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Reception: Sunday, 2-4 p.m., January 16, 2011
Finegood Gallery at Jewish Federation Valley Alliance
Bernard Milken Jewish Community Campus
22622 Vanowen St., West Hills, CA, 91307
Participating JAI Artists: Laurie Gross, Eileen Levinson, Kingsley, Doni Silver Simons, Ruth Snyder, Bill Aron, Benny Ferdman, Carol Es, Erella Teitler, Carol Goldmark, Victor Raphael, and Laurel Paley
Curator: Georgia Freedman-Harvey, JAI Affiliate Member
Reception: Sunday, 2:30 p.m., January 16, 2011
- Remarks by Georgia Freedman-Harvey, Guest Curator
- Performance by Andrea Hodos
- Nicola Behrman local co-chair of Reboot LA will be speaking about that Sabbath Manifesto and Sabbath Unplugged
The Jewish Federation Valley Alliance, Finegood Art Gallery, Bernard Milken Jewish Community Campus
22622 Vanowen Street, West Hills, California 91307
The Bernard Milken Jewish Community Campus is a secure site; photo ID is required for admittance.
Gallery Hours: Monday - Thursday 10 am - 9 pm | Friday 10 am - 5 pm | Sunday 11am - 5 pm (Closed Saturdays)
Rituals like art give meaning to life. Judaism is steeped in rituals and traditions. Over time some rituals have evolved or changed to reflect our need to renew, rethink and recreate traditions that have been passed down between generations or have existed through our history. The challenge is finding the right balance between the historical roots of a longstanding ritual and the introduction of contemporary interpretations into the ritual.
When we encourage ourselves to rethink and/or renew our rituals, we are giving permission to engage anew in our relationship with Judaism. To read more click here.


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One might almost want to accuse Jesus of violating "family values" in today's gospel story. He is surely acting in with some lack of consideration for his parents. Perhaps the origins of the story are in an attempt – always strong in the Gospels if underplayed by some contemporary Christians -- to emphasize the humanity of Jesus. In any case we have here one more story that indicates how ordinary and human the Holy Family seemed to be. In the so-called "hidden years" Jesus stayed well hidden. It's not altogether clear what "family values" means today. It does not seem to preclude adultery or divorce because of its most vigorous proponents are publicly guilty of both – and show no remorse. All it seems to stand for is punitive attitudes towards gays and opposition to feminism. In any case authentic family values would emphasize respect for the dignity of all members of the family regardless age or gender. That comes hard for some kinds of people, especially men.
read the padre
Once upon a time there was a family which decided that it wanted to go away for Christmas to some place warm – the family lived in one of the snow belts. Actually it was only the mother who wanted to go. The kids objected because they wanted to spend Christmas with the friends. The father objected because he liked to shovel snow with his power-driven snow plow. The dogs didn't get to vote because they wouldn't go to a warmer climate anyway but to a kennel (where they would make themselves right at home with the other Christmas orphan dogs). Anyway the mother wanted to go away more than the others didn't so she won the argument, though neither side was completely gracious. WELL, they left in plenty of time for the airport, but got caught in a traffic jam and missed their plane by five minutes. They had to sleep at the airport and catch a plane the next morning. Unfortunately the morning plane was cancelled and they had to wait stand-by for the afternoon flight on which they all got on (though spread out all over the cabin) at the last minute. The plane was late in landing at the warm place, because of thunder storms and high winds. They got to their hotel to find that their reservations had been cancelled because they had not show up in time. They were put in another hotel with a skimpy and unheated pool, but that didn't matter because the weather was so bad that swimming was impossible. They played Jeopardy in the lobby of the hotel. Only on the last day of their Christmas vacation did the weather warm up and golf and tennis became possible. The mother felt terrible, but the others said they didn't mind because it had been a fun trip anyway.
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Why not drop in and grab a picnic hamper and one of our team can point you in the right direction for a bush walk / river hole / picnic ground / bicycle route or playground for the kids? There is SO much to do in and around Mansfield and so many hidden secrets.
Let us help you find a great activity!


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Showstoppers - Genius In the Making
By Gilad Atzmon
Showstoppers launched last night their first West End improvised musical. The company of seven incredibly gifted artists will create every night a new musical in accordance with their audience's demands and suggestions. The artists on stage not only understand the genre, their technical ability and musical talent is beyond virtuosic. They bounce between styles, compose the tunes, put together the lyrics and choreography on the spot in front of your eyes. The audience was simply left mesmerised and gave a standing ovation.
I joined the company for a few shows back in 2007 when the group was led by the great Ken Campbell . The show was sophisticated, it was witty and deep. Yet their West End run can be realised as a radical artistic transformation. To a certain extent it may suggest the end of the West End and showbiz as we know it. It offers a crude, cynical, retrospective view of the notion of the musical, presented by a collective of wicked youngsters who know every trick in the book. As we witness the final collapse of the cultural industry, the genius reclaims the stage and beauty prevails.
I hope that Showstoppers stays in the West End for a long time, but don't risk it. Book your ticket today, you can't afford to miss it.


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Albee Theatre
12 E. 5th Street,
5 people favorited this theater
At a cost of $4 million, the Albee Theatre was considered Cincinnati's finest movie palace. Opened on December 24, 1927, this Thomas Lamb palace was named after its builder, E. F. Albee, noted vaudeville theater owner and a relative of famous playwright Edward Albee.
The first movie to be shown in its 3,500-seat auditorium was "Get Your Man!" with Clara Bow starring.
Until 1960, the theater booked stage show acts in addition to showing movies. Another source says the stage shows stopped as early as 1957.
It was torn down in 1977 and a hotel was constructed in its place. Some portions of the theater were saved and are now located in other buildings including Music Hall and the Public Library of Cincinnati and Hamilton County.
The facade was one of the saved sections of the building and now sits on the 5th Street side of the Albert B. Sabin Convention Center — about 3 blocks from where the original theater once stood.
Recent comments (view all 51 comments)
armleder I saw a number of films at the Albee in the early sixties. Gorgeous wonderful palace of a theater, including "The Music Man" in stereo sound. I attended a couple times with a black friend and have no memory of any racial discrimination.
when I would visit relatives in Cincinnati as a youngster from Chicago in the 50's, there was definitely de facto segregation in public places, like movie theaters and the Coney Island amusement park.
No surprises here. In his autobiography, the comedian Dick Gregory wrote about having to sit in the segregated balcony of a Carbondale Illinois movie theater. Illinois and Ohio did not have Jim Crow laws on the books, but they existed in unofficial practice,nonetheless.
All 8 of our RKO first run houses downtown escaped the water damage from Ohio's 1937 flood as they were all above the waters peak by 69 feet.
CORRECTION: the above states that "The facade was also later duplicated on the 5th Street side of the Albert B. Sabin Convention Center — about 3 blocks from where the original theater once stood." My father worked in Urban Renewal and I clearly remember when the Convention Center was built and the Albee town down. The Albee theatre facade was NOT DUPLICATED, it is the ORIGINAL facade that was saved and placed on one of the Convention Center's entrances. Yes, the Albee facade was saved!!!
Removal of the splendid Albee Theatre on fifth street was Cincinnati's most stupid theater loss.
December 24th, 1927 grand opening ad in photo section
That roof sign atop this venue only lasted 3 years until RKO took over!!!
October 1962 marquee photo added courtesy of Rose Taylor. JFK attended the groundbreaking of the Federal Building at 5th & Walnut.
Here is Melissa Kramer's March 4, 2010 article on the Albee.
Just login to your account and subscribe to this theater


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The Montana Trails, Recreation and Park Association is comprised of professionals in the parks & recreation field dedicated to improving your quality of life! Members of the organization are affiliated with local, county, state and federal agencies and are featured throughout this website in picture collages. For further information, many have provided links to their respective websites on our Member Links page.
The Montana Recreation and Park Association annually recognizes members of our organization who meet the criteria established for the Professional and New Professional Awards. This year the awards were presented at the annual MTRPA conference in Bozeman on October 26-29, 2015.
Jon Thompson – Billings Parks and Recreation
Glennis Cates – Cooney State Park
(Presented by Jenny Alexander)
Mike Pigg – Billings Parks and Recreation


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Keith Jenkins (Chair)
Keith is a semi-retired solicitor who has specialised in acting for social housing providers for over thirty five years.
He was given a degree in Jurisprudence at Oxford University and qualified as a solicitor.
He acted on the acquisition of the housing elements of the Coin Street sites from the GLC in 1984, and has acted for Coin Street Secondary Housing Co-operative since it was set up. He has been on the board of a number of other housing associations. He currently chairs Homes for Haringey, a local authority housing company.
Keith lives in Stepney Green and has two children and one grandchild. He has given up motor bikes but still likes loud rock music and reading books to himself.


