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The world biggest freelancers creativity place where you can easy find any desirable designer or artist from whole world in one place. It connects all creativity industry, for example: Logo, print, website design, calligraphy, interior , painters, video design, illustrators, handcrafters and so on... At the moment we accepting designers only with their own websites with their works, because we believe what the artist who has his own website is responsible and serious, motivated to work with client.

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I'd be delighted if you want to check it out. I'm open to advice and criticism. In other news, I'm two-thirds of the way through my novel, and I've already started thinking about the next one. This is a badly timed because I really need to focus on the current one. It's not easy getting into the head of this current character - he's a bit odd, to say the least! Every so often I get the feeling he's not as bad as I need him to be, so I have to go back and re-write to stop him handing himself into the authorities or disappearing into the sunset with a trusty side-kick. Do your characters ever work against you? How to do pull them back into line?

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Working with balloons has a major downside, their life expectancy. With that mindset, Balloonski set out to find balloon immortality and came up with Forever Balloons. These creations preserve Balloon Art into the future for you to enjoy Forever. Balloon Art on the street; Transforming inspiration into Icons, Symbols, Sayings, Art. Made for the unsuspecting public who needs a boost of color in the middle of their grey existence.

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Leasing office space is a popular selection for local business owner nowadays. Some business proprietors lease rather than get office space as they want to experiment with a new area yet do not want to commit to the area for a long period of time. Other entrepreneur chooses to lease room as it is an affordable technique for them and the operating expense of their business. Regardless of what the factor may be, workplace leases are high popular and there are lots of business landlords available ready to answer the phone call of firm proprietors. Even though you are not acquiring the room, you still want to continue in the proper way and have a game plan basically before picking any location. When taking into consideration how to rent office space, the complying with pointers will aid: - Research Prospective Locations: The first step to renting area is to research the potential areas. Do you wish to rent a workplace in the city or do you prefer the suburbs? A single office setting or three floorings in a high building? Parking available or indifferent regarding this feature? Before you choose to sign a lease anywhere, you require being particular that the location you select will fit your service best. Research possible areas first before looking at private office areas. - Know Your Budget: It is likewise essential to understand how much you can pay for to invest in a lease. Whether you are a startup company or have stayed in business for several years, you need to recognize how much you can spend on lease and understand that as soon as you sign the lease you are responsible for making the lease when it ends up being due. - Consider the Square Footage on Your Current Location When Choosing an Office to Lease: In order to have a great concept as to how much area you will need in your brand-new business area, consider how much square footage your existing area of operations includes. If you are intending on increasing your company at the new area, make certain that you make up this growth when it involves reviewing the dimension of your new office. - Have A Tenant Representative By Your Side During The Process: The best method to see to it that you find the right location for your brand-new workplace is to have a tenant representative help you out. An occupant agent recognizes the INS and also outs of industrial workplace leasing and also will certainly assist you in the correct direction the entire method. This specialist will aid you to discover the appropriate office space for lease and enable you to have the appropriate representation when discussing your brand-new lease with the landlord.

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- Barnaby and Loaker - Barnaby and Loaker is a weekly webcomic published every Thursday! All characters, designs and stories are created by Gary Mackean and are subject to Copyright. Fans can contact the Gremlins at their email- [email protected] or to contact the creator of the strip regarding commissions and questions please feel free to use- [email protected] Thursday 12 September 2013 "Of Barnaby and Loaker" Issue#13: "Of Barnaby and Loaker" Barnaby draws parallels between the 'Of Mice and Men' characters George and Lennie and Loaker and himself... Notes and References: The title is reference to "Of Mice and Men" written by John Steinbeck in 1937. The book tells the tragic tale of George and Lennie, Two ranch workers struggling to achieve their dreams during The Great Depression. The characters are the original influences for Barnaby and Loaker. It also happens to be one of my all time favourite books. The Banner/Cover is a reference to The 1993 Penguin published cover of "Of Mice and Men"- http://realm-of-reviews.blogspot.co.uk/2012/01/of-mice-and-men-by-john-steinbeck.html This issue marks the second appearance of Barnaby's bald friend Bancroft who last appeared in issue#7: "Hide, Seek and Barnaby!"

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Last night was pretty cold, but I warmed the cabin with a makeshift stove; simplicity in itself, consisting of an inverted frying pan over my cooker. In fact, I was so warm I discarded one of my sweaters. The Force 4 from the north never materialised; instead there was a gentle offshore wind that increased in strength a little when the boat was under cloud shadows. I took 'Sandpiper' across the Solent to the Beaulieu side and let the ebb carry her parallel to the shore to the entrance of the Lyming River; from there I followed the marks to Lymington Yacht Haven. Hundreds of yachts were out and about, and as I drew near to the Yacht Haven I had to dodge racing yachts, dinghies and the Wight Link ferry that was making out to sea. On my approach to the River I noticed the socket for the Autohelm was loose. After settling the boat at her berth I went to a nearby chandlers and bought a mini epoxy kit for fixing the socket. Two hours later the epoxy had hardened, and by tomorrow it will be better that it was before. There was a stunning modern classic yacht berthed at a pontoon adjacent to the Marina office. I could not resist taking a photo of her for you to see. I've made no plans for tomorrow, but it is unlikely I'll stay at the Yacht Haven, because of the cost. Nevertheless, I've made use of the showers and created a record for me by having two showers in one day. The other I had early this morning at East Cowes Marina.

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Entertainer Phil Harris was a lifelong friend of Bing Crosby. Phil was one of the few people that Bing let in to his inner circle. Up until Phil's death in 1995, he dedicated to Bing! Phil Harris (born Wonga Philip Harris June 24, 1904 – August 11, 1995) was an American singer, songwriter, jazz musician, actor and comedian. Though successful as an orchestra leader, Harris is remembered today for his recordings as a vocalist, his voice work in animation and as a pioneer in radio situation comedy, first with Jack Benny, and then in a series in which he co-starred with his second wife, singer-actress Alice Faye, for eight years. Harris was born in Linton, Indiana but grew up in Nashville, Tennessee, and identified himself as a Southerner (his hallmark song was "That's What I Like About the South"). His upbringing accounted for both his trace of a Southern accent and, in later years, the self-deprecating Southern jokes of his radio character. The son of two circus performers, Harris' first work as a drummer came when his father, as tent bandleader, hired him to play with the circus band. Harris began his music career as a drummer in San Francisco, forming an orchestra with Carol Lofner in the latter 1920s and starting a long engagement at the St. Francis Hotel. The partnership ended by 1932, and Harris led and sang with his own band, now based in Los Angeles. Phil Harris also played drums in Henry Halstead Big Band Orchestra in the mid 1920s. In 1931, Lofner-Harris recorded a couple of records for Victor, then he recorded a couple of records for Columbia in 1933. In 1935, he recorded a couple of records for Decca. From December, 1936, through March, 1937, he recorded 16 sides for Vocalion. Most were hot swing tunes that used a very interesting gimmick; they faded up and faded out with a piano solo. These were probably arranged by pianist Skippy Anderson. On September 2, 1927, he married actress Marcia Ralston in Sydney, Australia; they had met when he played a concert date.The couple adopted a son, Phil Harris, Jr.(1935-2008), but they divorced in September, 1940. Harris and screen beauty Alice Faye married in 1941; it was a second marriage for both (Faye had been married briefly to singer-actor Tony Martin) and lasted 54 years, until Harris's death. Harris engaged in a legendary fist fight at the Trocadero nightclub in 1938 with RKO studio mogul Bob Stevens over Faye, after Stevens ended a romantic relationship with her in favour of Sharon Gunn. In 1942, Harris and his entire band enlisted in the U.S. Navy and they served until the end of World War II. By 1946 Faye had all but ended her film career. She drove off the 20th Century Fox lot after studio czar Darryl F. Zanuck reputedly edited her scenes out of Fallen Angel (1945) to pump up his protege Linda Darnell. Originally a vehicle for big bands, including Harris' own, The Fitch Bandwagon became something else entirely when Harris and Faye's family skits made them the show's breakout stars. Coinciding with their desire to settle in southern California and raise their children (Alice Jr., born 1942, and Phyllis, born 1944) without touring heavily, the Bandwagon name disappeared when Fitch yielded to Rexall as sponsor in 1948, and the show was renamed The Phil Harris-Alice Faye Show. By that time, it had become a full-fledged situation comedy featuring one music spot each for Harris and Faye. The Phil Harris-Alice Faye Show ran until 1954, by which time radio had all but succumbed to television. (Harris continued to appear on Jack Benny's show, along with his own, from 1948 to 1952.) Because the Harris show aired immediately after Benny's on a different network (Harris and Faye were still on NBC, whereas Benny jumped his show to CBS in 1949), Harris would only appear during the first half of Jack's show; he would then leave the CBS studio and walk approximately one block to his own studio down the street, arriving just in time for the start of his own program. He was succeeded as Benny's orchestra leader in the fall of 1952 by Bob Crosby. Harris had once become so significant a comedy presence on the Benny show that the actual band conductor was arranger Mahlon Merrick. After the show ended, Harris revived his music career. He made numerous guest appearances on 1960s and 1970s TV shows, including the Kraft Music Hall, The Dean Martin Show, F Troop, The Hollywood Palace and other musical variety programs. He appeared on ABC's The American Sportsman hosted by Grits Gresham, and later sports announcer Curt Gowdy, which took celebrities on hunting, fishing or shooting trips around the world. Harris was also a close friend and associate of Bing Crosby and appeared in an episode of ABC's short-lived The Bing Crosby Show sitcom. After Crosby died in 1977, Harris sat in for his old friend doing color commentary for the telecast of the annual Bing Crosby Pro-Am Golf Tournament. Harris said of Crosby's death, "I have grown up to learn that God doesn't make mistakes. Today, I'm beginning to doubt that." An old episode of The Phil Harris-Alice Faye Show began with Harris telling the story of how he once won the tournament. Harris was a longtime resident and benefactor of Palm Springs, California, where Crosby also made his home. Harris was also a benefactor of his birthplace of Linton, Indiana, establishing scholarships in his honor for promising high school students, performing at the high school, and hosting a celebrity golf tournament in his honour every year. In due course, Harris and Faye donated most of their show business memorabilia and papers to Linton's public library. Harris died of a heart attack in Palm Springs 1995 at age 91. Alice Faye died of stomach cancer three years later...

