South Whiteness Fibre
South Whiteness
Shetland community is region's top spot for full fibre broadband take-up
Tiny peninsula tops the chart for full fibre take up
South Whiteness is a small community of homes dotted along an idyllic three mile peninsula, a few miles north-west of the Shetland capital Lerwick. With a local school and facilities in Whiteness village, and stunning views across Stromness Voe and Whiteness Voe, it's hardly surprising that it has attracted a range of residents keen to call it home.
One aspect of life was trickier for those living there - and that was broadband connectivity. With historic speeds of around 1Mbps download, using mainstream internet for day to day family or business activities was a struggle.
So it was a huge relief when near the start of lockdown, the Digital Scotland project laid a fibre optic cable, bringing with it an opportunity for gigabit technology. Local residents who include young families, business folk, teachers and public service workers have jumped at the chance to order. More than 75% of local homes on the Shetland West service have taken it, currently the highest percentage of full fibre take up in the region.
The difference is like night and day. I'd say this is the most significant infrastructure investment for our community since the peninsula had water upgraded.
Catherine Hughson, Councillor, Shetland West
A few of the locals who are now taking advantage of full fibre connectivity
Councillor Catherine Hughson
Catherine Hughson and her grand-daughter Florrie are pictured here with local Openreach engineer Jack Scobie. He's been a very welcome visitor to the area, socially distanced throughout the pandemic restrictions, connecting local homes to the new broadband services.
For Shetland West Councillor Catherine, who has lived in South Whiteness since 1974, better broadband for all island communities is an important issue for economic and social connectivity.
Its arrival locally has made a huge difference personally. Previously, it was frustrating trying to take part in virtual Council meetings effectively, or downloading the wide range of information she receives. She's been grateful to have the new service during COVID-19 restrictions. As Executive Officer with Voluntary Action Shetland, it helped connect her with all the groups and volunteers as the community organised its response to the lockdown.
"Good broadband is vital in keeping people connected, and has allowed our community to keep working and studying from home. I've seen this first hand during the pandemic, including for my grand-daughter Florrie, who can now properly use online education platform 'Glow'. It's vital we continue to do all we can to find solutions for all rural homes and businesses," she said.
The Smith family in South Whiteness are the perfect advert for anyone thinking about making a life in Shetland. Indeed, having swapped the beaches north of Auckland for the peninsula in 2011, they feature on Shetland.org to help encourage others thinking of a future here.
Shetlander Ross Smith met his wife-to-be be Bronwyn in Scotland, and they moved to her native New Zealand, where Ross took up an opportunity to study Physiotherapy. After over five happy years there, the couple decided the future for their young family lay in Shetland.
Spotting a gap in the Shetland market, they successfully set up Injury Shetland. With a business, four children and Bronwyn's additional work in teaching, the arrival of fibre broadband is a big deal.
While the practice itself is based in Lerwick, as everyone who runs a business knows, there are a lot of tasks which fall outwith working hours. The new services have brought the busy family flexibility, particularly in the current climate - where working and schooling from home, as well as keeping in touch with colleagues, clients, friends and family is so important.
Local services champion welcomes full fibre broadband
Shetland born Harold Massie, who is a retired radio and telecommunications engineer, settled in beautiful South Whiteness when he built a new house here seven years ago.
Harold is well known in the local community as a patient representative, and as former Chairman, of the NHS Public Partnership Forum. The Partnership is credited with bringing together patients, GPs, staff and management at the Lerwick Health Centre and across wider NHS Shetland to revamp the patient appointment system.
With his interest in telecoms, Harold spearheaded an investigation into a radio link network for the community in 2015, but he now has a high speed package with download speeds of up to 100Mbps. It's a far cry from the sub 1Mbps copper service he initially had, although more recently he had upped his speed using a 4G antenna at his home.
In addition to allowing him to stay in touch with his family in Canada and York, during the pandemic he has also managed social media accounts for the Shetland Public Engagement Network and Sound Dance Club.
Find out more about full fibre broadband
South Whiteness has 'Fibre to the Premises' technology. It's also known as Ultrafast Full Fibre broadband. It's the fastest, most reliable broadband as it runs on a pure fibre optic cable right to the home or business.
Fibre to the Premises
What's next for broadband roll-out?
South Whiteness' fibre has been delivered by the Digital Scotland Superfast Broadband project. If you don't have superfast speeds yet don't worry. The Scottish Government's £600m Reaching 100% project is starting in the region soon.
Find out more on Scotland Superfast
If the South Whiteness story has inspired you, find out how we can help you in the Highlands and Islands.
We're better connected than ever before. Find out about our £146m fibre roll-out programme.
Broadband and digital infrastructure
Highlands and Islands businesses and organisations can access specialist digital advice online.
Where Scotland meets Scandinavia and the North Sea meets the Atlantic Ocean. Island life in perfect balance.
The tiny island packing an ultrafast social and economic punch
Grimsay


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Home > Executive Remuneration and Appointment Procedure
Status and Details
Associated Information
Historic Versions
Executive Remuneration and Appointment Procedure
Section 1 - Purpose
Objectives of Performance Based Remuneration
Section 2 - Glossary
Section 3 - Policy
Section 4 - Procedures
Part A - Roles and Responsibilities
Vice-Chancellor's Leadership Team Members
Succession Planning Committee of Council
Executive Director, Human Resources
Part B - Appointment of Executive and Senior Managers
Renewal or Non-Renewal of an Appointment
Part C - Assessment of Probation
Part D - Performance Management
Annual Performance Planning
Annual Performance Review
Performance Improvement Plan
Part E - Remuneration
Annual Remuneration
Remuneration on Appointment
Remuneration Progression to the Mid-Point of a Level
Bonus Payments for Outstanding Performance
Attraction/Retention Allowances
Part F - Reviews of Remuneration Progressions Decisions
Part G - Flexible Salary Packaging
Part H - Superannuation
Part I - Resignation or Retirement
Section 5 - Guidelines
This is the current version of this document. You can provide feedback on this policy to the document author - refer to the Status and Details on the document's navigation bar.
(1) Through performance based remuneration (PBR) and performance management, Charles Sturt University (the University) aims to promote strong linkages between the University Strategy, performance management and remuneration.
(2) The objectives of PBR and performance management are to:
improve organisational performance and capability by improving individual performance and capability;
provide the capacity to recognise and reward high performance or manage unsatisfactory performance;
establish clear linkages between the University Strategy , performance agreements and remuneration;
promote greater supervisor involvement in the remuneration and objective setting process; and
support the development of a performance based culture at Charles Sturt University (the University).
(3) This Procedure applies to executive and senior managers employed at remuneration levels 5, 4, 3, 2, 1 and above.
(4) Nil.
(5) This Procedure supports the Executive Remuneration and Appointment Policy and applies to both executive and senior managers of the University (also called 'employees' in this Procedure), except where specific reference is made to only one of these employee categories.
(6) Probation and performance management require the employee and the supervisor to share responsibility for the planning and review of performance objectives and professional development. To this end, the employee actively participates in the setting of performance objectives and professional development activities, consistent with his/her accountability statement and the priorities of the University.
(7) The supervisor is the officer to whom the employee directly reports. In addition to being responsible for initiating and maintaining the remuneration review process, the supervisor:
in conjunction with the employee, sets performance objectives and professional development activities;
reviews and rates the performance of the employee in relation to accountabilities, performance objectives and the University<'s key objectives; and
makes a recommendation to the Vice-Chancellor's Leadership Team member responsible for the portfolio on remuneration progression or non-progression, payment or non-payment of a performance bonus to the employee, retention or non-retention of a loading, confirmation or termination of a probationary appointment, and/or the renewal or non-renewal of a fixed-term appointment.
(8) The Vice-Chancellor's Leadership Team comprises the Vice-Chancellor, Deputy Vice-Chancellors, Chief Financial Officer and Executive Director, Human Resources. Under this procedure each member of the SEC has responsibilities in relation to employees within their portfolio areas.
(9) The SEC member's role in relation to performance based remuneration for employees within their portfolio is to:
consider advice from executive managers on the performance of organisational areas;
consider recommendations from supervisors on remuneration progression and performance bonus payments;
recommend to the Vice-Chancellor an appropriate percentage for remuneration progression and performance bonus payments for eligible managers; and
review decisions regarding remuneration progression as necessary. (See Part F in this Procedure.)
(10) The Vice-Chancellor's Leadership Team member normally meets with the Vice-Chancellor and the Executive Director, Human Resources in June each year to consider remuneration progression and performance bonus recommendations for employees within their portfolio taking into account:
the executive or senior manager's achievements in the preceding 12 month review period;
University achievements in the preceding 12 months; and
parity across all executive and senior managers.
(11) The Vice-Chancellor is responsible for:
considering recommendations from the supervisor and the Vice-Chancellor's Leadership Team member;
varying performance ratings if considered necessary;
determining the payment and amount of remuneration progression and/or a performance bonus for eligible executive and senior managers;
determining retention or non-retention of a loading; and
determining the renewal or non-renewal of a fixed-term appointment.
(12) The Executive Director, Human Resources (or nominee) advises each executive and senior manager in writing of the Vice-Chancellor's remuneration decision as soon as practicable after it has been made.