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Re: Henry Applewhaite, IOW, VA, 1668
In reply to:
Henry Applewhaite, IOW, VA, 1668
Mary Douglass 3/01/01
I have just recently learned of a likely Applewaite (Applewhite) connection. My father was Albert W. Dooley, whose mother was Mary Josephine Langford b. 1887, whose mother was Louisa Jane Brown, b. 1854, whose mother was
Penelope Applewhite b. 1830, daughter of Patsy Unknown and Stephen Applewhite b. abt. 1788,
Stephen>Penelope Handley and John Applewhite b. abt. 1767, John>Elizabeth Woodard and John Applewhite III b. abt.1736,
John III>5th child Mary Council and Henry Applewhaite IV b. abt. 1695,
Henry IV>Ann (Nancy) Marshall and Henry Applewhaite III
b.abt 1665
Henry III>Hester Kingsland and Henry Applewhaite II b. Nov 21 1612 m. 1633 Barbados
Henry II>Elizabeth Unkown and Henry Applewhaite I b. abt. 1590 in Stoke Ash-Suffolk, England
I came across this info via Family Tree Maker CD.I found extensive information at the Library of Congress book "Seventeenth Century Isle of Wight County Virginia" by John Bennett Boddie.Would like to hear more about this newly discovered branch of my family tree.
More Replies:
Re: Henry Applewhaite, IOW, VA, 1668
Donald Kimbell 12/07/07
Re: Henry Applewhaite, IOW, VA, 1668
Mary Douglass 9/22/01


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Frequently Asked Questions
Q: What makes the North Carolina RV Dealers' Association RV Show different than the others?
A: Our show is the largest show in the state and the only show operating by the support of the North Carolina RV Dealer's Association. Which means our show is able to provide you with more dealers and more brands for people to Shop, Compare and Buy resulting in a more fair marketplace.
Q: How do I trust that North Carolina RV Dealers' Association RV Show is authentic?
A: We are the ONLY show in the state that is supported by the North Carolina RV Dealers Association (NCRVDA), I think that says a lot. (The RVDA is the official & only RV Dealer Organization that supports the ethical treatment of customers and manufacturers.)
Q: What can I expect to see at the North Carolina RV Dealers' Association RV Show?
A: With the full support of the NCRVDA, each show will feature multiple independent Dealers, over 100 Brands and more exhibitors to give you a bigger selection of RVs, campgrounds and accessories to choose from.
Q: What kind of discounts does the North Carolina RV Dealers' Association RV Show offer?
A: You can also find coupons in the local paper the week of the show. Seniors (over 55 years old) and the proud men and women of the Military, Law Enforcement and Firemen (with active or retired ID) can get in for Fridays 10am-5pm only for $6. Then Friday & Saturday nights, AFTER 5pm, is Family night - all Adult Tickets are only $6.00.
Q: Will the Dealers be offering any sale prices on RVs at the show?
A: Each dealer will have special pricing and promotions to offer – just check with them at the show. (To find out which dealers will be at the show, visit the show page and look under List of Dealers.)
Q: Will there be any family entertainment?
A: Yes! All day, each day, there will be entertainment for the whole family. We strive to provide a well rounded show with professional and kid friendly clowns, professional face painters, educational seminars, and more.
National RV Dealers Association Site
Recreation Vehicle Industry Association Site


