|  |
|
星期二, 3月 08, 2016
4/4 波士頓美術館“薑味”飄香
劉曉慶魅力猶存 哈佛談戲劇人生粉絲雲集
 |
| 劉曉慶上哈佛談戲劇人生。（周菊子攝） |
(Boston Orange 周菊子報導) 當過影星首富，進過秦城監獄，人生經歷曾大起大落的中國名人劉曉慶，3月7日晚在哈佛大學掀熱潮，吸引數百人擠進紀念教堂，一窺她的廬山真面目，欣賞她曾經被打倒，卻從未被打敗的人生態度。
橫跨中國影視界，舞台劇領域41年，演過“小花”，“火燒圓明園”，“紅樓夢”等電影，“火燒啊房宮”等電視劇，“風華絕代”舞台劇的劉曉慶，這趟在美巡演北京巨龍公司耗資二千萬人民幣打造的大型古裝舞台劇”武則天“。經美國華人票房文化傳播公司安排，一路在西雅圖、聖荷西、舊金山、洛杉磯、芝加哥和紐約等地演出十場後，3月7 日由哈佛大學中國學生學者聯合會承辦，到該校紀念教堂演講，再繼續上路，到加拿大完成北美共12場的演出。
3月7日這晚，劉曉慶穿著長筒靴，黑白圖案連身套裝現身，面對著擠滿教堂，甚至不惜全場站著聽的粉絲觀眾，開心侃談自己的“戲劇人生”。
儘管去年十月底才剛慶祝60歲生日，劉曉慶的翩翩佳人風貌，讓人不細看還真察覺不出她的歲數。她也笑說演過四次武則天，扮過慈禧太后，在中國歷史五千年中縱橫後，面對年齡跨越度大的粉絲，她早已不在乎自己的年齡。
談起過去，劉曉慶毫不忌諱，坦白她早年的確很“得瑟”，什麼事都一招手就解決，連門都不會自己去開。無論是拍電影，電視，或演舞台劇，她都正逢其時，得獎無數，甚至贏來1980年代是“劉曉慶年代“這說法。轉行從商後，也一下子就開了廿幾家公司。
 |
| 哈佛大學CSSA主席孫陸（右）送紀念牌給劉曉慶。（周菊子攝） |
被關進秦城監獄時，真有如天塌下來了，她哭了好幾天，才去問到底因為什麼罪被關到這重犯監獄。當聽說是公司偷稅，最多判七年，她不會被處死後，天彷彿一下亮起來了，她開始規定自己每天跑8000步，洗涼水澡，飽覽群籍，還在腦子裏預想過無數種從秦城監獄中走出來的場景。
劉曉慶坦言關監獄的過程，並不快樂，但回想起來，那是她在人生中獲得的最大一筆財富，給她機會靜下心來，反省過去。
在回答觀眾提問時，劉曉慶坦言儘管有過四，五段婚姻，卻沒小孩，是家庭會議的結果，由妹妹生小孩，她全心發展事業。
 |
| 哈佛大學CSSA主席孫陸（前右五）和義工群與劉曉慶會末合影。（周菊子攝） |
 |
 |
| 粉絲送畫作給劉曉慶。（周菊子攝） |
 |
劉曉慶樣貌依然青春。（周菊子攝）   |
慶祝婦女節 波市長表揚李素影、Vivian Lee等31人
波士頓市長的婦女進步辦公室為誌記3月8日國際婦女節，選出31名“不凡婦女”，其中包括兩名華人，住在華埠的李素影，以及住在牙買加平原的Vivian Lee。
波士頓市府再公布的名單註記中指出，李素影從1976年起，就在波士頓市各地帶動爭取民權，以及教育，經濟正義。Vivian Lee則在鼓勵英語有限者在公屋事務上，說出自己的想法，情況，確保了他們的發言權，也增進了波士頓市的多元化。
IN HONOR OF WOMEN'S HISTORY MONTH AND INTERNATIONAL WOMEN'S DAY,
MAYOR WALSH ANNOUNCES WINNERS OF BOSTON'S EXTRAORDINARY WOMEN CAMPAIGN
|
Mayor's Office of Women's Advancement Recognize Key Women in the Boston Community
|
BOSTON - Tuesday, March 8, 2016 - On International Women's Day, Mayor Martin J. Walsh announced the winners of the EXTRAordinary Women Campaign, led by the Mayor's Office of Women's Advancement. The campaign highlights women that do extraordinary work within the Boston community. Hundreds of women were nominated for this campaign and 31 were selected to be recognized by the Office of Women's Advancement, every day during Women's History Month.
