While loss prevention may be a universal focus for retail organizations, the way that the loss prevention program is approached and implemented can provide us wide a wide spectrum of possibilities and a broad scope of challenges based on the particular type of organization. Here we will take a closer look at the security and loss prevention program for an icon in the quick service restaurant industry.McDonald’s™. The name is instantly recognizable, conjuring up images of Big Mac™ sandwiches, Chicken McNuggets™, and World Famous Fries™. No matter where your travels take you across the globe, chances are you will find a McDonald’s, and chances are the hamburger you purchase in Doha, Qatar, will taste and look identical to the one you purchase in Peoria, Illinois.McDonald’s is the juggernaut of quick service, the restaurant chain that eclipses its competition by an order of magnitude. Think your retail chain is pretty big? McDonald’s gets 27 million visitors per day, and that’s in the United States alone.- Sponsor – From a retail security and loss prevention program perspective, one can imagine not only the types of incidents that can occur at your average McDonald’s location, but the sheer number of them as well. To understand why this might be, just consider what goes on at the nearly 15,000 McDonald’s restaurants scattered throughout the United States through the dual mechanisms of lobby dining and drive-through service.At the end of the day, it is truly remarkable that such a small team is so effective in protecting what just might be the most identifiable brand across the globe. It ultimately comes down to the attitude of retail security pervasiveness throughout the organization, as Senior Director Rob Holm puts it, “from the boardroom to the crew room.”The local McDonald’s is often much more than a spot to buy food; it’s a well-known landmark in whatever city it happens to be in. The Golden Arches™ are often occupied by people seeking a place for morning meetings or parents enjoying time with their children over a Happy Meal™ in the Playplace restaurants.For a demographics comparison, this author also visited several Southern California McDonald’s restaurants during the writing of this article. The drive-through lanes are occupied with everything from Bentleys to barely running jalopies. Translation—when asked who their demographic is, McDonaldÕs can confidently and with a straight-faced answer, “Everyone.”When considering all of the circumstances that can and do occur at your average McDonald’s, one starts to form a picture of the lay of the land when it comes to loss prevention programs and security protection nationwide. To that end, McDonald’s possesses one of the most unconventional, yet effective, loss prevention teams in the business. They call themselves U.S. Security, which sounds as if it is some flavor of Special Forces SWAT team or other such covert group. And yes, they really are everywhere.McDonald’s U.S. Security TeamMcDonald’s may be mainstream today, and its modus operandi might seem fairly conventional, but when the company founder Ray Kroc stumbled upon the McDonald brothers in the 1950s, he knew he had something special. It wasn’t so much the food (barbeque) or the location (sleepy San Bernardino, California), it was the whole package. Implementing a Ford-style food assembly line that produced burgers ultra-fast, McDonald’s became an instant hit, expanding like no other business before it, and to be honest, probably any business that comes after it.Robert “Rob” Holm, Senior DirectorKevin Trimble, DirectorOctavio Jara, DirectorOsama “Sam” Ayache, Regional Security ManagerWilliam “Bill” Ball, Regional Security ManagerDon Carman, Regional Security Manager U.S. Security takes the uniqueness of principle that is McDonald’s and forges its own path in the loss prevention space. The result is a retail security organization that resembles exactly no other loss prevention program in the business. To be clear, U.S. Security seldom uses the term “loss prevention,” nor do they embrace the other industry alternative “asset protection,” either. Instead, they prefer to use the “security” moniker, although physical security is only a small part of what they actually do. And guess what—they do a stellar job with far fewer people than one might think possible.Hugo Cortez, Regional Security ManagerRuben Martinez, Regional Security ManagerJesse Perez, Regional Security ManagerJennifer Schaefer, Regional Security ManagerDaniel Thomas, Regional Security ManagerJohnny Webb, Regional Security ManagerU.S. Security boasts a fairly simple organizational chart considering