(13) The Vice-Chancellor's decision is final and not subject to internal appeal or review.
(14) The Succession Planning Committee of Council determines the remuneration of the Vice-Chancellor and, acting on the advice of the Vice-Chancellor, that of the Deputy Vice-Chancellors.
(15) Acting on the advice of the Vice-Chancellor, the Succession Planning Committee of Council annually reviews the remuneration rates within the model.
(16) The Executive Director, Human Resources is responsible for the overall management of the Executive Remuneration and Appointment Procedure and process including:
advice to senior managers on the operation of the remuneration model;
oversight of placement of positions and roles within the model;
providing data to assist the University to determine appropriate movement in the model;
providing advice to various SEC members in relation to remuneration within their portfolio roles;
providing advice to the Vice-Chancellor to inform determinations;
providing advice to the Succession Planning Committee of Council;
advising outcomes of the Vice-Chancellor's decisions regarding remuneration;
oversight of equity of the remuneration outcomes.
(17) The Vice-Chancellor is responsible for the appointment and renewal of fixed-term appointments, the classification of new positions, and the reclassification of existing positions, for all positions covered by the five level remuneration model, unless otherwise provided for in the Delegations and Authorisations Policy .
(18) A fixed-term appointment may be renewed at the discretion of the University for a period of up to five years. The process for the renewal or non-renewal of an appointment prior to the conclusion of the fixed-term appointment is as follows:
(19) Normally not less than nine months prior to the expiration of a fixed-term appointment, the Executive Director, Human Resources (or nominee) writes to each executive or senior manager (the employee) for a response as to whether he/she wishes to seek renewal of the contract.
(20) The employee provides a written response to the Executive Director, Human Resources in relation to Step 1 within three weeks.
(21) The employee's supervisor is asked to confirm the on-going need for the position, or any changes.
(22) Subject to a positive response from the employee and their supervisor, the employee is asked to prepare a written report, outlining his/her achievements to date and goals for achievement during a further period in the position.
(23) The supervisor will consider the report in reviewing the performance of the employee over the period of the current contract and the employee's goals for the future. The supervisor may convene a committee or undertake other suitable processes, such as a 360 feedback process, to inform a recommendation.
(24) The supervisor makes a recommendation to the Vice-Chancellor or the delegated officer, in accordance with the Delegations and Authorisations Policy , on the renewal or non-renewal of the employee's fixed-term appointment. The recommendation takes into account the needs of the University and the employee's performance.
(25) Other than for contracts considered by the Succession Planning Committee of Council, the Vice-Chancellor or the delegated officer, in accordance with the Delegations and Authorisations Policy , makes the final decision regarding any offer of a further fixed-term appointment.
(26) The Executive Director, Human Resources (or nominee) advises the employee of the University's intention to renew or not renew the appointment, normally not less than six months prior to the expiration of the fixed-term appointment.
(27) The assessment of an employee on probation is conducted by the supervisor stated in the employee's contract of employment.
(28) An employee on probation is assessed against the accountabilities and performance objectives for the position, and is required to fulfil any special conditions of probation. A final review is conducted prior to the conclusion of the probationary period.
(29) The outcomes of probationary reviews are documented as part of the performance agreement, with signed copies held by both the supervisor and the employee. Either party may append comments additional to those contained in the performance agreement.
(30) The probationary reviews and performance agreement are confidential to the supervisor and the employee during the probationary period, but are made available to the Vice-Chancellor for the purposes of taking action in accordance with clause 33 of this Procedure.
(31) At the time of the final review, the employee's supervisor recommends to the Vice-Chancellor, through his or her supervisor if applicable, that:
the employee's continuing appointment be confirmed;
the employee's fixed-term appointment be confirmed and continue until its expiration; or
the employee's appointment be terminated.
(32) The supervisor may convene a committee or undertake other suitable processes, such as a 360 feedback process, to inform a recommendation.
(33) The decision of the Vice-Chancellor on a recommendation made in accordance with clause 33 of this Procedure is final and not subject to internal appeal or review.
(34) The probationary reviews and performance agreement are forwarded to the Division of Human Resources to be retained on the employee's personal file.
(35) Details of performance management for executive and senior managers are outlined in this Part.
(36) Annual performance planning involves employees and their supervisors in:
setting performance objectives for the coming year, based on the employee's accountability statement, the University's key objectives, the Generic Responsibilities of University Staff , and/or feedback from surveys, quality audits and reviews; and
negotiating a performance agreement, which includes a professional development plan, to help meet agreed objectives for the coming year.
(37) Achievements in relation to the performance agreement are reviewed annually. For the purposes of both the annual performance management meeting and performance based remuneration, the period of review is the year from 1 January to 31 December.
(38) It is expected that all executive and senior managers will strive to exceed individual performance requirements in an effort to maximise the University's performance in line with the University's strategic plans.
(39) Items to be discussed in any annual performance management meeting between an employee and his/her supervisor typically include the following:
the employee's specific performance achievements in the past twelve months;
the employee's and University's priorities for the coming twelve month period and the objectives by which the achievement of these priorities will be measured;
the employee's plans for the future (e.g. long service leave, a further appointment, new role, aspirations for their further/increased leadership role at the University, retirement, return to his/her substantive position);
discussion and identification of any professional development priorities for the employee, in line with the above expectations; and
succession planning for the employee's position.
(40) Performance agreements are to be finalised and, for ratings other than 'performs well', submitted to the relevant Deputy Vice-Chancellor or member of the Vice-Chancellor's Leadership Team by the end on May of each year.
(41) Achievement of accountabilities, performance objectives and contribution to the achievement of the University's key objectives are required for executive and senior managers to be eligible for rewards such as:
remuneration progression of up to five per cent towards the mid-point of their level;
a performance bonus of up to five per cent of their current annual remuneration for 'outstanding performance'. This is a one-off, lump sum payment that is determined annually and can be re-earned in subsequent years;
retention of a loading (if applicable);
renewal of their fixed-term appointment; and/or
participation in the University's professional development schemes.
(42) In addition to the annual performance management meeting, regular feedback sessions are advised.
(43) Where the performance of an employee does not meet requirements, then the supervisor and employee develop a performance improvement plan for the employee to implement over the next 12 months, and hold a progress meeting within six months of the annual review to review improvement in performance.
(44) If the specified elements of performance improve sufficiently to be rated as 'performs well' at the progress meeting, then remuneration progression and eligibility for participation in the University's professional development schemes will recommence from the date of the progress meeting.
(45) If significant progress has not been made in relation to the performance improvement plan by the next annual performance management meeting, then the provisions relating to unsatisfactory performance in the employee's contract of employment will take effect.
(46) Where the performance of a Head of School does not meet requirements, an alternative to implementing a performance improvement plan is for the Vice-Chancellor to terminate the Head of School appointment by giving written notice of not less than four weeks or, at the Vice-Chancellor's discretion, payment of salary in lieu of part or all of such notice. If the appointment is terminated by the Vice-Chancellor prior to the specified expiry date, then the employee resumes his or her substantive appointment, effective from the next working day following the termination date.
(47) Each remuneration level provides a 'minimum', 'mid-point' and 'maximum' total employment cost (TEC). The 'minimum' is calculated at twenty per cent below the mid-point, and the 'maximum' at twenty per cent above the mid-point.
(48) Acting on the advice of the Vice-Chancellor, the Succession Planning Committee of Council annually reviews the remuneration rates within the model, taking into account remuneration movements in both the higher education sector and the general market, and the University's performance and capacity to pay. The recommendations of the Succession Planning Committee of Council are provided to the full Council for consideration and approval.
(49) Annual remuneration moves consistently with the annual adjustment of the mid-point. These adjustments are normally effective from 1 July each year.
(50) The commencing remuneration package (TEC: total employment cost) for a new executive or senior manager within one of the five remuneration levels is determined by the Vice-Chancellor, taking into account factors such as skills, knowledge, experience, internal relativities and/or attraction/retention/market considerations.
(51) Typically, new executive and senior managers to the University receive an 'entry zone' remuneration package (TEC) of between -10 per cent and -20 per cent of the mid-point for the level.
(52) Executive and senior managers on continuing appointments, or on fixed-term contracts with an underlying substantive continuing appointment (e.g. Heads of School), do not normally receive a loading in excess of the mid-point of a level, except where provided for by Attraction/Retention Allowances clauses 67 to 68 in this Procedure.
(53) Each year an employee is eligible to move up through a level towards the mid-point. This progress is subject to achievement of accountabilities and performance objectives and contribution to the achievement of the University's key objectives over the past twelve months.
(54) Following the annual performance management meeting, the supervisor may recommend remuneration progression of up to five per cent towards the mid-point, based on the employee meeting or exceeding performance requirements.
(55) The Vice-Chancellor considers the supervisor's recommendation in consultation with the SEC member responsible for the portfolio.
(56) The Executive Director, Human Resources (or nominee) notifies the employee of the Vice-Chancellor's decision in writing no later than mid-July.
(57) Any adjustment to remuneration normally takes effect annually from 1 July in the year that the decision on remuneration progression is made.
(58) The review mechanism for remuneration movement decisions is set out in Part F of this Procedure.
