cumbria. Commonly known as The Lakes or Lakeland it was granted National Park status on 9th May 1951 less than a month after the first UK designated National Park, The Peak District. It is the largest of thirteen National Parks in England and Wales and the largest in the UK after the Cairngorms. The Lake District National Park itself covers an area of 885 square miles and stretches 30 miles from Ravenglass in the west to Shap in the east and 35 miles from Caldbeck in the north to Lindale in the south. Crammed with so much natural beauty the Lakes attract visitors, tourists and holiday makers from all over the world. As the name suggests there are many lakes each with their own uniqueness, amenities and activities such as lakeside walks, sailing, waterskiing, boat trips and ferries. All of the lakes except Bassenthwaite Lake are named by water, tarn or mere and are surrounded by stunning scenery and magnificent fells. There are some wonderful towns to explore such as Keswick, Windermere, Ambleside, Kendal, Hawkshead, Grasmere and Cockermouth all with a splendid mixture of shops, cafes, pubs, bars and restaurants. There are also many museums, theatres, historic homes, gardens and many easy walks for the not so energetic visitor wishing not to climb the fells. William Wordsworth the famous British poet was born in Cockermouth and later lived in Grasmere where he wrote some of his best works before moving to Rydal Mount near Ambleside for his last 37 years. Both places are open to visitors and so is Brantwood home to John Ruskin until his death. Samuel Taylor Coleridge, Robert Southey and Thomas de Quincey all followed Wordsworth to the Lake District. Arthur Ransome, author of Swallows and Amazons, also grew to love the lakes and settled in the Winster Valley near Windermere. The painters Thomas Gainsborough, JMW Turner and John Constable were early visitors to the lakes but it was John Ruskin who settled here at Brantwood on the shore of Coniston Water. Farming and especially sheep farming has been historically and still is the main industry of the Lake District. The tough Herdwick breed with their stocky build and distinctive grey coat are especially hardy for the Lakeland fells and its weather. Sheep farming has probably been here since Viking times and is an important factor both to the economy of the lakes as well as in preserving the stunning landscape which attracts visitors and hence income to the region. Walking is a big attraction in the Lake District whether strolling around the low lying lakes or climbing up into the mountainous fells whichever is undertaken the scenery is magnificent. Alfred Wainwright's famous hand written book, The Pictorial Guide to the Lake District, published in 1955 is a collection of seven books each illustrated with his unique style and charm of the 214 fells inspiring many visitors and tourists from all over the world.
Grasmere village is a very pretty and popular tourist destination. It is situated on the River Rothay which flows into Grasmere Lake from where the village takes its name. Surrounded by hills the village is overlooked from the north-west by the rocky hill of Helm Crag also known as "The Lion and the Lamb" or the "Old Lady at the Piano". These names are derived from the shape of rock formations on its summit depending on which side you view it from. To the east it is overlooked by Heron Pike and Great Rigg on the western ridge of the Fairfield horseshoe. To the south-east by Loughrigg Fell and to the west the long ridge comes down from High Raise. There are a number of walks that start from Grasmere and the village is also on the route of Alfred Wainwright's Coast to Coast Walk. Grasmere is home to Sarah Nelson's Gingerbread and the famous Grasmere Gingerbread Shop can be found at Church Cottage tucked away at the corner of St Oswald's churchyard. Church Cottage which was built in 1630 was originally the village school. William Wordsworth who described the village as "the loveliest spot that man hath ever found" lived in Grasmere for fourteen years. Dove Cottage located on the main road just outside the village was once an inn and became the home of the famous poet William Wordsworth for 8 years in 1799. He married Mary in 1802 and three of his five children were born there. Dove Cottage, the Wordsworth Museum next door and Dove Cottage Garden, which has been restore to the half wild state that William and his sister Dorothy created, are all open to the public. Wordsworth moved to Allan Bank in Grasmere village to accommodate his growing family and finally in 1813 to Rydal Mount in Rydal until his death in 1850. He is buried in St Oswald's Parish Churchyard alongside his wife Mary, daughter Dora and other family members. Next to the church is a Daffodil Garden in memory of the poet.
Grasmere Lake, one of the Lake District's smaller lakes, is both fed and drained by the River Rothay which rises close to Rough Crag above Dunmail Raise and flows through the village of Grasmere before entering the lake and then exits downstream into Rydal Water then continues south to merge with the River Brathay. The rivers then continue into the northern end of Windermere. The lake containing a single island known simply as The Island is leased by the Lowther Estate to the National Trust.
White Moss Wood is a wonderful bluebell wood situated between Grasmere Lake and Rydal Water. There are two car parks close by, on either side of the A591, one of which has public toilets.
Loughrigg Terrace is a well known level path which runs across Loughrigg Fell and provides superb views of Grasmere, Helm Crag and the Fairfield group. The dip between the hills, where the road to Keswick disappears, is known as Dunmail Raise, named after King Dunmail, the last king of the ancient Cumbrians who it is said to be buried at the summit. Just below Helm Crag is Allan Bank one of Wordsworth's homes. Just beyond the eastern end of the Terrace are some interesting caves caused by quarrying. They delve into the hillside for about 46 metres (150 feet) and are often full of water.
Loughrigg Fell, an open access area with many entrances, is easily accessible as it is surrounded by road on all sides. The fell, with a summit of 335 metres, is also surrounded by water by the rivers of Rothay and Brathay and the lakes of Grasmere, Rydal Water, Loughrigg Tarn, Elterwater and just in the distance most of Windermere.
The Walk
From the car park we turn right and head into Grasmere village to St Oswald's church. After a look round the churchyard, Wordsworth's grave and the Daffodil Garden we take the lane opposite to the right of Grasmere Garden Village. We now head forwards bearing left at a junction coming in from the right and follow Red Bank Road. The minor road eventually starts going slightly uphill. At Lee Cottage on the left which has a post box in its wall and opposite a turn to a private driveway we keep bearing left for a short way then go through a gate on the left and head downhill to Grasmere lakeside. We now turn right and follow the lakeside path until we reach a gate. We go through the gate, this is where we see the first mass of bluebells on the hillside, and head downhill to the weir at the end of the lake. We now head forwards with the weir on our right and take the path to the left to pass a wooden footbridge. We keep heading forwards to pass through a gate into White Moss Wood and a carpet of bluebells. We follow the track through the wood and when we reach a footbridge on our left we turn right following the footpath sign for Loughrigg Terrace and Rydal Water. We keep following the track through the wood and the bluebells until we come to a gate. We go through the gate and turn right uphill for a short way. The path splits and we take the higher path signposted with a blue arrow to the left and head forwards along Loughrigg Terrace. We go through a gate into the trees and immediately go through the gate on the right with a wooden plaque with an arrow and Grasmere on it. We keep following the track downhill until we come to a gate. We go through the gate and turn right onto the road heading downhill. We pass Lee Cottage with the post box in its wall and continue on the minor road retracing our steps back to Grasmere and the car park.
This is an easy walk on quiet minor road and good footpaths and tracks with only slight inclines and declines.
Elevation: Approx lowest point 58.10m (190.6ft) approx highest point 137.60m (451.44ft)
Distance and Start Point
Approx 4.75 miles allow 2-3 hours using OS Explorer Map OL7, The English Lakes South-eastern area.
Start point: Grasmere Pay and Display car park just on the right before the village.
Grasmere is in the Lake District, Cumbria.
Directions and Parking
From the A66 at Threlkeld take the B5322 on the left. At the t-junction at Legburthwaite turn left onto the A591 which runs by the side of Thirlmere. At the roundabout turn right into Grasmere and the car park is just on the right.
Parking: There are three Pay and Display car parks in Grasmere.
Toilets and Refreshments
There are public toilets in the pay and display car park on the right just before the village and also in the village near the police station. For refreshments in Grasmere there are three pubs the Red Lion, the Wordsworth Hotel and Spar and the Grasmere Hotel plus there are many cafes and other places to eat and drink. There are also plenty of shops to browse round. There are two more pubs nearby on the A591 the Swan Inn and the Daffodil Hotel and Spar. The nearest town is Ambleside.