the behemoth size of McDonald’s. It is headed up by Senior Director Robert “Rob” Holm, who is the executive in charge of all U.S. safety and security efforts. From there and specific to the security function, the country is split into four zones—South and Northeast headed by Director Kevin Trimble; Central and West headed by Director Octavio Jara. The zones are broken down into regions with ten regional security managers (RSM) assigned to one or more regions. If you’ve been keeping count thus far, you’ve arrived at a grand total of thirteen individuals. Really? Certainly there must be some sort of accounting error.Before wrapping your head around these statistics, it’s important to understand the business model that McDonald’s uses to operate. McDonald’s restaurants are comprised of two distinct types of restaurant. First, there are the company-owned restaurants, internally referred to as McOpCo restaurants, which is short for “McDonald’s-operated company” restaurants. Of the approximate 15,000 U.S. restaurants, roughly 10 percent are McOpCo restaurants, and they are the rudder of the ship, as it were.According to Holm, “There are three reasons why McOpCo restaurants exist. First, to provide revenue for the corporation. Second, they are a petri dish, a place to vet new technologies and try things. And third, which is the most important reason they exist, they are a people pump. They train and develop future leaders for both inside and outside the restaurants.”This takes us to the bulk of McDonald’s restaurants—the restaurants run by independent franchisees (“owner operators”). Owner-operator restaurants comprise the vast majority of the McDonald’s empire, and while the owner operators themselves must adhere to the terms and conditions of a franchise agreement, the individual restaurants are run in such a manner that the owner operators make their own financial decisions and run their businesses as they see fit. Of course, this sometimes presents a challenge to the U.S. Security staff, but more on that later.To the thousands of franchisees across the nation, U.S. Security can take on a number of roles when supporting an owner operator. Depending on the situation, that role could include a security professional resource, a trusted advisor, or a strategic business consultant, with the goal of helping them address all manner of loss prevention issues.Boots on the GroundWhere the rubber meets the road at U.S. Security, you’ll find ten high-speed regional security managers, each responsible for providing expert security advice to hundreds of restaurants in their respective geographical regions. Most of them come from conventional retail loss prevention programs, while others do not.Take Jennifer Schaefer for example, a RSM in the Midwest and Heartland region of the country comprising approximately 1,200 restaurants. Schaefer boasts a master’s degree in criminal justice leadership. Prior to coming to McDonald’s, Schaefer worked for such retail and gourmet coffee and food establishments as Target and Caribou Coffee Company. She also has significant experience as a judicial law clerk, correctional officer, and college professor, which gives her a wide plethora of experience to apply in the multi-faceted LP industry and QSR system.William “Bill” Ball is another RSM in the Midwest territory (Ohio and Indiana) and serves as the go-to security professional for approximately 1,300 restaurants. “I started my loss prevention career chasing shoplifters at Sears for $5.45 per hour,” stated Ball, who later worked for Kohl’s, The Gap, and then Lowe’s, before beginning his career at McDonald’s.Daniel Thomas, however, holds a somewhat different background. He currently serves as RSM for the Michigan and Chicago area regions, comprised of nearly 1,400 restaurants. Thomas came to McDonald’s eighteen years ago after serving as a police officer. “I spent ten years as a patrolman and detective with the St. Louis Police Department,” he stated.The regional security managers hold an eclectic mix of talents and former avocations to be sure, but this diversity is what makes U.S. Security so effective. Octavio Jara, director of U.S. security for the Western U.S., was also a former police officer in his past life in Southern California before working as a member of the loss prevention program at AutoZone.Senior Director Holm is a career security executive, having held similar positions at Honeywell, 3M, Imation, and the Tribune Company, among others. With such a small staff compared to similarly sized retail establishments, there are no novices, no trainees, and no second-rate people within