History Corps – Hamline Midway History http://hamlinemidwayhistory.org/ Wed, 23 Nov 2022 08:27:40 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://hamlinemidwayhistory.org/wp-content/uploads/2021/08/hamline-midway-history-icon-150x150.jpg History Corps – Hamline Midway History http://hamlinemidwayhistory.org/ 32 32 The Piper Heidsieck winemaker is leading the charge toward B-Corp certification. A major champagne house takes the first step in its operational reinvention. https://hamlinemidwayhistory.org/the-piper-heidsieck-winemaker-is-leading-the-charge-toward-b-corp-certification-a-major-champagne-house-takes-the-first-step-in-its-operational-reinvention/ Wed, 23 Nov 2022 05:01:12 +0000 https://hamlinemidwayhistory.org/the-piper-heidsieck-winemaker-is-leading-the-charge-toward-b-corp-certification-a-major-champagne-house-takes-the-first-step-in-its-operational-reinvention/ Emilien Boutillat, Chief Oenologist of Piper-Heidsieck, galvanized the Champagne House team and took them on the road with him to obtain the B-Corp certification which they have just obtained with a score of 91, 9 dots. Piper-Heidsieck CEO Benoit Collard (pictured above with Boutillat) said, “This process began with an energetic spirit from our Head […]]]>

Emilien Boutillat, Chief Oenologist of Piper-Heidsieck, galvanized the Champagne House team and took them on the road with him to obtain the B-Corp certification which they have just obtained with a score of 91, 9 dots.

Piper-Heidsieck CEO Benoit Collard (pictured above with Boutillat) said, “This process began with an energetic spirit from our Head Winemaker Emilien Boutillat, who propelled our entire team on a journey to work together towards a common mission, and I am immensely proud to see this remarkable achievement come to life. Becoming B Corp certified marks a commemorative occasion in Piper-Heidsieck’s history, but it also means that together we strive to achieve lasting change and hope to inspire others in the wine industry to implement similar initiatives.

B Corp certification is granted to companies that meet high standards for social and environmental impact. The B-Corp certification process is rigorous and companies are not always successful in their efforts to be verified by B Lab.

“Achieving B Corp certification reflects our pioneering philosophy and our bold initiative to be a driver of change within the Champagne industry. This certification not only recognizes our environmental impact in the vineyards, but extends to our entire wine ecosystem, our community and our workplace,” Collard said.

The Champagne House has set a number of targets, including reducing the carbon footprint by 46% by 2030 and launching an energy saving program to use 40% of less energy by 2025, by eliminating the use of fossil fuels in production activities.

Weighing 835g, Piper-Heidsieck has had the lightest bottle on the market since 2010 and has been using 100% renewable electricity since 2021.

The Piper Lab has set up experiments in its vineyards to build the viticulture of tomorrow: cover crops, organic farming and agroforestry. It has since planted 1,000 trees and shrubs of local species and installed eight beehives to preserve and promote biodiversity.

Piper-Heidsieck has been certified VDC (Sustainable Viticulture in Champagne) and HVE 3 (High Environmental Value) since 2015.

The winery does not use herbicides, pesticides, chemicals against rot, or carcinogenic, mutagenic and toxic for reproduction (CMR) substances to reduce the impact on health and the environment.

For Piper-Heidsieck, the B Corp certification represents a first step in reimagining the operations of the iconic champagne house toward a positive, goal-driven business model. The company also has a strong commitment to equity, inclusivity and diversity both internally and through its engagement with suppliers.

Piper-Heidsieck Head Winemaker, Emilien Boutillat and CEO, Benoit Collard

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8i Acquisition 2 Corp. and EUDA Health Limited Complete Business Combination https://hamlinemidwayhistory.org/8i-acquisition-2-corp-and-euda-health-limited-complete-business-combination/ Thu, 17 Nov 2022 22:24:01 +0000 https://hamlinemidwayhistory.org/8i-acquisition-2-corp-and-euda-health-limited-complete-business-combination/ Singapore, Nov. 17, 2022 (GLOBE NEWSWIRE) — 8i Acquisition 2 Corp. (the “Company” or “LAX”) (NASDAQ: LAX), a publicly traded special purpose acquisition company, today announced the completion of its business combination (the “Business Combination”) with EUDA Health Limited (“EUDA Health”), a Singapore-based digital health platform that aims to make healthcare more affordable and accessible […]]]>

Singapore, Nov. 17, 2022 (GLOBE NEWSWIRE) — 8i Acquisition 2 Corp. (the “Company” or “LAX”) (NASDAQ: LAX), a publicly traded special purpose acquisition company, today announced the completion of its business combination (the “Business Combination”) with EUDA Health Limited (“EUDA Health”), a Singapore-based digital health platform that aims to make healthcare more affordable and accessible and improve patient experience by delivering better outcomes through healthcare personalized.

The combined company will operate as “EUDA Health Holdings Limited” and will be led by Founder and Chief Executive Officer, Dr. Kelvin Chen. Effective when markets open on November 18, 2022, the combined company’s common stock and warrants will trade on the Nasdaq Stock Market under the symbols “EUDA” and “EUDAW”, respectively.

Upon completion of the business combination, all remaining LAX units will be separated into their underlying components, which consist of one common stock, one redeemable warrant and one right. Two redeemable warrants entitle the holder to purchase one common share and every tenth warrant entitles the holder to one common share.

The transaction was approved by LAX shareholders at the special meeting held on November 10, 2022.

“The completion of this business combination transaction represents a significant step forward in our mission: to make healthcare more affordable and accessible, while improving the patient experience and healthcare outcomes through better healthcare. personalized,” said Dr. Kelvin Chen, Founder and CEO of EUDA Health. “Becoming a public company allows EUDA Health to further enhance its platform ecosystem and expand its end-to-end comprehensive care across Asia Pacific and beyond. We are grateful for the support of LAX’s management team throughout this transaction and are committed to delivering lasting value to our shareholders, patients and business partners.

