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spawksstuff · 1 year ago

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De's Military Service

The National Archives and Records Administration is a great website for military records, especially old ones. Some have been digitized and some have not (and some were burned in a fire in 1973, presumably what happened to my great grandfather's records). I was searching for the two training films De was a part of besides "A Time To Kill" (I am determined to find them!) and decided to see if his record was on there, and sure enough it was. Even though it's a public website, I still blacked out De's Serial Number (his SSN was already blacked out) although I don't think anyone could do anything with it since its been so long and as he had no children, any potential VA benefits wouldn't be a factor today or in the future.

Draft Registration:

This address is right on the beach. His employer is "Cooper Arms" which is down the block from the residence address. Cooper Arms is where he got his elevator job. I don't know if this is before or after he crashed in their basement. He's 21 here, so this is sometime in 1941. Notice the signature on the bottom. The clerk most likely made him put in "Jackson" since that was his "official" name. Blue, Blonde, light complexion, and 150 lbs.

10 March 1943 Long Beach Press Telegram

The newspaper article where De got on the bus to go to Basic. (Mentioned in "From Sawdust to Stardust"). (Article was saved in my "military" folder instead of "newspapers", which is why it wasn't posted before.)

Payroll RAAF, Roswell NM 30 Apr 44

I don't know why this was included in his record, but I love finding records like this so I included it.

Going from left to right, 3 Mar 43 (date drafted). 0 is Years of Service (it's weird in the military: if you're in, but below 2 years, you're still considered having 0 years of service until you hit that 2 year mark, at least on pay records). With the comment under his name, it appears De stopped an allotment in February, and they are now reimbursing him for taking it after he wanted it stopped. If the codes are the same as today, an "F" Allotment is to a charity or emergency assistance fund. Blacked out is his Serial Number. The 6.60 is for an "N" Allotment which is life insurance. 3.75 is for "Class A pay reservations" which is a war bond as far as I can tell. 1.50 is for "Government Laundry."

In the second picture, I could not decode what the 10.35 was for (T/A). So he was due 65.65, but they collected the 1.50, leaving him with 64.15. He signed (with "Jackson" now) saying he received that money.

Separation 28 Jan 1946 -

After VE and VJ day, the First Motion Picture Unit was shut down and some of the unit was sent to Colorado to wait for their separation orders.

Separation Qualification Record

Lists his military jobs, basic information, and a summary of military occupations, which would likely have been useful for returning GIs to get a job doing something similar to what they did in the service, for example, radio technicians, communications, etc. The address on Normandie is where he and Carolyn started renting right before they got married.

Page 2 (Backpage), Military Education, Civilian Education and occupations. Again all of this would be helpful for returning GIs.

Honorable Discharge Certificate

WD AGO Form 53-55 - Official Separation Form

Basic information. Same address on Normandie as above. Blue eyes, but now Brown hair and weight is 165 (Guess 3 meals a day and all the PT helped him out 😂 Or Carolyn made him some good food 🤣). No. Depend-1, this is number of dependents, being spouse or children, or even at this time parents as the rules were more lax on supporting your parents.

Block 21 Civilian Occupation "Checker" - I'm unsure about this but according to "From Sawdust to Stardust" De told them he was an "entertainer." Box 35 is Immunizations, which continues in Box 55. I'm surprised by how late he got these. Perhaps the Army gave priority to those going overseas first and then the rest got them. Nowadays you get the majority at Basic Training if you don't already have them.

Served 2 years, 10 months, and 13 days, and was a Private First Class upon discharge. Reason for separation is basically "surplus." Pay Data was his final pay plus some travel money, and his insurance continued for another month.

Block 34, right thumb print. Box 55 Remarks: the continued immunizations. Inactive service is while he was waiting to board the bus to Basic, (the time between when he was notified he was drafted and the day he officially was).

The "6 Days lost" is throwing me. Usually "Days lost" means you weren't able to work because you made a bad choice (like you're hungover, or you did something incredibly stupid and hurt yourself, causing hospitalization, or you didn't show up for most of your shift) but I can't see De being too hungover to work or not showing up. However, there is the story of him, George Reeves, and another soldier getting lost in Colorado, pushed a car into the nearby town, and when they couldn't get the hotel owner to open up, they broke in and slept on the floor. They were drunk after drinking a bottle of bourbon trying to stay warm. The sheriff came by and took them to jail for the night. There's also the story of George Reeves getting recognized in Colorado at a hotel and decided not to spend the night because he got mobbed (De was with him). A sheriff pulled them over for something and decided to put them in jail for the night. I don't know if these two stories are the same or not, one was in the book and one was in a newspaper article, but if it made them late or made them miss a shift, that would count as being absent, (but not AWOL, which would have been much more serious). Also I don't know if the furlough time was considered "lost time". It's possible all of this was and it added up to the 6 days.

The 4 Discharge Emblems were pins issued to be worn on the uniform once someone was discharged. Since there was a clothing shortage, service members were authorized to wear their uniforms even after they were discharged (mostly while traveling home). The Discharge Emblem proved that they weren't away from their unit, that they were allowed to be wherever they were. ASR score was a rating given to service members to list who got discharge papers first.

De signed and he was now a Veteran and a civilian. Back to Carolyn at Normandie and Paramount.

#deforest kelley #militaryservice #this concludes our history lesson on WWII Documents #well De's military documents #fascinating

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tacticalhimbo · 7 months ago

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Soders suffers from the rare condition, Situs Inversus, in which his internal organs are reversed. He received his first heart transplant in 1995 - a procedure that might have involved illegal, black market organ trading. However, being a sacred ICA cow, no formal investigation was made. Intel suggests that Soders is once again dying and right-sided donor hearts are almost impossible to obtain. This, plus the fact that Soders is virtually broke from gambling, gives an indication of why he has chosen to betray ICA and become a mole for Providence. They not only have access to the best medical treatments that money can buy, but they also have the global reach and means to procure an illegal donor heart at short notice. Soders cannot have been on Providence payroll for more than a few weeks. Otherwise, he would have warned them about the hits on their operatives in Italy and Morocco. He was likely turned shortly after the abduction of Thomas Cross from his son's funeral, when Providence realized that someone was using ICA to attack their operatives. Providence has presumably kept files on all ICA board members, in case they would ever need to infiltrate us. This explains why Soders' file was among the shadow client's research in Colorado. Erich Soders is a survivor, plan and simple. Once a formidable assassin, he grew bitter and resentful after his early forced retirement and has now lost all sense of honor. This mission is regrettable, yet necessary. Soders must pay for his treachery and we must draw a line in the sand.

