The 2009 G20 Pittsburgh Summit was the third meeting of the G20 heads of state and heads of government to discuss financial markets and the world economy. It was held on September 24 and September 25, 2009 in Pittsburgh, Pennsylvania.

History
The G20 is the premier forum for discussing, planning and monitoring international economic
cooperation.

The fall 2009 G20 summit was held at the David L. Lawrence Convention Center in Pittsburgh, Pennsylvania, United States, on September 24–25, 2009. Announced shortly after the April 2009 G20 London summit, U.S. President Barack Obama volunteered to host this summit, initially planning to hold it in New York City and coordinating it with the opening of the United Nations General Assembly. Due to coordination issues, however, the Obama Administration announced a change of venue on May 28, 2009 to Pittsburgh in order to highlight the city's economic recovery following the collapse of the city's manufacturing sector during the latter half of the 20th century. In response to the Global credit crisis, a G20 summit in one year was proposed shortly after the London summit in April 2009.

Among the issues discussed was a proposal to radically reform the International Monetary Fund (IMF). French President Nicolas Sarkozy also suggested that there would be an evaluation of measures already taken.

Summit facilities
The primary venue of the summit was the David L. Lawrence Convention Center, which was at one point the largest Leadership in Energy and Environmental Design-certified building in the world. A working dinner for world leaders was held at the Phipps Conservatory & Botanical Gardens, chosen to highlight its environmentally friendly features including an earth-sheltered welcome center and a Tropical Forest Conservatory described as the world's most energy efficient. Other venues used around the city include The Andy Warhol Museum, the Pittsburgh High School for the Creative and Performing Arts and Rosemont, the working farm of Teresa Heinz Kerry.

Preparations
In the weeks leading up to the conference, many measures were taken to prepare Pittsburgh for the conference. Many streets in Downtown Pittsburgh were re-paved and a pre-season National Hockey League hockey game for the Pittsburgh Penguins at nearby Mellon Arena was rescheduled. During the week of the G20, many streets were closed, and traffic patterns were adjusted. Many public schools, universities and nearby businesses were closed, canceling classes or working remotely for the duration of the conference. Pittsburgh Mayor Luke Ravenstahl also attempted to alleviate problems by meeting beforehand with some of the groups expected to protest during the event.

Security
Thousands of protesters were expected during the week of the Summit, which was classified as a National Special Security Event. Security was coordinated by the United States Secret Service, working in conjunction with the Pittsburgh Police. It is estimated that 4,000 police officers were requested, and the city only had 900 police officers at the time of the event. The Pennsylvania State Police committed more than 1,000 officers for the downtown event, including SWAT, helicopter, mounted, undercover, bicycle and motorcycle officers. Allegheny County had 75 officers specifically trained by and embedded into the Pittsburgh Police Bureau for the event since June. New York City and Baltimore also committed some officers, as well as Pittsburgh suburbs. Some officers from Chicago traveled to assist, taking vacation days from their department. All officers, regardless of department, were under the command of the Secret Service for the event days.

Chinook and Black Hawk helicopters, armored Humvees and crews of U.S. Army soldiers, as well as 10 25-foot boats with M240 machine guns from the Coast Guard, were on hand in the event of large-scale violent protests or a terrorist attack.

Attendance

G20 leaders began gathering in Pittsburgh on September 24, 2009. On the evening of September 24, the leaders attended a reception at Phipps Conservatory in the Oakland neighborhood of Pittsburgh.

The Summit proper began on the morning of September 25 at the David L. Lawrence Convention Center, downtown.

Core participants
The following participants of the Pittsburgh summit represented the core members of the G20, which includes 19 countries and the European Union which is represented by its two governing bodies, the European Council and the European Commission.

Protests

After numerous denials of permits for groups such as Code Pink and Three Rivers Climate Convergence to assemble peaceful demonstrations, the ACLU of Pennsylvania successfully sued to force the city of Pittsburgh to allow demonstrations around the G20 Summit.

Participants in the protests surrounding the summit included peace, environmental, labor and social justice organizations.

The first of the alternate events was a Peoples' Summit, involving an all-day session of speakers, panels and workshops on September 19, the Saturday before the G20 Summit, drawing about 500 participants, and continuing on Monday and Tuesday evenings, each drawing between 100 and 200. The Peoples' Summit included outright opponents of the G20 (such as radical historian Howard Zinn, who addressed the gathering via special video) as well as some who hoped to influence it in what they considered to be "progressive" directions. The Pittsburgh City Council proclaimed "that the Council of the City of Pittsburgh does hereby commend the Peoples' Summit, all associated institutions and organizations, and the citizen volunteers who worked tirelessly to make it a success. Their outstanding efforts are certain to create a greater understanding about the challenges we face, the solutions we should explore and the social dialogue that is necessary for the realization of a better world. Furthermore, the citizens of our region are encouraged to seize the opportunity to participate in this significant and historic event." The Peoples' Summit itself advanced some of the themes that surfaced in protests when the G20 Summit actually met: "We envision a world in which basic rights—freedom of expression, freedom of thought and religion, freedom from fear, and freedom from want—are enjoyed by all people. This is not the reality of our world today. Yet, in our diversity and plurality of orientations, inspired by mutual respect and the spirit of solidarity, we share the conviction that another world is possible."

This was followed by a number of tent cities, demonstrations and other summits. There was also an alternative conference on Tuesday called the Freedom Conference 2009, stressing conservative grassroots solutions and free-market approaches.

At around 10:15 a.m. on Wednesday, September 23, Greenpeace activists hung a banner, warning of the dangers of increased CO2 emissions, from the deck of the West End Bridge facing downtown Pittsburgh over the Ohio River. While traffic was held up for a period, all eight activists were placed under arrest after surrendering peacefully.

On Thursday, September 24, the Pittsburgh G20 Resistance Project held a march and a day of direct action at Arsenal Park in the city's Lawrenceville neighborhood. Police fired pepper spray at a crowd of an estimated 500 demonstrators to disperse a protest march a few hours before the start of the Summit.

Police also used a Long Range Acoustic Device (LRAD) to remove protesters from an area after warning them several times to disperse.  This was believed by city officials to be the first time that an LRAD had been used to disperse protesters within the United States.  Since then, LRADs have been used to peacefully disperse crowds on several occasions.

Later in the evening, another small crowd gathered in Schenley Plaza, as world leaders met that evening at the Phipps Conservatory nearby for a working dinner. Hundreds of police swarmed and encircled the peaceful crowd, which spilled over onto Forbes Avenue and Bigelow Boulevard near the Cathedral of Learning. An estimated 300 riot police lined the sidewalk behind the William Pitt Union, with 200 more officers blocking Forbes Avenue nearby to contain the protesters. However, the crowd quickly grew to about 500 as nearby University of Pittsburgh students—evident by shouts of "Let's Go Pitt!" heard—curious about the sirens and police presence, joined the crowd. Police shot several rounds of pepper spray into the crowd. Nearby businesses along Forbes Avenue and Craig Street were also vandalized after the police attempted to break up the demonstration. The University of Pittsburgh alerted students via text message that, "Conditions may be deteriorating in Oakland. Students are advised to remain near their residences."

The Pittsburgh G20 Resistance Project called for "Everywhere Protests" at various locations and businesses (mostly banks and large corporations) throughout the city Friday morning (September 25). These were not very large scale protests. Some protesters wore black and twirled hula hoops at Forbes Avenue and Atwood Street in the Oakland neighborhood. There was also a small gathering of protesters at a Starbucks Coffee on Centre Avenue in the city's East Liberty neighborhood as well.

Yet Friday also saw massive actions involving a broad coalition headed by the pacifist-oriented Thomas Merton Center. As one speaker emphasized at the action's start, said, "I remind you, this is a peaceful, permitted march. We're confronting G20 policies, not police." This "Peoples' March" (linked in the minds of many with issues raised in the earlier Peoples' Summit) was punctuated by three rallies (following the route of the march, in Oakland, in downtown Pittsburgh on the steps of City Hall, and on Pittsburgh's North Side), with an estimated 5000 to 8000 participants. The demonstration was quite diverse, including religious and community activists, anarchists, socialists, environmentalists, human rights advocates, opponents of war, trade unionists, veterans, and others. The mood of the action tended to be uncompromisingly critical of the G20, of big corporations, and of capitalism as such. "We're rallying here just a few miles from where the corporate robber barons have settled down to divide up the planet, that group of bankers, financiers and political leaders who have wreaked havoc upon our world," proclaimed one of the speakers, urging listeners to "fight for another world, put people before profits." The crowd roared with approval, and others spoke in a similar vein, but the assembly was completely free from violence and arrests.

Much of the news media tended to minimize peaceful protests, however, and gave greater attention to arrests. These included controversial police actions of Friday evening, after the G20 Summit and the organized protests had ended. Taking place in Schenley Plaza and at the nearby University of Pittsburgh campus, they involved more sweeping arrests, and more charges of police violence, than had been the case the night before.

According to police accounts, about 4,500 people participated in protests throughout the city, with 190 arrests being made. Approximately $50,000 worth of damage was caused to area businesses, with $15,000 worth being attributed to one individual, David Japenga of California, accused of breaking 20 windows and doors in Oakland on Thursday night.

New York City activist Elliott "Smokey" Madison used Twitter to report an order to disperse message from the Pittsburgh police during the protests. Police raided Madison's hotel room, and one week later Madison's New York home, Tortuga House, was raided by FBI agents. Police claim Madison and a co-defendant used computers and a radio scanner to track police movements and then passed on that information to protesters using cell phones and the social networking site Twitter. Madison was charged with hindering apprehension or prosecution, criminal use of a communication facility, and possession of instruments of crime. All protesters that were arrested were processed and held at the State Correctional Institution - Pittsburgh.

Response
Dozens of University of Pittsburgh students who say they were wrongfully arrested and subjected to heavy-handed police tactics during the G20 meeting called for an investigation into the police actions.