(59) To be eligible for a performance bonus, an employee must have worked in the position for at least nine months. Recommendations for a bonus inside this timeframe are only approved in exceptional circumstances. NOTE: All periods of approved paid leave are defined as time worked in the position.
(60) Progression by bonus payment beyond the mid-point of a remuneration level is approved by the Vice-Chancellor for a period of one year. This bonus can be re-earned in subsequent years.
(61) Approval of a bonus payment is based on:
the employee's individual performance as outlined in the performance agreement for the previous twelve month review period;
the relevant organisational area's performance over the same period. NOTE: The organisational area (i.e. the University, Faculty/Division/Office or School/Centre/Department) is defined as the level above the employee's organisational unit. For example, a Head of School's individual performance is assessed in conjunction with the performance of the School and/or Faculty; and
meeting the University's key performance indicator for staff participation in the Performance Management and Development Scheme.
(62) The performance of the organisational areas is determined as follows:
The University's performance is determined by the Council on the advice of the Vice-Chancellor
The performance of all other organisational areas is determined by the Vice-Chancellor on the advice of the appropriate executive manager(s) and with the assistance of the Vice-Chancellor's Leadership Team member responsible for the portfolio.
(63) Where the supervisor determines that the performance of the employee during this period is outstanding, then the supervisor:
makes a recommendation regarding the percentage of bonus payment to be awarded to the employee (up to 5 per cent); and
forwards the recommendation to the Vice-Chancellor's Leadership Team member, along with the signed performance agreement as evidence of the employee's achievements.
(64) The Vice-Chancellor's Leadership Team member considers the recommendation and holds further discussions with the supervisor and/or employee if required. The Vice-Chancellor's Leadership Team member then forwards the final recommendation to the Vice-Chancellor for consideration.
(65) Bonus payments are one-off payments made as a lump sum and may be awarded each year. They are taxable and non-superable, but are able to be salary packaged. There should be no expectation of regular bonus payments.
(66) An attraction/retention allowance is available above the mid-point in order for the University to attract or retain the expertise of a particular executive or senior manager.
(67) Attraction/retention allowances are ongoing and superable, and the amount may be reviewed as part of the performance management process on an annual basis.
(68) Where an employee, other than a member of the Vice-Chancellor's Leadership Team, has concerns regarding the process undertaken by the supervisor to assess performance and/or perceives bias in the decision on remuneration progression, then the following process applies.
(69) The employee notifies the supervisor of his/her concerns, and they attempt to resolve the matter; or
(70) If an attempt to resolve the matter at the supervisory level has already been made and a resolution has not been achieved, then the matter is referred to the supervisor's manager for resolution.
(71) If the concerns of the employee remain unresolved following Step 1, then the matter is referred to the Vice-Chancellor's Leadership Team member for consideration and recommendation to the Vice-Chancellor. The employee is required to provide written details of his/her concerns to the Vice-Chancellor's Leadership Team member.
(72) After finalising its review, the Vice-Chancellor's Leadership Team member advises all parties involved, including the Vice-Chancellor, in writing of its recommendation(s).
(73) Where a member of the Vice-Chancellor's Leadership Team has been involved in the resolution process, then he/she is not permitted to participate in the review process or the formulation of the recommendation.
(74) The Vice-Chancellor's decision on the recommendation(s) of the Vice-Chancellor's Leadership Team member is final and not subject to internal appeal or review.
(75) Flexible salary packaging is available at Charles Sturt University (see Voluntary Packaging Scheme Guidelines).
(76) The range of benefit options provided are periodically reviewed to ensure relevance. Options include a motor vehicle, University childcare, computer products, corporate uniform, subscriptions to professional associations, tuition fees, and contributions to qualifying superannuation funds. The benefits chosen for inclusion in a salary package may be extended to meet individual circumstances after discussion with an independent financial advisor.
(77) Executive managers at Levels 3 and above are eligible to package a motor vehicle for business and private use on a percentage basis. Other senior employees may enter into a novated lease arrangement for a motor vehicle (see Motor Vehicle Use and Costing Guidelines).
(78) To facilitate this flexibility option, eligible executive and senior managers are permitted to salary package up to 100% of their total remuneration package (TEC). The provision of this clause is available to all continuing and fixed-term executive and senior managers, provided that the fixed-term appointment is for a minimum period of twelve months.
(79) The type of benefit available to an executive or senior manager, e.g. novated lease of a motor vehicle, is dependent upon its suitability to the length of the employee's appointment.
(80) Flexible salary packaging requires the employee to meet the full cost of the provision of such benefits as well as associated taxation and administration costs.
(81) Participation in flexible salary packaging is voluntary.
(82) Executive and senior managers are advised to seek independent financial advice on the implications of flexible salary packaging. It is emphasised that decisions about participation and the best mix of benefits must be made by individual employees in the light of their own circumstances and independent financial advice.
(83) The University does not accept responsibility for any consequences that may flow from an executive or senior manager's participation in flexible salary packaging.
(84) The University reserves the right to cease operation of or to review and amend the flexible salary packaging arrangements (subject to the constraints of existing contractual obligations), with reasonable notice.
(85) The base or 'nominated' salary is the salary rate determined by subtracting the executive or senior manager's statutory employer cost to superannuation from the total remuneration package (TEC).
(86) For members of UniSuper, this figure is currently 14 per cent plus the 3 per cent Basic Benefit levy. For members of the SSS, the percentage varies according to age at entry to the scheme, and is calculated according to the actuarial chart in Appendix 1 (Superable Salary and Employer Contribution Oncost Calculation) and the Basic Benefit levy. For members of the SASS, the oncost percentage is determined on an individual basis by the fund administrator. The University will request an employer liability cost for each SASS member at the review date each year (April).
(87) The nominated salary is the 'superable salary' used for notifying the relevant superannuation fund. This is the maximum amount of remuneration that an employee can elect to receive as PAYG salary (where PAYG salary means remuneration by way of regular periodical cash payments subject to PAYG tax).
(88) For the purposes of clause 87, the following items do not count as superable salary:
employer contributions to superannuation;
other cash payments (e.g. entertainment) made for the benefit of the executive or senior manager;
one-off, lump sum payments for performance bonuses; or
cash payments made to the employee by way of reimbursement of expenses incurred by the employee (e.g. travel costs).
(89) Temporary loadings and allowances that are part of the PAYG salary are not included as superable salary for the purposes of the salary package, unless provided for under the rules of the relevant superannuation fund. Examples of temporary loadings and allowances include:
performance loadings which are reviewable; and
higher duties allowances, including secondments.
(90) Upon resignation, retirement or movement out of an eligible category of employees, an executive or senior manager's accrued and related leave entitlements are paid at the TEC rate. The unused portion of other benefits is 'cashed out' on a pro rata basis and PAYG deductions made accordingly. For these purposes, the 'package' year is 1 July to 30 June.
(91) Refer to Motor Vehicles Guidelines - Executive Managers.
© Copyright 2017 Charles Sturt University CRICOS 00005F


Multiple Marvel Movies, Indiana Jones 5 Delayed
Doctor Strange 2, Thor: Love and Thunder, Black Panther 2, and more are delayed.
byJoe Skrebels
Posted Oct. 19, 2021, 6:03 a.m.
Disney has announced delays to multiple Marvel movies, including Doctor Strange 2, Thor: Love and Thunder, Black Panther 2, and more. Indiana Jones 5, meanwhile, has been delayed by almost a full year.
Disney announced the release date changes (which also involved one untitled Marvel movie moving forward by a week) today, and you can see the full list below:
Marvel and Indiana Jones Release Date Changes
Doctor Strange in the Multiverse of Madness – Delayed from March 25, 2022 to May 6, 2022
Thor: Love and Thunder - Delayed from May 6, 2022 to July 8, 2022
Black Panther: Wakanda Forever - Delayed from July 8, 2022 to November 11, 2022
Indiana Jones 5 - Delayed from July 29, 2022 to June 30, 2023
The Marvels - Delayed from November 11, 2022 to February 17, 2023
Ant-Man and the Wasp: Quantumania - Delayed from February 17, 2023 to July 28, 2023
Untitled Marvel - Moved forward from November 10, 2023 to November 3, 2023.
Disney also removed two unannounced Marvel films (originally dated for July 28, 2023, October 6, 2023) from the schedule entirely. Untitled Disney live-action and 20th Century movies were also removed. Removal from the schedule doesn't necessarily mean these releases are cancelled, but more likely means Disney hasn't yet decided on new release dates for them.
The changes announced strictly affect Disney's movie slate, and no changes have been announced for Disney+ streaming series. This year's remaining MCU movies, Eternals and Spider-Man: No Way Home, also remain on track for November 5 and December 17 respectively.
Deadline reports that the timing shifts have come about because, "Some titles are contending with finishing scenarios while others are in production." Disney is not thought to be planning any day-and-date streaming releases, and apparently isn't concerned with the global market after the success of Shang-Chi and the Legend of the Ten Rings.
Joe Skrebels is IGN's Executive Editor of News. Follow him on Twitter. Have a tip for us? Want to discuss a possible story? Please send an email to newstips@ign.com.
