title: Ferdinand Piëch

abstract: Ferdinand Karl Piëch was an Austrian business magnate, engineer, and executive who held the positions of chairman of the executive board (Vorstandsvorsitzender) of the Volkswagen Group from 1993 to 2002, and chairman of the supervisory board (Aufsichtsratsvorsitzender) from 2002 to 2015. Piëch was pivotal in the advancement of technologies such as the TDI engine and the Quattro all-wheel-drive system, both of which played crucial roles in Volkswagen's success in the automotive industry. His enduring legacy as one of Germany's most respected engineers is underscored by his influence on the development of the MQB platform. A grandson of Ferdinand Porsche, Piëch began his career at Porsche before moving to Audi, following an agreement that no member of the Porsche or Piëch families would be directly involved in Porsche's daily operations. At Audi, Piëch was instrumental in transforming the brand into a formidable competitor to Mercedes-Benz and BMW, thanks to groundbreaking models like the Audi Quattro and the Audi 100. Trained as an engineer, Piëch had a profound impact on the design and engineering of several iconic vehicles, including the Porsche 911, Porsche 917, Audi Quattro, and most notably the Bugatti Veyron, which, as of 2012, held the title of the fastest, most powerful, and most expensive road-legal car ever produced. Due to his significant contributions to the automotive industry, Piëch was named "Car Executive of the Century" in 1999 and was inducted into the Automotive Hall of Fame in 2014. Although Volkswagen's policy required Piëch to retire at the age of 65, he remained on the Supervisory Board and continued to shape the company's strategic direction until his resignation on 25 April 2015. He served during the Volkswagen emissions scandal. Though not personally implicated, it was widely recognized that he "presided over the culture that allowed [the defeat devices] to be installed."

text:
# Ferdinand Piëch

**Ferdinand Karl Piëch** (German pronunciation: \[ˈfɛʁdinant ˈpiːɛç\] ; 17 April 1937 – 25 August 2019) was an Austrian business magnate, engineer, and executive who held the positions of chairman of the executive board (*Vorstandsvorsitzender*) of the Volkswagen Group from 1993 to 2002, and chairman of the supervisory board (*Aufsichtsratsvorsitzender*) from 2002 to 2015.

Piëch was pivotal in the advancement of technologies such as the TDI engine and the Quattro all-wheel-drive system, both of which played crucial roles in Volkswagen's success in the automotive industry. His enduring legacy as one of Germany's most respected engineers is underscored by his influence on the development of the MQB platform.

A grandson of Ferdinand Porsche, Piëch began his career at Porsche before moving to Audi, following an agreement that no member of the Porsche or Piëch families would be directly involved in Porsche's daily operations. At Audi, Piëch was instrumental in transforming the brand into a formidable competitor to Mercedes-Benz and BMW, thanks to groundbreaking models like the Audi Quattro and the Audi 100.

Trained as an engineer, Piëch had a profound impact on the design and engineering of several iconic vehicles, including the Porsche 911, Porsche 917, Audi Quattro, and most notably the Bugatti Veyron, which, as of 2012, held the title of the fastest, most powerful, and most expensive road-legal car ever produced. Due to his significant contributions to the automotive industry, Piëch was named "Car Executive of the Century" in 1999 and was inducted into the Automotive Hall of Fame in 2014.

Although Volkswagen's policy required Piëch to retire at the age of 65, he remained on the Supervisory Board and continued to shape the company's strategic direction until his resignation on 25 April 2015. He served during the Volkswagen emissions scandal. Though not personally implicated, it was widely recognized that he "presided over the culture that allowed \[the defeat devices\] to be installed."

## Biography

Piëch was born in Vienna, Austria, to Louise (*née* Porsche; daughter of Ferdinand Porsche) and Anton Piëch, a lawyer. He studied at the Lyceum Alpinum Zuoz and graduated in 1962 from ETH Zurich in Switzerland with a degree in mechanical engineering, having written a master’s thesis on the development of a Formula One (F1) engine. At the same time, Porsche was involved in F1, developing an eight-cylinder engine for the Porsche 804.

From 1963 to 1971, Piëch worked at Porsche in Stuttgart, where he was involved in the development of the Porsche 906 and subsequent models, including the successful Porsche 917. In 1972, he joined Audi in Ingolstadt. By 1975, he had become manager of technological engineering, where he was responsible for the design concepts behind many Audi models from the 1970s and 1980s, including the Audi 80, Audi 100, and Audi V8. He celebrated his 40th birthday on 17 April 1977 with a grand ball, attended by guests such as Giorgetto Giugiaro. At the event, the staff of the Porsche Hotel presented him with an Audi 80 constructed entirely out of marzipan and measuring just 40 cm (16 in) in length. In the same year, he initiated the development of a car for the World Rally Championship, which led to the creation of the Audi Quattro with its four-wheel drive system. The Quattro model used a turbocharged inline-five-cylinder engine.

Between his departure from Porsche and his move to Audi, Piëch ran a small engineering company, during which time he developed a five-cylinder in-line diesel engine for Mercedes-Benz. Upon joining Audi, he revisited this concept, as market demand for engines with more than four cylinders was rising. At the time, Audi (and the Audi-derived VW Passat/Santana model range) used longitudinally mounted inline engines and front-wheel drive. More conventional layouts with six cylinders, such as a V6 engine or a straight-six, were dismissed due to production costs or packaging limitations, as the latter would not fit with front-wheel drive configurations.

In 1993, Piëch moved to the parent company of Volkswagen AG, becoming the Chairman of the Board of Management, succeeding Carl Hahn. Volkswagen was on the brink of bankruptcy at that time, but Piëch played a central role in orchestrating a dramatic turnaround. He oversaw Volkswagen's acquisition of Lamborghini and Bentley and the establishment of Bugatti Automobiles, integrating them alongside Volkswagen, Škoda, SEAT, and Audi into a hierarchical structure akin to that used by Alfred Sloan at General Motors. In 2000, Piëch was appointed chairman of Scania AB. He retired from the Board of Management in 2002 but continued to serve as Chairman of the Supervisory Board.

Under Piëch's leadership, Volkswagen consolidated an array of mid-sized and premium vehicle brands such as Audi, Bentley, Bugatti, Ducati, Lamborghini, Porsche, Skoda, SEAT, Scania, and MAN under the VW Group umbrella. According to Piëch, this strategy aimed to enhance these brands' status and reputation by leveraging Volkswagen's engineering, design expertise, and commitment to quality.

During his tenure, Piëch was known for aggressively pushing the Volkswagen and Audi brands upmarket with considerable success. He also made significant moves into acquiring other marques, securing Lamborghini for Audi and establishing Bugatti Automobiles SAS. His acquisition of Rolls-Royce and Bentley proved more contentious. While Volkswagen successfully obtained the Crewe factory, car designs, nameplates, and trademarks such as the Spirit of Ecstasy and the Rolls-Royce grille, it was denied the use of the Rolls-Royce name, which BMW had licensed from Rolls-Royce Holdings. After negotiations, VW sold the Spirit of Ecstasy and the Rolls-Royce grille trademarks to BMW, allowing BMW to launch Rolls-Royce Motor Cars. Although Piëch later claimed that his primary interest was in Bentley, as it sold better than Rolls-Royce by a ratio of two to one, many saw the loss of the Rolls-Royce brand as a significant failure.

However, Piëch’s efforts to revive Volkswagen's fortunes in North America were a success. Unlike Hahn's earlier failed attempts, Piëch’s decision to manufacture the Volkswagen New Beetle, which debuted in 1998, revitalized Volkswagen's presence in the U.S. market after years of stagnation.

In recognition of his continued influence in the automotive industry, *Automobile Magazine* awarded Piëch their Man of the Year accolade in 2011.

## Engineering

At Porsche, Piëch initiated significant policy changes within the company. For instance, the driver's position in race cars was shifted from the left to the right, as this provided an advantage on predominantly clockwise race tracks. After focusing mainly on producing small 2,000 cc (120 cu in) race cars that were intended to closely resemble road cars, Porsche made a bold and risky move by unexpectedly constructing twenty-five 5,000 cc (310 cu in) Porsche 917s, catching the rule makers at the FIA off guard. Even Ferrari had been compelled to sell his company to Fiat before making a comparable decision. Always inclined to think on a grand scale, Piëch began the development of a 16-cylinder engine for the Can-Am series. It is perhaps no coincidence that his grandfather had designed a renowned supercharged 16-cylinder engine for the Auto Union racing cars in the 1930s. However, Piëch was not granted the opportunity to complete this project, as a turbocharged version of the existing 12-cylinder engine proved to be simpler, more powerful, and highly successful. Three decades later, as CEO of Volkswagen Group, Piëch championed the development of the extraordinarily ambitious Bugatti Veyron, featuring a turbocharged W16-cylinder engine with 1,001 horsepower (746 kW) and a top speed of 407 km/h (253 mph). Although some of these specifications do not exceed those of the Porsche 917/30, they are still superior to most current racing cars. Piëch was also the driving force behind the Volkswagen Phaeton luxury saloon, which was designed to compete with other German luxury cars, although the model's sales have been disappointing.

## Porsche ownership

Piëch owned a significant share of Porsche, exactly 10%. In order to prevent discussions among the many family members, a policy was established in early 1972 that no Porsche family member is allowed to be involved in the management of the company. Even company founder Ferry Porsche, Piëch's uncle, only held a seat on the supervisory board of Porsche after the company's legal form was changed from a limited partnership to a private legal company. This made Piëch move to Audi after the foundation of his engineering bureau.

## Personal life

Piëch reportedly had 12 children from four different women, though an obituary published by *The Detroit News* mentioned him having 13 children. He was married to his second wife Ursula Piëch from 1984 to his death, he lived with her in retirement in Salzburg, Austria. One of his sons, Toni Piëch, is the founder of car company Piëch Automotive. He was dyslexic, and had a vast car collection that included two Bugatti Veyrons regularly driven by him and his wife.

Piëch collapsed suddenly on 25 August 2019 while having dinner with his wife in Aschau near Rosenheim, Oberbayern. He was rushed to hospital, where he was pronounced dead shortly thereafter. A specific cause of death wasn't released.

## Personality and management style

An engineer by trade, Ferdinand Piëch was both known for his intricate involvement in product development from a technical standpoint, as well as his domineering personality. Piëch has been behind the development of multiple significant and influential automobiles, including the Porsche 911, Third generation (C3) Audi 100, Audi Quattro and Bugatti Veyron. Automotive blog *Jalopnik* said of Piëch, "He is the mad genius behind much of Porsche and Audi's racing successes as well as VW's all-out engineering and luxury push from the early 2000s. That's what gave us cars like the Bugatti Veyron and the 12-cylinder VW Phaeton." Piëch is both noted for turning the Audi brand from an also-ran economy car builder to one of the most respected luxury brands in the world, as well as rescuing Volkswagen as a whole from near-bankruptcy and overseeing its transformation into the massive conglomerate it is today. Fellow automotive executive Bob Lutz described Piëch as "one of the most successful leaders in the automotive business" and "the greatest living product guy" in the automobile industry. *Automotive News* described Piëch as "a world-class eccentric but a figure of transcendent importance in the history of cars and car companies" who has had "The strangest and possibly most significant automotive industry career this side of Henry Ford". In their obituary, *The Guardian* said of Piëch, "His stewardship of VW has been indisputably successful. Piech will go down in history as an automotive legend, in the same class as Gottlieb Daimler, Henry Ford and Kiichiro Toyoda."