Outcome
One of the first major announcements to come out of the meeting was that the group will become the new permanent council for international economic cooperation. This means that the much larger G20 meeting will essentially replace the smaller G8, which will continue to meet on major security issues but will carry reduced influence. This decision will help to include major developing nations – such as China, India and Brazil – which were originally not included in the G8.

References

Further reading

External links

G20 Information Centre
 Graphic: G20 is not simply the 20 largest economies
Official website
Official partnership site
G20 Media Project

G-20 Protests Turn Violent - slideshow by Life magazine
Police Crackdown on G20 Protests - video report by Democracy Now!
Fortress Pittsburgh by Robert S. Eshelman, The Nation, September 25, 2009

 From London to Pittsburgh: assessing G20 action for developing countries, Eurodad, September 2009

2009 in economics
2009,09,Pittsburgh
2009 in the United States
2000s in Pittsburgh
2009 conferences
National Special Security Events
2009 in international relations
2009 in Pennsylvania
September 2009 events in the United States
Events in Pittsburgh
21st-century diplomatic conferences (Global)


The 1998 United States Senate election in Vermont was held November 3, 1998. Incumbent Democratic U.S. Senator Patrick Leahy won reelection to a fifth term.

Notably, the Republican nominee, dairy farmer and actor Fred Tuttle, had run to draw attention to the mock documentary film Man with a Plan, of which he was the star, and to ridicule Republican candidate Jack McMullen as too new to Vermont to represent it in Washington.  After winning the nomination, Tuttle endorsed Leahy and all but withdrew from the race.  His campaign, which had been conducted primarily from his front porch in Tunbridge, Vermont, spent only $251 during the election season and featured the slogans "Spread Fred!" and "Why Not?". Despite his endorsement of Leahy, Tuttle still received 48,051 votes, or 22% of the total.

Democratic primary

Candidates
 Patrick Leahy, incumbent U.S. Senator

Results

Grassroots primary

Candidates
 Bob Melamede

Results

Republican primary

Candidates
 Fred Tuttle, dairy farmer and actor
 Jack McMullen, businessman

Campaign
McMullen had maintained a vacation home in Warren, Vermont beginning in 1983, and he made Vermont his permanent residence beginning in 1997.

In 1998, he declared his candidacy for the Republican nomination for U.S. Senator.  As related by Chris Graff, longtime Vermont bureau chief for the Associated Press, McMullen's candidacy sustained an immediate blow when Graff interviewed retired Senator Robert Stafford about the January 1998 ice storm and other current events.  During the discussion, Stafford persistently got McMullen's name wrong, calling him "Mulholland".  Graff wrote that he tried to politely correct Stafford, but finally realized that Stafford's intent was to convey his opinion that McMullen was too unknown and too new to Vermont to be a viable candidate.  The lede in the resulting story was that Vermont's senior Republican was of the view that McMullen had not lived in the state long enough to represent it in the senate, and Stafford's dismissal of McMullen as "Mulholland or whatever his name is" became a running joke among reporters and political operatives.

In the Republican primary, McMullen faced Fred Tuttle, a retired dairy farmer who had starred in a mock documentary film called Man with a Plan, a comedy about a retired farmer who decides to run for Vermont's seat in the United States House of Representatives.  Tuttle and filmmaker John O'Brien considered using a Tuttle candidacy to promote the film, and accepted a suggestion from political columnist Peter Freyne to challenge McMullen rather than incumbent Congressman Bernie Sanders.  Tuttle then ran in the Republican U.S. Senate primary, partly to generate awareness of the movie, and partly to mock McMullen as a carpetbagger and flatlander (Vermont slang for an out-of-stater) who had moved to Vermont only because he thought it would be easier to run for the Senate there than in more populous Massachusetts.  McMullen was slow to recognize that the Tuttle/O'Brien strategy was viable; when the McMullen campaign challenged Tuttle's nominating petitions as 23 short of the required 500 signatures, Tuttle turned in an additional 2,300.

During a debate before the primary, Tuttle underscored McMullen's newness to Vermont.  One question he posed to McMullen was "What's a tedder?" (A machine for drying hay.)  Another was "What's rowen?" (The second cutting of hay from the same field in one season.)  Tuttle continued with queries like "How many teats a Holstein got?"  (Four; McMullen guessed six.)  Tuttle then provided McMullen a list of local place names and asked him to pronounce them.  McMullen's inexperience with Vermont geography showed, as he mispronounced names including Leicester (Lester is correct), Calais (callous being the correct way), and Charlotte (shar-LOT, not Shar-Lit).

The campaign made national headlines, and added to Tuttle's semi-celebrity status.  Despite McMullen spending over $500,000 to Tuttle's $200, on primary day, Tuttle beat McMullen 28,355 votes to 23,321 (55 percent to 45).  Tuttle immediately announced his intention to vote for incumbent Democratic Senator Patrick Leahy, after which the two made several joint appearances.  On election day, Leahy defeated Tuttle and several minor candidates to win reelection.

Results

General election

Candidates

Major
 Patrick Leahy (D), incumbent U.S. Senator
 Fred Tuttle (R), dairy farmer and actor (dropped out before election)

Minor
 Hugh Douglas (L)
 Jerry Levy (LU)
 Bob Melamede (GR)
 Barry Nelson (I)

Results

See also
 1998 United States Senate elections

References

Sources

United States Senate
Vermont
1998


Alan Frank Skinner  (22 April 1913 – 28 February 1982) was an English cricketer who played for first-class cricket for Derbyshire,  Cambridge University  and Northamptonshire between 1931 and 1949.

Career
Skinner was born at Brighton, Sussex, and educated at The Leys School in Cambridge and the University of Cambridge. He was captain of his school XI and played once for Derbyshire in the 1931 season. He scored 4 as an opening batsman in a match that was abandoned after one day. He played regularly for the county from the 1932 season and made a century in the 1934 season in a match against Gloucestershire. In 1934 he also played two matches for Cambridge University. In the 1935 season he achieved an average of 36.66 but was unable to devote himself full-time to the county. He was a member of the championship winning side in the 1936 season and played his last season for the county in 1938.

During the Second World War, Skinner was Deputy Air Raid Precautions Controller in Nottinghamshire and from 1940 to 1945 played several matches for Nottinghamshire while the County Championship was suspended. In 1946 he was awarded the Order of the British Empire (OBE) for his war services. He played a one-off match for Northamptonshire in 1949.

Skinner was a right-hand batsman who played 142 innings in 86 first-class matches with an average of 26.20 and a top score of 102. As a bowler he took 6 first-class wickets with an average of 41.66 and a best performance of 2 for 12. He was also a fine slip fielder, taking 60 catches in his career and acted as captain for Derbyshire in several matches. Wisden wrote "Though he watched the ball carefully, he was a good stroke-player and could be the most attractive bat on the side".

Skinner played some minor counties games for Nottinghamshire second XI in 1950 and 1951 and for Suffolk in 1954. He was Clerk of the West Suffolk County Council for many years. He died at the West Suffolk Hospital at Bury St Edmunds, Suffolk, at the age of 69.

Skinner's brother David also played for Derbyshire and was captain of the side in 1949.

References

1913 births
1982 deaths
Derbyshire cricketers
Cambridge University cricketers
Northamptonshire cricketers
English cricketers
Suffolk cricketers
Cricketers from Brighton


Gosta may refer to:

Barankinya Gosta (1935–1998), prominent Zimbabwean Chewa sculptor
Gosta Green, area in the city of Birmingham, England
Gosta River, tributary of the Valea Padeşului River in Romania
Predrag Gosta (born 1972), Serbian-born conductor, harpsichordist and baritone

See also
Gösta (disambiguation)


Eugene Stanley Bright (born April 18, 1985) is a former American football tight end. He was signed by the Philadelphia Eagles as a street free agent in 2009. He played college football at Purdue. He is the older brother of Callahan Bright.

Professional career

Philadelphia Eagles
After being undrafted in the 2008 NFL Draft, Bright signed with the Philadelphia Eagles on April 23, 2009. He was waived on September 4, 2009.

Pittsburgh Steelers
Bright was signed to the Pittsburgh Steelers practice squad on November 2, 2009. He was signed to the active roster on January 6, 2010. After being released on September 4, 2010, he was again signed to the practice squad on September 6, 2010.

External links
Philadelphia Eagles bio
Purdue Boilermakers bio

1985 births
Living people
Players of American football from Pennsylvania
American football defensive ends
American football tight ends
Purdue Boilermakers football players
Philadelphia Eagles players
Pittsburgh Steelers players
Harriton High School alumni


Dr. Holland Archer Davis (June 6, 1869 – December 27, 1955), of Denver, Colorado, was an ardent stamp collector who served the philatelic community in various positions.

Collecting interests
Dr. Davis had numerous stamp collections. He wrote a monograph entitled U.S. 1887 3-cent Vermillion in 1922.

Philatelic activity
Davis maintained the position of Secretary of the American Philatelic Society for a period of 30 years, from 1916 to 1945. Besides being the founding member of the United States Revenue Society (later renamed the American Revenue Association), he was President of the Denver Stamp Club for a number of years.

Honors and awards
Davis received the Luff Award in 1954 for Exceptional Contributions to Philately, and was admitted to the American Philatelic Society Hall of Fame in 1956.

See also
 Philately
 Philatelic literature

References
 Dr. Holland Archer Davis

1869 births
1955 deaths
Philatelic literature
American philatelists
People from Denver
American Philatelic Society


The Seventh Python is a 2008 musical documentary film about the career, music and philosophy of pop satirist and songwriter Neil Innes, who has been known as the "seventh" member of the six-man Monty Python comedy troupe. The film, however, shows how Innes' influence and experience goes far beyond that chapter, to include his work with the Bonzo Dog Doo Dah Band, The Rutles and other work. The Frozen Pictures film had its premiere at the American Cinematheque's Mods & Rockers Film Festival at the Egyptian Theatre in Hollywood in June 2008. The film was directed by Burt Kearns, and written and produced by Kearns and Brett Hudson.

