Health informatics in China () is about the Health informatics or Medical informatics or Healthcare information system/technology in China.

The main review and assessment of health informatics in China for the WHO-Health Metrics Network was conducted in 2006 which details Provincial assessments, developing strategic plan outline, improving community health monitoring system, household surveys, routine health statistics system.

Due to the Health Informatization Development Plan, all hospitals are required to increase investment in building digitized hospitals.  This requirement is expected to accelerate the growth of China's HIT market by about 25 to 30% a year during 2006–2010.

By the end of 2006, China's investment in its healthcare information systems (HIS) had increased by nearly 16 percent to RMB 5.8 billion, year-on-year. This amount accounts for approximately 0.5% of the country's total healthcare expenditures of RMB 866 billion during the same period.

The market size is expected to expand to approximately RMB 15 billion in 2010.  The development of China's HIT industry is generally considered to be at a preliminary stage, resembling that of western countries 20 years ago.  However, as China learns more about available and emerging technologies, it now has the opportunity to leapfrog ahead.

Healthcare overview

China spent $97 billion, or 5.5% of its GDP, on healthcare in 2004. As previously stated, public spending on healthcare remains low; public spending in 2004 accounted for only 17% of total healthcare expenditure while out-of-pocket expenses reached 53.6%.

About 130 million people are covered under the National Social Insurance Program for Urban Employees, a program established in 2005. Another 50 million people are covered through government insurance. Yet less than 30% of the China's population has medical insurance. Indeed, over 35% of the urban population and 50% of people in rural areas have no coverage at all.

China's current healthcare system is primarily composed of large public hospitals, supplemented by a small number of private, for-profit hospitals. As of 2005, there were 18,703 hospitals in China. Among them, 2,027 were private hospitals (10.83%). Chinese hospitals can be divided into three categories: general hospitals (70%), traditional Chinese medicine (TCM) hospitals (14%), and specialty hospitals (16%).

In addition, China has 5,895 outpatient facilities: 1,266 outpatient facilities and 541 traditional medicine facilities. As of 2005 China had 1,938,272 registered doctors who are primarily employed by hospitals.

History
Economic reforms in the early 1980s resulted in major changes in China's healthcare system, especially as a result of the dismantling of the rural cooperative medical system. After being given considerable financial independence, hospitals began to generate the majority of their income through user fees, a practice that continues today. Healthcare is now provided on a fee-for-service basis. The pricing structure attempts to facilitate equity by providing basic care below cost, with profits reaped through the (often excessive) sale of drugs and high-technology services; this structure leads to inefficiency and inappropriate patient care. Healthcare insurance coverage in China is low, with less than 30% of the population receiving any medical insurance.

China's health information technology HIT development has a brief history. Development commenced in the mid-1990s with financial management systems; only in the last five years or so have clinical systems been implemented. China has made progress in a relatively short time period, but weak application software and a scarcity of implementation skills delay further progress. Most Chinese hospitals are attempting to dramatically improve and extensively digitize their work processes in the near future.

Project on Construction of National Public Health Information System
The work group of the Ministry of Health for information construction has drafted the Project on Construction of National Public Health Information System. The "Project" confirmed the guideline, objectives and principles of public health information system construction, proposed framework for further actions. On September 17, 2003, information construction workgroup of the Ministry of Health held a Meeting via television and telephone on construction of public health information system in China. The agenda included a work report in the field of information construction of the Ministry of Health, the introduction of Construction Project of the National Public Health Information System (Draft) and a report from the National Center of Disease Control on relevant requirements of SARS report system via network.

Mortality statistics
As part of a major revamp of its health information system, China is merging two systems for collecting mortality data to gain a more accurate picture of how many people die and why. Cause-of-death data are playing an increasingly important role in the public health policy of China. Recently, Chinese Center for Disease Control and Prevention took part in a research project led by the Center for Statistics of the Ministry of Health on the disease burden and long-term health problems in China; the results were dramatic.

HIT Adoption
Health information technology is now entering its second software generation in China, and IT usage in hospitals resembles that of the late 1970s in the United States. Most hospitals in China incorporate IT software into their payment and billing systems, and many have also begun integrating IT into clinical systems in the past five years.

The use of IT in clinical systems has emerged on a departmental basis. As a result of inexperience with IT infrastructure, however, hospitals have encountered several obstacles. Fragmentation, duplicative systems, and poor integration between diverse software systems have created "information islands" that impede data sharing.

Three valuable lessons are evident from China's HIT development over the past ten years:

 Medical information should be integrated across all departments in the hospital. Poor integration of diverse software systems within hospitals impedes inter-hospital information exchanges and creates problems as IT use expands.
 In order for IT systems to benefit clinical services and hospital management, effective overall IT planning is necessary. Oversimplification of IT planning and a lack of clinician engagement have in the recent past led to poor return on investment (ROI) in HIT.
 Implementation requires not only strong project-management skills but also attention to end-user requirements and needs as well as to work processes re-engineering. Poor implementation has resulted in a large amount of work-process redundancy.

Government policy
The Chinese government adopted an "informatization" approach in the 1990s, promoting IT development in all major industries, including the health sector, with one goal being to bridge the information divide. HIT policy began in 1995 with the "Golden Health Project," which sought to create the foundation for electronically linking health administration departments and hospitals as well as medical education and research institutes. Government efforts in the 21st century increasingly focus on health IT. For example, the 2003–2010 Ministry of Health Guidelines for HIT Development in China call for the introduction of EHRs and regional health information networks to be implemented throughout the country. Many hospitals are considering system-wide upgrades, and larger budgets are more readily available for these kinds of investments.

Organizations
The Ministry of Health within the government and independent hospital administrators are the primary drivers of HIT adoption in China. Following the SARS epidemic, the Chinese government realized the importance of integrating an effective IT infrastructure into the country's health system. Additionally, after a decade of small investments in IT systems hospital leaders have become aware that IT can improve work processes and increase management efficiency.

Many other associations involved in HIT exist in China, including the
National Medical Information Education (NMIE),
Association of Chinese Health Informatics,
Chinese Health Information Association, and
Chinese Hospital Information Management Association (CHIMA). CHIMA is a branch of the Chinese Hospital Association, a nonprofit national industry and academic association focused on Health IT (similar to the AMIA in the United States).

Funding
Provincial and local governments in China are the primary funders for regional health information networks and HIT in public hospitals. The national government facilitates investigation of standards and IT infrastructure development. Hospitals invest their own funds into clinical and institutional HIT systems. As of 2006, China spends a little over 0.7% ($700 million) of its national health budget on HIT. Of these funds: 70% goes toward hardware, 20% toward software, and 10% toward services.

Planning
Spending on healthcare in China will grow dramatically over the next five years, potentially rising to 7% of GDP. HIT spending in China will likely grow even faster, with China's national goal to create EHR and regional health information networks throughout China. Major IT upgrades are now being considered in many hospitals. The focus of future HIT development in China includes the following:
 electronic health records
 regional health information networks to share electronic health data
 better integration of diverse systems within individual hospitals, including agreement upon standards to support IT progress, and better management of change so that the new IT systems will make Chinese hospitals operate more efficiently. In order to accomplish these objectives over the next several years, hospitals will involve experts for IT planning and implementation of the new systems.

Challenges

Hospital information system
Progress of hospital information system (HIS) in China has made significant progress in recent years. HIS has played a very important role in hospital, and the construction and employment of HIS can improve the efficiency and quality of healthcare work. But the development of HIS in China is unbalanced and there are many problems such as nonstandard hospital management, poor standardization, and lack of consolidation of software development. As a consequence, the current HIS is not able to meet the needs of reform in China's healthcare system. In the future, for the sake of medical information sharing, telemedicine, hospital efficiency enhancement, integration needs to be realized.

In recent years, Hospital Information System (HIS) has been developed in several areas. Many hospitals have constructed HIS. According to the Ministry of Health in 2004, there were 6,063 hospitals out of 15,924 that had established hospital information systems. It is estimated that about 70% of county-level hospitals and above have constructed HIS by mid-2007.

In 2004, the total cost for information technology (IT) in health sector was estimated at approximately RMB 3.5 billions (US$423.5 million), which increased 25% compared with 2003. Most of the resources were committed to HIS. Construction of HIS has taken good effect, which changed the style of hospital management, offered tremendous opportunities to reduce clinical errors (e.g. medication errors, diagnostic errors), to support health care professionals (e.g. availability of timely, up-to-date patient information), to increase the efficiency of care (e.g. less waiting times for patients), or even to improve the quality of patient care. Today, HIS is not only a symbol of modern management, but also one of core competence of a hospital.

Nowadays, with reform in healthcare system and the entry into WTO, HISs is confronting many challenges in China. Medical domain will develop into standardization and internationalization, which stimulate different grade hospitals and many related organizations (e.g. insurance agents, finance organizations, community station), into a big integer. But the forepart HIS didn't consider medical information standards, and can't share medical information.

Current status
Computers began to be used in hospitals in China in the 1970s, but used as hospital information management since 1984. According to the contents, styles and scopes, HIS in China experienced four phases. They are as follows:
Stand-alone. Mostly used in out-patients charge, in-patient charge and drug warehouse management during the late 1970s and early 1980s.
Department local area network. Representative applications are inpatient management; outpatient charge and drug deliver system, and drug management system.
Integrity of hospital information system. Many big hospital constructed integrity hospital information system on ethernet over 100m since the early 1990s.
Telemedicine. With the development of IT and network, many big hospitals commenced to study
implement telemedicine, through which the diagnostic digital images such as CT scans, MRIs and ultrasound CT can be transmitted.

The first three phases focus on hospital information management and the fourth phase patient-centered.

In general, construction of HIS in China has made significant progress since the 1990s. According to some sample investigation about HIS, there are many characters as follows: the development of HIS are imbalanced, the  differences among different regions are very significant. In more developed regions, the proportion of hospitals with HIS is high, and the level of HIS is also high, most of them are in the third phase, and a few hospitals are in fourth phase.

In fact, the HIS in many hospitals is no worse than that in advanced foreign hospitals. On the other hand, the level of HIS in developing regions is low, the proportion of hospitals with HIS is also low, and most of them are in the second phase. But the potential market of HIS is very good. By 2004, the proportion of hospitals with HIS in East China was above 80%, whereas, it was less than 20% in Northwest China.