#txt #my gifs #tw death #tw graphic #hitman #erich soders #weird opinion: this is my fave elimination method in the first game #the framing of the cutscene #and the bug & coffin imagery with the shriveling and the stationary robotic arms??#it's so good. and so grotesque #tw medical #cw medical #hitman world of assassination

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dchan87 · 2 months ago

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A team doesn’t lose 117 games and counting because of just one thing. In the case of the 2024 Chicago White Sox a meddling owner, dubious leadership, injuries and an inability to properly value and integrate analytics only begin to tell the story. The White Sox would need to win seven of their last nine games to avoid tying the 1962 Mets’ 120 losses for the worst record in modern baseball history. They are the first team since 1900 to have three separate losing streaks of 12 or more games. Opponents have outscored them by more than 300 runs. Few expected the South Siders, who lost 101 games last year, to contend. But no one predicted this level of incompetence.

*Shouts from the rooftops*: SELL THE FUCKING TEAM, JERRY!

And yet for all the factors that led to this season’s disaster, when players and traveling staff try to encapsulate how things reached such a sorry state, again and again they bring up one thing: the plane.

The White Sox charter an Airbus320, a plane first manufactured in the 1980s. It features only eight first-class seats; the rest is coach. A majority of MLB teams charter bigger 757s, with ample first-class seating for the players and the coaching staff. Even well-known frugal franchises such as the Tampa Bay Rays, Colorado Rockies and Miami Marlins charter nicer planes. But not the White Sox.

When a player new to Chicago first stepped onboard this season, he said loudly: “C’mon, man, no show plane?” A chorus of players burst into laughter. Last year, a tweet comparing the planes used by MLB teams caused a stir when it was shared among White Sox players while they were onboard.

A team plane doesn’t make errors or poor baseball decisions. But the White Sox’s decision to use a smaller, older plane reflects how they operate. The difference between the White Sox and other clubs is so stark, players who leave Chicago for other teams celebrate their freedom by texting each other “This is the big leagues.”

“They don’t do the little or the big things right,” said a recently departed veteran.

The Athletic spoke to nearly 40 current and former White Sox employees and others in baseball about the larger issues plaguing the dysfunctional franchise, which is run according to the whims of owner Jerry Reinsdorf. The 88-year-old Reinsdorf led a group of investors who bought the team for $19 million in 1981. (He also owns the Chicago Bulls.) They won the World Series in 2005, but have made only three playoff appearances since, losing all three series.

Many of those who spoke to The Athletic, some of whom requested anonymity to speak candidly about Reinsdorf and the state of the franchise, said that the owner’s views on the game have calcified. That while at times Reinsdorf has carried a big major-league payroll, he has refused to invest in the cutting-edge amenities and infrastructure needed to succeed.

Some of Chicago’s wounds were self-inflicted and immediate, such as hiring Tony La Russa to manage. Others festered for years, such as the team’s reluctance to adapt to analytics, and a leadership structure that led to division. All can be traced back to Reinsdorf, who last season ignored pleas by others in the organization to interview outside general manager candidates and promoted internally instead. Reinsdorf even let popular broadcaster Jason Benetti leave because he didn’t like his style.

“You got a baseball fan owner who thinks he knows everything, and maybe he did in 1992,” said a former employee, “but the amount of info has skyrocketed in the last 30 years and he’s put his middle finger up at that.”

“As long as Jerry’s philosophy is the overarching one,” another former employee added, “they won’t ever succeed.”

In a recent season, while addressing new employees, Reinsdorf was asked which matters more: the Bulls or White Sox winning? Rather than answer diplomatically, Reinsdorf, without hesitation, said the White Sox.

A baseball-obsessed Brooklyn native, he fills his office with autographs and sports memorabilia and loves chatting with scouts, talking about the game and its history. Reinsdorf will proudly tell you he went to Jackie Robinson’s first game in a Dodgers uniform, and he values his friendships with Hall of Famers such as La Russa, Dennis Eckersley and George Brett.

But Reinsdorf’s affection for baseball is also an affection for how the game used to be played. Sources describe him as stubborn and generally unwilling to adapt to an era where his preferred style of play — “get ’em over and get ’em in”— is no longer the sole recipe for success.

“I’m not sure if any owner loves baseball as much as Jerry,” said another former employee. “That’s why he can’t get out of his own way.”

Though he rarely appears on television during broadcasts, Reinsdorf frequently watches games from his suite at Guaranteed Rate Field, which has a door connecting to the baseball operations department.

His influence on the team is everywhere. It’s not unusual for Reinsdorf to text broadcasters in-game about what they’re saying, to attend offseason and spring training meetings (he lives in Arizona) or to solicit advice from his cabinet of handpicked advisors. Last offseason, Reinsdorf let Benetti out of his contract to go to another AL Central team, the Detroit Tigers. Reinsdorf didn’t like Benetti’s personality; he featured analytics, made jokes and wasn’t always effusive toward a losing White Sox team. (Benetti declined to comment, though he made references to feeling disrespected on a podcast with The Athletic.)

“He’s hands-on in every part of the organization,” said former White Sox player and team vice president Kenny Williams of Reinsdorf.

Williams played for the team from 1986-88, then rejoined the franchise in 1992 as a scout. He rose to GM in 2000 and oversaw the construction of the 2005 team, becoming the second Black general manager to win a World Series — the team’s first since 1917 — and cementing his place in Chicago sports lore.

Williams refers to Reinsdorf as a second father and bristles at suggestions that the owner – who Forbes estimates is worth $2.1 billion – only cares about profits.