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This is a one stop place to find news and stories about the greatest singer of all-time, Bing Crosby. From his days with Paul Whiteman to his final performances in 1977, we will examine this remarkable entertainer's life and times! Saturday, September 18, 2010 BING CROSBY AND GROUCHO MARX Groucho Marx appeared with Bing in one screen appearance...MR MUSIC in 1950. Bing and Groucho duet on the song "Life Is So Peculiar". It is a cute number, but Bing ended up commercially recording it with the Andrew Sisters...

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Log in to check your private messages WiseBiology Forum Index Please enter your username and password to log in. Log me on automatically each visit: I forgot my password © 2001, 2005 phpBB Group cPanel web hosting reseller

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We last left Nathanael Greene‘s, southern army at the battle of Guilford Courthouse in North Carolina in March 1781. After that battle, Greene had to decide what to do next. Although he technically lost the battle by withdrawing from the field, he had inflicted a grievous wound on General Cornwallis’ British army by taking so many British casualties. General Cornwallis retreated eastward with his army to Wilmington, North Carolina. At first Greene shadowed Cornwallis. But as the British army got closer to the coast, Greene knew he was not going to pick a fight where the army had backup from the British Navy. He would only fight the British on ground that he chose.The North Carolina militia that was with Greene would see its enlistments end at the end of March. The men needed to get home and begin their planting season and were not inclined to stick with Greene. With that, Greene’s army shrank back mostly to its core of Continentals. Greene decided to leave North Carolina again, this time moving southward to South Carolina. If he could get Cornwallis to follow him, he could draw the British out of North Carolina and back further south. That would be a strategic victory for the Continentals. If Cornwallis did not follow, Greene could pick off the British and loyalist outposts in the backcountry of South Carolina and Georgia. In many ways, Greene’s decision to move south violated good military practice. He knew that forces were gathering in Virginia, and that by moving away from those armies, he was once again dividing Continental forces in the face of a larger enemy that was concentrating its army, for an obvious attack. Green also risked that Cornwallis would chase after him and attack him in his rear while he was focused on other targets. Greene’s second in command, the Baron Von Steuben said as much in letters to Greene. Von Steuben hoped that Greene would provide him with some assistance in Virginia against the growing army under General William Phillips. Instead, Greene was running in the other direction. When Von Steuben asked Greene in letters about why he was headed away from the enemy. Greene responded in a letter. “don’t be surprised if my movements don’t correspond with your Ideas of military propriety. War is an intricate business and people are often [saved] by ways and means they least look for or expect.” Green went on to explain in his letter that because his march southward made no military sense that it would confuse general Cornwallis. Perhaps it would make the enemy think that he had some secret reason for doing what he was doing. But, of course, he really didn’t have any secret reasons. He was just trying to confuse the enemy by violating some basic precepts of good military strategy. In South Carolina, the British still had thousands of soldiers. Most of them, however, were stationed around Charleston. They maintained several outposts to assert control of the entire state. One of the largest was at Camden, where the British defeated the Continentals a year earlier. If Greene could take Camden, it would be seen as a major victory. In order to isolate and weaken Camden, Greene first tried to cut off the supply lines between Camden and Charleston. He gave that mission to his cavalry commander, Colonel Light Horse Harry Lee. He told Lee to link up with Colonel Francis Marion’s local militia. The British had built a small fort along the Santee River between Camden and Charleston to facilitate supply lines. Fort Watson got its name from the British officer who ordered its construction: Lieutenant Colonel John Tadwell Watson. British Lieutenant James McKay commanded a garrison of 114 regulars and loyalists. Given the number of patriot raids in the region, it was designed to withstand a sizable attack. The defenders had set the fort on high ground, with a wall surrounded by three rows of abatis. They had cut down all trees within rifle range in order to deny cover to any attackers. General Thomas Sumter had attacked the fort in February, but without success. However the attack caused Colonel Watson to pursue Sumter, which is why Lieutenant McKay commanded the fort with a reduced garrison. Lee and Marion targeted the fort. Taking it would not only isolate Camden from Charleston. The attackers also wanted the food and ammunition stored at the fort. Lee had about 300 men under his command. Marion had another 80. The combined forces approached the fort on April 15, 1781 and demanded its surrender. Although the British garrison was outnumbered nearly four to one, McKay was confident of his defenses and refused to surrender. Given the defenses, the attackers hoped to avoid a frontal attack and had no artillery to assault the fort. Instead, they settled in for a siege. At the outset, things did not look good for the attackers. They tried to cut off the fort’s access to water, but the garrison had a well within the fort walls. Marion’s militia also faced an outbreak of smallpox, although fortunately the Continentals under Lee were inoculated. If the siege went on too long, a relief force from Charleston might chase off the Americans. After about a week, the Americans decided on a new plan. The fort was built on a mound of about 22 feet. On that was a seven foot wall. The attackers needed a way to get over that wall. Maham Tower at Ft. Watson | The men dragged out their parts and assembled the fort overnight on April 22. The tower stood over forty feet tall and allowed riflemen to fire through loopholes cut into wooden defenses that were built into the tower. The riflemen had a clear shot over the wall at anyone inside the fort. The next morning several riflemen climbed into the tower, supported by a larger detachment of soldiers behind man-made defenses at its base. The British fired on the tower, killing two Americans. Inside the fort, several men were hit, including Lieutenant McKay, who was wounded. The riflemen in the tower forced everyone in the fort to take cover, meaning they could not provide much defensive fire. The attackers used this opportunity to disassemble the abatis and prepare for an all out attack on the fort walls. Lieutenant McKay, seeing preparations for a final assault, surrendered the fort and its garrison. The Americans captured the fort supplies, and then destroyed the fort. Under the terms of the surrender, the Americans allowed the surrendering officers to keep their swords and baggage, and return to Charleston under parole. The enlisted regulars, about two-thirds of those captured, were also permitted to return to Charleston and await exchange. The thirty-six loyalists, however, were taken as prisoners. All of the supplies in the fort went to Lee’s Continentals, except for the ammunition, which Marion’s men desperately needed to continue to fight. After removing the supplies from the fort, Marion ordered it burned so that the British could not come back and occupy it again after they left. Even before the Siege at Fort Watson had ended, General Greene moved his main army closer to Camden in hopes of taking that outpost. Rather than a direct attack, Greene set up a defensive position just north of Camden at a place known as Hobkirk Hill. Camden, at the time, was only a small village of twenty one houses. But the British had built defenses all around the town that would make any direct attack costly. There were eight earthen redoubts, surrounded by ditches and abatis. Nathanael Greene | Hobkirk Hill offered the Americans the high ground. The position gave them a good view of an approaching enemy with a forest on one side and a swamp on the other, thus preventing a surprise attack on their flanks. On the night of April 24, an American deserter entered the British lines at Camden. He told the commander, Lieutenant Colonel Francis Rawdon, that Greene was still awaiting reinforcements and that he did not yet have his artillery. If the British launched a surprise attack, they could be victorious. Lord Rawdon was only twenty six years old at the time, but was an experienced officer. He had been fighting in the Revolution since he had led his regiment at Bunker Hill, six years earlier. Cornwallis had left Rawdon in full command of the South Carolina frontier, which included pretty much everything outside of the greater Charleston area. Rawdon figured that an attack would be his best opportunity, and prepared to march out to the enemy the following morning. If Greene did not have his artillery yet, and could link up with Lee and Marion after a few days, attacking now was Rawdon’s best option. At around 9:00 on the morning of April 25, Rawdon marched out of Camden with 900 soldiers. These included several regiments of regulars, several provincial regiments with considerable battlefield