text:
need proof?
Activision would be proud. step aside Ghosts, a new cash cow has arrived. what do you get for sacrificing an entire paycheck? a statue. because, you know, that really enhances the gaming experience.
the sad thing is gimmicks like this actually work, because hardcore XBox fanboys need the right to brag to other fanboys about how they begged their moms to pay $250 for a video game.


text:
Assisi Ashram, Aryanad, Trivandrum
Capuchin Ashram, Burnachery, Kannur
Capuchin Ashram, Thumpoly, Alappuzha
Capuchin Provincialate, Kalamassery, Kochi
Little Flower Capuchin Ashram, Anchal
Marygiri Ashram, Kudappanakunnu
Padua Capuchin Ashram, Pariyaram, Kannur
Sacred Heart Bhavan, Kozhikode
San Pio Capuchin Retreat House, Kovilthottam
Sion Capuchin Ashram, Manalikad, Thrissur
St. Antony's Friary, Tillery, Kollam
St. Bonaventure Capuchin Friary, Ponnurunni
St. Joseph's Ashram, Fort Kochi
St. Jude Church, Vazhayila, Trivandrum
St. Leopold Ashram, Perayam, Kollam
Theo Capuchin Ashram, Santhanpara, Idukki
Villapadua, Valiathura, Trivandrum
The new friary, the second one in the Diocese of Kannur, dedicated to St. Antony of Padua is named as "Padua Capuchin Ashram",is situated at Pariyaram, Kannur and was blessed by His Excellency Rt. Rev. Dr. Varghese Chakkalakal, the Bishop of Kannur, on the 24th of Jannuary 2011. The friary has a land area of around 3 acres. The house is proposed and envisioned to be a Boy's Home. The friary is situated near to the Pariyaram Medical College. The Donation made by Rev.Fr. Lino Brocchi OFM Cap. (Italy) is noteworthy, as it was constructed in remembrance of his parents. May God bless and reward his generosity.
Friary Address
Friary Mass Timings


