NBA approves sale of Jazz to Utah technology entrepreneur

first_img FacebookTwitterLinkedInEmailSALT LAKE CITY (AP) — The NBA’s Board of Governors has approved the sale of the Utah Jazz to a group led by technology entrepreneur Ryan Smith, ending the Miller family’s 35-year run as owners of the franchise.The deal includes Vivint Arena, the team’s G League affiliate and management of a Triple-A baseball club.Part of the sales agreement calls for the team to remain in Utah. Smith is a co-founder of the Utah-based firm Qualtrics, which was sold to SAP for $8 billion in an all-cash deal finalized last year. The Miller family will retain a stake in the franchise. December 18, 2020 /Sports News – Local NBA approves sale of Jazz to Utah technology entrepreneur Written by Tags: Ryan Smith/Utah Jazz Associated Presslast_img read more

‘The property market needs a General Election to solve Brexit’

first_imgHome » News » Agencies & People » ‘The property market needs a General Election to solve Brexit’ previous nextAgencies & People‘The property market needs a General Election to solve Brexit’Senior industry figure makes unusually partisan comments about politics as frustration with damage Brexit is inflicting on property market grows.Nigel Lewis14th October 20190809 Views A senior member of the property industry has called for a general election and criticised Parliament for delaying Brexit in comments made to a newspaper.The comment have come from Nick Taylor (above), chairman of the 30-agency strong Norwich & District Association of Estate Agents (NDAEA) who also runs Norwich-based Hadley Taylor.In an usual departure from industry norms, Taylor has told The Eastern Daily Press that he believes the government is no longer in charge, that the country is run by a parliamentary ‘junta’ led by a partisan speaker who wants to either revoke Brexit, call a second referendum or “cobble together some half-baked deal which keeps us in servitude forever”,” he says.“All three of these options will cause a level of civil unrest that will make the antics of Extinction Rebellion look like a tea party.“What the country needs, what the economy needs and what the property market needs is a general election, and fast.Property marketHis comments followed a request from the paper to give his opinion on OnTheMarket’s lacklustre results this week and the property market.“I’m not surprised that OnTheMarket is feeling the squeeze,” he says.“Retailers, restaurant chains, travel businesses and car dealerships are all feeling the squeeze and we read about their business failures on a daily basis.“The property sector still hasn’t seen volumes rise to 2007 levels and they may never return. The elephant in the room is, of course, Brexit. Or rather not Brexit itself but the constant and never-ending state of limbo we have had to endure.”Read more about Nick Taylor.hadley taylor Norwich & District Association of Estate Agents Nick Taylor Norwich OnTheMarket October 14, 2019Nigel LewisWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles Letting agent fined £11,500 over unlicenced rent-to-rent HMO3rd May 2021 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021last_img read more

USS Freedom Returns Home

first_img USS FREEDOM (LCS1) DOCKED IN SAN DIEGOThe American ship USS Freedom has returned home from its maiden deployment to 7th Fleet AOR.The ship deployed on March 1 and took part in a number of operations with partner nations in the region.The ship’s crew 102 swapped with the crew 101 in August, which brought the warship home. Crew 101 participated in the Philippine relief mission delivering life saving supplies to the Typhon Haiyan stricken population.The ship has recently held a change of command ceremony at Joint Base Pearl Harbor-Hickam where Capt. Randy Garner relieved Cmdr. Patrick C. Thien.USS Freedom is the lead ship of its class and she is the third vessel of the Navy to be named for the concept of freedom.[mappress]Naval Today Staff, December 24, 2013; Image: US Navy View post tag: home View post tag: USS View post tag: Returns Back to overview,Home naval-today USS Freedom Returns Home View post tag: Freedom USS Freedom Returns Home December 24, 2013 View post tag: Naval Training & Education Share this articlelast_img read more