"No. 1 Military Project"
"No. 1 Military Project" was important in China's HIS development. This project is a hospital information system consisting of over 30 basic subsystems. It was developed by General Logistics Department of PLA collaborating with Hewlett-Packard in 1997. The project has achieved success and improved the development of health informatics in China. So far, over 200 hospitals have adopted this system. This kind of HIS has become a succeeded and advanced representative one in China. The HIS of "No. 1 Military Project" was applied in Xiaotangshan hospital during the outbreak of SARS in 2003. The patients suffered SARS were treated and the system played an important role and was praised highly by specialists.

Although construction of HIS has achieved greatly, yet most HIS concentrates more on the fiscal operations of a hospital and the administrative aspects. Only 10% of hospitals with HIS have developed patient-centered Clinical Information System, while 5% are constructing Picture Archiving and Communication System.

Main problems
Although there has been good progress during last two decades, especially during last 10 years, there have been many problems which limit further progress. The main problems are as follows.

Lack of Standardization/Interoperability
Hospital information relate to medical treatment, education, medical research, personnel, money, and
substance, et al. Unification of the titles, the concept, the classification and the codes are the basic precondition for information interchange. But the most difficulty is that the standards are not unified. For example, the titles and codes of the case reports, drugs, personnel, equipment, inspection and examination differ in different hospitals. The definition, description and practice operation for the same thing are different. Owing to without unified and authoritative hospital standardization data dictionaries, as well as different HIS developed by different companies with different codes and standards, two bad results come into being. The first one is that every hospital has to develop consumer dictionary, which result in tremendous waste of personnel, money, substance and time. The second one is that standards and user dictionaries are established differently, which affect the unit into the internet and can't share information. As discussed in the previous section, the HIS of "Np. 1 Military Project" was excellent. Even though, there are many problems in standardization. Results from some researchers’ investigation revealed that 99 code tables should be consistent, but there are only 31 are consistent. Even worse, 27 codes in 27 military hospitals have 27 formats. Using message standards, including the Health Level 7 (HL7), is the precondition to ensure interoperability between different hospitals systems. However most hospitals haven't considered this problem and few HIS apply HL7. Only in some developed regions, such as Guangdong province, the governments require that developers of HIS must adopt or refer to HL7 standard to transmit patient clinical information. The reform in Chinese healthcare system requires different grade hospitals and many related organizations, such as insurance agents, finance organizations, community station, can share and interoperate in-patients’ information. But the poor information standardization in HIS can't meet the need.

Unified Layout of Software Systems
HIS developments began to accelerate since the early 1990s. All level of health administrations, hospitals and some information development companies invested huge personnel and money into HIS developing. Especially in developed regions such as Beijing, Shanghai, Guangdong, Shandong, Jiangsu, the HIS achieved success and have larger scale. Yet the reasons those without plans as a whole and control for HIS by the related health administrations, without standards to comply with and without surveillance by some related administrations lead
to non-normative HIS developing processes. These are two poor results. The first one is that HIS were developed free, the software had no standards, the developed platform therefore varied. The second problem is that the HIS develop companies were in different levels, and many of them didn't specialize in HIS develop, they were not familiar with the style of hospital management and workflows, or they only knew some specific hospitals. Furthermore, some companies have the idea of eager for quick success and instant benefit, and only considered the current benefits without long-term investment. Some companies even thought that HIS market had potential, so they made some simple system packages together, and took some measures to deceive the users. All above brought severe negative influence to HIS development.

Models of Hospital Management
The models of hospitals management have major influences on HIS construction. HIS implementation requires both technical structural and behavioral sense, and development of HIS should be carried out within the context of the development itself. Application with HIS but without studying and absorbing has become one bottle neck for HIS development. Compared with hospitals' directors with MBA diploma in developed countries, who manage the hospitals, most of hospitals directors in China are good medicine experts, however, they aren't familiar with modernization management. They have experience in management methods, but didn't know normative and science management. When constructing HIS in their hospitals, they usually requested the HIS accommodate with their existing management modes in spite of their management modes were nonscientific and unreasonable. Besides the complexity of hospital's management, workflows and circumstances in different hospitals differ very much. To meet the need of the hospitals management, the developers had to act according to actual circumstance, which lead to the HISs can't meet the need of information communication and share because of low currency and commercialization. Good HIS should optimize hospital process, but in many Chinese hospitals, this was not the case, poor hospital process flow compromises the good HIS.

National standardization priorities

There are many problems in HIS construction in China, among which interoperability is one of the most important. The absence of universal and consistent standards for managing and exchanging clinical and administrative information has been identified as bottleneck to utilize and improve the HIS. Therefore, one of priorities in national standardization actions is to accelerate the development of essential standards for HIS. In fact, after several years of running information systems, health providers recognized that standards were the basis for the information sharing and interoperability. The government of China also realized this problem and has taken efforts to construct the health information platform and network. One hypothesis is that because standardization for health informatics is an authoritative field, in which market mechanism does not work. Also, due to misalignment of incentives, often providers who invest in standardization cannot gain benefit directly, therefore they might prefer to invest in network than in standardization. The government may play a role to stimulate adoption by setting standards. In fact, the government had indeed taken measures to enforce the construction of standardization. In 2003, Ministry of Health released the Development Layout of National Health Informatics (2003–2010).

The layout indicates one of principles of standardization for health informatics: combining adoption of international standards and development of national standards. In the late 2003, the Leading Group for Health Informatics in the Ministry of Health started three projects to solve the problem of lacking health informatics standards, including Chinese National Health Information Framework and Standardization, Basic Data Set Standards of Public Health and Basic Data Set Standardization of Hospital System (CBDSS). CBDSS is one important project of the medical information standardization programs, which would improve information progress of hospital and the whole health system. Chinese Hospital Information Management Association (CHIMA) undertook the task of CBDSS project. The goal of this project is to produce a set of data set standards, which is necessary for HIS. By now, most of this project is completed, 11 subgroups and 1 shared group CBDSS came into being. Since 2003, the government had launched over ten projects related health standardization in succession, and substantial progress was made in standardization of medical information.

Dependency theory

At present, the majority HISs running in China are Hospital Management Information Systems (HIMIS), and they are not able to share medical images diagnostic information due to the various standards and formats adopted by different manufactures. Now there are HIS, Radiology Information System (RIS), Laboratory Information System (LIS) and Picture Archiving and Communication System (PACS) in many bigger hospitals, each system run independently in most hospitals. With the development of health researches and health standardization, this problem can be solved with HIS. In the future, for the sake of medical information sharing, telemedicine, hospital efficiency enhancement, medical service extension, optimizing the working procedure, HIMIS will develop into patient-centered HIS, all the independent systems including the electronic patient record will realize integration. Furthermore, HIS will shift from supporting health care professionals to patients and consumers, from institution-centered to regional and global health information system with new and strongly extended functionalities and tasks.

International cooperation

SGER: Transnational Public Health Informatics Research: US-China Collaboration

This public health informatics Small Grant for Exploratory Research is a small-scale, exploratory, high-risk proposal that is potentially transformative in its research collaborations between the US and China. The proposal team is building on the momentum gained from two US-China public health informatics workshops held in Beijing in March 2008. New partnerships are expected to emerge. The outcomes have the potential to transform approaches to public health informatics, not only in US and China, but potentially across the globe, in particular in exploring transnational social networks and taking advantage of the kinds of data collection and integration methodologies and technologies employed by the two countries' public health agencies. It affords the opportunity to provide new and longer-term research and educational programs between US and Chinese institutions and practitioners.

See also
Clinical Document Architecture
eHealth
Electronic health record (EHR) & (EMR)
HL7
Health information management (HIM)
ISO TC 215
International Medical Informatics Association
LOINC
mHealth
Public health informatics
Telemedicine

References

Further reading

 Lange, A. (1998). Health informatics in China: Skipping steps on the way to the EPR. Proceedings of the 6th National Health Informatics Conference. Brisbane: 55.
 Lange, A. (1998). HIM in China makes great progress. Advance for Health Information Professionals 8: 18 and 90.

Hospital Information System (HIS)
China Hospital Information System (HIS)

Journals
 Journal of Medical Informatics 医学信息学杂志
 Chinese Journal of Health Informatics and Management
 International Journal of Software and Informatics
 Journal of Health Informatics in Developing Countries

External links
China Hospital Information Management Association
CMIA — China Medical Informatics Association

Healthcare in China
China


Stropharia ambigua, sometimes known as the questionable Stropharia, is a saprotrophic agaric mushroom, commonly fruiting in leaf litter and wood chips in the Pacific Northwest.

Description
The cap is  broad, obtuse to convex, becoming flat or uplifted in age; it has a smooth surface, is slimy when moist, and yellowish. The edge may have bits of white veil hanging from it. The flesh is white, thick, and soft. The gills are pale gray and gradually darkens to purplish-gray or purplish-black. The gills occasionally pull away from the stipe with age. The stipe is  long, 1–2 cm wide and is stuffed or hollow. It may have bits of white veil hanging from it and, less commonly, a brittle ring. The veil is soft and white. The spore print is dark purplish to nearly black. The species fruits in the spring and fall. It does not have a volva. The species has been said to taste like old leaves.

Edibility
Alexander Hanchett Smith and Nancy S. Weber state that the species is not poisonous. Contrarily, one source regards it as possibly poisonous. Because of conflicting reports on its edibility, the authors David Arora, Orson K. Miller, Jr. and Hope Miller do not recommend eating the species.

Distribution and habitat
Stropharia ambigua appears in late fall as a solitary to scattered mushroom or in groups on rich humus, usually under conifers. It can also be found with alder and other hardwoods in the Pacific Coast. It has frequently been found in disturbed areas, such as where wood was handled. The species will colonize outdoor mushroom beds after wood chips have been decomposed by a primary saprotroph. It favors a cold and damp environment.

Similar species
Similar species include Stropharia aeruginosa, S. coronilla, S. riparia, and S. semiglobata.

References

External links

 Stropharia ambigua

Strophariaceae
Fungi described in 1898
Fungi of North America
Taxa named by Charles Horton Peck


is a former Japanese football player. His younger brother Yoshiaki Ota is also footballer.