"The hard work, commitment and leadership of women make an enormous impact on the City of Boston every day," said Mayor Walsh. "This Women's History Month, it is important that we honor the women who have come before us and recognize those who are currently active leaders in our neighborhoods. I encourage anyone who knows the women who are being highlighted to take a moment to show them gratitude for what they do for our community."
Mayor Walsh is committed to the advancement of women, having launched a five-year partnership with the American Association of University Women (AAUW) to offer free salary negotiation workshops available to every woman in the city of Boston, called "AAUW Work Smart in Boston", the first of its kind in the country. To learn more information about the workshops, visit here:http://www.cityofboston.gov/news/default.aspx?id=20355.
The EXTRAordinary Women Campaign winners are as follows:
Natasha Archer
Roxbury
Natasha is a dedicated physician and scientist at Boston Children's Hospital and Dana Farber Cancer Institute. She is working to improve the lives of children with sickle cell disease worldwide.
Margaret Butler
Jamaica Plain
Margaret founded Komera, a nonprofit that assists girls in pursuit of secondary education and invests in their success.
Terri Campbell
North End
Terri is a Big Sister and Board member at Big Sister Association of Greater Boston and has been for more than 10 years. She is passionate about serving girls and young women.
Margaret Connolly
West Roxbury
Margaret has mentored and inspired girls as a Big Sister at Big Sister Association of Greater Boston for over five years. She serves her country as a Reservist in the US Coast Guard and protects residents as a Boston Firefighter.
Cothenia Cooper-Paterson
Dorchester
Cothenia is a detective in the Boston Police Sexual Assault Unit and volunteers her time to support several causes that impact the inner city. She is a model of community policing.
June Cooper
Jamaica Plain
Rev. Cooper advocates for all residents through her ministry and homelessness prevention programs at City Mission.
Cherie Craft
Roxbury
Cherie is helping close the academic achievement gap. She created Smart from the Start, a family support and school readiness organization.
Nataka Crayton
Dorchester
Nataka empowers residents to grow their own food and cook healthy meals. She believes in the power of people and was instrumental in creating the Urban Farming Institute which promotes urban farming and green collar jobs.
Jeanne Dasaro
Dorchester
Jeanne is founder Wonder Women of Boston, a women's networking group.
Shari Davis
Brighton
As Director of the City of Boston's Youth Engagement & Employment, Shari works to provide employment and developmental opportunities for Boston's youth.
Sara Mraish Demeter
Beacon Hill
Sara is the Founder of Art Resource Collaborative for Kids (ARCK). She provides BPS youth with art education and helps them unlock their creative potential.
Jullieanne Doherty
Jamaica Plain
As the Mayor's liaison to the LGBT community and Jamaica Plain, Jullieanne helps to serve Boston residents and connect the public to resources.
Olivia Fenty
Dorchester
Olivia founded the Chocolate Project, an organization that highlights the experience of young women of color and raises self-esteem.
Elizabeth Fitzpatrick
Dorchester
Elizabeth served the USA while in Afghanistan as a Corporal in the US Marines. She is currently getting a degree in early childhood education.
Patricia Flaherty
Mission Hill
Pat spends her days advocating for smart development and housing that is affordable. Her most recent accomplishment was the opening of the Maria Sanchez House that brought 40 units of affordable senior housing to the neighborhood.
Lourdes German
Brighton
Lourdes is the founder of the Civic Innovation Project and Fellow at the Lincoln Institute of Land Policy. She is driven by a deep commitment and passion for communities and civic engagement.
Kenyora Johnson
Dorchester
Kenyora is committed to mentoring girls through her job at Strong Women and Strong Girls in Greater Boston.
Suzanne Lee
Chinatown
Suzanne has led civil rights, education and economic justice throughout the City of Boston since 1976.
Vivian Lee
Jamaica Plain
Vivian advances the City's diversity by making sure that limited English speakers have a voice in public housing and by encouraging them to tell their stories and speak their mind.