James Meng Dong Tan, CEO and Director of 8i Acquisition 2 Corp., said, “On behalf of LAX management and our investors, we would like to congratulate the EUDA Health team on the successful business combination. . EUDA Health’s differentiated AI platform is a defining approach to personalized healthcare and at the forefront of promoting true patient empowerment. Our confidence in EUDA Health’s value proposition, significant market opportunities and growth prospects continues to grow and we look forward to continuing our partnership. »

Loeb & Loeb LLP acted as US counsel to LAX. Kaufman & Canoles, PC acted as US counsel to EUDA Health.

About EUDA Health Limited

EUDA Health Limited is a Singapore-based health technology company that operates a first-of-its-kind digital healthcare ecosystem in Southeast Asia aimed at making healthcare affordable and accessible, and improving the experience patients by delivering better outcomes through personalized healthcare. The company’s proprietary unified AI platform quickly assesses a patient’s medical history, triages a condition, digitally connects patients to clinicians, and predicts optimal treatment outcomes. EUDA Health’s holistic approach supports patients through all stages of care, including wellness and prevention, urgent and emergency care, pre-existing conditions, and aftercare services.

About 8i Acquisition 2 Corp.

8i Acquisition 2 Corp. is a British Virgin Islands company incorporated in January 2021 as a blank check company for the purpose of entering into a merger, share exchange, asset acquisition, share purchase, recapitalization, reorganization or a similar business combination with one or more companies. or entities.

Forward-looking statements

This document contains “forward-looking statements” within the meaning of the United States federal securities laws with respect to the business combination transaction between LAX and EUDA Health. Forward-looking statements are generally accompanied by words such as “believe”, “may”, “will”, “estimate”, “continue”, “anticipate”, “intend”, “expect”, ” should”, “should”, “plan”, “future”, “prospects” and similar expressions which predict or indicate future events or trends or which are not statements of historical matters, but the absence of these words does not mean not that a statement is not forward-looking. These forward-looking statements include, but are not limited to, statements regarding estimates and forecasts of other performance measures and projections of market opportunities. These statements are based on various assumptions, whether or not identified in this press release and the current expectations of the respective managements of LAX and EUDA Health and are not predictions of actual performance. These forward-looking statements are provided for informational purposes only and are not intended to serve as, and should not be relied upon by, any investor as a guarantee, assurance, prediction or definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and will differ from the assumptions. Many real events and circumstances are beyond the control of LAX and EUDA Health. Some important factors that could cause actual results to differ materially from those contained in the forward-looking statements could include changes in domestic and foreign business, market, financial, political and legal conditions.

These forward-looking statements are subject to a number of risks and uncertainties. These risks and uncertainties include, but are not limited to, the factors described in the section entitled “Risk Factors” in the prospectus filed by LAX in connection with its IPO on November 22, 2021. Important factors, among others, which may affect actual results or results include: the failure of the parties to successfully or timely complete the business combination, including the risk that required regulatory approvals may not be obtained, may be delayed or may be subject to unforeseen conditions that could adversely affect EUDA Health or the benefits of the business combination, if not obtained; failure to realize the anticipated benefits of the business combination; matters discovered by the parties as they complete their respective due diligence investigations of the other parties; the ability of LAX prior to the business combination, and EUDA Health after the business combination, to maintain the listing of LAX’s stock on NASDAQ; costs related to the business combination; and the outcome of any legal proceedings that may be brought against LAX or EUDA Health related to the business combination. Important factors that could cause the actual results or results of the combined company to differ materially from those discussed in the forward-looking statements include: EUDA Health’s limited operating history and net loss history; EUDA Health’s ability to manage growth; EUDA Health’s ability to execute its business plan; EUDA Health’s estimates of the size of markets for its products; the rate and degree of market acceptance of EUDA Health’s products; EUDA Health’s ability to identify and integrate acquisitions; potential litigation involving the Company or EUDA Health or the validity or applicability of EUDA Health intellectual property; and general economic and market conditions affecting demand for EUDA Health’s products and services.

If one of these risks materializes, or if our assumptions prove incorrect, actual results could differ materially from the results implied by these forward-looking statements. There may be additional risks not currently known to LAX or EUDA Health, or that LAX and EUDA Health currently believe to be immaterial, which could also cause actual results to differ from those contained in the forward-looking statements. In addition, forward-looking statements reflect LAX and EUDA Health’s current expectations, plans and forecasts regarding future events and views as of the date hereof. Nothing in this press release should be taken as a representation by anyone that the forward-looking statements set forth herein will be realized or that any of the results contemplated by such forward-looking statements will be achieved. You should not place undue reliance on the forward-looking statements contained in this press release, which speak only as of the date on which they are made and are qualified in their entirety by reference to the cautionary statements contained herein and the risk of LAX and EUDA Health described above. . LAX and EUDA Health anticipate that subsequent events and developments will cause their ratings to change. However, although LAX and EUDA Health may choose to update these forward-looking statements at some time in the future, they each expressly disclaim any obligation to do so, except as required by law. These forward-looking statements should not be taken to represent the assessments of LAX or EUDA Health as of any date subsequent to the date of this press release. Accordingly, undue reliance should not be placed on forward-looking statements.

For investor and media inquiries, please contact:
Gateway group
IR: Cody Slach or Matthew Hausch
PR: Zach Kadletz
Phone: (949) 574-3860
Email: EUDA@gatewayir.com

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Flow Beverage Corp. signs a distribution agreement with Foodbuy https://hamlinemidwayhistory.org/flow-beverage-corp-signs-a-distribution-agreement-with-foodbuy/ Tue, 15 Nov 2022 12:00:00 +0000 https://hamlinemidwayhistory.org/flow-beverage-corp-signs-a-distribution-agreement-with-foodbuy/ TORONTO–(BUSINESS WIRE)–Flow Beverage Corp. (TSX: FLOW; OTCQX: FLWBF) (“Flow” or the “Company”) today announced that it has signed a distribution agreement with Foodbuy Foodservice (“Foodbuy”), whereby alkaline spring water Flow will be available for purchase at more than 11,000 new retail outlets across the hospitality and leisure, restaurant and catering, gaming and casino, country club, […]]]>

TORONTO–(BUSINESS WIRE)–Flow Beverage Corp. (TSX: FLOW; OTCQX: FLWBF) (“Flow” or the “Company”) today announced that it has signed a distribution agreement with Foodbuy Foodservice (“Foodbuy”), whereby alkaline spring water Flow will be available for purchase at more than 11,000 new retail outlets across the hospitality and leisure, restaurant and catering, gaming and casino, country club, healthcare and education. This distribution agreement represents another strategic step in Flow’s growing restaurant business, which also includes recent contracts with hotel group Accor and Norwegian Cruise Lines Holdings Ltd.