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People & assciates: Pappas Law Firm in Brussels
- Ioannis Ioannidis
- Imma Baumgartner (A)
- Panayota, Boussis (GR)
- Vassiliki Brissimi, PH.D (GR)
- Michael R. C.
Gerstenberger, Ph. D. (G)
- Manuel Irún (ES)
- Pavlos Kotsonis (GR)
- Hans Mattaar (NL)
- Spyros Pappas (GR)
- Zena Prodromou (GR)
- Manon Steibel (FR)
- Damien Thavard (FR)
- Lambert van Deuren (B)
Ioannis Ioannidis
Title: Attorney at Law, Member of the Athens Bar.
E-mail: firstname.lastname@example.com
Languages: Greek: native speaker
English: fluent
French: fluent
German: fluent
Academic Qualifications:
- Law Degree University of Athens, Faculty of Law.
- LLM in Banking and Finance Law Queen Mary Universityof London.
Professional Experience
Prior to joining the firm, Yannis worked in Athens on general civil and criminal law cases and sports law cases before the Court of Arbitration for Sport in Lausanne. As trainee lawyer, he worked on environmental, public procurement, competition and general administrative law cases.
Imma Baumgartner (A)
Title: Lawyer (Senior advisor)
Email: email@example.com
Languages: German (native speaker)
French (fluent)
English (fluent)
Expert in Public Affairs and company lawyer with international experience.
Founder of the "Lobbying Agency" based in Vienna with an international partner network.
Imma Baumgartner began her professional career in 1990 in the International Legal Department of D. Swarovski & Co in Wattens/Tyrol. In 1995 she became Head of the Austrian Office of EU Commissioner Dr.
Franz Fischler. From 1999 to 2005 she was Vice President for Public Policy & Regulatory Affairs at T-Mobile Austria and T-Mobile International and from 2005 to 2008.
Managing Director of Trimedia Public Affairs.
Panayota, Boussis (GR)
Title: Lawyer (Bar Association of Thesprotia)
E-mail: email@example.com
Languages: Greek (native speaker)
French (native speaker)
English (fluent)
Dutch (independent speaker)
German (independent speaker)
Academic qualifications:
- D.E.S. in European Law (Institut d "Etudes européennes - Université libre de Bruxelles)
- Law Degree (University of Athens - Faculty of Law)
- Scientific Seminar: ´ The Legal Protection at the Court of Justice of the European Communities (Athens Bar Association)
Prior to joining the firm, Panayota, worked in the Legal Service of the Permanent Representation of Greece, was a trainee at the European Commission- Enterprise and Industry Directorate GeneralUnit F3:Cosmetics and Medical Devices and worked as an independent lawyer in the fields of Intellectual Property, environmental law, state aids and public procurement. She has published several articles on competition law, the insertion of mutual recognition clauses in national law, consumer protection against unfair commercial practices and the the Liability of a Member State in the event of infringement of Community law.
Vassiliki Brissimi, PH.D (GR)
Title: Lawyer (Bar of Athens)
E-mail: email@example.com
Languages: Greek (native speaker)
English (fluent)
French (fluent)
Academic qualifications:
- University of Athens (LLB) and Oxford (MJur, MPhil and DPhil in Law, St. Hildas College).
Vasiliki has extensive research experience in the area of EU Competition Law and in particular of abuse of a dominant market position. She has published articles on European Law in European Business Law Review, Competition Law Journal, World Competition and Competition and Regulation in Network Industries.
Michael R. C.
Gerstenberger, Ph. D. (G)
Title: Senior Adviser
E-mail: email@example.com
Languages: German (native speaker)
English (fluent)
French (basic)
Italian (basic)
Academic qualifications:
- Diploma Thesis and Doctorate, both RUB, University of Bochum (Germany)
Michael held executive positions at international groups in chemical industry (e.g. Exxon, Schering, Witco, Ciba) as well as in SME´s for about twenty years. He is founder and co-chairman of renowned globally active consulting firms such as LION CONSULT and ChemInvest. He has been member of the board and vice president of German Marketing Association (DMV) and is continuously involved in European and worldwide technoeconomical organizations such as TAPPI, cc-Nanochem, and IPI. Besides his comprehensive knowledge of global chemical and te
Manuel Irún (ES)
Title: Advisor
E-mail: email@example.com
Languages: Spanish (mother tongue)
Valencian (fluent)
French (independent user)
Academic qualifications:
- Certificate of Attendance of the "Intensive Seminar on the European Union" (College of Europe, Brussels)
- Certificate of Attendance of the program about "Projects Management. A new? Direction way" (Institute of High Business Studies, University of Navarre)
- Doctorate in Chemical Science (University Janume I, Castellón)
- Thesis of Degree Title (University Janume I, Castellón)
Specialist in Environment Management and Natural Resources (Polytechnic University of Madrid) Certificate of Attendance of the Post-graduate program about "Environmental Industrial Management" (Chamber of Trade and Industry, Castellon) Degree in Chemical Science (University Janume I, Castellón) Dr. Irun is an environmental expert, providing the firm with any relevant scientific expertise. His additional qualifications in Management and the European institutions, supplemented by extensive work experience as a technical consultant and project manager for numerous business and industrial sectors, ensure that Manuel is able to deliver technical client specific advice.
Pavlos Kotsonis (GR)
Title: Of Counsel
E-mail: email@example.com
Languages: Greek (native speaker)
English (very good)
French (very good )
Academic qualifications:
- Law Degree (University of Athens, Law School).
- Post-graduate studies in administrative law in University of Paris II, Sorbonne, FR
Career: Former Supreme Administrative Court Judge / Conseiller d'Etat, 1981-2010
Hans Mattaar (NL)
Title: Senior Advisor
E-mail: firstname.lastname@example.com
Languages: Dutch (native speaker)
English (fluent)
French (fluent)
German (independent user)
Academic qualifications:
- Wageningen Agricultural University Plant Protection Sciences (MSc 1984)
Agronomist, Agricultural Engineer. Before joining Pappas & Associates, Hans Mattaar worked for 22 years with Bayer CropScience and its predecessors Aventis CropScience and Rhône-Poulenc Agro. As a broadly trained agronomist & crop protection expert, Hans started his career as Regulatory Expert for the Netherlands. In that role he found the way to the Dutch courts for his company, and successfully challenged the authorities on several occasions.
His interest in legal issues deepened when he joined the European Team as a coordinator, and then moved on to the position of Regulatory Strategy Manager and European Public Affairs Manager. In these positions he developed a specific competency in working with multi-disciplinary teams and taskforces, and in creating the link between scientific, legal and political experts. He represented his company in several external working groups and taskforces, both European and global, covering a variety of domains such as probabilistic risk assessment, regulatory advocacy, communications, electronic data submission, groundwater protection and many others. His specific interests and affinity with legal issues finally motivated him to join Pappas & Associates as a senior advisor, counseling corporate clients in the chemical and lifesciences domains on regulatory and public & governmental affairs issues. The combination of a broad chemical, toxicological and biological scientific expertise, with the ability to communicate at an equal level with his legal colleagues, allows Pappas & Associates to offer a unique level of understanding and strategic support for corporations operating in the complicated European regulatory domains
Spyros Pappas (GR)
Title: Senior Partner
Attorney at Law, Member of the Athens and Brussels Bars; Managing Partner: Chairman of SRDA (Center of Social Responsibility in the Digital Age): Président du Centre de Culture Européenne
E-mail: firstname.lastname@example.com
Languages: Greek (mother tongue)
English (fluent)
French (fluent)
German (independent user)
Academic qualifications:
- Degree in Law (University of Athens Faculty of Law);
- Degree in Political Sciences (University of Athens Faculty of Political Sciences);
- Post-Graduate Diploma in Administrative Law (Panteios School of Economic andPolitical Sciences, Athens);
- Certificate in the French Civilization (University of Sorbonne, Paris);
- Post-Graduate Degree (D.E.A) in Public Administration and in Public Law (University of Paris I, Panthéon-Sorbonne);
- Certificate in Community Law (Directorate for European Affairs of the Ministry for Coordination, Athens);
- Diploma in Advance Management Programme (INSEAD, Fontainebleau);
- Certificate in the USA Governmental System The Brookings Institution, Washington, DC).
Career: Prior to founding the firm, Spyros Pappas held various senior positions in Greece, the Netherlands and the European Union. Having been called to the Athens Bar in 1976, he was a member of the Supreme Administrative Court (Conseil d'Etat) by 1978, Maître des Requêtes in 1983. In 1985 he took over as Secretary General of the National Centre of Public Administration and set it up. In 1988 he became an Associate Professor (Professor after 1992) of European Law at the European Institute for Public Administration (Maastricht), which he was Director-General of, between 1990-1995.
From 1995 to 2001 he held the positions of Director General in the European Commission, in charge of of Consumer Policy (DG XXIV) setting up the relevant directorategeneral that is today SANCO, Director-general of Information, Communication, Culture and Audiovisual Policy (DG X), and, finally, Director General of the directorate-general of Education and Culture (EDUC) that he proposed and set up. He returned to private practise in 2001, and is currently a member of both the Athens and Brussels Bar Associations.
Articles and Books: Numerous articles in the field of administrative and constitutional law, European law, competition policy, audiovisual policy, consumer policy, culture and sport, environment, European integration, administrative science and policy analysis published in scientific reviews, books or newspapers in the most of the European Countries and in the US; the more recent ones are dealing with "The New European Governance", "The Euro-Digital Democracy", "After Nice: more intergovernmental or more federal?", "The cultural dimension of Euro", "The paradoxes of the European Community", "A new era of competition policy under the guidance of the Court of First Instance", "The alteration of the right of initiative of the European Commission", "The competence of making regulatory decisions of the European Commission", "Morale and change in the Union" etc.. Among the books: "Current trends and developments in the case-law of the Court of Justice of the European Communities" EIPA, vol. I, 1993, vol. II 1995; "National Procedures for the preparation and implementation of Community decisions", EIPA, 1994; "EC Competition Law: Financial aspects", UK Association of European Law and EIPA, 1994, coed. with Lord Slyn; "The changing roles of Parliaments in the European Union, EIPA, 1995, co-ed. with Prof. F. Laursen; "The European Union's Common Foreign and Security Policy: the challenges of the future", EIPA, 1996, co-ed. with S. Vanhoonacker.
First Prize of the Foundation for Administrative Law 'Michel Stassinopoulos' (1976); Scholar of the Council of Europe (1977); Officer in the Order of Merit of the Grand Duke of the Grand Duchy of Luxembourg for the diffusion of Community law in the Member States and the creation of the European Centre of Judges and Lawyers in 1992 (1994); "Medal of Honor" from the European Institut (Lodz) for the contribution to Poland's integration process into the EU (1998); Honorary Fellow of the European College of Sport Science of the Universities of Cologne and Jyväskylä (2000); Honorary Member of the Association of European Journalists (The Hague)(2000)
Zena Prodromou (GR)
Title: Lawyer
E-mail: firstname.lastname@example.com
Languages: Greek (native speaker)
English (near native speaker)
German (fluent)
French (independent speaker)
Spanish (intermediate)
Academic qualifications:
- LLM in European Law (University of Cambridge);
- Bachelor of Law (Aristotle University of Thessaloniki);
- Public International Law, History of Europe and Philosophy of Law (University Robert Schuman Strasbourg)
Manon Steibel (FR)
Title: Legal Advisor
E-mail: email@example.com
Languages: French (native speaker)
English (fluent)
German (independent speaker)
Academic qualifications:
- Masters degree diploma in Environmental law from University Robert Schuman, Strasbourg
Prior to joining the firm, Manon, worked as a trainee at the legal service of the Council of the European Union. Her professional experience also includes traineeships at the chambers of the President of General Court of the European Union, the cabinet of an Advocate general and a judge of the Court of Justice of the European Union. Outside Manons European institutions experience, she worked as jurist for an environmental organism in France In 2011 she obtained a Postgraduate diploma in European law from Institute for European studies of the Université libre de Bruxelles.
Damien Thavard (FR)
Title: Legal Advisor
E-mail: firstname.lastname@example.com
Languages: French (native speaker)
English (fluent)
Academic qualifications:
- Licence en droit public-Université François Rabelais de Tours, 2006 (LLB)
- Master en droit international et européen-Université François Rabelais de Tours, 2008 (LLM)
Before joining the firm, Damien worked as a trainee in a French law office specialized in public procurement.
Lambert van Deuren (B)
Title: Member of the Brussels Bar since 1955
E-mail: firstname.lastname@example.com
Languages: French (native speaker)
Flemish (native speaker)
English (independent user)
Academic qualifications:
- PhD University Catholic of Louvain Degree in criminology (Louvain)
- Public international law (Sorbonne)
- European Law (Louvain).
Expert in company law, penal finacial law, law for urbanism, as well as family and penal laws.
Lambert is also Chairman of "Revue du XXIme Siècle", "ASBL Kaufmann European Music Competition". He has been decorated as an "Officier de l'Ordre de la Couronne"Contact-us


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Get Together is a video edited by Jonah Leslie of Ibiki compiling some of the hilarious work by artists Paul Harrison and John Wood, (knows as Harrison & Wood). A great way to start the week.
See more of Harrison & Wood's work here and watch them talk about their work process in a studio visit by TateShots here.