“He just wanted to break even,” Williams said of Reinsdorf, who reportedly is willing to help finance a new proposed ballpark in the more desirable South Loop location. “I always thought over the years it was a little unfair when people would say, ‘All he cares about is making money.’ I’m sitting in the office and he’s saying, ‘I’m going to give you what I got.’”

The White Sox are run like a family business. Many employees have personal relationships with Reinsdorf, and the team’s job security is arguably the best in baseball. But Reinsdorf can be loyal to a fault.

“They have people there with no business being in Major League Baseball,” said an executive with another team.

The 2005 World Series win was the franchise’s crowning achievement under Reinsdorf, but it also gave the organization a false sense of confidence that kept it from evolving. Reinsdorf and a certain faction of the organization felt no pressure to adapt. The personnel was so insular that multiple former employees described it as a time warp.

One of the Sox’s most glaring failures has been the team’s limited embrace of analytics. Reinsdorf, sources say, would make comments in meetings such as: “You guys know I’m not an analytics person. I’m not big into this.” He questioned at least one White Sox player about whether it was possible to have too much information.

The team didn’t shun the movement entirely. The White Sox were one of the first teams to invest in a spring training pitching lab, purchased iPitch machines for approximately $15,000 each to help train hitters and hired the analytically savvy Ethan Katz as pitching coach in 2020.

“Did we have a large analytics department when I was there? No, we didn’t,” said Williams. “We didn’t have those kind of resources to allocate towards that. But did we (make investments)? Absolutely, and with total support of ownership on that. As long as we proved, or at least made the case, that it could be beneficial for the on-field product.”

But the White Sox’s investment only went so far. To reduce overhead, the team outsourced some number crunching to Zelus Analytics, a private outside firm.

“(They) are good if you have nothing,” one rival executive said. “But the whole point of analytics is to have your own customized models for your players to gain an edge. You don’t get that from an external firm.”

Nor do teams advance when their decision makers are split on data’s value. General manager Chris Getz, like his predecessor, Rick Hahn, advocates for the White Sox to make greater use of analytics. But, like Hahn, Getz never worked for an organization at the forefront of the movement, such as the Houston Astros, Tampa Bay Rays or Los Angeles Dodgers.

Even when they tried to use analytics, the White Sox weren’t sure how. For years, they used two sets of adjusted Trackman data: One, like most teams, they received from a third party, and another was developed by their own analytics people. Sometimes the two sets of data would be dramatically different, making it difficult to evaluate players and write reports. In 2019, a debate about using spin rate versus adjusted spin rate caused internal strife.

“It was comical,” said a former baseball operations employee of different departments using different sets of data. “No one knew what was what.”

In 2024, the White Sox are still untangling the lines of data communication. Several former members of this year’s team pointed to defensive positioning as an area of concern. The White Sox rank near or at the bottom of publicly available defensive metrics, in part, former players say, because their fielders often are in the wrong spots.

“That’s a huge area I felt could be better,” said outfielder Tommy Pham, who signed with the White Sox as a free agent in April and was traded in July. “They know it.”

Former pitchers describe Chicago’s game planning as almost rudimentary. Rather than provide individual plans for each hitter, the White Sox offer generalities such as, “Your sinker will play down in the zone” — an insufficient answer against, say, a lineup full of left-handed hitters who handle sinkers in that area. Minor league pitchers with high walk totals were told things like “work on your command,” with no other specifics, in the offseason.

Hitters expressed similar concerns. “They had information,” one former position player said. “But you didn’t get an explanation or a plan.”

Reinsdorf told The Athletic via email: “Analytics are a very important part of the game, a useful tool that compliments but will never completely replace human judgment.”

Before the 2013 season, Reinsdorf promoted Williams to executive vice president, with Hahn — Williams’ longtime right-hand man — becoming general manager. Hahn was seen as a rising star, a Harvard Law School and Northwestern business school graduate who was part of a new wave in front offices. He planned to modernize the organization, in part by better incorporating analytics.

The White Sox finished no better than 17 games out of first place in the first three seasons under Hahn, and announced a shift in philosophy midway through 2016. The club was “mired in mediocrity,” Hahn said, and in need of a rebuild.

But Hahn and Williams had different views on how organizations should be run, and over time, that dynamic impacted the operation of the team, sources say.

“I was known as and called ‘a baseball guy,’” Williams said. “It was like it was an insult, that I could go in and see a guy work out for a day and tell you he was going to be an All-Star.”

Hahn, facing opposition from the old guard, struggled to bring changes to the team’s usage of analytics and technology. He often pushed back against the perception he wasn’t calling the shots, but effectively had to please multiple power brokers, including Williams, Reinsdorf and, later, La Russa.

Hahn declined to comment for this story. Williams said of their dynamic: “We had a great relationship. During the good times, it was better. During the bad times, there was only one other person it seemed like we could laugh with, and that was each other.”

Williams became less of a day-to-day presence as the team rebuilt, sources say, a point Williams disputes. But in a meeting before the 2020 season, as the White Sox were starting to rebound, Williams announced it was time for the team to turn the corner and that he’d be taking a more active role.

“It was like the (Michael Jordan) unretirement. It caught people off guard,” said one person involved in the meeting.

“Rick Hahn was much better suited to take them forward. Kenny was a platinum employee,” said another former baseball operations employee. “He would show up and block certain trades and want to take the No. 1 pick in the draft. … There was a lot of resentment from people inside about that (dynamic).”

The divide manifested further in the polarizing lieutenants each man chose. Williams had his son, Ken Williams Jr., who eventually ascended to assistant farm director. Hahn trusted Jeremy Haber, another Harvard grad. The younger Williams butted heads with many in player development and, despite his inexperience, was quick to offer dissenting views. Haber could be bullish as he advocated for his boss’ point of view and was seen as an aggressive climber. (Both men are no longer in the organization. Williams Jr. declined to comment; Haber did not respond to interview requests.)

Still, for all their issues, the White Sox’s rebuild progressed. The team developed homegrown players such as Tim Anderson and Garrett Crochet, traded for Lucas Giolito, Yoan Moncada, Eloy Jiménez, Dylan Cease and Dane Dunning and agreed to long-term extensions, with Reinsdorf’s approval, for Jiménez, Moncada and Luis Robert Jr.