text:
Success you can measure, that's what we do at iProspect. We drive digital performance, reaching our clients' audiences through every touch point. We're not just specialists in different types of digital marketing - we also know how to bring it together. By putting the customer at the centre, we create simple, effective strategies that connect with people across every channel - and grow business in ways they can measure. Across the globe, we make digital marketing human by bringing everything together - creating the connections brands need to stay ahead, and giving businesses a tangible advantage in today's world. We're proud to be part of the Dentsu Aegis Network, a group of agencies achieving great things in their own right, while also working brilliantly together.
They will be responsible for offering technical and implementation support in three main areas:


text:
'The Indian Ocean region has a safety label which we need to keep maintaining', says the Seychelles tourism minister
"The islands of the Indian Ocean have a safety label and it is important for us to keep working together as the Indian OceanVanilla Islands to protect it as our tourism industries expects no less from us". The Seychelles' Minister for Tourism and Culture Alain St.Ange said this while answering a series of questions from Mauritian journalists recently during his four-day visit to the neighbouring island.
Minister St.Ange was speaking to Linley Appadoo, a journalist from the Mauritius Broadcasting Corporation and Patrice Donzelot of Le Defi Media group on the second day of his visit to the island state.
He spoke about the aim of his visit to Mauritius, the Vanilla Islands Organisation's position in the world of tourism and the work being done to promote the tourism industries of the Indian Ocean region.
Minister St.Ange also added that Air Mauritius will be welcomed back to our skies if ever it decides to fly back to Seychelles.
The aim of the four-day visit was to hold talks with the deputy prime minister Xavier-Luc Duval who is also the minister for tourism, as well as for a Vanilla Islands' meeting with Pascal Viroleau, the CEO of the Organisation to discuss the cooperation and the way forward for the destinations within the organisation
"Our message is clear. Our islands are not in competition with each other but we support one another. If we work together, we can surely achieve a lot for our islands. Instead of working to attract tourists to only one destination, we market the region as one and we each get a fair share, thus the attributes of one island becomes those of the region" said the Seychelles Minister.
Minister St.Ange also spoke about the development of cruise tourism which was one of the main points discussed during his meeting with Mr Duval, the Deputy Prime Minister of Mauritius.
In regards to the air connectivity between the islands, Minister St.Ange said there is a need to work so as to increase it.
"When tourists travel to the other tourism regions such as the Caribbean, they say they are going to the Carribean islands, but when they travel to the Indian Ocean, travellers tend to say they are going to Mauritius or Seychelles or any other islands.
So we need to work together to put our region in the forefront and to market the Vanilla Islands as one region.


text:
Achieving Independence Center (AIC)
The Achieving Independence Center (AIC) gives the following descriptive information:
The Achieving Independence Center exists to provide a safe communal space where youth in dependent care can be connected, educated, and empowered as they strive toward attaining and maintaining independence.
The AIC is dedicated to providing support and real life tools for youth who want to make an investment in their future. Youth work with AIC Coaches to create a customized service plan that will help them to achieve their goals related to: completing high school/GED, enrolling in college/vocational school, computer literacy, employment/career planning, housing, permanency and personal development.
See Also
- Valley Youth House[[Category:Issue-Housing]]
- Does-Employment Counseling (29)
- Does-Information and Referral (82)
- Is-Advocacy Organization (443)
- Is-Government Agency (61)
- Is-Social Service (141)
- Issue-College Preparedness (36)
- Issue-Youth Development (67)
- Serves-Children and Youth (81)
- Serves-Homeless Youth (11)
- Serves-Out Of School Youth (15)
- Serves-Youth (89)


text:
Students seeking summer or articling positions at BLG Vancouver must submit an application through the
viLaw Portal.
A complete application must include:
All applications are acknowledged upon receipt. We receive and review applications and interview candidates in accordance with the guidelines and rules established by the Vancouver Bar Association and the Law Society of British Columbia.
Refer to the VBA guidelines for application deadlines.
We conduct on-campus interviews with second-year students in Victoria, Vancouver, Calgary or Edmonton and Toronto — contact your law school for dates.
We will contact students selected for in-Firm interviews according to VBA guidelines.
We have filled all 2019 2L summer positions.
We typically hire 10 law students in their second year for summer articling positions. The hiring process for summer student positions is conducted in accordance with the Vancouver Bar Association Guidelines and takes place in the Fall of each year.
For 2020 summer student positions, we invite Canadian law students to contact their law school career offices for further information.
We have currently filled all articling positions for the 2019/2020 year.
We will be accepting applications for the 2020/2021 articling term in accordance with the Vancouver Bar Association (VBA) timelines and guidelines. Applications, including a cover letter, resume, and law school and undergraduate transcripts, must be submitted through the viLaw Portal prior to the application deadline set by the VBA. The Portal will accessible for you to submit your application by June 2019 and will remain open until the end of that month. Please note that due to the volume of applications we receive, we only accept applications through the Portal and cannot accept applications via email, fax, or mail.
For questions about articling opportunities at BLG Vancouver, we invite you to contact our Manager, Professional Recruiting, Lisa Carlson.
For more information about the VBA process,
we invite you to visit the VBA's website.
Make your application and interview stand out:
Visit your law school career development office for more preparation advice.