experience, and two field cannon. He did not know that Greene’s force was considerably larger than his, and did have its artillery in place. Greene had sent some of his artillery away, after hearing a rumor that reinforcements were on their way to Camden to support Rawdon. But when those rumors proved false, the artillery returned to Hobkirk Hill, and was in place by the morning of the battle. At around 11:00 the British column ran into the American pickets, Delaware Continentals under the command of Captain Robert Kirkwood. The skirmishing that took place gave the Americans time to form up their lines on the hill. Two Maryland regiments, under the overall command of Colonel Otho Holland Williams, made up the American left flank. Two Virginia Regiments under General Isaac Huger made up the right flank. The British came through the woods, formed ranks and began a slow advance toward the Americans. Hobkirk Hill | Even so, Rawdon had only about 900 soldiers against nearly 1500 under Greene. As the two lines advanced, things began to break down. On the left flank, after Captain William Beaty was shot dead, the Maryland line began to collapse. The regiment’s Colonel John Gunby ordered his men to pull back and reform. But his second in command did not get the orders and continued to advance with only part of the regiment. The other Maryland regiment’s commander, Colonel Benjamin Ford, also fell leading to even more confusion. On the right flank the First Virginia Regiment took heavy fire and also pulled back, leaving the Second Virginia to take the full brunt of the British advance. Green had sent his cavalry under William Washington on a long ride to get around the British rear and attack them from behind. But before Washington could get to the battlefield, it was over. With his lines descending into chaos, Greene ordered a retreat and abandoned Hobkirk Hill. Despite the battlefield confusion, the lines managed to withdraw without collapsing in a panicked run. Greene was even able to withdraw his cannons, although he personally had to get off his horse and help push the cannons off the field. The Americans fell back about six miles. The British did not pursue. Rawdon was already out numbered. He did not want to get too far from his base at Camden, especially if the Americans might soon receive reinforcements. Rawdon pulled back to Camden. The fight had been a brutal one. The British lost over 200 killed and wounded, and another 50 captured. The Americans took 270 casualties, about half of those being captured. Among the prisoners captured by the Americans were perhaps two dozen who were believed to be American deserters. Greene held court martials and hanged at least five of them Following the battle Greene was depressed. He outnumbered the enemy, even without having to rely on militia, and still lost the battle. He blamed his field officers for the loss, particularly Colonel Gunby. He even called a court in inquiry into Gunby’s actions during the battle. Greene also expressed a concern to other officers that they might be pushed back into the mountains and have to cede South Carolina to the British, even without Cornwallis to defend the state. A few days later though, his mood brightened. Lord Rawdon, following the bloody battle, and after hearing about the fall of Fort Watson, decided that his outpost at Camden was too much of a risk. On May 10, the British evacuated Camden and marched back to Charleston. Even before the British withdrew from Camden, Greene continued his efforts to take out smaller British outposts wherever possible. Following the fall of Fort Watson, Green ordered Lee and Marion to take Fort Motte, a supply depot on the Congaree River. Although Lee and Marion had fought well together at Fort Watson, there were divisions between Marion’s militia and the Continentals. One flash point at this time was over horses. Marion had been confiscating horses from locals that he believed to be loyalists. It was how he kept his militia mounted and on the move. Greene, who was trying to improve public opinion toward the patriots, told Marion to stop doing this. Mrs. Motte directs officers to burn Fort Motte | Fort Motte was set on a plantation. Its owner was a widow named Rebecca Brewton Motte. Her husband, Jabo Motte had fought for the patriots at Fort Moultrie in 1776, but had died of an illness in 1780. The British took over the plantation in early 1781, allowing Rebecca and her family to reside in an old farmhouse. The Motte plantation proved to be in a valuable position, near McCord’s Ferry, and along a route used to ship supplies from Charleston to Camden. The British garrisoned the plantation with 80 regulars, 59 Hessians, and 45 loyalist militia, along with a single field cannon. Command fell to British Lieutenant Donald McPherson. The garrison occupied the plantation’s mansion, which sat at the top of a hill. They build defenses, including abatis, a ditch, several palisades and a wooden parapet, along with two block houses to cover the flanks. It was used primarily as a supply depot for goods shipped to the British garrison at Camden. Before the British evacuated Camden, Greene viewed the capture of Fort Motte as yet another way to isolate the Camden outpost. Lee’s legion, along with Marion’s militia, arrived at Fort Motte on May 7. Fearing that frontal assault against the defenses would prove too costly, Lee opted for a siege. He had a single field cannon, which he positioned to fire at the mansion. He then used his soldiers, supplemented by local slaves, to dig a zig zag trench toward the enemy lines. Lord Rawdon | By May 10, the trenches were complete. Lee called for Lieutenant McPherson to surrender the fort. Although heavily outnumbered, McPherson still hoped that a relief force from Camden would come to his rescue. Although Lord Rawdon evacuated Camden that night, his army would march past Fort Motte on its way to Charleston and could relieve the garrison. On the night of May 11, both the attackers and defenders saw British campfires in the distance, and anticipated the relief force would arrive within two days. Lee decided the only way to win would be to set the mansion on fire and burn the fort. He obtained Mrs. Motte’s consent to burn the home. According to some accounts, he used flaming arrows. Other evidence suggests the men fired ramrods with combustibles attached onto the wooden roof. British soldiers scrambled onto the roof to douse the fires, but Lee fired grapeshot from his cannon to keep them away. With the house now on fire, McPherson surrendered the fort. Both sides then struggled to put out the fire and save the mansion. The British garrison was taken prisoner, and the Americans managed to capture a canon, 140 muskets, and a great many supplies being held at the depot. Following the fort’s surrender, another fight erupted. General Greene arrived at Fort Motte just after the British surrender, and just in time to enjoy a dinner with the officers of both sides in the dining room of the widow Motte’s farmhouse. It was the first time Greene and Marion had met in person. Also at the table was British Lieutenant McPherson, and several other captured officers who were now American prisoners. As the officers enjoyed a dinner together, one of Lee’s officers, allegedly on Lee’s orders, hanged three of the captured loyalists. These were men identified by the Americans as having burned patriot houses in earlier actions. Upon hearing the news, Marion dashed out of the house to find two of the loyalists already dead, and a third dangling from a noose slowly suffocating. He cut down the man and told the Continentals that he would personally kill any man who tried to hang any more of his prisoners. Tensions between militia and Continentals was nothing new. While Greene struggled to smooth over their differences, he had other concerns. With Rawdon’s evacuation of Camden and the fall of key outposts, the patriots were re-asserting control of South Carolina. Greene wrote to Governor John Rutledge, by this time in Philadelphia, to urge him to return to South Carolina and restore civil authority. With British forces bottled up around Charleston, Greene wanted to establish that the rest of South Carolina was once again under patriot control. Next week: we continue the battle for South Carolina as the fights continue over the last of the British outposts along the frontier. - - - Previous Episode 284 Pensacola Click here to donate | Click here to see my Patreon Page | An alternative to Patreon is SubscribeStar. For anyone who has problems with Patreon, you can get the same benefits by subscribing at SubscribeStar. Help Support this podcast on "BuyMeACoffee.com" | Signup for the AmRev Podcast Mail List (from archive.org unless noted) Books Worth Buying (links to Amazon.com unless otherwise noted)* Carbone, Gerald Nathanael Greene: A Biography of the American Revolution, St. Martin’s Griffin, 2010 (borrow on Archive.org). Ferling, John Winning Independence: The Decisive Years of the Revolutionary War, 1778-1781, Bloomsbury Publishing, 2021. Golway, Terry Washington's General : Nathanael Greene and the triumph of the American Revolution, H. Holt, 2006. (borrow on Archive.org) Lumpkin, Henry From Savannah to Yorktown: the American Revolution in the South, Univ of SC Press, 1981 (borrow on archive.org). Murphy, Daniel William Washington, American Light Dragoon: A Continental Cavalry Leader in the War of Independence, Westholme Publishing, 2014. Nelson, Paul D. Francis Rawdon-Hastings, Marquess of Hastings, Fairleigh Dickinson Univ. Press, 2005. * As an Amazon Associate I earn from qualifying purchases.