The White Sox made the playoffs in a shortened 2020 season. Hahn’s peers voted him Sporting News Executive of the Year.

And then Reinsdorf made a hire that helped unravel it all.

A.J. Hinch’s suspension from baseball for his role in the Houston Astros sign-stealing scandal ended the minute the 2020 season came to a close. Almost immediately, he was courted by Al Avila, then the Detroit Tigers GM, and Hahn.

On paper, the White Sox job was the better of the two. Coming off its playoff appearance in 2020, Chicago was considered much closer to the World Series than a Tigers team with back-to-back last-place finishes.

Hahn told reporters at the time the White Sox were looking for someone who has “experience with a championship organization in recent years,” which was taken as a thinly veiled reference to Hinch, who guided the Astros to two World Series appearances, including their 2017 win.

Hinch and his wife packed for interviews in both cities. Detroit came first, but Hinch was being advised by friends on places to live in Chicago, sources said. But before Hinch even made it to Chicago, Reinsdorf pulled a stunner: He hired 76-year-old La Russa, who hadn’t managed in a decade.

Thirty five years earlier, Reinsdorf had allowed then-White Sox GM Ken Harrelson to fire La Russa from his first major-league managing job, a decision he later called “the dumbest thing I ever did.”

The email the White Sox sent out to fans announcing La Russa’s hire included an image of Hinch’s signature. The blunder was later chalked up to a graphics glitch, but it was seen inside and outside the organization as further proof that Reinsdorf had passed over Hahn’s choice for his own.

La Russa’s hiring was widely criticized, particularly after it was revealed that he had been charged with driving under the influence — his second such incident — that February. The White Sox lost to the Astros in the first round of the playoffs in 2021, their first season under La Russa. And things fell apart in his second season. Injuries to several players in whom the White Sox had invested heavily were a significant factor, but La Russa made bizarre in-game decisions, acted as a one-man show rather than the head of a collaborative staff, and failed to get the most out of his players. His health also suffered. He dealt with cancer, required a procedure to repair the circuitry of his pacemaker and did not manage the team after Aug 28.

Asked about La Russa’s nearly two seasons as manager, Williams said, “I don’t yet have a way to talk about that period of time because it takes me to a bad place, and it will take me from the person I aspire to be.”

The White Sox hired Pedro Grifol to replace La Russa. Nearly 10 months later, Reinsdorf dismissed Williams and Hahn, making a rare pivot away from employees with long-standing ties to the organization, executives who had led the team to back-to-back postseason appearances for the first time in franchise history before some of their moves backfired.

Grifol was an outside hire; he came from the Royals. People within the organization advocated for Reinsdorf to go outside for his new GM as well. He ignored those appeals and instead promoted Getz, a former White Sox player, just nine days after Hahn and Williams were dismissed, without interviewing a single external candidate. The decision required the Sox to work with MLB on a backfill plan to satisfy the Selig Rule, which is aimed at diversifying front office candidates. Reinsdorf said at the time that he selected Getz because he knew the White Sox organization intimately and “we want to get better as fast as we possibly can.”

Under Getz, who spent two years with Kansas City before he rejoined Chicago as farm director in 2017, the White Sox player development system wasn’t exactly thriving. There were off-field issues as well. Former Double-A manager Omar Vizquel did not return in 2020 after a former batboy who has autism accused him of sexual harassment (the batboy in 2022 dropped claims against the White Sox and reached a confidential settlement with Vizquel). And Triple-A manager Wes Helms was placed on an indefinite leave of absence in May 2022, with no reason given for his exit.

Why not at least interview people from other organizations, even just to learn how other teams operate?

“Jerry just thinks he has the answers,” said a former staffer.

The White Sox are now on their fourth manager in five seasons (or their fifth counting Miguel Cairo, who managed while La Russa dealt with his health issues). Grifol – bilingual like La Russa, but 25 years younger – seemingly had a better chance to connect with the team’s young players. But former reliever Keynan Middleton said last season that problems under La Russa continued under Grifol, with players skipping meetings and refusing to participate in drills. Grifol this season frustrated his players on several fronts, calling them “f—ing flat” after a loss to the Baltimore Orioles on May 26, instituting mandatory pregame workouts before night games after the All-Star break and at times employing questionable strategy.

Grifol, speaking publicly for the first time since his dismissal, said the required workouts and his strategic decisions were efforts to help the team improve. Regarding the extra work, he said, “This was (on) all of us, myself included — I’m the manager. Our work ethic has to be spot on during that type of storm.”

Some players and staff sympathized with Grifol, given the team’s poor talent level and lack of quality analytics.

“What manager could have made things better?” Pham asked.

Getz replaced Grifol on Aug. 8 with interim manager Grady Sizemore, and said the White Sox would conduct a search outside the organization for a permanent replacement. He vows to get the new hire better analytical support.

“When I was hired and given the position of farm director, my goal was, let me show everyone the positive impact analytics and technology can have (in the minors),” Getz said. “We had a lot of wins along the way … My intention from the beginning was to modernize. We are going to modernize.”

Reinsdorf promoted Getz with talk of him orchestrating a rapid turnaround. But some of the new GM’s early moves puzzled rival executives.

Getz’s trade of reliever Aaron Bummer to the Atlanta Braves last November brought back five players, but the group included some to whom the Braves were unlikely to offer contracts. In the ensuing roster congestion, the White Sox waived two players who are now useful major leaguers elsewhere: Boston Red Sox infielder Romy González and Miami Marlins reliever Declan Cronin. Getz also traded Jake Cousins for cash and released Tim Hill — effectively getting nothing for two relievers now contributing for the New York Yankees.

It’s too soon to know whether Getz’s four-player return from the San Diego Padres for ace Dylan Cease was adequate, and whether he made the correct call holding pitcher Garrett Crochet at the trade deadline despite receiving attractive offers. The GM’s big move at the deadline, a three-team deal in which he parted with three in-demand players in right-hander Erick Fedde, reliever Michael Kopech and Pham, netted an unproven hitter, Miguel Vargas, and two prospects who, according to MLB.com, are not part of the White Sox’s current top 10.