Piëch has been described as being socially awkward and having an abrasive personality; some automotive journalists who have encountered Piëch described him as being uncomfortable to be around. *Automotive News* once noted, "Many of his CEO peers said they could not hold a normal conversation with him. Discussions could be punctuated with long stretches of unexplained silence." Piëch himself has acknowledged that he occasionally struggles to relate to other people and understand their feelings. As Piëch rose to the top of Volkswagen in the late 1980s and early 1990s, then-CEO Carl Hahn took notice of Piëch's poor social skills and tried to position him as a technocrat kept behind closed doors. Hahn was particularly bothered by how Piëch behaved during a visit to the Yasukuni Shrine; while a Shinto priest was showing the shrine's collection of vintage swords, Piëch examined one and told the priest that it was a fake. Subsequently, Hahn presented the Audi Avus quattro concept car himself at the 1991 Tokyo Motor Show and didn't allow Piëch to take part, which infuriated Piëch due to his extensive personal involvement in the Avus quattro's creation.

Piëch was widely interested in pushing technological boundaries in automotive development, especially as the head of Audi. *Automotive News* noted of this, "The company's slogan "Vorsprung durch Technik" was the personification of Piech — the belief that technology was the answer to all problems in the auto business. Audi was the test bed to prove his theory and the springboard for his ambition." Piëch often spearheaded the development of audacious vehicles or oversaw business decision and strategies that baffled analysts, but still proved beneficial for the company as a whole. In recounting some of the extraordinary vehicles Volkswagen put in production under Piëch's watch, *Wired* noted that he alone pushed the Bugatti Veyron supercar into production, despite objection from other executives as well as the fact that Volkswagen lost what is believed to be millions on every Veyron sold: "Consider that for a moment. Long past the average retirement age, this gent greenlit one of the largest automotive losses in history and managed to keep his job. Moreover, he was hailed as a hero."

An aggressive and demanding manager, Piëch was known for setting both lofty and extremely specific goals and standards for projects. An example of this is with the development of the Volkswagen Phaeton luxury car, in which Piëch laid out ten parameters the car had to meet, amongst them being that the Phaeton should be capable of being driven all day at 300 km/h (186 mph) with an exterior temperature of 50 °C (122 °F) whilst maintaining the interior temperature at 22 °C (72 °F). Piëch requested this even though the Phaeton's top speed was electronically limited to 250 km/h (155.3 mph). Another requirement was that the car should possess torsional rigidity of 37,000 N·m/degree. Piëch would often become personally involved in vehicle development, such as how he oversaw the development of the Audi 100's aerodynamics himself, keeping it secret from even Audi's top engineers to prevent any crucial details of the car's aerodynamic capabilities from leaking to competitors. Piëch often liked to ride along with automotive journalists during press test drives and would consider their critiques to improve Volkswagen's vehicles. *Car and Driver* writer John Phillips recounted how when he test drove the Volkswagen New Beetle during its launch in 1997, Piëch rode along and asked for his opinion on how its chassis and driving dynamics could be improved. Similarly, Piëch once demanded that an *Automobile* reviewer take the Volkswagen Phaeton up to its top speed while he rode along in the back seat.

With a leadership style described as "old fashioned", Piëch was known for his prolific firing of subordinates throughout his career, particularly how he engineered the ousting of former Volkswagen CEO Bernd Pischetsrieder and Porsche CEO Wendelin Wiedeking. According to Piëch, he fired any subordinate who "makes the same mistake twice". *The Guardian* noted, "Piech was known for his ability to outmanoeuvre competitors by stoking internal rivalries to his own advantage, even if it resulted in turning against his own managers, including the VW chief executive Bernd Pischetsrieder, to side with VW's labour leaders." Piëch leveraged this reputation to use threats and intimidation to get subordinates to meet his lofty goals; during Piëch's induction into the Automotive Hall of Fame in 2014, fellow automotive executive Bob Lutz recounted a conversation he had with Piëch at the Frankfurt Auto Show in the early 1990s, in which he remarked how he was impressed with the fit and finish and tight body tolerances on Volkswagen's new models. Piëch told Lutz that he achieved this by assembling Volkswagen's top body engineers in his office and telling them they would all be fired if all of Volkswagen's vehicles didn't have body tolerances of 3 millimeters within six weeks. *Wired* described Piëch as "Machiavellian" and "an autocrat's autocrat". Bob Lutz said of his management style, "It's what I call a reign of terror and a culture where performance was driven by fear and intimidation\[...\]That management style gets short-term results, but it's a culture that's extremely dangerous. Look at dictators. Dictators invariably wind up destroying the very countries they thought their omniscience and omnipotence would make great. It's fast and it's efficient, but at huge risk." He would also describe Piëch as a "mad genius" that while he respected, he would never want to work for or with at any capacity. Lutz, CNBC, the American documentary TV series *Dirty Money*, among others, have claimed that the Volkswagen diesel emissions scandal is the result of the ruthless and tyrannical corporate culture Piëch installed at the company. Although Piëch had tried a hostile takeover against Suzuki in 2010 and threatened its management, Suzuki won the case to terminate its partnership with Volkswagen at the International Court of Arbitration of the International Chamber of Commerce after Piëch fell from power, and could dissolve the capital tie-up until September 2015.

## Awards

## Footnotes

### Notes

### References

1. "Ferdinand Piech resigns, ending an era at Volkswagen". *Reuters*. 25 April 2015. Archived from the original on 15 November 2015. Retrieved 1 July 2017.
2. "DGAP-Ad hoc: Volkswagen AG Vz. (VW AG)". *finanzen.net*. Archived from the original on 27 April 2015. Retrieved 25 April 2015.
3. "Ehemaliger VW-Chef Ferdinand Piëch ist tot". *FOCUS Online* (in German). Archived from the original on 26 August 2019. Retrieved 26 August 2019.
4. Piëch, Ferdinand. "Ferdinand Piëch".
5. Cobb, James G. (24 December 1999). "This Just In: Model T Gets Award". *The New York Times*. Archived from the original on 6 March 2009. Retrieved 8 May 2008.
6. "Volkswagen chairman Ferdinand Piëch quits in power struggle". *BBC News*. 25 April 2015. Archived from the original on 26 April 2015. Retrieved 25 April 2015.
7. Auerbach, David (1 October 2015). "Volkswagen's Villains". Slate.com. Retrieved 7 June 2024.
8. "Personalien: Ferdinand Piech". *Auto, Motor und Sport*. Heft 9 1977: Seite 7. 27 April 1977.
9. Kapoor, Rahul (27 August 2019). "Former VW head, Ferdinand Piech passes away: Here's how he turned the company from rags to riches". *The Financial Express*. Retrieved 30 August 2019.
10. Ferdinand Piëch new chairman of the Scania Board Archived 27 September 2007 at the Wayback Machine 24 May 2000, Scania.com.
11. Piëch, Ferdinand. "Volkswagen mourns death of Ferdinand Piëch".
12. Ferdinand Piech – 2011 Man of the Year – Automobile Magazine Archived 19 November 2010 at the Wayback Machine Retrieved 16 November 2010.
13. "Ferdinand Piech, Longtime Volksawgen Patriarch Dies". Archived from the original on 27 August 2019. Retrieved 28 August 2019.
14. Ferdinand Piech, Long Time VW Patriarch Dies at 82
15. Orlove, Raphael (8 February 2017). "This Latest Revelation About Dieselgate Is Kind Of Insane". *Jalopnik*. Archived from the original on 16 July 2017. Retrieved 20 May 2019.
16. George, Patrick (28 April 2015). "The Mad Genius Of VW's Former Chairman And His Legacy Of Audacious Cars". *Jalopnik*. Archived from the original on 2 August 2019. Retrieved 20 May 2019.
17. "Ferdinand K. Piech 2014 Induction Video". 5 August 2014. Archived from the original on 4 May 2016. Retrieved 20 May 2019  via www.youtube.com.
18. "Bob Lutz on Ferdinand Piech - "An Autocrat's Autocrat"". 27 April 2015. Archived from the original on 12 December 2021  via www.youtube.com.
19. "A bitter end for Ferdinand Piech". *Automotive News*. 27 March 2017.
20. Ferdinand Piech, Porche Partiarch and VW Saviour Dies at 82
21. John Phillips: We're Not Done With You Yet, Piëch
22. A Bitter End For Ferdinand Piech
23. *Dirty Money* Season 1, episode 1, "Hard NOx". Released January 26, 2018.
24. Keller, Maryann (1 September 1993). *Collision: GM, Toyota, Volkswagen and the Race to Own the 21st Century*. Currency Doubleday. ISBN 978-0385467773.
25. Smith, Sam (23 April 2015). "The Crazy Schemes of the World's Most Surprising Car Exec". *Wired*. Archived from the original on 23 December 2016. Retrieved 20 May 2019  via www.wired.com.
26. "Volkswagen 2009 Phaeton - Beijing show: VW facelifts Phaeton – again". *GoAuto*. GoAutoMedia. 23 April 2010. Archived from the original on 1 April 2012. Retrieved 4 October 2010.
27. *Top Gear* Series 2 Episode 10, July 20, 2003
28. One Man Established the Culture That Led to VW's Emissions Scandal
29. Volkswagen's Uniquely Awful Governance At Fault in Emissions Scandal
30. Takaki Nakanishi (21 January 2016). "スズキの強運、宿敵の失脚を経てVWに逆転勝訴" \[Good luck of Suzuki: Reverse victory after the enemy Piëch fell from power\]. *The Nikkei* (in Japanese). Retrieved 18 March 2021.
31. Editor, ÖGV. (2015). Wilhelm Exner Medal. Austrian Trade Association. ÖGV. Austria.