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Epionce Ultra Shield Lotion SPF 50 2.5 oz
19 Reviews
19 Reviews
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Cycling training is promoted by the school annually and designed to help children aged nine and over to develop the skills needed to cycle in moving traffic. We offer cycling proficiency training to pupils in Year 5 and Year 6.
Where does the training take place?
Cycle training takes place in the school grounds and on the roads in the immediate vicinity. Each course takes 6 hours and is spread over several sessions.
Who does the training?
Volunteer tutors, who have been trained by qualified staff, will run the courses.
What will pupils learn?
The training starts off-road, probably on a school playground, to make sure the child has good control of their bike. The on-road sessions deal with starting, stopping, left and right turns and overtaking a vehicle. Your child will also study the Highway Code (see on the right).
What is the cycling test?
The test is in two parts. Firstly, a Highway Code test usually done by the volunteers. The second part is the road test, to demonstrate that the child can start, stop, and do the left and right turns safely in traffic. This is done by the county's examiners.
How much does it cost?
The training is free of charge to both the school and the child. It is funded by Oxfordshire County Council's road safety budget. This is made possible by our instructors giving their services free of charge.
What equipment is needed?
A cycle in good roadworthy condition (see the Bike Checks document on the right), which is legal for on-road training, and of the correct size for the child. A correctly fitted cycle helmet (see advice on right) is also required, which must be worn during training.
School Calendar >


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It isn't often that an entirely new species of bird is discovered so when it does happen it is big news. Professional astronomer, amatuer ornithologist and dedicated conservationist Ramana Athreya of Pune University, Pune, India has discribed a new member of the genus Liocichla in the extreme western part of the Northern India state of Arunachal Pradesh. This bird was known from an area of Arunachal Pradesh called the Eaglenest Wildlife Sanctuary for quite some time but carefull study was needed to determine if this population truly represented a new species or not. The new bird, named the Bungun Liocichla (Liocichla bungunorum), after the name of the local indigenous people, is the fourth named species in it's genus. The three other liocichla species include the Red-faced Liocichla (Liocichla phoenicea, widely distributed in South and Southeast Asia), the Emei-shan Liocichla (Liocichla omeiensis, retricted to a few forested moutainsides in China) and Steere's Liocichla (Liocichla steerii, a species endemic to the mountains of Taiwan and the subject of much of my own research). All these species frequent dense undergrowth and edge habitats in mountain forests, except for the Red-faced Liocichla which can also be found in lowland forests.
Typically discovery of a new species involves collection of a type specimen to be deposited in a museum collection. This makes the relevent biological material accessable for scientists all over the world so they may examine the data for themselves. However, Dr. Athreya felt culling an indiviudal bird or two from the population was unwise owing to the unknown status of the population therefore the description of this new species was made on the basis of measurements and photographs taken from live birds captured in the field. The primary tool of the 19th century ornithologist was the shotgun rather than a pair of binoculars. But, many modern ornithologists are more sensitive to environmental concerns and considerably more squeamish about killing birds (although there to date is little evidence that scientific collecting has had any long term harm on avian populations). Fortunately however the shotgun need not be necessary in every case. Modern comparative genetic analyses, such as DNA barcoding, is extremely useful in identifying relationships among species and DNA can be archived in museum freezers and sequences placed on online databases so that they can be available to other researchers. Tissue from feathers lost from the birds during capture could well provide a source of DNA that could further confirm the species status of this find.
I have a personal interest in this story as an ornithologist whose research deals with the Taiwan species of Liocichla, Steere's Liocichla. Dr. Athreya contacted several professional ornithologists, including myself, about a year ago asking for our input and advice on this species. There was a lively discussion at the time through the Oriental Bird Club's discussion list over the issue of scientific collecting. In the end however Dr. Athreya did the right thing for now in deciding not to collect museum specimens until further information became available about this species' status. The existing description of this species in the end made excellent use of limited information and luckily this species was so very different from it's congeners that even on the basis of some photographs and morphological measurments there is a strong case to be made for species status for this population. However, the genetic work should still be done. I would have loved to obtain some blood samples or other sources of genetic material from this species for analysis in my lab, however, this population is in a highly protected area and the Indian government is extremely sensitive and cautious when it comes to sharing biological samples with foreign researchers so in the end this was unfortunately not possible. But, there are many labs these days in India equiped to do such work (of course as long as they can depend on the good will of other countries to share samples with Indian researchers). It sounds like there is much exciting work ahead not just on this new species but on this unique forest ecosystem in Arunachal Pradesh. One can only hope that the forest habitat of the Eaglenest Wildlife Sanctuary can be subject to sound mangement practices.
Press coverage of this discovery can be found at BirdLife International, MSNBC and the BBC News. The description of this new species was published in the journal Indian Birds and is available online.


text: BUSINESS H'wood back on top at Japan b.o. 4:00 AM PST 2/2/2008 by Julian Ryall , AP FACEBOOK TWITTER EMAIL ME Empty TOKYO -- After a rough year by its normal standards in 2006, Hollywood is back on top of the Japanese boxoffice charts."Pirates of the Caribbean: At World's End," "Harry Potter and the Order of the Phoenix" and "Spider-Man 3" comfortably eclipsed Japanese titles in 2007, according to statistics released Thursday by the Motion Pictures Producers' Association of Japan."Pirates" grossed 10.9 billion yen ($102.8 million) after its release in May, the latest adventures of the boy wizard earned Warner Bros. 9.4 billion yen ($88 million) and "Spider-Man 3" came in third with 7.12 billion yen ($67 million).The best performing Japanese film by far was "Hero," the latest vehicle for local heartthrob Takuya Kimura, which took in 8.15 billion yen ($77 million). Following "Hero" was "Pokemon: The Rise of Darkrai," a summer release for the school holidays that earned 5.02 billion yen ($47 million) and "Always -- Sunset on Third Street 2," with 4.56 billion yen ($43 million).And while the Japanese industry overall will have been disappointed to have slipped back in terms of earnings in 2007, distributor Toho can celebrate the fact that it backed 10 of the top 11 local titles of the year. Only Shochiku's "Love and Honor," which came in fifth with 4.11 billion yen ($39 million), prevented Toho from a clean sweep. According to the association, total boxoffice income fell to 198.4 billion yen ($1.86 billion), down 2.2% from the 202.9 billion yen ($1.9 billion) recorded in 2006, though admissions were down a mere 0.8%.Japanese titles accounted for 47.7% of the revenue, down from 52.3% a year earlier. A total of 407 Japanese films were released in 2007, down narrowly from 417 in the previous year, but still a major increase from the 281 released as recently as 2001.The association also was keen to point out that the number of movie screens increased to 3,221 in 2007, up from 3,062 in the previous year. FACEBOOK TWITTER EMAIL ME Julian Ryall firstname.lastname@example.com @thr AP firstname.lastname@example.com @thr