Making matters worse: Because of MLB’s new anti-tanking measures, Chicago could set a new record for baseball losses and still pick 10th in next year’s draft.

“No one can project a timeline to winning,” Reinsdorf told The Athletic, “but there are many examples of organizations, some very recently like Kansas City and Baltimore, that have rebounded very quickly.”

The Royals, who averaged 100 losses over five full seasons, and Orioles, who averaged 105 over four, did not rebound that quickly. But as the White Sox talk about moving forward, they are in some ways becoming less insular.

This season the franchise added a dedicated coach at each minor-league affiliate to help with analytics. Getz, sources said, tried to push that through several years ago and met with resistance. Getz also brought in notable outsiders in Brian Bannister, Josh Barfield and Jin Wong to the front office, and a committee evaluating all facets of the organization recently presented its findings and a plan for the future to Reinsdorf.

“My experience so far is if it can be presented in a way that is educated and you use the people you have around you, it’s well-received,” Getz said. “Jerry now has a better understanding of the value of analytics. He’s very open-minded and supportive of investing further.”

La Russa remains active within the organization. His title is special advisor to the executive vice president. He travels with the team. It’s not uncommon for him to lend his thoughts to the manager or hitting coach, or to find him in the cage, offering advice and picking up baseballs. He was present when the committee evaluating the organization presented to Reinsdorf.

“I’m not a decision maker,” La Russa said of his involvement. “Chris Getz is our leader with quality support all over. I’m asked to contribute my experiences about how a team plays together.”

Reinsdorf has told people La Russa is the smartest baseball person he knows. He told The Athletic that La Russa’s role involves using his “expertise, experience and excellence” as a strategic resource for the team’s manager. He added: “We would be foolish to not take advantage of his Hall of Fame accomplishments in this game.”

Reinsdorf still watches games. But this year, a year Reinsdorf didn’t want to waste, has turned into a 162-game nightmare. Some of his focus has shifted to his quest for a new ballpark, which would increase the value of the franchise. The White Sox tried to generate excitement for the project this week by leading a boat tour for investors to the site along the Chicago River.

Reinsdorf has said he would advise his family to keep the Bulls and sell the White Sox upon his death.

“Friends of mine have (asked), ‘Why don’t you sell? Why don’t you get out?’” Reinsdorf said last year. “My answer always has been, ‘‘I like what I’m doing, as bad as it is, and what else would I do? I’m a boring guy. … And I want to make it better before I go.”

For now, as his franchise craters, Reinsdorf continues to conduct business in his preferred style, operating out of his suite, surrounded by old friends and memorabilia.

“The rumor was always we will never figure it out until ownership changes,” one former player said. “That the real thing holding it back isn’t the people and player development; it’s the owner.”

(Top image: Meech Robinson / The Athletic; Photos: David Banks / Getty Images; Nuccio DiNuzzo / Getty Images; Griffin Quinn / MLB Photos via Getty Images)

#chicago white sox #SELL THE TEAM #baseball #major league baseball #jerry reinsdorf #long article

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blubushie · 2 years ago

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May be a bit odd, but since you like talking about TF2 and nature are there any headcanon-type things you have about the regions surrounding the different merc bases?

It's in the actual real-life Badlands of New Mexico. About 20 minutes west of Farmington (real), 10 minutes east of Shiprock (real), ~5 minutes east of Teufort (fictional). Once you reach Mann Canyon (fictional), continue down the road for a few minutes and there's a spot where the road forks. Take the right, it'll lead you to BLU. Take the left, it leads you to RED. Beyond BLU is another road that leads you out of the north end of the canyon and Mundy sometimes drives out of that and walks up the slope of the canyon to the top to stargaze, or he takes the Mann Scenic Drive to the top and parks to watch the stars. If he can't be found at RED, there's an >60% chance he's somewhere along the Mann Scenic Drive. Mann Canyon itself is ~15km/~10mi northwest of Waterflow, NM (real) off of Route 64 (real). Route 64 in this universe has an accompanying rail track alongside the road.

Once you reach Teufort, the layout is identical to the official Badlands map courtesy of Valve.

The Coldfront base is somewhere a little north of Rocky Mountain National Park in Colorado, right at the edge of the national park.

The Administrator is located in the White Sands Missile Range (this is canon and is the exact location Miss Pauling gave as to her whereabouts in the comics). No one wants to get sent to White Sands. Everyone's been there at least once during the orientation process, but being called there once you're hired means you're in deep shit and of the people that are requested to come to White Sands, no one's ever come back. It's generally agreed amongst the teams that travel to White Sands is a death sentence.

There's something in BLU's mines. No one knows what it is, but it's so important that when the Admin fired RED team, she kept BLU on the payroll to guard the mines.

Aside from NM and the team's bases, there's small "veins" and pools of Australium throughout the Australian continent. There's a general belief amongst the Aborigines that Australium is not just the lifeblood of the continent but the lifeblood of Ngalmudj herself, and as her children they're called to take responsibility of it. They kept it a secret from the colonists until 1890s. Most Australium deposits were taken by force, but anywhere from 1/6 to even a quarter of Australium deposits were purposefully destroyed by the Aborigines with the intent of preventing the colonists from acquiring it. It didn't render the land uninhabitable like they'd expected and there's evidence to suggest the continent is actually re-pooling its Australium reserves into a singular source again. This is most prevalent at Kakadu.

#blu whos #learnin the blus #i guess?