Courtney Leonard
Mattapan
Courtney is committed to mentoring Boston's youth of color by igniting their passions and encouraging them to reach their full potential. She works with Big Sister of Greater Boston and serves as Chief Operating Officer and Coach for the Boston Showstoppers Girls Academic & Athletic Program.
Lily Lynch
Back Bay
Lily oversees all of Mass Nonprofit Network's communication strategies and plays an important role in supporting Boston area nonprofits through the organization. She is also a devoted Big Sister at the Big Sister of Greater Boston.
Meriel Marmanillo
Roslindale
Meriel volunteers on local boards that support the advancement of Latino/as people and other community-based groups.
Erin Murphy
Dorchester
Erin ran a marathon to help remove the negative stigma from addiction. She advocates for addiction recovery services and programs.
Charlayne Murrell-Smith
Roxbury
Charlayne is a passionate mentor and leader at Boston Children's Museum. She helps advance the museum's programs and mission.
Catalina Ocampo
Brighton
Catalina works at Bunker Hill Community College and is currently working toward her Master of Social Work from Simmons College.
Sheriece Perry Esq.
Roslindale
Sheriece is an attorney and Co-Founder of G.I.R.L.S.R.U.L.E., a summer program for girls in Roxbury. She serves disadvantaged populations and empowers girls.
Susan Prindle
Back Bay
Susan works on issues ranging from development to architecture, and her efforts has helped maintain the historic character of the neighborhood, while simultaneously promoting sustainable and area-appropriate development.
Reinelda "Chiqui" Rivera
South End
Chiqui is a community activist. She is well recognized for her efforts in rescuing and reviving the Puerto Rican Festival of Massachusetts and ensuring that the Festival provides a safe weekend of arts and cultural activities for the entire family.
Priscilla Rojas
Downtown Boston
Priscilla commits her passion and leadership to organizations across Boston, promoting the betterment of the city and advancement of women and people of color.
Ashley Rose
Fenway
Ashley Rose has spent the last 12 years of her life working to improve the lives of youth and elders through art, education and activism in Boston Public schools. Currently, she focuses on drug rehab centers and community centers at Lena Park CDC.
Lindsa Mcintyre
Dorchester
Jeremiah E. Burke High School |
MBTA票價今年中將漲9.3%
麻州運輸局（MBTA）董事會3月7日無異義通過，今年七月起，地鐵票價平均漲價9.3%。
拿“查理卡（Charlie Card）”搭地鐵巴士的費用，會增加一角，變成1.7元。巴士及地鐵的月票，將會漲到一年114元。
一大群不滿意的地鐵及巴士乘客和數位民意代表，全都反對此舉。他們表示，麻州議員在2013年時通過了一項法令，限制地鐵漲價幅度，每兩年頂多漲5%，上次漲價是2014年。
這一漲價行動是麻州州長查理貝克成立財政控制董事會後，出現過的一次最有爭議行動。
一名居民在MBTA董事投票前質問，在服務越來越差之際，MBTA怎麼還敢漲價？
MBTA董事會成員及MBTA工作人員表示，他們相信需要漲價來穩定MBTA的財務狀況。MBTA董事會主席Joseph Aiello表示，漲價從來都不會受歡迎，但他們希望藉這筆額外營收來改善服務。漲價之後，估計可為MBTA增加4200萬元營業收入。
MBTA的漲價，包括用查理卡搭地鐵，會漲價7.1%，每次收費2.25元，用現金搭地鐵，只會漲價3.8%，每次2.75元。
通勤火車月票的漲價幅度會在4.9%到10%之間。新費用幅度將為通勤月票的1A區84.5元到10區的398.25元。對那些往返波士頓和羅德島北京士頓的乘客來說，意味著一年得多花435元。
用現金買巴士票的人，則可以少花一毛錢。
MAYOR WALSH ANNOUNCED MIDDLE INCOME HOUSING INNOVATION PRIORITIES
MAYOR WALSH SET TO ANNOUNCE MIDDLE INCOME HOUSING INNOVATION PRIORITIES
|
Housing Innovation Lab Unveils Pilot Programs to Improve Middle Income Housing Affordability
|
BOSTON - Tuesday, March 8, 2016 - During his annual speech before the Boston Municipal Research Bureau, Mayor Martin J. Walsh today announced that the Mayor's Housing Innovation Lab is ready to launch new solutions for driving down the cost to build, buy, and own middle-income housing in the City of Boston. The Mayor's housing plan, Housing a Changing City: Boston 2030, identified the need for creation of 20,000 units of middle-income housing by 2030. In 2015, Boston made progress towards this goal, permitting 4,194 middle-income units.