text:
1962 to 1989
Cold War and capacity bottlenecks
After aircraft construction ceased, the Nationale Volksarmee (the East German Army) took over the airfield in 1962 and the aircraft factory became the Dresden Aircraft Repair Works where military aircraft were maintained. Meanwhile Deutsche Lufthansa der DDR, later renamed INTERFLUG, continued to operate domestic flights, and was now able to handle passengers directly at the airport.
On 3 May 1967 the first international flight route was launched. Over the next few decades this connection between Dresden and Budapest would go on to become Dresden Airport's most popular route. Dresden also took on an important role as the airport to which flights to and from East Germany's main airport, Berlin Schönefeld, diverted in poor weather. Every now and then the additional traffic took Dresden Airport close to the limits of its capabilities.
Dresden's development as a military airport - a rear echelon unit had been stationed here since 1963 - took place amidst the conflict of interests between the air force, the aircraft repair works and civil air traffic. While domestic air traffic dwindled and was finally discontinued in 1980, the international network was beginning to expand. By the late 1970s Dresden was offering scheduled flights to Budapest, Moscow, Leningrad, Sofia, Varna, Burgas, Tatry and other destinations, bringing the holiday destinations popular with East Germans within easy reach. In addition, Dresden Airport was enjoying brisk charter traffic, including from countries in Western Europe - albeit only for their citizens.
With the steadily increasing volume of traffic - a seven-fold increase from around 54,000 passengers in 1962 to nearly 390,000 in 1985 - the airport was almost constantly operating at the edge of its capacity. A complete rebuild was called for, and on 31 October 1989, just before the fall of the Berlin Wall, the airport re-opened after a months-long closure.
1989 to 2000: Passenger numbers multiply, airport undergoes comprehensive modernisation


text:
About Us
American Rafting is owned and operated by Beyond Limits Adventures. Beyond Limits Adventures, Inc. is a professional corporation licensed by the State of California and a member of America Outdoors Association . Founded in 1980, Beyond Limits is one of the original outfitters to conduct commercial rafting trips on the American and Yuba Rivers in California.


text:
At 9:30pm on the evening of August 31 (two days after my due date), I started having regular contractions. They weren't bothering me much but I started timing them just to get an idea of how far apart they were – since this was my second baby, my doctor had advised me to go in if they reached 7 minutes apart so that we could make sure I got two doses of antibiotics for Group B Strep prior to birth. The entire week prior to this, I had several nights where I woke up to contractions that got gradually closer together before petering out at about 8 minutes apart, so I had no real reason to believe these would be different. However, they were different – these contractions steadily got closer together over a couple of hours. I hung out on the exercise ball to help them along and around midnight they were moving right along at 6 minutes apart. I made sure they were consistent for a good hour before I called Labor & Delivery. I wasn't sure I was in labor – the contractions didn't seem bad enough to be real labor – but you never know, right?
David and I packed up our stuff and headed to Kaiser so that I could get checked out.
I was put into an observation room and hooked up to some monitors at about 1:30am (coincidentally, it was Labor Day). After a bit over an hour, a midwife came in to check on my dilation. I was only at 1.5cm (same as I had been on the previous Friday) and she didn't think my labor had really started, but she felt fairly sure it was close to starting. Not only that, but the baby's heart rate had decelerated a number of times so she wanted to keep me there for more monitoring. So we sat tight and she came and checked back in around 3am. My contractions were 4-5 minutes apart at that point, so we decided I should go ahead and get admitted.
The baby's heart rate was fine by 7am and the contractions continued at the same rate. At 12pm, we decided to start on pitocin since I still wasn't in active labor; we figured that my body just needed a little nudge in the right direction. I had a lot of reservations about pitocin because my labor with Jack had been long and hard, but the midwife assured me that we would go slow with the pitocin and we could turn it down or off if needed.
My contractions certainly intensified on the pitocin. I spent time going between the exercise ball and walking laps with David around the maternity ward.
By 5pm, I had still only progressed to 3.5cm, although the baby's head had moved lower into my pelvis. I kept doing my thing and trying to move a lot with contractions. The pitocin was slowly turned up every so often and every 4 hours I also received a dose of Penicillin for the Group B Strep (sidenote: the antibiotics had me in more pain where it was going into the IV than my contractions – OUCH!!!).
Around 7pm I put on my headphones and cranked some music (Lana del Rey!) to help me through the steadily intensifying contractions. I started needing David's help to get through them but I still felt like the labor was manageable without any medication. David made a comment about how nice all of the nurses and midwives were…
Then there was a shift change at about 9pm…
A midwife named Doris came into the room and outlined her plan for our birth. She immediately started saying that my contractions weren't productive, that she was concerned about the decels in the baby's heart rate (which hadn't occurred for hours by that point), and telling us that I was going to get too tired to birth the baby if things didn't happen more quickly. There was talk of epidurals (was I SURE I didn't want one??) and a c-section if I got too tired to push. The more she talked, the more agitated I got, especially after she said something about how if we followed her plan she GUARANTEED the baby would be born by morning.
Doris was a full on medwife. UGH.
After making her initial rounds, she sent our nurse in and instead of increasing the pitocin just a bit as we had been doing, she CRANKED it according to Doris' instructions. Within 30 minutes I was doubling over with every contraction and sobbing hysterically from the pain. The contractions were maybe coming a minute apart and I had no time to recover between them. I was a shaking, crying mess, and I held onto David for dear life. I felt like I wanted to die.
Doris came back in the room and checked me, said that I still wasn't at 4cm, asked if I wanted anything for the pain (which I rated at 8-9), and then sent the nurse back in to turn the pitocin up AGAIN. It had been about an hour since it had been cranked up and I was not coping well. Thankfully David stepped in and had the nurse turn the pitocin down a bunch to see if we could slow things down and give me a break. It took a bit of time but the contractions slowed just enough for my sobs to quiet and I was able to get a few breaths in.
Doris came back in at some point and I started crying again and silently wishing harm on her person. As soon as she left, I decided two things – I would go ahead and get an epidural, and I didn't want Doris anywhere near me for the rest of my labor. David called for the epidural and I begged the nurse to keep Doris away from me and instead send in a doctor.
The epidural was placed right around 12am, in between contractions. It was pretty quick and painless and the numbing started immediately. I still had incredible pain in my tailbone (which I am 99.9% sure I broke when giving birth to Jack), and the anesthesiologist said that the epidural wouldn't touch that, unfortunately – I just had to get through it. 🙁
The doctor came in to check my progress then. Right as she was saying, "This is probably going to break your bag of waters," there was a splash. The staff scrambled to change the padding underneath me and I said that I felt like I was going to poop. The doctor looked down, said it was the baby's head I was actually feeling, and announced to the team that the baby was coming! The staff kicked it into high gear, but the baby wouldn't wait – his head slid right out, then his shoulders slowed him just enough for the doctor to get in position before he SHOT OUT like a football. I didn't even get a single push in!
Desmond Eric was born to a room full of chuckling people at 9/2 at 12:43am. He didn't cry – instead, he looked around and squeaked a bit every now and then. He was 7 lbs, 1 oz, and measured 19″ with a tuft of blonde hair.
We are totally in love.