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krunchymunchy · 1 year ago

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John - P1 // short story

I'm john. I used to work as HR at Grace's Health and Services over in Mesquite. Mostly just handled payroll and logging. My birthday? God, uh; I think April 3rd, 85? So I guess I'm 38? God I haven't been asked that question forever ago. What was I doing day one? Uh, God that was years ago. Quite a blur but let me see if I can recall. I was at my desk when my phone started blasting. My ex-wife was calling saying she took Sophie out of school since she was nearby. Freaking out because I know she damn well knows weekdays are when Sophie is with me, I unlocked my phone and then the alert came on; "EAS: Undead rising." I took my glasses off thinking "What the fuck? Is the EAS hacked or something like what happened in Hawaii years back?" I clicked on the popup and read into the details. "EAS. The CDC has declared a state of Emergency in the following states: Texas, Arizona, New Mexico, Arizona, California, Oklahoma, Arkansas, Louisiana, Mississippi, Alabama, Georgia, Florida, South Carolina, Tennessee, Missouri, Kansas, Colorado, Utah, Nevada and Virginia. Health experts have confirmed a disease outbreak effecting those who have recently passed away. This disease is known to make those who are infected reanimate and have faster reflexes, increased motor function, and basic navigation. We urge you to stay indoors and avoid all contact with infected individuals. Please ensure to follow the following actions immediately: Secure your home Gather essential survival needs: Water, non-perishable food, weapons Stay informed via official outlets Avoid public areas and large gatherings to avoid the spread of the infection Stay quiet and alert- noise has been affirmed to garner infected individuals attention If you spot an infected individual before death, report all suspected infected to local authorities Follow local evacuation orders. Evac orders will be given to you via local EAS notifications. Remember to stay safe and vigilant. Do not go outside unless approved and safe guarded by military personnel to your evac zone." Shortly after reading that, everyone was freaking out in the office. Suddenly, my coworker Barry turned on the TV. I looked up and watched Governor Reyes on the podium speaking to the camera. "Today, I stand before you with a heavy heart and a sense of responsibility to safeguard our great state and its people. We are facing an unprecedented challenge, a threat to the health and well-being of our communities—a dangerous disease outbreak that requires immediate action. After careful consultation with our state's legal advisors and public health experts, I have taken the difficult decision to declare martial law in Texas. This decision has not been taken lightly. It is crucial that we act swiftly and decisively to contain the spread of this dis-" What happened next had Barry scrambling to turn off the TV, but he dropped it. I'd look back at the TV and witness the Lieutenant Governor, Patrick, rip into the neck of the Governor Reyes, his blue with white stripe suit now red, a dark maroon red. Something you'd see out of one of those cheap horror movies, but this wasn't a horror movie. I saw Samantha pass out from shock as she witnessed essentially our governor get murdered on live television. Shortly after Reyes fell and Patrick continued to devour on Reyes neck like a juicy pork shoulder, three shots rang out, multiple military personnel running over as one of them pushed the camera to the ground, still live, we could only hear the massacre and imagine what was happening. Eventually after around half a minute, it cut to a pre-recorded video of the national anthem. You know, those ones that were recorded during the cold war? Yeah, guess they never got around to rerecording those. The office was practically in chaos as people got shoved, people exiting through the front door, squeezing tightly together like a pack of sheep getting herded into a pen. I left through the back door, making sure I had my keys before I went to my car. I turned on the ignition as I quickly asked Siri to call Ada about Sophie

#Character lore #Kronchy's stories #John Part 1

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jobkash · 2 months ago

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Office Manager/Accountant

Job Title: Office Manager/AccountantLocation: Colorado Springs, CO (no remote or hyrbid work offered)Job Type: Full-TimePosition Overview:We are looking for a detail-oriented Office Manager/Accountant to oversee our day-to-day accounting functions. This role will involve managing accounts payable/receivable, payroll, billings, and financial reporting. The ideal candidate will have a solid…

#GPAC

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ukgprosuite · 4 months ago

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Boulder, Colorado-based HRMS Solutions began as a modest Washington, DC office and has expanded to become a major UKG Pro service provider. Our expertise lies in providing customized advice and consulting services to UKG clients, enabling them to fully utilize the UKG Pro Suite. UKG Deployment, system optimization, and payroll solutions are just a few of the services our skilled team provides to make sure your UKG solutions are effectively managed. Join forces with us to get the most out of your UKG Pro Suite and achieve ultimate success.

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katiemoroney · 5 months ago

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Trusted Bookkeepers in Fort Collins - Enlaiven Accounting

Enlaiven Accounting is a trusted name in providing top-notch bookkeeping services. Our services, including tax preparation, payroll, and business accounting, cater to everyone from small startups to established corporations.

#bookkeepers fort collins #bookkeepers

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jass22 · 1 year ago

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#Payroll Colorado #Payroll department Durango Colorado #Payroll department Utah #payroll #square payroll #payroll companies

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mtnbookkeepingllc · 2 years ago

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#Financial Advisor Denver Colorado #Payroll Services Denver #Tax Planning Advisor Bailey

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entrepreneurshipsecrets · 8 months ago

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The Significance of Transparent Payroll Processes in Building Trust Among Employees

Transparent payroll processes refer to the extent to which a company is open about the remuneration current and potential employees receive. Companies may share information about how they calculate salaries, salary ranges, and even individual salaries. Transparent payrolls are popular among employees. A 2022 report from Beqom, a compensation software firm, found that 60% of US employees would start working for a new company if it were more transparent about salaries than their current employer. GenZ, the youngest generation to enter the workforce, is the most comfortable discussing salaries – 89% of its representatives are willing to communicate openly about the subject, compared to just 53% of boomers.

Tools for compensation transparency

Modern-day employees expect greater control when it comes to remuneration, such as tools to calculate hourly wage and payroll systems with self-service portals. Those empower employees to access details about benefits, revenue information, and pay stubs. Employee self-service is becoming a trend because it increases satisfaction and reduces the burden on HR departments.

Salary transparency laws in different states

As of 2024, it is mandatory to disclose salary information in just under a dozen US states. Colorado employers must include salary range information in job descriptions under the 2021 Equal Pay for Equal Work Act. Connecticut requires employers to provide a salary range for any job positions they advertise. The law stipulates that employees get information on salary ranges when they switch to a new position. Companies in Maryland have been required to share salary ranges for job positions since October 2020. However, this is only if the candidate requests to know the range. In Nevada, employers must disclose salary ranges to job candidates and employees applying for a new position or a promotion.