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COVID-19 disrupts schedule in Southeastern Conference
COLUMBIA, S.C. (AP)Things to watch in week 8 of the Southeastern Conference:
COVID CONCERNS
The ongoing coronavirus pandemic has hit the SEC hard this week, The league had to postpone four of its seven scheduled games due to outbreaks among league teams. No. 1 Alabama's revenge-seeking visit to LSU – the Tigers defeated the Crimson Tide a year ago on the way to a national title – was set to highlight the league schedule. Instead, COVID-19 cases in LSU's program led the league to call off the game. Virus worries for No. 5 Texas A&M led to the postponement Tuesday of the Aggies game at Tennessee. Texas A&M reported two COVID-19 cases following its 48-3 victory over South Carolina last week. Quarantining and contact tracing for Mississippi State led the SEC to postpone its contest with No. 24 Auburn. No. 12 Georgia's game at Missouri was also postponed after the Tigers had a combination of contact tracing, positive tests and quarantines. The lone SEC ranked team still playing is No. 6 Florida, which will take on Arkansas, although Razorbacks coach Sam Pittman won't be on the sideline after testing positive for the virus.
MATCHUP OF THE WEEK
It's got to be Florida facing its old quarterback in Arkansas' Feleipe Franks. The Gators took a huge step forward last week in dispatching "Cocktail Party" rival Georgia to move up in the rankings and put themselves within striking distance of the College Football Playoffs. Franks, the Florida transfer, has the Razorbacks program competitive in coach Sam Pittman's first season. By the way, Pittman won't be on the sidelines at Florida Field after testing positive for COVID-19. Former Missouri coach and Razorbacks defensive coordinator Barry Odom will lead the team. Franks has thrown 14 touchdowns with just three interceptions. Florida ranks ninth in SEC pass defense, giving up 10 touchdowns and 262 yards passing this season.
IMPACT PLAYER
Mississippi's Elijah Moore is the SEC's leading receiver and could have another big day ahead against a South Carolina secondary that's allowed a league-high 14 touchdown passes this season. Moore is a 5-foot-9, 185 pound junior from Fort Lauderdale, Florida who is excelling in coach Lane Kiffin's wide-open offense, averaging 138 yards receiving a game and topping the SEC with 61 catches for 829 yards. He had 14 catches and 238 yards in a win over Vanderbilt last week.
Kentucky has just seven pass plays that have gone 20 yards or more – and only two of those have gained 30-or-more yards. Vanderbilt has given up 278 yards passing a game this season and 13 passing touchdowns. … The Commodores got throughout October without going on the road. They finish the season with four road trips in their final six games. … Florida coach Dan Mullen said do-everything tight end Kyle Pitts is questionable against the Razorbacks after his collision in the win over Georgia last week. Pitts has 24 catches for 414 yards and eight touchdowns – the most scoring passes by a tight end in Gators history.
More AP college football: https://apnews.com/Collegefootball and https://twitter.com/AP-Top25
More NCAA Football Stories
COLLEGE PARK, Md. (AP)The University of Maryland has agreed to a $3.5 million settlement with the parents of football player Jordan McNair, who died of heatstroke following a workout in 2018.
The amount was made public on Friday in a meeting agenda released by the Maryland Board of Public Works. It must be approved at the board's meeting on Jan. 27.
LOS ANGELES (AP)Even after canceling the Tournament of Roses parade during the summer and scaling back the pregame festivities normally associated with the Rose Bowl, David Eads and his staff were still preparing for a College Football Playoff semifinal on New Year's Day to be played at the picturesque stadium in Pasadena, California.
That was until the day before the CFP pairings were announced and the game was moved to Dallas due to the coronavirus pandemic.
One college football season just ended, and another one starts in just over a month.
All but a few teams in the Football Championship Subdivision shut down in the fall because of the COVID-19 pandemic and will play a spring season culminating with the NCAA playoffs in April and May.
Agreement reached in La Crosse bar homicide


Photo: Peter Morning
Tim Tollefson
Scotty Sandow 06/21/2022
Elite ultrarunner and overall endearing human being Tim Tollefson joins us to share details about the new Mammoth Trail Fest, which promises to be an epic, European-style event, and how the idea came to fruition.
He also doles out advice about how to run Western States, where he placed fifth last year and will be running again this year. Tim talks about what he learned about himself, which may pivot how your approach ultras and life, for that matter.
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Thanks to our episode sponsor, Arc'teryx
Learn more about the event at mammothtrailfest.com
Photo credit: Peter Morning
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Scotty Sandow
Scotty has over 20-years of experience in the audio production industry. Career highlights include; executive producer of a top-rated morning talk show, co-founding an influential ultra-running podcast, launching the California Department of Public Health's podcast and co-hosting an award-winning podcast for Placer County; The Placer Life. Scotty also consults with new podcast hosts - sharing his bag of tricks to launch podcasts. He lives in the Sacramento area with his daughter, Emma and dog, Cork.


July 31, 2015: New York State Bar Honored by American Bar for Promoting Diversity in the Legal Profession
By Communications Department
The New York State Bar Association has been selected as the winner of a 2015 American Bar Association Partnership Award for promoting diversity in the legal profession.
The State Bar's Youth Law Day program, sponsored by the Committee on Diversity and Inclusion, was recognized on Friday, July 31 in Chicago during a joint luncheon of the National Conference of Bar Presidents, National Association of Bar Executives and National Conference of Bar Foundations.
"The goal of the Youth Law Day program is to introduce diverse high school students to the legal profession," said past State Bar President Kenneth G. Standard of New York City (Epstein Becker & Green). He co-chairs of the Committee on Diversity and Inclusion with Rosevelie Marquez Morales of New York City (Harris Beach).
Youth Law Day provides ethnically diverse high school students with sense of the law school experience and aims to alter the notion that law school is unattainable. The centerpiece of Youth Law Day is an interactive classroom experience led by law school faculty, where students apply the law to the facts of a case.
"This innovative program would not have been possible without the forward thinking of Ken Standard," said State Bar President David P. Miranda. "We are pleased the ABA has recognized it with a Partnership Award."
Miranda, Past Presidents Standard and Kate Madigan, along with New York Puerto Rican Bar Association President Betty Lugo accepted the award on behalf of the State Bar.
The idea for the program that was created by the State Bar in 2004 when then-President Standard convened a special committee on youth outreach to address inequities in available opportunities for diverse youth.
The program's first event was held in 2006 at Fordham Law School. Since then, 11 law schools have sponsored 32 programs reaching more than 2,000 students. Programs include such topics as how to apply to law schools, financing education, and what you can do with a law degree. On average, 50 percent of students who complete the program evaluation indicate interest in attending law school.
Today, a subcommittee with seven members maintain contacts at all 15 New York law schools and works to develop programs at each school.
The New York State Bar Association, with 74,000 members, is the largest voluntary state bar association in the country. It was founded in 1876.
Contact: Lise Bang-Jensen
Director of Media Services


Tanzanian-Zambian student killed fighting for Russia in Ukraine laid to rest
Hundreds of people attended a memorial service of a Zambian student, Lemekani Nyirenda who died fighting for Russia in Ukraine in September 2022.
Nyirenda, a Tanzanian was laid to rest in Lusaka, the Zambian capital on Tuesday at a Baptist church.
MSN said the 23-year-old was a regular worshipper of the church that buried him yesterday before he traveled to Russia to study nuclear engineering.
Family members broke down as they filed past Nyirenda's coffin.
His death in September sparked a diplomatic row, with Zambia demanding an urgent explanation from the Kremlin.
Tanzania on Tuesday meanwhile confirmed that Nemes Tarimo, another student, had been killed after also being recruited in jail by Wagner.
"When Tarimo was serving jail, he was given an opportunity to join the Russian army group called Wagner for payment and the promise that he would be freed after the war," Tanzanian Foreign Minister Stergomena Tax said.
"Tarimo agreed and he was taken to Ukraine where he was killed on October 24."
Tarimo, who had been studying in Russia since 2020, was arrested in March 2022 and sentenced to a seven-year jail term for undisclosed reasons.
"It's illegal for a Tanzanian national to join any foreign army," added the foreign minister.
On Tuesday, Nyirenda's father Edwin paid tribute to his son, saying he was a hard worker who helped set up a beehive business for the family.
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Elmira man guilty in federal drug case
Thatcher could get life in prison in 'blue pill' plot
The Leader staff
ROCHESTER | An Elmira man may face life in prison after pleading guilty to federal charges related to an extensive opioid manufacturing and distribution operation.
Robert Ian Thatcher, 30, of Elmira, pleaded guilty in federal court to conspiracy to possess with intent to distribute and conspiracy to distribute U-47700 (a powerful synthetic opioid) and 100 grams or more of furanyl fentanyl.
The charge carries a minimum of 10 years in federal prison and a maximum of life.
Federal officials say Thatcher, along with co-conspirators, "ran a large-scale opioid manufacturing and trafficking organization in the Southern Tier of New York and northern Pennsylvania between 2015 and May 2017."
Thatcher and another man, Maximillian Sams, imported bulk quantities of the two drugs from China by using the so-called "dark web" to conduct transactions.