Foodbuy Foodservice is a division of Foodbuy, LLC – North America’s largest foodservice procurement and supply chain solutions organization. Foodbuy provides sourcing, distribution management, shopping optimization, culinary solutions consulting, e-sourcing and auditing services to a range of businesses including hospitality, restaurants and hotels, retirement homes and educational institutions.

Flow Founder and CEO Nicholas Reichenbach said:We are delighted to add Foodbuy as a distribution partner in the food service industry, a very important sector which we believe will lead to significant growth for Flow. Foodservice sales not only contribute to our top line, they drive testing and are a catalyst for growth in other segments such as retail and e-commerce. To that end, the Flow team has made tremendous strides in building our foodservice distribution network with elite organizations such as Foodbuy. For Flow, this distribution agreement leverages Foodbuy’s vast network of consumers in the United States who currently do not have access to Flow products and diversifies our distribution capabilities with an organization that shares our vision and values.

About Foodbuy

Foodbuy Foodservice is a division of Foodbuy, LLC – North America’s largest foodservice procurement and supply chain solutions organization and the sole sourcing partner of its parent company, Compass Group North America. Foodbuy manages a purchasing volume of over $26 billion, giving it an edge when negotiating contracts for Compass Group and Foodbuy members.

About the feed

Flow is one of the fastest growing premium water companies in North America. Founded in 2014, Flow’s mission from day one has been to reduce environmental impacts by providing sustainably sourced naturally alkaline spring water in plant-based packaging that is recyclable and up to 75% renewable. Today, the brand is B-Corp certified with a score of 126.5, the best in its category, offering a diverse range of beverages focused on health and well-being: original naturally alkaline spring water, organic flavors award-winning, infused with collagen and vitamins. – infused flavors in sizes ranging from 330 ml to 1 litre. All products contain naturally occurring essential electrolytes and minerals and support Flow’s overall goal of “bring well-being to the world through the positive power of water. Flow beverages are available online at flowhydration.com and are sold in over 36,000 stores across North America.

For more information about Flow, please visit Flow’s Investor Relations site at: investor.flowhydration.com.

Caution

This press release may contain “forward-looking statements” within the meaning of applicable Canadian securities laws. These forward-looking statements include, but are not limited to, information regarding our goals and strategies to achieve those goals, as well as information regarding our beliefs, plans, expectations, anticipations, estimates and intentions. Forward-looking statements are generally identified by the use of words such as “may”, “should”, “should”, “could”, “expect”, “intend”, “estimate”, ” anticipate”, “plan”, “expect”, “believe” or “continue”, although not all forward-looking statements contain these words. Forward-looking statements are provided for the purpose of helping the reader understand Flow and its business, operations, prospects and risks at any given time in the context of possible historical and future developments, and the reader is therefore cautioned that such information may not be suitable for other purposes. Forward-looking statements are based on assumptions and are subject to a number of risks and uncertainties, many of which are beyond our control, which could cause actual results to differ materially from those disclosed or under -understood by these forward-looking statements. These risks and uncertainties include the following: the impact and spread of COVID-19; ability to achieve and manage growth; inability to develop sales capabilities; changes in consumer preferences; criticism of packaged water; maintain brand image and product quality; limited or unavailable spring water sources; inability to package products; increased competition; accurately estimate demand; maintain relationships with distributors and vendors; the changing retail landscape; improper product design or development; misrepresentation of product information; revenue derived entirely from packaged beverages; increases in costs or shortages of materials; fluctuation in quarterly operating results; no guarantee of profitability; foreign currency fluctuations; changes in government regulations; contamination or recalls of ingredients or finished products; loss of intellectual property rights; dispute; future tax rates; catastrophic events; climate change; seasonal trade; dependence on key information systems and third party service providers; ability to securely store confidential information; maintain and upgrade information technology systems; conflict of interest; two-class share structure; potential stock price volatility; no guarantee of active market for shares; lack of dividends; global financial situation; publication of inaccurate or unfavorable research and reports; operating history; and management and conflicts of interest. Accordingly, all forward-looking statements contained herein are qualified by the foregoing cautionary statements, and there can be no assurance that the results or developments anticipated by us will be realized or, even if substantially realized, that they will have the expected consequences. or effects on our business, financial condition or results of operations. Unless otherwise stated or the context indicates otherwise, the forward-looking statements contained herein are made as of the date hereof, and we undertake no obligation to update or modify any such forward-looking statements, whether as a result of new information, future events or otherwise. , except as required by applicable law.

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Softbank tones down the drama as Son walks away https://hamlinemidwayhistory.org/softbank-tones-down-the-drama-as-son-walks-away/ Sat, 12 Nov 2022 16:00:00 +0000 https://hamlinemidwayhistory.org/softbank-tones-down-the-drama-as-son-walks-away/ The new incarnation of the Japanese firm, with its founder leaving center stage, will be less flamboyant By Gearoid Reidy / Bloomberg Opinion Softbank Group Corp has long stood out for its flamboyant earnings events. As the former telecommunications company transformed into the world’s largest venture capitalist, they had become a fixture, a sort of […]]]>

The new incarnation of the Japanese firm, with its founder leaving center stage, will be less flamboyant

  • By Gearoid Reidy / Bloomberg Opinion

Softbank Group Corp has long stood out for its flamboyant earnings events. As the former telecommunications company transformed into the world’s largest venture capitalist, they had become a fixture, a sort of psychedelic version of billionaire investor Warren Buffett’s annual letter to shareholders.

Slides and commentary from Softbank founder Masayoshi Son had it all – golden eggs, flying unicorns, comparisons to Jesus Christ, inexplicable earnings projections from WeWork Inc.