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Reflections of a Former Trustee
How the Penn State Board of Trustees Really Functions
By Ben Novak '65
I was elected to the Penn State Board of Trustees more than two decades ago, and served on it as an alumni Trustee for twelve years—from 1988 to 200. I came on the Board thinking that it was a deliberative body such as one reads about in civics books. It is not.
It took me years to understand what was really going on. In what follows, I hope to shed some light on the inner workings of the Board, as well as to explain both why the Board remains so secretive, and why it has offered so little public leadership to the University since this scandal erupted.
The simple truth is that it is not simply a few bad apples who have brought about the humiliating situation we face. Rather, it is the way the Board of Trustees has structured the whole governance of the University that has made this scandal not only possible but almost inevitable.
I. Who Runs the Board
To understand how the Board works, one must understand how one set of Trustees runs it. The thirty-two-member Board (actually forty-eight members when one includes the sixteen Emeritus Trustees) consists of four separate groups: the Power Group, the Praetorian Guard, the Emeritus Trustees, and the Sheep—with, however, the latter divided into two subgroups.
The Power Group is a self-selected group of the wealthiest and most powerful members of the Board consisting of from three to five Trustees who consider themselves the real Board. They hire and fire the president; set the salaries of the top administrators (and their retirement packages and benefits); meet or talk with the president frequently; fly around in the president's jet; attend meetings around the country on behalf of the University; and approve of all the policies the president sets. They do this with little or no input from the majority of Trustees.
While the president of the University is a member of this group, he remains president only so long as this group considers him one of them. Indeed, there is almost no distinction between this first group and the administration itself.
Around this first group are seven or so other Trustees whom we shall call the Praetorian Guard, so-called because, like the original Praetorian Guard of the Roman Emperors, they form the cohort around the Power Group. They are often consulted by the Power Group, always support whatever the Power Group decides, and generally consider themselves to be part of the Power Group although they are not in the president's company as much. The Praetorian Guard is mostly made up of the richest members of the Board, but some make it into this group by reason of long association wit major components of the University.
The third group consists of the Emeritus members of the Board, who usually number about a dozen, but there are presently sixteen. This is a special club of former Board members who have served at least twelve years on the Board, and are found to be "distinguished," i.e., rich and compliant. If a member asks too many questions or wonders about following rules, one will not recieve Emeritus status, even if one serves twelve years. (Personal disclosure: although serving for twelve years, I was not offered Emeritus status, which is too bad, because Emeritus members are invited to attend all meetings of the Board even after their terms as Trustee are over—with their travel and hotel costs paid by the University.)
Emeritus members cannot vote, but they can speak at meetings, and can serve on all committees, just as though they were still on the Board. Emeritus Trustees are the cheerleaders for the Power Group and the Praetorian Guard. Their age, experience, prestige, and wealth are meant to charm or intimidate all new members to "get with the program."
These three groups together—the Power Group, Praetorian Guard, and Emeritus Trustees—constitute the Influential Ones. The Chairman of the Board appoints almost all the membership of special committees of the Board from these three groups. Members almost always nominate each other as the Board's officers; members of the Executive Committee; and presidential selection committee. They approve or disapprove hatever policies the president chooses to implement—or formulate them with him. They are the gatekeepers of all University business.
Next come the twenty or so other Trustees who can only be called Sheep. They receive information about meeting agendas a few days before each meeting, and are expected to approve whatever is on them. The Sheep, however, can be subdivided into two subgroups.
The first subset of Sheep are those who come onto the Board with a special interest in mind. This might be to set up a new, or expand an existing, program such as in hotel and restaurant management, or to get involved in a particular University area, such as the new colleges of Communications or Biophysics.
These Sheep are utterly dependent on the first three groups for the good will of the Power Group to get anything done. They often spend long hours in meetings with administrators and faculty members working on setting up the funding or parameters of their special interests. These Trustees tell many stories of the bureaucratic hurdles they had to overcome to get anything done. At the end, however, they often have a real feeling of accomplishment. In return for the privilege of doing all these things for Penn State, all they have to do is to unquestioningly rubber-stamp everything the Influential Ones want.
The second group of Sheep consists of those poor naïve souls, such as I was when first elected, who believe that the Board is actually a deliberative body to guide the University in keeping to its original purposes—who believe that they are called "Trustees" because the care and welfare of the University and its thousands of students and faculty are entrusted into their hands.
This second set of Sheep is bound for nothing but heartache and disappointment. Their opinions will rarely be asked for. Since they are never told much of what is going on, except to receive the meeting agendas a week or so before the meetings, there is little for them to do but to attend the meetings and approve whatever is on the agenda. If they raise any serious question, they are told to meet with the appropriate administrators who will answer their concerns—after the meeting is over.
The Influential Ones never tire of repeating that the appointment of the president of the University is the single most important act the Board does. If there is any doubt, therefore, that the majority of the Trustees are treated as Sheep, consider the appointment of Graham Spanier as president of the University in 1995.
The previous president, Joab Thomas, announced a year before his retirement that he would not be renewing his contract. In the ensuing year, the Board discussed at several meetings, and even had an all-day work session to discuss in generalities, the qualities that they were seeking in the next president.
But when it came time to actually consider candidates for the job, the whole process closed. A search committee of the Board, composed of Influential Ones was appointed by the Board Chairman. From that point on the rest of the Board was excluded from any involvement. Not the slightest word of whom they were considering leaked to the rest of the Board. Eventually the committee of Influential Ones selected Graham Spanier. A week or so before the meeting at which their choice was to be approved, a notice was sent to all Trustees advising them of the selection, and the next day the newspapers were profiling Penn State's next president.
A day or so before the meeting at which the Board was to vote, I spoke with the Board secretary and asked if the rest of the Board would have any opportunity to meet the nominee before the election. She advised me that nothing like that was planned. I suggested that this was strange, and that at least we ought to be able to say we shook the next president's hand before we voted for him.
A few hours later, I received a call from the chairman of the Board, who began by cheerfully telling me that the Board secretary had spoken to him of my call, and gee, that was a good idea. So, the chairman wanted to personally inform me that the I should be at the Nittany Lion Inn an hour early for the meeting, since a cocktail hour was now scheduled at which Graham Spanier would be present for all the Trustees to meet him.
At the cocktail hour, the entire Board, a majority of whom, like myself, had never heard of Graham Spanier until a few days before, had an average of barely two minutes each to say hello and shake his hand. Immediately after the cocktail hour, the Board filed into the next room and, as the first order of business, dutifully voted him in as the next president of The Pennsylvania State University.
II. How the Board Governs the University
As the Sandusky scandal goes on and on, many people wonder what responsibility the Board of Trustees has in all this. The answer lies in how the Board has set up the University to be governed. In a nutshell, the Influential Ones, most of whom are businesspersons, have set it up to be run as a business corporation on the model of Enron, concentrating all the power and information flow in the hands of the president.
To understand how they have done this we must delve into the documents by which they have structured the deal. While the discussion that follows may seem detailed and legalistic, it is simply a situation where the old saying applies: "the devil is in the details." We shall be concerned here specifically with Standing Order IX entitled "Governance of the University."
Section (1)(a) of Standing Order IX recognizes the Board of Trustees as the "corporate body established by the charter with complete responsibility for the government and welfare of the university." This means that the Board is responsible for what goes on … but not really.
Section (1)(b), entitled "Guiding Policies" almost completely absolves the Board from any responsibility, because subsection (1)(b)(1) delegates not only the "day-to-day management and control of the University" to the president—which is normal—but also delegates the "establishment of policies." Thus, the Board effectively removes itself from responsibility for policy; the formulation of policy is delegated to the president. So, if there is a policy that Emeritus Professors can use the showers, that is no longer the responsibility of the Board—the president did it.
This is why there is never any substantive discussion of policy at Board meetings; all policy-making is delegated away. Down further in Section (1)(c), the Board retains the power to determine the "major goals of the University," but only to approve the "policies and procedures for implementation of such goals." Thus all policies come to the Board already fully formulated by the president and the Power Group.
This delegation of policy-making to the chief executive may not seem totally unusual to business Trustees, since many boards of directors of corporations-for-profit do the same. The idea is that a board of directors hires a CEO and says, "the whole corporation is yours to lead; all we expect is that you will produce profits." This is why CEOs command such high salaries: they are paid to produce results. For the board of a profit-making corporation this makes things easy—all it needs to judge the CEO is look at the profit and loss statement. But for a non-profit institution entrusted with the education and care of thousands of young people it is near to a dereliction of duty.
But it gets worse. Even if the president-CEO is charged with making all policy, the Board could still exercise considerable oversight. But the Influential Ones have set up the flow of information so that it is impossible for a Penn State Board member to get any independent information about how the University is being operated or how its policies are working.
Subsection (1)(b)(2) entitled "Reports and information required" says—and this is deserving of bold letter treatment—This delegation of authority requires that the Board rely on the judgment and decisions of those who operate under its authority." In other words, those operating under the authority of the Board do not do so under the direction of the Board, but rather the Board simply hands over the whole institution to whomever they appoint, and relies on their judgment.
Now let us see how Standing Order IX forecloses any meaningful oversight. The next two sentences of Subsection (1)(b)(2) are truly Orwellian. The first says, "However, this reliance of the Board must be based on its continuing awareness of the operations of the University." But how shall the Board members maintain "continuing awareness"? The following sentence makes this impossible, for it establishes that the president is its sole source of information. It reads, "Therefore, the Board shall receive and consider forthright reports on the affairs of the University by the president or those designated by the president."
Thus, if the Board wants to know how the president's policies and procedures are working, the Board has no independent way to find out. Rather, the Board's very rules require it to ask the president to tell the Board how his policies are working. Not even profit-making corporations are this careless; they require independent verification. Not so for the Penn State Board of Trustees; like the Board of Enron, there are no independent sources of information except the very officers the Board appoints.
Further, Standing Order IX positively prohibits Board members from getting information from any other source. Section (4) dealing with Faculty has a subsection (c) entitled "Communication with the Board" that provides: "Official faculty communication to the Board of Trustees shall be made through the president." Section (5) dealing with Students has the same language in subsection (b): "Official student communication to the Board of Trustees shall be made through the president." What these two provisions mean is that no one on the faculty, and no student leader, may attempt to provide information to the Trustees except by sending it through the president.
In practice this means that if any faculty member or student leader contacts a Trustee to inform them of what is going on, and that Trustee attempts to check out the information through the president's office, that faculty member or student will be contacted by the president's office and reprimanded for violating Standing Order IX. I know: for, early on when I dared to mention the source of my information to the president, that source received such a call. It has also been reported that several student leaders and faculty members over the years have been warned by the president's office to avoid contacting Trustees.
The same is true if a Trustee wants to investigate anything by talking to an administrative employee. Employees are directed to report to the president's office before giving information to a Trustee. I have several times walked into administrative offices to request an appointment and watched the frantic calls reporting my presence to the president's office.
Nor is this prohibition on information gathering placed solely on the sources of information. Standing Order IX actually prohibits individual Trustees themselves from independently gathering information. Section (1)(f) entitled "Expectations of Members (referring not to what the members of the Board expect, but what is expected of them) specifically provides in subsection (12) that individual Board members shall "Respect established channels to acquire information." Since the only established channel is through the president's office…well, you get the point.
Thus in summary, although Subsection (1)(b)(2) majestically proclaims the need for each Board member to maintain "continuing awareness of the operations of the University," these other sections and subsections quite insidiously make that impossible.
III. Why We Hear Nothing from the Trustees:
The Silence of the Lambs
Ever since the Sandusky scandal erupted, members of both the University community and the public have been puzzled by the silence of the Trustees. Many find it hard to believe that all thirty-two of the individual Trustees were in favor of firing Joe Paterno, and they naturally wonder why none of them has spoken out. When any other type of governing body is called to deal with a problem, individual members usually offer their ideas as to how it should best be handled. But there has been not one peep from Penn State Board of Trustees members. Why is that?
The answer lies in the rules of the Board, specifically Standing Order IX, which contains without doubt some of the most amazing rules you will ever read governing the conduct of democratically elected representatives.
Section (1)(f)((5), for example, requires that members are expected to: "Speak openly within the Board and publicly support decisions reached by the Board." While the first part of this sentence—"Speak openly within the Board"—is laudable, the second part—"and support decisions reached by the Board"—is not. What the second part means is that no member of the Board may publicly speak against a decision of the Board once it is adopted. Thus, the silence of the individual members on the Board is guaranteed by the rules of the Board.
To get an idea of how ridiculous this is, imagine that the US Congress had a rule that once Congress adopted Obamacare, no member of Congress could thereafter speak publicly against it or urge its repeal. Yet, that is exactly what the rule governing individual members of the Penn State Board of Trustees states. One of the constant mantras that I heard repeatedly while on the Board was that the "Board acts as a Board, not as individuals." What this was meant to enforce is that any dissent from a vote of the majority of the Board is considered speaking against the Board itself.
This rule is further buttressed by two others. Subsection (1)(f)(10) requires the individual Trustee to: "Maintain confidentiality without exception." Thus individual Trustees are enjoined from ever reciting the arguments he or she disagrees with. Think of the scene of the entire Board sitting as silent as stones behind John Surma as he announced the firing of Joe Paterno—and you will have some idea what this rule means in practice This rule is further used to get Trustees to agree to unanimity after-the-fact, because even if they oppose an action before its adoption, they are bound to support it after it passes.
Subsection (1)(f)(11) requires that each Trustee shall "Advocate the University's interests, but shall speak for the Board only when authorized to do so by the Board or the Chair." This could be interpreted reasonably, but it is not. How the Influential Ones interpret it is that no Trustee may publicly give his or her idea of what is in the University's best interest unless he or she first gets the permission of the Board or the chairperson of the Board. Of course, no permission will be given to speak against any action the Board has already taken. Thus, once the Board acts, every individual Trustee is required by the rules to remain silent—which is exactly what the public has seen since the Sandusky scandal erupted.
IV. The Root of the Problem:
Centralization of All Power in the President
The root problem with the Penn State Board of Trustees arises from the centralization of all the powers of the University into the hands of the President. This occurred in July 1970.
Prior to this, the academic side of the University was governed by a whole plethora of largely independent parts. These consisted of departments, loosely presided over by department heads, who were in turn loosely overseen by deans of the colleges, as well as a variety of relatively independent programs such as Agricultural Extension Services, all largely working independently, though in concert. All of these in turn were very loosely brought together in the Faculty Senate.
This was theoretically only one part of the University—the Faculty. The second part consisted of the student body, roughly organized as the Student Government Association, or the All-University Cabinet, or the Undergraduate Student Government, as it was called at various times. Believe it or not, in many respects and at various times the student government through its chartering powers had slightly more control over its organizations—such as the fifty-six independent fraternity houses, its thirty-three independent sororities, the house governments in the dorms, and the multitude of independent student organizations that existed on and off campus—than the Faculty Senate. Indeed, back then the student body organized more university-wide activities than the faculty did.
The last loosely organized third of the University was the administration, which was supposed to be directly, but was actually only loosely, under the control of the president of the University. I say "supposed to be directly but was actually only loosely" for two reasons. First, because there were often conflicting lines of authority. For example, before 1970, the chief administrator in charge of student affairs was the Special Assistant to the President for Student Affairs. But he had no authority to promulgate policy regarding student affairs—that was vested in the Faculty Senate. Thus neither the president of the University or the chief administrative officer had direct control over student affairs. The same lack of direst control held true for many other sectors of the University.
The second reason that the president of the University had only loose control over even his own administration was that nearly all employees in administration could exercise a large degree of discretion in how they handled their responsibilities. For example, Agricultural Extension and most research activities on campus looked primarily to their sources of funding and the communities they served, rather than to the central administration for guidance.
Over most of these multifarious arms of the university, therefore, the president had little real power, although he had a lot of authority. The difference is this: that while power is exercised from above, authority is given by those below. Thus the president of the university could rarely order what he wanted done from on high, but his prestige was such that Deans, department heads, program directors, and student leaders tried mightily from below to get together in order to accommodate whatever policies or other changes the president desired, though they still exercised a whole lot of discretion in how they did it.
The president's real prestige and authority came from the general understanding that we were all united in working for the good of the whole institution. This is what held us together and made Penn State so dynamic. It was the source of our great Penn State pride. We did things, not because we were ordered to, but because we wanted to. We were tremendously proud that we all had a part in determining where Penn State was going and what it was aiming to become.
Also, before the centralization, there were hundreds of checks and balances throughout the university system—nobody could get away with much for very long, because there were too many people watching. Everything was everybody else's business because we were all in this together. Everyone kept one eye open for what was best for the University as a whole—and the other eye open for what was not….
At that time, too, there were a lot of men and women who, although they had no power that you could see on an organization chart, were nevertheless so highly respected that their opinions carried a lot of weight far beyond their job description. Penn State was not an organization of mechanical parts back then, but was an organic whole, where the slightest pain in one limb was instantly communicated through the whole body.
But in 1970, all this began to change. Not suddenly but gradually an entirely new mentality began working itself through the Penn State body. It said: all that matters is who has the power—and this was determined by organization charts. Whole new positions and offices grew up to make regulations and tell everybody how to do their jobs. Turfs were no longer decided by what was best for the University, but by who had the power. Respected professors found themselves of no more account than a brand new administrator or a newly minted instructor. Countless rules were made that made no sense to those who had to enforce them, but were ordered from on high.
Before 1970, a Jerry Sandusky would have been out on his ear at the first whisper of improprieties. This would have happened at the lowest level and few above would need to know about it. The problem simply would have been gone before anyone had to think about it—and the kids would be—and indeed were—infinitely safer than they are today.
In the 1990s while I was serving on the Board, several nurses from Ritenour Health Center were upset, they told me, because there was a veritable epidemic of venereal disease—herpes, gonorrhea, chlamydia, syphilis, AIDS, etc.—on campus. They came to me because tall their attempts to get administrators at Ritenour or higher to do something about it had been fruitless.
The problem that I faced was that the nurses were afraid to allow their names to be used because they were afraid of losing their jobs. Therefore, I could not name anyone that administrators could go to in order to confirm what I told them. Nevertheless, I talked about the issue without naming any names with administrators who shrugged their shoulders; and with other Trustees who listened politely and said, "this is the president's problem, he's in charge;" or "We can't talk about this kind of thing at the Board of Trustees level."
By the 1990s, no one below the president had the power to institute, or even investigate anything, no matter how serious it was, unless his or her immediate superiors knew that the president approved. This, of course, was during the administration of a president who had done his doctoral research on the virtues of wife-swapping, a fact of which everyone was keenly aware.
The problem was the same with the media; they wouldn't touch the story. I talked about it to Collegian and Centre Daily Times reporters as a story worth investigating. But they completely ignored it. They needed blessings from on high to venture into a story like that. So, no word ever went out to the students about what some nurses thought at Ritenour was a major health problem.
(Personal confession: Perhaps I should have done more. I don't know how many students now go through their lives bearing the scars of venereal disease. Maybe I am the Joe Paterno and Mike McQueary of a similar issue in an earlier age; if so, I know exactly how they feel. But I also know that even if I had stood on the rooftops shouting it, it would not have made any difference to the administrators or been covered in the media—I would only have been shouting into the void.)
My point in all this is to show how the 1970 decision of the Board to vest all power in the president has played out. In the type of atmosphere that centralization creates, it is no wonder that a Jerry Sandusky could haunt the showers for years with no one taking action. Joe Paterno was the only one who took action—he kicked him out of the football program thirteen years ago. That should have been the end of it; for, when Joe disavowed Sandusky as his successor, that would have set off alarm bells. But no, in a world where only presidential power matters, Sandusky could worm his way into wherever he wanted by bureaucratic manipulation. So, he continued to haunt the showers, and neither the head of Athletics nor the head of Police Services could really act on their own. Nothing happens anymore at Penn State unless and until the president says so.
This is the system of governance that the Board of Trustees set in place since 1970, and it is the key to how the whole place functions. It is why a scandal such as the Sandusky affair was not only possible but darn near inevitable—and there may be many more out there that have not surfaced yet.