With the help of community members and housing experts, the members of the Mayor's Housing Innovation Lab have spent six months identifying prospective solutions to meet the goals of the Mayor's housing plan and to keep Boston affordable for middle income households. Through a process including more than 100 one-on-one meetings; 25 large-scale community engagements; and conversations about best practices with 15 cities, four pilot programs have emerged as holding the highest potential to enhance the creation and sustainability of middle income housing in Boston.
"Solving the middle income housing challenge is among the biggest challenges we face today," said Mayor Walsh. "The Housing Innovation Lab is bringing a new way of thinking about these issues to the City, and I'm appreciative of the time and energy that they have put into this work. Being able to test new approaches to this issue before solidifying them in policy is a unique approach, and one that we will continue to use to solve new challenges as well."
The pilot programs will launch over the next three months and wrap up within 12 months. The Housing Innovation Lab will partner with internal City departments, external advocates, academic institutions, and entrepreneurs to deploy these trial experiments, all of which target a specific policy, geographical area, or existing, yet inefficient, process. The new pilot programs will enable policy makers to measure the real-world success or failure of each potential solution over the coming year, in order to determine if the measure should be scaled or institutionalized city-wide. The pilots will include:
Density Bonus Policy: Reduce the cost to build by establishing new policy in Strategic Planning Areas to incentivize developers to build more affordable units by allowing additional density.
Compact Living: Reduce the cost to build by using City-owned land to launch a Housing Innovation Competition, focused on compact living, to inspire architects and developers to build homes that are well designed, efficient, and affordable.
Community Land Trusts: Reduce the cost to buy and own housing by creating a technical assistance program to help communities set up land trusts for housing preservation, in collaboration with the emerging Greater Boston Community Land Trust Network.
Home Buying Portal: Reduce the cost of buying a home by working with Cambridge Financial technology to create a new home buying portal, which will lower the cost and difficulty of finding, buying, and owning home in Boston by providing personalized information about resources for first time homebuyers onto a single platform.
This Spring, the Housing Innovation Lab and their partners will host a launch event for these initiatives. Attendees will have the opportunity to tour a compact unit, build models of density bonus developments, participate in user experience testing of the Home Buying Portal or learn how to support community land trusts in their neighborhood.
The Mayor's Housing Innovation Lab is a collaboration between the Mayor's Office of New Urban Mechanics and the Department of Neighborhood Development and is funded by a Bloomberg Philanthropies innovation team grant.
|
波士頓市長介紹市府新成員 細數大公司進駐成績
MARTY WALSH DELIVERED KEYNOTE REMARKS AT THE BOSTON MUNICIPAL RESEARCH BUREAU'S ANNUAL MEETING
|
BOSTON - Tuesday, March 8, 2016 - Mayor Martin J. Walsh this afternoon is set to deliver keynote remarks at the Boston Municipal Research Bureau's annual meeting.
Below is his remarks.
That's not just ambitious rhetoric these days. Our year began with General Electric deciding to move its global headquarters to Boston. G.E. is one of the largest companies in the world. Just as important, it is turning its vast resources to building the digital infrastructure on which the 21st-century economy will run. So I agree with those who say G.E. is a sign that Boston is moving to the "next level." For decades, we saw corporate headquarters leaving town. Now we've turned the tide - and in a big way. But the truth is, our progress goes beyond any single company or industry. Boston at the next level is a city that makes it easy for employers of all kinds to open up shop, and to grow here. It's a city that creates good-paying jobs for a wide range of skills and helps train people to fill them. And it's a city that leverages this growth to take our schools, our quality of life, and our community to a new level. So to get there, we have to align our economic strategy, our budget investments, and our community values. That's what we've been doing, and that's what I want to talk about today. Two years ago, in my first major policy address, I came before the Bureau and laid out my administration's economic plan. I said Boston is growing, but we can't rely on the status quo to keep moving us forward. We have to make our own destiny. And that's what we've done.