Even in bad times, Son would give us a mysterious equation to solve or a history lesson about an apologetic feudal warlord. By comparison, last week’s earnings event was, frankly, rather boring.

Photo: AFP

And they must become duller. Son revealed he needed to step away from future events – as well as day-to-day running of the business itself – to focus on building Arm Ltd, chip design firm Softbank didn’t. managed to sell to Nvidia Corp.

The only chance for investors to hear from Son will be at the annual shareholder meeting in June.

This breaks with decades of precedent. Son spoke last week for one last time for now, giving about 25 minutes on his plans for Arm before handing over to Softbank’s chief financial officer (CFO), Yoshimitsu Goto. While no slouch, Goto gave a much more traditional numbers and charts briefing.

Photo: Reuters

It is not uncommon in Japan for a CFO to give most of the earnings presentations.

Last month, Sony Group Corp CFO Hiroki Totoki spoke to the media, not Sony CEO Kenichiro Yoshida.

However, Softbank has long been anything but the traditional Japanese company: in addition to those slide decks, Son’s candor and willingness to answer any questions and combination of self-mockery and boastfulness (as well as the potential for some truly mind-blowing numbers) made the must-see TV wins.

If it’s coming to an end, that’s how the company wants to operate right now – low-key and out of the spotlight, at least until market conditions are more favorable to its business model. investment often questioned.

“Inflation is not going to be brought under control anytime soon, and it will be difficult even for listed companies, let alone unlisted ones,” Son said before handing over the reins to Goto. “We have to strengthen our defence.”

Softbank wasn’t kidding when it pledged earlier this year to go into defensive mode, a change that former banker Goto would take the lead on. As a result, there was little to report this quarter – no new takeover announcements, no new asset sales and no significant update on the initial public offering (IPO) for Arm, which was postponed beyond the end of the fiscal year ending in March. .

Son appears to have become infatuated with the business which he now says he never really wanted to sell, and which he has proclaimed will be a new engine of growth for the company – and for its “technology revolution”. information”.

What could end up taking up most of his time is trying to raise the IPO valuation to the levels he expects, which wouldn’t be easy in this market.

A much more traditional figure than Son, Goto emphasized security and stability, highlighted the company’s strong cash position and low loan-to-value ratio, and noted that although the terms of the market would eventually improve, the company needed to take a conservative approach.

It’s a mood already seen in the plunge of new Vision Fund investments. The company spent just $300 million in the three months to September, down 97% from a year earlier.

The next few quarters are likely to be even more stingy – it’s a bad time to be a start-up looking for investments.

Goto underscored his skepticism of China, saying it’s “becoming more unstable by the day” and cryptocurrencies, which he says “are not part of the vision of the Vision. funds”.

Son’s speech had something of an end-of-an-era feeling to it. With the founder planning to focus on Arm for the time being, it even looks like it could be the swansong for “information age venture capitalist” Softbank.

The company has reincarnated several times over the years, going from broadband provider to mobile phone mogul to investment giant. Maybe their next incarnation is just a little boring.

Gearoid Reidy is a Bloomberg Opinion columnist covering Japan and the Koreas. He previously led the breaking news team in North Asia and was the deputy chief of the Tokyo bureau.

This column does not necessarily reflect the opinion of the Editorial Board or of Bloomberg LP and its owners.

Comments will be moderated. Keep comments relevant to the article. Remarks containing abusive and obscene language, personal attacks of any kind or promotion will be removed and the user banned. The final decision will be at the discretion of The Taipei Times.

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Traditional Veterans Day Salute Planned in Covington | St. Tammany Community News https://hamlinemidwayhistory.org/traditional-veterans-day-salute-planned-in-covington-st-tammany-community-news/ Sat, 05 Nov 2022 10:45:00 +0000 https://hamlinemidwayhistory.org/traditional-veterans-day-salute-planned-in-covington-st-tammany-community-news/ The Robert H. Burns American Legion Post 16 will hold a traditional Veterans Day Ceremony at the St. Tammany Parish Justice Center in Covington at 10 a.m. on November 11 to remember and honor the service of the United States military. The ceremony is open to the public and all veterans are encouraged to attend […]]]>

The Robert H. Burns American Legion Post 16 will hold a traditional Veterans Day Ceremony at the St. Tammany Parish Justice Center in Covington at 10 a.m. on November 11 to remember and honor the service of the United States military. The ceremony is open to the public and all veterans are encouraged to attend and be honored.

Presiding Judge Raymond Childress of the 22nd Judicial District Veterans Court will be the guest speaker. Others scheduled to deliver brief remarks include Parish President Mike Cooper; Son of American Legion Cmdr. Scott Cousins; Pam Herty, from the auxiliary of the post 16 of the Legion; and Matt Cole of the LCpl. Justin D. McCleese’s Marine Corps League Detachment in Covington. The St. Tammany Veterans Honor Guard, Daughters of American Heritage and Daughters of the American Revolution will also participate.

A reception will follow.

Celebrate at the Marine Corps Ball

A Marine Corps Ball to celebrate the proud fighting force’s 247th anniversary will be held Nov. 12 in Covington, and it’s open to the community, veterans, and active-duty service members.

The ball is presented by Marine Corps League Lt. Cpl. Justin D. McLeese Detachment 1487 at American Legion Hall, Post 16 at American Legion Hall. Admission is $50 to $125. For tickets, visit https://247thbirthdayball.eventbrite.com.

Funds raised will help support the Marine Corps Reserve “Toys for Tots St. Tammany” as well as other causes and veteran initiatives that promote the ideals of the Marine Corps League.

Dress code is semi-formal/professional. Service members must wear the appropriate dress uniform for their branch, while members of the Marine Corps League or members of other veterans’ organizations may wear the appropriate dress uniform for their organizations. Veterans are also encouraged to wear their branch uniform appropriately in accordance with regulations. No height and weight requirements will be applied.

After the ceremony, guests can enjoy a buffet dinner, open bar, water and soft drinks, and live music from the Blenderz Band.

Because the Marine Corps Birthday Ball falls in Toys for Tots season, and the local detachment will support this mission. In addition to funds raised at the ball, guests are encouraged to bring a new, unwrapped toy. There will be a drop off location near the entrance doors to American Legion Hall.