## InfoBox

| Ferdinand Piëch | |
| --- | --- |
|  | |
| Born | Ferdinand Karl Piëch<br>(1937-04-17)17 April 1937<br>Vienna, Austria |
| Died | 25 August 2019(2019-08-25) (aged 82)<br>Rosenheim, Germany |
| Occupation(s) | Automobile engineer, business executive |
| Known for | Chairman of Volkswagen Group until 25 April 2015 |
| Spouse(s) | Corina von Planta (before 1984)<br>Ursula Piëch (1984–2019; his death) |
| Children | 13 |
| Relatives | Louise Porsche Piëch – mother<br>Anton Piëch – father<br>Ferdinand Porsche – grandfather<br>Ferry Porsche – uncle<br>Wolfgang Porsche – cousin<br>Ferdinand Porsche III – cousin |


title: KSMI-LD

abstract: KSMI-LD is a low-power television station in Wichita, Kansas, United States, affiliated with several digital multicast networks. Owned by Get After It Media, it is operated by Great Plains Television Network, LLC under a local marketing agreement (LMA), making it sister to Class A Independent and Cozi TV-affiliated station KAGW-CD. The two stations share offices on South Greenwood Street in Wichita; KSMI-LD's transmitter is located in rural northwestern Sedgwick County.

text:
# KSMI-LD

**KSMI-LD** (channel 30) is a low-power television station in Wichita, Kansas, United States, affiliated with several digital multicast networks. Owned by Get After It Media, it is operated by Great Plains Television Network, LLC under a local marketing agreement (LMA), making it sister to Class A Independent and Cozi TV-affiliated station KAGW-CD (channel 26). The two stations share offices on South Greenwood Street in Wichita; KSMI-LD's transmitter is located in rural northwestern Sedgwick County (north-northeast of Colwich).

## History

Channel 51 first signed on in the Wichita area as K51DN "KDN-TV" in late 1992. It was one of two low-power TV stations started by Wichita-based River City Broadcasting (the other station being KCTU-LP) and served as an over-the-air subscription TV station for the Playboy Channel. During the daytime hours, the Cable Video Store movie service was added. On June 14, 1993, it added a separate pay service: the Sci-Fi Channel, a national cable service that was not being carried by Wichita's cable system, replacing Cable Video Store. By this time, there were 200 Playboy subscribers.

In the early 2000s, KSMI-LP became an affiliate of the Spanish-language network Telemundo after previously airing Bloomberg Television, World Harvest Television, and the America One Television Network; it switched to the Hispanic Television Network in 2001, and after that network filed for bankruptcy, KSMI affiliated in 2002 with Azteca América. The next year, it introduced a local newscast, *Hechos Wichita*—the first Spanish-language local news in the market.

Luken Communications purchased the station in 2010 and entered into a local marketing agreement with Great Plains Television Network, LLC to manage the station; that year, the station flash cut its digital signal into operation on UHF channel 51. Luken also began providing the station with affiliations from the company's various networks.

On October 17, 2013, KSMI-LP began transmitting its digital signal (which moved to UHF channel 30) from a new, taller tower near Colwich and increased its effective radiated power to 15 kilowatts.

## Subchannels

The station's signal is multiplexed:

Subchannels of KSMI-LD
| Channel | Res. | Aspect | Short name | Programming |
| --- | --- | --- | --- | --- |
| 30.1 | 720p | 16:9 | HRTLAND | Heartland |
| 30.2 | 480i | 4:3 | RTV | Retro TV |
| | | 30.3 | REVN | Rev'n |
| | | 30.4 | ACTION | The Action Channel |
| | | 30.5 | FAMILY | The Family Channel |
| | | 30.6 | HSN | HSN |

## InfoBox

KSMI-LD
|  | |
| --- | --- |
| Channels |  |
| Branding | KSMI 30 |
| Programming | |
| Affiliations |  |
| Ownership | |
| Owner |  |
| Operator | Great Plains Television Network, LLC<br>*(via LMA)* |
| Sister stations | KAGW-CD |
| History | |
| First air date | 1992 (1992) |
| Former call signs | * K51DN (1990–1995) * KSMI-LP (1995–2010) |
| Former channel number(s) | * **Analog:** 51 (UHF, 1990–2010) * **Digital:** 51 (UHF, 2010–2013) |
| Former affiliations |  |
| Technical information | |
| Licensing authority | FCC |
| Facility ID | 56518 |
| Class | LD |
| ERP | 15 kW |
| HAAT | 272.5 m (894 ft) |
| Transmitter coordinates | 37°48′0.7″N 97°31′30.2″W / 37.800194°N 97.525056°W / 37.800194; -97.525056 |
| Links | |
| Public license information | LMS |
| Website | www.kagwtv.com |


title: Claudio Circhetta

abstract: Claudio Circhetta is a Swiss former football referee. As a player in the Swiss junior leagues for over 20 years, Circhetta often disagreed with the referees, but instead of criticising them, he became a referee himself in 1988. In 2000, he was promoted to referee matches in the Swiss Super League, and five years later he became a FIFA-listed international official. His first UEFA appointment was a third round match between Varteks and Lens in the 2005 UEFA Intertoto Cup. The following year, he took charge of his first UEFA Cup match in the tournament proper, a first round match between Red Star Belgrade and Slovan Liberec. His first Champions League group stage appointment was a match between Celtic and Villarreal on 10 December 2008. His most prestigious appointment was as fourth official in the 2009 UEFA Champions League Final, alongside referee Massimo Busacca. He retired at the end of 2010 to take up the position of Swiss referees chief.

text:
# Claudio Circhetta

**Claudio Circhetta** (born 18 November 1970) is a Swiss former football referee. As a player in the Swiss junior leagues for over 20 years, Circhetta often disagreed with the referees, but instead of criticising them, he became a referee himself in 1988. In 2000, he was promoted to referee matches in the Swiss Super League, and five years later he became a FIFA-listed international official.

His first UEFA appointment was a third round match between Varteks and Lens in the 2005 UEFA Intertoto Cup. The following year, he took charge of his first UEFA Cup match in the tournament proper (following two qualifying matches), a first round match between Red Star Belgrade and Slovan Liberec. His first Champions League group stage appointment was a match between Celtic and Villarreal on 10 December 2008. His most prestigious appointment was as fourth official in the 2009 UEFA Champions League Final, alongside referee Massimo Busacca. He retired at the end of 2010 to take up the position of Swiss referees chief.

## InfoBox

Claudio Circhetta
| Born | (1970-11-18) 18 November 1970<br>Muttenz, Switzerland | | |
| --- | --- | --- | --- |
| Other occupation | Car salesman | | |
| Domestic | | | |
| Years | **League** | **Role** |
| 1988–2010 | Swiss leagues | Referee |
| 2000–2010 | Swiss Super League | Referee |
| International | | | |
| Years | **League** | **Role** |
| 2005–2010 | UEFA | Referee |
| 2005–2010 | FIFA | Referee |


title: AFR100

abstract: AFR100 is an international partnership between African nations, financial interests both donor and business, technical organizations, and local interests which aims to restore more than 100 million hectares of land in Africa by 2030. It aims to have these efforts increase food security, combat poverty, and reduce the impacts of climate change within the continent. It is also part of the global Bonn Challenge to restore 150 million hectares by 2020 and 350 million hectares by 2030. As of Nov 29, 2021 they have commitments of 127.77% of their target from 31 African countries.

text:
# AFR100

**AFR100** (**African Forest Landscape Restoration Initiative**) is an international partnership between African nations, financial interests both donor and business, technical organizations, and local interests which aims to restore more than 100 million hectares of land in Africa by 2030. It aims to have these efforts increase food security, combat poverty, and reduce the impacts of climate change within the continent. It is also part of the global Bonn Challenge to restore 150 million hectares by 2020 and 350 million hectares by 2030. As of Nov 29, 2021 they have commitments of 127.77% of their target from 31 African countries.

## History

Prior to its launch the initial planning was done in September 2015 at the 14th World Forestry Congress in Durban South Africa. The planned 100 million hectare goal brought about by this were then endorsed by a technical committee within the African Union's Department of Rural Development, Environment and Agriculture in October 2015. It was then launched in December 2015 during the 2015 United Nations Climate Change Conference's Global Landscapes Forum by a group of African nations and technical partners including the New Partnership for Africa's Development (NEPAD), the Federal Ministry for Economic Cooperation and Development (BMZ), and the World Resources Institute (WRI).

## Governance

### Governing Bodies

#### AFR100 Secretariat

The organization's central communication hub it is housed with the New Partnership for Africa's Development. It acts to coordinate partners to obtain political support, technical assistance, obtain investment, coordinate coalition creation, and act as a central repository for knowledge as well program monitoring.

It acts as a liaison to the Regional Economic Communities (RECs) of the African Union. The secretariat also provides public outreach and communication. This includes both activities such as updating the website and newsletter as well as communication with partner countries, donors, and technical partners. It also manages meetings both formal and ad hoc meetings for everything from those between countries down to technical groups working on specific topics. It receives the organization's financial support and creates the programs annual budget proposals for consideration by the Management team. New members apply to the organization through the Secretariat before confirmation by the Management Team.

#### AFR100 Management Team

The management team is made up of the Federal Ministry for Economic Cooperation and Development (BMZ), the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), the International Union for Conservation of Nature and Natural Resources (IUCN), the New Partnership for Africa's Development (NEPAD), the World Bank, and the World Resources Institute (WRI). It also helps to organize technical partnerships for the program. It holds biannual meetings for the program. It also confirms the annual budgets of the program and new members.

#### Technical Partners and Financial Partners

Technical partners who contribute or hold significant experience in technical, organizational, or geographic knowledge on forest landscape restoration are invited to join the program to participate in working groups in response to requests. Benefits include preeminent access to program data, the ability to access the program as a test platform for their approaches, as well as potentially compensation for responding to requests.

The case is much the same with financial partners who are selected based on their financial contributions to the program. Benefits include deep access to the program's data about development strategies especially economic and social effects.

### Meetings/Temporary Groups

#### Ad hoc Working Groups

These groups are created for providing knowledge for support on technical issues or implementation around specific areas under the ARF100 Secretariat but are primarily self organizing once created. These groups work primarily virtually and are open to all ARF100 partners technical, financial, and participating governments.

#### Annual Partner Meeting (APM)

The AFR partner meeting brings together representatives from all partner groups and countries as well as donors, media, and other involved groups. It is hosted once a year by an interested partner country. It is a focal point for exchange of outcomes and future plans with the public at large as well to create connections and share knowledge between partners.

#### AFR 100 Advisory Group

This is a large persistent group composed of members with two year terms proposed by the Secretariat and confirmed by the Management Team. Members are composed of representatives from countries, prominent donors, and financial partners. It exists to support the secretariat in advocating for the program, creating and maintaining partnerships, and providing strategic guidance allow the program to run most effectively.

## Strategy

### Guiding Principles

AFR100 operates on eight guiding principles for its forest landscape restoration plans.