Christ Church calls fowl on chicken cruelty

first_imgJCR declares opposition to battery farming Christ Church JCR has shown its support for serving free range food in Hall. Last Sunday the JCR voted on a motion, which stated, “In designing menu items, ‘Hall’ should make use of free range food, and end their use of battery farmed animals.” The proposal received substantial backing although the free range standard will not be immediately adopted. However, students voted to set up a working group to investigate the financial feasibility of the move for the JCR. Tom Ward, a Theology second year student who put forward the motion, said, “I am very satisfied with the result of the meeting… As far as confidence goes in ultimate success at Christ Church, I think the fact that the motion went unopposed is a strong indication that there is a very real wish of the entire JCR for Hall to go free range. “In my opinion, intensive farming techniques are both cruel and unnecessary in this country…I am sure many at Oxford feel the same way, and indeed endeavor to purchase free range products at home. However, when dining in Hall we find ourselves stripped of that choice, and inadvertently end up supporting the intensive farming we feel so passionately against. I do not think that there is any insurmountable barrier, cost or otherwise, to using free range products in the respective Halls of Oxford…it would serve as an example to the rest of the catering world that mass utilization of free range products is feasible.”Ward subsequently set up a Facebook group to bolster support for the motion. John Harris, Steward of Christ Church, agreed that the idea is gaining momentum. He explained, “The College is looking into it… I was at a catering managers’ meeting [on 22 January] regarding the introduction of free range products. We are very positive about it. At the moment there is not enough free range produce to meet likely demands. However there is widespread interest in it. It is not a matter of the JCR persuading reluctant caterers. Many of the caterers are very positive in it.” Laura Ellis, Christ Church JCR President, said, “The working group will consist of three members of College staff; the Hall manager, the Steward and the head chef and from the JCR the food rep, the veggie rep and Tom Ward.”by Rob Pomfretlast_img read more

Press release: Asian Longhorn Beetle eradicated in the UK

first_imgNicola Spence, Defra Chief Plant Health Officer said: The Asian Longhorn Beetle (ALB) – an insect which poses a risk to broadleaved trees such as oak and silver birch– has been eradicated in the UK following six years of trapping and surveillance work by the Animal and Plant Health Agency and the Forestry Commission.The pest was initially discovered in Kent in 2012, most likely introduced through infested imported wood packaging material.The pest is a serious threat to a range of broadleaved trees, including species grown commercially for timber and fruit production. The larvae of the beetle feed on the wood of living trees, boring galleries, or tunnels in the trunks and branches. The galleries can penetrate all the way from the outer layer to the heart wood, and a severe infestation can kill the tree.Lord Gardiner, Defra Biosecurity Minister said: Asian Longhorn Beetle would pose a serious threat to our treescape if allowed to establish, so it is great news that it has been officially eradicated in the UK. Strong biosecurity relies on everyone playing their part – in our forests, at borders or when buying plants. It is important that we continue to raise awareness of the simple things that people can do to protect against pests and diseases, such as sourcing plants from a reputable nursery.center_img I am delighted that we have been able to eradicate Asian Longhorn Beetle – this is a testament to the dedication and hard work carried out by our Plant Health service. Globalisation in trade, increased travel and the diversity of plants entering the UK mean more threats to plant health. Our strong response includes investing more than £4.5m to strengthen our border security, recruiting and enhancing training for new plant inspectors. Furthermore, we identify and assess new threats to our trees by using the UK Plant Health Risk Register, the most comprehensive in the world, containing over 1000 pests and diseases which are regularly reviewed and prioritised for actionlast_img read more

BIA 12 Days of Christmas: JG Ross see’s future in gluten-free products for 2015

first_imgCustomer service winner at this year’s BIAs, JG Ross, expects competition to stiffen in 2015, but has exciting predictions for its gluten-free products.Speaking to British Baker, Graeme Ross told us of the successes in 2014, and explained how the business will continue to position itself as the customer favourite.“2014 was a very successful and eventful year for us. We picked up a number of awards at the start of the year for products, training and development and Entrepreneur of the Year at the Grampian Food Forum Innovation Awards and, of course, ended the year winning the BIA for Customer Service.“We have achieved sales growth across all business segments. Our investment in EPoS tills, staff training and development, customer service, promotional activity and availability has all helped deliver growth in our retail shops. We are fortunate that craft bakery is strongly supported in the north east of Scotland, so despite the progress of discounters (whom we don’t supply) we have achieved excellent growth.“We expect competition to continue to be tough during 2015, due to the growth of food outlets and the discounters. Our industry is built on healthy competition and our message is simple: stick to your core values whilst working closely with your customers to identify their needs, building mutually profitable partnerships. “We expect a very significant growth in sales of our gluten-free products, with a number of very exciting enquiries.“We work closely with our business customers, supporting whenever we can through providing point of sale and sampling days. This has proved particularly successful in Tesco, Co-op stores and local independents. Our largest sales increase came from Scotmid. We have invested in 11 of their stores and provided support on staff training, point of sale and helped ensure product availability. During 2014 we also supplied gluten-free biscuits made at our free-from bakery to both Canada and the USA, as well as Europe.“As a family business we have always put ourselves at the heart of the community we serve. We will continue to build on this during 2015 increasing our activity in social media (both Facebook and Twitter) and supporting local charities such as Inverurie Twilight walk in aid of Cancer Research and Northsound Cash for Kids.“We will continue to listen to our customers by way of retail staff, our wholesale partners, and through social media to build on the new products we will bring to market, including variations on our best-selling butteries and cupcakes, such as Aberdeen Angus butteries or Irn Bru cupcakes, to new product categories, as gluten-free has been this year.”last_img read more

