The Caique-Mersey Group: The Library, Information, Radio, Music & Business Service Firm PO Box 555 Nottingham, PA 19362 Fostering a Proud Association with The Library Community, The Radio-Broadcasting/Media Community, The Business Community and The Public Service - Community Partnership - Regional Development Sector: Cornerstones of the Political, Economic and Social Fabric of Society. Organizational leadership for libraries, information centers, radio stations, local media outlets, small business, non-profits and the public/community service sectors involves creativity, flexibility and nontraditional thinking. Based in the expanding “Megalopolis” region on the Mason-Dixon Line, we present a central experience with such regional communities as those located in: Greater Philadelphia–PA–NJ–DE ~ Greater Baltimore–MD–DC–VA ~ Greater New Jersey–New York–New England ~ West Coast & currently expanding into the American heartland including the WV~OH~KY~TN~MI~IN~IL~WI~MN~ND-SD~IA~MO-NE-KS & FL & TX corridors. “My model for business is the Beatles. They were four guys who kept each others kind of negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. Thats how I see business: Great things in business are never done by one person. Theyre done by a team of people.” --Steve Jobs Career Library: Directors, Managers, Practitioners, Educators, Advocates, Consultants; Radio Industry Business Persons/Broadcasters; Business Professionals. The Caique~Mersey Group leadership adheres to the belief that 21st Century Librarian / Library advocates as well as Radio/Media/Business/Public Service Advocates and Participating Professionals need to be: a) creative about finding solutions to address the environment; b) have an entrepreneurial spirit which enables one to re-invent organizations to be something more; c) know that assisting the customer is paramount; d) embrace technology; e) are business-like in demeanor and action. All need to know how to research, conduct formal assessments, strategically partner, problem solve outside the box, and effectively manage, politic, and lead; and f) need to recogize that the most important operational paradigm is to meet the needs of the communities so served. The institution of the public library became popular in the United States in the late 1880s when philanthropists — most notably Andrew Carnegie — started building libraries in cooperation with local communities. Before public libraries, there wasn’t easy access to books and printed information was largely in the form of newspapers. Books were expensive and bookstores rare. The idea of accessing and borrowing books was therefore hugely popular. The information environment over the years has markedly changed. Printed materials costs have been reduced comparatively and are easy accessible. Entertainment, news, research and informational materials, discussions, and more are accessible on our mobile devices. Unfortunately, the “digital” divide” is still a real world situation confronting our nation. Currently, if one enters a modern-day progressively-centric library, one will most likely view rooms still dominated by shelves of books, not all that different from their historical roots. Behind those shelves, the systems tracking all that information and the library staffers administering them have changed and will most likely continue to do so. For example, most libraries offer free Internet access to patrons, and usually they have computer kiosks available in case you don’t have a laptop or mobile phone to use. More evolutionary initiatives are happening as well. There is great interest in creating ‘Maker spaces’ in libraries. The Maker movement took off in the last decade, a kind of DIY engineering for those interested in circuitry, robotics, modeling, and more. Libraries are beginning to offer everything from craft materials to 3D printers. The Chattanooga Public Library has allocated infrastructure to a learning laboratory environment. The space hosts equipment, expertise, and regular meetings on topics such as design, technology, and the applied arts. They’ve also created more radical experiments with a library public garden, gathering a community around planting, tending, and harvesting food to discuss issues like the environment and social equality. In both biological and in social systems, evolution is never clear in the moment. Change is happening in libraries across the country. The Boston Public Library is renovating its space to include a retail store, space friendlier to teenager social and technological habits, and mobile workers. The New York Public Library once flirted with removing its stacks in favor of a large open space, but negative reactions changed those plans. In San Antonio, Texas, there’s the digital library with access to digital items, and e-book readers but not one book is part of the collective resources of the agency. Libraries are transitioning as dynamic forces are in play in our society and around the world. Library communities in American are quite diverse in nature as categorized by their structures and organizations. These include the 501c3/nonprofit/association library, governmental libraries/agencies: Town, City, County. Additional organizational structure work independently and/or in tandem with these types of agencies: consortiums: local, regional, district, state-based. Some communities are historically progressive and successful: vast pockets of the Mid-West: examples being Indiana and Ohio; in the East: Maryland and