The film features Innes in performance in Los Angeles, Sussex, England and Melbourne, Australia and features Pythons John Cleese, Eric Idle, Terry Jones and Michael Palin, as well as singer-songwriter Aimee Mann, Matt Groening (creator of The Simpsons), and composer/arranger John Altman, among others.

On 12 April 2009, the director and producer of The Seventh Python received the Las Vegas Film Festival's Golden Ace Award for "superior and standout filmmaking."

Three days later, the film was chosen as the Opening Selection of the 2009 Pacific Palisades Film Festival.

References

External links

 The Seventh Python movie website

Reviews
 Los Angeles Times
 The LAist
 Huffington Post

2008 films
American musical documentary films
Monty Python
Documentary films about comedy and comedians
2008 documentary films


Harris Neck Army Airfield is an abandoned military airfield located in what is now the Harris Neck National Wildlife Refuge, McIntosh County, Georgia. It is located north of the intersection of Route 131 and Harris Neck Airport Road, about  southwest of Savannah, Georgia.

History

Early years
Harris Neck is a coastal peninsula located  south of Savannah, Georgia in McIntosh County. The nearest town is South Newport, six miles (10 km) to the west. Originally named Dickinson's Neck, the peninsula was renamed when William Thomas Harris became the principal land owner in the mid 18th century.

The original Harris Neck airfield was built in 1930 and leased from Courtney Thorpe by the US Dept. of Commerce. It was named "Harris Neck Intermediate Field Site #8", it was an emergency airfield for commercial and airmail planes on the Richmond-Jacksonville air route. The field consisted of a cross-shaped  sod parcel, with two sod runways 2,600' east/west & 2,550' north/south.  The emergency field was illuminated and included an 81 foot tall beacon tower, but offered only emergency services to pilots. Harris Neck Site 8 airfield was secured by an army detachment from Hunter airfield in Savannah on Dec. 7, 1941 and closed to the public on 1 January 1942 when the Civil Air Patrol began anti-submarine flights. It was closed for military use in 1943 when the new expanded military airfield was opened a half-mile north.  There is no trace of the CAA airfield existence today but its outline by property fencing on the southern boundary.

Building begins
In mid-1942, the Army Air Force decided to build a base at Harris Neck. The land was expropriated and families were given two weeks to remove themselves. At the time of transfer the black families (who owned 1,102 acres) were given an average of $26.90 per acre and the white families (who owned 1,532 acres) were given an average of $37.31 per acre.  This included the  Livingston estate which included the Lorillard mansion and a deep-water dock. Construction was started on 15 July 1942 by the United States Army Air Forces First Air Force. The original plan provided for two runways. The Army's decision to add a third runway required the acquisition of additional land. A detachment of men from the 855th Guard Squadron, stationed at Hunter Army Air Field occupied the Harris Neck facility on 7 December 1942. It was activated on 28 January 1943 as an auxiliary of Dale Mabry Army Airfield in Tallahassee, Florida.

In March 1943, the Army enlarged the project to provide facilities for one dive-bomber squadron of 24 airplanes and an oversized fighter Replacement Training Unit of 36 aircraft. The increase necessitated enlarging the parking apron by . Accommodations were eventually provided for 120 officers and 400 enlisted men. Construction totaled eleven prefabricated buildings and included a 37×99 ft combination theater, a recreation building and chapel, a 20×100 ft combination service club and exchange, and a 20×60 ft office building. The three  concrete runways were laid out in a triangle that enclosed 15 revetments. Livingston House, a former private residence, served as the officer's club. Since the closest town of any significance, Brunswick was  away, one might surmise that the officer's club must have gotten a lot of use. Motion pictures were shown in the post theater three nights a week.

Training, the navy and decay
Harris Neck AAF was used primarily for the training of fighter pilots. Numerous units would rotate through for training sessions. It was home to the single-seat Bell P-39 Airacobra, which was replaced during February, 1944, by the Curtiss P-40E Kittyhawk.

Known units assigned to the airfield were:
 499th Fighter-Bomber Squadron (Fighter, Replacement Training), 20 September-13 December 1943
 500th Fighter-Bomber Squadron (Fighter, Replacement Training), 13 December 1943-1 May 1944

A typical complement of aircraft consisted of 32 P-40s and five BT-13s. In March 1944, a Noorduyn UC-64, was also assigned to the airfield. Both squadrons were assigned to the 85th Fighter-Bomber Group at Waycross AAF, Georgia.

The 86th FBG was inactivated at Waycross AAF and The 346th Army Air Force Base Unit (Replacement Training Unit, Fighter), was activated on 1 May 1944. Pilots receiving training were normally organized into two classes, (an upper and a lower), of thirty pilots each. Synthetic training devices present included two Link trainers, two Gunairstructors, and one deflection gunnery trainer. The airfield ended its training mission and was assigned to Air Technical Service Command, becoming a sub-base of Statesboro AAF on 31 December 1944.

On 5 January 1945, the airfield was turned over to the United States Navy and remained under  its control until 1962. It was listed as Harris Neck OLF and as a sub-base of Glynco NAS in Brunswick, Georgia. It was restricted in its military use, as it was closed to all traffic except on prior approval.

In October 1946, the War Assets Administration deeded the  of the Harris Neck airbase to McIntosh County for use as a county airport. The venture was doomed before it even started. To successfully operate an airport, there must be a need. Harris Neck Airfield is in the middle of nowhere. The population of McIntosh County totaled only 5,200 in 1940. During the summer of 1949, several of the former Army buildings were discovered to have been stripped of useful equipment. Local law enforcement made several arrests.

Due to county mismanagement of the land resources, Harris Neck Airport was transferred at some point to the Federal Aviation Administration. The property was then turned over to the US Bureau of Sport Fisheries & Wildlife (forerunner of the USFWS) in 1962. That is presumably when the airfield was closed. The property was then declared a migratory bird refuge.

The modern era
Today, remnants of cracked and vegetated mile-long asphalt runways, taxiways, munitions bunker and revetments are evidence that the area was once an airfield. The  water fountain and pool near Thomas Landing were dependencies of Livingston House, formerly the estate of Pierre Llorilard.

Former residents of the displaced community and their descendants are attempting to work out a compromise with the federal government to allow them to return to their land, without significantly disrupting the wildlife refuge.

See also

 Georgia World War II Army Airfields

References

 Shettle, M. L. (2005), Georgia's Army Airfields of World War II.
 Maurer, Maurer (1983). Air Force Combat Units Of World War II. Maxwell AFB, Alabama: Office of Air Force History. .

External links
 Current-day photos of Harris Neck Army Airfield

1942 establishments in Georgia (U.S. state)
Airfields of the United States Army Air Forces in Georgia (U.S. state)
Buildings and structures in McIntosh County, Georgia
1962 disestablishments in Georgia (U.S. state)


Yasuo is a masculine Japanese given name.

Possible writings
Yasuo can be written using many different combinations of kanji characters. Here are some examples:

安雄, "tranquil, male"
安男, "tranquil, man"
安夫, "tranquil, husband"
安生, "tranquil; life"
保夫, "preserve, husband"
康郎, "healthy, son"
靖男, "peaceful, man"
泰雄, "peaceful, male"
八洲夫, "eight, continent, husband."

The name can also be written in hiragana やすお or katakana ヤスオ.

People with the name
, Japanese snowboarder
, the 58th Prime Minister of Japan, serving from 2007 to 2008
, Japanese film director
, formerly the chief copper trader at Sumitomo Corporation
, Japanese politician of the Democratic Party of Japan
, Japanese voice actor
, Japanese speed skater
, Japanese swimmer
, Japanese aikido teacher holding the rank of 8th dan Aikikai
, professional Go player
, Japanese-American painter, photographer and printmaker
, Japanese children's book author
Yasuo Matsui (ヤスオ・マツイ, 1877–1962), Japanese-American architect
, Japanese sport wrestler
, Japanese racewalker
, Japanese bobsledder
, Japanese animator
, the Ambassador of Japan to the Russian Federation
, Japanese football player
, Japanese swimmer
, former Japanese football player and manager
, founder and former chairman of Takefuji consumer finance group
Yasuo Tanaka (disambiguation), multiple people
, Japanese sport wrestler
, Japanese voice actor
, Japanese politician of the Democratic Party of Japan
, Japanese philosopher of religion

Fictional characters
 Yasuo, the Unforgiven, a character from League of Legends

References

Japanese masculine given names
Masculine given names


Corporate venture capital (CVC) is the investment of corporate funds directly in external startup companies. CVC is defined by the Business Dictionary as the "practice where a large firm takes an equity stake in a small but innovative or specialist firm, to which it may also provide management and marketing expertise; the objective is to gain a specific competitive advantage." Examples of CVCs include GV and Intel Capital.

Definition
CVC refers to the investment of corporate funds directly in external startup companies. The definition of CVC may also be outlined by explaining what it is not. An investment made through an external fund managed by a third party, even when the investment vehicle is funded by a single investing company, is not considered CVC. Most importantly, CVC is not synonymous with venture capital (VC); rather, it is a specific subset of venture capital.

In essence, Corporate Venturing is about setting up structural collaborations with external ventures or parties to drive mutual growth. These external ventures are startups (early stage companies) or scaleup company (companies that have found product/market fit) that come from outside the organization. Due to its hybrid nature involving both elements of corporate rigidity and startup culture, managing a successful CVC unit is a difficult task that involves a number of hurdles and often fails to deliver the expected outcomes.