Heenan to step down in February

first_imgVice President for Harvard Public Affairs and Communications (HPAC) Christine Heenan, who pushed Harvard communications fully into the digital age and led government and community affairs through federal budget cutbacks, the reboot of Harvard’s Allston relations, and other challenges, will step down as vice president in February, the University announced Wednesday.Heenan, who will become senior communications adviser with the Bill & Melinda Gates Foundation, will continue in a part-time capacity for Harvard through the end of the academic year.“Harvard has been greatly fortunate to benefit from Christine’s remarkable strategic sense and energetic leadership these past six years,” said President Drew Faust. “With the talented team that she has ably built and led, she has guided Harvard communications ambitiously forward into the digital era, overseen the transformation of the Harvard Gazette, strengthened essential relationships with neighbors and key officials in our host communities, and vigorously advanced the interests of higher education and research in Washington and beyond. On these matters and more, she has been a constant source of good counsel, creative vision, and spirited collegiality for all of us in Massachusetts Hall, for the deans and the governing boards, and for colleagues across Harvard.”Faust said that she would promptly begin a process to identify a successor to Heenan.At the Gates Foundation, Heenan will work with Susan Desmond-Hellmann, the foundation’s chief executive officer, on leadership communications across the foundation’s priority areas, which include global health, global development, and education. Desmond-Hellmann said that Heenan’s higher education background will be particularly helpful to the foundation’s U.S. Programs, which have a heavy emphasis on high school graduation and college readiness.“I’m a giant enthusiast on talent,” Desmond-Hellmann said. “We have almost ridiculous ambitions as a foundation: solve polio, get rid of inequities, work on poverty globally. So the most important thing for me is to have additional talent, and Christine is certainly a great talent to help us focus on the world’s biggest problems. I’m just excited that every time I interact with Christine, I learn something.”Heenan said her six years at Harvard have been a time of growth, fostered by the challenges she has faced, the colleagues she has worked with, and the University’s environment of excellence.“President Faust often talks about how Harvard stretches you and changes you,” Heenan said. “That’s true for students, but it’s also true for staff. It’s certainly true for me. Just the same way that Harvard demands your best self as a student, the pace here and the peers whom I’ve had the privilege to work with have caused me to raise my sights and up my game. It’s been a privilege for me.”Heenan came to Harvard in 2008 from the Clarendon Group, a communications and government relations consulting firm that she founded and led. Prior to that, she served as director of community and government relations at Brown University and as a senior policy analyst on President Clinton’s White House Domestic Policy Council staff.Heenan said she is proudest of the heightened integration between Harvard’s communications and public affairs in recent years, as well as the heightened emphasis on storytelling in ways that both respond to immediate developments and step back to provide broader views, through a variety of channels that reach today’s audience.“For more of Harvard to reach more of the world is very gratifying,” Heenan said.During Heenan’s tenure, Harvard has also strengthened important relationships with its host communities and with lawmakers and others in Washington, D.C. It has been important, she said, that Harvard’s voice be heard about higher education in general, but also that it be heard specifically on federal funding of university research — an area that has been under pressure during an era of tight federal budgets.Also key, Heenan said, have been Harvard’s renewed efforts to participate fully in its host communities. In recent years, Harvard has employed an array of programs to open parts of the University to its neighbors and work as a partner with local institutions, extending, for example, grants and cooperative programs to local schools.Former Boston Mayor Thomas Menino, who worked with Heenan on many University initiatives in the city, said she has a talent for communicating complex issues, an ability to bring people together, and a focus on getting things done that proved a very effective combination.She played a guiding role in developing Harvard’s Institutional Master Plan for its Allston properties and in the successful Allston Education Portal, whose tutoring programs have the potential, Menino said, to change children’s lives, and through those actions earned the community’s respect.“She was able to get Harvard to work with the community and the community to work with Harvard,” Menino said. “She is an amazing woman … a great friend, and she became a confidante of mine. … It’s a big loss for us, but a gain for the country.”Heenan was tested almost immediately upon arriving at Harvard, when the global financial meltdown struck in the fall of 2008, forcing the University to cut budgets and pause development efforts in Allston.Heenan modernized Harvard’s communications with audiences both inside and outside the University, oversaw the award-winning redesign of Harvard.edu, and transitioned the Harvard Gazette from a weekly print newspaper to an all-digital publication featuring the Daily Gazette, an email publication now reaching 130,000.Heenan also taught a Harvard College freshman seminar on communications, advocacy, and public affairs, building on her previous role at Brown as adjunct assistant professor of public policy at the A. Alfred Taubman Center for Public Policy and American Institutions.When asked how she might look back at her time at Harvard, Heenan said first that her “boss,” President Faust, has been “inspiring” to work for and that she’d miss her colleagues.“One of the most enjoyable aspects of management is realizing you have surrounded yourself with people who are smarter and better than you in their domain, and that they’re in a position to teach you as much as they are to learn from you,” Heenan said. “That’s how I feel about my colleagues at HPAC, as well as communicators in the Schools and my colleagues in Massachusetts Hall.”last_img read more