Playing career
Ota was born in Hamamatsu on July 23, 1981. He joined J1 League club Shimizu S-Pulse from youth team in 2000. However he could not play at all in the match. In 2001, he moved to J2 League club Ventforet Kofu on loan. He became a regular player as forward and scored 11 goals which is top scorer in the club. In 2002, he returned to Shimizu S-Pulse. He debuted in J1 League in 2002 and his opportunity to play increased in 2003. In 2004, he became a regular player as right midfielder. However he could hardly play in the match from 2006. In July 2007, he moved to Kashiwa Reysol. He became a regular player as right midfielder immediately and he played in all 34 matches in 2008. However his opportunity to play decreased in 2009. In July 2009, he moved to JEF United Chiba. Although he played many matches in 2009, the club was relegated to J2 first time in the club history from 2010. Although he became a regular player, he played many matches until 2011. In 2012, he moved to J2 club Tokushima Vortis. He played many matches in 2 seasons and the club was promoted to J1 first time in the club history from 2014. However he moved to J2 club FC Gifu in 2014 without playing J1. Although he played many matches in 2014, his opportunity to play decreased in 2015 and he retired end of 2015 season.

Club statistics

References

External links

1981 births
Living people
Japanese men's footballers
J1 League players
J2 League players
Shimizu S-Pulse players
Ventforet Kofu players
Kashiwa Reysol players
JEF United Chiba players
Tokushima Vortis players
FC Gifu players
Men's association football midfielders
Association football people from Hamamatsu


The conspiracy of the three Antonios (1781) () was a minor failed conspiracy against the Spanish colonial authorities in the captaincy-general of Chile, that was led by two Frenchmen, Antoine Gramusset and Antoine-Alexandre Berney, and a criollo, José Antonio de Rojas. It was so named because all three conspirators shared the same first name.

Events
In 1780 Antonio Berney was a Frenchman living in Santiago where he worked as a teacher of Latin and Mathematics. He was a constant reader of the Encyclopédie, and inspired by the Enlightenment ideals he formulated a plan to establish Chile as an independent republic. He converted Antonio Gramusset, another Frenchman living in Chile to his ideas, and he in turn enlisted the aid of one of Chile's most prominent citizens, José Antonio de Rojas.

The idea of the three revolutionaries was to set up a republican government based on an inclusive electoral process. Social classes were to be eliminated and slavery abolished, according to a plan that actually anticipated nineteenth-century socialism. An ambitious program of agrarian reform was included in their plans, along with a broad policy of free trade with the world at large. Nearly a decade before the French Revolution, the three Antonios conjured up one of the most democratic conspiracies in the Spanish Empire.

Discovery and trial
During a trip to a nearby town Gramusset lost his valise which contained detailed plans of their conspiracy. The valise was actually found and returned to the local policemen () who, because they could not read were unable to identify the owner, forwarded it to their headquarters in Santiago. Once the documents were in the hands of the authorities they quickly lead to the discovery of the plotters who were secretly arrested at night during new year's on January 1, 1781.

Berney and Gramusset were rapidly shipped to Peru to be tried in the viceregal courts, while Rojas, because of his high social standing in Chile managed to avoid prison for a while. The Frenchmen were treated with utmost courtesy and after a year of imprisonment in Lima were shipped to Spain to be tried there. The San Pedro de Alcantara that was carrying them sank off the coast of Portugal during a storm, and Berney drowned while Gramusset managed to survive only to die three months later as a consequence of the exposure.

Meanwhile Rojas, after a short exile in Spain, returned to Chile. He was arrested again in 1809 under suspicions of plotting to bring down the government but this time without any proof. His arrest hastened the downfall of the Royal Governor Francisco Garcia Carrasco who ordered the arrest and was one of the detonants of the Chilean independence movement.

See also
History of Chile
Chilean War of Independence
List of Chilean coups d'état

References

1781 in the Captaincy General of Chile
Conspiracies


Holy Trinity Church is located in Ooty (Ootacamund), in the state of Tamil Nadu. It is one of the oldest landmarks in Ooty. The building was initially used by Indian Christians as a place of worship on Sundays and used as a school during weekdays. It became a dedicated church from 1858.

History
Initially, the building was used as a school on weekdays and served as a church on Sundays.  In 1858 it was dedicated as a church.  George Uglow Pope, Tamil scholar and translator of major Tamil literary works, including the Thirukkural, into English, took part in the initiation of the Holy Trinity Church and also served as its chaplain in 1858–59.  The Church celebrated 150 years of existence in November 2008.

A congregation of around 700 families are associated with the church. Seven churches are attached to the Pastorate: St. Thomas Church, Ooty, St. John's Church, Kandal, Immanuel Church, Kenthorai, All Saints Church, Toda colony, St. Paul's Church, Muthorai, Christ Church, Thomund, Good Shepherd Church H. P. F. Rev. Victor Prem kumar was the Presbyter. Rev.Jerry Raj kumar is the Asst. Presbyter.  St. Thomas Church celebrated 150 years of its existence recently.

See also
 St. Stephen's Church, Ooty

References

Buildings and structures in Ooty
Churches in Nilgiris district


Ferdinand Kürnberger (3 July 1821, Vienna – 14 October 1879, Munich) was an Austrian writer.

He was one of the most influential writers of Viennese literature in the sixties and seventies of the 19th century. He is now known mainly for his participation in the revolution of 1848, which would oblige him to flee to Dresden, Germany where he was arrested the following year.

Works
 Geglaubt und vergessen (1836)
 Der Amerika-Müde, amerikanisches Kulturbild (1855)
 Ausgewählte Novellen (1858)
 Literarische Herzenssachen. Reflexionen und Kritiken (1877)
 Das Schloß der Frevel (1903)

References
 "Kürnberger, Ferdinand". Encyclopædia Britannica.

Austrian journalists
Austrian male writers
1821 births
1879 deaths
19th-century journalists
Male journalists
19th-century male writers


Rimertown, also referred to as Rimer, is an unincorporated community in northeastern Cabarrus County, North Carolina, United States. Named after the Rimer family, one of the early settlers to the area, it is surrounded by Concord, Kannapolis, Rockwell, and Mount Pleasant and lies in the Mt. Pleasant school district.

Notes

Unincorporated communities in Cabarrus County, North Carolina
Unincorporated communities in North Carolina


The Great Sioux War of 1876, also known as the Black Hills War, was a series of battles and negotiations that occurred in 1876 and 1877 in an alliance of Lakota Sioux and Northern Cheyenne against the United States. The cause of the war was the desire of the US government to obtain ownership of the Black Hills. Gold had been discovered in the Black Hills, settlers began to encroach onto Native American lands, and the Sioux and the Cheyenne refused to cede ownership. Traditionally, American military and historians place the Lakota at the center of the story, especially because of their numbers, but some Native Americans believe the Cheyenne were the primary target of the American campaign.

Among the many battles and skirmishes of the war was the Battle of the Little Bighorn; often known as Custer's Last Stand, it is the most storied of the many encounters between the US Army and mounted Plains Indians. Despite the Indian victory, the Americans leveraged national resources to force the Indians to surrender, primarily by attacking and destroying their encampments and property. The Great Sioux War took place under US Presidents Ulysses S. Grant and Rutherford B. Hayes. The Agreement of 1877 (, enacted February 28, 1877) officially annexed Sioux land and permanently established Indian reservations.

Background
The Cheyenne had migrated west to the Black Hills and Powder River Country before the Lakota and introduced them to horse culture about 1730. By the late 18th century, the growing Lakota tribe had begun expanding its territory west of the Missouri River.  They pushed out the Kiowa and formed alliances with the Cheyenne and Arapaho to gain control of the rich buffalo hunting grounds of the northern Great Plains. The Black Hills, located in present-day western South Dakota, became an important source to the Lakota for lodge poles, plant resources and small game. They are considered sacred to the Lakota culture.

By the early 19th century, the Northern Cheyenne became the first to wage tribal-level warfare. Because European Americans used many different names for the Cheyenne, the military may not have realized their unity. The US Army destroyed seven Cheyenne camps before 1876 and three more that year, more than any other tribes suffered in this period. From 1860 on, the Cheyenne were a major force in warfare on the Plains. "No other group on the plains achieved such centralized tribal organization and authority." The Fort Laramie Treaty of 1868, signed with the US by Lakota and Northern Cheyenne leaders following Red Cloud's War, set aside a portion of the Lakota territory as the Great Sioux Reservation.  This comprised the western one-half of South Dakota, including the Black Hills region for their exclusive use.  It also provided for a large "unceded territory" in Wyoming and Montana, the Powder River Country, as Cheyenne and Lakota hunting grounds. On both the reservation and the unceded territory, white men were forbidden to trespass, except for officials of the U.S. government.

The growing number of miners and settlers encroaching in the Dakota Territory, however, rapidly nullified the protections. The US government could not keep settlers out.  By 1872, territorial officials were considering harvesting the rich timber resources of the Black Hills, to be floated down the Cheyenne River to the Missouri, where new plains settlements needed lumber. The geographic uplift area suggested the potential for mineral resources. When a commission approached the Red Cloud Agency about the possibility of the Lakota's signing away the Black Hills, Colonel John E. Smith noted that this was "the only portion [of their reservation] worth anything to them".  He concluded that "nothing short of their annihilation will get it from them".

As a result, Cheyenne and Lakota began moving west into land belonging to smaller tribes. Most battles in the coming war would be fought "on lands those Indians had taken from other tribes since 1851". The resulting effect was resistance to the Lakotas from the local Crow tribe, which had treaty on the area. Already in 1873, Crow chief Blackfoot had called for U.S. military actions against the Indian intruders. The steady Lakota invasion into treaty areas belonging to the smaller tribes guaranteed that the United States would find allies in the Arikaras and the Crows who saw the Cheyenne and Lakotas as trespassers.]

In 1874, the government dispatched the Custer Expedition to examine the Black Hills. The Lakota were alarmed at his expedition. Before Custer's column had returned to Fort Abraham Lincoln, news of their discovery of gold was telegraphed nationally. The presence of valuable mineral resources was confirmed the following year by the Newton–Jenney Geological Expedition. Prospectors, motivated by the economic panic of 1873, began to trickle into the Black Hills in violation of the Fort Laramie Treaty. This trickle turned into a flood as thousands of miners invaded the Hills before the gold rush was over. Organized groups came from states as far away as New York, Pennsylvania, and Virginia.