Virginia are representative examples. From the other spectrum, areas that have surprisingly fallen short historically include areas of Pennsylvania and New England. Though the schism continues to widen somewhat from the perspective of “library-have” and “library have-nots” location to location, the library sector as a whole continues to show powerful pockets of dynamic progress and growth; creative, innovative, and charismatic are some characteristic descriptors of these libraries located throughout the nation. The successful library of the future will be a hybrid manifestation of two linked types – a key physical location within the heart of the “community” so served and the “electronic-cyber platform” where one will interactively use the library agency and its resources effectively from any remote location. The professional career “librarian” will continue at the core of the library enterprise and the “librarian” will be among the community cornerstone partners within the framework of the general community. The progressive, vital and essential organization/agency/entity needs to: --Recognize the importance of the political, economic and social diversity of towns, cities, counties and regions. --Support traditional democratic concepts to insure access. --Acknowledge the need for new verbiage to describe professional objectives which reflect the changing realities of our world and the expectations for our changing institutions. --Embrace all types of learning objectives for a diverse society as learning is a most important part of the mission. --Accept the need for changes in the organizational dynamics of organizations. --Recognize that technology is a tool and that real participation depends upon people, not just on technology. --Integrate social media into the agency’s mission, goals and objectives. --Join/Create the new partnerships/collaboration with other institutions. --Create innovative partnerships with a variety of agencies, organizations and entities. --Accept new obligations, accountability, and responsibilities within our institutions. --Place a major emphasis on public value and impact. --Embrace/Acknowledge the changing nature of authority, allowing for co-creation of content and input from both on-site and virtual participants as an ordinary part of agency operations. --Agencies need to orient ourselves outwardly in order to become a major hub of “community communications.” --Evolve the curriculum/skill sets for the training of professionals in order to address the demands and realities of the new environment. --All stakeholders need to act as creative, progressive and flexible agents of change. Agency Administrators, Managers and Staffers can deal with evolutionary environments with one of two mindsets: one can do nothing and continue with a status-quo mentality of “doing business as it has always been done” or one can engage in a serious planning process that involves the organization & the community/marketplace in sustained smart discussions about what the organization in question could and should become. Every community/regional service area is most unique and so is every working agency. The smart planning process will ultimately provide the framework for all stakeholders to work together to create a functional & dynamic vision of the future and a clear understanding of its evolving role in reaching its ideal developing operational structure. The future is constantly unfolding, relentless, and happening whether we want it to or not. It will happen whether or not members of the library, information, radio, media, business, music, government and non-profit sectors agree to participate. The changes that find favor and ultimately alter the agency’s purpose may not be the most obvious or popular changes; they’ll be the ones that get used. We encourage and hope that the right decisions are made. Working with a progressive framework and strategy in place is ultimately the correct and essential move. A major Caique-Mersey Group mantra: Supporting “The Best of The Old and The Best of The New” as we “Integrate Solid Old School and Creative New School” elements into contemporary and progressive 21st Century agency and organizational paradigms for our partners, clients, and friends. Links/Access/Communication Portals: https://sites.google/site/linktothecaiquegroup/ linkedin/company/the-caique-mersey-group https://linkedin/company/the-caique-mersey-group-library-information-radio-music-business-service-firm?trk=nmp_rec_act_company_photo caiquemerseygroup Richard Thau, President linkedin/pub/richard-thau/14/3b3/469 Joyce Wemer, VP linkedin/pub/joyce-wemer/1b/9b0/69a Georgie Wood, Lead Managing Staff Practitioner linkedin/pub/georgie-wood/90/b94/5b9 Rita Rigby, Staff Practitioner linkedin/pub/rita-rigby/96/947/196 Library: --The struggle to preserve civilization……How to make libraries exciting… economist/blogs/democracyinamerica/2014/09/struggle-preserve-civilisation Re-Envisioning New York’s Branch Libraries - focuses on the physical and economic challenges facing the buildings that make up New York City’s three library systems…New York Public Library (NYPL), which serves Manhattan, the Bronx, and Staten Island, Brooklyn Public Library (BPL), and Queens Library (QL). nycfuture.org/pdf/Re-Envisioning-New-Yorks-Branch-Libraries.pdf Trustees Endorse Plan to Sell Land Beneath Branch of Brooklyn Library nytimes/2014/09/17/nyregion/trustees-endorse-plan-to-sell-land-beneath-branch-of-brooklyn-library.html?