Bunker Hill Essays - Charlestown, Boston, Battle Of Bunker Hill

Bunker Hill The battle on Breed's Hill, wrongly named the Battle of Bunker Hill, changed the course of the American Revolution. This battle was the first large-scale engagement and also one of the bloodiest battles of the American Revolution. It was held on June 17, 1775 in Charlestown (now part of Boston), Massachusetts. The prior battle to this one would be the at Lexington and Concorde which sort of started it all. This battle took place April 19, 1775. After the battle at Concorde British troops decided to give up and stop fighting and marched back. Meanwhile the Americans continuously made hit and run attacks on the retreating forces. This heightened the heat between the rebels and the British. Later, 5 days before the battle at Breeds Hill, General Thomas Gage would declare martial law. Stating to give pardon to anyone who would lay down their arms and pledge himself to King George. He did this to avoid further uprisings and armed conflict. Unfortunately, this had the opposite effect and upset many of the colonists. Thus, adding to the flame and making the battle almost imminent. On June 16, 1775 the Americans became aware of the British plan to take control of Bunker and Breed's Hills. So the rebels decided to invade the area before the British in a hope to fortify it and be prepared for the Redcoats. Colonel William Prescott and 1,200 men, mostly from Massachusetts, moved in to the peninsula with the mission to fortify Bunker Hill. Two ours upon arriving they realized that they needed to fortify Breed's Hill and fall back on Bunker Hill if necessary. During the night of the sixteenth Colonel Prescott gave them the orders to Dig, and dig hard. Trying to get the soldiers to fortify Breed's Hill as best as possible. If they learned anything from that night they learned that a Yankee soldier, at this stage of war, was a great digger. The night's work turned out to be tactically genius. Between those ours of midnight and first light the troops dug up a square frame on the hill. Each side being about 45 yards. They also fortified an area running northeast from the hill about halfway to the water. A quarter of a mile behind that, they continued the barricade along a stone wall and rail fence that went the rest of the way down the shore. Breed's Hill was now tactically secure and was ready for battle. The next day when the British discovered this fortification they became infuriated. The boat Lively opened fire upon the hill. Joined in by the Glasgow and Somerset these three ships made much noise and did minimal to no damage. The British finally realized that the American position was not as completely stupid as it looked some eight hours later. Sir William Howe received tactical information from Gage on commands of operation. With this and 1,200 men Howe landed on the peninsula. Throughout that day the American forces had been reinforced to about 1,500 troops. The British grew to about 2,500 that would actually partake in the battle. The stage was now set for one of the bloodiest battles of the Revolutionary War. The British could have easily taken over the hills by surrounding them but they wanted to show them who was boss so they decided on a head on battle. They realized faults in their plan where the rebels fortified the areas well, however the British paid no attention to it. They had no reason to stop and think twice from their past experiences with the rebel forces. So far they had shown no great ability to shoot and these men behind low stone walls or rails surely would be nothing to think twice about. British brought some light cannons for some direct artillery support but foolishly brought the wrong size ammunition, but no one expected to use them anyway so they remained there useless. This type of thinking was part of why the British had such seve re casualties. When it was obvious the battle was going to begin the officers were extremely nervous on the American side. Many of the officers paced back and forth in the trenches behind their men. They had