Initially, the United States Army struggled to keep miners out of the region. In December 1874, for example, a group of miners led by John Gordon from Sioux City, Iowa, managed to evade Army patrols and reached the Black Hills, where they spent three months before the Army ejected them. Such evictions, however, increased political pressure on the Grant Administration to secure the Black Hills from the Lakota.

In May 1875, Sioux delegations headed by Spotted Tail, Red Cloud, and Lone Horn traveled to Washington, D.C. in an eleventh-hour attempt to persuade President Ulysses S. Grant to honor existing treaties and stem the flow of miners into their territories.  They met with Grant, Secretary of the Interior Columbus Delano, and Commissioner of Indian Affairs Edward Smith.  The US leaders said that the Congress wanted to pay the tribes $25,000 for the land and have them relocate to Indian Territory (in present-day Oklahoma).  The delegates refused to sign a new treaty with these stipulations.  Spotted Tail said, "You speak of another country, but it is not my country; it does not concern me, and I want nothing to do with it.  I was not born there ... If it is such a good country, you ought to send the white men now in our country there and let us alone." Although the chiefs were unsuccessful in finding a peaceful solution, they did not join Crazy Horse and Sitting Bull in the warfare that followed.

Later that year, a US commission was sent to each of the Indian agencies to hold councils with the Lakota.  They hoped to gain the people's approval and thereby bring pressure on the Lakota leaders to sign a new treaty.  The government's attempt to secure the Black Hills failed. While the Black Hills were at the center of the growing crisis, Lakota resentment was growing over expanding US interests in other portions of Lakota territory.  For instance, the government proposed that the route of the Northern Pacific Railroad would cross through the last of the great buffalo hunting grounds.  In addition, the US Army had carried out several devastating attacks on Cheyenne camps before 1876.

Combatants

The number of Indian combatants in the war is disputed with estimates ranging from 900 up to 4,000 warriors. The seven bands of the Lakota Sioux in the 1870s numbered perhaps 15,000 men, women, and children, but most of them were living on the Great Sioux Reservation and were noncombatants. An Indian agent in November 1875 said the Indians living in the unceded areas numbered "a few hundred warriors." General Crook estimated that he might face up to 2,000 warriors.  Most of the Sioux who remained in the unceded territory where the war would take place were Oglala and Hunkpapa, numbering about 5,500 in total. Added to this were about 1,500 Northern Cheyenne and Arapaho for a total hostile Indian population of about 7,000, which might include as many as 2,000 warriors. The number of warriors participating in the Battle of the Little Bighorn is estimated at between 900 and 2,000.

The Indians had advantages in mobility and knowledge of the country, but all Indians were part-time warriors.  In spring, they were partially immobilized by the weakness of their horses which had survived the long winter on limited forage.  Much of summer and fall they spent hunting buffalo to feed their families. About one half of the Indian warriors were armed with guns, ranging from repeating rifles to antiquated muskets, and one half with bows and arrows. The short, stout Indian bow was designed to be used from horseback and was deadly at short range, but nearly worthless against a distant or well-fortified enemy.  Ammunition was in short supply. Indian warriors had traditionally fought for individual prestige, rather than strategic objectives, although Crazy Horse seems to have instilled in the Sioux some sense of collective endeavor.  The Cheyenne were the most centralized and best organized of the Plains Indians.  The Sioux and Cheyenne were also at war with their long-time enemies, the Crow and Shoshone, which drained off many of their resources.

To combat the Sioux the U.S. army had a string of forts ringing the Great Sioux Reservation and unceded territory.  The largest force arrayed against the Indians at one time was in summer 1876 and consisted of 2,500 soldiers deployed in the unceded territory and accompanied by hundreds of Indian scouts and civilians. Many of the soldiers were recent immigrants and inexperienced on the frontier and in Indian warfare. Cavalry soldiers were armed with .45 caliber, single-action revolvers and the Springfield model 1873, a single-shot, breech-loading rifle which gave the soldiers a large advantage in range over most Indian firearms.

Launching the war

Grant and his administration began to consider alternatives to the failed diplomatic venture.  In early November 1875, Lieutenant General Philip Sheridan, commander of the Division of the Missouri, and Brigadier General George Crook, commander of the Department of the Platte, were called to Washington, D.C. to meet with Grant and several members of his cabinet to discuss the Black Hills issue. They agreed that the Army should stop evicting trespassers from the reservation, thus opening the way for the Black Hills Gold Rush. In addition, they discussed initiating military action against the bands of Lakota and Northern Cheyenne who had refused to come to the Indian agencies for council. Indian Inspector Erwin C. Watkins supported this option. "The true policy in my judgement," he wrote, "is to send troops against them in the winter, the sooner the better, and whip them into subjection."

Concerned about launching a war against the Lakota without provocation, the government instructed Indian agents in the region to notify all Lakota and Sioux to return to the reservation by January 31, 1876, or face potential military action. The US agent at Standing Rock Agency expressed concern that this was insufficient time for the Lakota to respond, as deep winter restricted travel.  His request to extend the deadline was denied. General Sheridan considered the notification exercise a waste of time. "The matter of notifying the Indians to come in is perhaps well to put on paper," he commented, "but it will in all probability be regarded as a good joke by the Indians."

Meanwhile, in the council lodges of the non-treaty bands, Lakota leaders seriously discussed the notification for return. Short Bull, a member of the Soreback Band of the Oglala, later recalled that many of the bands had gathered on the Tongue River. "About one hundred men went out from the agency to coax the hostiles to come in under pretense that the trouble about the Black Hills was to be settled," he said.  "...All the hostiles agreed that since it was late [in the season] and they had to shoot for tipis [i.e., hunt buffalo] they would come in to the agency the following spring."

As the deadline of January 31 passed, the new Commissioner of Indian Affairs, John Q. Smith, wrote that "without the receipt of any news of Sitting Bull's submission, I see no reason why, in the discretion of the Hon. the Secretary of War, military operations against him should not commence at once." His superior, Secretary of the Interior Zachariah Chandler agreed, adding that "the said Indians are hereby turned over to the War Department for such action on the part of the Army as you may deem proper under the circumstances." On February 8, 1876, General Sheridan telegraphed Generals Crook and Terry, ordering them to commence their winter campaigns against the "hostiles", thus starting The Great Sioux War of 1876–77.

Reynolds' campaign

While General Terry stalled, General Crook immediately launched the first strike.  He dispatched Colonel Joseph J. Reynolds with six companies of cavalry, who located a village of about 65 lodges and attacked on the morning of March 17, 1876.  Crook accompanied the column but did not play any command role. His troops initially took control of and burned the village, but they quickly retreated under enemy fire.  The US troops left several soldiers on the battlefield, an action which led to Colonel Reynolds' court-martial. The US captured the band's pony herd, but the following day, the Lakota recovered many of their horses in a raid.   At the time, the Army believed they had attacked Crazy Horse; however, it had actually been a village of Northern Cheyenne (led by Old Bear, Two Moons and White Bull) with a few Oglala (led by He Dog.)

Summer expeditions

In the late spring of 1876 a second, much larger campaign was launched. From Fort Abraham Lincoln marched the Dakota Column, commanded by General Alfred Terry, with 15 companies or about 570 men, including Custer and all 12 companies of the Seventh Cavalry. The Montana Column, commanded by Colonel John Gibbon, departed Fort Ellis. General Crook commanded a third column that departed Fort Fetterman to head north. The plan was for all three columns to converge simultaneously on the Lakota hunting grounds and pin down the Indians between the approaching troops.

Battle of the Rosebud

General Crook's column was the first to make contact with the northern bands in the Battle of the Rosebud on June 17.  While Crook claimed a victory, most historians note that the Indians had effectively checked his advance. Thus the Battle of the Rosebud was at the very least a tactical draw if not a victory for the Indians.  Afterward General Crook remained in camp for several weeks awaiting reinforcements, essentially taking his column out of the fighting for a significant period of time.

Battle of the Little Bighorn

Lt. Col. George Armstrong Custer and the Seventh Cavalry were ordered out from the main Dakota Column to scout the Rosebud and Big Horn river valleys.  On June 25, 1876, they encountered a large village on the west bank of the Little Bighorn.  The US troops were seriously beaten in the Battle of the Little Bighorn and nearly 270 men were killed, including Custer.  Custer split his forces just prior to the battle and his immediate command of five cavalry companies was annihilated without any survivors. Two days later, a combined force consisting of Colonel Gibbon's column, along with Terry's headquarters staff and the Dakota Column infantry, reached the area and rescued the US survivors of the Reno-Benteen fight.  Gibbon then headed his forces to the east, chasing trails but unable to engage the Sioux and Cheyenne warriors in battle.

Battle of Slim Buttes

Reinforced with the Fifth Cavalry, General Crook took to the field. Hooking up briefly with General Terry, he soon moved out on his own but did not find a large village. Running short on supplies, his column turned south and made what became called the Horsemeat March toward mining settlements to find food. On September 9, 1876, an advance company from his column en route to Deadwood to procure supplies stumbled across a small village at Slim Buttes, which they attacked and looted. Crazy Horse learned of the assault on the village and the next day led a counter-attack, which was repulsed. After reaching Camp Robinson, Crook's forces disbanded.

Crackdown at the agencies
In the wake of Custer's defeat at the Little Bighorn, the Army altered its tactics.  They increased troop levels at the Indian agencies.  That fall, they attached most of the troops to the Army for operations.  They seized horses and weapons belonging to friendly bands at the agencies, for fear they would be given to the resisting northern bands.  In October 1876, Army troops surrounded the villages of Red Cloud and Red Leaf.  They arrested and briefly confined the leaders, holding them responsible for failing to turn in individuals arriving in camp from hostile bands.  The US sent another commission to the agencies.  According to historian Colin Calloway, "Congress passed a law extinguishing all Lakota rights outside the Great Sioux Reservation."