_r=0 Summaries of recent insights provided: Libraries in general are most challenged. Americans tell pollsters they need them, but fewer use them. The Institute of Museum and Library Services (IMLS), a federal agency, published data showing that library visitor numbers have declined in recent years. Polling published by the Pew Research Center, a think tank, revealed that more people say they are going to the library less than going more, with a sharp gap among the young. This is not because people are reading less: young people read just as many books as their parents. Nor is it straightforwardly because of the internet. In the past two decades, libraries attracted huge numbers of visitors by providing computers—many paid for by Bill Gates. The rise of online public and private sector helped to draw in digitally deprived people who could not otherwise afford to get online. Rather libraries’ challenges are the result of several variable patterns. First, smartphones and laptops have brought down the cost of accessing the internet, emptying some of those (often ageing) PC terminals. The birth of e-readers have made books cheaper and easier to buy. And since the start of the recession in 2008, state and municipal budget squeezes have hurt libraries. Many libraries in Pennsylvania have seen cuts of between 20% and 35% from both local and state sources. The bureaucratic nature of the PA district-state library structure has been hampering creativity and progress at the local level for decades. Note that founded by a group of Quakers in 1743, the Darby Free Library in Delaware County, PA is the oldest continuously operating public library in the United States; its future is unknown due to poor funding; its neglect by the library community is shameful. Nationwide, the number of library staff declined by 6% between 2008 and 2011, says the IMLS. The responses by many libraries has been to raise more money privately. A foundation grant is set to pay for ageing stacks in the Philadelphia central library to be replaced by a collegiate “shared working space”. Beneath, a “business and entrepreneur innovation center” will be opened to provide space for startup companies. Smaller branches will be refurbished too. Many libraries are saying that they should be less like “temples of knowledge” and more like “community centers.” One experiment already underway by this system involves installing kitchens—the idea is that teaching people to cook will encourage them to read recipe books. In other places, things have gone further still: a library in Bexar County, Texas, opened last year that has no printed books to lend out, only e-readers. Such innovations upsets traditionalists. They dislike the idea of their spaces becoming publicly-funded alternatives to cafes, classrooms or business spaces. Yet libraries face a curious challenge. Supporters tend to see them as instruments of social improvement—making available high culture and specialist knowledge to the poor; i.e.: “gateways to opportunity”. But if they are to make a difference—and justify the money spent on them—they have to get people to visit. The traditional library infrastructure might not be enough to compete with the societal acceptance and growth of mobile technology. Media/Radio Broadcasting: What Would Unity in the Radio Community Look Like? billboard/articles/business/6251683/radio-show-orlando-performance-royalty The Growing Power Of Internet Radio/Dash Two hypebot/hypebot/2014/09/the-growing-power-of-internet-radio.html Clear Channel Renames ItselfiHeartMedia in Nod to Digital nytimes/2014/09/17/business/media/embracing-digital-brand-clear-channel-renames-itself-iheartmedia.html?_r=0 Culture/Interests: Paul McCartney Asks for Your Meat Free Mondays Support rollingstone/music/news/paul-mccartney-asks-for-your-meat-free-mondays-support-20140918 youtube/watch?v=IA4P6htAGDE#t=20 Ringo Starr on the future of rock music: Bands will always come through nme/news/ringo-starr/79829 Eight days a week businesslessonsfromrock/notes/2014/09/eight-days-a-week The Beatles biographer reveals exclusive original manuscripts of some of the best pop songs ever written independent.co.uk/arts-entertainment/music/features/exclusive-beatles-biographer-reveals-originalmanuscripts-ofsome-of-the-best-pop-songs-ever-written-9743223.html A Return To 1969…..as a Met….. youtube/watch?v=k2DRdoM7tmU The Red Balloon / Le Ballon rouge dAlbert Lamorisse (1956) youtube/watch?v=e2Y1tRBOXfA Clown / Clown (1969) - A short film by Richard Balducci youtube/watch?v=iNZ93JwXwKQ ## The Caique-Mersey Group: The Library, Information, Radio, Music & Business Service Firm PO Box 555 Nottingham, PA 19362 Fostering a Proud Association with The Library Community, The Radio-Broadcasting/Media Community, The Business Community and The Public Service - Community Partnership - Regional Development Sector: Cornerstones of the Political, Economic and Social Fabric of Society. Organizational leadership for libraries, information centers, radio stations, local media outlets, small business, non-profits and the public/community service sectors involves creativity, flexibility and nontraditional thinking. Based in the expanding “Megalopolis” region on the Mason-Dixon Line, we present a central experience with such regional communities as those located in: Greater Philadelphia–PA–NJ–DE ~ Greater Baltimore–MD–DC–VA ~ Greater New Jersey–New York–New England ~ West Coast & currently expanding into the American heartland including the WV~OH~KY~TN~MI~IN~IL~WI~MN~ND-SD~IA~MO-NE-KS & FL & TX corridors. “My model for business is the Beatles. They were four guys who kept each others kind of negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. Thats how I see business: Great things in business are never done by one person. Theyre done by a team of people.” --Steve Jobs Career Library: Directors, Managers, Practitioners, Educators, Advocates, Consultants; Radio Industry Business Persons/Broadcasters; Business Professionals. The Caique~Mersey Group leadership adheres to the belief that 21st Century Librarian / Library advocates as well as Radio/Media/Business/Public Service Advocates and Participating Professionals need to be: a) creative about finding solutions to address the environment; b) have an entrepreneurial spirit which enables one to re-invent organizations to be something more; c) know that assisting the customer is paramount; d) embrace technology; e) are business-like in demeanor and action. All need to know how to research, conduct formal assessments, strategically partner, problem solve outside the box, and effectively manage, politic, and lead; and f) need to recogize that the most important operational paradigm is to meet the needs of the communities so served. The progressive, vital and essential organization/agency/entity needs to: --Recognize the importance of the political, economic and social diversity of towns, cities, counties and regions. --Support traditional democratic concepts to insure access. --Acknowledge the need for new verbiage to describe professional objectives which reflect the changing realities of our world and the expectations for our changing institutions. --Embrace all types of learning objectives for a diverse society as learning is a most important part of the mission. --Accept the need for changes in the organizational dynamics of organizations. --Recognize that technology is a tool and that real participation depends upon people, not just on technology. --Integrate social media into the agency’s mission, goals and objectives. --Join/Create the new partnerships/collaboration with other institutions. --Create innovative partnerships with a variety of agencies, organizations and entities. --Accept new obligations, accountability, and responsibilities within our institutions. --Place a major emphasis on public value and impact. --Embrace/Acknowledge the changing nature of authority, allowing for co-creation of content and input from both on-site and virtual participants as an ordinary part of agency operations. --Agencies need to orient ourselves outwardly in order to become a major hub of “community communications.” --Evolve the curriculum/skill sets for the training of professionals in order to address the demands and realities of the new environment. --All stakeholders need to act as creative, progressive and flexible agents of change. Agency Administrators, Managers and Staffers can deal with evolutionary environments with one of two mindsets: one can do nothing and continue with a status-quo mentality of “doing business as it has always been done” or one can engage in a serious planning process that involves the organization & the community/marketplace in sustained smart discussions about what the organization in question could and should become. Every community/regional service area is most unique and so is every working agency. The smart planning process will ultimately provide the framework for all stakeholders to work together to create a functional & dynamic vision of the future and a clear understanding of its evolving role in reaching its ideal developing operational structure. The future is constantly unfolding, relentless, and happening whether we want it to or not. It will happen whether or not members of the library, information, radio, media, business, music, government and non-profit sectors agree to articipate. The changes that find favor and ultimately alter the agency’s purpose may not be the most obvious or popular changes; they’ll be the ones that get used. We encourage and hope that the right decisions are made. Working with a progressive framework and strategy in place is ultimately the correct and essential move. A major Caique-Mersey Group mantra: Supporting “The Best of The Old and The Best of The New” as we “Integrate Solid Old School and Creative New School” elements into contemporary and progressive 21st Century agency and organizational paradigms for our partners, clients, and friends. Caique-Mersey Group Roles Caique-Mersey Group personnel have developed expertise from administrative, managerial, and practitioner roles in libraries, information centers and information-centric organizations. They provide common sense and practical ad-hoc insights, skills, and knowledge in such areas as direct public service provision, marketing, consulting, advertising, public relations and a variety of support services to agencies, organizations, and companies in the library, information, media and business fields. The trend to reform the structure, form and function of the library is a reality for many progressive change agents and agencies in this day and age in “library-land.” The movement towards a physical library collection to continue to evolve to a digital combined state is real; the trend to expanding the overall digital library collection is apparent; and the real and /or perceived desire and need to demonstrate greater value to the communities so served will take libraries being planned, constructed now, and those being