Successes and Failures of Détente in the Cold War

Successes and Failures of Dà ©tente in the Cold War From the late 1960s to the late 1970s, the Cold War  was highlighted by a period known as â€Å"dà ©tente† – a welcome easing of tensions between the United States and the Soviet Union. While the period of dà ©tente resulted in productive negotiations and treaties on nuclear arms control and improved diplomatic relations, events at the end of the decade would bring the superpowers back to the brink of war. Use of the term â€Å"detent†- French for â€Å"relaxation†- in reference to an easing of strained geopolitical relations dates back to the 1904 Entente Cordiale, an agreement between Great Britain and France that ended centuries of off-and-on war and left the nations strong allies in World War I and thereafter. In the context of the Cold War, U.S. presidents Richard Nixon and Gerald Ford called dà ©tente a â€Å"thawing out† of U.S.-Soviet nuclear diplomacy essential to avoiding a nuclear confrontation. Dà ©tente, Cold War-Style While U.S.-Soviet relations had been strained since the end of World War II, fears of war between the two nuclear superpowers peaked with the 1962 Cuban Missile Crisis. Coming so close to Armageddon motivated leaders of both nations to undertake some of the world’s first nuclear arms control pacts, including the Limited Test Ban Treaty in 1963. In reaction to the Cuban Missile Crisis, a direct telephone line – the so-called red telephone – was installed between the U.S. White House and the Soviet Kremlin in Moscow allowing leaders of both nations to communicate instantly in order to reduce the risks nuclear war. Despite the peaceful precedents set by this early act of dà ©tente, rapid escalation of the Vietnam War during the mid-1960s increased Soviet-American tensions and made further nuclear arms talks all but impossible. By the late 1960s, however, both the Soviet and U.S. governments realized one big and unavoidable fact about the nuclear arms race: It was hugely expensive. The costs of diverting ever-larger portions of their budgets to military research left both nations facing domestic economic hardships. At the same time, the Sino-Soviet split – the rapid deterioration of relations between the Soviet Union and the People’s Republic of China – made becoming friendlier with the United States look like a better idea to the USSR. In the United States, the soaring costs and political fallout of the Vietnam War caused policymakers to see improved relations with the Soviet Union as a helpful step in avoiding similar wars in the future. With both sides willing to at least explore the idea of arms control, the late 1960s and early 1970s would see the most productive period of dà ©tente. The First  Treaties of Dà ©tente The first evidence of dà ©tente-era cooperation came in the Nuclear Nonproliferation Treaty (NPT) of 1968, a pact signed by several of the major nuclear and non-nuclear power nations pledging their cooperation in stemming the spread of nuclear technology. While the NPT did not ultimately prevent the proliferation of nuclear arms, it paved the way for the first round of Strategic Arms Limitations Talks (SALT I) from November 1969 to May 1972. The SALT I talks yielded the Antiballistic Missile Treaty along with an interim agreement capping the number of intercontinental ballistic missiles (ICBMs) each side could possess. In 1975, two years of negotiations by the Conference on Security and Cooperation in Europe resulted in the Helsinki Final Act. Signed by 35 nations, the Act addressed a range of global issues with Cold War implications, including new opportunities for trade and cultural exchange, and policies promoting the universal protection of human rights. The Death  and Re-Birth  of Dà ©tente Unfortunately, not all, but most good things must end. By the end of the 1970s, the warm glow of U.S.-Soviet dà ©tente began to fade away. While diplomats of both nations agreed on a second SALT agreement (SALT II), neither government ratified it. Instead, both nations agreed to continue to adhere to the arms reduction provisions of the old SALT I pact pending future negotiations. As dà ©tente broke down, progress on nuclear arms control stalled completely. As their relationship continued to erode, it became clear that both the U.S. and the Soviet Union had overestimated the extent to which dà ©tente would contribute to an agreeable and peaceful end of the Cold War. Dà ©tente all but ended when the Soviet Union invaded Afghanistan in 1979. President Jimmy Carter angered the Soviets by increasing U.S. defense spending and subsidizing the efforts of anti-Soviet Mujahideen fighters in Afghanistan and Pakistan. The Afghanistan invasion also led the United States to boycott the 1980 Olympics held in Moscow. Later the same year, Ronald Reagan was elected President of the United States after running on an anti-dà ©tente platform. In his first press conference as president, Reagan called dà ©tente a â€Å"one-way street that the Soviet Union has used to pursue its aims.† With the Soviet invasion of Afghanistan and Reagan’s election, the reversal of the dà ©tente policy that began during the Carter Administration took the fast track. Under what became known as the â€Å"Reagan Doctrine,† the United States undertook the largest military buildup since World War II and implemented new policies directly opposed to the Soviet Union. Reagan revived the B-1 Lancer long-range nuclear bomber program that had been cut by the Carter administration and ordered increased production of the highly mobile MX missile system. After the Soviets began to deploy their RSD-10 Pioneer medium range ICBMs, Reagan convinced NATO to deploy nuclear missiles in West Germany. Finally, Reagan abandoned all attempts to implement provisions of the SALT II nuclear arms agreement. Arms control talks would not resume until Mikhail Gorbachev, being the only candidate on the ballot, was elected president of the Soviet Union in 1990. With the United States developing President Reagan’s so-called â€Å"Star Wars† Strategic Defense Initiative (SDI) ant-ballistic missile system, Gorbachev realized that the costs of countering U.S. advances in nuclear weapons systems, while still fighting a war in Afghanistan would eventually bankrupt his government. In the face of the mounting costs, Gorbachev agreed to new arms control talks with President Reagan. Their negotiation resulted in the Strategic Arms Reduction Treaties of 1991 and 1993. Under the two pacts known as START I and START II, both nations not only agreed to stop making new nuclear weapons but also to systematically reduce their existing weapons stockpiles. Since enactment of the START treaties, the number of nuclear weapons controlled by the two Cold War superpowers has been significantly reduced. In the United States, the number of nuclear devices dropped from a high of over 31,100 in 1965 to about 7,200 in 2014. The nuclear stockpile in Russia/the Soviet Union fell from about 37,000 in 1990 to 7,500 in 2014. The START treaties call for continued nuclear arms reductions through the year 2022, when stockpiles are to be cut to 3,620 in the United States and 3,350 in Russia.