U.S. Security. Each position is filled by a seasoned pro. What is interesting about U.S. Security as a whole is the corporate mantra that pervades the organization, which was summed up best by Holm when he said, “I’m not a loss prevention professional. I am a business professional who has expertise in the security field.” Thomas echoed that sentiment with a slight twist. “I see myself as a strategic business partner. If the restaurants only use me for security issues, they are missing out,” stated Thomas.What Could Possibly Go WrongBefore delving into U.S. Security’s methodology, consider the range of incidents that can take place at your average McDonald’s. Some of these are germane to other retail establishments, while others are particular to McDonald’s, mainly because of the massive foot traffic within the restaurants on a daily basis.“Over the course of a single week,” began Schaefer, “I was asked to consult on two missing deposit investigations, a credit card skimming incident, a multi-restaurant demonstration, and one private plane that crash landed in the parking lot.” Other, unique events are common as well, due to the sheer ubiquity of the chain.“I recently had someone call a restaurant claiming there was an explosive device under one of the chairs, and it turned out to be a high-profile media event,” said Thomas. “Thankfully, no explosive device was found.”Holm has perhaps the best explanation for the wide diversity of potential issues that may arise nationwide. “Twenty-seven million people per day visit McDonald’s restaurants. If you tell me there is a one-in-a-million chance that something will happen in our restaurants, then it will happen 27 times per day,” explained Holm.Accordingly, the regional security managers are no strangers to calls at all hours of the day and night. “When I get a call in the middle of the night, my first question…is everyone okay? It is all about our number one priority—our people,” emphasized Schaefer.With each regional security manager in charge of the loss prevention needs of several hundred restaurants each, how does US Security manage to execute their responsibilities at such a high level? “We are a one-man or one-woman show in the regions we support,” said Bill Ball. “Our primary responsibility is brand protection, which includes protecting our employees and customers, our corporate assets, and our strategic partners, all with the goal of providing the best restaurant experience for our customers.”Spend enough time with the regional security managers, and you will hear the term “brand protection” mentioned a lot. It is not just a catchy buzzword that McDonald’s has adopted. It is in fact an actual detailed strategy with dozens of implications. To U.S. Security, brand protection is a multi-faceted strategy. “We have to protect the brand from different things—robberies, homicides, and burglaries,” said Ball.Jara wholeheartedly agrees, yet adds further items to the laundry list. “Protecting the brand includes protection of confidential information, our reputation, our most valuable resources, our employees, and of course, our customers,” he stated.A Two-Pronged ApproachEach RSM has to deal with the two distinct retail environments—McOpCo locations and franchisee restaurants—both of which have their own separate and unique needs. Said Ball, “We have to fly at a much higher level. We have to stay cognizant of resources and time. We have to handle things by phone, which includes coaching and investigations.” Although occasionally, as Thomas pointed out, “Sensitive issues require boots on the ground, and you need to get into a restaurant.”What makes U.S. Security’s job such a challenge is the inherent dichotomy between the McOpCo restaurants and the franchisee restaurants. On the one hand, LP needs within the McOpCo restaurants function much like any corporate loss prevention program. In those restaurants U.S. Security enjoys a tabula rasa approach at loss prevention activities. Things like camera systems, safes, lighting, alarm systems, and exception-reporting software can all be purchased as a whole and then rolled out to each location much as would happen in any other corporation. In this environment, McDonald’s U.S. Security team is free to test new technologies and practices, which can then be offered as solutions to the owner operators. In McOpCo restaurants, these new methods and procedures are thoroughly vetted, so by the time they are offered to owner-operator restaurants, US Security knows they are proven solutions.Don’t think, however, that U.S. Security merely issues an edict or proclamation and then leaves it to