They then reportedly purchased equipment they used to produce pills that resembled the legitimate prescription drug Percocet -- though the composition and effects were very different.
"This defendant and his co-conspirators may have thought they could elude law enforcement detection by purchasing supplies through the so-called 'dark web,' but as this investigation showed, that is clearly not the case," said U.S. Attorney James P. Kennedy Jr. in a press release. "Whether these criminals choose to peddle their deadly poison in urban, suburban, or rural areas, we will track you down and we will prosecute you to the fullest extent of the law."
Officials said at least two individuals – a female identified as B.S., and a male identified as C.H. – died after ingesting the blue pills containing furanyl fentanyl and U-47700. In addition, at least one individual – identified as J.M. – overdosed on more than one occasion after using the blue pills, but survived after being treated by first responders with Narcan.
After manufacturing the pills, Thatcher and Sams reportedly distributed them in large quantities to other co-conspirators – including Anthony Prettyman, Jesus Rivera, Terrance Washington, and Dwayne Banks, a/k/a Fizzle, a/k/a Fizz, who would then distribute the pills to various street-level customers in the Elmira area. Pills were also supplied to an individual in the Charlotte, N.C., area.
The investigation was a joint effort by the Drug Enforcement Administration; the New York State Police, Community Narcotics Enforcement Team Southern Tier, under the direction of Major Mary Clark and Lieutenant Kevin P. Sucher; the Elmira Police Department, under the direction of Chief Joseph Kane; Immigration and Customs Enforcement, Homeland Security Investigations; the Bureau of Alcohol, Tobacco, Firearms and Explosives; the Pennsylvania State Police; the Chemung County Sheriff's Office, under the direction of Christopher J. Moss; the Iredell, N.C., County Sheriff's Office; and Customs and Border Protection Air and Marine Unit.


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Spirit of Medicine
MD Student News
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IU School of Medicine celebrates 2022 highlights
2022 was a great year at IU School of Medicine!
Record NIH Funding
Indiana University School of Medicine had another record-setting year of National Institutes of Health funding. The school was awarded more than $127 million in fiscal year 2021. The Departments of Pediatrics and Medical Molecular Genetics ranked eighth in the nation, and IU School of Medicine ranked fourth in funding from the National Institute on Aging.
Faculty named AAAS Fellows
Four IU School of Medicine faculty members were elected fellows of the American Association for the Advancement of Science (AAAS).
Wade Clapp, MD, chair, Department of Pediatrics
Harikrishna Nakshatri, PhD, Marian J. Morrison Professor of Breast Cancer Research
Mark Kelley, PhD, Betty and Earl Herr Professor of Pediatric Oncology Research
Michael Weiss, MD, PhD, MBA, chair, Department of Biochemistry and Molecular Biology
Match Day Highlights
After two years of virtual celebrations, Match Day took over the IUPUI ballroom on March 18, 2022, as 321 IU School of Medicine students matched with residency programs throughout the United States. Not only did they finish medical school, but they did it during a pandemic, demonstrating tremendous tenacity.
From the IU School of Medicine Class of 2022, 94 future physicians entered residency programs affiliated with IU School of Medicine or IU Health, along with more than 200 additional graduates from other medical schools across the country. These programs include 30 different specialties, including internal medicine, pediatrics, family medicine, anesthesiology, psychiatry, surgery, OB-GYN, emergency medicine and neurology.
New Department Leaders
IU School of Medicine welcomed five new department chairs in 2022.
David Aronoff, MD, Internal Medicine
Karl Bilimoria, MD, MS, Surgery
Leslie Hulvershorn, MD, Psychiatry
David Rosmarin, MD, Dermatology
Michael Feldman, MD, PhD, Pathology and Laboratory Medicine
Breast Cancer Research Funding
The Vera Bradley Foundation for Breast Cancer Research made a $12.5 million gift commitment to IU School of Medicine, bringing the foundation's total commitments in breast cancer research funding to $50 million. The new gift will support research to harness immunotherapy for breast cancer treatment. The foundation's ongoing support led to the 2018 creation of the Vera Bradley Foundation Center for Breast Cancer Research at the IU Melvin and Bren Simon Comprehensive Cancer Center, where more than 30 investigators collaborate on breast cancer discoveries.
The Class of 2024 transitioned to the clinical phase of their training, commemorated by a White Coat Ceremony on April 18, 2022. This was the first year the ceremony took place at the end of the second year rather than the first semester of medical school. The change was made to emphasize this important transition to patient care.
Graduation took place in person for the first time since 2019. On May 13, 2022, 455 doctorate and master level degrees were awarded, including 351 MD degrees. In addition, 147 associate and Bachelor of Science degrees were earned by graduates of the IU School of Medicine Health Professions Program.
Engineering in Medicine
Indiana University and Purdue University announced a new vision for the Indianapolis campus that would split IUPUI into separate academic organizations. IU owns and operates the campus, but certain programs grant Purdue degrees. IU School of Medicine and Purdue's Weldon School of Biomedical Engineering will continue collaborating as partners in the new Engineering in Medicine Institute. The goal of these research collaborations is to develop novel technologies and approaches that will lead to innovative approaches and engineered systems for improved patient care in five targeted areas: cardiovascular health, cancer, musculoskeletal health, otolaryngology and pediatrics.
Advancing Alzheimer's Research
IU School of Medicine will receive $48.8 million over the next five years from the National Institute on Aging (NIA), the largest branch for Alzheimer's research within the NIH, with renewed funding for the Model Organism Development and Evaluation for Late-Onset Alzheimer's Disease (MODEL-AD) initiative. Established in 2016, MODEL-AD is a consortium of experts at IU School of Medicine, Jackson Laboratory, the University of Pittsburgh School of Medicine and Sage Bionetworks, which generates and validates new animal models for late-onset Alzheimer's disease and performs rigorous preclinical testing of potential therapeutics.
PRIME grant enhances care for underserved populations
The Primary Care Reaffirmation for Indiana Medical Education Program (PRIME) was awarded an additional $5.4 million grant from the United States Health Resources and Services Administration (HRSA) and has now received a total of $17.6 million. PRIME aims to improve classroom and clinical learning experiences for medical students with a focus on community health and care for underserved populations.
IU School of Medicine announced Strategic Priorities for 2023-2025:
Foster the vitality and engagement of our people
Maximize learner success
Accelerate discovery and clinical translation
Improve health and wellness for citizens of Indiana
All members of the IU School of Medicine community are asked to review the priorities and outcomes and complete a survey to share feedback.
IU School of Medicine is committed to advancing diversity, equity, inclusion and justice efforts. Over 1,000 people attended the 2022 LGBTQ+ Health Care Conference. More than 1,000 faculty and staff completed training for Mitigating Unconscious Bias in Decision-Making, and IU School of Medicine created an upstander intervention workshop to address disrespectful and discriminatory behavior. Learn more about diversity programs.
Medical Education and Research Building
IU School of Medicine broke ground on a new $230 million medical education and research building on Oct. 19, 2022. At 11 stories and more than 326,000 gross square feet in size, the facility west of Senate Avenue and south of the IU Neurosciences Research Center on 16th Street will address growing instructional and research needs at the school. It is expected to be completed in 2024.
"This building will be a place where generations of future healers will begin their journey in medicine," said Jay Hess, MD, PhD, MHSA, dean of IU School of Medicine and IU's executive vice president for clinical affairs. "It's going to be a place where researchers are going to make innovations, they're going to prevent disease, alleviate suffering and save lives, not just here in Indiana, but across the nation and around the world."
For more 2022 highlights, visit the IU School of Medicine newsroom and IU School of Medicine blogs hub.
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A Woman's Day in… Bethlehem
Make the most of your time in one of Lehigh Valley's trio cities
By Angela Ebron Published: Nov 13, 2010
Trishia Traub, 39, first fell in love with Bethlehem as a teen. "One Christmas my high school boyfriend took me here to see the lights on Main Street," says Trishia, who grew up nearby but had never visited the city. "All of downtown seemed to be glowing. It was beautiful." After college, she moved to Bethlehem and has lived here ever since. "The old-world feel makes the city romantic and charming any time of year," says Trishia, an insurance agent. "And the people are super-friendly. A woman I met while walking my dog invited me to her home so our dogs could play. We talked for hours." Here, Trishia shares a few other things that make her town, nicknamed Christmas City, so special.