A 3-Year Marketing Plan for a new smart phone Coursework

A 3-Year Marketing Plan for a new smart phone - Coursework Example Matching international standards would not be easy and the company would need a massive investment (shown in detail in the Financials heading) and the capital will mostly be used in marketing activities and recruiting trained professionals. In addition to that, Vertigo would be operating on a low margin as we plan to keep prices competitive in order to attract more customers. This would limit the revenue earning capacity of Vertigo however this will be refuted by overall increase in sales as a greater market will be attracted towards a low priced high quality product. Because of the growing market, Vertigo is projected to generate a steady rising revenue increasing Contribution Margin to Sales. On 7th May, 2009, a long-awaited recommendation on the mobile termination rates to reduce termination charges was adapted by EU by the end of 2012. (berr.gov.uk). On 1st April, 2010, a statement with a further consultation was issued to the mobile number porting process in which the porting time took one day (berr.gov.uk). The standard Value Added Tax rate is 17.5%, however, it will be increased to 20% in January 2011 (hmrc.gov.uk). The call tariffs indicate that calls may be charged by any residential or business package selected as the Charge Costing Package (telecom-tarriffs.co.uk). This implies that the market for mobile phone users is likely to be damaged as the call rates may rise because of the increases in tariffs mentioned above. Apart from that, the mobile operator companies are likely to introduce new packages to attract more consumers. This would directly have an impact on Vertigo as the demand for cell phones would rise pertaining to offers and packages introduced by Op erators (Gruber, 2005). UKs economy grew to 0.4% in the first quarter, 1.2% in the second quarter and 0.8% in the third quarter of the year 2010 and inflation stands at approximately 4% (statistics.gov.uk). The average employment income is  £16761 (worldsalaries.org/uk.shtml). The exchange

Cultural Event Report Essay Example | Topics and Well Written Essays - 500 words - 27

Cultural Event Report - Essay Example Being the first Saturday of the month no admission fee was being charged (Corsane 29). The architecture and art involved in the design of the Denver art museum was magnificent. The entrance was enough to judge what was to expect. One by one we found ourselves into the museum with lots to expect from the visit. The art work at Denver art museum included traditional arts, sculptures, photographs, paintings, glass art. The arts include Asian collection. I will describe some of the arts found in the Denver art museum. Information gathered showed that the museum was founded in the year 1918, after Denver art association a section of Denver artists club was renamed to the now Denver art museum. My first visit was in the African gallery and it had a lot to offer they included a mask from Gabon referred to as ‘Fang Ngil’ was curved from wood and fiber. Used during the pre-colonial period during initiation ceremonies (Corsane 56). The second stop was the African art in music in that number of instruments used during the pre civilization error. The most eye catching African collection was that from the Yoruba, first the ijebe a two curved sculpture one with a female figure and the other with a male figure they are believed to prevent thunder. I then moved to the American Indian collection on the level two of the museum building, first the pueblo collection, the foot of the pueblo tribe, painting by Irving Couse which portrayed an indigenous American Indian with full native attire. The next was the mud rolls on, a well created. a curving of a woman with one white another black, one red and a yellow one they represented the generational change and different culture and variety of races I then visited the modern photo exhibitions and paintings from all over United States of America and the entire world, they included Charles Sandison collection. Being a video projection its display was magnificent .Also Herbert Bayer painting was on exhibition. The painting

The diamonds water paradox Movie Review Example | Topics and Well Written Essays - 500 words