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On earlier cars, radiators are made of copper and brass alloys; they could be repaired by soldering. Time changed so did the radiators. Radiators on later cars come with aluminum cores and plastic top and bottom tanks. Such radiators can be damaged by forcing off a hose or pressure cap, or overtightening a clip. The damage is impossible for a home mechanic to repair, and usually the radiator must be replaced. Aluminum does not dissipate heat as well as copper, so there have to be more fins on the core, which is therefore easily clogged by dirt thrown up from the road. Hose it clean at least once a year. There is one advantage, however: lightweight radiators generally have simple fixings and are easy to remove. Disconnecting hoses and fittings on the radiator Before you remove a radiator, check the hoses and clips. Buy replacements if the hoses are cracked or deteriorated, or if the clips are corroded. Always replace wire-type clips with screw clips. If necessary, make notes or drawings of how all the radiator connections fit. Apart from the top and bottom hoses, there may be pipes to an expansion tank, and electrical leads to a temperature gauge or automatic electric-fan switch, which must be disconnected. An electric fan may be bolted to the radiator. Depending on the design, you either remove it to free the radiator, or remove it together with the radiator. Check with the car service manual. With both electrical and mechanical fans, you may have to take off a fan cowl in order to free the radiator. Some cars have a splash shield under the radiator, which must be removed. Cars with automatic transmission may have a gearbox oil cooler set in the bottom of the normal radiator, with screw-on unions for the oil pipes. Disconnect the battery before starting to remove any radiator which has electrical connections. Then remove the pressure cap and drain the radiator. Loosen hose clips and ease off the hoses by twisting them gently to and fro. Do not try to lever off a hose with a screwdriver: you may damage both the hose and the radiator stub – particularly if the stub is plastic. If a hose is stuck fast, slit it at the stub end with a sharp knife and renew the hose. Unfasten any electrical connections and check that they are clean and sound. Before you unscrew any oil-pipe unions (used on automatic-transmission radiators) have a container ready to catch the oil. Do not use the oil again – top up the transmission with fresh oil afterwards. Seal disconnected oil unions, both on the radiator and on the pipes, with polythene bags and rubber bands to keep out dirt. When you refit the oil unions take great care not to get the nuts cross-threaded, and tighten them well to prevent leaks. Unscrew the radiator mounting bolts and ease the radiator out, removing such parts as may be necessary to clear the way. Remember the order in which you removed them, so that you can reverse the sequence when refitting Take care not to crush the soft metal radiator fins or otherwise damage them or the fan blades. When refitting hoses, tighten the clips firmly but not too much overtightening could cause the clips to cut the hoses or crush the plastic stubs to which they are sometimes fitted. A typical radiator On most modern cars the radiator has four side mountings and a top and bottom hose. The electric fan may be bolted to a fan cowl and enclosed, particularly on some transverse-engined cars where the radiator is mounted at the side of the engine bay.