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9 ways cybersecurity can prevent your data being sold on the darknet
In July 2017, it was revealed that millions of Australians' personal data had been put at risk, when Guardian journalist Paul Farrell exposed a serious data breach by successfully purchasing his own Medicare details on the darknet. But governments are not the only ones at risk of such data breaches – according to an investigation by OWL Cybersecurity, every single Fortune 500 company has potentially compromising data available on the darknet.
Whether the result of a malicious insider purposefully leaking the information, or hackers taking advantage of workplace cybersecurity weaknesses, it is more vital than ever that organisations are vigilant about their cybersecurity practices.
To help, this blog post will cover 9 workplace cybersecurity measures to help prevent your company data from being sold on the darknet.
But first, a brief explanation.
What is the darknet?
The websites we browse every day – those visible and accessible via search engines – only make up a small percentage of the internet. This is what's known as the surface web. Beyond the surface web, there is the deep web, where sites require credentials to access them (e.g. banking sites or paid firewall), and then there is the darknet. One estimate suggests that 96% of online content exists in the deep web and the darknet.
The darknet is a collection of networks on the internet that are purposefully hidden; in other words, they can only be accessed using special tools and software, and not via any search engines. Because of the anonymity that this provides users, the darknet can facilitates the exchange of stolen and hacked data, providing a place for hackers to sell data they've obtained, while also providing a forum for insiders with access to corporate data to sell that access.
9 workplace cybersecurity measures to protect your company data from the darknet
1. Educate employees about security protocols on a regular basis
Social engineering and business email compromise (BEC), whereby cybercriminals manipulate employees into performing an action or divulging confidential information, remains one of a hacker's best weapons for infiltrating an organisation's networks and gaining access to valuable data. 45% of cybercrime victims in 2017 were so because of phishing and fraudulent emails according to research from Norton by Symantec.
It's important, therefore, that employees are educated regularly about cybersecurity best practices, including how to recognise suspicious emails, how to secure their BYOD devices, how to use social media safely and how to transmit data over networks securely.
Phishing, a highly prevalent social engineering technique, is an especially big threat – according to a 2017 study by Keeper Security and the Ponemon Institute, 79% of SMBs who said they had experienced a ransomware attack reported that the ransomware entered their system through a phishing or social engineering attack. Employing phishing simulators, such as PhishMe or Gophish, can be an excellent way to educate employees on how to recognise phishing emails and can help you identify those employees that might require extra training on proper identification.
2. Enforce password policies and two-factor authentication
Passwords are the most common method of authentication, but it is also the most vulnerable and highly abused. Findings from the 2017 Norton Cyber Security Insights Report indicate that one-third of Australian consumers are not storing passwords securely and as many as 16 per cent of Australians are using the same password for all their accounts. The 2017 Verizon Data Breach report found that, over 70 per cent of reported breaches were due to weak user credentials, including usernames and passwords. And while companies like Apple and Microsoft are making moves towards making passwords a relic of the past, until that happens, it is up to organisations to ensure they are not a liability.
While educating employees about password best practices is important, the reality is that these are rarely followed – employees struggle to remember long, complex passwords with letters, numbers and characters, and frequent password updating just leads to predictable patterns that hackers can easily guess.
Instead, a password manager, such as LastPass or Dashlane, which encrypts and stores passwords in a secured vault that is protected by a single master password, can make it much easier for employees to comply to password policies.
Enforcing two-factor authentication, whereby users have to enter a code after typing in their login details, can also add an extra layer of security, particularly when it comes to protecting information from being sold on the darknet, as any login details that have been criminally obtained are effectively useless without the code.
3. Consider alternative authentication methods
Biometrics can also play an important role when it comes to accurately and securely authenticating users and removing the burden of passwords.
For example, typing recognition, a type of behavioural biometric that uses artificial intelligence to identify the unique ways in which people type on a keyboard, can provide a seamless and continuous means of confirming a user's identity, ensuring any unauthorised access to an employee's account is automatically detected. Not to mention behavioural biometrics are impervious to theft. TypingDNA is one company that offers such a service.
4. Have a stringent BYOD (Bring Your Own Device) policy
BYOD workplaces are particularly susceptible to data breaches, due to the lack of control your organisation has over security measures that employees use. Mobile devices are also particularly vulnerable – according to Symantec's Internet Security Threat Report 2018, mobile malware increased by 54 per cent in 2017, as compared to 2016. That's why it's crucial to have a stringent and enforceable BYOD policy that includes security measures, such as ensuring screens are locked after a certain amount of time, or banning certain unsecured apps from being downloaded.
Technology can also help to ensure employee compliance to the policy. Mobile device management (MDM) software can restrict risky behaviour; configure devices to use a PIN number to lock the device; locate, lock and wipe lost devices; and keep personal and corporate data separate in the event the device does have to be wiped.
5. Use tech to monitor user behaviour and unusual activity
As tactics used by cybercriminals grow more sophisticated, so too must the tools we use to identify suspicious activity and protect our networks.
Many companies are taking advantage of machine learning and predictive analytics to uncover emerging cybersecurity threats much faster than previously possible. Australian startup ResponSight, for example, uses behavioural analytics to detect when something is out of the ordinary, allowing for proactive detection and isolation of any potential cybersecurity threats. It also allows for monitoring of your BYOD workforce, as it increases security outside the corporate network without negative impact on users.
6. Use role-based access control
Restricting employee access is a simple way to reduce the amount of data that is exposed in the event of a data breach, while also helping to protect against insiders acting maliciously by selling the data themselves.
Role-based access control (RBAC) ensures employees can only access those parts of the network that are directly connected to their role, and it also controls their level of access by limiting their ability to view, create or modify a file.
7. Back up regularly and have a cyber incident response plan
The prevalence of ransomware, which is only expected to grow as cybercrime as a service becomes a bigger trend, means organisations have to be extra vigilant about ensuring their data is regularly backed up to an offline location, particularly as in many cases of ransomware attacks, it is impossible to crack the encryption.
Having a formalised and highly specific workplace cybersecurity incident response plan can also go a long way towards ensuring your organisation is up and running in the shortest possible time.
8. Employ a darknet monitoring service
When news of the Medicare data breach broke, it was later revealed that the Australian government had been unaware of the breach for 9 months – and if not for the Guardian article, they may have remained unaware for much longer. This goes to show just how long such data breaches can go undetected.
Monitoring the darknet for any information leaks on a regular basis is one way to combat this. However, the very nature of the darknet means it is extremely difficult for any organisation to perform this type of monitoring themselves, as it requires lots of time and specialised knowledge.
It can be prudent, therefore, to employ a cybersecurity company to perform such services on your behalf, such as AusCERT or Symantec.
9. Consider cyber insurance
Data breaches are extremely costly – according to a study by IBM Security and Ponemon Institute, the average total cost of a data breach in 2017 was $3.62 million. Research from Norton by Symantec revealed that 79% of businesses have never had a cyber insurance policy in place however this can help to mitigate these costs and help businesses recover quickly from attacks.
While employee education remains an important facet of workplace cybersecurity, technology is a crucial means of filling gaps, ensuring compliance, and staying ahead of sophisticated attacks. Be sure to employ every resource at your disposal when it comes to securing that all important resource – your company data.
Want the most up-to-date information about cybersecurity and how to protect your company data? Read more about the CeBIT Cybersecurity conference and register your attendance today!