Transparency cultivates trust

CNBC reports that more and more employers are opting to share remuneration in their job ads, which isn’t a surprise: when you know what you’ll be getting paid, you trust the company more. Transparency cultivates trust, leading to a healthier work culture that employees want to remain part of. Existing employees appreciate knowing how much they’re getting paid compared to their coworkers. Employers compete to provide higher starting salaries and perks The move to embrace transparency has sparked competition for more benefits and higher starting salaries. According to a recent payroll transparency survey by ZipRecruiter, more employers are also including a variety of perks, non-cash benefits, and flexibility options. The survey revealed that more than 70% of employers post salary information in job listings. On ZipRecruiter, salaries are listed for up to 60% of job postings. As knowing the salary when applying for a job becomes normal, employees can benefit from increased awareness of additional perks. According to data released by the US Bureau of Labor Statistics on March 13, 2024, benefits comprise 29.4% of compensation for private industry workers. For civilian employees overall, the percentage is 31.4%.

Building trust in the workplace

Trust enables leaders to have a meaningful impact on employees. It enables team members to achieve desired results collectively and empowers them to exceed expectations. Practicing relational intelligence is key for trust to develop. This is the ability of a leader to build strong, lasting relationships with others. A 2023 Deloitte study shows that trusted businesses outperform their counterparts by up to 400%. 79% of workers who trust their employer are less likely to quit and more motivated to work. Trusting employees have 41% lower rates of absenteeism, are 260% more motivated to work, and are half as likely to look for another job. At the same time, around a quarter of employees don’t trust their employer, and most employers overestimate the degree of trust in the workplace by as much as 40%.

FAQ

How can you build trust among employees? Pay transparency is an excellent way to build trust. For trust to develop, employers must practice relational intelligence to create a relationship-oriented culture of excellence. How do transparent payroll processes help create trust? When employees know others’ salaries and feel their payment is fair, they are convinced the company recognizes their worth and are more likely to stay. Which states have salary transparency laws? Washington, Colorado, California, Connecticut, Rhode Island, New York, Nevada, Maryland, Illinois, and Hawaii have salary transparency laws in place. A few other states are considering passing such laws. Photo by Money Knack on Unsplash Read the full article

#TransparentPayrollProcesses

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internationalrealestatenews · 9 months ago

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[ad_1] Buc-ee’s is headed for a quickly rising city in the midst of the Austin-San Antonio megaregion. The beloved Texas-based comfort retailer chain, headed by Beaver Aplin, secured a $4.2 million incentive bundle from town of San Marcos and Hays County, the Houston Enterprise Journal reported. Lake Jackson-based Buc-ee’s, identified for its large journey facilities, agreed to construct a $50 million, 74,000-square-foot retailer on a 22-acre web site alongside the southbound frontage of Interstate 35, simply south of Yarrington Highway. It should present 175 full-time jobs, with a median wage slightly below $44,000, advantages together with three weeks of paid trip and a retirement plan, as a part of the settlement. The shop is predicted to rent as many as 225 staff with jobs beginning at $18 an hour. In trade, Buc-ee’s will get a 15-year, 50 % gross sales tax rebate from town and county. The settlement mandates sustainable constructing practices and adherence to development timelines — beginning by March 31, 2025, and finishing development inside 18 months. “We nonetheless have some work to do earlier than closing on the property, however the Metropolis’s present of help is definitely an enormous step in the best route,” Stan Beard, director of actual property and improvement at Buc-ee’s, informed the outlet. Regardless of the tax rebates, the mission is anticipated to yield substantial returns, with projected tax revenues of $24.3 million over the motivation interval, the outlet mentioned. It’s additionally projected so as to add $7 million in annual payroll by way of job creation. The proposed retailer will characteristic 120 gasoline pumps and accommodate 100 to 175 electrical automobile charging stations. Native incentives are a part of Buc-ee’s progress technique, the outlet mentioned. The corporate acquired a deal price thousands and thousands in 2022 to develop its retailer within the Central Texas city of Luling, the outlet mentioned. It additionally acquired $8.1 million in tax subsidies for a retailer in Denton, $4.5 million in Amarillo and $8.5 million in Springfield, Missouri, the outlet beforehand reported. With practically 50 places spanning a number of states, the corporate is planning places in Virginia, Louisiana, Mississippi, Wisconsin, Colorado, North Carolina and Ohio. —Quinn Donoghue Learn extra [ad_2] Supply hyperlink

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concurrenthro · 1 year ago

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youtube

Professional PEO & HR Solutions

https://concurrenthro.com/services/ - Concurrent HRO is a Professional Employer Organization (PEO) headquartered in Colorado with an offie in Missouri. We serve the entire Continental US, providing premier PEO services, no matter where your business is located. With over 100 years of PEO experience, our experts know exactly how to create unrivaled HR solutions for your company and employees. Concurrent HRO functions as a trusted partner for you and your employees, offering industry-leading guidance and support. For more details on our payroll, HR and employee benefits services, give us a call at 720-432-5900.

#peo company broomfield co #peo for small businesses broomfield co #peo for medium businesses broomfield co #Youtube

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xtruss · 2 years ago

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An illustration from the November 20, 1880, issue of Frank Leslie's Illustrated Newspaper depicts an anti-Chinese riot in Denver, Colorado. Violence against Chinese immigrants was widespread in the American West. Courtesy of The Chinese American Museum/Dylan and Phoenix Wong

Race in America: The Bloody History of Anti-Asian Violence in The West

One of the largest mass lynchings in the United States targeted Chinese immigrants in Los Angeles.

— By Kevin Waite | Published May 10, 2021

This year marks the 150th anniversary of one of the largest mass lynchings in American history. The carnage erupted in Los Angeles on October 24, 1871, when a frenzied mob of 500 people stormed into the city’s Chinese quarter. Some victims were shot and stabbed; others were hanged from makeshift gallows. By the end of the night, 19 mangled bodies lay in the streets of Los Angeles.

Lynching is a term most often associated with violence against African Americans in the post-Civil War South. But racial hatred has never been quarantined to one American region or confined to a single ethnic group. In Los Angeles in 1871, the victims were Chinese immigrants. Their deaths were part of a wave of anti-Asian violence that swept across the 19th-century American West—and reverberates to this day.

