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Pushkar (Hindi: पुष्कर) is a town in the Ajmer district in the Indian state of Rajasthan. It is situated 14 km northwest of Ajmer at an average elevation of 510 m and is one of the five sacred dhams (pilgrimage site) for devout Hindus. According to Hindu theology, the pond at the Katas Raj temple Near Choa Saidan Shah in Chakwal District of Pakistan has a theological association with Shiva; it was formed by the tears of Lord Shiva which he is believed to have shed after the death of his wife, Sati. The story goes that when Sati died, Shiva cried so much and for so long, that his tears created two holy ponds – one at Pushkara in Ajmer in India and the other at Ketaksha, which literally means raining eyes, in Sanskrit. It is from this name that the word Katas is derived. It is often called "Tirth Raj" – the king of pilgrimage sites – and has in recent years become a popular destination for foreign tourists.
Pushkar is one of the oldest existing cities of India. It lies on the shore of Pushkar Lake. The date of its actual origin is not known, but legend associates Brahma with its creation.
Pushkar has many temples. Most of the temples are not very old because MANY TEMPLES WERE DESTROYED DURING MUSLIM CONQUESTS in the area. Subsequently, the destroyed temples were rebuilt. The most famous among all is the Brahma Temple built during the 14th century CE. Very few temples to Lord Brahma exist anywhere in the world. Other temples of Brahma include Bithoor in Uttar Pradesh, India; Khedbrahma in Gujarat, India; village Asotra near Balotra city of Barmer district in Rajasthan; Uttamar Kovil (one of the Divya Desams) near Srirangam, Tamil Nadu; Mother Temple of Besakih in Bali, Indonesia; and Prambanan in Yogyakarta, Indonesia. The Pushkar lake has 52 ghats where pilgrims descend to the lake to bathe in the sacred waters.
Pushkar is also famous for its annual fair (Pushkar Camel Fair) held in November.
ETYMOLOGY
Pushkar in Sanskrit means blue lotus flower. Hindus believe that the gods released a swan with a lotus in its beak and let it fall on earth where Brahma would perform a grand yagna. The place where the lotus fell was called Pushkar. Pushkar word may be derived from word 'Pushkarni'means- lake. It may be derived from word Pushpa means flower and Kar means hand.
HISTORY
Pushkar is one of the oldest cities of India. The date of its actual founding is not known, but legend associates Brahma with its creation.
According to legend, Brahma was in search of a place for Mahayagna and he found this place suitable. After a long time, Brahma came to known that a demon, Vajranash, was killing people here so the Lord intoned a mantra on a lotus flower and killed the demon. During this process the parts of flower fell on three places which were later known as Jyaistha, Madhya and Kanistha Pushkar. After this Brahma performed a yagna to protect this place from demons. The consort of Brahma, Saraswati, were needed to offer Ahuti for the yagna but she was not there that time so Gayatri, a Gurjar girl, was married to brahma and performned yagna. This act made first wife of Brahma, Saraswati, angry and she cursed Brahma saying that he would be worshiped in Pushkar only.
The Mahabharata says that while laying down a programme for Maharaja Yudhishthara’s travel, “Maharaja after entering the Jungles of Sind and crossing the small rivers on the way should bathe in Pushkara". And, as per Vaman Purana, Prahlada on his pilgrimage to holy places visited Pushkarayana.
A Gurjara Pratihara ruler of Mandore, Nahadarava, restored this tirtha in the seventh century. He got the place cleared and the lake restored by making an embankment on the side of the river Luni. He rebuilt old palaces and built twelve dharmashalas (resting places) and ghats on three sides of the lake.
According to Rajputana Gazetteer Pushkar was held by Chechi Gurjars until about 700 years ago.Later Some shrines were occupied by Kanphati Jogis.
There are still priests from the Gurjar community in Pushkar temple, known as Bhopas.