1. Restore the environment in ways that provide multiple benefits in areas both economic and environmental. There is also not a requirement that the area be restored to its natural state, but rather restored to function and specifically the most beneficial function(s) possible. However, existing natural environments should be maintained in their current state or deficiencies repaired to natural function.
2. Management integrated across scales due to benefits (and costs) being felt across large scales from local effects to regional effects that cross international boundaries.
3. Include multiple simultaneous restoration strategies and objectives within a single area.
4. Conduct interventions based on the decisions of stakeholder groups from all varieties of local groups and demographic groups, private sector interests, and governmental organizations. This including establishing long lasting institutions that integrate this goal.
5. Create and preserve natural ecosystems that are resilient against both the effects short term climate as well as long term changes due to global warming. Both in preservation of biodiversity and economic aspects.
6. Establish systems for continual monitoring of the forest restoration process both to determine whether changes to the programs within the area in how programs are run and whether goals for the area should change. On top of that knowledge gained through this process will be continually used to improve techniques utilized.
7. Ensure coherent national policy as prior commitments and legal frameworks may conflict with plans of AFR100 programs and to ensure stability to encourage outside investment.
8. Implement forest landscape restoration with nationally driven systems as to maintain coherence as without strong guidance measures taken to ensure goals of the program are reached likely to be less or possibly minimally effective

### Main Restoration Techniques

The most common land use strategies fall under three categories: fully forested land, agricultural land, and protective or buffer lands.

Fully forested lands include silviculture to restore existing forests through proper management. Land without forests can be allowed to regenerate on its own or with small/initial assistance to a natural state or made into an actively managed forest for growing and using/selling products of the tree.

Partially forested agricultural lands can be managed fallow lands to restore soil health or agroforestry where trees are co-cropped with other plants at some density from simple windbreaks to high densities that can provide partial shade to the crops.

Buffers fall into two categories. Mangroves forests are important as wetland environments for maintenance of biodiversity and can also act to mitigate storms. Buffers along steep areas as well as watercourses can reduce erosion and flooding.

1.

## Current Partners and Plans

| Country | Area Contributed (million hectares) | Year Joined | Priority Project Goals/Target effects | Aid Sought from AFR100 Organization and Partners |
| --- | --- | --- | --- | --- |
| Benin | 0.5 | 2016 | * Reforestation * Plantation restoration and management | * Financing for restoration |
| Burundi | 2 | 2015 | * Establishing and managing tree plantations and agroforestry * Protection of natural parks * Erosion and flood control. * Ecological agriculture * Waterway ecology | * AFR100 support |
| Cameroon | 12 | 2017 | * Natural and agricultural forest management. * Establishment of mixed environmental and agricultural areas. * Special attention for the three Northern Regions of Cameroon | * Technology and techniques in forest restoration * Support for finding financing |
| Central African Republic | 3.5 | 2016 | * Main focus is on environmental aspects with a lesser focus on other economic effects. | * Scientific analysis of degraded land and drivers of deforestation. * Implementation support and training. |
| Chad | 1.4 | 2017 | Currently undetermined | * Technical and financial support. |
| Côte d'Ivoire | 5 | 2016 | * Reforestation and restoration of production and park forests with a special emphasis on coastal forest, riparian forests, and wetlands. * Development of co-cropping environmental and production (especially coco) trees. | * Support from AFR100 |
| Democratic Republic of the Congo | 8 | 2016 | * Restoration of deforested and degraded ecosystems for environmental and economic use especially food security and climate change resilience. | * ROAM assessment * Implementation assistance * Regional meeting on FLR successes * Roundtable on financing |
| Eswatini | .5 | 2017 | TBD | TBD |
| Ethiopia | 15 | 2016 | * Contribute to fulfilling the Climate Resilient Green Economy goal and middle-income status by 2025. * Forestry contributions for farming and food security. * Climate resilience, * Development of techniques to be used to develop land later. | * Host public and private investors interested in financing projects which contribute to the goal. * Host meetings between neighboring countries involved in the program. |
| Ghana | 2 | 2015 | * Stop and reverse damage caused to transitional and forested areas. * Special focus on the Northern Savannah Ecological zone, part of the Sahel region. | * Contribute to Ghana's existing restoration efforts. |
| Guinea | 2 | 2016 | * Assist with climate change management, environment, and development goals | * Technical support. |
| Kenya | 5.1 | 2016 | * Reforestation to 10% forest cover. * Forest restoration for wildlife use. * Agoforestry including as main crop, co-crop, or boundary crop. * Buffers along waterways to reduce erosion. | * Identification of target landscapes and methods. * Economic analysis. * Financing analysis. |
| Liberia | 1 | 2015 | * Support increased vegetation cover for improved biodiversity, rural economy, and ecosystem services. * Contribute to REDD+ program * Reduce emissions due to loss due to loss of vegetation. | * Assistance in financing, planning including priorities, program implementation and monitoring. |
| Madagascar | 4 | 2015 | * Milifunctional ecosystem focus to improve overall economy. * Sequester carbon. * Food and water security. * Protect biodiversity. | * Assistance in reforestation strategy, locating sources of financing, and technical and organizational support. |
| Malawi | 4.5 | 2016 | * Conservation agriculture including farmer lead regeneration and agroforestry. * Community forestry. * Waterway restoration for soil and water conservation. | * Assistance in ROAM (restoration opportunities assessment methodology) implementation especially scaling up of existing initiatives. * Help to organize a Southern African forum on forest restoration. * Help mobilize public and private funding. |
| Mozambique | 1 | 2015 | * Map degraded land * Establish nurseries * Community managed forests * Allow sustainable charcoal production * Engage in offset management to recreate biodiversity * | * Assistance in stated goals from AFR100 and organization with other countries partnered with AFR100. * |
| Niger | 3.2 | 2015 | * Soil and water conservation focused strategies in highlands to maintain water for irrigation of lowlands. * Cooperation with Burkina Faso to manage land and water in arid region vulnerable to drought. * Boost amount of farmer-managed natural regeneration (FMNR) from 60,000 ha/yr to 200,000 ha/yr. * Provide grants and services to incentivize private sector land restoration and management. * Cooperate with TerrAfrica, Great Green Wall, and GEF programs as well as AFR100 to:     + Collect data about economic benefits of FMNR.     + Analyze and potentially change forestry legislation.     + Assess community level organization effects.     + Engage in cooperation with partners through regular meetings..     + Train in ROAM and support mapping and identify priority areas.     + Train and assist in scaling up FMNR.     + Produce documentary on restoration through FMNR/ANR in Niger.     + Organize visits and between partners.     + Prepare future project plans. * | * Provide scientific and technical data on forest management. * Organize carbon sequestration funding for farmers engaging in FMNR. * Assess restoration opportunities. * |
| Republic of the Congo | 2 | 2016 | * Establish and convert to sustainable tree plantations. * Protect and engage in sustainable forest management. * Develop tree-crop commodity systems. |  |
| Republic of the Sudan | TBD | 2017 | * Reduce poverty and ensure food security. * Adopt integrated land management techniques * Sustainably grow economy thorough production of non-wood products. * Continue to adaptation to and mitigation of climate change management. *  * | * Assist in establishing connections to aid project. * Assess local benefits of restoration. * Establish national workshop to set target land area to be restored. * Establish council that will work with AFR100 to assess national restoration opportunities and implementation plans. *  * |
| Rwanda | 2 | 2011 | * Support Vision 2020 program and Economic Development and Poverty Reduction Strategy II goals:     + Boost agricultural productivity.     + Increase forest cover and biodiversity.     + Establish new crop and livestock practices. * Scientific analysis of most effective and lowest cost interventions as well as sharing such knowledge. * Create investment opportunities for public and private organizations in reforestation programs. * | * Support implementation of landscape restoration. * Facilitate investor and donor financing of intervention plans. *  *  * |
| Senegal | TBD | As yet uncommitted | * Establish stakeholders and restoration partners to exchange information and coordinate interventions. * Assess opportunities and potential strategies. * Assist with efforts to establish farmer managed regeneration in the Peanut Basin. * Promote and analyse conservation farming and reforestation efforts. * Organize exchange visits to assist in peer learning and training focusing on FMNR. * Analyse business models for private sector restoration investments. * Work with CSE, USGS, and other partners to develop progress management systems. *  *  * | * Technical and financial assistance. *  *  * |
| South Africa | 3.6 | 2017 | * Conserve water and soil resources through reduction in erosion and desertification. * Clearing invasive plants and restoring vegetation. * Restoring soil and donga. * Further interventions not yet determined. *  *  * | * Technical and financial support. * Establish workshop and institutional arrangements. * Create restoration targets. * Identify financing sources. * Fund scientific and technological research/innovation. *  *  * |
| Tanzania | TBD | 2016 | * Gather stakeholders and restoration partners to strengthen information exchange and program collaboration. * Analysis of program success and contributing factors. * Large scale strategy formulation. * Organize exchange visits to assist in peer learning and training. * Establish community level outreach and organization. * Work in finding business opportunities to attract investment from the private sector. * Develop monitoring framework. *  *  * | * "Written expression of interest by Permanent Secretary Mbarak M. Abdulwakil" *  *  * |
| Togo | TBD | 2015 | * Restore deforested or degraded land by 20% by 2035 and 30% by 2050. * Special focus on mangrove forests of south east. * Improve economic output and food security * Improve adaptability to and resilience against climate change. *  *  * | * Assessment of land restoration opportunities. *  *  * |
| Uganda | 2.5 | 2014 | * Agroforestry * Woodlots * Natural regeneration *  *  * | * Technical support especially in identifying priority landscapes. *  *  * |


title: Dus Lakh

abstract: Dus Lakh is a 1966 Indian Hindi-language comedy film. It was produced and directed by Devendra Goel. Music was composed by Ravi. The star cast included Sanjay Khan, Babita, Helen, Pran, Om Prakash, Manorama, Ramesh Deo, Seema Deo, and Neetu Singh. Babita made her acting debut through this film. Om Prakash won the Filmfare Best Comedian Award and Asha Bhosle won the Filmfare Award for Best Female Playback Singer for the song "Garibon ki Suno" in 1967 for this movie.

text:
# Dus Lakh

**Dus Lakh** (English: Ten Lakhs or One Million) is a 1966 Indian Hindi-language comedy film. It was produced and directed by Devendra Goel. Music was composed by Ravi. The star cast included Sanjay Khan, Babita, Helen, Pran, Om Prakash, Manorama, Ramesh Deo, Seema Deo, and Neetu Singh. Babita made her acting debut through this film.

Om Prakash won the Filmfare Best Comedian Award and Asha Bhosle won the Filmfare Award for Best Female Playback Singer for the song "Garibon ki Suno" in 1967 for this movie.

## Plot

The story of the film revolves around how the fortunes of a family change after they inherit ten lakh rupees after becoming the sole beneficiary after the death of Gokulchand"s (Om Prakash) brother. He is a father of two children. His elder son Manohar (Ramesh Deo) has two kids (Munna and Roopa- baby Neetu Singh) and married to Devki(Seema Deo). His younger son Kishore (Sanjay Khan) is engaged to Rita (Babita) and they are happy. After inheriting ten lakhs Gokulchand goes on a holiday trip to Kashmir after becoming wealthy, he is entrapped by 2 foreigners; Jerry (Pran) and Mrs Little(Manorama), She pretends to be in love with him to take his money.