Mackenzie's campaign
Colonel Ranald S. Mackenzie and his Fourth Cavalry were transferred to the Department of the Platte following the defeat at the Little Bighorn.  Stationed initially at Camp Robinson, they formed the core of the Powder River Expedition that departed in October 1876 to locate the northern villages.  On November 25, 1876, his column discovered and defeated a village of Northern Cheyenne in the Dull Knife Fight in Wyoming Territory.  With their lodges and supplies destroyed and their horses confiscated, the Northern Cheyenne soon surrendered.  They hoped to be allowed to remain with the Sioux in the north.  They were pressured to relocate to the reservation of the Southern Cheyenne in Indian Territory. After a difficult council, they agreed to go.

When they arrived at the reservation in present-day Oklahoma, conditions were very difficult: inadequate rations, no buffalo left alive near the reservation, and malaria. A portion of the Northern Cheyenne, led by Little Wolf and Dull Knife, attempted to return to the north in the fall of 1877 in the Northern Cheyenne Exodus.  They succeeded in reaching the north.  After they divided into two bands, that led by Dull Knife was captured and imprisoned in an unheated barracks at Fort Robinson without food or water.  When the Cheyenne escaped on January 9, 1878, many died at US Army hands in the subsequent Fort Robinson massacre. Eventually the US government granted the Northern Cheyenne a northern reservation, the Northern Cheyenne Reservation in present-day southern Montana.

Miles' campaigns
Another strategy of the US Army was to place troops deep within the heartland of Lakota Territory. In the fall of 1876, Colonel Nelson A. Miles and his Fifth Infantry established Cantonment on Tongue River (later renamed Fort Keogh) from which he operated throughout the winter of 1876–77 against any hostiles he could find. In January 1877, he fought Crazy Horse and many other bands at the Battle of Wolf Mountain. In the months that followed, his troops fought the Lakota at Clear Creek, Spring Creek and Ash Creek.  Miles' continuous campaigning pushed a number of the Northern Cheyenne and Lakota to either surrender or slip across the border into Canada.  Miles later commanded the US Army during the Spanish–American War.

Annexation
The Agreement of 1877 (, enacted February 28, 1877) officially took away Sioux land and permanently established Indian reservations.

Diplomatic efforts

While military leaders began planning a spring campaign against the Lakota and Northern Cheyenne who had refused to come in, a number of diplomatic efforts were underway in an effort to end the war.

"Sell or Starve"
After the defeat at the Battle of the Little Bighorn in June 1876, Congress responded by attaching what the Sioux call the "sell or starve" rider () to the Indian Appropriations Act of 1876 (enacted August 15, 1876) which cut off all rations for the Sioux until they terminated hostilities and ceded the Black Hills to the United States.

George Sword mission
As the winter wore on, rumors reached Camp Robinson that the northern bands were interested in surrendering.  The commanding officer sent out a peace delegation. About 30 young men, mostly Oglala and Northern Cheyenne, departed from the Red Cloud Agency on January 16, 1877, to make the dangerous journey north. Among the most prominent members of this delegation was a young Oglala named Enemy Bait (better known later as George Sword). He was the son of the prominent headman Brave Bear. The delegation found Crazy Horse on the Powder River, but found no indication that he was prepared to surrender. Other Oglala camps nearby, however, were more willing to hear the message and seriously consider surrendering at the agencies. In late February, part of the delegation continued on to find the Northern Cheyenne, where they delivered the same message.

Spotted Tail mission
The influential Brulé headman Spotted Tail also agreed to lead a peace delegation out to meet with the "hostiles". Departing his agency on February 12, 1877, with perhaps 200 people, Spotted Tail moved north along the eastern edge of the Black Hills. They soon found a large village of Miniconjou under Touch the Clouds, near Short Pine Hills on the Little Missouri River.  After several days of councils, they agreed to go in and surrender at the Spotted Tail Agency.

Spotted Tail's delegation continued on to the Little Powder River, where they met with Miniconjou, Sans Arc, Oglala and a few Northern Cheyenne, including leaders such as Black Shield, Fast Bull, Lame Deer, and Roman Nose. Most of these bands also agreed to go in to the Spotted Tail Agency to surrender. Crazy Horse was not in the camp, but his father gave a horse to a member of the delegation, as evidence that the Oglala war leader was ready to surrender.

Johnny Brughier mission
Not to be outdone by General Crook's diplomatic efforts, Colonel Miles sent out a peace initiative from his Tongue River Cantonment. Scout Johnny Brughier, aided by two captive Cheyenne women, found the Northern Cheyenne village on the Little Bighorn. They met in councils for several days. His effort would lead to a large contingent of Northern Cheyenne eventually surrendering at the Tongue River Cantonment.

Red Cloud mission
On April 13, a second delegation departed the Red Cloud Agency, led by the noted Oglala leader Red Cloud, with nearly 70 other members of various bands. This delegation met Crazy Horse's people en route to the agency to surrender and accompanied them most of the way in.

Surrenders
The continuous military campaigns and the intensive diplomatic efforts finally began to yield results in the early spring of 1877 as large numbers of northern bands began to surrender. In April 1877, an aide of General Crook's wrote to a friend: "I am now fully satisfied that the great Sioux War is now ended and that we will have once more a chance to have peace." A large number of Northern Cheyenne, led by Dull Knife and Standing Elk, surrendered at the Red Cloud Agency on April 21, 1877. They were shipped to Indian Territory the following month. Touch the Clouds and Roman Nose arrived with bands at the Spotted Tail Agency. Crazy Horse surrendered with his band at Red Cloud on May 5.

Death of Crazy Horse
The respected Oglala leader Crazy Horse spent several months with his band at the Red Cloud Agency amidst an environment of intense politics. Fearing he was about to break away, the Army moved to surround his village and arrest the leader on September 4, 1877.  Crazy Horse slipped away to the Spotted Tail Agency. The following day, Crazy Horse was brought back to Camp Robinson with the promise that he could meet with the post commander.  Instead, he was taken to the guard house under arrest.  During his struggle to escape, he was fatally bayoneted by a soldier.

Flight to Canada
While many of the Lakota surrendered at the various agencies along the Missouri River or in northwestern Nebraska, Sitting Bull led a large contingent across the international border into Canada. General Terry was part of a delegation sent to negotiate with the bands, hoping to persuade them to surrender and return to the US, but they initially refused. Sitting Bull later agreed to surrender at the behest of his friend Jean-Louis Legare. In 1880–81, most of the Lakota from Canada surrendered at Fort Keogh and Fort Buford. US forces transferred them by steamboat to the Standing Rock Agency 1881.

Aftermath
The Great Sioux War of 1876–77 contrasted sharply with Red Cloud's War fought a decade earlier. During the 1860s, Lakota leaders enjoyed wide support from their bands for the fighting. By contrast, in 1876–77, nearly two-thirds of all Lakota had settled at Indian agencies to accept rations and gain subsistence.  Such bands did not support or participate in the fighting.

The deep political divisions within the Lakota continued well into the early reservation period, affecting native politics for several decades.  In 1889–90, the rise of the Ghost Dance movement found a large majority of its followers among the non-agency bands who had fought in the Great Sioux War.

While much more numerous in total population, the bands of the Lakota generally were independent and made separate decisions about warfare.  Many bands did ally with the Cheyenne, and there was intermarriage between the tribes.  An alternative view is that the Plains Indians considered the war of 1876–77 to be "The Great Cheyenne War".

References

External links

 Map: Prelude to the Great Sioux War of 1876

Black Hills
Cheyenne
Conflicts in 1876
Conflicts in 1877
1876 in Dakota Territory
Indian wars of the American Old West
Wars involving the indigenous peoples of North America
Lakota
Montana Territory
Native American history of Montana
Native American history of Nebraska
Native American history of Oklahoma
Native American history of South Dakota
Native American history of Wyoming
Sioux Wars
Wars between the United States and Native Americans
Presidency of Ulysses S. Grant
1877 in Dakota Territory


is a former Japanese football player.

Playing career
Suganuma was born in Saitama on May 16, 1985. He joined J1 League club Kashiwa Reysol from youth team in 2002. He debuted in October and played several matches as forward every season. He was loaned to Brazilian club Vitória in 2005 and J2 League club Ehime FC in 2006. At Ehime, he became a regular player as offensive midfielder and scored 11 goals. In 2007, he returned to Reysol. He played as regular offensive midfielder. However Reysol was relegated to J2 end of 2009 season and his opportunity to play decreased in 2010. In July 2010, he moved to J1 club Júbilo Iwata. He played many matches as substitute midfielder and won the champions in 2010 J.League Cup. However he could hardly play in the match in 2013. In 2014, he moved to Sagan Tosu. However he could hardly play in the match and left the club end of 2015 season. After half year blank, he joined J2 club Roasso Kumamoto in August 2016. Although he played many matches in 2016, he could hardly play in the match in 2017 and retired end of 2017 season.

Club statistics

References

External links

Profile at Jubilo Iwata
Profile at Roasso Kumamoto

1985 births
Living people
Japanese men's footballers
J1 League players
J2 League players
Kashiwa Reysol players
Esporte Clube Vitória players
Ehime FC players
Júbilo Iwata players
Sagan Tosu players
Roasso Kumamoto players
Expatriate men's footballers in Brazil
Men's association football midfielders
Association football people from Saitama (city)


Gasko FC is a Somali football club. In 2013 they played in the Somali Third Division.
Gasko is one of the major clubs based in Kaaraan district. They contested football at first division in 2003/2004 season. However financial crisis led to the club relegated to second division in 2010/11 season and third division in 2011/12 season.

References

Football clubs in Somalia


This is a list of animated short films produced by Pixar Animation Studios.

Beginning with Pixar's second film A Bug's Life, almost all subsequent Pixar feature films have been shown in theaters along with a Pixar-created original short film, known as a "short." Other Pixar shorts, released only on home media, were created to showcase Pixar's technology or cinematic capabilities, or on commission for clients.

Pixar began producing shorts in the 1980s. The first shorts were made while Pixar was still a computer hardware company, when John Lasseter was the only professional animator in the company's small animation department. Starting with Geri's Game, after Pixar had converted into an animation studio, all later shorts have been produced with a larger crew and budget.

In 1991, Pixar made four CGI shorts produced for the educational TV series Sesame Street. The shorts illustrate different weights and directions starring Luxo Jr. and Luxo — Light & Heavy, Surprise, Up and Down, and Front and Back.