The diamonds water paradox - Movie Review Example This can be viewed as the reasons behind Argyle’s successful entrance into this market. The firm’s dictatorial styles is used in marketing diamonds where customers have to take what is available or leave it is under threat from Argyle (Peng 316). Argyle diamonds may be of a lesser quality as compared to those of De Beers, but are on high demand. This is because world diamond prices have reduced in the past few years. Customer tastes have changed to an increased demand for cheap, high quality diamonds supplied by Argyle. This has led to most of these customers demanding more of Argyle diamonds than those from De Beers. Thus, De Beers faces a threat as it shifts from the diamond industry monopoly to an oligopoly market type from the competitor Argyle. In this case, both companies are providing the same product. The view from De Beers’ side is that the presence of Argyle has no effect on their monopoly. The firm is believed to be the sole producer of high quality, premium diamonds. The diamond market today is not only dominated by De Beers and Argyle. Other firms from other nations such as the Russians have today made an impact in the diamond market on a global scale, thus causing De Beers to risk losing its advantages as a monopoly. However, despite the presence of other upcoming competitors such as Argyle, De Beers can still be classified as one the most enduring monopolies in the world (Kanfer 402). When the diamond industry was an oligopoly in the 20th century, there were still other substitutes for diamonds such as emeralds and rubies. However, most still believe that there is no other gem that exhibits the same characteristic, such as the diamond. This was perhaps the belief created in the advertising campaign in the late 1990s by the only diamond seller. This supposition may still be there; therefore the diamond as a unique product has no competing