The sage Parasara is said to have been born here. His descendants, called Parasara Brahamanas, are found in Pushkar and the surrounding area. The famous temple of Jeenmata has been cared for by Parasara Brahmans for the last 1,000 years.
It is also the venue of the annual Pushkar Camel Fair. In 1901, the town was part of the Rajputana Agency had a population of 3,831.
PUSHKAR FAIR
Pushkar fair continues for five days and these five days are a period of relaxation and merry-making for the villagers. This fair time is the most busy time for them, as this is one of the largest cattle fairs in the country. Animals, including over 50,000 camels, are brought from miles around to be traded and sold. Trading is brisk as several thousand heads of cattle exchange hands. All the camels are cleaned, washed, adorned, some are interestingly shorn to form patterns, and special stalls are set up selling finery and jewellery for the camels. Camels at the Pushkar fair are decorated with great care. They wear jewellery of silver and beads. There are silver bells and bangles around their ankles that jangle when they walk. An interesting ritual is the piercing of a camel's nose. It has more than 400 temples including the only one temple in India dedicated to the Hindu God Lord Brahma, the Creator of the Universe.
According to Indian mythology, after visiting all the Hindu pilgrim towns and temples (Four Dhams), if Pushkar is not visited for worship, then salvation is not achieved. According to the Hindu calendar Pushkar Fair commences in Nawami (ninth day of fortnightly phases of moon) and ends in Purnima (Full Moon) in the month of Kartika (October or November according to the lunar calendar). In Pushkar, one of the biggest Cattle Fair is also held for trading purposes and the best cattle in all categories are awarded. Countless people in their colourful attire gather to take a dip in the Holy Lake and pray to the deities. The whole town comes alive with vibrant folk music and dances, magic shows, horse and camel races and various other traditional entertainment competitions.Pushkar, with more than 12 local fairs and festivals of 10–15 days duration is a year round destination. It is a mellow town by the great lake of Pushkar amidst the perfume of jasmine and rose flowers. About 4,000 to 6,000 visitors from all over the world come to Pushkar everyday.
PUSHKAR LAKE
The prime attraction of Pushkar is the Pushkar Lake which is considered sacred like the Mansarovar Lake in Tibet. Pushkar has become a place of Hindu pilgrimage because of this holy lake. Legend has it that this lake was consecrated to Lord Brahma, the creator of the universe when a lotus dropped from his hand into the vale and a lake emerged in that place.
BRAHMA TEMPLE
The most important temple in Pushkar is the Temple of Lord Brahma, one of the holy trinity of Hinduism. The temple enshrines a life-size idol of Lord Brahma.
SAVITRI TEMPLE
This temple that is located at the top of the Ratnagiri Hill is dedicated to Savitri, the wife of Lord Brahma. The temple houses a statue of Goddess Savitri.
WIKIPEDIA
Diagram of deterioration in average old growth fire-killed Douglas-fir. Figure 4 in: Kimmey, J.W. and R.L Furniss, 1943. Deterioration of Fire-Killed Douglas-fir. Technical Bulletin No. 851, USDA Washington, DC. 33p.
Photo by: Robert L. Furniss
Date: 1941
Credit: USDA Forest Service, Pacific Northwest Region, State and Private Forestry, Forest Health Protection.
Collection: Bureau of Entomology and Portland Station Collections; La Grande, Oregon.
Image: BUR-8783 and PS-501
To learn more about this photo collection see:
Wickman, B.E., Torgersen, T.R. and Furniss, M.M. 2002. Photographic images and history of forest insect investigations on the Pacific Slope, 1903-1953. Part 2. Oregon and Washington. American Entomologist, 48(3), p. 178-185.
For additional historical forest entomology photos, stories, and resources see the Western Forest Insect Work Conference site: wfiwc.org/content/history-and-resources
Image provided by USDA Forest Service, Pacific Northwest Region, State and Private Forestry, Forest Health Protection: www.fs.usda.gov/main/r6/forest-grasslandhealth
Are you planning to move abroad? We have some quick tips, including details on international removals prices, to help you out.