1. Toast the New Year: Looper's Grille & Bar
Ring in 2011 at this neighborhood bar. "The martini list includes more than 500 varieties," says Trishia, who has a hard time picking a favorite. Two standouts: Starry Night, made with Three Olives vanilla vodka, Blavod black vodka and a few candy stars dropped in the bottom of the glass; and the award-winning Frozen Peanut Butter Cup, made with Jacquin White Creme de Cacao blended with a peanut butter cup. Photo: courtesy of Looper's Grille & Bar
2. Dinner for Two: Apollo Grill
"This is my favorite restaurant," says Trishia. "It has an upscale feel without being too stuffy, and the prices are pretty reasonable. In fact, Emeril Lagasse has been known to have dinner here, even though he has two of his own restaurants in town!" Two of her fave dishes: the black and white sesame-encrusted salmon and the lobster tacos with corn and chili sauce. For dessert, go for the toasted coconut ice cream crêpes with bananas foster. "The homemade ice cream is so good," she says. (Reservations are recommended.) Photo: courtesy of Discover Lehigh Valley
3. To Feel the Spirit of Christmas: Head to Historic Main Street
"Ever since I came as a teenager, I've loved walking along Main Street at this time of year, especially at night," says Trishia. "Every tree is covered in twinkling white lights from top to bottom. The brick-and-stone sidewalks are adorned with containers of beautiful evergreen and ribbon. Lit candles sit in many shop windows [a tradition started by members of the Moravian Church, who settled Bethlehem in 1741]. Soft holiday music, piped throughout downtown, fills the air, and the old-style lampposts are lit. It's magical." Photo: courtesy of Discover Lehigh Valley
4. A Cool Piece of Bethlehem History: The Moravian Book Shop
Founded in 1745, this city landmark is the oldest bookstore in the country. If you stop by, be ready to spend the afternoon since it's like several stores in one. "You can pick up a good book, find a great gift in the home goods, stationery or gourmet food departments, have lunch in the cafe, buy some Moravian cookies and even get stuff for the holidays —they sell Christmas items year-round," says Trishia. One of the biggest sellers: Moravian Stars—from handmade electric glass versions that can be hung in a window to plastic star ornaments for decorating the tree. "I love coming here because there's so much to choose from." Photo: courtesy of Discover Lehigh Valley
5. If You're In the Mood for a Beer: Bethlehem Brew Works
This brewpub, which makes its own beer right in the restaurant, pays homage to Bethlehem's steel industry with its ironwork and exposed brick decor, and signature beers like the Steelworkers' Oatmeal Stout. "During the holidays, try their award-winning Rude Elf's Reserve," recommends Trishia. "It's a delicious Belgian-style dark ale made with cinnamon, nutmeg, ginger and clove." For a quick bite, have the Christmas City Salad, a spinach salad with candied nuts, cranberries, apples and a cinnamon vinaigrette. "It's like Christmas in a bowl." Photo: courtesy of Discover Lehigh Valley
6. One Thing You Must See: The Star of Bethlehem on South Mountain
Located atop a 100-foot tower at the summit of South Mountain, 10 minutes from downtown, the multipoint star, made by Bethlehem Steel and illuminated by 254 LED lights, is lit from dusk to midnight every day of the year. "It was put up during the Depression as a symbol of hope," says Trishia. But it soon became a symbol of the city itself, and the original wooden star was replaced with a steel one in the late 1930s. "When it's lit, you can see it for 20 miles." Photo: courtesy of Discover Lehigh Valley
7. Fun Place to Buy Presents: Christkindlmarkt
Modeled after Christmas markets in Germany, this tented outdoor market runs every Thursday through Sunday from November 26 to December 19. "You'll find artisans from all over the world selling handcrafted nutcrackers, jewelry, ornaments, wooden toys and more," says Trishia. There's also live music, a Christmas tree, German food like Bavarian pretzels, strudel and bratwurst, ice sculpting, artists making handblown glass ornaments, and even St. Nicholas for the kids. Photo: courtesy of Discover Lehigh Valley
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Employment Standards Ministry Under Fire
Republished with the permission of Canadian HR Reporter.
Caller Beware: Ministry Helpline Comes Under Fire
By Liz Berner
(Note: Although this article specifically refers to the Ontario Ministry, it has implications for all provinces).
If you rely on the Ministry of Labour's employment standards helpline for advice on Ontario-based employees, you may not be getting the full story. The helpline has come under scrutiny in recent weeks after becoming the target of a lawsuit for allegedly giving negligent advice to callers.
Employers that call in to the helpline are advised of the minimum requirements they must meet under the province's Employment Standards Act — but there may be additional requirements under common law. And if employers rely on incomplete or bad advice, they could leave themselves open to legal action.
It's a significant concern, especially for small businesses that may not have the resources for in-house legal counsel, according to Nicole Troster, senior policy analyst at the Ontario branch of the Canadian Federation of Independent Business (CFIB).
"It's dangerous because you can have an employer who in good faith is going to the government who puts the policies in place, and asking them, 'What are the requirements?'" she said. "The problem is, they're told about employment standards which are minimum requirements but there are common law precedents which could entail additional requirements… so it can leave the employer in a very precarious situation."
Employers that rely on advice that turns out to be incomplete or misleading may find themselves liable — even if they had good intentions.
Read the full article >>


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Ada, OK Real Estate & Homes for Sale Homes for sale in Ada, OK have a median listing price of $133,250. There are 224 active homes for sale in Ada, OK, which spend an average of 67 days on the market. Ada Recycling Coalition, Ada, OK. 691 likes · 5 talking about this · 42 were here. The Ada Recycling Coalition (ARC) is a 501(c)(3) non-profit volunteer organization that was established in 1991 to Ada woman recovers from COVID-19. Four times. Monday, December 7th 2020, 2:28 PM CST. By Mackailyn Johnson.
Denice Haraway disappeared without a trace in 1984 in Ada, Oklahoma. The subsequent arrest of Tommy Ward and Karl Fontenot for her murder has inspired "The Innocent Man" book and Netflix show. Ada, OK (74820). Today. Foggy early with scattered thunderstorms developing late. Areas of patchy fog.
It's time for every company to find out. More businesses are asking these questions due to the Americans with Disabilities Act (ADA) Standards for Accessible Design, which the U.S. Department of Justice released in 2010.These standards require companies to offer and maintain sites that people with disabilities can use and Ada Sunglasses in Forest Green for Women. Ada is a timeless square style packed with sleek design elements. For starters, soak in the sculptural effect along the face front and the sleek polished end caps. This compliance course is designed to provide an individual who is choosing the online course option to gain their certification. - A learning experience to better understand the Americans with Disabilities Act (ADA) Standards, City of Oklahoma City Specifications for sidewalks and curb ramps and Accessible Pedestrian Signals (APS) - An opportunity to explore the ADA Law and PROWAG Apartments in Ada, OK (99 Rentals) close. View Me. Sulphur Apartments.
1109 N Broadway Ave Directions Ada, OK 74820-2038. New Inventory New Inventory. New Vehicles New Trucks New SUVs Featured Vehicles CarFinder Value Your Trade Payment Ada is a city in and the county seat of Pontotoc County, Oklahoma, United States. The population was 16,008 at the 2000 census.
by ListHub. in Ada, OK. November 8, 2020 For information about volunteering in the Ada-area, contact: Bobbie Barajas Volunteer Coordinator 1930 Stonecipher Blvd.
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The firm has experience in prosecuting and defending personal injury actions. The firm has successfully handled innumerable contested personal injury actions before juries, courts and arbitrations. Nemecek & Cole has developed a unique approach individually tailored to its clients, which allows these claims to be aggressively defended in a surprisingly cost effective manner.
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Prokop v. City of Los Angeles (2007) 150 Cal.App.4th 1332
[governmental immunity for biking accident on city property]


DaBaby on Social Media: 'Lost Souls Influenced by Lost Souls'
Image via Getty/Prince Williams/Wireimage
"Lost souls influenced by lost souls" have social media to blame, DaBaby advised fans early Tuesday.
In a series of early morning tweets, the Grammy nominee and recent SNL guest said he wouldn't even use social media himself were it not such a "lucrative tool" in the music business. "I hate to see it," he said. "I encourage people to have the courage to find themselves without the false sense of security they search for on the internet."
Social media, DaBaby said in a subsequent tweet, is not what he considers "the place" to share truth. "But lately I been feeling like it's my calling to say more," he added, later criticizing those who take moments of candor and vulnerability on social media as a sign of sadness. "GOD just moved me to send out a message this morning," he told fans. "Don't send pity where it isn't needed. Just soak up the game for what it's worth. Shit it may not be worth nothing at all."
The candid tweets arrived the morning after DaBaby shared a message with his Instagram followers urging the public to refrain from continuing to discuss "that weak ass 48 hours" spent in jail.
DaBaby, Ariana Grande, Meek Mill, and More React to Grammy Nominations
Goldlink Calls out Grammys Over Tyler, the Creator and DaBaby Snubs: 'Its Fuck Grammys Til the Day I Die'
Watch DaBaby Perform "Bop" and "Suge" in 'SNL' Debut
"Please be reminded that sucka ass situations like these aren't worthy of your time or attention," he said.
Also on Tuesday, DaBaby was announced as being among the headliners for this year's Bonnaroo Music and Arts Festival in Manchester, Tennessee. His breakthrough 2019 hit "Suge," meanwhile, is up for Best Rap Performance and Best Rap Song at this year's Grammy Awards.
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Posted by callumkellie on November 17, 2015
An Aberdeen trade body has committed to helping further the careers of students at Gray's School of Art for at least another decade.
The Weaver Incorporation, one of the Seven Incorporated Trades of Aberdeen, announced that it will continue to present its annual Career Enhancement Award to students for at least a decade at this year's presentation ceremony at Trinity Hall.
The awards have been presented to outstanding students on the Fashion and Textiles degree course at Gray's since 1987 and reflect the commitment of the Weavers Incorporation towards supporting the development of skills and helping prepare students for a career in textiles.