text:
Read the band bios and listen to the demos we have here on the site. If you want to hear more, contact us, and we can e-mail or snail mail you some more band samples, either as mp3 files or on CD. We can even let you know whether our bands are out playing live, so you can check them out personally. We're also more than happy to answer any questions you might have. If you're uncertain about which band is the perfect fit, we can probably help you narrow down your selection.
What's involved?
In order to book a band, we require a signed contract with a 50% deposit check. Information we need to process the contract includes the event date, location, duration of booking, approximate start and end time, along with all your personal contact information (names, e-mail address, snail mail address, phone #s). It's important to get the contract signed and returned ASAP, as most of these bands book up many months in advance, especially on weekends or busy summer months.
Once the contract is signed and returned, you can relax until your event is about a month away. At that point, we'll reconnect with you to solidify all the details of the event. Of course, we're more than happy to be in contact with you anytime, to deal with any questions or concerns that come up.
What on site requirements will the bands have?
It varies from band to band, but the basic requirement is easy electrical access in close proximity to the performance area, along with chairs. We also ask that meals and beverages be included with most bookings, particularly the longer ones. We'll want to make a personal connection with the on-site venue coordinator as well, in order to discuss all the pertinent details of set-up and tear-down, along with any potential limitations the site may have in terms of band volume and performance space.
Can bands play mellow music for cocktail hour and / or dinner, and then get louder for dancing later?
Yes! Most of our bands can easily vary their dynamic level and repertoire selections to suit the vibe of your party, be it unobtrusive background music or front-and-center performance.
Is the sound system included with the bands?
Yes, the price quote we give you will always include the set-up of an amplification system.
Can we use the band's P.A. system for announcements and toasts?
In most cases, yes.
What about events that are outside the Portland Metro area?
Most of our bands are happy to commute, although we'll need to add a mileage fee for gas expense and drive time. Please let us know upfront the location of your event, and we can include the appropriate travel fees with our initial price quote.
There are a ton of agents out there. Why should I use the House of Cards?
The House of Cards is different from other agencies in that it is run by Jen Bernard and Pete Krebs, two of Portland's best known working musicians, who have decades of direct experience at all levels of the music business. They understand firsthand every element that needs to come together in order for a booking to be successful.
The House of Cards has a carefully selected band roster which is hand-picked from within our musical community. We have a personal connection with each and every band we represent. Our artists are hardworking, professional players who are musically innovative and whose artistry, integrity and professionalism we can vouch for completely.
We feel confident that in choosing the House of Cards to provide music for your event, you'll receive not just personalized, intelligent service and a hassle-free experience, but also a perfect musical match for your party.
I want music for the ceremony AND the reception. Do any of your groups provide both?
Absolutely, yes. Most of our groups can play for ceremonies as well. We can also do a combined booking of the Ariel Consort for ceremony music, followed by a band of your choice for reception music. Many of our bands' musicians are Classical musicians as well.
I'm ready to book. What do I do?
Call or e-mail us, and we'll guide you through the process, answering any questions you have along the way to ensure a great experience for you.