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An average evening on Sydney Harbour. #avgcampro #afterlight
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Kavalcare Solar System for Jhpiego Mid-Wife Clinic Dec8, 2014
Every year, 12,000 women in Pakistan die of birth complications. The Maternal, Newborn and Child Health (MNCH) Services Component, implemented by MCHIP/Jhpiego, aims at preventing maternal, newborn, and child deaths by ensuring skilled birth attendance (SBA) through a total market approach, empowered community, timely referral of obstetric and neonatal complications to an emergency obstetric and newborn care (EmONC) facility, and improved access to child care.
Lack of electricity in remote areas is a major issue that often leads to obstetric complications and newborn deaths. Refrigerated storage is vital for the effectiveness of life saving drugs and vaccines. Ice boxes are used in remot areas of this purpose but it is an ineffective method especially when easy availability of ice is a problem. To overcome these issues, Lodhie Foundation in association with Maternal and Child Health Integrated Program/JHPIEGO, extended its Kavalcare program and provided a Solar Powered System to a remote clinic located at village Haji Usman Jhakro near Makli, District Thatta. System provides sufficient power to operate a small refrigerator, a fan and 3 lamps 24 hours a day and 7 days a week. It was designed, manufactured and installed by Shaan Technologies private Limited Karachi. After installation of Solar System in August 2014, this small remote clinic is serving a community of 10,000 plus persons who lives in village Haji Usman and surrounding areas. On an average 10 patients visits this clinic each day. Clinic also provides up to 15 birth attendance and new born care in a month.
Name of Village HAJI USMAN JAKHRO, MAKKLI, District Thatta
Name of Midwife. Zoriyat.
Surrounding population 10,000. (Ten Thousand)
Delivery in Solar Light 10 to 13 per month.
OPD patient / day 10.
System Installation Date Aug/12/2014
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en.wikipedia.org/wiki/Spring_(season)
Definition
Meteorologists generally define four seasons in many climatic areas, winter, spring, summer and autumn (or fall). These are demarcated by the values of their average temperatures on a monthly basis, with each season lasting three months. The three warmest months are by definition summer, the three coldest months are winter, and the intervening gaps are spring and autumn. Spring, when defined in this manner, can start on different dates in different regions. In most of Northern Hemisphere locations, spring occurs during the months of March, April and May[1]. (Summer is June, July, August; Autumn is September, October, November; Winter is December, January, February.) The vast majority of Southern Hemisphere locations will have opposing seasons with spring in September, October and November.[2]
Astronomically, the vernal equinox (usually 20 March in the Northern Hemisphere, and 22 September in the Southern Hemisphere), should be the middle of spring (based on the angle of the sun and insolation) and the summer solstice (usually 21 June in the Northern Hemisphere and 21 December in the Southern Hemisphere) should be mid-summer (because the sun is at its highest) but daytime temperatures lag behind insolation by several weeks because the earth and sea have thermal latency and take time to warm up.
Some cultures, such as those who devised the Celtic and East Asian calendars, call the spring equinox mid-spring, but others (especially in the USA and sometimes in England) regard it as the "first day of spring". For most temperate regions, signs of spring appear long before the middle of March, but the folklore of 21 March being the "first day of spring" persists, and 21 June as the "first day of summer" is common in the USA. In South Africa, Australia and New Zealand, spring begins on 1 September, and has no relation to the vernal equinox.[3]
In East Asian Solar term, spring begins on 4 February and ends on 5 May. Similarly, according to the Celtic tradition, which is based solely on daylight and the strength of the noon sun, spring begins in early February (near Imbolc or Candlemas) and continues until early May (Beltane).
The phenological definition of spring relates to indicators, the blossoming of a range of plant species, and the activities of animals, or the special smell of soil that has reached the temperature for micro flora to flourish. It therefore varies according to the climate and according to the specific weather of a particular year.