Gokulchand drives away his sons from his bungalow by a quarrel between Mrs Little and his sons, as he wants to marry her. The family has to shift to the slums nearby. Savitri (Praveen Paul) Rita's mother gives a necklace to Devki who loses it while leaving the house but is found by Jerry and thereby robbed by Kitty.

The eldest son gets injured while doing labour in a construction site. Kishore needs five thousand rupees for an operation of his brother. He begs his father, but Jerry tells Gokulchand that this is all a plan by his family to rob his inherited money. Gokulchand believes Jerry and throws Kishore out. During a pre-marriage party, his daughter in law Devki shows up with her little kids and begs with everyone at the party embarrassing Gokulchand. Jerry accuses her of doing it deliberately to insult Gokulchand and stop his wedding. She swears on her kids and witnesses the same jeweller that she had gone to sell her jewellery for want of money.

Enraged by knowing the truth about Jerry and Mrs Little, Gokulchand kicks them out of the house and goes into his room to get some money. Jerry arrives with Manorama and they make him unconscious and try to run away with a briefcase with all the cash, while setting Gokulchand in his room on fire to make it look like an accident. Kishore arrives, they fight and police comes in and arrest Jerry' and Mrs Little. Kishore saves his father. The operation of Manohar is successful, Finally Gokulchand donates all the money, which was root of the problem, to a Hospital. The film ends with the family talking about confirming Kishore and Rita's wedding. Kitty is a nurse now and thankful to Kishore for reforming her, while Jerry and Mrs Little are suffering in prison.

## Cast

## Soundtrack

The soundtrack was composed by Ravi and lyrics by Prem Dhawan and Ravi.

| Song | Singer |
| --- | --- |
| "Ajab Teri Kaarigari Re Kartaar" (Part 1) | Mohammed Rafi, Krishna Kalle |
| "Ajab Teri Kaarigari Re Kartaar" (Part 2) | Mohammed Rafi |
| "Aa Lag Ja Gale Dilruba" | Mohammed Rafi |
| "Teri Patli Kamar, Teri Baali Umar" | Mohammed Rafi, **Asha Bhosle** |
| "Duniya Uski Sunti Hai, Yeh Duniya Uski Banti Hai" | Mohammed Rafi, **Asha Bhosle** |
| "Garibon Ki Suno, Woh Tumhari Sunega" (Duet) | Mohammed Rafi, **Asha Bhosle** |
| "Garibon Ki Suno, Woh Tumhari Sunega" (Solo) | **Asha Bhosle** |
| "Agre Ka Lala Angreji Dulhan Laya Re" | **Asha Bhosle**, Usha Mangeshkar |
| "Baaje Mori Payal Chhanan Chhanan" | **Asha Bhosle**, Usha Mangeshkar |
|

## InfoBox

| Dus Lakh | |
| --- | --- |
| Film poster | |
| Directed by | Devendra Goel |
| Produced by | Devendra Goel |
| Starring | Sanjay Khan
Babita
Helen
Pran
Om Prakash |
| Edited by | R.V. Shrikhande |
| Music by | Ravi |
| Release date | * 1966 (1966) |
| Country | India |
| Language | Hindi |


title: Sport toplumy (Balkanabat)

abstract: Sport Toplumy Stadium is a multi-purpose stadium in Balkanabat, Turkmenistan. It is currently used mostly for football matches and serves as the home for Balkan FK. The stadium holds 10,000 people.

text:
# Sport toplumy (Balkanabat)

**Sport Toplumy Stadium** is a multi-purpose stadium in Balkanabat, Turkmenistan. It is currently used mostly for football matches and serves as the home for Balkan FK. The stadium holds 10,000 people.

## History

The sports complex opened on 14 October 2009. Construction works carried out by Turkish company Ozaylar. The project cost $20 million.

The sports complex includes a stadium for 10,000 spectators, sports facilities for volleyball, basketball, boxing, wrestling, mini-football, tennis. There is a fitness center with gym, swimming pool, a small hotel with 50 rooms.

## InfoBox

Sport Toplumy Stadium
|  | |
| --- | --- |
| Location | Balkanabat, Turkmenistan |
| Coordinates | 39°32′39″N 54°20′58″E / 39.544205°N 54.349546°E / 39.544205; 54.349546 |
| Owner | Balkanabat city Administration |
| Capacity | 10,000 |
| Surface | Grass |
| Construction | |
| Opened | 2009 |
| Construction cost | 20 million USD |
| General contractor | Özaylar Inşaat (Turkey) |
| Tenants | |
| Balkan FK | |


title: Electric Byrd

abstract: Electric Byrd is a jazz fusion album by Donald Byrd released by the Blue Note label in 1970.

text:
# Electric Byrd

Professional ratings
| Review scores | |
| --- | --- |
| Source | Rating |
| AllMusic |  |

***Electric Byrd*** is a jazz fusion album by Donald Byrd released by the Blue Note label in 1970.

## Reception

The Allmusic review by Steve Huey awarded the album 4 stars and stated, “Donald Byrd's transitional sessions from 1969-1971 are actually some of the trumpeter's most intriguing work, balancing accessible, funky, Davis-style fusion with legitimate jazz improvisation. *Electric Byrd*, from 1970, is the best of the bunch, as Byrd absorbs the innovations of *Bitches Brew* and comes up with one of his most consistent fusion sets of any flavor.”

## Track listing

All tracks by Donald Byrd, unless otherwise noted

1. "Estavanico" - 11:35
2. "Essence" - 10:42
3. "Xibaba" (Airto Moreira) - 13:42
4. "The Dude" - 7:48

## Personnel

## InfoBox

| Electric Byrd | |
| --- | --- |
|  | |
| Studio album by Donald Byrd | |
| Released | November 1970 |
| Recorded | May 15, 1970 |
| Studio | Van Gelder Studio, Englewood Cliffs, NJ |
| Genre | Jazz fusion |
| Length | 43:47 |
| Label | Blue Note
BST 84349 |
| Producer | Duke Pearson |
| Donald Byrd chronology | |
| *Fancy Free*
(1969) ***Electric Byrd***
(1970) *Kofi*
(1969-70) | |


title: Small nucleolar RNA SNORA41

abstract: In molecular biology, SNORA41 is a member of the H/ACA class of small nucleolar RNA that guide the sites of modification of uridines to pseudouridines. The family also includes the mouse sequence MBI-83.

text:
# Small nucleolar RNA SNORA41

In molecular biology, **SNORA41** (also known as **ACA41**) is a member of the H/ACA class of small nucleolar RNA that guide the sites of modification of uridines to pseudouridines.

The family also includes the mouse sequence MBI-83.

## InfoBox

| Small nucleolar RNA SNORA41 | |
| --- | --- |
| Predicted secondary structure and sequence conservation of SNORA41 | |
| Identifiers | |
| Symbol | SNORA41 |
| Alt. Symbols | snoACA41 |
| Rfam | RF00403 |
| Other data | |
| RNA type | Gene; snRNA; snoRNA; H/ACA-box |
| Domain(s) | Eukaryota |
| GO | GO:0006396  GO:0005730 |
| SO | SO:0000594 |
| PDB structures | PDBe |


title: Dušica Žegarac

abstract: Dušica Žegarac was a Serbian film and television actress. She began acting in 1960 and her first appearance was in France Štiglic's film The Ninth Circle, for which she won the Golden Arena for Best Actress at the Pula Film Festival, the Yugoslav national film awards. She won her second Golden Arena for starring in Zdravko Randić's 1971 film Opklada. In 2014, Žegarac's memoir Kao na filmu was released.

text:
# Dušica Žegarac

**Dušica Žegarac** (Serbian Cyrillic: Душица Жегарац; 15 April 1944 – 24 May 2019) was a Serbian film and television actress. She began acting in 1960 and her first appearance was in France Štiglic's film *The Ninth Circle* (*Deveti krug*), for which she won the Golden Arena for Best Actress at the Pula Film Festival, the Yugoslav national film awards.

She won her second Golden Arena for starring in Zdravko Randić's 1971 film *Opklada*.

In 2014, Žegarac's memoir *Kao na filmu* was released.

## InfoBox

| Dušica Žegarac | |
| --- | --- |
| Born | (1944-04-15)15 April 1944<br>Belgrade, German-occupied Serbia |
| Died | 24 May 2019(2019-05-24) (aged 75) |
| Occupation | Actress |
| Years active | 1960–2012 |
| Spouse | Pedro Francisco de Pina Massano de Amorim  (m. 1970; div. 1975) |
| Children | 2 |


abstract: The third federal electoral district of Zacatecas (Distrito electoral federal 03 de Zacatecas) is one of the 300 electoral districts into which Mexico is divided for elections to the federal Chamber of Deputies and one of four such districts currently operating in the state of Zacatecas. It elects one deputy to the lower house of Congress for each three-year legislative session by means of the first-past-the-post system. Votes cast in the district also count towards the calculation of proportional representation ("plurinominal") deputies elected from the second region.

text:
# Third federal electoral district of Zacatecas

The **third federal electoral district of Zacatecas** *(Distrito electoral federal 03 de Zacatecas*) is one of the 300 electoral districts into which Mexico is divided for elections to the federal Chamber of Deputies and one of four such districts currently operating in the state of Zacatecas.

It elects one deputy to the lower house of Congress for each three-year legislative session by means of the first-past-the-post system. Votes cast in the district also count towards the calculation of proportional representation ("plurinominal") deputies elected from the second region.

## District territory

Under the 2022 districting plan, which will be used for the 2024, 2027 and 2030 federal elections, the third district of Zacatecas covers the northern portion of the state. Its head town (*cabecera distrital*), where results from individual polling stations are gathered together and collated, is the state capital, the city of Zacatecas.