The Inventory Management System

The Inventory Management System When a business stocks materials and goods they sell, they are procedures that are put in place to handle how goods are received, stored and delivered, with this process been known as inventory management. Inventory is a physical resource that a business holds in their stock with the intention of selling it or transforming it into a more valuable state. The inventory could range from raw materials, finished goods, works in process or maintenance, repair and operation (MRO). The main concept of inventory control is focusing on the process of movements and accountability of inventory. This concept strictly bases on the principle of physical and cycle counting, physical and systematic movement of materials and, good accounting practices. In business management, inventory consists of a list of goods and materials held available in stock. Inventory management is the process of specifying the placement and size of the stocked goods within a business whereby the inventory is to be managed at different locations or levels within a facility or within multiple different locations of a supply network to safe guard production against overstocking or running out of goods. Inventory management could as be defined as managing inventory with the primary objective been determining and controlling stock levels within the facility to balance the need for product availability against the need for minimizing stock holding and handling costs. 2.3 Management System A management system is an information system that is used by a business to ensure they can manage and fulfill their tasks through a framework of procedures and processes. Typical management systems are used to maintain data within an organization as well as ensuring data is shared accurately, or for the management of services or products offered. A management system could also be defined as the integration of traditional management methods with a computer system to create a tool for strategic and automated information management. 2.4 Inventory Management System An inventory management system is usually used to automate a sales order fulfilment process. These types of system are designed containing a structure whereby it contains lists of orders to be fulfilled then prompts the sales employees to select the desired items and mark them packaging and shipping information. Modern inventory management system serve the purpose of keeping tracks of inventory objects whereby the system relies on barcodes or RFID tags to uniquely identify the object. When recording a transaction, the system automatically identifies the inventory object by scanning the barcode or RFID tag, and then additional transaction information is collected from the operator via work terminal which could be a workstation or mobile computer. The features of an inventory management system such as physical inventory counting and cycle counting can enhance an organization. With the availability of various kinds of inventory systems, in the current environment the size of a business is not a concern because there are various kinds of systems to suit any business. Figure 1: Basic Structure of an Inventory Management System 2.5 Management System Classification 2.5.1 Network Inventory Management System Real time inventory management system: use wireless, mobile terminals to record inventory transactions, the moment the transaction is processed. Transaction information is transmitted via wireless LAN to a central database. 2.5.2 Stand Alone Inventory Management System Stand alone inventory systems are usually employed by small size or medium sized businesses. These kind of systems work offline and are not connected to other systems. Stand alone systems are usually used to store Customer data and inventory, usually all stored on one local database. For example for small businesses like convenience stores and shoe stores, it could be an expensive business option to purchase and use an expensive electronic inventory management system hence a standalone application could be the nearest option to the manual system since it automates the basic functions of inventory management. It would not make sense a small business located in one location implementing a web based or network based inventory system when they only sale inventory locally. These kinds of systems are not suitable for large sized business in manufacturing or production with a study in 1996 by the International Mass Retail Association (IMRA), for example, concluding that stand alone manageme nt system packages acquired to perform individual functions will soon become obsolete because they do not integrate well with other systems. 2.5.3 Web Based Inventory Management System Web based systems are web applications that can be accessed from any computer with a web browser but without any physical application installed on the local computer. In inventory management systems, a web based application can be a smart move for businesses because it offers the benefits of secure storage, sharing files and accessibility which make managing your data with other hosted applications a smart strategy. A web application is an application delivered to users from a web server over a network such as the internet or an intranet. A reason for the popularity of web based applications is due to the functionality of the web browser as a client, sometimes called a thin client. When choosing inventory management applications, the ability of a web based application to update and maintain web applications without distributing and installing software on potentially a numerous number of clients is another reason why these kinds of system are becoming much favored by users. A key strategy that is been capitalized on by software companies is to provide web access to applications that are been distributed as local applications whereby these programs allow the user to pay a monthly or yearly fee for use of the application without having to install it on a local hard drive. Software companies that are following this strategy are known as an application service provider (ASP), and ASPs are currently receiving much attention in the software industry. The main concepts behind web based application is to centralize information hence by using databases to store data like consumer information, salespeople can update a clients address and the update will instantaneously be available to all users throughout the organization. Too many small and medium-sized businesses suffer from de-centralized information because they implement stand alone applications which are not a logical way of centralizing information. 2.6 Current Based Inventory Management System 2.6.1 Silver Inventory System Silver Inventory System is very popular software throughout the world, particularly with small to medium sized businesses requiring a mid-range, inexpensive standalone inventory software with a good range of features. Silver Inventory System is a complete inexpensive system for management of sales, purchases and payments. This system will help you in creation invoices, sale orders, purchase orders, receiving lists, payment receipts, product labels with bar codes and any kinds of the reports for monitoring your business. Inventory System allows the control of customer balances and vendor balances. Figure 2: Screenshot of Silver Inventory Management System 2.6.2 Golden Inventory System Golden Inventory system is integrated with QuickBooks and is able to track Purchases, Sales, Work Orders and payments. This is a complete inventory management system that performs the functions of Purchases, Sales and payments. The system guides you through the creation of vendors list, purchase orders, products list, receiving lists, sales orders, invoices, sales and payment receipts. In addition to product labels with barcodes, work orders for creation inventory assemblies, transfer orders between locations, customers and vendors balances and various types of reports for monitoring your business, it also supports XML synchronization with remote locations. Golden Inventory system works with MS SQL Server 2000, MSDE and desktop database files. Golden Inventory system works as a single application or as a client server system and as a distribution database system. You will be able to work with remote outlets and warehouses even without a reliable connection between them. The system us es unique data exchange technology in XML format that allows quickly processing orders and synchronizing information with all your branches. Figure 3: Screenshot of Golden Inventory System Features Golden Inventory Silver Inventory User interface Easy to understand interface that can be used without need for training. Application offers a simple to use interface, that could be used to perform tasks without the need of training Warehouse support Application can be integrated to support multiple warehouses for one company Support for warehouse is only limited to one warehouse for one company Point of Sale System has a point of sale panel where a sales transaction can be performed in real time Does not provide functionality for Point of Sales Security Users access functions can be limited depending on access level or role Secure security prevents unauthorized access from outsiders. Integration Supports a multi user environment Supports a multi user environment Inbound logistics Systems allow ordering for manufacturing operations. It also supports payments for ordered products and purchase orders at the same time reserving inventory for sales orders This system allows conducting payments for obtained products and for ordered products in the purchase orders. It supports the partial payments and payment under several orders or receiving lists. The payments arriving from sold products are similarly ensured. Other features Inventory reservations for Sale orders Work orders for manufacture operations Screen customization support Export reports in Excel files Compare and Comparison of Golden Inventory system and Silver Inventory System When comparing the inventory systems there certain features that feature in both systems and there some features that are absent in the other system. One of the key differences between the two systems is that Golden Inventory system supports multiple warehouses for a company meaning the system could be integrated between all warehouses as one system whereas the downside to Silver inventory is that it can only be integrated to one warehouse. A similarity between the two is that both can support multiple companies. In terms of size and functionality, Golden Inventory system is much superior to Silver Inventory system. Both systems offer the basic concepts of inventory management systems that is, invoicing, sales orders which is fulfilled by business, purchasing which would be the inbound inventory, barcode scanning whereby the inventory object is automatically identified before it is processed. Depending on the size of the business, Golden Inventory system is most suited for a large size business that could be in the field of manufacturing, stock supply or production and Silver Inventory is best suited for small to medium sized business because of the limited functionalities. Some of the key features that make Golden Inventory superior to Silver Inventory system are that Golden Inventory system can offer a Point of Sale Option whereby a transaction could be processed at a terminal and the inventory status is updated in real time. Golden inventory system can support reports from Microsoft Excel which means it can be integrated with other systems that could be run by a business. The Golden Inventory System has a feature to manage work orders for manufactures and the screen and work permissions by user meaning the added security whereby the access granted to each user can be defined exactly depending on their level of authority minimizing unauthorized access to functions and data not related to that user. REFERRENCES http://www.executivpro.com/#silver Silver Inventory System Software Informer: Screenshots http://www.softsea.com/review/Golden-Inventory-System.html http://www.softsea.com/review/Hunter-Perrin%27s-Inventory-Manager-and-Storefront.html http://www.sharewareconnection.com/golden-inventory-system.htm http://www.patentstorm.us/patents/6647380/claims.html http://www.daniweb.com/forums/thread50946.html# http://findarticles.com/p/articles/mi_m4153/is_6_57/ai_69759746/ http://www.ehow.com/how_4421818_set-up-inventory-control-system.html http://www.barcodesinc.com/articles/inventory-control-system.htm http://www.retailsystems.com/retail-inventory-management-system.cfm http://www.womensenterprise.ca/resources/downloads/inventory-wholesale-retail.pdf http://www.seminarinformation.com/qqbpml/conference-for-warehousing-and-inventory-control http://en.wikipedia.org/wiki/Warehouse_management_system http://www.thefreedictionary.com/inventory+control http://www.management-hub.com/benefits-of-using-an-inventory-management-system.html http://www.management-hub.com/is-it-wise-to-go-for-web-based-inventory-management-solution.html http://www.management-hub.com/use-of-network-inventory-management-software.html http://en.wikipedia.org/wiki/Network_management_software http://www.ricelake.com/docs/prodinfo/white-papers/wp_IMS.pdf http://www.emco.is/products/network-inventory/advantages.php http://www.askdeb.com/inventory-management/hosted/