Events
In spring, the axis of the Earth is increasing its tilt toward the Sun and the length of daylight rapidly increases for the relevant hemisphere. The hemisphere begins to warm significantly causing new plant growth to "spring forth," giving the season its name. Snow, if a normal part of winter, begins to melt, and streams swell with runoff. Frosts, if a normal part of winter, become less severe. Temperate climates have no snow and rare frosts, the air and ground temperature increases more rapidly. Many flowering plants bloom this time of year, in a long succession sometimes beginning even if snow is still on the ground, continuing into early summer. In normally snowless areas "spring" may begin as early as February (Northern Hemisphere) heralded by the blooming of deciduous magnolias, cherries, and quince, or August (Southern Hemisphere) in the same way. Subtropical and tropical areas have climates better described in terms of other seasons, e.g. dry or wet, or monsoonal, or cyclonic. Often the cultures have locally defined names for seasons which have little equivalence to the terms originating in Europe. Many temperate areas have a dry spring, and wet autumn (fall), which brings about flowering in this season more consistent with the need for water as well as warmth. Subarctic areas may not experience "spring" at all until May or even June, or December in the outer Antarctic.
While spring is a result of the warmth caused by the turning of the Earth's axis, the weather in many parts of the world is overlain by events which appear very erratic taken on a year-to-year basis. The rainfall in spring (or any season) follows trends more related to longer cycles or events created by ocean currents and ocean temperatures. Good and well-researched examples are the El Niño effect and the Southern Oscillation Index.
Unstable weather may more often occur during spring, when warm air begins on occasions to invade from lower latitudes, while cold air is still pushing on occasions from the Polar regions. Flooding is also most common in and near mountainous areas during this time of year because of snowmelt, accelerated by warm rains. In the United States, Tornado Alley is most active this time of year, especially since the Rocky Mountains prevent the surging hot and cold air masses from spreading eastward and instead force them into direct conflict. Besides tornadoes, supercell thunderstorms can also produce dangerously large hail and very high winds, for which a severe thunderstorm warning or tornado warning is usually issued. Even more so than in winter, the jet streams play an important role in unstable and severe weather in the springtime in the Northern Hemisphere.
In recent decades season creep has been observed, which means that many phenological signs of spring are occurring earlier in many regions by a couple of days per decade.
Spring is seen as a time of growth, renewal, of new life (both plant and animal) being born. The term is also used more generally as a metaphor for the start of better times, as in the Prague Spring. Spring in the Southern Hemisphere is different in several significant ways to that of the Northern Hemisphere. This is because: there is no land bridge between Southern Hemisphere countries and the Antarctic zone capable of bringing in cold air without the temperature-mitigating effects of extensive tracts of water; the vastly greater amount of ocean in the Southern Hemisphere at all latitudes; at this time in Earth's geologic history the Earth has an orbit which brings it in closer to the Southern Hemisphere for its warmer seasons; there is a circumpolar flow of air (the roaring 40s and 50s) uninterrupted by large land masses; no equivalent jet streams; and the peculiarities of the reversing ocean currents in the Pacific.
PHOTO: Mitchell Allan (Australian Snowboard Athlete) receiving cash and novelty cheque (AUD$500) for winning the Highest Average Degree of Rotation (assessed by novel micro-technology) from Jason Harding (AIS Sport Scientist) at the AIS Micro-tech Pipe Challenge 2007.
PHOTOGRAPHER: Heidi Barbay
DESCRIPTION: An elite level invitational half-pipe snowboarding competition that utilised both traditional subjective judging measures and novel micro-technology developed at the Australian Institute of Sport (AIS) to assess half-pipe snowboarding performance. This was most likely the first half-pipe snowboarding event to utilise micro-technology to award athletic performance. The AIS MIcro-Tech Pipe Challenge 2007 was primarily a concept event conducted as part of research into the capacity of sport specific micro-technology to asist elite-level subjective judging and athletic performance. The event also focussed upon supporting Ausralian half-pipe snowboarding at a grass roots level.