Objectives

As Henry Chesbrough, professor at Haas School of Business at UC Berkeley, explains in his "Making Sense of Corporate Venture Capital" article, CVC has two hallmarks: (1) its objective; and (2) the degree to which the operations of the start up and investing company are connected. CVC is unique from private VC in that instead or aside from financial return, it also commonly strives to advance strategic objectives. Strategically driven CVC investments are made primarily to increase, directly or indirectly, the sales and profits of the incumbent firm's business. A well established firm making a strategic CVC investment seeks to identify and exploit synergies between itself and the new venture. The Goal is to exploit the potential for additional growth within the parent firm. For instance, investing firms may want to obtain a window on new technologies, to enter new markets, to identify acquisition targets and/or to access new resources.

Financially-driven CVC investments are investments where parent firms are looking for leverage on returns. The full potential of leverage is often achieved through exits such as initial public offering (IPO) or sales of stakes to third parties. The objective is to exploit the independent revenue and profit in the new venture itself. Specifically for CVC, the parent company seeks to do as well as if not better than private VC investors, hence the motivation to keep its VC efforts "in house". The CVC division often believes it has a competitive advantage over private VC firms due to what it considers to be superior knowledge of markets and technologies, its strong balance sheet, and its ability to be a patient investor. Chesbrough points out that a company's brand may signal the quality of the start-up to other investors and potential customers; this may eventually result in rewards to the initial investor. He gives the example of Dell Ventures, Dell Computer's in-house VC division, which made multiple Internet investments with the expectation of earning favorable returns. Although Dell hoped the seed money will help its own business grow, the primary motivation for the investments was the opportunity to earn high financial returns.

Reaching strategic goals is not necessarily in opposition to financial objectives. As literature demonstrates, both objectives can go hand in hand and offer complementary motivations. In the long run, all strategic investments produce financial added value. This is not to say that, occasionally the short-term concordance between financial and strategic objectives might be questionable. For instance, a strong focus on achieving short-term financial goals might have a counterproductive impact on the ability to achieve long-term strategic objectives, which would in turn reduce long-term financial returns. In lieu of this dilemma, parent firms first screen venture proposals for strategic rationales. Then when an investment proposal fits strategic objectives, corporate firms analyze it according to financial investment standards, using methods analogous to independent venture capitalists.

A recent empirical study has examined the degree to which European incumbent firms emphasize on strategic and financial objectives. Results show that 54% of European parent firms invest primarily for strategic reasons, yet with financial concerns, 33% invest primarily for financial reasons with strategic concerns and 13% invest purely financial. None invest solely for strategic rationals. In comparison with an American study, results show significant differences in investment styles. In fact, 50% of US parent firms invest primarily strategic with financial concerns, 20% financial with strategic concerns, 15% purely financial and 15% purely strategic. As a rule, incumbent firms, whether European or American, invest primarily for strategic reasons.

The second hallmark of corporate VC investments is the extent to which companies in the investment portfolio are linked to the investing company's current operational abilities. For example, a start-up with strong links to the investing company might make use of that company's manufacturing plants, distribution channels, technology, or brand. It might adopt the investing company's business practices to build, sell, or service its products. An external venture may offer the investing company an opportunity to build new and different capabilities—ones that could threaten the viability of current corporate capabilities. Housing these capabilities in a separate legal entity can insulate them from internal efforts to undermine them. If the venture and its processes fare well, the corporation can then evaluate whether and how to adapt its own processes to be more like those of the start-up. Although it happens far less than commonly thought, the CVC parent company may attempt to acquire the new venture.

(1969~99) 20 Largest venturing firms (from Dushnitsky, 2006)
1. Intel 2. Cisco 3. Microsoft 4. Comdisco 5. Dell 6. MCIworld.com 7. AOL 8. Motorola 9. Sony 10. Qualcomm 11. Safeguard 12. Sun Micro 13. J&J 14. Global-Tech 15. Yahoo 16. Xerox 17. Compaq 18. Citigroup 19. Ford Motor 20. Comcast

Investing and Financing

Types of Investing

By combining the two dimensions of CVC investing - strategic and financial objectives - four distinct investment motivations and strategies can be outlined.

A. Driving Investments
This type of CVC investing pertains to the investment that involves a strategic driver. Driving investments are pursued by CVCs for strategic alignment that is tightly linked between the investment company's operations and the startup company that is being invested in. The purpose of this investing option is to advance the strategy of the current business. The CVC looks for key growth areas within the startup companies and then hopes to combine them with the company's initiatives. Appropriately selected investing and alignment can benefit the investing company by furthering the corporate strategy. On the other hand, this could result in failure. Closely linked investments essentially roll into the current strategy in place. This would not be useful in dealing with already disruptive strategies in place, or in finding new ones when the investing company needs to update processes when trying to keep up with a changing environment. Thus, if CVCs are looking to “transcend current strategies and processes,” they would need to look to other investing strategies.

B. Enabling Investments
Enabling investments are also made for strategic purpose, but in this case, they are not linked closely with the investing company's operations. The thought process is that a tight link is not necessary for a successful investment to help the investing company to succeed. Although this may seem counterintuitive, the idea is to take advantage of complementary products. Enabling investments complement the strategy of the current business. Ideally, the popularity of the investments will help to create demand for the investing company's products by stimulating the industry in which the products are used. The limits of enabling investments are that they will only be successful if they “capture a substantial portion of the market growth they stimulate”.

C. Emergent Investments
While Emergent investments do not promote current strategies, they do link tightly with the investing company's operations. If the business environment or company's strategy changes, the investment could become strategically valuable. This design helps create a sort of option strategy that is independent of financial returns. Emergent investments allow investing companies to explore new untapped markets that they are unable to enter due to their focus on the current markets they serve. Investment products can be sold in new markets to help gather vital information that could not be otherwise obtained. If the information looks promising, the company could look to shift towards this new direction. Emergent investments are initially made for financial gains but could ultimately result in strategic gains as well. On the contrary, if they do not prove to be important for the company strategy, they should be left untouched to generate whatever financial returns possible. In summary, emergent investments require “balancing financial discipline and strategic potential.”

D. Passive Investments
Passive investments are connected to neither the investing company's strategy nor their operations. Thus, these investments do not help the investing company to actively advance their own business and can only provide financial returns. Essentially, passive investments are no different from typical investments whose financial returns are contingent on the volatility of the private equity market. Due to the lack of any strategic advantages with this kind of investing, passive investments are not very practical or advantageous.

Stages of financing

Corporate venture capital firms provide funding to startup companies during various phases of development. Each phase has its own financing requirements and CVCs will often indicate the stage of financing needed and the type of investments they prefer to make. Later stages of financing usually mean less risky investments and thus investment in these companies typically cost more money due to higher company or product valuations. Investing in startup companies hope to provide CVCs with a return on investment within 4–7 years whereas investments in established companies are expected in a shorter 2- to 4-year period.

A. Early-stage financing
In this stage, the startup company basically has a concept. Capital is used to carry out market research and product development. Startup financing can be used to establish management, research and development, marketing, and quality management teams and buy additional equipment and resources. An extension of early-stage financing is First-Stage Financing, where companies can start manufacturing and sales processes to initiate a product launch.

B. Seed capital funds
This phase finances early stage companies. The startup is still shaping its concept and production and service are not yet developed fully. Investment money can be used at this time to construct a working prototype. Additionally, the funds can be used to further market research and legal issues such as patents. Investment firms only expect 20% of companies to succeed, moving to second round of financing. In this stage, the company can often be moved to another round of funding or even a series of funds that take over the management of the investment. Investing firms expect a high percentage of the business and often provide funding in stages that is dependent on the startup company reaching set milestones. For example, a venture capital may agree to $5 million during this phase, but may pay out the funding in 1/3 installments based on the startup meeting set milestones. Finally, CVCs often look to promote or insist on specific executives to manage the startup at this time.

C. Expansion financing
Second-Stage: Companies already selling product are funded at this stage to help in their expansion. One to ten million dollars can be provided to help recruit more employees to establish engineering, sales, and marketing functions. Companies are often not making profits at this time and thus funds can also be used to cover negative cash flow.

Third-Stage or Mezzanine Financing allows for greater company expansion. This can include further development of management, plants, marketing, and possibly even additional products. Companies at this stage are often doing very well, breaking even or even turning a profit.

D. Initial public offering (IPO)
When a company goes public, it is called an initial public offering. This is often the ideal scenario CVCs hope to achieve with an investment. The startup company's stock can now be bought and sold by the public. This is when an investing company can finally earn a significant return on its investment. For example, suppose a CVC were to invest or buy 50% of a startup for $5 million. If the startup then goes public for $100 million, the CVCs investment would grow to $50 million, or tenfold its initial investment. This is often the last phase where CVCs are involved. They look to sell their stock to cash in on the returns from their investment. Next, they look to reinvest in new ventures, starting from the beginning to invest in a new startup.

E. Mergers and acquisitions
Due to the current economic climate, IPOs have become a rarer occurrence recently, causing venture capital firms to look towards mergers and acquisitions. This is a more realistic scenario, especially when startup companies do not look to function independently. Acquisition financing uses investment funds to acquire or buy another company. This may be completed by venture capital firms to align their startup with a complementary product or business line where the combined companies look to assimilate smoothly, creating advantages. Acquisitions could also work in the opposite direction where an invested startup is acquired by another firm. In this case, the CVC would be cashing in by selling its investment. Using the capital gains, it can look to reinvest with a new venture. Mergers are similar to acquisitions; however, in this case, one company is not buying another. Rather the two companies are combining to share resources, processes, and technology, which it hopes to leverage for several advantages such as cost savings, liquidity, market positioning and sharing burdens such as fund raising.

Each individual CVC uses specific procedures and financing stages that serve its interests best. The financing stages presented above are only a basic format. CVCs can have more financing stages or even less. Thus, it is important that startup companies understand that the financing strategies employed by CVC that they are working with fit their needs.

Financing process

The financing process outlines basic steps taken by CVCs from initial contact with potential startup companies through the first round of financing.