During the development of Toy Story, Pixar set up a division to work on Pixar video games called Pixar's Interactive Products Group, specifically Toy Story entries in the Disney's Animated Storybook and Disney's Activity Center. Due to the intense resources required, the division was eventually folded and the staff were redistributed to start creating short films to accompany Pixar's theatrical releases.

Beginning with A Bug's Life, Pixar has created extra content for each of their films that are not part of the main story. For their early theatrical releases, this content was in the form of outtakes and appeared as part of the film's credits. For each of their films, this content was a short made exclusively for the DVD release of the film.

Toy Story 4 was the first film not to have a theatrical short before it. Coco and Onward had theatrical shorts from other subsidiaries related to Disney. Luca, Turning Red and Lightyear had no theatrical shorts before them. Elemental was the first film, released theatrically in the United States, to have a Pixar-produced short infront of it since Incredibles 2.

Shorts

Original short films

SparkShorts series
SparkShorts is a series of animated short films produced by Pixar filmmakers and artists, similar to its sister series Short Circuit from Disney. It consists of longer independent shorts. Under the project, Pixar's employees are merely given six months and limited budgets to develop these animated short films.

Feature-related
{|class="wikitable sortable" style="max-width:1000px; text-align: center;"
|-
! width="300" rowspan="2" | Title
! width="75" rowspan="2" | Year
! width="175" rowspan="2" | Director(s)
! width="220" colspan="2" | Initial release with
! width="50" rowspan="2" |Associated Feature Film
! width="180" rowspan="2" | Academy Award for Best Animated Short Film
|-
! width="110" | Theatrical
! width="110" | Home/Premiere
|-
| align=left | Mike's New Car || 2002 || Pete Docter and Roger Gould || rowspan=10  || colspan="2" | Monsters, Inc. ||
|-
| align=left | Exploring the Reef || 2003 || Roger Gould || colspan="2" | Finding Nemo || rowspan="19"
|-
| align=left | Jack-Jack Attack || rowspan=2|2005 || Brad Bird || colspan="2" rowspan="2" |The Incredibles|-
| align=left | Mr. Incredible and Pals || Roger Gould
|-
| align=left | Mater and the Ghostlight || 2006 || John Lasseter || colspan="2" | Cars|-
| align=left | Your Friend the Rat || 2007 || Jim Capobianco || colspan="2" | Ratatouille|-
| align=left | BURN-E || 2008 || Angus MacLane || colspan="2" | WALL-E|-
| align=left | Dug's Special Mission || rowspan=2|2009 || Ronnie del Carmen || colspan="2" rowspan="2" |Up
|-
| align=left | George and A.J. || Josh Cooley
|-
| align=left | The Legend of Mor'du || 2012 || Brian Larsen || colspan="2" |Brave|-
| align=left | Party Central || 2013 || Kelsey Mann || Muppets Most Wanted || Disney Movies Anywhere || Monsters University|-
| align=left | Riley's First Date? || 2015 || Josh Cooley || rowspan=8  || colspan="2" | Inside Out|-
| align=left | Marine Life Interviews || 2016 || Ross Haldane Stevenson || colspan="2" | Finding Dory|-
| align=left | Miss Fritter's Racing Skoool || rowspan="2" | 2017 || James Ford Murphy || colspan="2" | Cars 3|-
| align=left | Dante's Lunch || Jason Katz || colspan="2" | Coco|-
| align=left | Auntie Edna || 2018 || Ted Mathot || colspan="2" | Incredibles 2|-
| align=left | Lamp Life || 2020 || Valerie LaPointe || rowspan="3" | Disney+ || Toy Story 4|-
| align=left | 22 vs. Earth || rowspan="2" | 2021 || Kevin Nolting || Soul|-
| align=left | Ciao Alberto || McKenna Harris || Luca|}

Pixar Popcorn

 Notes

Short series
Cars Toons

Mater's Tall Tales

Tales from Radiator Springs

Toy Story Toons

Forky Asks a Question

Dug Days

Cars on the Road

Compilations

Other work

Pixar made a series of clips featuring Luxo and Luxo Jr. for Sesame Street, which were Light & Heavy, Surprise,  Up and Down, and Front and Back. Pixar also produced numerous animation tests, commonly confused with theatrical shorts, including Beach Chair and Flags and Waves. They also produced several commercials after selling their software division to support themselves until Toy Story became successful. Pixar continues to produce commercials related to their films. Some of their other work includes:

Furthermore, in 1988, Apple's Advanced Technology Group produced "Pencil Test," a computer-animated short to showcase the Apple Macintosh II line. Although Pixar was not officially affiliated with this film, several members of the Pixar staff advised and worked on it, including directors John Lasseter, Andrew Stanton, and producer Galyn Susman. John Lasseter was credited as "Coach" in the credits of the film. The Pixar Co-op Program, a part of the Pixar University professional development program, allows their animators to use Pixar resources to produce independent films. The first CGI project accepted to the program was Borrowed Time'' (2016), directed by Pixar animators Andrew Coats and Lou Hamou-Lhadj; all previously accepted films were live-action.

See also
List of Pixar films

Notes

References

External links
 at Pixar

Shorts
Pixar


is a former Japanese football player. His father Yoshikazu is also a footballer.

Club career
Nagai was born in Tokyo on July 12, 1982. After graduating from high school, he joined Kashiwa Reysol in 2001. However, he did not play many matches and he moved to Mito HollyHock in August 2004. He became a regular player. He returned to Reysol in 2006. Although he played many matches until 2007, his opportunity to play decreased from 2008. He moved to Ehime FC in June 2009. He retired end of 2009 season.

National team career
In June 2001, Nagai was selected Japan U-20 national team for 2001 World Youth Championship. But he did not play in the match.

Club statistics

References

External links

1982 births
Living people
Association football people from Tokyo
Japanese men's footballers
J1 League players
J2 League players
Kashiwa Reysol players
Mito HollyHock players
Ehime FC players
Men's association football midfielders


"Move" is the second single from Thousand Foot Krutch's third studio album, The Art of Breaking. Although "Move" received less Christian radio play than the first single, "Absolute", it did receive more mainstream radio play than "Absolute"; because of this, "Move" received a music video. "Move" charted at No. 16 on the Billboard charts.

Music video

In the video, the band is shown playing in the cellar of an abandoned building. Also shown is a girl, who starts running once the song kicks in. The girl repeatedly bumps into various people and eventually ends up near where the band is playing. She then retraces her steps and finds that most of the people she ran into before now have some sort of metal implant. The audio in the video slightly varies from the album version.  The difference is that in the beginning on the CD McNevan can be heard whispering in the song, but in the video he cannot. Also the chorus at the end of the song, in the video, is not repeated as often as it is in the CD version.

The video was directed by Brandon Dickerson and produced by Erik Press.

Single

Charts

Awards

The song was nominated for a Dove Award for Short Form Music Video of the Year at the 37th GMA Dove Awards.

References

2005 singles
2005 songs
Thousand Foot Krutch songs
Tooth & Nail Records singles
Nu metal songs
Song articles with missing songwriters


Fourteen Rembrandt paintings are held in collections in Southern California. This accumulation began with J. Paul Getty's purchase of the Portrait of Marten Looten in 1938, and is now the third-largest concentration of Rembrandt paintings in the United States. Portrait of Marten Looten is now housed at the Los Angeles County Museum of Art (LACMA).

History
The Rembrandt Club of Pomona College in Claremont, California was established in 1905 for the promotion and encouragement of the arts. It predates all of the major art museums of Southern California. and remains active today.

In 1907, Arabella Huntington, whose Southern California home is now the Huntington Library, Art Collections, and Botanical Gardens, purchased Rembrandt's Aristotle Contemplating a Bust of Homer (1653) for her house in Paris. After her death, the painting was inherited by her son Archer M. Huntington. He sold it in 1928, the year that the Huntington Library, Art Gallery, and Botanical Gardens was established. Aristotle was eventually purchased by the Metropolitan Museum of Art of New York in 1962, for 2.3 million dollars. At the time this was the highest amount ever paid for a painting at a public or private sale.

In 1913, the Los Angeles County Museum of History, Science, and Art opened in Exposition Park. The inclusion of the three divisions had been determined in part by the Smithsonian's configuration, and there was very little art to display. In order to meet the deadline of the formal dedication ceremonies on November 6, 1913, the fine arts wing was not only hung with loans from Southern California collectors, but also with a number of works borrowed from East Coast owners. The opening of the museum was timed to coincide with the completion of the Owens Valley aqueduct—it was part of the celebratory festivities. The ready availability of water made the development of Southern California possible.

In the 20th century, collections of art that included paintings by old masters such as Rembrandt were highly sought after by many of America's business elite. Accounts in the Los Angeles Times trumpet the earliest arrivals of professed Rembrandt paintings in the Southland in 1928 and 1932.

An Elderly Jew in Fur Cap (1645) was purchased by Mr. and Mrs. Fred E. Keeler of Hollywood in 1928. President and major stockholder of the Lockheed Corporation, Keeler informed the press that he and his wife hoped to build a gallery to house their pictures adjoining their home, and open it to the public. During the fall and winter of 1934-35, the Los Angeles Sunday Times published a series entitled "Southern California's One Hundred Finest Privately Owned Paintings." The Keeler's "Rembrandt" was featured in the first edition of the series. When Mary Keeler died in 1939, she left their collection of art to the County Museum of History, Science, and Art, without restrictions.

Another purported Rembrandt, Portrait of a Woman with Oriental Headdress (1635), was acquired by Mr. and Mrs. Willitts J. Hole of Hancock Park in 1932. An early twentieth century Southern California real estate developer, Hole built a private art gallery adjoining his residence, in which the collection was arranged by nationality and lit by artificial light. In 1938, the Willitts J. Hole collection was donated by his daughter Agnes Hole Rindge to the University of California, Los Angeles. Soon after, on January 8, 1940, the Hole Rembrandt and many other paintings from the collection were installed in the UCLA Library.

Supported by scholars as genuine works by Rembrandt's hand at the time, both the Keeler and Hole pictures have since been reconsidered.

German art historian Wilhelm Valentiner published Rembrandt Paintings in America in 1931, with the inclusion of just one work in California: St. John the Baptist (1632), owned by newspaper magnate William Randolph Hearst of Los Angeles. In 1947 when the picture was owned by Marion Davies, Hearst gave the funds to Los Angeles County Museum of Art (LACMA) to purchase it, along with eighteen other works, from her. No longer considered by Rembrandt, it is presently attributed to Govert Flinck and called Portrait of a Bearded Man.