The 2015 prize was won by Joanna O'Brien, with Rebecca Moir receiving the runners'-up award.
Ian Dale, Deacon of the Weaver Incorporation, said: "We are extremely pleased to continue to help nurture and encourage the students at Gray's School of Art through the Career Enhancement Awards, which reflect the principles and practices of the Weavers over the centuries.
"The standards and quality that we have seen in this award has risen year on year, and it is fantastic to see the very high level that Gray's School of Art is at."
Josie Steed, Course Leader for Fashion & Textile Design at Gray's School of Art, said: "The Weaver Incorporation Career Enhancement Award provides a catalyst for our students at all stages of the application process. By writing, presenting and delivering a proposal to the Weavers, our students develop lifelong skills in how to present themselves to others outwith their tutors and peers, and to consider and plan their career journeys.
"We are extremely grateful to the Weaver Incorporation for its continued support and look forward to continuing to work with them in the coming years."
Joanna, who is now in the final year of her degree, was presented with the J Gray Kilgour Medal, a certificate of excellence and £600 while third year student Rebecca took home a certificate of commendation and the runners' up prize of £300.
The awards, which are judged on the basis of a submitted portfolio, go towards helping the students fund either a piece of equipment or a trip that will help them progress towards a rewarding career.
Joanna, whose portfolio was a collection of knitted samples and garments based around the concept of cocooning the body, said: "I was inspired by the idea of creating a large scale conceptual piece of knitwear which was based on the shapes of cocoons and the idea of the body being trapped inside the garment.
"I applied for the award as I thought it would be a good experience to put together a portfolio and give me the opportunity to present and talk about my work.
"Winning the Weaver Career Enhancement award has been a great opportunity for me, from the experience I gained from putting together my portfolio to the benefits of receiving funding for my work. Alongside these benefits, it has also been great to be part of such a significant award, which has been involved with supporting students from my course for many years now."
Joanna has used her winnings to purchase her own domestic knitting machine which will be useful for furthering her skills and knowledge of machine knitting.
"I plan to use the rest of the award money to help fund the different yarns and materials that I will be using to create my graduate collection for my final year of study", she added.
Rebecca submitted a portfolio which was inspired by the adverse effects weather has on the environment.
She said: "I applied for the award because I really wanted to push myself to present my work in a professional manner. I had never done a presentation in front of a professional panel before and felt this would be a very useful experience to me as a designer.
"Winning the competition meant a lot to me, it definitely boosted my confidence, and made me feel like all my hard work had paid off. The money was extremely useful to my studies as well."
Rebecca purchased a table loom with her prize money and is now trying to get to grips with that as she hopes to use it in her next project.
She concluded: "I would definitely encourage other students to enter the competition not just for the money but to experience what it's like to present your work in a professional manner."
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Jenny Rush
Communications Officer | Design and Technology
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Spaxel Pays $45M for Atlanta Workforce Housing
By Adriana Marinescu
Affordable HousingAtlantaDealsFinance & Investment More NewsSouth
Avison Young secured an equity partner for the purchase of the 266-unit property in Marietta, Ga.
The Hills at East Cobb. Image courtesy of Avison Young
Spaxel has paid $45 million for The Hills at East Cobb, a 266-unit workforce housing property in Marietta, Ga., with $16.4 million in limited partner equity from Sound Mark Partners.
According to Yardi Matrix data, the previous owner was Aerial Development Group, which purchased the Class B property in 2018 for $35.1 million. Avison Young arranged the joint equity partnership.
The acquisition is part of Spaxel's strategy aimed at value-add and new construction multifamily opportunities, with a focus on affordable and moderate-income housing. Managing Partner Granit Gjonbalaj said, in a prepared statement, that this is the first of many transactions in the region.
The Hills at East Cobb sold for $125.6 per square foot. Yardi Matrix data shows only two other workforce housing properties changed hands in suburban Atlanta in the first quarter of 2021. The same private owner sold the 128-unit Centerview Terrace in Smyrna, Ga., and the 216-unit Brookview in Douglasville, Ga., for an average $117.7 per square foot.
A value-add property
Situated on more than 24 acres at 1716 Terrell Mill Road, the community comprises 11 two-story buildings completed in 1970. The unit mix features one-, two- and three-bedroom floorplans averaging 1,342 square feet. Amenities include a swimming pool, dog park, fitness center, picnic area and clubhouse.
The property is 14 miles northwest of downtown Atlanta and 6 miles southeast of downtown Marietta, equidistant from Interstate 75 and U.S. Route 41. There are numerous shopping venues nearby and the new Atlanta Braves stadium is roughly 2 miles south.
John Kevill, principal & president of Avison Young U.S. Capital Markets, working with Principals Wes Boatwright, Dean Sands and Casey Keitchen, led the team securing the equity partner for the deal.
Avison Young, John Kevill, Wes Boatwright


The Gallery - Pesticide
Photo: Iona-Skye Wood
Wakefield-based outfit The Gallery waste no time unleashing their latest single Pesticide. Packed with high-fire percussion, brash guitars and angst-driven lyrics the band's immediate effort cranks up the volume to 11 and leaves no stone unturned as it drives through the motions. Citing their influences as far and wide as Joy Division, Nirvana, Jeff Buckley and David Bowie it's clear to see where they get their sound from - I can't wait to hear more. Take a listen for yourselves below.
The Gallery are: Joe Anderson-Smith (guitar), Sam Hawcroft (bass), Matthew Rees (vox) and Ben Whiteley (drums).
f: www.facebook.com/TheGalleryWakefield
Genre Alternative, Rock


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Bet365 CEO is UK's Highest-paid Boss, Earning £323M This Year
Denise Coates, CEO and founder of gambling company Bet365 is the United Kingdom's highest-paid boss, taking home a total of £323 million in the fiscal year that ended March 2019. She was paid £277 million in salary, plus dividends as online gambling in general and their company in particular grew more popular last year.
Per the firm's records, her salary grew from £220 million in the previous period. With this increase, she has broken the record of £265 million she herself set a year earlier. Coates' annual pay equates to £1.3 million for every working day in the past year. This figure is 9,500 times the average salary in the UK, and 2,000 times higher than the amount given to the country's Prime Minister, Boris Johnson.
The increase in her salary became a highly talked-about news item primarily because it came in the face of mounting criticism thrown against the gambling industry, including the issue of children getting engaged in gambling activities. Ms. Coates owns the privately-held company jointly with other members of her family. The owners include her brother John, who is joint chief executive, as well as her father, Peter.
Having earned a first-class degree in econometrics from Sheffield University, Ms. Coates decided to join her father's high-street betting firm right after graduation. She was the one who recognised the potential of online gambling back in 2000. She made the decision to invest in the domain name Bet365.com as part of a plan to drive their family business towards that direction.
In the last fiscal year, Bet365 recorded a profit of £791 million before tax, a marked increase from the £661 million they earned the year before. The firm paid total dividends of £92.5 million, and about half of this is believed to have been given to Ms. Coates, as she is the owner of about half of the company's shares.
The High Pay Centre, a think tank responsible for monitoring income, called the timing of Bet365's release of annual results "cynical" because it came right on the heels of the general election. According to High Pay Centre Executive Director Luke Hildyard, "This looks like cynical timing, sneaked out straight after a general election campaign where excess wealth, taxes on the rich, and the vast gap between those at the top and everybody else have been key issues."
"Business success should be incentivised and rewarded," he added. "But a payment a fraction of this size would still afford a lifestyle beyond the wildest dreams of most people." Mr. Hildyard went on to say there is "clearly scope" for people who accumulate such amounts of money to pay their workers more or at least pay more in taxes.
In October of this year, a Cardiff University study suggested that about ⅖ of 11- to 16-year-old kids have engaged in gambling activities in the past year. Study results stated that this was "particularly concerning, given that across the UK, most forms of commercial gambling are only legal for those aged 18 and over."
In response to the growing concern regarding problem gambling in general, Bet365 has stated that they have "an unwavering commitment to deliver industry-leading approaches to player protection," which includes the close monitoring of their customers' gambling activities. The company has also stated that they will immediately "terminate the relationship if it feels the risk of harm is too high."
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About JazWalk Los Angeles
Jazwalk Los Angeles founder Keana Jacobs believes, the beginning of every vision may come from an individual, but for it to reach its full potential its needs the support of many…
JazWalk founder Keana Jacobs, has over 20 years of experience as a professional dance instructor. A dancer since the age of nine, Ms. Jacobs got her start performing in LA area talent shows, showcasing her passion for dance and choreography at an early age. By age 12, Keana began formal dance training at Hawthorne Dance Academy. In her first year with the program, she received the coveted "dancer of the year" award. The passion that led her to participate in shows at 9, grew into a desire to share her gift with others. As a result, she began serving as an instructor at the age of 15. Her warm disposition and high level of energy benefited her in this role, translating as attributes that served her well when teaching others.
Keana continued her training as a student at Paul Kennedy Dance School in 1996, and later became one of the lead dancers with Zenith Dance Company, where she remained until 2000. With Zenith, Ms. Jacobs had the opportunity to perform in various programs, including competitions and shows for up-and-coming artists. Out of 500 dancers, she was selected as one of the 15 Spotlight Awards semifinalists and was a competitor for the NAACP ACTSO awards held in Atlanta.