text:
For Ohio University's School of Media Arts & Studies, students work on enhancing their skills in a variety of platforms, music, video, and multimedia. In recent years it has something new to boast about… it houses its own record label, Brick City Records. Zachary Crandall, head of A&R and Artist Development for the label, spoke about where the agency has been and where it plans to go in the future.
Crandall explained that when Brick City Records began a few years ago, it was a student organization with a "mission of putting out great music". This included working directly with each artist with services including recording, promotion, distribution and publicity.
In the 2016 Fall semester, Brick City Records became a capstone class in addition to being a student organization. Professor Josh Antonuccio suggested the idea to Crandall, who thought it would be a great opportunity for MPRI students and increase interest in the organization. Antonuccio, along with professor Eddie Ashworth, became the faculty advisors for the capstone.
By joining with the capstone class, students could gain access to high-end recording and producing facilities while further validating the organization as a record label. The capstone class is working towards rebranding the organization. Crandall says this will be in hopes of "appealing to a wider and more diverse music scene that spans far beyond the Athens city limits".
Crandall went on to describe a record label as having two sides: business and creative. As a Bricky City Record Director, Crandall explains he is the connection between these two worlds, meaning his job is to oversee the process artists go through.
"[I evaluate] production value, quality, and creativity of anything associated with the artist. I sit in on recording sessions and provide art direction and creative concepts," he says.
At times, he has the closest relationship with the talent, which makes him somewhat of a "liaison between the artist and the label". Throughout the year, he also works with the business departments marketing, promotions and publicity, to make sure the creative side is being communicated equally.
Brick City is starting to work with musicians now. Their recently announced roster of talent includes: Clubhouse, Sarah Skinner, Personal Public and Croix. On April 20, Brick City will be hosting a showcase, featuring artists represented by the label at The Union.
"We're not just spending a few hours on a song so we can show a relative over break what we actually do at college," Crandall said. "We're focused on making great records and generating attention for both Brick City Records and the students at Ohio University School of Media Arts & Studies."
Crandall will be graduating at the end of the school year. Though he will be retiring from his role with Brick City Records, he plans on going after his "dream jobs" or careers that will put him on the path of where he eventually would like to be. He envisions working at a major or independent label, or a talent agency doing artist management and development work.
"It's such an exciting thought that I'll have the chance to use all of the things I have learned the past four years both in and out of school. I am also looking forward to representing Ohio University wherever I go in the field," Crandall said.
Crandall shares that a lot of his post-grad goals have come from working with Brick City Records. The capstone has shown him that even after putting countless hours of work into the label, he still loves every second of it. Students interested in getting involved can check out their website at brickcityrec.com or follow their social media and SoundCloud @brickcityrec.
Original article via Fangle Magazine
View More >


text:
2009 comebacks: Cheap food
I've always been a fan of cheap meals that I can easily make at home, such as spaghetti and casseroles. Why? Because I'm cheap, and they're tasty and easy to make.
With the recession unfortunately still around and unemployment rising, finding ways to cut costs and make less expensive meals at home are some of the easiest ways to save money. I have a friend who refuses to go to an Italian restaurant because he figures he can make any pasta sauce just as well at home, and spaghetti is one of the cheapest ingredients around.
You don't have to be starving in college anymore to eat these meals.
Other cheap meals making a comeback are ramen noodles (my favorite being Top Ramen and the meal it provided for a quarter) and Spam, If you want to get fancy with ramen noodles, there are even recipes for salmon ramen with fresh vegetables, Top Ramen on spinach salad, and Top Ramen pizza. I was happy with butter and Parmesan.
While casseroles have probably been popular in every decade since the oven was invented, in the 1970s they experienced a renaissance during the difficult economy as Americans looked for ways to lower meal costs. They came to popularity during the Depression.
The tuna noodle casserole was popular, requiring only a can of soup, tuna and peas mixed in a casserole dish. Here's a tuna casserole recipe that has a little more to it, with potato chips optional. But the words "tuna casserole" eventually led to disdain for the casserole as cooks sought fresher ingredients. But now with more people cooking at home, they're making a comeback as a way to quickly put together dinner, put in the oven and relax.
Spaghetti is easier, requiring as little as sauce from a jar and boiling water for 10 minutes. There's a reason why spaghetti fundraisers are common -- they're cheap. And if you want to spend a few hours cooking with fresh tomatoes and other ingredients, then there's nothing better than homemade spaghetti sauce. I have an awesome family recipe for spaghetti sauce, and there's almost always some of it in our freezer. You never know when you won't have anything in the pantry for dinner, or no money in your wallet, and need a quick, tasty meal.
Aaron Crowe is an unemployed journalist in the San Francisco Bay Area. Read about his job search at www.talesofanunemployeddad.blogspot.com


text:
Our Story
Family, Friends, Food.These are the three things we value at FINS Grill and Icehouse.
Established in 2005 FINS has become a family favorite for visitors traveling to Port Aransas. The vision behind FINS is to provide families with a fun place to eat on the water while also serving some of the freshest seafood on the island. Our menu consists of fresh seafood from the Gulf of Mexico, 100% Angus beef burgers, and specials that are crested to satisfy all tastes and palates.
Why FINS Is A Must
For The Kids
We have a kid friendly menu selection, an under sea mural of fish and local boats, and the opportunity to see real life pirates as they disembark on the mighty Red Dragon that is parked behind FINS.
For The Adults
We have an amazing full bar that is constantly serving some of the best drinks on the island as well as a Palapa waiting area where you can listen to live music in the evenings.
All these factors come together in creating the atmosphere the owners envisioned in 2005, and the great food keeps customers coming back as they eat at one of Port Aransas' must stop places to eat FINS Grill and Icehouse.