Sponsorships are available and donations are tax deductible. The Marine Corps League Detachment is a 501(c)4 organization. Checks should be made out to the Marine Corps League.

Hear veterans tell their own stories

The St. Tammany Parish Library System reminds everyone to help mark Veterans Day by listening to the oral histories of American veterans who call St. Tammany home. The library’s Veterans History Project, which records these stories as told by the men and women who lived through them, can be enjoyed at www.sttammanylibrary.org/veterans.

For veterans who still wish to participate in this project, the library asks them to contact Reference Librarian Evan Kramer via email at evan.kramer@stpl.us and let him know. Provide a phone number and email address so she can get in touch and schedule an interview. To hear him discuss the project, listen to the Check It Out podcast, episode 137, at bit.ly/CIOPodcastEp137.

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#24 Mavericks Begin Homestand This Saturday vs. Mustangs – Minnesota State University https://hamlinemidwayhistory.org/24-mavericks-begin-homestand-this-saturday-vs-mustangs-minnesota-state-university/ Wed, 02 Nov 2022 15:05:23 +0000 https://hamlinemidwayhistory.org/24-mavericks-begin-homestand-this-saturday-vs-mustangs-minnesota-state-university/ History links MANKATO, MN — #24 Minnesota State enters a two-game home game this Saturday as they take on the Southwest Minnesota State Mustangs. Kick-off is scheduled for 12:00 p.m. Our history: The 2022 season marks the school’s 95th football season. The Mavericks are 491-393-28 (.553) in 912 games since […]]]>

MANKATO, MN — #24 Minnesota State enters a two-game home game this Saturday as they take on the Southwest Minnesota State Mustangs. Kick-off is scheduled for 12:00 p.m.

Our history: The 2022 season marks the school’s 95th football season. The Mavericks are 491-393-28 (.553) in 912 games since their inception as a college sport in 1922. Minnesota State is in its 14th season in the Northern Sun Intercollegiate Conference and holds a record of 127-20 (.863) in league action. Over its history, MSU has won 23 conference championships, including 14 NIC titles and seven NSIC championships. The Mavericks made their 12th NCAA Tournament appearance in 2019. MSU holds an overall NCAA playoff record of 14-12.

Take the reins: The 2022 season marks the 13th season with the head coach Todd Hoffner on the sidelines. In his 13 seasons at Minnesota State, Hoffner compiled a 119-29 (.804) record, including six NSIC championships and seven trips to the NCAA Tournament in 2008, 2009, 2014, 2015, 2017, 2018 and 2019.

Hoffner was named AFCA Region 5 Coach of the Year in 2019, marking the third time he has received the award, with the first two instances occurring in the 2014 and 2018 seasons. named AFCA Division II National Coach of the Year as the Mavericks advanced to their second NCAA championship game in five seasons.

Hoffner’s 119 coaching victories at Minnesota State are the most in program history. Hoffner surpassed Dan Runkle’s record of 108 career coaching wins following MSU’s 68-10 win over Minot State on Sept. 25, 2021.

Series vs. Southwest Minnesota State: Saturday’s game between Minnesota State and Southwest Minnesota State marks their 20th meeting, with the Mavericks leading the all-time series 19-0. Last season, MSU beat the Mustangs 52-0 at Marshall.

Last season, second year Hayden Ekern threw for 128 yards and two touchdowns, while senior Nyles Williams caught a touchdown pass. The Maverick defense recorded five interceptions against the Mustangs last season, including those by seniors Somon Anderson and Nicholas Vinson.

Regarding the Mavericks: Minnesota State comes into possession this weekend with a 7-2 record after the Mavericks beat Sioux Falls 38-24 last weekend on the road.

As a team, MSU had 359.7 rushing yards per game this season, including 203.1 passing yards and 156.6 rushing yards, while scoring 31.2 points. The Mavericks are also 7 for 10 on fourth downs.

Junior Shen Butler Lawson leads Maverick’s rushing offense with 534 yards and eight touchdowns.

Second year Hayden Ekern threw for 894 yards and six touchdowns. Senior Nyles Williams leads the Maverick receiving corps with 379 yards and four touchdowns.

The Maverick defense has allowed 23.2 points and 365.4 total offensive yards per game this season, including 237.8 passing yards and 127.6 rushing yards.

Second year Conrad Payton leads the Maverick defense with 50 tackles, while the sophomore Jacob Daulton totaled 42 tackles and two interceptions. Junior Carpenter of Trent collected 39 tackles, while the second Terrell Room had 27 tackles and defended nine passes.

Regarding Mustangs: Southwest Minnesota State enters the weekend with a 4-5 record, including a 34-15 loss to Bemidji State at home last weekend.

As a team, SMSU is averaging 24.8 points and 379.1 total rushing yards per game this season. The Mustangs are averaging 204.5 passing yards and 174.6 rushing yards per game.

Jesse Sherwood leads the SMSU rushing offense with 1,041 yards and seven touchdowns. Donald Austin had 553 yards and a touchdown as well.

John Romero has thrown for 244 yards and two touchdowns this season, while Justus McComb has thrown for 717 yards and four touchdowns. Peter Osman leads the SMSU receiving corps with 308 yards and two touchdowns.

As a unit, the SMSU defense has allowed 24.9 points and 379.1 total rushing yards per game this season. Opponents have averaged 174.6 rushing yards and 204.5 passing yards per game this season against the Mustangs.

Onte Burns leads the SMSU defense with 81 tackles this season, including 5.0 tackles for a loss. Josiah Hedensten had 65 tackles, including five for a loss, while Marquise Ogletree had 34 tackles and defended seven assists.

NCAA Regional Rankings: Minnesota State was ranked fourth in the second edition of the NCAA Super Region 4 rankings this week.

5th trimester: Maverick fans will be able to participate in the 5th quarter following our next two home games.

The fifth quarter after MSU’s game against Southwest Minnesota State will be at Johnny B’s.

Following the Mavericks’ regular season finale against Winona State, the fifth quarter will take place at the Loose Moose.