## Deputies returned to Congress

Third federal electoral district of Zacatecas
| Election | Deputy | Party | Term | Legislature |
| --- | --- | --- | --- | --- |
| 1976 | Filiberto Soto Solís |  | 1976–1979 | 49th Congress |
| 1976 | José Leal Longoria |  | 1976–1979 | 50th Congress |
| 1979 | Rafael Cervantes Acuña |  | 1979–1982 | 51st Congress |
| 1982 | Roberto Castillo Aguilar
Eulogio Quirarta Flores |  | 1982–1985 | 52nd Congress |
| 1985 | Eliseo Rangel Gaspar |  | 1985–1988 | 53rd Congress |
| 1988 | Victorio de la Torre |  | 1988–1991 | 54th Congress |
| 1991 | Pedro de León Sánchez
Antonio Sandoval Luna |  | 1991–1992
1992–1994 | 55th Congress |
| 1994 | Gustavo Salinas Íñiguez |  | 1994–1997 | 56th Congress |
| 1997 | Ricardo Monreal Ávila
María Martha Veyna Soriano |
 | 1997–1998
1998–2000 | 57th Congress |
| 2000 | Magdalena Núñez Monreal |  | 2000–2003 | 58th Congress |
| 2003 | Amalia García
Rafael Candelas Salinas |
 | 2003–2004
2004–2006 | 59th Congress |
| 2006 | Raymundo Cárdenas |  | 2006–2009 | 60th Congress |
| 2009 | Heladio Verver y Vargas Ramírez |  | 2009–2012 | 61st Congress |
| 2012 | Judit Guerrero López |  | 2012–2015 | 62nd Congress |
| 2015 | Claudia Anaya Mota
Elizabeth Hernández Calderón |
 | 2015–2018
2018 | 63rd Congress |
| 2018 | Alfredo Femat Bañuelos |  | 2018–2021 | 64th Congress |
| 2021 | Alfredo Femat Bañuelos |  | 2021–2024 | 65th Congress |
| 2024 | Ulises Mejía Haro |  | 2024–2027 | 66th Congress |

1. "Memoria de la Distritación Nacional 2021-2023" (PDF). Instituto Nacional Electoral. p. 275. Retrieved 28 May 2024.
2. "How Mexico Elects Its Leaders — The Rules". *Mexico Solidarity Project*. 31 January 2024. Retrieved 20 July 2024.
3. "Circunscripciones" (PDF). *ayuda.ine.mx*. Instituto Nacional Electoral. Retrieved 20 July 2024.
4. De la Rosa, Yared (20 February 2023). "Nueva distritación electoral le quita diputados a la CDMX y le agrega a Nuevo León". *Forbes México*. Retrieved 29 May 2024.
5. "Legislatura 49" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
6. "Legislatura 50" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
7. "Legislatura 51" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
8. "Diario de los Debates". *Cámara de Diputados*. 12 January 1983. Retrieved 1 July 2024.
9. "Legislatura 53" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
10. "Legislatura 54" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
11. "Legislatura 55" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
12. "Perfil: Sen. Pedro De León Sánchez, LVII Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 24 July 2024.
13. "Legislatura LV Año I – Período Ordinario – Fecha 1992.04.23". Cámara de Diputados. 23 April 1992. Retrieved 24 July 2024.
14. "Legislatura 56" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
15. "Legislatura 57" (PDF). Cámara de Diputados. Retrieved 23 July 2024.
16. "Perfil: Dip. María Martha Veyna Soriano, LVII Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 24 July 2024.
17. "Perfil: Dip. Magdalena del Socorro Núñez Monreal, LVIII Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
18. "Perfil: Dip. Amalia Dolores García Medina, LIX Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
19. "Perfil: Dip. Rafael Candelas Salinas, LIX Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 24 July 2024.
20. "Perfil: Dip. Raymundo Cárdenas Hernández, LX Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
21. "Perfil: Dip. Heladio Gerardo Verver y Vargas Ramírez, LXI Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
22. "Perfil: Dip. Judit Magdalena Guerrero López, LXII Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
23. "Perfil: Dip. Claudia Edith Anaya Mota, LXIII Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
24. "Perfil: Dip. Elizabeth Hernández Calderón, LXIII Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 24 July 2024.
25. "Perfil: Dip. Alfredo Femat Bañuelos, LXIV Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
26. "Perfil: Dip. Alfredo Femat Bañuelos, LXV Legislatura". *Sistema de Información Legislativa (SIL)*. SEGOB. Retrieved 1 July 2024.
27. "Zacatecas Distrito 3. Zacatecas". *Cómputos Distritales 2024*. Instituto Nacional Electoral. Retrieved 24 July 2024.

22°46′N 102°34′W / 22.767°N 102.567°W / 22.767; -102.567

## InfoBox

| National parties | |
| --- | --- |
| ***Current*** | |
|  | PAN |
|  | PRI |
|  | PT |
|  | PVEM |
|  | MC |
|  | Morena |
| ***Defunct or local only*** | |
|  | PLM |
|  | PNR |
|  | PRM |
|  | PP |
|  | PPS |
|  | PARM |
|  | PFCRN |
|  | Convergencia |
|  | PANAL |
|  | PSD |
|  | PES |
|  | PRD |


title: Thomas DuBose

abstract: Thomas Jefferson DuBose was a brigadier general in the United States Air Force who served as chief of staff of the 8th Air Force. A veteran of World War II and the Korean War, Dubose was awarded the Legion of Merit and the Bronze Star.

text:
# Thomas DuBose

**Thomas Jefferson DuBose** (1902 – February 24, 1992) was a brigadier general in the United States Air Force who served as chief of staff of the 8th Air Force. A veteran of World War II and the Korean War, Dubose was awarded the Legion of Merit and the Bronze Star.

## Early life

DuBose was born in 1902 in San Antonio, Texas. In 1922, he graduated Central High School in Oklahoma City, DuBose attended the University of Oklahoma from 1923 until 1924. He enrolled at the United States Military Academy, graduating on June 13, 1929.

## Military career

Upon receiving his commission as a second lieutenant in the Army, in September 1929, DuBose attended primary flying school at March Field, Calif. He graduated from the Advanced Flying School at Kelly Field, Texas and was transferred to the Army Air Corps on March 14, 1931. He remained at Kelly Field until June, serving as a flight instructor. In the summer of 1931, DuBose joined the 3rd Pursuit Squadron in the Philippines.

### Training corps

In 1934, DuBose, now a first lieutenant, returned to Kelly Field as a flight instructor.

In June 1939, DuBose was promoted to the rank of captain. In 1940, he became director of training at Moffett Field, California, and was promoted to major. In October 1941, he became director of training at Merced, California and was promoted to lieutenant colonel. The following year he was promoted to colonel and appointed "chief of Flying Training Section" at the Headquarters of the U.S. Army Air Forces

### Pacific Command

In December 1944, he took command of the 316th Bomb Wing at Colorado Springs, Colorado. In July 1945, the wing deployed to the Asia-Pacific theater. On September 2, 1945, the Empire of Japan formally surrendered, ending the Second World War.

In January 1946, DuBose was appointed assistant chief of staff for plans of the Pacific Air Command at Manila.

### Strategic Air Command

In June 1946, DuBose became deputy assistant chief of staff for operations of Strategic Air Command at Bolling Field, Washington, D.C.

From August to October 1946 he commanded the advance headquarters echelon of Strategic Air Command at Colorado Springs. He served as assistant chief of staff for personnel, chief of staff and deputy commander of the 8th Air Force at Fort Worth.

When, in 1947, the US Air Force became a separate branch of the military, DuBose became a member of the Air Force.

In February 1948, Du Bose became deputy commander of Air Task Group 7.4, the Air Force part of Joint Task Force 7, a unit that "constructed a proving ground for the Atomic Energy Commission at Eniwetok and later assisted the Atomic Energy Commission in the conduct of the first series of tests of atomic weapons."

In May 1948, DuBose became Chief of Staff of the 8th Air Force.

In August 1948, he entered the National War College, graduating the following June. In August 1949, DuBose assumed command of the 1602nd Air Transport Wing at Wiesbaden, Germany. On August 13, 1952, DuBose took command of Air Rescue Service, and on Aug. 17 he was promoted to the rank of brigadier general.

In 1959, DuBose retired from the Air Force, residing in Winter Park, Florida.

## Personal life

In June 1958, DuBose and his wife Rose celebrated the birth of a daughter. The couple also had a son. DuBose was a member of First United Methodist Church.

DuBose died on February 24, 1992, at the age of 89.


title: Thomas Dudley

abstract: Thomas Dudley was a New England colonial magistrate who served several terms as governor of the Massachusetts Bay Colony. Dudley was the chief founder of Newtowne, later Cambridge, Massachusetts, and built the town's first home. He provided land and funds to establish the Roxbury Latin School and signed Harvard College's new charter during his 1650 term as governor. Dudley was a devout Puritan who opposed religious views not conforming with his. In this, he was more rigid than other early Massachusetts leaders like John Winthrop, but less confrontational than John Endecott. The son of a military man who died when he was young, Dudley saw military service himself during the French Wars of Religion, and then acquired some legal training before entering the service of his likely kinsman, the Earl of Lincoln. Along with other Puritans in Lincoln's circle, Dudley helped establish the Massachusetts Bay Colony, sailing with Winthrop in 1630. Although he served only four one-year terms as governor of the colony, he was regularly in other positions of authority. Dudley's daughter Anne Bradstreet (1612–1672) was a prominent early American poet. One of the gates of Harvard Yard, which existed from 1915 to 1947, was named in his honor, and Harvard's Dudley House is named for the family, as is the town of Dudley, Massachusetts.

text:
# Thomas Dudley

**Thomas Dudley** (12 October 1576  31 July 1653) was a New England colonial magistrate who served several terms as governor of the Massachusetts Bay Colony. Dudley was the chief founder of Newtowne, later Cambridge, Massachusetts, and built the town's first home. He provided land and funds to establish the Roxbury Latin School and signed Harvard College's new charter during his 1650 term as governor. Dudley was a devout Puritan who opposed religious views not conforming with his. In this, he was more rigid than other early Massachusetts leaders like John Winthrop, but less confrontational than John Endecott.

The son of a military man who died when he was young, Dudley saw military service himself during the French Wars of Religion, and then acquired some legal training before entering the service of his likely kinsman, the Earl of Lincoln. Along with other Puritans in Lincoln's circle, Dudley helped establish the Massachusetts Bay Colony, sailing with Winthrop in 1630. Although he served only four one-year terms as governor of the colony, he was regularly in other positions of authority.

Dudley's daughter Anne Bradstreet (1612–1672) was a prominent early American poet. One of the gates of Harvard Yard, which existed from 1915 to 1947, was named in his honor, and Harvard's Dudley House is named for the family, as is the town of Dudley, Massachusetts.

## Early years

Thomas Dudley was born in Yardley Hastings, a village near Northampton, England, on 12 October 1576, to Roger and Susanna (Thorne) Dudley. The family has long asserted connections to the Sutton-Dudleys of Dudley Castle (Duke of Northumberland, Earls of Warwick and Leicester, Viscounts Lisle, and Barons Dudley); there is a similarity in their coats of arms, but association beyond probable common ancestry has not yet been conclusively demonstrated. Roger Dudley, a captain in the English army, was apparently killed in battle. It was for some time believed he was killed in the 1590 Battle of Ivry, but Susanna Dudley is known already to have been widowed by 1588. The 1586 battle of Zutphen has also been suggested as the occasion of Roger Dudley's death.

Like many other young men of good birth Thomas Dudley became a page, in his case in the household of William, Baron Compton at nearby Castle Ashby. Later he raised a company of men following a call to arms by Queen Elizabeth, and served in the English army led by Sir Arthur Savage fighting with King Henry IV of France during the French Wars of Religion. He fought the Spanish at the Siege of Amiens in 1597, which in September surrendered and was the final action of the war.