 Startup companies looking for financing make initial contact with CVCs. CVCs can also seek out potential startups looking for funding.
 Startup management team presents a business plan to the CVC. If the reviewed business plan generates interest, the CVC will ask the startup for more information including a product demonstration. Investors will also conduct their own due diligence to investigate and better understand the product, technology, market, and any other related issues.
 If the CVCs are interested in the proposed startups product or service, they will look to determine the value of the startup. They communicate this valuation to the startup, often via a term sheet. If the startup is happy with the offer, a purchase price and investor equity is agreed on. Negotiations can take place during this stage of investment valuation.
 Legal counsels from both sides agree to a finalized term sheet where business terms for the investment are specified. A closed period, referred to as a lock-up time period, is also established during which the start up company cannot discuss investing opportunities with other investment groups. This indicates that a pending deal is in the process of completion. Once a term sheet is finalized, both sides look to negotiate and finalize financing terms.
 Negotiations are conducted between the legal counsels from the CVC and the startup company. The startup legal team typically creates transaction documents that the CVC counsel reviews. Negotiations continue until all legal and business issues are addressed. During this time, the CVC conducts a more thorough investigation of the startup company, understanding the startup's books and records, financial statements, projected performance, employees and suppliers, and even its customer base.
 Closing of financing is the final step. This can take place immediately upon execution of the definitive agreements or after a few weeks. The additional time may be necessary if the CVC needs time to complete their due-diligence or based on the startup company's financial needs.

In the healthcare industry

Introduction

This section discusses venture capital activities of healthcare providers such as Ascension Health, biotech firms such as Biogen Idec, and pharmaceutical companies such as GlaxoSmithKline, all of which are healthcare-related companies and have internal venture capital units or wholly owned subsidiaries focused on venture capital. The structure of corporate venture capital within the healthcare arena; the most common types of investments made; and the main reasons for which healthcare companies invest will be addressed, as well as the current trends and some predictions for the industry.

Structure

By definition, the corporate venture capital field is made up of organizations whose primary activities are not investing in other firms (see above). Since that definition rules out freestanding healthcare venture capital firms such as De Novo Ventures, as well as publicly traded firms, what remains are a limited number of organizational structure types used by healthcare corporate venture capital. The two main types are: 1) divisions within a larger healthcare company; and 2) wholly owned subsidiaries of larger healthcare companies. CVC units of both of these types often engage in partnerships with other firms. In most cases the other firms are limited partners and the primary company manages the fund and is the only general partner.

Types of investments

The largest segment of healthcare-related venture capital investments are made by the venture arms of firms who focus on biotechnology and pharmaceutical products, such as Eli Lilly and Company, GlaxoSmithKline, Takeda Pharmaceutical Company (TCP), Biogen Idec, and Roche. Because the top priority of many of these venture capital units or divisions is to fund ventures that may result in scientific and technological discoveries and advancements that may benefit their parent companies, most tend to invest in companies whose products or proposed products are similar to their own. For example, the portfolio of Takeda Research Investment (the venture capital arm of TCP), includes such companies as:

(a) Lectus Therapeutics, a biotech company based in the UK that employs a proprietary process that has enabled them to discover and develop unique, small molecules that modulate ion channels;

(b) Adamas Pharmaceuticals, a California specialty pharmaceutical company whose primary focus is on novel approaches to treating neurological disorders; and

(c) Xenon, a leading Canadian biopharmaceutical company that aims to treat a broad range of major human diseases by isolating the genes that underlie these disorders and identifying drugs that target these genes.

Many of these venture arms of larger organizations thus consider themselves financial investors in strategic areas of interest. These areas nearly always include the focus of their parent companies, but often are much broader than just the parent organization's specific focus.

Reasons for Investing

There are a number of reasons for which a healthcare-related company chooses to pursue corporate venture capital, both strategic and financial. While most healthcare corporate venture capital companies or divisions seek to at least be budget neutral to their parent companies, strategic reasons are generally stronger motivators than financial ones.

One primary strategic reason many healthcare-related CVCs cite for investing is to seek new directions and develop new products. For this reason the focus of most CVC units is broader than their parent company, as stated previously. CVC fund managers usually will examine a broad array of investment opportunities that are related to some degree to the activities of their parent company in the hopes that the technologies developed will complement the product line of the parent company or even lead the parent company into an area of the industry in which it previously had not been occupied.

Another strategic motivation for engaging in corporate venture capital activities is to supplement and support the activities of the parent company. While all of the companies which were researched (with the exception of De Novo Ventures) also had research and development divisions and were actively pursuing improvements to their products, the leadership of these firms recognize that developments reached by other companies could certainly be helpful to them. This occurs most often when the firm in which the CVC division invests is focused on products or services that are fairly similar to those produced or offered by the parent company. This rationale applies not just to improvements on the products a company makes, but also the process by which it makes them. In fact, interviews with top executives at one firm reveal that the improvement of manufacturing processed is very much a consideration in their investments.

Current trends and predictions

The repercussions of the 2009 economic downturn have been felt throughout the field of corporate venture capital and healthcare has not been completely immune. For example, because of the scarcity of available funds within the biotech segment of the industry the valuation of private biotech firms is at an all-time low. However, the healthcare industry is seen as somewhat recession-resistant and this has encouraged some investors within the field. As such, while most major corporations with venture capital arms are keeping cash close to home, some of the first positive movement within corporate venture capital as a whole is coming from healthcare. The new venture fund recently opened by Merck Serono and the fund just closed by Ascension Health Ventures are just a few examples of the optimism that is slowly reentering venture capital within healthcare. The latest survey on the top 75 most influential healthcare corporate venture capital divisions shows they are increasingly influential and larger than many independent VCs.

Another trend that may see more action as venture capital funds continue to be scarce is an increasing number of strategic partnerships between firms that are based not on exchange of funds, but rather on exchange of technologies or process information. These types of partnerships, also known as corporate in-kind investments, may become increasingly common as liquid funds become less available but technologies that have been developed are readily shareable. One specific example of this sort of information exchange is a partnership between a large, well-established company and a small, developing company who have complementary technologies or processes. Such 'David and Goliath' partnerships are already starting to emerge outside of the healthcare industry and will likely emerge within healthcare soon.

Sectors

Investments from venture capital firms and CVC in 1998 were mostly in software and telecommunications sectors. By 2006 the biotechnology and medical devices became the sectors with the most investments from both, venture capital firms and CVC. However, there has not been significant investments in health services and have actually decreased through these periods.
Biotechnology CVC's investments in biotechnology are higher than those from VC firms. However, medical devices and health services had a is not a top sector for CVC investments as it is for VC firms. Other top sectors for CVC investments are software, telecommunications, semiconductors, and media/entertainment.

Top sectors for CVC investment:
Biotechnology,
Software,
Telecommunications,
Semiconductors, and
Media/entertainment.

Top sectors for VC investment:
Software,
Biotechnology,
Medical devices, and
Telecommunications.

In the life sciences

Many of today's well known companies in life sciences have been backed with billions of dollars by venture capital investments. Some of these are: Boston Scientific, Amgen, Genentech, Genzyme, Gilead Sciences, Kyphon, Intuitive Surgical, and Scimed Life Systems. From the $25.5 billion in total venture capital investments, there were $7.2 billion targeted to the life sciences industry. The life sciences include sectors in biotechnology and medical devices and equipment. Venture capital investments within biotechnology accounted for $4.5 billion and within medical devices and equipment for $2.7 billion.

Venture capital investments have gone toward specific disease. For example, there was venture capital support during the past 20 years of $14.9 billion in cardiovascular/heart diseases, $14.7 billion in cancer, and $4.9 billion in diabetes.

Examples

Eli Lilly Corporate Business Development

Eli Lilly Corporate Business Development (CBD), CVC division from Eli Lilly and Company:

Johnson & Johnson Development Corporation

JJDC is the venture capital subsidiary of Johnson & Johnson.

Dow Venture Capital

Dow Venture Capital (DVC), CVC division from Dow Chemical, invests in promising start-up companies in North America, Europe and Asia.

DVC is located in company headquarters in Midland, MI; in European headquarters in Zurich; and in Gotemba, Japan.

Siemens Venture Capital

Siemens Venture Capital (SVC) is the corporate venture organization for Siemens AG. Its focus is on growth segments in the energy, industry and healthcare sectors. To date, SVC has invested over 800 million euros in more than 150 startup companies and 40 venture capital funds. SVC is located in Germany (Munich), in the U.S. (Palo Alto, CA and Boston, MA), in China (Beijing), in India (Mumbai), and is active through Siemens´ regional unit in Israel.

Kaiser Permanente Ventures

Kaiser Permanente Ventures (KPV) the corporate venture capital arm of Kaiser Permanente.
KPV invests in medical devices, health care services and health care information technology companies.

Geisinger Ventures
Geisinger Ventures is the corporate venture arm of Geisinger Health System.
GV invests resources in healthcare technology, information technology, medical devices, medical diagnostics and therapeutics. GV utilizes funds from its balance sheet.

Ascension Health Ventures

Ascension Health Ventures was established in 2001 by Ascension Health with a commitment of $125 million to invest in expansion- to late-stage healthcare companies.

The University of Texas Horizon Fund

The UT Horizon Fund (UTHF) is the strategic corporate venture arm of The University of Texas.

The UTHF's goals are to: (1) Improve commercialization of UT technologies, and (2) Improve sustainability through a positive return on investment. The Fund is evergreen where a significant portion of gains are re-invested back into the Horizon Fund for future growth. Phase I of the Fund has been capitalized at $10M through the Available University Fund of the University of Texas.

The two primary programs of the fund are:
 Existing Ventures Program. Many university startups have difficulty raising desired levels of funding to continue development of technologies through to the final stages of commercialization. University equity positions may become diluted with preferred rights to new investors. The UT Horizon Fund co-invests with new investors to continue university equity participation all the way through to commercialization. By doing so, UT System can increase its return on investment both in terms of delivering real products and services beneficial to society as well as to providing financial return.
New Ventures Program. The biggest bottleneck at the earliest stages of commercialization is access to entrepreneurial talent. Seasoned entrepreneurs are necessary to help facilitate effective business planning critical for growth and development and to seek regulatory approval and other activities.