This growth has been good for the City's finances. Last week, Moody's and Standard & Poor reaffirmed our perfect bond ratings, citing both strong management and a strong economy. This is also why we have continued the longstanding practice of using tax incentive tools in special cases. These agreements are not expenditures, but net positives that unlock new taxable developments. That's why I'm confident in our agreement with GE. Independent of its untold ripple effect on our economy, it will increase City revenues. That's how we'll structure it. That's how we'll implement it. And that's why rating agencies agree, calling it a "credit positive" event for the city, that diversifies and strengthens our tax base. The close link between economic development and City revenues is especially clear at this time of year, when I prepare to submit a budget to the City Council. Commercial property tax is our #1 revenue source. That's more true today than ever, due to declining federal and state aid. So I'd like to put to rest the notion that our pro-active growth strategy comes at any cost to schools, parks, affordable housing, or other vital investments in community wellbeing. The very opposite is true: we depend on new development to fund City services at the level they deserve. I want to say a few words about our School Budget in particular. At 1 billion, 13 million dollars, we spend more on the Boston Public Schools than ever before. Education funding is as large a portion of our overall City budget as it has ever been, more than all other departments combined. This year, I have proposed a $13.5 million increase. That will make nearly $90 million in new funding since I took office, and a $232 million increase since 2008. I'm proud of our strong commitment to education. The Boston Public Schools spend more per student than any other major district in the country. But it's my duty to make sure this commitment is sustainable. And at the moment, longstanding structural challenges are coming to a head. Consider that since 2008:
That's why I'm appealing to the Legislature to replace a broken charter school financing system. As I testified at the State House yesterday: the proposed ballot measure does not address this financing crisis, or enrollment issues, or facilities challenges. If rejected, it leaves us on the unsustainable path we are on. And if passed, it would make things dramatically worse. I support charter schools, and I'm not against their growth. But we need the kind of comprehensive fix that only the Legislature can provide. I'm also appealing to teachers for their partnership, as we enter collective bargaining season. Teachers in Boston are well paid, and they deserve to be. But we have to work together to make sure our system-wide labor costs are sustainable; and that Superintendent Tommy Chang has the flexibility he needs to move our district forward. I appeal to parents and community members as well, to engage our building plan with an open mind. We are prepared to make significant capital investments. But they only make sense if we can do a better job matching our facilities footprint to our student population. Finally, I am working closely with Superintendent Chang, to eliminate administrative inefficiencies that have built up over many decades in the Boston Public Schools. I know uncertainty in the budget process causes great concern. And I appreciate that people care deeply about their schools. I care deeply about them as well. That's why our proposed budget increases per-student funding, even while adding pre-kindergarten seats, and making advanced work curriculum available to more students. The truth is: BPS schools have not paid the price for our growing charter assessments. But every other City department has. It's a structural tension in our budget that is steadily building to a crisis. I ask for everyone's support and input in solving it. Our economic strategy doesn't take away from this work, but advances it. Growth generates the revenue we need to sustain our schools, as well as roads, parks, and all our public goods. At the same time, those shared commitments create the conditions for new growth. Just as we depend on revenues from development to fund public priorities, growth itself depends on forward-looking public investments. It's a cycle that has been the key to Boston's progress. Consider the history of the Seaport District. Investments from the Ted Williams tunnel to the Convention Center anchored the District in the innovation economy. Public-private partnerships unlocked key developments, from the Institute of Contemporary Art to Vertex. Dozens of private projects followed. The result has added many millions of dollars to city revenues: from $16 million in 2005 to $85 million in 2015, and up to $101 million in Fiscal Year 2016. These revenues in turn support schools, parks, affordable housing, and public safety all across the city. This growth also supports infrastructure investments we know are needed to help the Seaport reach its potential. That's why we are inviting creative ideas for the Northern Avenue Bridge. We are working with the state, Massport, and other stakeholders on a transportation plan for the district. And we continue to urge our state partners to invest in the MBTA. Public transit is not just an amenity, but a foundation of economic growth in our region. In the meantime, we are tackling traffic congestion. Using data from our partnership with the WAZE app, we made signal adjustments that reduced traffic jams by 18% at key intersections of Seaport Boulevard and Atlantic Ave. Behind the story of the Seaport is an even longer one - going back to city, state, and federal investments in our downtown core in the 1960s; and to the Central Artery and 3rd Harbor Tunnel