the owner operators to follow. That’s really not how it works. “We are here as a resource for best practices. In the end, it is their restaurant, their time, their employee base,” said Schaefer.Ball expanded upon that thought. “McOpCo restaurants are the test beds, the restaurants that we do all these things in to show what works,” he explained. “Then the franchisees can see that it works and determine whether or not to adopt those methods within their restaurants as they see fit.”When called upon by owner operators, the RSMs can serve as valuable resources and consultants for the loss prevention program. Said Thomas, “We try to walk in their stores from a loss prevention standpoint and determine which LP methods might be effective from a security and cost standpoint and which might be less so.”In many cases, the adoption of new technologies or methods involves a large degree of consulting and influence with the owner operator. “It’s all about building those relationships,” stated Ball. “It’s your subject-matter expertise that you have to convey to the operators. You have to show them results through metrics, through data.” Ultimately, however, the owner operators are free to do what they see fit from a security standpoint, including what equipment to use and what process to employ. U.S. Security’s role is to make sure they understand the options and resources available to them to make their restaurants safer and more secure.McDonald’s U.S. Security team is free to test new technologies and practices, which can then be offered as solutions to the owner operators. In McOpCo restaurants, these new methods and procedures are thoroughly vetted, so by the time they are offered to owner-operator restaurants, US Security knows they are proven solutions.In fact, U.S. Security is also quick to point out that McOpCo’s test bed status is a tool for the owner operator, a resource they can tap into, showing them that certain best practices work and are not merely a corporate push. “What we do from a security standpoint at the corporate level needs to make sense to our owner operators,” explained Jara. “Our McOpCo restaurants provide us an opportunity to showcase new security initiatives, technologies, and put them in place to demonstrate to our owner operator the value that these systems work. This type of relationship is rewarding for us because it gives us the ability to put our influencing skills to work.”In many cases, the regional security managers act as lobbyists at the local co-op meetings. Each major city will have its own co-op, which is a group of owner operators and McOpCo restaurants that hold monthly meetings. “Every co-op gets together each month,” said Ball. “As a security professional, you want to get on those agendas to influence McOpCo’s business and operations, and then hopefully, McOpCo can influence the owner operators on security best practices.”Thus, to the thousands of franchisees across the nation, US Security can take on a number of roles when supporting an owner operator. Depending on the situation, that role could include a security professional resource, a trusted advisor, or a strategic business consultant, with the goal of helping them address all manner of loss prevention program issues. Whether it is offering assistance with the selection of a surveillance camera system, or referring them to an armored car service, assisting with an internal investigation, or serving as a liaison to local law enforcement, US Security is there to consult.Considering that the RSMs don’t have any direct loss prevention staff that report to them, they clearly have a lot on their plates. However, when asked whether he could use more LP staff, Holm replied, “Part of me says yes. It’s a knee-jerk reaction. The thing is, we are not a security company. We are an operations company that sells hamburgers. In that sense, I have 90,000 security members on my staff.”At the end of the day, it is truly remarkable that such a small team is so effective in protecting what just might be the most identifiable brand across the globe. It ultimately comes down to the attitude of retail security pervasiveness throughout the organization, as Holm puts it, “from the boardroom to the crew room.” Every employee is a loss prevention node, and each owner operator has a vested interest in brand protection and the safety and security of McDonald’s restaurants. And with US Security at its best, the brand is in great hands with the Golden Arches shining brightly!EDITOR’S NOTE: McDonald’s, Big Mac, Chicken McNuggets, World Famous Fries, Happy Meal, and The Golden Arches are trademarks of McDonald’s Corporation and its affiliates, and are used with permission.This article was first published in 2015 and updated in February 2016. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Case management and audit software applications are one of the ways that retail loss prevention departments across the country are leveraging the latest loss prevention technologies to support the mission and vision of their company’s loss prevention efforts. These information management solutions are designed to help revolutionize the approach that is taken to accomplish the retail loss prevention objectives.With the evolving needs of the retail business and the expanding responsibilities placed on today’s loss prevention departments, industry leaders are tasked with finding more productive means to use available resources to effectively meet company objectives. This requires that we look for ways to help maximize the value of our teams by providing tools that can make every member of the department more efficient, more engaged, and more successful.- Sponsor – Watch and listen as the EyeOnLP team explores how some of the industry’s leading retailers are using Case Management & Audit software to better manage their departments, save time and improve communications. We will discuss how Restoration Hardware is using these software applications to create robust reports and dashboards to distribute to executives. Learn what software Mike Smith and the team at Finish Line have depended on for 16 years, both within the loss prevention department and throughout the entire organization, to include human resources, safety, store operations, among other departments. Jim Carroll and the team at Staples uses LP Software for its flexibility to change and adapt to the needs of the organization. Hear what Steve Werner with AC Moore has to say about LP Software’s support and response time.LP Software, Inc. was founded as a venture partnership dedicated to developing and delivering unique software applications designed to revolutionize the retail loss prevention mission. If you are looking to better identify and document issues in your organization or improve your audit processes, you should not miss this video! Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
TagsTransfersAbout the authorFreddie TaylorShare the loveHave your say Hudson-Odoi brushes off Bayern Munich talk: I’m fully focused on Chelseaby Freddie Taylor10 months agoSend to a friendShare the loveCallum Hudson-Odoi has said he is “fully focused” on Chelsea despite Bayern Munich’s continued interest in his services.The 18-year-old has been the subject of a fourth bid from the Bundesliga giants, which Chelsea are believed to be considering.He started in last night’s loss to Tottenham in the Carabao Cup semi-final first leg, and speaking after the game, played down suggestions he was distracted by the off-field drama.The winger told Sky Sports: “Yeah, 100 per cent, I’m fully focused on the game and just gotta see how the result goes.”I think we’re all ready and all determined to work our hardest out there, so I’m fully focused on the game.”
Scout.comMost of the recruiting attention is currently being paid to the class of 2017, but teams always try to get ahead on the next cycle as well. Scout just dropped its first edition of the ‘Scout 300‘ for the class of 2018, and 38 of the 300 players listed are already committed to schools.The first full Scout 300 for 2018 on @scoutrecruiting is out https://t.co/da0rV7U02M pic.twitter.com/TT9niVSvgr— Brandon Huffman (@BrandonHuffman) July 1, 2016LSU leads the way with five of the top 300, while Florida State and Miami each land four players. Here are all of the players who are already committed.Alabama:RB Dameon Pierce (No. 52) TE Malcolm Epps (No. 143)Auburn:QB Joey Gatewood (No. 50)Clemson:S Mike Jones Jr. (No. 241)Florida State:CB Isaiah Bolden (No. 39) RB Justin Watkins (No. 81) DT Robert Cooper (No. 86) RB James Cook (No. 91)Georgia:OT Max Wray (No. 64)LSU:CB Kelvin Joseph (No. 29) QB Zadock Dinkelmann (No. 99) CB Corione Harris (No. 140) S Nadab Joseph (No. 201) WR Devonta Jason (No. 230)Miami:S Joshua Jobe (No. 22) CB Gilbert Frierson (No. 118) WR Daquris Wiggins (No. 183) CB Jalen Patterson (No. 278)Michigan:S Otis Reese (No. 229)Mississippi State:WR Malik Heath (No. 157)Nebraska:ATH Cameron Jurgens (No. 147) DT Masry Mapieu (No. 283)Notre Dame: QB Phil Jurkovec (No. 46) RB Markese Stepp (No. 193) DE Jayson Ademilola (No. 211)Oklahoma:OT Brey Walker (No. 10)Oregon:QB Colson Yankoff (No. 151) WR Devin Culp (No. 245)Oregon State:RB Camron Davis (No. 219)Penn State:DE Micah Parsons (No. 2)Tennessee:OT Cade Mays (No. 16) ATH Alontae Taylor (No. 285)Texas A&M:WR Montel Parker (No. 176) OG Luke Matthews (No. 181)USC:QB Matt Corral (No. 4) OLB Bo Calvert (No. 20) OLB Raymond Scott (No. 43)Washington:QB Jacob Sirmon (No. 40)[Scout]MORE FROM COLLEGE SPUN:The 10 Most Aggressive Fan Bases In CFBIn Photos: Golfer Paige SpiranacESPN Makes Decision On Dick Vitale