A recession playbook

first_img Business School’s Shih expects disruptions for nations trading with China and for manufacturers dependent on it for components for electronics, consumer products, and pharmaceuticals Hollister: We don’t know what the depth and duration of this downturn will look like or how it will rebound, and so it’s wise for us to plan and prepare for the worst. This downturn could be more severe than 2008. There is, however, a lot of uncertainty so we want to avoid either under- or over-reacting, and yet ensure that we’ve properly planned for any potential unfolding scenarios, and have appropriate measures on the ready to best weather the storm, and also assure our community that we are mindful of the uncertainty these economic challenges bring. What we do know is that a lot of Harvard’s expenses are somewhat fixed, and any actions that we take must be strategic and focused on our mission priorities.Gazette: So what will decision-making look like going forward?Hollister: Harvard’s Schools may need to make hard decisions over the next 18 months. What we learned when we interviewed people who were involved in the ’08-’09 recession, though, was that our community took solace and pride when decisions were made with teaching and research at the top of the list. There are pluses and minuses to decentralization, but one great advantage we enjoy is that the deans of Harvard’s Schools have authority over their School resources and are used to making decisions locally in the best interests of each School and their mission, although in coordination across the University. The voices of the past and present all state that our mission centers on faculty and students, as well as our learning and research environments, and that is what needs to be most sustained and supported. I’m confident we’ll continue to be able to support this purpose moving forward, although not necessarily without difficulty, thanks to the commitment of our president, provost, executive vice president, the deans of Harvard’s Schools, and many like-minded individuals across Harvard.Interview was edited for clarity and condensed for space. Related This is part of our Coronavirus Update series in which Harvard specialists in epidemiology, infectious disease, economics, politics, and other disciplines offer insights into what the latest developments in the COVID-19 outbreak may bring.The coronavirus outbreak has pitched financial markets into turmoil and raised the likelihood of a deep global recession, leaving entire industries, including higher education, scrambling to adjust to what could become an existential threat. Colleges and universities, including Harvard, have already experienced significant additional costs, as they took unprecedented steps to reduce risk to their community members.At Harvard, the decisions to send students home for the rest of the semester and move classes online, while prorating room and board and providing moving assistance, have all occurred while the majority of expenses the University incurs has remained the same. The Gazette spoke with Thomas J. Hollister, vice president for finance and chief financial officer at Harvard, to learn more about the planning the University had already undertaken to prepare for the eventuality of a financial downturn and how the emergence of the coronavirus might affect the University’s finances, along with those of the nation’s other  institutions of higher learning.Q&AThomas HollisterGazette: What can you say about the state of higher education’s financial health, broadly, and Harvard, more specifically, with regards to the potential fallout from the coronavirus pandemic?Hollister: Even before the coronavirus outbreak, the financial health of the higher education industry was under stress as evidenced by recent closures and mergers of schools. The pandemic will put an additional, enormous strain on the industry. Harvard is relatively well resourced compared to many other universities, but contrary to popular perception, Harvard does not have unlimited wealth. It’s true that our endowment is large on an absolute basis, but it is committed to supporting existing vital academic programs and campus activities. In short: Every penny of the annual distribution from the endowment is subscribed and utilized in support of our mission.Gazette: Is Harvard prepared to weather a recession, then, should it happen?Hollister: We’ve done a lot of recession-based scenario planning, and the University is in a much better position than we were following the 2008 financial crisis with respect to