projects of the 1990s. You can even trace it to the filling of the Back Bay in the 19th century. Far-sighted public interventions set the stage for our city's success. This is also the reason we are seeking re-authorization of the City's Urban Renewal program, in 14 of the original 23 zones. Urban renewal tools unlock projects with transformative public benefits. They are projects that the private market by itself cannot produce. But they bring ongoing private investment in their wake. I want to be clear what these projects look like today. In the 1960s, they involved large-scale redevelopment for a city that was struggling. They brought us our skyline, but didn't give enough attention to the rights of existing communities. By contrast, for many years now, urban renewal has served only development sought by communities - such as Dudley Square, the Charlestown Navy Yard, Whittier St. Health Center in Roxbury, and small businesses on Washington Street in the South End. That's why, for more than a year, we have held by far the most robust public process in the 67-year history of this program: 12 public meetings; over 100 stakeholder meetings; 5 public sessions at the City Council; a website; and a joint exhibition with the West End Museum, to keep the lessons of history squarely in the front of our minds. It's truly a new day at the BRA. We are working with the City Council to re-authorize urban renewal in a way that continues and grows this transparency. But our current authorization expires in April. If we don't meet this deadline, we risk losing powerful tools for positive community development. Projects at key sites, such as Tremont Crossing in Roxbury and Bunker Hill housing development in Charlestown, hang in the balance. These are projects we need, to continue the tremendous progress we have made tackling the housing demand faced by our growing city. With 30,500 new units either built or in the pipeline, we are at nearly 58% of our Housing Plan's goal of 53,000 units by 2030. Each year, we have increased the number of affordable homes in these totals, including 35% of the units approved last year. Under our new Inclusionary Development Policy, we are poised to go even further: to provide more affordable units, and also incentivize the middle-market that is so vital to our workforce. I'm also pleased to report that our Housing Innovation Lab is ready to launch new pilot programs aimed at the diverse needs of the middle market. They include: zoning relief for middle-class housing; a small unit design roadshow with the Boston Society of Architects; technical help for community nonprofits to set up land trusts; and a financial technology program for home buyers. With support from the Bloomberg Foundation, we'll assess the results and build on what works. I want to conclude by touching on some of what's next for next-level Boston. In economic development, we're building on success. We are taking the creative and collaborative approach that brought G.E. here, and making it a permanent strategy. We are also creating a new Office of Small Business Development, to consolidate existing services and be more responsive to the diverse needs of this key sector. In city operations, data and technology are having transformative effects. In the month of February, we finished installing digital payment technology in all of the city's 8,000 parking meters. Already, nearly two-thirds of all parking meter payments are being made electronically. And in our new 311 system, over 50% of constituent reports are now coming through digital channels. More than adding convenience, these new systems are driving better performance. Take CityScore, our brand-new scoring system for city services. In just 3 months:
In addition to our data innovations, we have added another layer of creativity with our new Artists in Residence program.Inspired by a University of Chicago Business School model, we've hired artists to bring their unique perspectives to city agencies, from the Boston Police Department to the Office of Recovery Services. Perhaps most important of all, we are preparing and welcoming the next generation of innovators, from young professional networks, to college campuses, and right down into our high schools. I was pleased to announce yesterday that the Forbes Under 30 Summit is coming to Boston this fall. And later this month,we'll welcome the National Society of Black Engineers. These are major national conventions that we did not often get in the past. I also want to thank the business community for working to make sure our leadership in higher education is a source of strength in our economy. Today I'd like to recognize the New England Venture Capital Association for Tech Generation, a program that places thousands of area college students in tech company internships. This morning, they launched a new online tool for matching students with employers. They're helping keep more of our homegrown talent in this growing field. Finally, I want to thank all the employers who participate in our nationally renowned Summer Jobs program: from the hospitals and financial firms that hire hundreds of teens, to the startups that have volunteered to take 1 or 2. We are always expanding our outreach: most recently, through a new partnership with LinkedIn and the White House. I want to once againappeal for new employers to sign up. Just visit www.bostonsummerjobs.org. It's the most concrete and rewarding way you can help Boston align our economic growth with our educational vision now, and for the future. The young people in our schools and colleges will inherit our Next-Level city. If we give them a strong start, one day we'll watch them take it to a new level all their own. Thank you, and God Bless the City of Boston. |
訂閱：
文章 (Atom)