The Washington Capitals are on fire right now. They’ve lost only three times since the calendar flipped to 2017 and have outscored their opponents 95 to 44 over that stretch. Aside from an 8-7 overtime loss to the rival Pittsburgh Penguins on Jan. 16, the Capitals have only surrendered more than three goals two times during their hot streak. In a league in which holding the opponent to three goals or fewer will earn you at least a shootout most nights, it’s easy to see why Washington is piling up points in the standings.Not only do the Caps own the league’s best record, but they also have the most dominant stats in hockey. They lead the league in Hockey-Reference.com’s Simple Rating System (SRS), which estimates the strength of every team in the NHL,1Technically speaking, SRS measures a team’s average goal differential after adjusting for strength of schedule. as well as team goals against average, the mark of a stingy defense. They also rank in the top five in several other major statistical categories, including goals scored per game; power play percentage; penalty kill percentage; and Corsi percentage, which estimates a team’s all-important possession rate by measuring the percentage of shot attempts it directed at the opponent’s net during games.2Adjusted for score, zone and venue.This is all to say that the Capitals look really, really ridiculously good on paper. But they’ve also ranked highly in a few key stats that are traditionally more in the realm of luck than skill. For example, they’re No. 1 in PDO, which is the sum of shooting percentage and save percentage (a notoriously unstable indicator in stathead circles), both of which the Capitals also either lead the league in or are tied for No. 1. Ordinarily, a high PDO could be seen as a red flag — suggesting that a team’s statistical résumé is like a house of cards, ready to collapse at any moment. But in Washington’s case, the team even seems to have come by the percentages that make up PDO (mostly) honestly. It’s the consequence of a roster design that could mean it’s finally Washington’s year to hoist Lord Stanley’s cup.The Capitals’ statistical excellence is nothing new — in each of the past three seasons, they’ve ranked among the NHL’s top eight in both points and SRS. Perhaps even more telling, they’ve been among the NHL’s top three in PDO for the past two seasons. Their good fortune in the percentages is commonplace by now.So how do we know Washington’s success isn’t purely based on good luck? For one thing, they’ve assembled a roster that perennially shoots the lights out. The Capitals have finished outside of the top 10 in shooting percentage only once since 2009-10. And since Barry Trotz took the helm as head coach in 2014-15, the team has ranked no worse than fourth. Only the Dallas Stars outperformed the Capitals in shooting percentage in both 2014-15 and 2015-16, but while the Stars have regressed — they sit in the middle of the pack (12th) in 2016-17 — the Capitals continue to put the puck in the net with a high degree of efficiency, thanks to that group of good shooters.A handful of said marksmen are having personal best shooting percentage seasons: T.J. Oshie, whose career shooting percentage of 13.1 percent is good for 24th among active players, is scoring on 23.7 percent of his shots in 2016-17. Frequent playoff hero3This is one of the reasons the Capitals signed him. Justin Williams has a career shooting percentage of 9.7 percent, but he’s scoring on 15.7 percent of his shots. Left winger Marcus Johansson has a career shooting percentage of 14.0 percent but is scoring on an astounding 22.9 percent of his shots. And he looks poised to shatter his career high mark for goals in a season. Some of that overachievement is bound to regress to the mean, but if the Caps’ history as a team is any indicator, Washington should be able to hold onto at least some of their improvements.That’s just one of PDO’s two (usually unstable) components. The other half of the Capitals’ brilliant, odds-beating equation is goaltender Braden Holtby. Holtby is among the best netminders in the world (his career save percentage is third-best among active goalies), and he’s only getting better. His goals against average and save percentage are both