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Another IPA in the debate of aging, but this particular beer actually states from the brewery, right on the label, that it ages well. Again with hops acting as a preservative and the ABV sitting in the range of 15-20% (depending on batch) it isn't beyond belief that these bottles could sit for years.
When I had my first 120 Minute IPA years ago, it was on draft and it was like nothing I had ever tasted before. It was a hot, sticky, bitter mess and it took me close to an hour and a half to finish it. Since then my palate has changed and the way I accept this beer fresh is completely different. It still packs a punch and is a wallop of hops and malt, but the depth of this beer is now easier to understand.
Coming on 3 years old, it is evident that this beer ages dramatically from year to year. The aroma is rich with resin from the hops, fig, some grapefruit and a decent amount of alcohol. As it continues to open up, the alcohol and resin grow in intensity.
The taste is much departed from the nose. The flavor is sweet through and through. The pungent bitterness of the hops almost evade and diminish before detection. Mixed with the alcohol, the hops seem to have kept the candied sugar content form the malts intact. Notes of mandarin oranges, green grape and some pineapple play in to the mix from the hops as they pair with the sweetness. The initial heat from the alcohol is gone and heavily masked by the residual sugars.
It would almost seem that this has become a bit of a malt bomb, but the combination of the aggressive hopping and the large bill of fermentable ingredients seem to play nice together. Where this beer sits after 3 years is almost a 180 turn from how it is fresh. It will be interesting to revisit this after another year so see what else might have changed over that time.
Our CELLARED series aims to explore the world of aging beer and sharing the effects of time in the bottle. Bottles have been kept away from light and at temperatures between 44-60 degrees. Individual experiences may vary depending on storage environments.