renovated to eliminate shelf space in favor of other space use. Digital creation labs, community use rooms, {theatres, auditoriums, learning galleries, production/business corridors and the like, etc} and expansions of seating and reading areas are just a few ways that libraries will be finding new uses for their current spaces. The importance of the physical collection will be maintained by most for the foreseeable future. The increase use of newE-reader tools and affiliated resources, along with budgetary challenges set to continue for the foreseeable future, as well as standard constraints of limited library physical space limitations; always a factor for most library operations; will ultimately see the trend of putting fewer physical objects on library shelves. In so doing, it will mean that it will be easier for library administrators/planning personnel to present creative-use agendas that will showcase new library space venue flex-use elements thus creating a positive outcome involving the likely trend of having more vital spaces being made available for the implementation of newer library services, activities and purposes for our changing communities and public. Libraries are transitioning as dynamic forces are in play in our society and around the world. Though the schism continues to widen somewhat from the perspective of “library-have” and “library have-nots” location to location, the library sector as a whole continues to show powerful pockets of dynamic progress and growth; creative, innovative, and charismatic are some characteristic descriptors of these libraries located throughout the nation. The successful library of the future will be a hybrid manifestation of two linked types – a key physical location within the heart of the “community” so served and the “electronic-cyber platform” where one will interactively use the library agency and its resources effectively from any remote location. The professional career “librarian” will continue at the core of the library enterprise and the “librarian” will be among the community cornerstone partners within the framework of the general community. The Radio/Broadcasting/Media Professional: Firm professionals have developed expertise from roles as Owner/Operators of commercial radio stations and from various managerial and practitioner roles in the radio broadcasting field and in other related information/library-based agencies in the private and public sectors. Caique~Mersey Group personnel provide common sense and practical ad hoc insights, skills, and knowledge to radio stations and media companies seeking to plan new initiatives, develop strategic planning, refresh current programming or implement marketing campaigns. Radio must make changes if it hopes to endure in the 21st century. If radio is going to survive, it needs to get back to being live, local and getting involved in the community. The Business/Private Sector Professional: A growing division of The Caique-Mersey Group manages Radio/Media/Information/Business/Real Estate project engagements for a diverse group of private sector oriented organizations & individuals. The Caique-Mersey Group Real Estate Advisory arm provides information, consulting and practical services to its clients with an emphasis on the rental/leasing/purchasing, maneuvering and sale of residential and/or investment properties. We seek to service our clients varying real estate needs ranging from the rental/purchase of single family residences to the acquisition of commercial properties. We are an organization that is continually aware of new community real estate investment opportunities as they become available in the markets that we serve. The Public Sector/ Non-Profit Professional: The “Caiques Care” ~ non-profit/public service real estate arm is dedicated to strengthening and revitalizing the neighborhoods and communities that we encounter within the regions that we serve. As such, one important mission is to strengthen the physical, social, and economic fabric of the community by being a catalyst for sustainable development and community building. Pro-bono service opportunities available to libraries, information centers, small business and non-profit/community–centric organizations. These agencies have helped open new possibilities for education, workforce development, and civic participation. They are strong community anchors that together with community organizations create a network of learning and community development within a region. Join with the evolving Caique-Mersey Group in this effort for civic/community engagement fosters community revitalization as it contributes directly to community well-being. The Library Beatles Fan Club / The Library Scruffs / The Public Service Profesional The public service/non-profit vehicle that brings together people that profess their love for “The World of Libraries” and “The World of Radio” and “The World of Popular Culture” together with that of “The Beatles Universe.” Through a developing and evolving array of social media platforms, communications, library programs, exhibits, meetings, events, collectibles, music conferences, tours, and the like, The Library Beatles Fan Club: aspires to progressively promote, develop and grow to meet the rising expectations of its nascent membership base. Links/Access/Communication Portals: https://sites.google/site/linktothecaiquegroup/ linkedin/company/the-caique-mersey-group https://linkedin/company/the-caique-mersey-group-library-information-radio-music-business-service-firm?trk=nmp_rec_act_company_photo