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Krysztaly i kamienie polszlachetne Ich wplyw Na zdrowie i zycie. Przyroda wokol nas jest niewyczerpanym zrodlem energii. Warto z niej korzystac. Trzeba jednak wiedziec jak postepowac, by ta potezna sila nie obrocila sie przeciwko nam. Jak wybrac swoj kamien? Od czego zaczac i czym sie kierowac? Aby cieszyc sie energia kamieni i krysztalow wystarczy sie na nia otworzyc. Dosc popularna i prosta w uzyciu metoda opiera sie na podziale wedlug czakramow, gdzie nastepuje wymiana potrzebnej do zycia energii. Dzialanie poszczegolnych czakramow mozna wspomagac za pomoca kamieni i kolorow. Gdy brak nam checi do zycia, gdy potrzeba nam bodzca by pobudzic system obronny i zwalczyc chorobe, siegamy po granat, rubin, hematyt. Osobom podatnym na stresy, a zwlaszcza tym, ktore lubia martwic sie na zapas, pomoze malachit, szmaragd lub inne zielone kamienie. Ksiazka jest cennym zrodlem wiedzy dla osob, ktore laczy silna wiez z przyroda i ktore chca nauczyc sie korzystac ze wspanialej energii kamieni i krysztalow w roznych dziedzinach zycia i w konkretnych sytuacjach. Gdy cos zakloci nasza zyciowa harmonie lub brakuje nam sily, mozna pomedytowac z krysztalem. Jest na to wiele metod. Zacznijmy od najprostszych, a z czasem kazdy wypracuje swoj wlasny wariant, zaleznie od biezacych potrzeb. Jak wiadomo, wszystko sie zmienia, zarowno sytuacje jak i ludzie, a wtedy zawsze znajdzie sie odpowiedni krysztal i blysk intuicji, ktory sprawi, ze zastosujemy go w ten, a nie inny sposob. W medytacji nie ma scisle powielanych wzorcow, chyba ze wiaze sie to z jakims misterium. Sa natomiast reguly i warto ich przestrzegac, by nie nabawic sie klopotow i osiagnac oczekiwane efekty. Po pierwsze kregoslup musi byc prosty, by zapewnic swobodny przeplyw energii. Tradycyjnie zalecano siedzenie w lotosie, pollotosie lub na krzesle w pozycji faraona (uda tworza kat prosty z tulowiem i podudziem, stopy rownolegle do siebie leza na podlozu, rece na poreczach, lokcie pod katem prostym). Jest to bardziej korzystne, ale rownie dobrze mozna sie polozyc na wznak i wyprostowac rece i nogi wzdluz ciala. Niektorzy wola podciagnac nogi w lotosie lub pollotosie, a rece otworzyc dlonmi do gory, na wysokosci podbrzusza lezac na wznak. To wszystko zalezy od stanu zdrowia i biezacych potrzeb. Musimy jednak zadbac, by kregoslup byl prosty, a cialo rozluznione. Przyjmujac dogodna dla siebie pozycje, sprobujmy najpierw wyrownac oddech i w ten sposob oczyscic sie na wszystkich poziomach z tego, co negatywne. Powoli wdychamy nosem powietrze, starajac sie by zawarta w nim zyciodajna energia dotarla az do podstawy kregoslupa i robimy wydech przez polotwarte usta. Nieco wydluzony i spowolniony oddech powinien nas uspokoic. Starajmy sie odprezyc, wyciszyc gonitwe mysli. Po prostu byc. I to wszystko. Jesli zjawi sie jakas mysl, nie walczyc z nia, nie robic nic, pozwolic by odplynela. Jesli w dalszym ciagu mamy problemy z wyciszeniem, mozna liczyc od dziesieciu wstecz z zalozeniem, ze gdy dojdziemy do jednego, nasz umysl osiagnie stan alfa. Czasem stosuje sie odpowiednie mantry, zgodnie z celem medytacji. W niektorych przypadkach, jak na przyklad w medytacji transcendentalnej, mantre wybiera dla danej osoby nauczyciel. Znacznie latwiejsza i bardziej skuteczna wydaje sie medytacja przy muzyce. Wystarczy sie jej poddac, a reszta przyjdzie sama. Jest sporo nagran przeznaczonych do medytacji, ale w wiekszosci przypadkow mozna wybrac jakis w miare harmonijny utwor, kierujac sie intuicja. Jak wiadomo, energia zwiazana z dana muzyka laczy sie z okreslonym kolorem, a kolor dziala na odpowiadajacy mu czakram. Nie jest wiec obojetne czy sluchamy Blekitnej Rapsodii Gershwina czy tez Bolera Rawela. Ta pierwsza emanuje intensywnym blekitem. Sprawia, iz chcemy wyrwac sie z klatki mysli i uczuc. Powiedziec, wyspiewac, wykrzyczec to, co jest w nas, co dlawi gardlo. Otworzyc sie, rozplynac w przestworzach. – Blekit niesie ukojenie i radosc. Bolero mieni sie wszystkimi kolorami teczy, zapewnia sile i dynamike naszym czakramom. Wciaga w wir zycia, przywraca mu intensywnosc i pelnie. Wszystko, co nas otacza, emanuje energia. Jesli jest takie miejsce, ktore wypelnia nas radoscia i szczesciem, a moze tylko uspokaja, wystarczy przeniesc sie tam wyobraznia. Nie wazne, czy chodzi tu o krajobraz, dom, sad czy przywolana z pamieci chwile, czasem wystarczy jakis przedmiot czy zdjecie, by czerpac z przyjaznej nam energii. Najlepiej nie robic nic. Byc i to wszystko. Oddychac sobie powolutku. Zanurzyc sie w ciszy, nie czuc, nie myslec. Otworzyc sie na swiatlo i przestrzen, otworzyc sie na kosmos i na wlasne wnetrze. A jaka role pelni w tym wszystkim krysztal? Wibracja krysztalow (najlepiej wybrac kamien z naturalnym wierzcholkiem) jest zgodna z pierwotna sila kosmiczna. Dzieki nim mozna zharmonizowac wlasna energie z tym niewyczerpanym zrodlem zycia, jakim jest otaczajaca nas przyroda, Ziemia i kosmos, dostroic sie do calej reszty swiata. Wlasciwie uzyte krysztaly obdarzaja nas moca i swiatlem, chronia przed niekorzystnym wplywem i przywracaja zdrowie. Krysztal potrafi wzmocnic i uwydatnic energie calej ozywionej i nieozywionej przyrody, wszystkich zjawisk i rzeczy. Jesli wezmiemy go do reki lub umiescimy gdzies w poblizu, nie tylko otworzy nas na zrodlo sily, oczysci nasze cialo, umysl i dusze, poprawi stan zdrowia, ochroni przed tym, co wrogie i szkodliwe, lecz takze uwydatni nasze wnetrze. Wyzwoli uspiony talent, obudzi tlumione pragnienia, odkryje zepchnieta gdzies w podswiadomosc zadre, jakis kompleks czy skaze – to, co bolesne badz wstydliwe. Jest jak zbyt wierne lustro. A, jak wiadomo, prawda o sobie samym nie zawsze bywa latwa i przyjemna. W przypadku, gdy opanuje nas gniew czy niepokoj, gdy dreczy smutek badz zal, medytacja z krysztalem tylko pogorszy ten fatalny nastroj. W tej sytuacji bardziej korzystny okaze sie ametyst lub rozowy czy dymny kwarc. Pierwszy z nich dziala kojaco na system nerwowy. Obdarza madroscia i wspolczuciem, pomaga w wewnetrznym rozwoju, rozbudza intuicje, inspiruje w pracy naukowej i tworczosci. Ma rowniez silne wlasciwosci ochronne, zwlaszcza gdy mamy do czynienia z czyms mrocznym, zlym, demonicznym. Rozowy kwarc uczy bezinteresownej milosci i tolerancji. Daje zyczliwosc i wyrozumialosc. To dzieki niemu ogarnia nas wewnetrzny spokoj i radosc. Jest jak kojacy balsam. Kwarc dymny – uwalnia i wchlania negatywne energie. Rownowazy, oczyszcza i wzmacnia centra energetyczne. Uruchamia instynkt samozachowawczy i pomaga przezwyciezyc depresje. Krysztal bywa pomocny przy kazdej medytacji, niezaleznie od tego, czy pograzymy sie w ciszy, w muzyce czy w kolorach. Zawsze dostroi sie do sytuacji dzialajac jak rezonans. Jak medytowac z krysztalem? Z pozoru wydaje sie to bardzo proste. Trzeba jednak przestrzegac kilku podstawowych regul, by uniknac niepozadanych, a czasem nawet groznych dla zdrowia efektow. Zanim zaczniemy medytacje, dobrze byloby wywietrzyc pokoj i zapalic swiece albo solna lampke. Warto tez wylaczyc telefon i uprzedzic domownikow, by nam nie przeszkadzali przez najblizsze dwadziescia minut. Bierzemy do lewej reki krysztal. Siadamy lub kladziemy sie wygodnie, pamietajac o tym, by wyprostowac kregoslup. Oczy moga byc otwarte lub zamkniete, to zalezy od nas. W medytacji i tak \”patrzy\” sie do wewnatrz, na energie, poprzez to wszystko, co jest materialne. Oddychamy powoli, coraz wolniej. Staramy sie wyciszyc mysli. Wolno liczymy wstecz zaczynajac od dziesieciu. Gdy dojdziemy do jednego, nie ma nic poza cisza, mantra, muzyka czy kolorem. Jesli pojawia sie ruchome, nasycone swiatlem i barwa obrazy, nie ma powodu do obaw. Niech sobie plyna przez swiadomosc. Trzeba sie na nie otworzyc, cieszyc sie ich niezwykloscia i pieknem. Byc moze kryje sie w nich jakas wskazowka na przyszlosc. Jesli tak jest istotnie, to odkryjemy to pozniej, juz po medytacji, a moze za kilka dni w naglym blysku intuicji. Medytacja nie powinna trwac dluzej jak dwadziescia minut. Do medytacji leczniczej najlepiej uzyc krysztalu z jednym, naturalnym wierzcholkiem. Jesli chcemy sie wyciszyc i poprawic nastroj mozna zastosowac ametyst lub rozowy czy dymny kwarc. W przypadku wyczerpania organizmu lub nasilenia choroby przyda sie jakis mocniejszy krysztal. Dla osob dobrze ukorzenionych w rzeczywistosci polecilabym na przyklad Herkimera, zwlaszcza, jesli czuja sie nieco przytloczone codziennoscia, ciazy im nadmiar obowiazkow, jesli stracily radosc zycia i fantazje. Te wyjatkowo czyste, misterne w konstrukcji i pelne niezwyklego blasku krysztaly o podwojnym wierzcholku porownuje sie do diamentow. Sa tak klarowne, przejrzyste i rozswietlone, iz nie potrzeba ich chemicznie oczyszczac. Nazywa sie je rowniez \”elektrownia krysztalow\”, bo emanuja niezwykle silna energia i to niezaleznie od wielkosci. Zreszta malo kto uzywa duzych \”kwarcowych diamentow\” ze wzgledu na ich cene. Sa drogie, bo jest ich niewiele. Wystepuja tylko w jednym miejscu na Ziemi, to znaczy w hrabstwie Herkimer w stanie Nowy Jork. Ksztaltuja sie w wodzie bez dostepu powietrza. Herkimer wspaniale harmonizuje energie i pomaga przywrocic rownowage zarowno w naszym ciele jak i w psychice.

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Twitterfeed (http://twitterfeed.com) is a service that publishes tweets on your behalf (that is, using your Twitter account) from feeds (for instance, from your blog) you provide to it. This is cool but the really nice thing is that its name paints a more restrictive picture than is reality: Twitterfeed can also publish updates on your behalf to Facebook and LinkedIn. And each of these is optional so you can publish to any or all of Twitter, Facebook, and LinkedIn. I've chosen to set up Twitterfeed to publish to all of Twitter, Facebook, and LinkedIn. So that means that a notification about this, my first blog post written since I began using Twitterfeed, should get published out to my Twitter account, my Facebook account, and my LinkedIn account. Cool, huh? How do you get updates about your blog posts out to Twitter, Facebook, and LinkedIn?

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Licata to Salerno - 458 Nm, 11 stops Grete & Fred Vithen Sun 9 Jun 2024 07:32 40 40 50N 14 45 50E Salerno, at anchor 3-9 June We left Licata, Sicily, 2 May. Now we are anchored in Salerno, the main town on the Amalfi coast. We arrived 3 June. A perfect base camp to explore the fascinating surroundings. So far we have made 11 stops, anchoring for free, and covered 458 Nm. The App Navily has been a great tool to find the right spots. Our best "friends" are Navionics, Windy and Navily. Exloring the surroundings of Salerno. We took the train to Napoli (Naples) and then used the Hop On - Hop Off bus to see the city. It's big, ca 1 miljon people live there. Of course we had a pizza in the world capital of pizzas. The Greeks founded the city, Nea Poli (Nea is new in Greek). We also had a great view of the famous vulcano Vesuvius. Then we rented a car for a day and drove along the famous nature vindling narrow Amalfi coast road. Already to many tourists around. Today we will sail (motor, no wind) towards Capri and then we will see the Amalfi coast from the sea. Looking forward to that. Yesterday we took the train to Pompei and visited the archaeological site together with thousands of other tourists. Been there done that!! We were not that impressed. Salerno is a nice town with good atmosphere. A good safe place to be anchored. Laundry nearby and a Lidl as well. Later today we will slowly start moving towards Capri. Maybe we will stop at Amalfi. At the end of coming week it looks that the wind will be southerly. Our plan is to do a night sail then and arriving in the Tuscany Archipelago. 24-25 May, Stromboli. Not single sign of activity! Agropoli, 31 May to 3 June. Best pizza so far. Nice town and anchorage. Super nice pizza! Salerno. We where anchored in that bay close to the centre of town. Pompei, interesting but too many people and too hot.

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We would like to welcome the following new members of the InsTED network. Prof. Baybars Karacaovali (University of Hawaii at Manoa). His research interests include International Trade, Political Economy of Trade Policy, and Development Economics. Prof Gustavo Torrens (Indiana University). His research centers on Political Economy, Economic Development and International Economics.