ATHLETES: Mitchell Allan, Andrew Burton, Clint Allan, Ben Mates, Nate Johnstone, Damon Hayler, Matthew Hunter, Jake McCarthy, Sam, Murphy, Patrick Davis-Meehan
ORGANISERS: Jason Harding, Ben Wordsworth
SUBJECTIVE JUDGE: Steve Brown
LOCATION: Perisher Blue Superpipe NSW Australia
DATE: 30th July 2007
PHOTOGRAPHERS: Heidi Barbay, Ben Alexander, Rebecca Brown, Steve Cuff
SPONSORS: Australian Institute of Sport (AIS), Persiher Blue Ski Resort, Olympic Winter Institute of Australia (OWIA), Catapult Innovations, Griffith University (GU), NSW National Parks and Wildlife Service
CONTACT: Jason Harding
Jason.Harding@ausport.gov.au
RESULTS:
SUBJECTIVE JUDGING
1st - Mitch Allan
2nd - Ben Mates
3rd - Clint Allan
MICRO-TECHNOLOGY JUDGING
1st Highest Air-Time:
Nate Johnstone: 1.92 s
1st Highest Average Air-Time:
Clint Allan / Andrew Burton: 1.41s
1st Highest Average Degree of Rotation:
Mitchell Allan: 648 degrees
ATHLETE JUDGED BEST RIDER
1st - Mitchell Allan
SUBJECTIVE JUDGING
(FULL RESULTS)
Place / Athlete Name / Score
1 Mitchell Allan 9.20
2 Ben Mates 9.00
3 Clint Allan 8.50
4 Nate Johnstone 7.60
5 Andrew Burton 5.60
6 Jake McCarthy 5.50
7 Damon Hayler 5.20
8 Matthew Hunter 5.00
9 Patrick Davis-Meahan 4.80
10 Sam Murphy 3.40
There is a website called dubster and you can run a web app at the site on your Flickr photo sets to see how the Average image would look if you combined all of the images into one. This was the results from my Daily Coffee Drawing Set. The Ghost mug that it created is very cool.
"best of the best" management eight core beliefs.
1. Business is an ecosystem, not a battlefield. Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered. Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.
2. A company is a community, not a machine. Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship." Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.
3. Management is service, not control. Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality. Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.
4. My employees are my peers, not my children. Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds. Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.
5. Motivation comes from vision, not from fear. Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions. Extraordinary bosses inspire people to see a better future and how they'll be a part of it. As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.
6. Change equals growth, not pain. Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late. Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.
7. Technology offers empowerment, not automation. Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees. Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.
8. Work should be fun, not mere toil. Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly. Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.
See www.faceresearch.org/ for more details. See xn--80ax0d.blogspot.com/2009/09/blog-post_06.html for more comments.
the average person's flea market. more people, no airconditioning, could be filthy, could be smelly, no protection from the elements but better bargains. there are many such markets in manila for the adventurous bargain hunters. this is one of the earliest and original flea markets in the philippines that dates back to over a hundred years
Arcola, Illinois, native Joe Ernst was a World War II hero, but he also was noted for something he did in 1941. A bus load of African-American travelers motoring south from Chicago on U.S. Route 45 had been refused service by several restaurants until reaching Arcola and visiting a restaurant managed by Ernst.
He agreed to serve them so long as they paid for their meals. Among those on the bus was the singer Ella Fitzgerald, who took charge of the cash register and collected money from the patrons.
When the restaurant owner found out the next day that Ernst had served a bus load of "colored" people he promptly fired him. After World War II, Ernst returned to Arcola where he owned a service station and an auto dealership.
Creation of this mural was overseen by Dave Correll in June 2012.