Already a well known art world figure, Wilhelm Valentiner came to Los Angeles in 1946 to assume the directorship of the precursor of the Los Angeles County Museum of Art (LACMA), the "Los Angeles County Museum." As described above, prior to a division in 1961, fine art was integrated with history and science in what is now the Natural History Museum of Los Angeles County's edifice.

In 1947, shortly after arriving in Los Angeles, Valentiner organized and curated a major loan exhibition of works by Rembrandt and fellow Dutch seventeenth-century painter Frans Hals at the County Museum. The show featured paintings from a number of Southern California private collections such as Jacob M. Heimann of Los Angeles, J. Paul Getty of Los Angeles, Mr. and Mrs. Converse M. Converse of Santa Barbara, and George Huntington Hartford II of Los Angeles; and included the Los Angeles County Museum's Portrait of Marten Looten and the Hammer Museum's Juno.

Getty gave Marten Looten to the Los Angeles County Museum in 1953, undoubtedly convinced to do so by Valentiner. Soon after the Rembrandt expert became the first director of the newly created J. Paul Getty Museum in Malibu, 1954.

Shortly after the new Los Angeles County Museum of Art (LACMA) had opened in 1961, critic Howard Taubman penned an article in the New York Times entitled "Culture Way Out West: Los Angeles Art Museum Embarks on Long Road to First-Class Status" suggesting that there was a good deal of room for improvement. "Museum leaders have calculated the cost of upgrading various areas of their collection," he states, "To achieve a No. 1 spot in Thai art...would cost only $250,000. To approach the heights of a Rembrandt repository...would cost no less than $65 million." The article also reports a rumor about a Southern California Rembrandt:

While Los Angeles may resent signs of Eastern condescension, it has not lost its sense of humor. It is still capable of chuckling about a story, possibly only a rumor, involving a Rembrandt portrait owned by Howard Ahmanson, banker and patron of the arts. Some doubt has been cast on the authenticity of the painting's attribution, and the plan, the story has it, has been worked out for a test. There is a similar Rembrandt at the National Gallery, and the one here will be carried tenderly in the next month or two to Washington, where the two paintings will be hung and studied side by side. Wouldn't it be funny, remarked a cynical fellow the other day, if some expert opined that the one in Washington is dubious? Are you laughing back there in the East?

Rembrandt, Saint Bartholomew, 1661, was sold in 1962 at a Sotheby's, London standing-room only sale. Purchased by J. Paul Getty, it is now in collection of the J. Paul Getty Museum.

In 1965, Norton Simon, a Southern California businessman and major Los Angeles County Museum of Art supporter, purchased Rembrandt's Titus at a Christie's London auction. The result was a media commotion. The painting had been knocked down by the auctioneer to an English buyer, but Simon was able to reopen the bidding by producing a letter that proved that the auctioneer had overlooked his prearranged bidding signal. A natural genius at promotion and marketing, Simon arranged the Rembrandt portrait's American debut at the National Gallery of Art in Washington, where its debarkation from the plane was filmed. Stating that "the painting has such great beauty and universal appeal that the Norton Simon Foundation has a special obligation to exhibit it in the most favorable circumstances for the widest possible enjoyment," Simon allowed the work to be on view there for six months, where it was seen by over 300,000 visitors. That June, Simon and the Rembrandt picture made the cover of Time Magazine. Disguised as a wrapped Christmas present and featuring a tag reading "To Mother," Titus made the plane trip from DC to Southern California in December 1965

In 2008 the Hammer Museum, the J. Paul Getty Museum, the Los Angeles County Museum of Art, the Norton Simon Museum, and the Timken Museum of Art collaborated on an intramural exhibition of Rembrandt paintings; they called it Rembrandt in Southern California.

References

Further reading
Getty, Jean Paul. The Joys of Collecting. New York: Hawthorn Books, 1965.
Marandel, J. Patrice, Mary Levkoff, Amy Walsh et al. Los Angeles County Museum of Art: European Art. Los Angeles: Los Angeles County Museum of Art, 2006.
Muchnic, Suzanne. Odd Man In: Norton Simon and the Pursuit of Culture. Berkeley: University of California Press, 1998.
Schaefer, Scott ed. Online Catalogue of the J. Paul Getty Museum Paintings Collection. Los Angeles: J. Paul Getty Museum, in preparation.
Starr, Kevin. Inventing the Dream: California through the Progressive Era. New York: Oxford University Press, 1985.
Timken Museum of Art: European Works of Art, American Paintings, and Russian Icons in the Putnam Foundation Collection. San Diego, CA: The Putnam Foundation, 1996.
Valentiner, Wilhelm Reinhold. Rembrandt Paintings in America. New York : S.W. Frankel, 1931.
Walsh, Amy. Northern European Paintings at the Norton Simon Museum. New Haven and London: Yale University Press, forthcoming.

External links
Rembrandt in Southern California collaborative project
List of early Los Angeles art galleries, clubs, museums, art schools, and teachers on the California Art Club Web site
A biography of the artist Rembrandt Harmensz. van Rijn from the J. Paul Getty Museum
Juno, Rembrandt Harmensz. van Rijn, The Hammer Museum
Saint Bartholomew, Rembrandt Harmensz. van Rijn, J. Paul Getty Museum
An Old Man in Military Costume, Rembrandt Harmensz. van Rijn, J. Paul Getty Museum
The Abduction of Europa, Rembrandt Harmensz. van Rijn, J. Paul Getty Museum
Daniel and Cyrus before the Idol Bel, Rembrandt Harmensz. van Rijn, J. Paul Getty Museum
Portrait of a Girl Wearing a Gold Trimmed Cloak, Rembrandt Harmensz. van Rijn, J. Paul Getty Museum
Portrait of Dirck Jansz Pesser, Rembrandt Harmensz. van Rijn, LACMA
Portrait of Marten Looten, Rembrandt Harmensz. van Rijn, LACMA
The Raising of Lazarus, Rembrandt Harmensz. van Rijn, LACMA
Portrait of a Boy, Presumed to Be the Artist's Son, Titus, Rembrandt Harmensz. van Rijn, Norton Simon Museum
Saint Bartholomew, Rembrandt Harmensz. van Rijn, Timken Museum of Art
Norton Simon and his Rembrandt, Bernard Safran

Rembrandt
Art in Greater Los Angeles
Museums in Greater Los Angeles
Tourist attractions in Southern California


William Louis Abbott (23 February 1860 – 2 April 1936) was an American medical doctor, explorer, ornithologist and field naturalist.  He compiled prodigious collections of biological specimens and ethnological artefacts from around the world, especially from Maritime Southeast Asia, and was a significant financial supporter of the United States National Museum collecting expeditions.

Early life and education

Abbot was born in Philadelphia.  He obtained a Bachelor of Arts at the University of Pennsylvania in 1881 before studying medicine there, graduating in 1884 and subsequently doing postgraduate studies in England, obtaining licentiates from the Royal College of Physicians and Royal College of Surgeons.  In 1886, he received a substantial inheritance, ceased the formal practice of medicine, and devoted himself to exploration and collecting.

Exploration and collecting expeditions
Journeys of exploration and collecting made by Abbott include:
 1880 – Bird collecting in Iowa and North Dakota
 1883 – Bird collecting in Cuba and Santo Domingo
 1887–89 – Taveta region, near Mount Kilimanjaro, in Kenya, East Africa
 1890 – Zanzibar, Seychelles and Madagascar
 1891 – India: Baltistan, Karachi, Kashmir and Srinagar
 1892 – Kashmir, Baltistan, Aden, Seychelles and the Aldabra Group
 1893 – Seychelles, Kashmir, Srinagar, Ladakh, Sinkiang and eastern Turkestan. Shot the last recorded Seychelles parakeet on Mahé in March of 1893.
 1894 – As well as travelling in eastern Turkestan, India and Ceylon, he went to Madagascar to enlist in the native "Hova" army against the second French occupation of the island, until local suspicion of foreigners forced his resignation
 1895 – Madagascar and Kashmir
 1896 – Malay Peninsula including Perak, Penang and Trang, with a visit to Canton
 1897 – Trang, Penang and India
 1898 – As well as volunteering for the Spanish–American War and serving under William A. Chanler in Cuba, where he was wounded in the Battle of Tayacoba, he traveled to Singapore and China, making a visit to Tibet
 1899 – Abbott constructed the schooner "Terrapin" and, using Singapore as a base for the next ten years, travelled throughout the islands of Maritime Southeast Asia often accompanied by Cecil Boden Kloss. Places visited include the Mergui Archipelago, Natuna Islands, the Andaman and Nicobar Islands, Burma, Malaya, Sumatra, Borneo, Nias, the Mentawai Islands, Enggano, the Riau Archipelago and islands in the South China and Java Seas.
 1909 – The onset of partial blindness, caused by spirochetosis, forced him to sell the "Terrapin" and largely suspend his collecting in the tropics. After treatment in Germany, from 1910 to 1915, he travelled in Kashmir, though making a brief collecting visit to the Maluku Islands and Sulawesi with his sister in 1914.
 1916 – Dominican Republic
 1917–18 – Haiti, where he suffered a near-fatal attack of dysentery
 1919–23 – Hispaniola

Post career
In 1923, Abbott retired from active fieldwork but continued to provide funding on several occasions to the United States National Museum for other collecting expeditions.

He died at his farm on the Elk River in Maryland of heart disease after a long illness, leaving his books, papers and 20% of his estate to the Smithsonian Institution.  At the time of his death he was the largest single contributor to the collections of the museum.  Abbott's name is commemorated in the names of numerous animal taxa, including those of Abbott's crested lizard (Gonocephalus abbotti ), Abbott's day gecko (Phelsuma abbotti ), Abbott's booby (Papasula abbotti), Abbott's starling (Cinnyricinclus femoralis), pygmy cuckoo-shrike (Coracina abbotti), Abbott's sunbird (Cinnyris sovimanga abbotti), the western grey gibbon (Hylobates abbotti) and Abbott's duiker (Cephalophus spadix).  Plants named after him include Cyathea abbottii, a tree-fern native to Hispaniola.