Greed, Paranoia, and Love Destroying a Real Man :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Many things can destroy a man, but only three things that can destroy a real man, greed, paranoia and love†. I have no idea why I just wrote that last quote, I just thought it would be nice to start my book with something that sounds halfway smart. Anyway, my name is Ammar Barakat, born on the sixth of July 1980. I am not famous, gifted, smart, good-looking or powerful, as a matter of fact, I am not special in anyway. Nevertheless I have decided to write this book to tell my story to the world (hopefully), because believe it or not, I think I have lead an interesting and unique life. Before I go any further I guess I should start telling u about my first few years of life, or what I can remember from it.   Ã‚  Ã‚  Ã‚  Ã‚  My first memory was when I was three years old; I remember it was me, my brother and my parents sitting in the car and stopping at a mini-market to pick up some chips on our way to the swimming pool. I have no idea why this memory is plastered in my head because there was nothing special about that day; we used to always stop at the mini-market with my brother and parents to pick up some chips on our way to the swimming pool. Although I was born in Syria, I spent the first four years of my life in the United Arab Emirates. My father had a good job, and we lived in a nice house and had a normal life, actually it was ironic since me and my family seemed to be living the American dream in an Arabic country. Since I don’t remember much of the UAE days I cant tell u much about it, all could tell u is that any parent would wish to raise their children in the environment that I was raised in. My father went to work, my mother took care of me and my brother, and al l me and my brother had to worry about was the amount of French- fries we were going to eat at the swimming pool that day.   Ã‚  Ã‚  Ã‚  Ã‚  Then, everything changed. The day that I have always feared has come, it was my brothers first day of school. Don’t get me wrong, me and Tareq were never the best of friends, and I wasn’t upset that he was leaving me, oh no, I was jealous of him.