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Bozza loves cycling, and his commitment to turning London into a city of cyclists continues apace in the next few weeks with the launch of the Cycle Hire scheme, designed to generate an additional 40,000 extra cycle journeys in the city every day. Boris told the Mail on Sunday, “Let’s be honest: bicycles are far sexier than cars. We have 6,000 hire bicycles in this scheme. These are beautiful machines we’re talking about, and each one comes complete with a cowcatcher where people can place their babies, briefcases or girlfriends. There’s no more heart-warming sight than an attractive lady cycling through the streets of London on a spring morning. These are very sexy machines, the Rolls-Royces of power bikes, and we’ll be expecting people to treat them with respect. Plainly, we will treat bike thieves with the utmost severity. I’m looking at a very draconian policy. Bring back the stocks!” The Mayor continued, “Unlike a car, a bicycle gives you a unique ability to master your fate. When riding a bike you are captain of your very soul. After a car journey you’re wrung out, frustrated, left with a knot of tension in your stomach from battling with the traffic. After a cycle ride you arrive at your destination in the pink of health, serotonin surging through your veins, full of ideas, bouncing with energy, thoroughly radiant in mood.”

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David Levithan, 2015 This story is the book Every Day re-told from the point of view of Rhiannon. As Levithan states in the forward, you can read it as a stand-alone, but I think that a reader will get more out of it after reading Every Day first. But that's just personal opinion. I'm having a hard time deciding what to feel about this book. Because for most of the book, I absolutely loved it. This was the book that I wanted Every Day to be. It was Every Day, but with a protagonist that I didn't want to punch in the face. There are a lot of duplicate sections - the parts of the book where they were together had word-for-word dialogue from the first book, but thoughts and impressions from Rhiannon instead of A. The rest of the book was Rhiannon dealing with finding out who A was and what to do about their relationship. And as much as I adored Rhiannon in the first book, that was just multiplied here. I think she's a wonderful character and, more importantly, a very real character. She handled the situation in a way that I believe a real, normal high schooler would have. It bothered A that Rhiannon couldn't get past the bodies to see who he was on the inside, but what sixteen- or seventeen-year-old could? She tries, but the fact is that people are attracted to a person's outside as well as who they are on the inside. And I thought that her coming to terms with this - and trying to get past it and failing - made her very real to me. My only problem... I hated the ending! I'm not going to give away anything. I still think it's a book worth reading, so I don't want to spoil it for anyone who wants to pick it up, but I found the ending so extremely disappointing. And not even the final chapter... I was with it right up until the final page. And then the way that Levithan chose to end that final page just pissed me off. I feel like he's setting it up for a sequel, but I don't want a sequel. I wanted it to end there. Because, as I mentioned in my review of Every Day, I feel like a sequel to the story of A and Rhiannon can be nothing but depressing. But what do I know? I'm just the reader. I'd be curious to know what other readers think about this book. Both from the point of view of someone who has read Every Day and from the point of view of someone who hasn't. I do think this book is worth reading. I mostly completely loved it. I just can't get past the way it ended. I wish I could, but I can't. And the thing is, if he writes a sequel, I'm sure I would read it, simply out of curiosity. But I wouldn't have high hopes of a happy ending. Thank you to the author and the publisher for an advanced copy from NetGalley.

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Bike traffic on Union Street seemed to grow, and Minto settled into a routine, dominated by walking. From the front pager on Soft Opening in April - Not representative traffic it turns out | The Eclipse was popular! | Of course not! The daily counts show lots of variation with weather and events, and the weekly counts seem like the most stable at the moment. (It would be nice to have M-F and Sat-Sun counts broken out in more detail, but this is what we have just now. Agencies are still working on a reporting and publishing routine.) By the eyeball test, it looks like biking showed some growth on the bridge. If last year the weekly peak rarely touched 4000, this year is regularly exceeded 4000 and hit 5000 for a bit. By my reckoning that's a substantial increase, at least in the summertime. Weekly bike traffic on the Union St RR Bridge | By the eyeball test, I don't see a meaningful change in the foot traffic, however. If the Minto Bridge took a significant bite out of the Union St foot traffic, I'm not seeing it. Weekly foot traffic on the Union St RR Bridge | By contrast, bike traffic is a much smaller proportion of traffic on the Minto Bridge. Since there are fewer residences out south, and since the continuation on River Road is uninviting, it is not surprising that there is less bicycling. Foot traffic also settled down from the exuberant peaks when it first opened. For the "soft opening" this spring, the peak was above 10,000! This summer, after the permanent opening and outside of the Eclipse, it rarely touched 3500. And the Eclipse traffic on it did not surpass the excitement of the Spring's soft opening. In fact, now that it has settled into a routine its numbers in general don't seem very different from Union Street's, with daily trip counts clustering around 2000 or 2500. The Eclipse was also popular, but not as much as the opening | If we say the weekly biking traffic is around 500, that's about 1/6th the bike traffic on Union (North counter) | Finally, the proportion of biking:walking trips on the Minto Bridge is quite small. At the north counter it's 3%, at the south counter it's 9% - again compared to 25% on the Union St Bridge. (There are two counters for Minto at the wye in the path on the Riverfront Park footing. The "south" counter faces the acid ball, the "north" counter faces the playground. Probably the "north" one should be regarded as the main count, since people looping around the acid ball are likely already to have gone onto the bridge from the parking lot area and skirting the playground and are being double counted.) In total the small numbers and the relatively larger weekend numbers are evidence that there's not much bike commuting traffic across the Minto Bridge, that biking on it is mostly recreational, and that foot traffic really is primary here. All in all, for ordinary purposes it looks like we should regard both bridges as roughly equivalent to "collector" level streets, with peak summertime trip counts like "minor arterials." They serve a substantial number of people!