About UT System:
Established by the Texas Constitution in 1876, The University of Texas System consists of nine academic universities and six health institutions, including UT Austin, UT MD Anderson Cancer Center and UT Southwestern Medical Center, along with 12 other institutions. The mission of The University of Texas System is to provide high-quality educational opportunities for the enhancement of the human resources of Texas, the nation, and the world through intellectual and personal growth. System administration is based in Austin, Texas. Offices are also located in Midland, Texas (University Lands/West Texas Operations) and Washington, D.C. (Federal Relations). These offices are responsible for the central management and coordination of the academic and health institutions.
The UT System has a special responsibility for managing the Permanent University Fund (PUF), the Available University Fund (AUF), other endowments, managing university lands, carrying out the Board of Regents' policies, collaborating with the Board of Regents on strategic planning, and serving as consultants to the institutions on issues ranging from academic programs to fund raising. In addition, the System provides a wide range of centralized, cost-effective, and value-added services on behalf of the UT institutions and the public.

Investment criteria by provider (Ascension Health example)

Opportunities are evaluated for potential clinical, operational and financial benefits to our limited partner health systems in addition to the financial return to the venture fund.

Diversification is also a consideration; AHV seeks to balance the portfolio across sectors and stages to mitigate investment risk.

Every opportunity is evaluated against the following criteria:

Industry - Healthcare segments including medical devices, medical and information technology and services. AHV has also selectively invested in other healthcare venture funds.
Investment Size - Approximately $5 million per round; up to $10 million per company.
Company Stage - Expansion- to late-stage within three to five years of a potential liquidating event.
Adoption Potential - Sustainable competitive advantage with compelling benefit sufficient to influence market adoption.
Management Team - Established team with demonstrated relevant experience, depth and capability to build the business to scale and attract customers.
Other - AHV typically requests a Board observer seat for each portfolio company.

In information and communication technology companies

A decade after the NASDAQ stock exchange peaked at 5,132 on March 10, 2000, the index was 2,358 - less half its high point. This fall affected technology investing as the NASDAQ was an important market to sell venture capital-backed companies, often with business models based on using the internet. Technology companies with corporate venturing divisions were even more cyclical investors at the top of the market than independent venture capital firms and then many of the last funds to be raised before the peak were subsequently closed, such as EDS/AT Kearney (in 2002–2003, according to AT Kearney), or sold, such as Comdisco.

However, non-technology firms have continued to invest their corporate venture capital in information and communication technology businesses and in recent years a number of non-US-based technology companies have expanded or started their corporate venturing units, according to the July 2010 issue of Global Corporate Venturing. The non-technology firms interested in buying stakes includes global advertising agency WPP, oil major Chevron and Dow Chemical, while non-US companies include Korean conglomerate Samsung and Chinese computer maker Legend Holdings. However, a number of US-based technology companies with corporate venture capital units in the 1990s, such as IBM and Microsoft, have concentrated more on other forms of finding external innovation, such as partnering or competitions.

In the utilities sector, including telecom operators

Utilities have traditionally been businesses where the customer is the regulator rather than the rate-payer using the service. This has traditionally meant innovation, including through the use of corporate venturing, has been of lower priority than gaining market share and pricing power unless required by regulatory action. Corporate venturing at utilities, therefore, has historically been more pro-cyclical to the economic than other industry sectors. However, telecom operators in particular, such as Deutsche Telekom's T-Venture and formerly France Telecom's Innovacom, have built up a successful track record through at least one economic cycle and an increasing number of utilities across the electric, gas and phone industries have started to increase their use of external innovation and corporate venturing. Korea Telecom in July 2010 set up a KRW1 trillion (US$830m) corporate venturing fund, the largest announced fund since the technology, media and telecoms bubble burst in 2000 and 2001.

In the media sector

Media companies have found their business model being transformed by the internet and digitalisation of information. The invention of the printing press in Germany about 1440 is widely regarded as the most important event of the second Christian millennium, which reflects the role wider and faster dissemination of information has in society. The evolution to web-based storage and transfer of media content and control being passed from media owners to people more broadly is affecting business models and established communication companies are using corporate venturing as a tool to help understand the changes.

This role can be powerful both for the venturing parent and economies where they operate. The two most influential corporate venturing units in the media sector, South Africa-based Naspers and US-based Interactive Data Group, have chosen to primarily operate in emerging markets away from established mainstream media groups. Their success has allowed Naspers to survive and become the largest media group in emerging markets operating in more than 127 countries and IDG to create one of China's largest venture capital groups and a model to expand across Asia, including India. The success and fears for the future of other groups has encouraged a host of expansion and new media units to be set up, including Kaplan.

In the energy and clean-tech sector

Clean technology, the application of digital or wireless products to the energy or other industries to reduce power consumption or improve efficiency, has been described as the "first global technological revolution", according to consultants at Cleantech Group. Since 2005, Cleantech Group has tracked a +50% increase in corporate venturing in clean-tech and energy from 79 to about 199 in 2009. Global Corporate Venturing selected US oil major Chevron as the most influential corporate venturing unit among the energy and natural resource companies.

Other large companies with Corporate Venture Capital or Corporate Strategic Partnership arms include:

Dow Venture Capital
Invests in several cleantech sectors including: materials science, alternative energy technologies, and water technologies.

Saint Gobain External Venturing
The largest construction products manufacturer in the world, this is the Saint-Gobain unit dedicated to developing strategic partnerships between the Group and start-up companies all over the world in the green building, energy, and advanced materials spaces.

MAHLE Corporate Venture Capital

MAHLE Corporate Venture Capital (MVC) is the corporate venture arm of MAHLE GmbH. MVC invests in funds as well as start-up companies related to the cleantech- and automotive sector, respectively drive-train and mechatronics solutions. MVC is located in Germany.

Energy Technology Ventures
A joint venture involving General Electric, NRG Energy, and ConocoPhillips focused on the development of next-generation energy technologies. The JV will invest in, and offer commercial collaboration opportunities to venture- and growth-stage energy technology companies in the renewable power generation, smart grid, energy efficiency, oil, natural gas, coal and nuclear energy, emission controls, water and biofuels sectors, primarily in North America, Europe and Israel.

In the financial sector

Financial services companies have long been interested corporate venturers. Banks and insurers have been active limited partners in independent venture capital funds, albeit with below-average returns. According to this academic paper, "banks have long been important private equity investors. The motivations for their investment activity, however, are frequently more complex than those of other LPs".

Banks have sometimes invested in venture capital to gain early access to companies before their flotation (initial public offering, IPO). With the decrease in number of IPOs after the dot.com boom, poor financial returns from investing in venture capital over the past decade, regulatory restrictions and relative better performance in using debt-backed securities, there are fewer banks and other financial services investors active in the sector, according to research by Global Corporate Venturing.

The remaining financial services investors are more likely to be boutique merchant banks, such as Burrill & Co., than mainstream universal banks or bancassurers. However, a nascent class of large firms, such as insurer The Hartford and bank Citigroup, has started to emerge using corporate venturing, i.e. investing in VC funds or directly in third parties for a minority equity position, as a tool to help their business with product development or understand new technologies/services. This model is similar to the approach taken in other economic sectors and led to Citigroup being ranked the most influential corporate venturing unit in financial services in November 2010.

In the transport and logistics sector

Companies in the transport and logistics sector have been occasional sponsors of corporate venturing units, with an increase in technology starting to see further resurgence. Volvo group has been an active investor in this sector since 1997 through its VC company Volvo Technology Transfer. US-listed General Motors set up a $100m fund in June 2010 while post and logistics group Deutsche Post DHL set up DHL Innovation Center into its DHL Solutions & Innovations unit in late 2009. However, other established groups cut back on their corporate venturing activities during the financial crisis, with Netherlands-based TNT winding up the Logispring II fund where it was a majority investor in late 2009. JetBlue Technology Ventures has been an example of a corporate venture capital unit that has been active in investing in the airline and transportation business.

Professional organizations

Global Corporate Venturing
Global Corporate Venturing is a media group providing news, data and comment for the industry and the wider entrepreneurial and venture community. The flagship title is Global Corporate Venturing, a monthly PDF magazine, along with daily news updates online and a LinkedIn community message and discussion group.

Strategic Venture Association
The Strategic Venture Association is an organization dedicated to the needs of the corporate investing and strategic partnering community. The Association's goal is to bring together professionals to educate, inform and collaborate with each other around topics core to the group's interests. Given the current market conditions, the importance of working with external organizations to seek innovation, partnerships and investment opportunities has never been greater.

National Venture Capital Association
Mission: the National Venture Capital Association (NVCA), comprising more than 450 member firms, is the premier trade association that represents the U.S. venture capital industry. NVCA's mission is to foster greater understanding of the importance of venture capital to the U.S. economy, and support entrepreneurial activity and innovation. The NVCA represents the public policy interests of the venture capital community, strives to maintain high professional standards, provides reliable industry data, sponsors professional development, and facilitates interaction among its members.

ICEX Corporate Venturing Knowledge Exchange Community
This is a membership group made up solely of CV executives at large global companies. It is a private, confidential exchange where members share advice and experience on common challenges to improve their strategic investment and business model innovation activities in the large corporate setting. Limited to 12 companies, the community meets in-person and virtually to discuss current issues and share lessons learned. ICEX facilitates executive exchange for business and technology leaders at large global companies in areas of innovation, transformation, infrastructure, and enterprise architecture. http://www.icex.com

References

Venture capital


The Free of the South Movement () is a centre-left political party created in 2006 in Argentina. It is made up of the Movimiento Barrios de Pie, the Agrupación Martín Fierro, the Frente Barrial 19 de Diciembre and the Corriente Patria Libre.