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I just heard about this:
University of Manitoba climatologist among three killed in fatal crash in Arctic Ocean
A Manitoba researcher is dead after a helicopter crashed into the Arctic Ocean Monday evening.
The University of Manitoba climatologist, Klaus Hochheim, was among three people who died in the crash, which happened around 7 p.m. CST in the McClure Straight in the Northwest Territories.
The helicopter was on a routine mission to check ice conditions at the time it crashed and was travelling with the CCGS Amundsen, a coast-guard ice breaker.
Marc Thibault, the commanding officer of the CCGS Amundsen and Daniel Dubé, the pilot, also died in the crash.
Hochheim, an experienced climatologist, was 55 years old and left behind a wife and three children. He had worked at the University of Manitoba's Centre for Earth Observation Science for the past 12 years, focusing on sea ice climatology and remote sensing in extreme conditions.
Very sad.
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Today in 1936: Supreme Court begins to adopt expansive view of Commerce Clause powers
April 12, 2013
When the Supreme Court decided National Federation of Independent Business v. Sebelius (a.k.a. the Obamacare case) last June, the vast majority of the coverage of the ruling focused on the immediate political implications – that President Obama's centerpiece legislation of his first term was upheld.
When constitutional law textbooks evaluate the ruling's impact in the years to come, however, these political implications will be but a footnote, overshadowed by the significant impact that the ruling had on Commerce Clause jurisprudence.
The decision continued the recent Supreme Court trend of hostility toward congressional Commerce Clause authority, and in a not so insignificant way.
After all, the general consensus among most constitutional law scholars – prior to the decision, that is – was that the "individual mandate" was well within the previously established boundaries of Congress' power under the Commerce Clause to "regulate commerce…among the several states."
Although a majority holding technically failed to emerge that would have created precedent to the contrary (since the four dissenting justices refused to join in the Chief Justice's opinion on the issue), the case will be widely regarded as another in a long line of new restrictions on congressional powers.
This "long line" is, as mentioned above, a relatively recent phenomenon that began with 1995's U.S. v. Lopez. Lopez struck down the Gun-Free School Zones Act, which made it a federal crime for any individual to possess firearm within a "school zone," as exceeding Congress' authority under the Commerce Clause.
Although it may seem quite attenuated that Congress would seek to prohibit guns in schools under the guise of regulating commerce among the several states, Lopez was actually the first time that the Supreme Court struck down an act of Congress in almost 60 years.
The ruling that started the Supreme Court down its earlier path of a broader reading of Commerce Clause authority is National Labor Relations Board v. Jones & Laughlin Steel Corporation, decided on April 12, 1936.
The 77 year old decision upheld the National Labor Relations Act of 1935, an expansive law that regulated labor relations in the private sector (and also created the National Labor Relations Board (NLRB)).
The Act was challenged by major steel producer Jones & Laughlin Steel. Jones & Laughlin brought the challenge in response to action taken against it by the NLRB, which brought charges against the company accusing it of discriminating against employees that wanted to join a labor union.
After the NLRB ruled against Jones & Laughlin, the company contested the ruling, claiming that "the act is in reality a regulation of labor relations and not of interstate commerce."
The Supreme Court eventually heard the case, and ruled against Jones & Laughlin 5-4, finding that the Commerce Clause did not limit Congress to regulating interstate commerce only directly, but also those activities that indirectly affected commerce, regardless of whether, "when considered separately," they may be "intrastate in character."
Although a staple of any constitutional analysis today, this Commerce Clause interpretation of allowing Congress to regulate activities that had a direct effect on commerce, instead of limiting regulation strictly to commerce itself, was brand new at the time of the ruling.
In fact, just under two years earlier, in A.L.A. Schechter Poultry Corp. v. United States, the Supreme Court held that another federal labor law was unconstitutional for attempting to regulate "intrastate transactions which affect interstate commerce only indirectly."
The shift in direction seen in Jones & Laughlin Steel is likely attributable to changing political winds which saw the judiciary become less willing to interfere with the legislative powers of Congress.
Congress proceeded to use its broadened powers unfettered for the next 59 years, even invoking the Commerce Clause to help dismantle segregation.
In 1995, however, the political winds shifted again towards the use of the courts as a means to keep the regulatory powers of the other two branches of government under increasing scrutiny, eventually leading us to the unprecedented level of judicial oversight found in NFIB.
Whether the political winds change yet again and in what direction remains to be seen.


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Why use a konjac sponge?
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- Konjac is completely natural, non-toxic, and biodegradable, and it naturally nourishes the skin with antioxidants, vitamins A, B, C, D and E, proteins, lipids, fatty acids, copper, zinc, iron, and magnesium.
- Best of all, the konjac sponge has enough innate cleansing properties on its own that most people have success using it with just water.
How to use a konjac sponge?
- Rinse and soak the dry Konjac Sponge with warm water until fully softened and expanded.
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Microholographic data storage system model is presented that includes non-linear and non-local behavior of the storage material for accurate simulation of the system and optimization of the writing process. For the description of the photopolymer material a diffusion based nonlocal material model is used. The diffusion equation is solved numerically and the modulation of the dielectric constant is calculated. Diffraction efficiency of simulated microholograms and measurements were compared, and they show good agreement.
©2007 Optical Society of AmericaFull Article | PDF Article
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ST. PETE BEACH, Fla. - Two beachfront resorts in Florida say their staff have been trained on ways to meet the needs of guests with autism.
The TradeWinds Island Resorts, overlooking the Gulf of Mexico on the island of St. Pete Beach just west of St. Petersburg, say they have been named "an autism-friendly business," one of five hotels in the U.S. to receive the designation from the California-based Center for Autism & Related Disorders Inc.
Special activities for kids with autism are offered at the resorts, TradeWinds says. As well, free safety kits available to guests include a hanging door alarm, electrical outlet covers and table corner cushions.
Families are asked a list of questions when reserving so that staff can be aware of issues such as sensitivity to cleaning products and noise, TradeWinds says.
TradeWinds Island Resorts comprise the Island Grand Resort and the Sandpiper Suites.
On the web: www.justletgo.com/autismfriendly