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Powerball winning numbers: jackpot reaches around $1 billion, the 2nd largest in history https://hamlinemidwayhistory.org/powerball-winning-numbers-jackpot-reaches-around-1-billion-the-2nd-largest-in-history/ Sun, 30 Oct 2022 14:00:46 +0000 https://hamlinemidwayhistory.org/powerball-winning-numbers-jackpot-reaches-around-1-billion-the-2nd-largest-in-history/ NEW YORK (WABC) — The Powerball jackpot has reached around $1 billion ($497.3 million in cash) for the upcoming Halloween draw, after no one matched all six numbers on Saturday night. Saturday’s winning numbers were: 40-19-57-31-46 Powerball: 23 According to lottery officials, this is the second time in Powerball history that the advertised jackpot has […]]]>

NEW YORK (WABC) — The Powerball jackpot has reached around $1 billion ($497.3 million in cash) for the upcoming Halloween draw, after no one matched all six numbers on Saturday night.

Saturday’s winning numbers were: 40-19-57-31-46 Powerball: 23

According to lottery officials, this is the second time in Powerball history that the advertised jackpot has reached $1 billion.

If a player wins Monday’s jackpot, it will be the second biggest jackpot in Powerball history.

You can watch the Powerball draw at 11 p.m. every Monday, Wednesday and Saturday at abc7ny.com/lottery and on our 24/7 streaming channel.

Although no one won the grand prize, you should still check your tickets. Six tickets won a $1 million prize after matching all five white balls drawn.

A ticket sold in Florida matched the five white balls and increased the price to $2 million by including the Power Play feature for an additional $1 per play.

In our region, four third prize winning tickets worth $50,000 were purchased in New York.

Prize-winning tickets were purchased at the Kai Smart Family Store on 32nd Avenue in Flushing, TM Gas & Food Corp, on Union Turnpike in Flushing, 249th Street Food Mart on Union Turnpike in Bellrose, and 7-Eleven on Pine Aire Drive in Bay Shore.

The winning tickets had four identical numbers and the Powerball.

RELATED: What to Consider If You Win the Lottery

The Powerball jackpot was last hit on August 3, when a ticket in Pennsylvania matched the five white balls and the red Powerball to win a $206.9 million jackpot.

Since then, there have been 37 consecutive drawings without a grand prize winner.

The Monday evening draw will be the 38th jackpot draw.

The biggest lottery jackpot of all time was a $1.586 billion Powerball prize won by three ticket holders in 2016.

Powerball is played in 45 states as well as Washington, DC, Puerto Rico and the US Virgin Islands.

Mega Millions also airs on abc7ny.com/lottery on Tuesdays and Thursdays at 11:00 p.m.

The Associated Press contributed to this report.

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Civics and history education can guarantee our democracy https://hamlinemidwayhistory.org/civics-and-history-education-can-guarantee-our-democracy/ Fri, 28 Oct 2022 02:58:41 +0000 https://hamlinemidwayhistory.org/civics-and-history-education-can-guarantee-our-democracy/ James F. O’Connor A famous tale about Benjamin Franklin is as follows: Franklin was coming out of Independence Hall after the 1787 Constitutional Convention, when someone shouted, “Doctor, what have we got? A republic or a monarchy? Franklin reportedly replied with, “A republic, if you can keep it.” The findings of a recent poll should […]]]>

James F. O’Connor

A famous tale about Benjamin Franklin is as follows: Franklin was coming out of Independence Hall after the 1787 Constitutional Convention, when someone shouted, “Doctor, what have we got? A republic or a monarchy? Franklin reportedly replied with, “A republic, if you can keep it.”

The findings of a recent poll should prompt the American people to heed Franklin’s response. A new poll from Quinnipiac University found that 69% of Democrats and 69% of Republicans say our democracy is “in danger of collapsing”.

To keep, as Franklin ominously warned, our republic together, the pressing question Americans must answer is: What are the solutions to strengthen our democracy?

One answer may lie in a recent federal bill with bipartisan support, The Civics Secures Democracy Act. This bill prioritizes the teaching of American history and civics from K-12 and reverses the historical underfunding of these subjects. In addition, it encourages more frequent use of the national assessment of educational progress and the valuable data it produces, and supports scholarship programs that strengthen and diversify the teaching force.

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Steven O. Kimbrough | Penn should create charitable societies to counter gentrification https://hamlinemidwayhistory.org/steven-o-kimbrough-penn-should-create-charitable-societies-to-counter-gentrification/ Tue, 25 Oct 2022 16:42:34 +0000 https://hamlinemidwayhistory.org/steven-o-kimbrough-penn-should-create-charitable-societies-to-counter-gentrification/ Guest column | Creation of a for-profit corporation (“B corp”) will solve gentrification problems in the university town By Steve Kimbrough 10 minutes ago UC townhouses, photographed April 2022. Credit: Oscar Vasquez Penn and its neighbors are facing a major gentrification event with reported plans to sell University City Townhomes, a stable and thriving low-income […]]]>

UC townhouses, photographed April 2022. Credit: Oscar Vasquez

Penn and its neighbors are facing a major gentrification event with reported plans to sell University City Townhomes, a stable and thriving low-income housing complex. The creation of a benevolent corporation (B corp), a specially chartered for-profit corporation with an additional legal obligation to produce public benefits of the types identified, could not only preserve townhouses, but also to improve.

Presumably, when selling the townhouses to a developer, the developer would then evict the residents, raze the complex, and replace it with housing and commercial establishments “at market price”. The situation has been reported and received local and national attention: for example, The DP story, various Philadelphia Inquirer stories which are unfortunately behind paywalls, and the Daily Kos story (with interesting commentary ), which was reprinted from Prism, offered comprehensive coverage on the matter. There was also much local unrest and protest, both in the local community and in Penn.

The question remains: what should and can be done, if anything?

What should be done, in my view, is to preserve and expand low- and middle-income housing in West Philadelphia in a way that sees it flourish for the benefit of its residents and neighbors, including the community of Penn. We all benefit from diversity and inclusion in the neighborhood. Its various cultural advantages alone are extremely valuable.

But how can this be accomplished? The owners of University City Townhomes have every right, indeed an obligation, under their existing legal arrangements, to maximize their profits without regard to the broader social interests that are certainly present. This is what standard for-profit corporations (known as C corporations) do. They are deeply amoral and always will be unless the incentives change.