Teach one, Save one. Let dance lead the way
In 2000, Ms. Jacobs began training at El Camino College where she studied business management and dance history. She also became a member of El Camino's dance company, Qui Geometer, through which she met professional dancer and choreographer, Katisha Adams. Under Ms. Adams, Keana danced in her first music video, "Monica Monica", by recording artists, Before Dark. The partnership with Keana Adams proved productive. While with Ms. Adams, Ms. Jacobs had the opportunity to work with legendary dancer/choreographer Debbie Allen for two years, performing as the African queen in Ms. Allen's production, the Chocolate Nut Cracker.
After a brief hiatus, Ms. Jacobs returned to the stage to perform at the 2007 BET Awards as part of the opening performance with comedian, Monique. Being relentlessly results orientated and dedicated to achieving the highest possible standards, Keana has a gift to inspire passion in her students. Her comfort level and confidence teaching large groups of children in a classroom setting has enabled her to develop a successful track record of improving students' knowledge and understanding of dance. Keana has experience teaching all age groups and not only understands the needs of students, but also has the ability to quickly engage with them. During her career she has taught in private dance schools, afterschool programs, for church youth groups and has choreographed in high school and college productions. In addition to this she is trained in ballet, jazz, lyrical, hip hop and tap, along with some specialty styles such as African, swing.
Keana is very passionate about uplifting youth that are victims of environments stricken by substance abuse, parental neglect and violence. She knows how much this affects a child from first hand experience. After losing her parents tragically as a child due to them both suffering from substance abuse lifestyles and her grandmother who raised her passing away from a heart attack all occuring within a 3-year period before the age of 10. Keana is no stranger to pain and loss. Even though she received counseling, dance was the most effective therapy. Dance classes allowed her to be free. Once she realized how much dance helped her, she knew it could help others. She looks forward to extending the same love that dance offered to her to help inspire others. JazWalk Los Angeles will also expose youth to an array of opportunities, while teaching them the importance of giving back to their own communities and getting involved to make a difference.


Battles are resolved using an excellent turn-based tactical game so far removed from usual RPG combat that "genre-bending" certainly applies. Though moving your troops to make formations of three or more in a line is the central mechanic of CoH, comparisons to match-3 puzzle games like Puzzle Quest's battles or Bejeweled are less apt than those to lane-based combat like SolForge or even Plants vs. Zombies. In CoH, it's only possible to move the rearmost unit in a row or delete a unit, which is such an unusual limitation that I found my familiarity with match-3s more misleading than helpful. There's also a delay before formations attack, which rewards the planning of programmed movement.
Though some battles do drag on a bit (especially when two armies with strong healing abilities square off) and there are difficulty spikes during the campaign, there's enough variety in the armies and special goals in different battles to keep the combat enjoyable throughout. Not only are there five factions, each army can be customized with various regular, elite, and champion units, and you can choose an artifact which grants a moderately important special ability. Optional puzzle battles (which must be "solved" in a limited number of turns) are particularly enjoyable, often serving as strategic tutorials for advanced techniques.
From a technical standpoint, unfortunately, the translation to iOS is shameful. While I only encountered a few game-stopping bugs, crashes out of the app are from the worst of it. During several battles, I inexplicably lost the ability to remove units. The game ought to shine in multiplayer for many of the same reasons as Pocket Tactics' Game of the Year for 2012, Summoner Wars. Sadly, my several attempts to begin asynchronous online games all failed (crashing the app of those who tried to accept the invitations). CoH also has serious memory management problems. I found that quitting and restarting could increase the speed of battles to a degree approaching comedy, with units seeming to run around like the Keystone Kops in comparison to their previously funereal pace.
Much of our dialogue consists of stating the obvious with exclamation points!
Though these are serious problems, they are at least obviously unintended. By contrast, the overworld movement is terrifically bad by design. Maps are laid out with distinct nodes, and usually, you tap on a node to move there. Sometimes, however, you tap on the character to move away from your current node. Similarly, you tap on yourself in order to interact with whatever's nearest. If you tap on the thing you want to interact with, you usually move away from it; this is quite possibly the wrongest reaction the interface could possibly have. I initially thought this was unintuitive but would grow to become second nature; it didn't. It rarely causes more than a brief waste of time, but it's so obviously wrong that it feels deliberately insulting. I also wouldn't recommend playing on an iPhone or iPod Touch; with no undo feature, the interface is just too cramped to be confident of executing your plans.
In fairness, even if the overworld were perfectly translated, it would feel like an obstacle unnecessarily keeping me from the battles, where the interesting decisions live. It's a shame these really quite good tactical affairs come with a bad translation of an unnecessarily involved overworld. Playing Might & Magic: Clash of Heroes feels like eating a sandwich expertly made of quality filling, between two overly thick slices of moldy sourdough.
Review: Might & Magic: Clash of Heroes


Auction: February 2018
Land At Cowling Lane, Leyland, Lancashire, PR25 1XN
The land lies approximately 1< miles from Leyland town centre and railway station and 2< miles from Junction 28 of the M6 Motorway. The site is located on the corner of Dever Avenue and Cowling Lane.
Freehold parcel of land located in an established residential area and currently being used as public open space. The land is offered with vacant possession.
Approx Site Area
Approximately 361 sq m (432 sq yds).
Interested parties should consult direct with the Local Planning Office, South Ribble Borough Council, Civic Centre, West Paddock, Leyland PR25 1DH. Tel: 01772 421491, Fax: 01772 622287.
Land At Cowling Lane,
PR25 1XN
Auction: February 2018 Date: 20th February 2018 Lot Number: 101 Doors Open: 12:00pm Bidding Starts: 12:00pm
AJ Bell Stadium,
M30 7EY
Property: Land At Cowling Lane, Leyland, Lancashire
Auction: AJ Bell Stadium, Manchester, M30 7EY 20/02/2018


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Nipmuc Baseball Wins League, Surges to Tourney
By Chris Villani Sports Reporter/Columnist · June 04, 2019
After dropping four out of five in a bit of a midseason lull, the Nipmuc baseball team rolled to wins in eight of its final nine games to capture the Dual Valley Conference championship and enter the district tournament on a roll.
"We have been playing really well at the right time," said head coach Steve Dellarovere. "We have had some good wins down the stretch and the first goal is always to win the league."
The Warriors lost just one game in league play, scoring wins over Sutton, Douglas and Hopedale to help lock up the DVC crown. As has been the case all season, the team's trio of pitchers have been instrumental to the squad's success. Jack Tempesta, Brendan Mathieson and Andrew Griswold have taken the mound and kept their team in games.
"We have been rolling them out one after another, no matter the opponent, and those guys are up to the task," Dellarovere said. "They are not walking a ton of guys and they are able to go deep in the game. They keep the ball in play and let the defense help them out."
Matt Fraser, a sophomore, has slid into the middle of the Nipmuc lineup and been one of the squad's most consistent hitters,
responsible for a number
of significant hits. Consistency at the plate
throughout the lineup has been the primary reason for Nipmuc's sizzling stretch run.
"The pitching has been there, but at the
plate, during the tough stretches, we were a bit inconsistent," Dellarovere said. "We would get a guy on base and not be able to move him along. Now everyone is helping out, one through nine. It's not the same guys, but a few guys each day who are stepping up."
The Warriors learned their first round district tournament opponent earlier this week. Dellarovere said he expected the Division 3 field to be fairly deep and competitive, but liked the fact that his team is built around strong pitching. The quality
of pitching around the area, he said, has been very strong.
"With the pitching we have, I feel pretty good, when you have the arms you
feel like you have a shot against
everybody," Dellarovere said. "On
the flip side, you can always run into a hot pitcher too and have a tough day. I would like to think we can make a run, but every game is going to be tough."
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Brown Lecture Series: Dawn Porter
Event Image:
Tuesday, November 9, 2021 - 7:00pm
Event address:
400 Cathedral St
Central Library, Wheeler Auditorium
Not Feature Event
By the Author:
Dawn Porter will be in conversation about her life and work.
Dawn Porter is an award-winning documentary filmmaker whose work has appeared on HBO, PBS, Discovery, and Netflix among others. She is currently directing and executive producing an Apple TV multi-part documentary series with Oprah Winfrey and Prince Harry, which focuses on both mental illness and mental well-being.
Dawn has been commissioned to create films for the Center for Investigative Reporting, Time and Essence Magazines, The New York Times Op Docs, and Amazon. Her work has received generous support from the MacArthur Foundation, the Ford Foundation, the Mellon Foundation, Tribeca Film Institute, Sundance Film Institute, Chicken & Egg Pictures and other esteemed organizations. She is a member of the Academy of Motion Picture Arts and Sciences, the Television Academy of Arts and Sciences, and the Directors Guild of America.
ASL interpretation will be available for attendees.
Parking is free on Park Avenue and Cathedral Street after 6pm. Parking is $5 in the Franklin Street Garage after 5pm.
The Brown Lecture Series is supported by the Eddie C. and C. Sylvia Brown Foundation.
Event | by Dr. Radut