In the early days of Chinese immigration, many new arrivals performed hard manual labor, often for the railroads or as prospectors. Photograph By Photo By George Rinhart, Corbis/Getty Images (Left) and Photograph Via Alamy (Right)

Chinese immigrants became the targets of abuse almost as soon as they set foot on American soil, beginning in 1850 with the California Gold Rush. White prospectors routinely drove Chinese miners from their claims, while state lawmakers slapped them with an onerous foreign miners’ tax. Along with Black Americans and Native Americans, they were barred from testifying against whites in California’s courts. As a result, assaults on Chinese people in California generally went unpunished.

A perceived labor threat lay at the root of this Sinophobia. By 1870, Chinese immigrants accounted for roughly 10 percent of California’s population and a full quarter of the workforce in the state. Wherever Chinese immigrants congregated in large numbers, white workers saw a risk to their livelihoods. The threat posed by Chinese immigration never represented the existential threat to white employment that some agitators claimed. Nevertheless, they mobilized against employers, including railroad corporations and wealthy ranchers, who had Chinese immigrants on their payrolls.

Created in 1847, the earliest known drawing of Los Angeles comes from the brief period in the city's history when there weren't Chinese residents. The first recorded Chinese immigrant to Los Angeles arrived in 1852.

In 1882, more than a decade after the attack, Calle de Los Negros—the heart of Los Angeles's original Chinatown and the site of the massacre—is bustling. Photograph Via USC Digital Library, California Historical Society Collection

The campaigns against Chinese immigrants were well organized. In the immediate post-Civil War years, so-called anti-coolie clubs arose. The Central Pacific Anti-Coolie Association, among others, advocated for a ban on Chinese immigration and even defended white vigilantes. In 1867, a mob of white laborers drove Chinese laborers from their San Francisco worksite, injuring 12 and killing one. The Anti-Coolie Association rallied to the mob’s defense and won the release of all 10 perpetrators. This would become a recurring theme: injury and death for Chinese immigrants, exoneration for their assailants.

In the Reconstruction-era South, the Ku Klux Klan targeted African Americans and their white allies; in the West, Klansmen assaulted the Chinese. I’ve uncovered more than a dozen attacks on Chinese workers between 1868 and 1870 attributed to the KKK in California, as well as a smaller number in Utah and Oregon.

Klan activity in California ranged from violent threats to assault to arson. In the spring of 1868, white rioters raided a series of ranches in Northern California, savagely beating the Chinese workers there. When a Methodist minister opened a Sunday school for Chinese immigrants in 1869, vigilantes burned down his church and threatened his life. Klan-affiliated arsonists torched a second church, this one in Sacramento, for the sin of serving the Chinese community. They also burned down a brandy distillery near San Jose that employed Chinese workers.

In the South, the Ku Klux Klan targeted African Americans. In the West, the white supremacist organization attacked Chinese immigrants. Illustration Via Alamy

The Ku Klux Klan was just one manifestation of an anti-Chinese fervor that reached into the highest echelons of power within California. In his 1867 inaugural address, Governor Henry Haight warned that an “influx” of Chinese immigrants would “inflict a curse upon posterity for all time.” State lawmakers campaigned against the two major civil rights measures of the era, the Fourteenth and Fifteenth Amendments, by claiming that the amendments would grant citizenship and voting rights to Chinese immigrants. Spurred by Sinophobia, California rejected both measures outright—the only free state to do so. Not until 1959 and 1962, respectively, would the California legislature offer a token ratification of the amendments.

Newspapers amplified anti-Chinese sentiment and normalized hooliganism. The editor of the Los Angeles News, Andrew Jackson King, filled his columns with vitriolic abuse of the small local Chinese population. They were, he wrote, “an alien, an inferior and idolatrous race;” “hideous and repulsive;” “a curse to our country, and a foul blot upon our civilization.” (While he publicly thundered against these immigrants and the threat they posed to white workers, King employed a Chinese cook in his own home.) A spike in assaults on Chinese workers followed from his editorials.

Map

The assault that took place in Los Angeles on October 24, 1871, was the largest and deadliest of the attacks. Roughly 500 rioters—Anglo-Americans and Hispanic residents alike—charged into the city’s Chinese district after a shootout between suspected Chinese gang members and local authorities resulted in the death of a white former saloonkeeper and the wounding of a policeman. As the mob closed in, petrified Chinese residents took shelter in a long adobe building at the heart of Chinatown.

Two hours of indiscriminate killing followed. The mob smashed through the doors of the building and seized Chinese men and boys hiding inside—only one of whom had participated in the earlier gunfight. Rioters mutilated and murdered virtually any Chinese person they could find. When the mob ran out of hanging ropes, they used clotheslines to string up their victims.

The mob ultimately claimed 19 lives, including a respected doctor and an adolescent boy. All but two of the bodies were moved to the city’s jail yard, where frantic friends and family members searched for their loved ones among the rows of dead. The death toll represented 10 percent of the city’s Chinese population.

Although eight rioters were convicted of manslaughter, they all walked free a year later on a technicality.

Although legal discriminatory measures were taken against the Chinese, including the Chinese Exclusion Act of 1882 depicted above, Chinese immigrants took steps to settle into their new country, including learning English. Photographs Via MPI/Getty Images

This October, Los Angeles will commemorate the 150th anniversary of the massacre amid a national uptick in anti-Asian violence. Leaders in the Chinese American community are planning a weeklong series of events to reflect on the tragedy and its resonance today. That programming accompanies a campaign to erect a permanent memorial to the 19 victims. Together, these commemorations will be a somber remembrance of the atrocity and the enduring challenges that Chinese Americans face.

But they will also be a celebration of survival. Within a year of the massacre, Chinese immigrants moved back into some of the same quarters that had been ravaged by the mob. They rebuilt much of what had been lost and resisted repeated calls for their removal. Their very presence sent an indelible message: The mob had failed, and they would remain.

That’s a key message for Gay Yuen, president of the Friends of the Chinese American Museum in Los Angeles, as she prepares for this year’s anniversary commemorations. “Chinese American history is U.S. history; it’s California history; it’s Los Angeles history,” she told me. “We are Americans and we helped build this country. We’re not others and we’re not foreigners.”

Discrimination did not deter Chinese immigrants from coming to the United States, including these students, who arrived in Seattle in 1925. Photograph Via Bettmann/Getty Images

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