It is therefore quite obvious that it is necessary to change the legal arrangements in place if we want to counter gentrification. How can this happen? This can happen by changing ownership of townhouses to a charitable corporation with a mission to support thriving housing for low and middle income people (including quality construction with weatherization, excellent insulation and electrification comprehensive in recognition of climate change). This promising idea should be urgently explored both for college townhouses and to counter gentrification in general.

The United States Small Business Administration explains what a for-profit corporation is:

“A for-profit corporation, sometimes referred to as a B Corp, is a for-profit corporation recognized by the majority of US states. B bodies are different from C bodies in terms of purpose, accountability and transparency, but are not different in how they are taxed.

“B bodies are driven by both mission and profit. Shareholders hold the company responsible for producing some sort of public benefit in addition to financial profit. Some states require B-corps to submit annual benefits reports that demonstrate their contribution to the public good.

The Commonwealth of Pennsylvania provides for the establishment and operation of B corporations.

Here’s how creating a B corp might work with respect to the UC townhouse situation:

After a thorough study of the idea and obtaining the necessary management expertise, a B corp would be created with an appropriate mission (housing support for low and moderate income people with quality construction, weatherization, excellent insulation and full electrification in recognition of climate change) and funds would be raised to run the business (e.g. through stock sales; hopefully the Penn community would get involved here; I know that I would).

After its establishment, the B corp would negotiate with the owner of University City Townhomes (or other owners in the neighborhood) and purchase the property. The deal could be sweetened by an agreement that the current owner would be given a contract to continue managing the property, with supervision from the new B corp, of course. This way, the owner gets both the sale price and a continued business opportunity.

This B corp would operate the property in accordance with its core mission, and would do so in a sustainable and permanent manner.

If something like this can be successfully achieved, the effects could well be transformative in a profoundly positive way. The success could be propagated to transform housing markets in gentrifying neighborhoods. We should expect resistance, even sabotage, from some elements of the C corp interests. There would be a lot to do to make it work.

Of course, serious due diligence should be performed. The idea should be drawn in pencil and, eventually, a business plan should be drawn up. But what is needed now is leadership with both expertise and means. Penn himself would be a candidate. As laudable as Penn’s current efforts are, promoting a Corporation B for low- and middle-income housing, greened for climate change (and perhaps student or staff housing?), would potentially have a huge effect – including health and safety benefits of improved indoor air quality and elimination of fossil fuel burning – to name but a few of the many notable positives . Let’s hope Penn steps in; however, there are also others who could provide the leadership and expertise needed to implement this solution.

May it happen.

Steven O. Kimbrough is a Professor of Operations, Information and Decisions and a philosophy teacher at Penn. He served as Chair of the Faculty Senate during the 2019-2020 academic year. During his tenure as President, he instituted CIRCE, the Faculty Senate Committee on the Institutional Response to the Climate Emergency. His email is kimbrough@wharton.upenn.edu.

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How Morro Rock nearly fell into oblivion https://hamlinemidwayhistory.org/how-morro-rock-nearly-fell-into-oblivion/ Sat, 22 Oct 2022 11:03:53 +0000 https://hamlinemidwayhistory.org/how-morro-rock-nearly-fell-into-oblivion/ Every good story has a big bad guy, and the saga of Morro Rock’s narrow escape from being turned into a pile of rubble is no exception. The 581-foot-tall wonder – one of the most beloved and remarkable natural landmarks off the Central Coast – was quarried almost into oblivion for nearly 80 years (1889-1969). […]]]>

Every good story has a big bad guy, and the saga of Morro Rock’s narrow escape from being turned into a pile of rubble is no exception.

The 581-foot-tall wonder – one of the most beloved and remarkable natural landmarks off the Central Coast – was quarried almost into oblivion for nearly 80 years (1889-1969).

Yet it is estimated that around 1 million tonnes of this landmark sits today, piled above and below the waterline in the Morro Bay breakwater, which signals entry into the city harbour. The site is a sacred space for the Chumash and Salinan tribes.

“Morro Rock is basically an island,” local historian and Morro Bay Historical Society curator Roger Castle told SFGATE. “You could go there at low tide; the first excavations were made before the turn of the [20th] century.”

A view of Morro Rock from the port of Morro Bay. The rock was quarried for 80 years to create a breakwater that led to the harbour. In 1968 the rock was declared a historical monument, ending its mining days.

Photo by Andrew Pridgen

“The only problem is the rock itself. The quality was not good enough and the [breakwater] at Morro Bay and at Avila, where it was used, both had to be rebuilt.

The Notorious Legacy of Colonel Earl G. Peacock

But the fact that the Morro Rock deposits weren’t good enough for their intended use in the port didn’t stop some from pushing to destroy it all, Castle said.

Others came before him, but no one was more vigilant in wanting to mine the 20 million ton rock until it disappeared into the Pacific than Colonel Earl G. Peacock, head of the western division of the Army Corps of Engineers.

A surfer watches and waits for a set of waves to arrive while sitting next to Morro Rock.

A surfer watches and waits for a set of waves to arrive while sitting next to Morro Rock.

Photo by Andrew Pridgen

And it’s not as if his legacy is distorted by the prism of history, either. Peacock had overseen the quarrying of the “Gibraltar of the Pacific” for the completion of the breakwater on behalf of the corps in the early 1960s. He was rebuffed by nearly every agency, organization and local elected official in the era.

The attempt to stop the destruction of the rock from the early 1960s was a truly bipartisan effort. Key players included city officials, members of Congress, members of the Sierra Club, members of the press and state and federal agencies, residents of Morro Bay and, most importantly, Peacock’s own contemporaries.



Robert Louden, then deputy chief of the corps’ western division, said the agency had finished quarrying at Morro Rock after the breakwater was completed. “It’s a hard quarry to run, no longer economical, and now dangerous,” Louden told the Santa Maria Times on February 6, 1963.

“An irreplaceable monument”

Initially, when construction of the breakwater was nearing completion, it appeared that Peacock seemed fine with the amount that had already been dumped from the rock.