References

External links

William Louis Abbott Field Book, 1920-1923 from the Smithsonian Institution Archives

1860 births
1936 deaths
American ornithologists
American naturalists
American explorers
Physicians from Philadelphia
Philanthropists from Pennsylvania
University of Pennsylvania alumni
Smithsonian Institution donors
Perelman School of Medicine at the University of Pennsylvania alumni
Members of the Royal College of Physicians of Ireland


{|

{{Infobox ship career
|Hide header=
|Ship name=North Star'
|Ship owner=
|Ship operator=
|Ship registry=
|Ship route=Columbia River, Okanogan River
|Ship ordered=
|Ship builder=
|Ship original cost=
|Ship yard number=
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|Ship laid down=
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|Ship built=1902, at Wenatchee, Washington; rebuilt 1907
|Ship christened=
|Ship acquired=
|Ship maiden voyage=
|Ship in service=1902
|Ship out of service=1915
|Ship identification=US #130967; after reconstruction: US #204761
|Ship fate=Burned July 8, 1915 at Wenatchee, Washington
|Ship notes=reconstructed and enlarged 1907
}}

|}

North Star was a sternwheel steamboat that operated in eastern Washington from 1902 to 1904.  This vessel should not be confused with the other vessels, some of similar design, also named North Star.

Construction
The North Star was built at Wenatchee, Washington in 1902 by George Cotterell for the Columbia & Okanogan Steamboat Company, which Captain Alexander Griggs (1828-1903) was the principal owner.

OperationsNorth Star operated out of Wenatchee on the Columbia and Okanogan rivers.  On September 3, 1902, North Star was wrecked in Entiat Rapids.  The company was able to salvage the vessel.  In 1907 at Wenatchee, North Star was rebuilt and enlarged by the veteran shipwright Alexander Watson.  (Another source states that the vessel was sold to H.S. DePuy & Will Lake and renamed Enterprise, and a new vessel, also called North Star was built in 1907.  A third source states the vessel was rebuilt.)

Withdrawn from service

Settlement in the Okanogan region decreased starting in about 1910.  As a result, business declined so much that by 1915, the Columbia & Okanogan Steamboat Co. was forced to take all of its boats out of service.  The company had made arrangements to sell North Star to Captain Fred McDermott, who was considering taking the vessel further up the Columbia, to run between Pateros and Bridgeport.

Destruction by fire
The sale of North Star had not been finalized when on July 8, 1915, fire broke out on North Star when she was rafted up at Wenatchee with the rest of the company's remaining boats, the Columbia, Okanogan, and Chelan.  North Star was the outermost vessel, but the fire soon spread to the other three.  All the vessels were rapidly and completely destroyed, and although the hull of the innermost vessel, Chelan remained afloat, the damage to that vessel was beyond repair.  There was no insurance.  The Columbia & Okanogan Steamboat Co. had so little money that they were planning to use some of the proceeds of the anticipated sale of North Star to pay the insurance premiums on the remaining three vessels.  The cause of the fire was never determined.

Notes

Further reading
 Faber, Jim, Steamer's Wake -- Voyaging down the old marine highways of Puget Sound, British Columbia, and the Columbia River'', Enetai Press, Seattle, WA 1985

See also

 Steamboats of the Columbia River, Wenatchee Reach

Steamboats of Washington (state)
Steamboats of the Columbia River


was a member of the Supreme Court of Japan. She joined on September 11, 2008.

Sakurai, a former bureaucrat of the Ministry of Labor, replaced Kazuko Yokoo, who resigned. She was the third woman to take a post in the Supreme Court of Japan.

References

Supreme Court of Japan justices
1947 births
Living people


Cheviot is a former railway station in Cheviot, Victoria, Australia. The tracks and buildings (except for an old shed) have been removed.

References

External links
Victorian Railway Stations - Cheviot

Railway stations in Australia opened in 1890
Railway stations closed in 1978
Mansfield railway line
Disused railway stations in Victoria (state)
Railway stations in Australia closed in the 20th century


is a former Japanese football player. His son Towa Yamane is also a footballer.

Playing career
Yamane was born in Hiroshima on July 31, 1976. After graduating from high school, he joined J1 League club Sanfrecce Hiroshima in 1995. He played many matches as offensive midfielder in 1997. However his opportunity to play decreased in 1998. In November 1998, he moved to Japan Football League club Oita Trinity (later Oita Trinita). The club was promoted to J2 League from 1999. He also became a regular player as defensive midfielder under manager Nobuhiro Ishizaki. The club finished at 3rd place in 1999 and 2000, and missed promotion to J1 for 2 years in a row. In 2002, although Ishizaki already left the club, the club won the champions and was promoted to J1 from 2003. However he did not play in J1 from 2003, and moved to J2 club Kawasaki Frontale which Ishizaki managed in 2003. In 2003, the club finished at 3rd place and missed promotion to J1 and Ishizaki left the club. In 2004, the club won the champions and was promoted to J1 from 2005. However he could hardly play in the match from 2004 and he left the club end of 2005 season. In 2006, he moved to J2 club Kashiwa Reysol by inviting Ishizaki. He played as regular player under manager Ishizaki and the club was promoted to J1 form 2007. From 2008, although his opportunity to play decreased, the club won the 2nd place 2008 Emperor's Cup. In 2010, he moved to newly was promoted to Japan Football League club, Zweigen Kanazawa. He retired end of 2011 season.

Club statistics

References

External links

1976 births
Living people
Japanese men's footballers
J1 League players
J2 League players
Japan Football League (1992–1998) players
Japan Football League players
Sanfrecce Hiroshima players
Oita Trinita players
Kawasaki Frontale players
Kashiwa Reysol players
Zweigen Kanazawa players
Men's association football midfielders
Association football people from Hiroshima


John Andrew W. Drysdale (born 31 May 1926) was a Progressive Conservative party member of the House of Commons of Canada. He was a barrister and lawyer by career. He graduated from the University of British Columbia with a Bachelor of Arts degree in 1949, then a Bachelor of Laws degree in 1952.

Drysdale was first elected at the Burnaby—Richmond riding in the 1958 general election, after an unsuccessful attempt to win the seat there in the 1957 election. After serving his only term, the 24th Canadian Parliament, Drysdale was defeated in the 1962 election by Bob Prittie of the New Democratic Party.

References

External links

1926 births
Living people
Lawyers in British Columbia
Members of the House of Commons of Canada from British Columbia
Politicians from Winnipeg
Progressive Conservative Party of Canada MPs
University of British Columbia alumni
Peter A. Allard School of Law alumni


Piti is a soup in the cuisines of the South Caucasus, its bordering nations, and Central Asia, and is prepared in the oven in individual crocks with a glazed interior (called piti in Turkic languages). It is made with mutton and vegetables (tomatoes, potatoes, chickpeas), infused with saffron water to add flavour and colour, all covered by a lump of fat, and cooked in a sealed crock. Piti is served in the crock, usually accompanied by an additional plate for "disassembling" the meat and the liquid part with vegetables, which may be eaten separately as the first (soup with veg.) and second (meat) course meal.

Piti is a variety of abgoosht, particularly popular in Iran. In Armenia it is called putuk (from the Armenian word for crock).

Tasty, flavourful and nourishing piti is traditionally cooked in earthenware pots called chanag, kyupe or dopu. There are so many variations from the Balkans, Moldova, Georgia and Mediterranean countries that the name is more an idea of a recipe, rather than a named stew or soup. The etymology of the name is derived from the Turkic word bitdi, which means the end of need to eat any more food. The secret to a good piti is long, slow cooking. It is usually served in two courses: the clear soup, served with flatbread (lavash) and then the solid ingredients.

Ingredients

The main ingredients of piti are mutton, tail fat, chickpeas, potato, onions, dried alycha or other kinds of cherry plum and saffron. Meat is gradually simmered with already soaked chickpeas in piti-pots. Potatoes, onions, alycha and saffron infusion are added 30 minutes before the meal is ready. Sumac powder is also served separately.

In Azerbaijan, piti is eaten in two steps. First, bread is crumpled in the additional plate and sprinkled with a purple mix of spices. Then, the broth is poured over it and the resulting mixture is consumed as a hearty soup. Second, more crumpled bread is added to the same plate and the remainder of the Piti (the lump of mutton fat, the meat and the vegetables) is poured over, sprinkled with the same spices, mixed together so as to break down the fat and then eaten.

Piti is cooked in different ways in Azerbaijan, especially Shaki region is renowned with its specific piti.

Shaki piti

Shaki piti is specific because boiled chestnuts are used instead of potato. It is cooked in an earthenware pot called "dopu", which should not be a new one. Firstly, chickpeas are placed in the ceramic pots, then small pieces of mutton are added. The top layer is salted tail fat. After all of this, water is poured to the pot. Piti is cooked in 8–9 hours.

See also
 Abgoosht
 Bozbash
 Chanakhi
 Đuveč
 List of soups

Sources
V.V. Pokhlebkin, National Cuisines of the Peoples of the Soviet Union, Tsentrpoligraf Publ. House, 1978 ; English edition: V.V. Pokhlebkin, Russian Delight: A Cookbook of the Soviet People, London: Pan Books, 1978

References

Azerbaijani soups
Armenian soups
Iranian soups
Turkish soups
Georgian soups
Tajik cuisine


Marcos Pitombo (born Marcos Menezes Magalhães Pitombo on June 17, 1982 in Rio de Janeiro) is a Brazilian actor.

Filmography

TV series
 2007 - Malhação - Siri
 2008 - Os Mutantes - Valente
 2009 - Promessas de Amor - José da Silva Valente
 2010 - A História de Ester - Assuero
 2011 - Vidas em Jogo - Lucas Coelho
 2013 - Pecado Mortal - Ramiro
 2014 - Vitória - Paulão
 2015 - Babilônia - Iuri
 2017 - Haja Coração - Felipe Miranda
 2018 - Orgulho e Paixão - Rômulo Tibúrcio
 2020 - Salve Se Quem Puder - Bruno Dantas

Cinema
 2008 - Era Uma Vez - Dudu
 2012 - Até que a Sorte nos Separe - Tino (jovem)

External links

1982 births
Living people
21st-century Brazilian male actors
Male actors from Rio de Janeiro (city)
Brazilian male film actors
Brazilian male television actors