History
In the 2007 Argentine general election, the movement had two of its members elected as national representatives in the Lower House of the Argentine National Congress, Cecilia Merchan and Victoria Donda, daughter of desaparecidos. They were elected on the lists of the ruling Front for Victory faction of the Justicialist Party and sit in the block of the Popular and Social Encounter.

See also
Politics of Argentina

References

External links
Official website of the Movimiento Libres del Sur
Official website of the Movimiento Barrios de Pie
Official website of the Movimiento Universitario Sur
Official website of the Instituto de Investigación Social, Económica y Política Cuidadana
Official website of Victoria Donda Pérez, national deputy of the Movimiento Libres del Sur
Official website of Cecilia Merchán, national deputy of the Movimiento Libres del Sur

2006 establishments in Argentina
Political parties established in 2006
Progressive parties
São Paulo Forum


The Riet River is a westward-flowing tributary of the Vaal River in central South Africa. In precolonial times the Riet was known as the Gama-!ab (or Gmaap), a  name meaning 'muddy'. Its main tributary is the Modder River and after the confluence the Riet River flows westwards to meet the Vaal.

The Riet flows about 300 km from the vicinity of the eastern Free State town of Smithfield and has a confluence with the Vaal River upstream from the Northern Cape town of Douglas. It flows through the Kalkfontein Dam.
Water from the Orange River at Vanderkloof Dam is fed into the Riet River at Jacobsdal to provide water for irrigation. This has the combined effect of adding water to the river and lowering the salinity. When Vanderkloof Dam is spilling excess water from Vanderkloof Dam is transferred to the Kalkfontein Dam.

See also
 List of rivers in South Africa
 Siege of Kimberley
 Battle of Paardeberg

References

External links
A Riet River Retrospective

Tributaries of the Orange River
Karoo
Rivers of the Northern Cape
Rivers of the Free State (province)


Camden High School is a public high school in the village of Camden, New York.  The school district includes the towns of Camden, Vienna, Annsville, and Florence in northwestern Oneida County and the town of Osceola in southwestern Lewis County. Students come from Camden Middle School.

Notable alumni
 Lynn Lovenguth, former Major League Baseball pitcher

See also
Camden (village), New York
Camden (town), New York

References

External links
Camden High School website
Camden History Video
Village of Camden, NY

Public high schools in New York (state)
Schools in Oneida County, New York


Saint-Adrien-d'Irlande is a municipality in the Municipalité régionale de comté des Appalaches in Quebec, Canada. It is part of the Chaudière-Appalaches region and the population is 415 as of 2009.

Until 1982, Saint-Adrien-d'Irlande was known as Ireland-Partie-Nord, to differentiate from the south part, today's Irlande. Then it took the name of the parish, which was named after Pope Adrian III.

References

External links

Commission de toponymie du Québec
Ministère des Affaires municipales, des Régions et de l'Occupation du territoire

Municipalities in Quebec
Incorporated places in Chaudière-Appalaches
Irish diaspora in Quebec


John L. Olson (December 4, 1906 – July 2, 1981) was a Minnesota politician and a member of the Minnesota Senate from southwestern Minnesota. First elected in 1958 when he defeated incumbent senator A. A. "Andy" Anderson of Luverne, Olson was re-elected in 1962, 1966, 1970 and 1972. He represented the old districts 11, 19 and 26, which included all or portions of Murray, Nobles, Pipestone and Rock counties, changing somewhat through redistricting in 1960 and 1970.

From the city of Worthington, Olson was a livestock farmer. His farm, Elm Lawn, was located on Rural Route 2. He allied with the Conservative Caucus at a time when the legislature was still officially nonpartisan, although he identified as and was known to be a Republican.

While in the legislature, Olson was an advocate for agriculture and issues relevant to education and natural resources. He served on the Senate Education, Finance, General Legislation, Labor & Commerce, Liquor Control, Natural Resources & Agriculture, and Rules & Administration committees, and on various other committee incarnations and subcommittees during his 18 years in office. He was chair of the General Legislation Committee from 1967 to 1971, and of the Higher Education Committee from 1971 to 1973.

After leaving the senate in 1977, Olson retired to his home on Lake Street.
He enjoyed traveling to many places, including the Holy Land and a cruise to Alaska with his beloved wife, Martha. He remained active in his community and church.

He died of a prolonged illness in hospital in July 1981. His funeral was held at First Lutheran Church of Worthington and was attended by many.

References

External links

Entry on political graveyard.com

1906 births
1981 deaths
People from Worthington, Minnesota
Republican Party Minnesota state senators
American Lutherans
20th-century American politicians
20th-century Lutherans


Antoine Escalin des Aimars (1516 - 1578), also known as Captain Polin or Captain Paulin, later Baron de La Garde, was French ambassador to the Ottoman Empire from 1541 to 1547, and "Général des Galères" ("General of the galleys") from 1544.

Italian Wars
Polin was noticed by Guillaume du Bellay as a valuable officer of the French Army during the Italian Wars in the Piedmont.

Ottoman alliance
Polin succeeded ambassador Antoine de Rincon (1538–1541) in Constantinople. In early 1542, Polin successfully negotiated the details of a Franco-Ottoman alliance for the Italian War of 1542–1546, with the Ottoman Empire promising to send 27,500 troops against the territories of the Spanish king Ferdinand, as well as 110 galleys against Charles, while France promised to attack Flanders, harass the coasts of Spain with a naval force, and send 40 galleys to assist the Turks for operations in the Levant. Polin tried to convince Venice to join the alliance, but in vain.

The execution of the alliance would most notably lead to the Franco-Ottoman Siege of Nice in 1543. In July 1543, Polin sailed on board the Ottoman fleet of Barbarossa to the Île Saint-Honorat in the Lérins Islands off Cannes on 5 July 1543, only to find very little ready for the offensive on the French side. Polin went to see king Francis I of France to obtain troops, which led to the Siege of Nice in August 1543. Polin supervised the wintering of the Ottomans at Toulon.

Then, in 1544, five French galleys under Polin, including the superb Réale, accompanied Barbarossa's fleet, on a diplomatic mission to Suleiman. The French fleet accompanied Barbarossa during his attacks on the west coast of Italy on the way to Constantinople, as he laid waste to the cities of Porto Ercole, Giglio, Talamona, Lipari and took about 6,000 captives, but separated in Sicily from Barbarossa's fleet to continue alone to the Ottoman capital. Jerôme Maurand, a priest of Antibes who accompanied Polin and the Ottoman fleet in 1544, wrote a detailed account in Itinéraire d'Antibes à Constantinople. They arrived in Constantinople on 10 August 1544 to meet with Suleiman and give him an account of the campaign. Polin was back to Toulon on 2 October 1544.

Massacre of the Waldensians

In 1545, Polin was on his way to fight against the English in the area of Boulogne. While in Marseilles in 1545, Polin was involved as a leader in the massacre of the Protestant Waldensians (Vaudois).

Outside the Piedmont the Waldenses joined the local Protestant churches in Bohemia, France and Germany. After they came out of clandestinity and reports were made of sedition on their part, the French king, Francis I issued on 1 January 1545 the "Arrêt de Mérindol", and armed a crusade against the Waldensians of Provence. The leaders in the 1545 massacres were Jean Maynier d'Oppède, First President of the parlement of Provence, and Antoine Escalin des Aimars who was returning from the Italian Wars with 2,000 veterans, the Bandes de Piémont. Deaths ranged from hundreds to thousands, depending on the estimates, and several villages were devastated.

England campaign

After these deeds, Polin participated to the French invasion of the Isle of Wight that same year.

He was succeeded as ambassador to the Porte by Gabriel de Luetz in 1547.

In 1553, Polin again cooperated with the Ottoman fleet in the Mediterranean, in the events surrounding the Invasion of Corsica (1553).

In 1571, Polin was involved in the conflict against the Huguenots in La Rochelle as a commander in the French Navy fleet which was making a blockade of the city, together with Filippo di Piero Strozzi.

See also
 French Ambassador to the Ottoman Empire

Notes

References
 Yann BOUVIER, « Antoine Escalin des Aimars (1498?-1578) - De la Garde-Adhémar au siège de Nice, le parcours d'un Ambassadeur de François Ier », Recherches Régionales, Nice, Conseil Général des Alpes-Maritimes, n°188, Octobre-décembre 2007, 28 pp.
 Kenneth M. Setton The Papacy and the Levant (1204-1571) DIANE Publishing, 1984
 Roger Crowley, Empire of the sea, 2008 Faber & Faber

Ambassadors of France to the Ottoman Empire
1578 deaths
1490s births
16th-century French diplomats
French military personnel
French people of the French Wars of Religion
People of the Italian Wars


The Church of The Holy Saviour in Puxton, Somerset, England, dates from the 13th century. It is recorded in the National Heritage List for England as a designated Grade I listed building, and is a redundant church in the care of the Churches Conservation Trust.  It was vested in the Trust on 1 August 2002.

It is a small, mostly unaltered medieval church, which was originally a chapel of ease to the Church of St Andrew in Banwell. It was consecrated in 1539.

The leaning tower started to settle towards the southwest while being built, due to the peaty foundations which the church was built upon. This meant that the 15th century tower was never built as high as was intended. The church is externally Perpendicular in style, with an earlier Saxo-Norman nave.

The interior of the church is very light with a floor of irregular stone flags into which several ledger stones are set. The oak box pews on the north side of the nave are probably early 18th century, and the oak reading desk and pulpit are Jacobean, while the font is Norman. The royal arms of 1751 are over the south door.  The 1557 labelled shield of Sir John St Lo's achievement can be seen above the entrance door. The Seyntloo (aka St Loe) family are past owners of Over Langford Manor.

In June 2000  structural problems were found with the roof timbers, the building was closed for some time, and on 2 July 2002, the church was declared redundant by Order in Council.