text:
Ben Contreras
THE presidential debate this coming Feb. 21, 2016 is crucial for all respective candidates. Of the five more serious contenders, one is still facing disqualification, and her fate hangs in the balance.
Until this disqualification case is resolved, we can't blame any candidate if they shun the debate. But whether or not, it is still best to participate if only to show one's mettle, and what one is made of.
There is one concern, however. And that is the venue of the first presidential debate. Observers noted that the venue could be a hostile territory for those not favored by the owner of the venue. For this reason, the camps of other candidates are doing their best to have the venue changed, albeit too late, or so it seems.
The owner of Capitol University is a known friend of presidential candidate Mar Roxas. Whenever Mar is here in the city, he sleeps in the family's house. Roxas is even rumored to have greatly helped the family in their problem with a government bureau. As such, many fear that the venue would be jampacked with their students, supporters or not, and deprive the others of their due spots.
Having known the owners of CU as decent people, I am confident nothing of this sort would happen. But then, if ever, we cannot also discount the possibility of what angry people may do in response to any devious scheme. When passion runs high, anything goes. That's Philippine politics.
The Comelec has a responsibility to see to it that every candidate is accorded due respect and fairness, and that the debate would go as orderly as possible.
- •
It's now or never, so they say. Mindanao should not allow this chance to slip away because there won't be another Digong in the next decades or century.
Not many know it that Digong really didn't want to run. He was not just being coy about it. He was afraid because he has no money and no machinery. But the federalists saw in him the fulfillment of a federal form of government, a system Digong himself has been espousing.
So much has been said of him, the good and the bad. So much has been written about him, the truth and the lies. But those who have faith in him have come together, transcending political colors at the local levels, willing to sacrifice their time, money and effort to realize a dream long denied of the Mindanaoans. They are all putting their stakes on Digong.
As federalist and former mayor Reuben R. Canoy writes:
"As we go to the polls on May 9, 2016 to choose our next president, we need to ask:
"Who among the candidates has the experience, the wisdom, the temperament, the political will and the guts to solve the problems that beset us?
"Who will send corrupt officials to jail?
"Who will punish the rapists, kidnappers, carjackers, robbers and killers?
"Who will run after the big time smugglers, gambling lords and drug lords?
"Who will negotiate peace with the Moro and communist rebels?
"Who will keep our country safe from terrorists?
"Who will defend our territory, uphold the Constitution and enforce our laws?"
Digong is the answer!
Let's make history in 2016!


text:
Water Repair Company Tampa damage restoration establishment that has been serving FL for more than 35 years. We offer water damage, inundation damage, mold damage and fire and smoke damage services in Tampa and near areas. Our repair professionals are practiced and experienced in water damage remediation services. They are trained and have qualifications through IICRC which is a non-profit organization dealing with certifications and setting excellence standards for damage renovation establishments in the U.S.
Whenever you hire our employees for your water damage correcting demands you choose much more than only a name, you select the most suggested corporation in the industry that hundreds of families and corporations rely on for their efficient and affordable home restoration requirements in Florida. Were a nearby firm with a team of professional specialists that live up to demanding standards offered through the top verifying specialists for water damage solutions.
For more information about our services,contact us at (813)574 4797


text:
Each youth is precious; we must eliminate obstacles to equal opportunities in their pursuit of employment.
Emine Sabancı Kamışlı, Esas Sosyal Chairwoman of Board of Trustees
As of 2018 31% of Turkey's university graduates are currently unemployed. They are more likely to remain unemployed for 6 months or longer compared to primary and high school graduates. If they graduate from one of the many 'second tier' state universities, they are even less likely to be employed.
Keeping in mind the '21st Century Skills' framework, the "First Chance" (İlk Fırsat in Turkish) program was designed to increase employability of youth by:More Information
First Chance has great impact as a multi dimensional project.
Bülent Belin TEGV Field Support Manager
Working in NGOs by means of First Chance empowers young people.
Uğur Gülderer Genç Hayat Foundation General Manager
First Chance raises social awareness of youth.
Zeynep Arslan Support To Life Human Resources Manager
Working in an NGO presents great opportunities for networking.
Beyza İlhan TEMA Foundation Deputy Head of Human Resources Department
Working in an NGO strengthens social skills of young people.
Nazan İlter Tarakçı Community Volunteers Foundation Head of Finance and Administration
First Chance is a great, out of the box program!
Pelin Kabalak Darüşşafaka Society Secretary General
NGOs and First Chance, together reveal potential of youth.
Kübra Avtepe TEV Human Resources Manager
Please enter your email to subscribe to Esas Sosyal's quarterly e-bulletin