better than they were last season, and if it weren’t for Minnesota Wild goalie Devan Dubnyk’s ridiculously impressive performance in 2016-17, Holtby would be a lock for a second consecutive Vezina Trophy. Goaltending statistics can be notoriously fluky, but they tend to be more stable over a career, particularly when they’re as consistently great as Holtby’s have been.The main criticism of the Capitals — and especially their captain, Alex Ovechkin — has been that they’re playoff underachievers.4It’s hilarious to assign an “underachiever” tag to a guy who ranks sixth all-time — and first among active skaters — in goals scored per game. Alexander Ovechkin is a gift and a once-in-a-generation talent, and every hockey fan on Earth — Washington Capitals fan or not — should cherish his existence. They’ve qualified for the postseason in eight of the past nine seasons but haven’t managed to get past the conference semifinals despite having rosters stacked with such quality players as Ovechkin, Oshie, Evgeny Kuznetsov, Alexander Semin (when he was actually good), Nicklas Backstrom, Mike Green (when he was actually good), and Holtby.When juxtaposed against the Capitals’ inability to make a deep playoff run, Washington’s degree of statistical dominance suggests that, sure, perhaps the team has underachieved a bit. But there’s no doubt that Trotz and general manager Brian MacLellan have built a team poised to succeed in the modern era of the NHL. Not only do they have a group that controls the puck well, but they’ve also hacked through the noise of PDO to assemble a roster that isn’t just lucky when it beats the percentages. Who knows if the Capitals will win the Cup this year, but they’re a legitimately dominant team and, as things sit now, championship favorites. Maybe this is the year they finally shrug off the underachievers tag and deliver on that promise.
Manchester City youngster Brahim Diaz has revealed he has to to be patient to get his chance at the club.The 19-year-old scored twice as City defeated Fulham 2-0 in the fourth round of the Carabao Cup to book a place in the quarterfinals of the competition.“You have to be patient, and when you get the chance you have to take it. It’s amazing to be playing with so many great players.” Diaz said, according to Sky Sports.The Spaniard also praised fans for chanting his name as his brace helped the Citizens achieve a third quarter-final place in the League Cup for the second season in a row.“I always wondered how it would sound having my name chantted from the stands after scoring a goal. Now I’ve done. Twice. And it is unreal. Thank you all for your messages! Unto the next round,” Diaz posted on his official Twitter account.I always wondered how it would sound having my name chanted from the stands after scoring a goal. Now I have done it. Twice. And it’s unreal. Thank you for all your messages! On to the next round! ✨ pic.twitter.com/Qd8auCCVCqMourinho knows why City and Liverpool are so far ahead George Patchias – September 13, 2019 Jose Mourinho knows why Manchester City and Liverpool are so far ahead of everyone else in the Premier League.In an interview with the Telegraph,…— Brahim (@Brahim) November 1, 2018Meanwhile, Manchester City manager Pep Guardiola praised the performance of his team, saying:“Everybody was good. Brahim made two goals, Aro [Muric] making a clean sheet – we didn’t concede too many chances, and he gave us good security. Every time Phil Foden plays a good level.”“It was another good performance. They played with a lot of discipline with and without the ball. We attacked both inside and outside. We could’ve scored more goals but it’s OK.”
ACLU of Alaska Legal Director Stephen Koteff made the announcement in a press conference at 1oam on Thursday: “The ACLU of Alaska has filed two lawsuits against Governor Mike Dunleavy, his Chief of Staff Tuckerman Babcock, and the State of Alaska. Our clients are former Assistant Attorney General Elizabeth (Libby) Bakalar, former Alaska Psychiatric Institute Director of Psychiatry Dr. Anthony Blanford, and former Alaska Psychiatric Institute Staff Psychiatrist Dr. John Bellville.” Facebook0TwitterEmailPrintFriendly分享The American Civil Liberties Union of Alaska announced on Thursday that they have filed two lawsuits against Governor Mike Dunleavy’s administration. Back in November the administration sent an email to all at-will state employees asking them to submit resignation letters and, if they choose, reapply for their jobs. According to the lawsuit the ACLU is alleging that the administration violated the constitutional rights of state employees by firing them.