See also

 List of Grade I listed buildings in North Somerset
 List of towers in Somerset
 List of churches preserved by the Churches Conservation Trust in South West England

References

13th-century church buildings in England
Church of England church buildings in North Somerset
Grade I listed churches in Somerset
Churches preserved by the Churches Conservation Trust
English Gothic architecture in Somerset
Grade I listed buildings in North Somerset
Former churches in Somerset


She Loves Me Not may refer to:
She Loves Me Not (1918 film), a 1918 film
She Loves Me Not (1934 film), a 1934 film starring Miriam Hopkins and Bing Crosby
She Loves Me Not, a 1987 album by Alan Rankine
"She Loves Me Not" (Faith No More song), a 1997 song by Faith No More
"She Loves Me Not" (song), a 2002 single by Papa Roach

See also

 Love Me, Love Me Not (disambiguation)
 He loves me... he loves me not
 She Loves Me, She Loves Me Not, album by Kiss It Goodbye
 "Loves Me Not", tATu single
 Love Me Not, Korean film


Karen Martini (born 20 September 1971) is an Australian chef, restaurateur, writer and television presenter.

Early life
Martini was born in Greensborough, Victoria and is now living in Melbourne who began cooking at a young age. At 15 she undertook work experience including under veteran French-Australian chef Jacques Reymond, before learning classical skills from Tansy Good at her eponymous restaurant in Melbourne. Later during the nineties, Martini held positions at Haskin's and the Kent Hotel, before Melbourne Wine Room in St Kilda's George Hotel. Martini is married to Michael Sapountsis and has a daughter named Stella who was born in 2006.

Television and media
She is best known for her television role as food chef on Better Homes and Gardens and Judge on My Kitchen Rules. In 2005 Martini was the resident chef on LifeStyle Cafe, a 13-part series on the LifeStyle Channel. She was also one of the chefs on Intolerant Cooks.

See also

References

Australian restaurateurs
Women restaurateurs
Australian food writers
Australian television presenters
Australian television chefs
Living people
1971 births
Place of birth missing (living people)
Women chefs
Australian women television presenters
My Kitchen Rules
People from Greensborough, Victoria
Television personalities from Melbourne


William George Ballsom (1912 – 1983) was a Welsh professional footballer of the 1930s. He made 79 appearances in The Football League during spells with Gillingham and Cardiff City.

Career

Born on 30 October 1912 in Trealaw, Ballsom joined Gillingham in 1935 from Tunbridge Wells Rangers and went on to make 45 appearances for the club in the English Football League. When the club was voted out of the league in 1938, however, he returned to his native Wales and signed for Cardiff City. Replacing Arthur Granville, Ballsom played in 34 league games for the club during the 1938–39 season and was retained for the following year but the outbreak of World War II meant he did not feature for the club again.

References

1912 births
1983 deaths
Gillingham F.C. players
Cardiff City F.C. players
Welsh men's footballers
English Football League players
Tunbridge Wells F.C. players
Men's association football fullbacks


In chemistry, a sulfilimine (or sulfimide) is a type of chemical compound containing a sulfur-to-nitrogen bond which is often represented as a double bond (). In fact, a double bond violates the octet rule, and the bond may be considered a single bond with a formal charge of +1 on the sulfur and a formal charge of −1 on the nitrogen. The parent compound is sulfilimine , which is mainly of theoretical interest.

Examples include S,S-diphenylsulfilimine and sulfoximines  such as methylphenylsulfoximine: In the case of a sulfoximine, the bonds can be considered single bonds, with formal charges of −1 on both the oxygen and the nitrogen, and a formal charge of +2 on the sulfur.

Preparation
Most sulfilimines are N-substituted with electron-withdrawing groups. These compounds are typically prepared by oxidation of thioethers with electrophilic amine reagents, such as chloramine-T in the presence of a base:

An alternative route involves reactions of electrophilic sulfur compounds with amines. The imidosulfonium reagents provide a source of "", which are attacked by amines.

Sulfilimine bonds in proteins
Sulfilimine bonds stabilize collagen IV strands found in the extracellular matrix and arose at least 500 mya. These bonds covalently connect hydroxylysine and methionine residues of adjacent polypeptide strands to form a larger collagen trimer.

References

Functional groups
Nitrogen compounds
Sulfur compounds


The Ickey Shuffle was a touchdown celebration performed by National Football League (NFL) fullback Elbert "Ickey" Woods, who played for the Cincinnati Bengals. After scoring a touchdown, Woods would shuffle his feet to the right and hold the football out to the right, shuffle his feet to the left and hold the football out to the left, and finally finish by doing three hops to the right and spiking the football into the ground. Woods performed this polished official version of the dance for the first time during the 1988 Cincinnati Bengal's season, after scoring against the New York Jets on October 10, 1988. The move led to the NFL creating a rule designating it (and similar moves by other players) as "Excessive Celebration" and subject to penalty against the player's team. The dance was in danger of being prohibited by NFL rules concerning planned celebrations, but after investigation, was not banned.

Since Woods' playing days, the dance has made multiple appearances in mainstream media including a GEICO commercial, in which Woods himself performs the dance. In addition, the dance is featured in an episode of the television sitcom How I Met Your Mother. Woods stated that most of the money he has earned as a product of the Ickey Shuffle's popularity, including his earnings from the GEICO commercial, has ultimately gone towards his foundation that is dedicated to raising money for asthma research, the Jovante Woods Foundation. Darrell Waltrip performed the dance while celebrating his 1989 Daytona 500 win in victory lane. The "Ickey Shuffle" has also been adopted as the name for a common speed and agility drill that utilizes a similar kind of lateral rhythmic stepping, somewhat derivative of the famous dance itself.

Origin
In an interview performed on an episode of Inside the NFL Woods said that before he and the Cincinnati Bengals played the Cleveland Browns on September 25, 1988, he told his mother that if he happened to score during the game, he would do a dance. After scoring, Woods did a modified, simpler version of the famous dance that included no steps. After receiving criticism on the quality of the dance from his teammate, Rick Dixon, Woods decided to add some steps to it.  After workshopping his celebration from the previous game, Woods came out against the New York Jets on October 10, 1988, and performed what is now known as the "Ickey Shuffle" for the first times following the two touchdowns he scored on that day.

Media

GEICO Commercials
In 2014, GEICO ran a commercial centered around the dance. Initially, in the taping of the commercial, GEICO had Woods shoot 3 separate versions in 3 different contexts, with each one featuring Woods perform the Ickey Shuffle in a celebratory fashion. In the version that GEICO chose to air, Woods performs the Ickey Shuffle within a supermarket, celebrating the meat slicer calling out his ticket number “44”.  In addition to this televised commercial, Geico also filmed more short clips of Woods performing the shuffle and exclaiming about a number of different scenarios, such as: “Awkward”, “Your new profile pic is totally casual”, “Game Over”, “It’s Humpday!” and many more.

How I Met Your Mother
The Ickey Shuffle also makes an appearance on How I Met Your Mother in season 1 episode 4, “Return of the Shirt”. Barney Stinson, played by Neil Patrick Harris, performs the dance.

Speed and agility drill
There is now a common agility drill, also referred to as the Ickey Shuffle, which utilizes footwork similar to that of the famous dance. This drill is most commonly performed with the aid of a speed ladder but can also be done with the use of cones.  The purpose of the drill is to build foot speed and overall agility. The drill is performed by weaving in and out of the squares on a speed ladder, shuffling one's feet back and forth from one side of the ladder back to the other.

Notes

References

Cincinnati Bengals
Novelty and fad dances


William George Jones was an English professional footballer of the 1930s. He played in either wing half position, or at outside right.

Born in Chatham, Kent, Jones joined Gillingham in 1929 from hometown club Chatham Town and went on to make 46 appearances for the club in The Football League. He left in 1932 and joined Sittingbourne.

References

Year of birth missing
Year of death missing
Footballers from Chatham, Kent
English men's footballers
Men's association football wing halves
Men's association football outside forwards
Chatham Town F.C. players
Gillingham F.C. players
Sittingbourne F.C. players
English Football League players


The guitarra séptima or guitarra sétima is a Mexican guitar with fourteen strings, strung in seven double courses. This guitar is smaller than a six-string guitar and also has less resonance. It had popularity in the 19th century. Some manuscripts have been found, like the one by Antonio Vargas, of 1776 in Veracruz, where a seven double-course guitar is mentioned, as well as methods by José Guarro and Guillermo Gómez.

See also
Russian guitar
Seven string guitar

References

External links
 Video Youtube - Marcha Fúnebre para guitarra séptima

Guitars
Mexican musical instruments


Devil's Slide is the name of several geological formations. It may refer to:

 Devil's Slide (California), a promontory in the San Francisco Bay Area
 Devil's Slide (Utah), a rock formation in Utah
 Devil's Slide (Montana), a rock formation in Montana
 A portion of the Old Santa Susana Stage Road in Southern California
 A rock formation on the Hawaiian island of Nihoa
 A rock formation on the island of Lundy, England
 Teufelsrutsch, a rock formation in Germany
 "Devil's Slide", a song by Joe Satriani on his album Engines of Creation


Georgi Georgiyevich Aslanidi (; born 11 August 1984) is a Russian former professional footballer.

Club career
He made his debut in the Russian Premier League in 2004 for FC Rostov.

References

1984 births
Footballers from Vladikavkaz
Living people
Russian men's footballers
FC Rostov players
FC SKA Rostov-on-Don players
FC Zvezda Irkutsk players
Russian Premier League players
FC Armavir players
Men's association football midfielders
FC Spartak Vladikavkaz players


George Harold Chance (25 December 1896 – 11 July 1952) was an English professional footballer of the 1920s. Born in Stourbridge, he joined Gillingham from Bristol Rovers in 1924 and went on to make 40 appearances for the club in The Football League, scoring four goals. He joined Millwall in 1925, making 191 appearances and scoring 24 goals.

References

1896 births
1952 deaths
English men's footballers
Footballers from Stourbridge
Gillingham F.C. players
Bristol Rovers F.C. players
Millwall F.C. players
Men's association football forwards