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Filed by Black Hills Corporation pursuant to Rule 425 under the Securities Act of 1933, as amended, and deemed filed pursuant to Rule 14a-12 under the Securities Exchange Act of 1934, as amended Subject Company: NorthWestern Corporation Commission File No.: 001-10499 The following press release was issued by Black Hills Corporation on December 9, 2005: Mark T. Thies Executive Vice President and CFO Black Hills Corporation Dale T. Jahr Director of Investor Relations Black Hills Corporation Kekst and Company For Immediate Release BLACK HILLS CORPORATION SENDS LETTER TO THE BOARD OF DIRECTORS OF NORTHWESTERN CORPORATION RAPID CITY, South DakotaDecember 9, 2005Black Hills Corporation (NYSE:BKH), a diversified energy company, announced today that it had provided a letter to the Board of Directors of NorthWestern Corporation (NASDAQ:NWEC) relating to its proposal to combine with NorthWestern. The complete text of the letter is set forth below: [Black Hills Corporation Letterhead] December 8, 2005 Board of Directors 125 South Dakota Avenue Sioux Falls, South Dakota 57104 Attention: Michael J. Hanson, President and Chief Executive Officer and Linn E. Draper, Chairman of the Board Dear Mike and Linn, As you and the other members of NorthWesterns board consider potential strategic alternatives to maximize value for NorthWesterns stockholders, we want to reiterate the desire of Black Hills to combine our two organizations as contemplated by our proposal described in my letter dated November 21, 2005 to NorthWesterns board. For many months, I sought to initiate with you confidential and constructive discussions regarding a combination of our two companies. Eventually, on November 1, 2005, I was able to review with Mike a presentation of our proposal for the combination, and he indicated he would review the proposal with NorthWesterns board at its meeting on November 8, 2005. After that meeting, on November 16, 2005, Mike informed me that he had reviewed our proposal with NorthWesterns board and that they were not interested in entering into merger negotiations with Black Hills. I felt obliged at that time to send my confidential November 21, 2005 letter to NorthWesterns board, because I believed so deeply that our proposal merited more thorough consideration. In various subsequent telephone conversations, you have made clear your intention to refrain from engaging in meaningful discussions regarding a business combination unless Black Hills agrees to execute a confidentiality agreement that includes what we view as unacceptable standstill restrictions. Putting aside this history, we remain confident that if we are able to agree to reasonable terms of a confidentiality agreement, we could efficiently conduct requisite due diligence and negotiate appropriate definitive documents over the next six to eight weeks. Nonetheless, despite your current insistence to the contrary, we cannot agree to the extended standstill restrictions you have proposed be included in a confidentiality agreement. After further review with our advisors, we believe that conditioning negotiations on our agreement to onerous standstill restrictions that would survive for a full year without any exception for allowing us to pursue necessary steps to consummate a transaction is inappropriate and inconsistent with other relevant transactions. Such a condition is particularly inappropriate given: the positive public responses by NorthWesterns stockholders to our proposal; recent commentary by Standard & Poors indicating that the proposed combination could be credit positive for NorthWestern; the filing of a shareholder derivative action against NorthWesterns board and the request for a shareholder list by your largest shareholder; the recent adoption by NorthWesterns board of a stockholders rights plan; and the positive public reaction to keeping assets in a regionally based company that is committed to customer and community values as well as shareholder value. Given the importance of this transaction for both companies shareholders and customers, and the response we have thus far received from you, we cannot accept restrictions on our ability to pursue a combination with NorthWestern beyond those that would be reasonably limited in scope and duration. In the event you determine to engage in earnest negotiations, we stand ready to execute a confidentiality agreement that meets the reasonable requirements of both companies. We continue to believe there are unique strategic and operational benefits to be derived from a combination of NorthWestern and Black Hills. Of all the possible strategic alternatives for NorthWestern that we can envision, we believe our proposed combination creates the foundation for the greatest long-term value and performance overall. In the most basic terms: NorthWestern and Black Hills are a remarkably close fit from geographic, operational, regulatory and strategic perspectives. Together, we have an opportunity to build a strong, diversified energy company in the Northern Rocky Mountains/Northern Plains region, founded on the strength of our combined retail utility properties, together with Black Hills fuel management, resource planning expertise, and generation development and operations experience. Our proposal is financially and strategically superior to other public offers you have received to date. Based on public information, we believe that our proposal reflects full and fair value for NorthWestern shareholders. Our all-stock proposal offers NorthWestern shareholders a significant premium to pre-offer levels and also allows for continued participation in the upside potential of the combined company. As previously stated, we would consider paying part of the consideration in cash. Finally, we strongly believe that a combination of our two companies serves the best interests of both companies customers and the communities we each support. I look forward to your favorable response to our original proposal and this letter. I remain hopeful that we can achieve a reasonable resolution regarding the terms of a confidentiality agreement, so that we can focus our energies on pursuing the proposed combination together. /s/ David R. Emery | David R. Emery | Chairman, President and CEO | Stephen P. Adik | Jon S. Fossel | Julia L. Johnson | Philip L. Maslowe | Thomas J. Knapp | About Black Hills: Black Hills Corporation is a diversified energy company. Black Hills Energy, the wholesale energy business unit, generates electricity, produces natural gas, oil and coal, and markets energy. Our retail businesses are Black Hills Power, an electric utility serving western South Dakota, northeastern Wyoming and southeastern Montana; and Cheyenne Light, Fuel & Power, an electric and gas distribution utility serving the Cheyenne, Wyoming vicinity. More information is available at our Internet web site: www.blackhillscorp.com. Caution Regarding Forward Looking Statements: This document includes forward-looking statements as defined by the Securities and Exchange Commission, or SEC. We make these forward-looking statements in reliance on the safe harbor protections provided under the Private Securities Litigation Reform Act of 1995. All statements, other than statements of historical facts, included in this release that address activities, events or developments that we expect, believe or anticipate will or may occur in the future, including our statements relating to the proposed merger with NorthWestern and its anticipated benefits if consummated, are forward-looking statements. These forward-looking statements are based on assumptions which we believe are reasonable based on current expectations and projections about future events and industry conditions and trends affecting our business. However, whether actual results and developments will conform to our expectations and predictions is subject to a number of risks and uncertainties that, among other things, could cause actual results to differ materially from those contained in the forward-looking statements, including the risk factors described in Items 1 and 2 of our 2004 Annual Report on Form 10-K, in Item 2 of Part I of our quarterly reports on Form 10-Q filed with the SEC, and the following: Proposed Merger Risks and Uncertainties An agreement may not be reached; Our business and the business of NorthWestern may not be integrated successfully or such integration may be more difficult, time-consuming or costly than expected; Expected combination benefits from the proposed merger may not be fully-realized or realized within the expected time frame; The NorthWestern stockholders and/or our shareholders may not approve the merger; The regulatory approvals and any other required approvals in connection with the merger may not be obtained on the proposed terms or on the anticipated schedule; Revenues following the merger may be lower than expected; and Operating costs, customer loss and business disruption, including difficulties in maintaining relationships with employees, customers, clients or suppliers, may be greater than expected following the merger. New factors that could cause actual results to differ materially from those described in forward-looking statements emerge from time to time, and it is not possible for us to predict all such factors, or the extent to which any such factor or combination of factors may cause actual results to differ from those contained in any forward-looking statement. We assume no obligation to update publicly any such forward-looking statements, whether as a result of new information, future events, or otherwise. Investors and securityholders are urged to read the disclosure documents regarding the proposed merger when they become available because they will contain important information. Investors and securityholders will be able to obtain a free copy of such disclosure documents when they become available, as well as other filings containing information about Black Hills and NorthWestern, without charge, at the SECs internet site (http://www.sec.gov). Copies of the disclosure documents and the filings with the SEC that will be incorporated by reference in such disclosure documents can also be obtained without charge, when they become available, by directing a request to Shareholder Relations, Black Hills Corporation, P.O. Box 1400, Rapid City, SD 57709, Telephone Number: (605) 721-1700. The directors and executive officers of Black Hills may be deemed to be participants in the solicitation of proxies from Black Hills shareholders and NorthWestern stockholders in respect of the proposed merger. Information regarding the directors and executive officers of Black Hills is currently available in its proxy statement filed with the SEC by Black Hills on April 15, 2005. Other information regarding the participants in such proxy solicitation and a description of their direct and indirect interests, by security holdings or otherwise, will be contained in the disclosure documents and other relevant materials that will be filed by Black Hills with the SEC when they become available. Any information concerning NorthWestern contained in this document has been taken from, or is based upon, publicly available information. Although Black Hills does not have any information that would indicate that the information contained in this document that has been taken from such documents is inaccurate or incomplete, Black Hills does not take any responsibility for the accuracy or completeness of such information.