text:
Tycoons Buy In to New Virtual Banks
Actual banking has hit the virtual world one of them, at least.
Entropia Universe this week made $400,000 in real cash on the sale of five banking licenses. The licenses will allow their owners to lend cash to the community's participants for the virtual purchase of anything from game-fighting weapons to real estate.
In the world of Entropia, status and wealth are built via the accumulation of sought after weapons or properties. Users can use these acquisitions to slay dragons, squash monsters or just purchase real estate.
The market for these virtual goods is so fierce that electronic sweatshops emerged years ago in developing countries. Workers in Asia or Eastern Europe would toil away at their computers for 12 hours a day and sell accumulated goods over the Internet for thousands. Online auction sites like eBay and Yahoo! Auctions announced an initial crack down on such sales in 2001, though eBay again banned the practice in January and made an exception for a rival game, Second Life, because it is not technically a game, according to eBay. Linden Lab's Second Life trades "Linden dollars," among its residents, which can be exchanged for U.S. currency.
Now, the virtual world's citizens have turned to more legitimate money-making pursuits. One of the banking licenses was purchased for $90,000 by Jon "NeverDie" Jacobs, an Entropia nightclub owner and one of the world's most well known players. Jacobs and his other banking rivals must pony up an additional $100,000 as seed money.
The other tycoons include avatars Janus JD D'Arcwire, representing an undisclosed real life bank, who paid $59,060; avatar Yuri iNTellect, representing Russian Internet payment provider MONETA.ru, by Efremov, who paid $99,900;,Second Lifeceleb Anshe Chung, who paid 60,000; and an anonymous entrepreneur using the avatar name "Jolana Kitty Brice," who paid $95,000.
The banking licenses are perpetual; after two years, Entropia representatives said they might add more licenses.
But while goods in the real world might depreciate in value when they are re-sold, used goods in Entropia generally increase in value as they are passed on, Jacobs said. This means participants are hesitant to part with their acquisitions, knowing they'll have to pay an inflated price if they ever want to recover them. Virtual banks, therefore, provide funds for players who need money to grow their holdings but don't want to sell their belongings to fund those ventures.
To acquire his banking license, however, Jacobs sold off expensive virtual belongings like spaceships and guns. Jacobs held on to Club NeverDie, a nightclub he runs on an asteroid in the world of Entropia. He re-financed his real home in Miami to purchase the asteroid in 2005 for $100,000, and the club alone now brings in about $200,000 a year, he said. On Monday, for example, he earned $775.
Club NeverDie earns its money from patrons who pay Jacobs a fee to hunt on the club's grounds. Jacobs said he invested a lot of money to create intriguing characters and monsters that Entropia denizens would find entertaining to hunt. He also spent $10,000 to purchase an egg that is supposed to "change the world," he said. No one actually knows what is inside the egg or when its contents will emerge, but it sits patiently on display at Club NeverDie.
Just getting to Club NeverDie is an expense, as users must fork over $2.50 to hitch a ride on a spaceship to Jacobs' asteroid. Jacobs currently owns several spaceship docking stations on his asteroid and will eventually charge a fee for the use of that space, he said.
Despite his success online, Jacobs is not looking to parlay his Entropia success into real-world business deals. "I am much more suited for the virtual world," Jacobs said. "I'm just a gamer."
In fact he charts his monetary success with the help of two handwritten ledgers and has little patience with software programs. He bought Quicken three times to organize his finances and never used it, he said.
Jacobs was introduced to gaming in 1980 with the game Wizardry, which was played on an Apple IIe. In the 1990's, he turned to games like Everquest, but they were very time consuming and ultimately unprofitable. "People called it Evercrack or Divorce in a Box," Jacobs said.
There needed to be a balance and Entropia Universe "met that balance with cash," Jacobs said. "Real cash and a massive, multi-player community go hand in hand."
What does this mean for the average computer user looking for a little Entropia escapism? Players without any start-up capital can earn 20 cents an hour collecting the sweat off monsters' backs, which they can sell in Entropia for inflated prices, Jacobs said. Collect sweat for 40 hours and that's $8.00 you can use to start your empire, he said. Once players have amassed $100, they have the option of transferring that money to a bank in the real world.
For another perspective on virtual reality, check out Appscout's interview with the CEO of Red Light Center and the world of "virtual drugs."
Editor's Note: This story has been corrected to state the actual term of the Entropia banking licenses.


text:
Windows 10
I can understand that a USER has it's own "account" and desktop. But why does ADMIN not be able to see or have what was installed in the GUEST? Example: I installed Adobe Premiere in the GUEST (and pass it with ADMIN password). Now, I go to ADMIN desktop, Adobe isn't in there?
"ADMIN", to me, means full control and full access. ADMIN control what "GUEST" can see or allow or do in the GUEST interface. I shouldn't have to install same program "twice" in both desktop?
Yes, I am still very new to Win10. I thought when installing a software, Windows automatically puts a new icon in the desktop, but doesn't? Or, if I want to have a YouTube icon, I have to search for it (and sometime have to PAY for it?), download, then it's there?
Someday, I will buy a Win10 book, but ADMIN/GUEST should be something basic?