liquidity and the capacity to withstand stress. Thanks to purposeful planning by Narv Narvekar and his colleagues at Harvard Management Company, the endowment is comparatively liquid, does not have any substantial derivative exposures, and is not broadly leveraged. In addition, the University itself, which provides working capital to the operating activities across campus, is in a healthy and liquid position. This means that the University is positioned to withstand an interruption in normal operations, an economic downturn, and other stress scenarios. These efforts put us in a good position and give us the ability to focus on aligning our resources behind our academic mission, but they will not eliminate adversity or difficulty in the event of a recession. Given what is happening, we expect to see a decline in revenues due to, for example, increased financial aid needs, a slowdown in philanthropy, and a lower distribution from the endowment, and we will need to adjust our spending accordingly.Gazette: Tell us more about recession planning, and what that looks like at Harvard.Hollister: About 18 months ago, we set out to study how Harvard reacted in the 2008 economic downturn, in order to learn lessons of the past and to ready ourselves for the next recession. President [Larry] Bacow and the Corporation Finance Committee provided the guidance for this effort.  We interviewed past and current leaders across the University, leaders and experts in higher education outside of Harvard, as well as members of our Corporation and Finance Committee. Through these conversations, we developed a framework for recession planning, as well as a list of potential actions the University could take to ensure resilience in our teaching and research — even during times of financial hardship. In September 2019, we publicly shared a version of our findings in a “recession playbook”’ which is titled “Financial Resilience at Harvard.” “We don’t know what the depth and duration of this downturn will look like or how it will rebound, and so it’s wise for us to plan and prepare for the worst.” The Daily Gazette Sign up for daily emails to get the latest Harvard news. Jeffrey Frankel cites domino effect of problems in China, huge U.S. deficit, likely decline in jobs and spending Gazette: Did the Schools have a role in all this?Hollister:  Under the direction of their deans, each of Harvard’s Schools as part of the annual multiyear financial-planning process, as well as the annual budgeting process, examined how an economic downturn could impact their operations, and they began to scenario-plan different responses. Organizations that are carefully monitoring their resources do this kind of planning on a regular basis, and Harvard is no exception. We wanted to be prepared in the event that our revenues were diminished in order to try to concentrate our resources on the vital core mission of teaching and research. Again, these efforts will prove very helpful, but they will not eliminate challenges or difficult decisions in the event of a recession.Gazette: Did the University have an opportunity to begin to take any actual steps before the outbreak?Hollister: As a parallel part of this effort, in the second half of last year we repositioned our (non-endowment) central resources to have less exposure to the markets and to carry more liquid fixed income securities than we have held in recent years, as a cushion for managing through a recession. Again, these efforts will prove very helpful but they will not eliminate challenges or difficult decisions in the event of a recession. In addition to strategically conserving resources, there is a forward-looking aspect to recession planning, which is to be on the lookout for opportunities, as well as very select investments, that would position the University to come out stronger as an academic enterprise after an economic downturn. As President Bacow is fond of saying, “Races are won on the uphill.”Gazette: If a recession does materialize, how might the University be forced to respond?Hollister:  We are already examining and reducing all discretionary, nonessential spending.  There are other places where we can look to reduce costs, beginning with slowing the pace of capital projects, limiting the use of consultants and third parties, and renegotiating contract costs and terms with outside suppliers. Everyone can help identify opportunities.Gazette: What other expense actions might we expect? Coronavirus likely to infect the global economy Why odds of a coronavirus recession have risenlast_img read more