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Sytuacja w sektorze energetyki wymusiła na firmach konieczność redukcji kosztów – obniżania wynagrodzeń czy restrukturyzację zatrudnienia. Taka sytuacja negatywnie wpływa na motywację kadr i może przekładać się na obniżenie efektywności pracy lub decyzję o zmianie pracodawcy. Sprostanie wymogom ekologicznym i technologicznym, stojącym przed całą branżą energetyczną, nie jest możliwe bez zaangażowania pracowników otwartych na innowacyjne rozwiązania. Duże znaczenie odgrywa tu aktywne uczestnictwo pracowników w wewnętrznych programach informacyjnych i motywacyjnych. Ogromną rolę odgrywa wizerunek pracodawcy zbudowany w mediach. Kryzys gospodarczy, niepowodzenia prywatyzacyjne, opieszałość w realizacji planów rządu odnośnie nowej architektury rynku energii, zobowiązania międzynarodowe wynikające z pakietu klimatyczno-energetycznego w powiązaniu z węglową specyfiką polskiej elektroenergetyki, a także dalsza prywatyzacja sektorów bezpośrednio związanych z przemysłem energetycznym budują atmosferę niepewności, niezadowolenia i obawy przed masowymi zwolnieniami. A to znacząco obniża stopień zaangażowania pracowników w wykonywane obowiązki. Corporate storytelling – opowiedz historię przedsiębiorstwa Sukces przedsiębiorstw branży energetycznej zależy przede wszystkim od identyfikacji pracowników z firmą i jej wartościami, gdyż to oni są naturalnymi ambasadorami firmy. Wizerunek pracodawcy opiera się nie tylko na działaniach w otoczeniu zewnętrznym. Równie ważne jest, oparte o spójną strategię komunikacji wewnętrznej przedsiębiorstwa, stworzenie corporate storytelling oraz budowanie sieci ambasadorów. Jak mówimy, czyli formy motywacji pracowników Komunikacja wewnętrzna w firmie jest narzędziem budowania kultury organizacyjnej i zarządzania ryzykiem. Sposób, w jaki pracownicy postrzegają i oceniają swoją firmę, ma decydujące znaczenie dla ich postaw i identyfikowania się z organizacją, a ich motywacja i proaktywna postawa zależy od poziomu wiedzy o firmie. W branży energetycznej najsilniej reprezentowaną grupą społeczną wciąż są pracownicy fizyczni, dla których najważniejsze przy wyborze konkretnego pracodawcy jest zwykle poczucie stabilności zatrudnienia. Najpopularniejsze formy motywowania pracowników – podwyżki i premie – często bywają mniej skuteczne niż nagrody niematerialne. Niestety, w przypadku przedsiębiorstw branży energetycznej, gdzie liczba zatrudnionych sięga nawet kilku tysięcy, niemożliwym jest przygotowanie zindywidualizowanego przekazu kierowanego do każdego z osobna. W kształtowaniu dobrej atmosfery pomocne są wydawnictwa zakładowe, zbiorcze komunikaty czy szkolenia. Działania te nie są w stanie skutecznie budować poczucia stabilizacji w sytuacji, gdy media codziennie donoszą o planowanych zmianach, zwolnieniach czy zamknięciach zakładów. Wdrażane i realizowane na skalę masową programy dobrowolnych odejść (po zamknięciu procesu fuzji i przejęć), wspierane negatywną prasą stymulowaną przez liderów strony społecznej (takich jak związki zawodowe lub organizacje pracownicze), przyczyniają się do postrzegania procesu sprzedaży przedsiębiorstw przez pryzmat zwolnień i redukcji. Wzmaga to stres załóg, które dowiadują się o planowanych zmianach z mediów, jak również buduje szerokie wsparcie społeczne dla protestujących grup pracowniczych. Rachunkowi ekonomicznemu media przeciwstawiają tzw. human stories, czyli poruszające historie pojedynczych, często patologicznych, rozstań z pracownikiem. W ten sposób na łamach gazet kreśli się czarno-biały scenariusz, w którym jednostka walczy z nieludzką korporacją i brutalnymi prawami wolnego rynku. Gdzie szukać rozwiązań? Szczególnie cennym kapitałem firmy są wieloletni pracownicy, którzy swoją wiedzę, umiejętności oraz doświadczenie przekazują młodszym kolegom. Od jakości ich pracy, zaangażowania i kompetencji zależy nie tylko wizerunek, ale i wartość rynkowa przedsiębiorstwa. Należy przede wszystkim pamiętać o tym, że wśród zatrudnionych, m.in. w sektorze energetycznym, znajdziemy wielu znakomitych pracowników, którzy przez wiele lat związani z firmą, będą z zaangażowaniem realizować proces zmian i są gotowi na modyfikację indywidualnych warunków pracy, aby ich zakład przetrwał w trudnych czasach. Takich pracowników warto zidentyfikować i prowadzić z nimi rozmowy, budując koalicję na rzecz wdrażania nowego modelu biznesowego spółki. Z punktu widzenia komunikacji, bardzo pomocne w takim procesie, przeprowadzanym często w dużych grupach pracowników, jest odwoływanie się do wartości wspólnych dla załogi, właściciela i klienta firmy. Pozwala ono na sprawne wdrożenie informacji o kierunku rozwoju firmy i jednocześnie wskazuje na oczekiwania rynku oraz otoczenia w stosunku do firmy. Co ciekawe, nawet w badaniach opinii publicznej (Raport PBS DGA przygotowany na zlecenie On Board PR „Komunikacja przede wszystkim, czyli fuzje i przejęcia w energetyce” ) jasno widać grupę, która jest i może być w przyszłości liderem zmian w polskich przedsiębiorstwach – to kierownicy i kadra menedżerska średniego szczebla. Jest ona wskazywana jako ponosząca najmniejsze koszty społeczne procesów M&A [Mergers&Acqusistions – red]. Oznacza to, że informowanie członków tej grupy o szansach dla rozwoju ich kariery, wynikających z fuzji lub przejęcia przedsiębiorstwa, może być wiarygodnym elementem wspierającym komunikację wewnętrzną. Istotną kwestią w budowaniu pozytywnych relacji z pracownikami jest świadomość wsparcia ze strony pracodawców. Dla większości pracowników przyjazna atmosfera w pracy i dobre stosunki w zespole to czynniki odgrywające największą rolę przy wyborze pracodawcy. Jak dotrzeć do najlepszych i przekonać ich do pracy w przedsiębiorstwie? W krajach, w których większość pracowników zbliża się do wieku emerytalnego, brak wykwalifikowanych osób do pracy to zjawisko widoczne niemal w każdej gałęzi gospodarki. Problem ten jest szczególnie istotny w branży energetycznej, gdzie od pracowników wymaga się specjalistycznych umiejętności. Wyniki badania przeprowadzonego prze PBS DGA na zlecenie On Board PR pokazują, że tylko 13% respondentów wskazało sektor przemysłowy jako ten, w którym chcieliby pracować. Sektor nie cieszy się popularnością wśród pracowników umysłowych i studentów. Tylko co dziesiąty badany zadeklarował, że szukałby w nim zatrudnienia. Inwestycje w sektorze przemysłowym przyczyniają się do wzrostu zainteresowania grupą, jaką stanowią inżynierowie i doświadczeni pracownicy zakładowi. Wychodząc naprzeciw oczekiwaniom rynku, pracodawcy powinni wybrać narzędzia pomocne we wzbudzaniu u młodych ludzi zainteresowania przedsiębiorstwem jako docelowym miejscem pracy. Targi pracy, dni kariery, serwisy karier czy tzw. dni otwarte, to elementy, które powinna uwzględniać długofalowa strategia employer brandingowa organizacji. Naturalnym elementem strategii działań skierowanych do przyszłych pracowników jest aktywność w mediach społecznościowych i ich monitoring. Wszystkie sposoby motywowania mają wspólny cel – zwiększyć efektywność i zadowolenie pracowników, aby skutecznie wykonywali swoje obowiązki. To pierwszy krok do budowania zaufania pracowników do firmy i zarządu. Pamiętajmy jednak, że to od otwartości i zaangażowania zarządu zależy poziom satysfakcji z sukcesu i poczucia uczestnictwa pracowników w planowaniu rozwoju firmy. W sytuacji, gdy pracodawca pozwoli sobie na błąd, musi liczyć się z tym, że szybko zostanie zdyskredytowany, a utracone zaufanie trudno będzie odzyskać. Ekspert sektorowy, Industry&Government, Public Affairs and Lobbying w On Board PR. Specjalizuje się w relacjach rządowych oraz public affairs, budując relacje z ośrodkami decyzyjnymi na poziomie lokalnym i centralnym.

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A web server that provides metadata and data access for CDIP's NetCDF datasets, using OPeNDAP, OGC WMS and WCS, HTTP, and other remote data access protocols. A web utility for accessing data from CDIP's NetCDF data files. It serves station data in traditional CDIP formats, as well handling newer formats and wavecdf datasets from any source. ERDDAP™ (the Environmental Research Division's Data Access Program) is a data server that gives you a simple, consistent way to download subsets of scientific datasets in common file formats and make graphs and maps. Download an RSS reader (aka "aggregator") for your phone or add an RSS extension to your browser then click on the above button.

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Central Steel Supply is New England's premier steel service center. It all started in 1948 when Walter Lipsett bought the family business that was on the brink of bankruptcy. With only $1,500. in personal savings, and just two employees (Walter and his father), he convinced the corporate loan department at the Middlesex Bank in Everett that he could make a profit. The bank took a gamble on his company with a $100,000 line of credit and an expectation for increased profits and sales. Sales did soar and over the next two years Central Steel and American Steel Trading Corp. (a newly formed company) prospered. The company continued to grow until Walter was called to service in the Korean war. When Walter returned to the business after serving 2 years in the Navy, he, once again, found the business on the verge of bankruptcy. However, this time, the bank readily provided their full support to the Company because of Walter’s past track record. After many years of great success, Central Steel was, once again, faced with a serious setback. Over many years, an occasional event would endanger the Company’s future, but the most serious challenge occurred in 1982 when a destructive fire destroyed the building, equipment and inventory. Unfortunately, insurance did not cover the multi million dollar loss and the time delay to resume normal operation had a terrible impact on the Company. However, with hard work and determination, Central Steel was back on its feet on the road to success and Walter made sure that all employees received their full compensation including sick pay, vacation pay and bonuses. During the past 10 years, Walter has been most fortunate to have his son-in-law, John deVries, join him at the helm. John has instituted many changes and programs which have enhanced the company’s performance. John was responsible for redesigning and upgrading the warehouse which has become the model steel service center in New England. He has effectively utilized Central’s membership in the North American Steel Alliance and his quarterly newsletters have become an invaluable resource to the industry. At Central Steel, the teamwork between sales, office, warehouse and shipping is extraordinary to satisfy the needs of its customers. Many companies may make this claim but at Central Steel it is a philosophy adopted and practiced by every employee regardless of his or her position in the company. Employee turnover is minimal and, in many cases, multiple family members such as sons, sisters and son-in-laws work at the company. Some employees have been at Central Steel for as long as 44 years. Walter and John are indeed fortunate to have loyal employees whose dedication to the company’s accomplishments is just as strong as theirs. The determination, entrepreneurial spirit and passion of Walter and John (now President of the Company) has made Central Steel Supply Co. a most unique and special company.

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