After he was discharged from his military service, Dudley returned to Northamptonshire. He then entered the service of Sir Augustine Nicolls, a relative of his mother's as a clerk. Nicolls, a lawyer and later a judge, was recognized for his honesty at a time when many judges were susceptible to bribery and other misconduct. He was also sympathetic to the Puritan cause; the exposure to legal affairs and Nicolls' religious views probably had a significant influence on Dudley. After Nicolls' sudden death in 1616, Dudley took a position with Theophilus Clinton, 4th Earl of Lincoln, serving as a steward responsible for managing some of the earl's estates. Although there is a likely blood connection, the reason for the appointment may be that Dudley's soldier grandfather Henry had served under Edward Clinton, 1st Earl of Lincoln. The earl's estate in Lincolnshire was a center of Nonconformist thought, and Dudley was already recognized for his Puritan virtues by the time he entered the earl's service. According to Cotton Mather's biography of Dudley, he successfully disentangled a legacy of financial difficulties bequeathed to the earl, and the earl consequently came to depend on Dudley for financial advice. Dudley's services were not entirely pecuniary in nature: he is also said to have had an important role in securing the engagement of Clinton to Lord Saye's daughter. In 1622, Dudley acquired the assistance of Simon Bradstreet who was eventually drawn to Dudley's daughter Anne. The two were married six years later when she was 16.

Dudley was briefly out of Lincoln's service between about 1624 and 1628. During this time, he lived with his growing family in Boston, Lincolnshire, where he likely was a parishioner at St Botolph's Church, where John Cotton preached. The Dudleys were known to be back on Lincoln's estate in 1628 when his daughter Anne came down with smallpox and was treated there.

## Massachusetts Bay Colony

In 1628 Dudley and other Puritans decided to form the Massachusetts Bay Company, with a view toward establishing a Puritan colony in North America. Dudley's name does not appear on the land grant issued to the company that year. Still, he was almost certainly involved in the company's formative stages, whose investors and supporters included many individuals in the Earl of Lincoln's circle. The company sent a small group of colonists led by John Endecott to begin building a settlement, called Salem, on the shores of Massachusetts Bay; a second group was sent in 1629. The company acquired a royal charter in April 1629 and later that year made the critical decision to transport the charter and the company's corporate governance to the colony. The Cambridge Agreement, which enabled the emigrating shareholders to buy out those that remained behind, may have been written by Dudley. In October 1629 John Winthrop was elected governor, and John Humphrey was chosen as his deputy. However, as the fleet was preparing to sail in March 1630, Humphrey decided he would not leave England immediately, and Dudley was chosen as deputy governor in his place.

Dudley and his family sailed for the New World on the *Arbella*, the flagship of the Winthrop Fleet, on 8 April 1630 and arrived in Salem Harbour on 12 June. Finding conditions at Salem inadequate for establishing a larger colony, Winthrop and Dudley led forays into the Charles River watershed, but were unable to immediately agree on a site for the capital. With limited time to establish themselves and concerns over rumors of potential hostile French action, the leaders decided to distribute the colonists in several places to avoid presenting a single target for hostilities. The Dudleys probably spent the winter of 1630–31 in Boston, which was where the leadership chose to stay after its first choice, Charlestown, was found to have inadequate water. A letter Dudley wrote to the Countess of Lincoln in March 1631 narrated the first year's experience of the colonists that arrived in Winthrop's fleet in an intimate tone befitting a son or suitor as much as a servant. It appeared in print for the first time in a 1696 compilation of early colonial documents by Joshua Scottow.

### Founding of Cambridge

In the spring of 1631, the leadership agreed to establish the colony's capital at Newtowne (near present-day Harvard Square in Cambridge), and the town was surveyed and laid out. Dudley, Simon Bradstreet, and others built their houses there, but to Dudley's anger, Winthrop decided to build in Boston. This decision caused a rift between Dudley and Winthrop; it was severe enough that in 1632 Dudley resigned his posts and considered returning to England. After the mediation of others, the two reconciled, and Dudley retracted his resignation. Winthrop reported that "\[e\]ver after they kept peace and good correspondency in love and friendship." During the dispute, Dudley also harshly questioned Winthrop's authority as governor for several actions without consulting his council of assistants. Dudley's differences with Winthrop came to the fore again in January 1636, when other magistrates orchestrated a series of accusations that Winthrop had been overly lenient in his judicial decisions.

In 1632 Dudley, at his own expense, erected a palisade around Newtowne (which was renamed Cambridge in 1636) that enclosed 1,000 acres (400 ha) of land, principally as a defense against wild animals and Native American raids. The colony agreed to reimburse him by imposing taxes on all area communities. The meetings occasioned by this need are among the first instances of a truly representative government in North America, when each town chose two representatives to advise the governor on the subject. This principle was extended to govern the colony as a whole in 1634, the year Dudley was first elected governor. During this term, the colony established a committee to oversee military affairs and to manage the colony's munitions.

The colony came under legal threat in 1632, when Sir Ferdinando Gorges, attempting to revive an earlier claim to the territory, raised issues of the colony's charter and governance with the Privy Council of King Charles I. When the colony's governing magistrates drafted a response to the charges raised by Gorges, Dudley was alone in opposing language, referring to the king as his "sacred majesty", and to bishops of the Church of England as "Reverend Bishops". Although a *quo warranto* writ was issued in 1635 calling for the charter to be returned to England, the king's financial straits prevented it from being served, and the issue eventually died out.

### Anne Hutchinson affair

In 1635, and for the four following years, Dudley was elected either as deputy governor or as a member of the council of assistants. The governor in 1636 was Henry Vane, and the colony was split over the actions of Anne Hutchinson. She had come to the colony in 1634 and began preaching a "covenant of grace" following her mentor, John Cotton, while most of the colony's leadership, including Dudley, Winthrop, and most of the ministers, espoused a more Legalist view ("covenant of works"). This split divided the colony since Vane and Cotton supported her. At the end of this colonial strife, called the Antinomian Controversy, Hutchinson was banished from the colony, and a number of her followers left the colony as a consequence. She settled in Rhode Island, where Roger Williams, also *persona non-grata* in Massachusetts over theological differences, offered her shelter. Dudley's role in the affair is unclear, but historians supportive of Hutchinson's cause argue that he was a significant force in her banishment, and that he was unhappy that the colony did not adopt a more rigid stance or ban more of her followers.

Vane was turned out of office in 1637 over the Hutchinson affair and his insistence on flying the English flag over the colony's fort; many Puritans felt that the Cross of St George on the flag was a symbol of popery and was thus anathema to them. Vane was replaced by Winthrop, who served three terms. According to Winthrop, concerns over the length of his service led to Dudley's election as governor in 1640.

Although Dudley and Winthrop clashed with each other on several issues, they agreed on banning Hutchinson, and their relationship had some significant positive elements. In 1638 Dudley and Winthrop were each granted a tract of land "about six miles from Concord, northward". Reportedly, Winthrop and Dudley went to the area together to survey the land and select their parcels. Winthrop, then governor, graciously deferred to Dudley, then deputy governor, to make the first choice of land. Dudley's land became Billerica, and Winthrop's Bedford. The place where the two properties met was marked by two large stones, each carved with the owner's name; Winthrop described the spot as the "'Two Brothers', in remembrance that they were brothers by their children's marriage".

### Other political activities

During Dudley's term of office in 1640, many new laws were passed. This led to the introduction the following year of the Massachusetts Body of Liberties, a document that contains guarantees that were later placed in the United States Bill of Rights. During this term, he joined moderates, including John Winthrop, in opposing attempts by the local clergy to take a more prominent and explicit role in the colony's governance. When he was again governor in 1645, the colony threatened war against the expansionist Narragansetts, who had been making war against the English-allied Mohegans. This prompted the Narragansett leader Miantonomi to sign a peace agreement with the New England colonies which lasted until King Philip's War broke out 30 years later. Dudley also presided over the acquittal of John Winthrop in a trial held that year; Winthrop had been charged with abuses of his power as a magistrate by residents of Hingham the previous year.

In 1649 Dudley was appointed once again to serve as a commissioner and president of the New England Confederation, an umbrella organization established by most of the New England colonies to address issues of common interest; however, he was ill (and aging, at 73), and consequently unable to discharge his duties in that office. Dudley was elected governor for the fourth and last time in 1650 despite the illness. The most notable acts during this term were the issuance of a new charter for Harvard College, and the judicial decision to burn *The Meritorious Price of Our Redemption*, a book by Springfield resident William Pynchon that expounded on religious views heretical to the ruling Puritans. Pynchon was called upon to retract his views but returned to England instead of facing the magistrates.

During most of his years in Massachusetts, when not governor, Dudley served as either deputy governor or as one of the colony's commissioners to the New England Confederation. He also served as a magistrate in the colonial courts, and sat on committees that drafted the laws of the colony. His views were conservative, but he was not as strident in them as John Endecott. Endecott notoriously defaced the English flag in 1632, an act for which he was censured and deprived of office for one year. Dudley sided with the moderate faction on the issue, which believed the flag's depiction of the Cross of St George had by then been reduced to a symbol of nationalism.

Nathaniel Morton, an early chronicler of the Plymouth Colony, wrote of Dudley, "His zeal to order appeared in contriving good laws, and faithfully executing them upon criminal offenders, heretics, and underminers of true religion. He had a piercing judgment to discover the wolf, though clothed with a sheepskin." Early Massachusetts historian James Savage wrote of Dudley that "\[a\] hardness in public, and rigidity in private life, are too observable in his character". In a more modern historical view, Francis Bremer observes that Dudley was "more precise and rigid than the moderate Winthrop in his approach to the issues facing the colonists".

### Founding of Harvard and Roxbury Latin

> One of thy founders, him New-England know,
> Who staid thy feeble sides when thou wast low,
> Who spent his state, his strength, and years with care,
> That after comers in them might have share.

Anne Bradstreet, verse written on Harvard Yard's Dudley Gate

In 1637, the colony established a committee "to take order for a new college at Newtown". The committee consisted of most of the colony's elders, including Dudley. In 1638, John Harvard, a childless colonist, bequeathed to the colony his library and half of his estate as a contribution to the college, which was consequently named in his honor. The college charter was first issued in 1642, and a second charter was issued in 1650, signed by then-Governor Thomas Dudley, who also served for many years as one of the college's overseers. Harvard University's Dudley House, now only an administrative unit located in Lehman Hall after the actual house was torn down, is named in honor of the Dudley family. Harvard Yard once had a Dudley Gate bearing words written by his daughter Anne; it was torn down in the 1940s to make way for construction of Lamont Library. A fragment remains in Dudley Garden, behind Lamont Library, including a lengthy inscription in stone.

In 1643, Reverend John Eliot established a school at Roxbury. Dudley, who was then living in Roxbury, gave significant donations of both land and money to the school, which survives to this day as the Roxbury Latin School.