The Next Evolution of Converged Infrastructure Solutions

first_imgThe current state of the IT industry reminds me of the saying, “May you live in interesting times.” These are interesting times indeed for CIOs and IT leaders dealing with rapid change across multiple dimensions from technology to economics to organizational culture & skill sets. The primary goal of IT engineers today is to stitch together individual technologies into an end-to-end service while balancing the design and operational complexity in the Data Center. Companies are moving to agile business models which require IT teams to respond rapidly to business and end-user requirements while actively managing operational costs.While technology companies are rightly proud of their technology component innovations, IT organizations today are less interested in the infrastructure components and more focused on architectures that solves real problems they face. We consistently hear the need for a solutions approach that combines the hardware and software infrastructure with a M&O framework that can deliver rigorous SLAs for availability, performance and costVCE epitomizes the solutions approach to innovation. In 2009, we pioneered the Converged Infrastructure concept to help IT teams rapidly deploy new technology components in a state of the art infrastructure that just works. As a foundational building block in Data Centers worldwide today, the Vblock platform delivers a high performance, highly available infrastructure which dramatically simplifies the operational environment.Looking ahead, we see Converged Infrastructure evolving along 2 axes:Horizontally, with new variations of Converged Infrastructure platformsVertically, by expanding the scope of Converged Infrastructure to extend from physical hardware elements to include application and cloud infrastructureFrom a platform perspective, VCE believes that IT teams expect solutions that are built for Data Center scale, and optimized for mixed workloads with simplified operations and life cycle support. This week we are launching VCE’s Vscale architecture for Data Center scale infrastructure, our new VxBlock platforms that enable technology choice, and our Vision 3.0 Converge software. These offerings – with the VSPEX BLUE hyper-converged appliance and EMC Enterprise Hybrid Cloud solution – give us the most comprehensive set of platforms and the only fully integrated Cloud solution in the industry.VCE’s close partnership with IT teams to design, deploy, support and scale Converged Infrastructure solutions from platforms up to the application and cloud layer uniquely positions us to innovate and redefine the market. As we look ahead, you can expect to see VCE deliver new platforms and solutions in rapid intervals along both axes as we evolve to become a true Converged Solutions provider.We live in interesting times indeed …Onwards and Upwards!last_img read more

Sao Paulo Hosts National and South American Defense Meetings

first_img On Aug. 6, Brazilian Defense Minister Celso Amorim inaugurated the opening conference for the VI National Meeting of the Brazilian Association of Defense Studies and the South American Defense Meeting. The events are taking place at the Braston Hotel in Sao Paulo from Aug. 6-9, and are centered around the topic of Brazilian Thought on Defense. The program includes conferences, round tables, thematic symposiums, short courses and scientific panels, totaling more than 250 academic presentations. One of the presentations comes from Major Nixon Frota, master of Defense from the Brazilian Army Command and General Staff School, and specialized in analysis and intelligence and counter intelligence operations. His proposal discusses including the electric sector in security and defense issues in South America, making it the central focus of a pioneer regional security and defense strategy. According to Maj. Nixon, South America’s economic integration process has great development potential starting from its physical structures, which include the electric sector. Given the current threats and risks, this becomes a strategic structure because its interruption or destruction, whether partial or total, would directly affect the economic, social, political and military sectors, thereby causing an array of losses and negative effects. An example of the strategic value of the electric sector, not only in South America, but in the world, is the recent blackout in India, one of unprecedented magnitude that reached half of the country of 1.2 billion inhabitants after three distribution networks collapsed, leaving close to 20 northern and north eastern states in the dark. In 2005, 2007 and 2009, Brazil also experienced significant blackouts, affecting millions of Brazilian citizens. In 2009, due to the unparalleled shutdown of the hydroelectric power plant in Itaipu, 18 Brazilian states were left partially or completely without power, with the southeast region suffering the biggest impact. The states of Sao Paulo, Rio de Janeiro and Espirito Santo were completely in the dark. By Dialogo August 06, 2012last_img read more

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