“It would only cost another $250,000 if they had to bring in rock from somewhere else,” he told the Oakland Tribune in March 1964, when the breakwater was completed. “Only half of the rock used for the breakwater came from Morro Rock. The rest came from a quarry in Cambria. We probably won’t need to take stones anymore… We are on the downward slope of this project.

Morro Rock known as

Morro Rock known as the “Gibraltar of the Pacific” was nearly mined into oblivion from the late 1800s through the 1960s.

Photo by Andrew Pridgen

But Peacock quickly changed his mind and wanted to continue killing the rock in the name of other potential future projects.

In a surprise about-face, he sent a letter to Morro Bay Town Council early in 1965 saying the corps intended to resume quarrying soon.

In the letter, Peacock told the council it needed to consider whether “the preservation of Morro Rock’s aesthetic value as a landmark” should outweigh the apparent cost savings from continued mining. rock for projects in the region.

The Hanford Sentinel reported that the City Council immediately expressed “dismay” at the change in plan and at Peacock’s proposal to resume operation.

Accordingly, the council drafted a resolution saying that “Morro Rock is a God-given monument of rare and unique beauty, an irreplaceable monument”. Morro Bay Mayor Jack Surfluh said he was fed up with quarries and noted it was “time to take definite steps to determine what we want for posterity”.

A surfer and Morro Rock are reflected in the water at low tide as the sun sets with ash visible from a forest fire in Morro Bay.  Steve Lopez performs a California Coastal Tour marking the 40th anniversary of Coastal Law in California, California August 3, 2016.
A surfer and Morro Rock are reflected in the water at low tide as the sun sets with ash visible from a forest fire in Morro Bay. Steve Lopez performs a California Coastal Tour marking the 40th anniversary of Coastal Law in California, California August 3, 2016.Allen J. Schaben/TNS

The council and Surfluh were joined by the Los Padres chapter of the Sierra Club in a letter-writing campaign against Peacock’s wishes. Their plan was to show that the rock should stay and that any short-term financial windfalls from its destruction would pale in comparison to its long-term value as a recreational and tourist destination.

Jessie Drake, a San Luis Obispo County supervisor, helped develop a master plan for Morro Bay that focused on the rock as a destination. “It’s worth more to us than $5 million from a tourism business perspective in the future,” he said. The San Luis Obispo County Board of Supervisors accepted and adopted the master plan.

A bipartisan effort to protect Morro Rock

Why the body could claim the landmark in the first place was also controversial at the time. Morro Rock was ceded to the State of California in 1935 by Congress. But there was a loophole in the act, which stated that while California could operate Morro Rock as a public park, the Secretary of Commerce reserved the right to use the rock at any time.

The Army Corps of Engineers fell under this jurisdiction. For a time, anything he wanted to do, he could do.

Morro Rock almost fell into oblivion at the end of the 19th and the beginning of the 20th century.

Morro Rock almost fell into oblivion at the end of the 19th and the beginning of the 20th century.

Shaw Photography Co./Getty Images

Due to the ambiguity of the rock act and the ongoing war between Peacock and those who wanted to save the rock from total destruction, Senator Clair Engle (D-California) introduced legislation in 1964 to cede the control of Morro Rock to the state of California. Rep. Burt L. Talcott (R-Calif.) introduced the bill in the House at the same time.

As the legislation progressed, the body eventually agreed to withdraw.

In late 1965, one of Peacock’s counterparts, William J. Herron, head of the corps’ coastal engineering branch, surrendered. “The military will respect Washington’s decision,” he said, adding, “The determination of preservation (of the rock) for aesthetic value is in better hands than ours.”

In 1966, the official title of Morro Rock was transferred to the State of California, with no loopholes. In February 1968, Morro Rock received California Historic Landmark status.

“Boom. Hey. It’s Morro Bay.

Although the rock remains protected today, some who live and work in its shadow lament all that has been taken.

“I just can’t imagine he’s not here,” surfer Diego Howell, who lives in Paso Robles, told SFGATE. “I would love to see it in its original form. When you turn the corner and see the rock and the chimneys, you just say, “Boom.” Hey. This is Morro Bay.

Locals and visitors to Morro Bay identify the place by its iconic three chimneys as well as Morro Rock.

Locals and visitors to Morro Bay identify the place by its iconic three chimneys as well as Morro Rock.

Photo by Andrew Pridgen

There are other remnants of this era around the city. About a mile up the road from the rock is a house that shows the rock chips up close.

Art Criddle, a longtime resident of Morro Bay who worked on the breakwater for the body, would sneak back to the site at night, carrying away the rock remains, one truck at a time, in his Model A pick-up truck.

The result? His flagship stone house at 2738 Main St.

“I saw all the beautiful colors in the rock, and I had the idea of ​​building a house,” Criddle told the San Luis Obispo Tribune in February 1982, noting that he had moved hundreds of tons from the rare rock known as quartz. porphyry for three years.

He was so proud of his creation that for a time in the 1980s he even operated a restaurant in the building, called Dutch’s Criddle House.

Today Morro Rock itself is fenced off and off limits, still too dangerous to climb or camp in, in part due to the damage done to it over half a century ago. It is also a protected area.

While Morro Rock is essentially an island, infill projects have created a parking area next to it and the beach.

While Morro Rock is essentially an island, infill projects have created a parking area next to it and the beach.

Photo by Andrew Pridgen

“Only the Chumash are allowed to climb it twice a year,” the historical society’s Castle told SFGATE. “It is also a protected nesting place for peregrine falcons. All in all a very dangerous place. It’s so easy to get trapped up there.

The current restrictions recall the sentiments of Leonard Penhale, a state park naturalist who was so disgusted by the amount that had been razed from the rock that he told the Oakland Tribune in 1963, “Let’s give the rock back to the government. federal. It’s been so chipped it’s a shame for the state to own it.

Although not in its original form, Morro Rock is still an important part of the California coastal landscape today, a true midway marker between Los Angeles and San Francisco, and a place both loved and considered a place of healing and tranquility. His legacy and footprint are still mostly intact, so much so that Penhale and others who fought for the rock could breathe a little easier knowing their fight was not in vain.



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