## Family and legacy

Dudley married Dorothy Yorke in 1603 and had five or six children. Samuel, the first, also came to the New World and married Winthrop's daughter Mary in 1633, the first of several alliances of the Dudley-Winthrop family. He later served as the pastor in Exeter, New Hampshire. Daughter Anne married Simon Bradstreet, and became the first poet published in North America. Patience, Dudley's third child, married a colonial militia officer Daniel Denison. The fourth child, Sarah, married Benjamin Keayne, a militia officer. This union was unhappy, resulting in the first reported instance of divorce in the colony; Keayne returned to England and repudiated the marriage. Although no formal divorce proceedings are known, Sarah eventually married again, to Job Judkins, by whom she bore five children. Mercy, the last of his children with Dorothy, married minister John Woodbridge.

Dudley may have had another son, though most historians think the evidence is too slim. A “Thomas Dudley” was awarded degrees from Emmanuel College, Cambridge University, in 1626 and 1630, and some historians have argued this is a son of Dudley. Also, Dudley was referred to as “Thomas Dudley Senior” on a lone occasion in 1637.

Dorothy Yorke died on 27 December 1643 at 61 years of age, and was remembered by her daughter Anne in a poem:

> Here lies,
>
> A worthy matron of unspotted life,
> A loving mother and obedient wife,
> A friendly neighbor, pitiful to poor,
>
> Whom oft she fed and clothed with her store;

Dudley married his second wife, the widow Katherine (Deighton) Hackburne, a descendant of the noble Berkeley, Lygon, and Beauchamp families, in 1644. She is also a direct descendant of eleven of the twenty-five barons who acted as sureties for John Lackland on the Magna Carta. They had three children, Deborah, Joseph, and Paul. Joseph served as governor of the Dominion of New England and of the Province of Massachusetts Bay. Paul (not to be confused with Joseph's son Paul, who served as provincial attorney general) was for a time the colony's register of probate.

In 1636, Dudley moved from Cambridge to Ipswich, and in 1639, moved to Roxbury. He died in Roxbury on 31 July 1653, and was buried in the Eliot Burying Ground there. Dudley, Massachusetts is named for his grandsons Paul and William, its first proprietors.

The Massachusetts Department of Conservation and Recreation owns a parcel of land in Billerica called Governor Thomas Dudley Park. The "Two Brothers" rocks are located in the Great Meadows National Wildlife Refuge in Bedford, in an area that has been listed on the National Register of Historic Places as the Two Brothers Rocks-Dudley Road Historic District.

### Dudley Square

Dudley Square in Boston's Roxbury neighborhood was named after Dudley. Proponents of an effort to rename the square noted that Dudley was "a leading politician in 1641", when the colony became the first to sanction slavery legally. Conversely, Byron Rushing, former president of the Museum of African American History in Boston, stated, “I’ve really searched, and I’ve found no evidence that Dudley ever owned slaves."

A non-binding advisory question was added to the 5 November 2019 municipal ballot for all Boston residents asking, "Do you support the renaming/changing of the name of Dudley Square to Nubian Square?" Election night results show that the question was defeated.

Mayor of Boston Marty Walsh subsequently announced that the question had "passed in the surrounding areas" near the square, and could be considered further by the city's Public Improvement Commission. On 19 December 2019, the Public Improvement Commission unanimously approved changing the name of Dudley Square to Nubian Square. Dudley station was renamed Nubian station in June 2020.

## Further reading

## InfoBox

| Thomas Dudley | |
| --- | --- |
|  | |
| 3rd, 7th, 11th, and 14th Governor of the Massachusetts Bay Colony | |
| **In office**<br>1634–1635 | |
| Preceded by | John Winthrop |
| Succeeded by | John Haynes |
| **In office**<br>1640–1641 | |
| Preceded by | John Winthrop |
| Succeeded by | Richard Bellingham |
| **In office**<br>1645–1646 | |
| Preceded by | John Endecott |
| Succeeded by | John Winthrop |
| **In office**<br>1650–1651 | |
| Preceded by | John Endecott |
| Succeeded by | John Endecott |
| Commissioner for Massachusetts Bay | |
| **In office**<br>1643–1643Serving with John Winthrop | |
| **In office**<br>1647–1647Serving with John Endicott | |
| **In office**<br>1649–1649Serving with Simon Bradstreet | |
|  | |
| Personal details | |
| Born | 12 October 1576<br>Yardley Hastings, Northamptonshire, England |
| Died | 31 July 1653(1653-07-31) (aged 76)<br>Roxbury, Massachusetts Bay Colony |
| Spouses | *   Dorothy Yorke   (m. 1582; died 1643) *   Katherine Hackburne (m. 1644) |
| Parent |  |
| Profession | Colonial administrator, governor |
| Signature |  |
| Military service | |
| Allegiance | Kingdom of England |
| Branch/service | Forces of William Compton, 1st Earl of Northampton |
| Battles/wars |  |
|  | |


title: This Is Not a Love Song

abstract: "This Is Not a Love Song" is a single released by English post-punk band Public Image Ltd in 1983. It is the band's biggest commercial hit, peaking at No. 5 on the UK Singles Chart and at No. 3 on the Irish Singles Chart. The 12" remixed version of the song is featured on Commercial Zone as "Love Song". A re-recorded version of the song is featured on PiL's fourth studio album This Is What You Want... This Is What You Get and includes a horn section.

text:
# This Is Not a Love Song

"**This Is Not a Love Song**" is a single released by English post-punk band Public Image Ltd in 1983. It is the band's biggest commercial hit, peaking at No. 5 on the UK Singles Chart and at No. 3 on the Irish Singles Chart.

The 12" remixed version of the song is featured on *Commercial Zone* as "**Love Song**". A re-recorded version of the song is featured on PiL's fourth studio album *This Is What You Want... This Is What You Get* and includes a horn section.

## Track listing

7" vinyl – A|B Virgin 105 938 1. "This Is Not a Love Song" – 3:30
2. "Public Image" – 2:58

12" maxi – Virgin 600 997 1. "This Is Not a Love Song" – 4:27
2. "Blue Water" – 3:46
3. "This Is Not a Love Song (Remixed version)" – 4:27
4. "Public Image" – 2:58

## Chart performance

| Chart (1983–1984) | Peak
position |
| --- | --- |
| Australia (Kent Music Report) | 17 |
| Belgium (Ultratop 50 Flanders) | 20 |
| Ireland (IRMA) | 3 |
| Netherlands (Dutch Top 40) | 17 |
| Netherlands (Single Top 100) | 12 |
| New Zealand (Recorded Music NZ) | 45 |
| UK Singles (OCC) | 5 |
| West Germany (Official German Charts) | 10 |

## InfoBox

| "This Is Not a Love Song" | |
| --- | --- |
|  | |
| Single by Public Image Ltd | |
| from the album  *This Is What You Want... This Is What You Get* | |
| B-side |  |
| Released | 5 September 1983 |
| Length | * 3:30 (7" edit) * 4:27 (12" version) * 4:12 (album version) |
| Label | Virgin VS 529 |
| Songwriter(s) |  |
| Producer(s) |  |
| Public Image Ltd singles chronology | |
| "Flowers of Romance"
(1981) "**This Is Not a Love Song**"
(1983) "Bad Life"
(1984) | |
|  | |
| Alternative cover | |
|  | |
| 12" cover | |
|  | |
|  | |


abstract: The Dwight D. Eisenhower Army Medical Center (EAMC) is a 93-bed medical treatment facility located on Fort Eisenhower, GA, located near Augusta, Georgia that previously served as the headquarters of the Army's Southeast Regional Medical Command (SERMC). SERMC oversaw the Army's hospitals and clinics within the southeastern United States and Puerto Rico. SERMC was renamed Southern Regional Medical Command (SRMC) and was relocated to San Antonio in 2009.

text:
# Dwight D. Eisenhower Army Medical Center

The **Dwight D. Eisenhower Army Medical Center** (EAMC) is a 93-bed medical treatment facility located on Fort Eisenhower, GA, located near Augusta, Georgia that previously served as the headquarters of the Army's Southeast Regional Medical Command (SERMC). SERMC oversaw the Army's hospitals and clinics within the southeastern United States and Puerto Rico. SERMC was renamed Southern Regional Medical Command (SRMC) and was relocated to San Antonio in 2009.

## History

The hospital started as Camp Gordon Station Hospital in 1941, caring for World War II casualties and dependents. It was closed in 1946, but reopened as Camp Gordon became the more permanent Fort Gordon during the Cold War. The hospital's current building, opened for patients in 1976, replaced sprawling wooden buildings from the World War II era. During the building's dedication a year prior its opening, it was dedicated in honor of former General of the U.S. Army and President Dwight D. Eisenhower, who made his farewell address to the Army at Fort Gordon in 1961. During one visit in 1965 he suffered a heart attack and was treated in a large private suite in the old hospital for two weeks before being sent to Walter Reed in Washington by train. Later in 1975, former First Lady Mamie Eisenhower, was treated at Ft. Gordon for internal bleeding.

## Current-day activities

Active-duty personnel and their TRICARE beneficiaries use the medical center and clinics for their primary health care. Numerous military retirees in the Augusta area use the medical center's pharmacy and facilities. EAMC is involved in the growing field of disaster medicine and hosts disaster-drill training events on Fort Eisenhower involving the civilian medical community and the local region of the Federal Emergency Management Agency. The hospital is a training hospital for military doctors, and partners with the Medical College of Georgia and Augusta Veterans Affairs Medical Center in training programs and patient care. For example, TRICARE dependents in need of obstetrics services are sent to UNIVERSITY HOSPITAL OF AUGUSTA, while the Augusta VA runs a spinal-cord rehabilitation unit and an active duty rehabilitation unit, which has hosted many veterans of Operation Iraqi Freedom. In return, civilian, non-TRICARE dependent patients are often sent to Eisenhower for use of its hyperbaric chamber.

## DoD/VA Sharing Agreements

EAMC is pioneering DoD/VA sharing agreements with the Veterans Affairs Medical Centers in Augusta, Ga., Dublin, Ga., and Columbia, S.C., and network agreements with other hospitals and medical centers in the Augusta area. The relationships have infused millions of dollars into the Augusta community, as well as provided veterans, beneficiaries and family members with better access to the care and procedures they need. There are Two Hyberbaric Chambers at Doctors Hospital in Augusta Georgia

## Cardiothoracic Surgery Center

EAMC's Cardiothoracic Surgery Clinic does more heart surgeries than any medical facility in the DoD. A wide range of cardiac, thoracic, vascular services, and minimally invasive techniques are used to address cardiothoracic issues.

## Residential Treatment Facility

The 30-bed Residential Treatment Facility is an American Society of Addiction Medicine Level III facility and the second RTF facility in the DoD and the only facility in the Southern Region Medical Command. ASAM Level III Programs are the highest level of multidisciplinary treatment programs and provide care to the full spectrum of patients with alcohol and substance dependence disorders combined with conditions such as PTSD, Depression, and mild Traumatic Brain Injury.

1. "Mamie Eisenhower, 78, Hospitalized in Georgia". Retrieved 2018-07-06.

33°25′48″N 82°07′33″W / 33.43000°N 82.12583°W / 33.43000; -82.12583