caiquemerseygroup Richard Thau, President linkedin/pub/richard-thau/14/3b3/469 Joyce Wemer, VP linkedin/pub/joyce-wemer/1b/9b0/69a Georgie Wood, Lead Managing Staff Practitioner linkedin/pub/georgie-wood/90/b94/5b9 Rita Rigby, Staff Practitioner linkedin/pub/rita-rigby/96/947/196 Library: --The struggle to preserve civilization……How to make libraries exciting… economist/blogs/democracyinamerica/2014/09/struggle-preserve-civilisation Re-Envisioning New York’s Branch Libraries - focuses on the physical and economic challenges facing the buildings that make up New York City’s three library systems…New York Public Library (NYPL), which serves Manhattan, the Bronx, and Staten Island, Brooklyn Public Library (BPL), and Queens Library (QL). nycfuture.org/pdf/Re-Envisioning-New-Yorks-Branch-Libraries.pdf Trustees Endorse Plan to Sell Land Beneath Branch of Brooklyn Library nytimes/2014/09/17/nyregion/trustees-endorse-plan-to-sell-land-beneath-branch-of-brooklyn-library.html?_r=0 Summaries of recent insights provided: Libraries in general are most challenged. Americans tell pollsters they need them, but fewer use them. The Institute of Museum and Library Services (IMLS), a federal agency, published data showing that library visitor numbers have declined in recent years. Polling published by the Pew Research Center, a think tank, revealed that more people say they are going to the library less than going more, with a sharp gap among the young. This is not because people are reading less: young people read just as many books as their parents. Nor is it straightforwardly because of the internet. In the past two decades, libraries attracted huge numbers of visitors by providing computers—many paid for by Bill Gates. The rise of online public and private sector helped to draw in digitally deprived people who could not otherwise afford to get online. Rather libraries’ challenges are the result of several variable patterns. First, smartphones and laptops have brought down the cost of accessing the internet, emptying some of those (often ageing) PC terminals. The birth of e-readers have made books cheaper and easier to buy. And since the start of the recession in 2008, state and municipal budget squeezes have hurt libraries. Many libraries in Pennsylvania have seen cuts of between 20% and 35% from both local and state sources. The bureaucratic nature of the PA district-state library structure has been hampering creativity and progress at the local level for decades. Note that founded by a group of Quakers in 1743, the Darby Free Library in Delaware County, PA is the oldest continuously operating public library in the United States; its future is unknown due to poor funding; its neglect by the library community is shameful. Nationwide, the number of library staff declined by 6% between 2008 and 2011, says the IMLS. The responses by many libraries has been to raise more money privately. A foundation grant is set to pay for ageing stacks in the Philadelphia central library to be replaced by a collegiate “shared working space”. Beneath, a “business and entrepreneur innovation center” will be opened to provide space for startup companies. Smaller branches will be refurbished too. Many libraries are saying that they should be less like “temples of knowledge” and more like “community centers.” One experiment already underway by this system involves installing kitchens—the idea is that teaching people to cook will encourage them to read recipe books. In other places, things have gone further still: a library in Bexar County, Texas, opened last year that has no printed books to lend out, only e-readers. Such innovations upsets traditionalists. They dislike the idea of their spaces becoming publicly-funded alternatives to cafes, classrooms or business spaces. Yet libraries face a curious challenge. Supporters tend to see them as instruments of social improvement—making available high culture and specialist knowledge to the poor; i.e.: “gateways to opportunity”. But if they are to make a difference—and justify the money spent on them—they have to get people to visit. The traditional library infrastructure might not be enough to compete with the societal acceptance and growth of mobile technology. Media/Radio Broadcasting: What Would Unity in the Radio Community Look Like? billboard/articles/business/6251683/radio-show-orlando-performance-royalty The Growing Power Of Internet Radio/Dash Two hypebot/hypebot/2014/09/the-growing-power-of-internet-radio.html Clear Channel Renames ItselfiHeartMedia in Nod to Digital nytimes/2014/09/17/business/media/embracing-digital-brand-clear-channel-renames-itself-iheartmedia.html?_r=0 Culture/Interests: Ringo Starr on the future of rock music: Bands will always come through nme/news/ringo-starr/79829 Eight days a week businesslessonsfromrock/notes/2014/09/eight-days-a-week The Beatles biographer reveals exclusive original manuscripts of some of the best pop songs ever written independent.co.uk/arts-entertainment/music/features/exclusive-beatles-biographer-reveals-originalmanuscripts-ofsome-of-the-best-pop-songs-ever-written-9743223.html A Return To 1969…..as a Met….. youtube/watch?v=k2DRdoM7tmU The Red Balloon / Le Ballon rouge dAlbert Lamorisse (1956) youtube/watch?v=e2Y1tRBOXfA Clown / Clown (1969) - A short film by Richard Balducci youtube/watch?v=iNZ93JwXwKQ ##
Posted on: Sat, 27 Sep 2014 17:56:31 +0000
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