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A Southern California teenager who was fatally shot while handcuffed by police last Wednesday was armed during the incident, a police spokesperson said Monday.
The suspect, later identified as Lamon Khiry Haslip, 18, died Friday night.
Haslip's friends and neighbors, including Pastor Caleb Henderson, have admitted that Haslip was a gang member, but contest the way in which he was killed.
"No one should be shot, handcuffed with hands behind their back," Henderson said.
Read more from NBCLosAngeles.com
Byttany Haines and her boyfriend Daniel Aguilar said they saw the deadly incident up close.
"He didn't move; he wasn't screaming; he didn't try to resist; he was handcuffed," Aguilar said.
The Riverside County Sheriff's office told NBC4 that a deputy chased down and arrested Haslip while responding to a "man with a gun" call. When backup arrived, the office said Haslip "rolled over" and revealed a gun.
Haines said that's when deputies started screaming for the teen to "get down."
"And you hear one shot and he doesn't move after that, you know he's dead," Haines said. "I started screaming, I cried and I just kept yelling, 'Call the news, you guys can't just do that to people.'"
Complete US coverage on NBCNews.com
Aguilar said the incident was disturbing.
"I felt like crying you know because I never seen anyone get popped like that," Aguilar said.
Anita Morris, Haslip's aunt, said the man's father is in prison and his mother lives out of state. Morris said she always believed Haslip would turn his life around and is devastated he won't get that chance.
"I like him to be remembered by his smile," Morris said.
More content from NBCNews.com:
- Despite 'fiscal cliff' deal, more political drama likely on way
- New laws target sex offenders with Santa suits, and more
- Adam Lanza's body claimed by father for burial
- YOLO, fiscal cliff: 12 words that must be banned
- Video: Two teens, 12-year-old charged in fatal carjacking
- Officers' 'gut feeling' tracks down missing LA toddler
Follow US news from NBCNews.com on Twitter and Facebook


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When I visited the Poconos, I overheard someone talking about the huge Kittatinny House near Delaware Water Gap. I did learn that the hotel burned down during its heyday. But I was wondering if the site was ever excavated. Is the exact number of rooms known?
When I visited the Poconos, I overheard someone talking about the huge Kittatinny House near Delaware Water Gap. I did learn that the hotel burned down during its heyday. But I was wondering if the site was ever excavated. Is the exact number of rooms known?
D.R., Manchester, N.H.
The site of the former mammoth Kittatinny House was excavated in 1968, by workers from the National Park Service. As the resort's foundation was uncovered, the amazing size of the building was realized.
The Kittatinny, 180 feet above the Delaware River, endured a number of remodelings and expansions, leaving the exact number of rooms at any given time lost in history.
Although the chronicles of the Kittatinny are sketchy, the beginnings of the resort are well known. Antoine Dutot began construction on a boarding house in 1829 near the village of Delaware Water Gap, then known as Dutotsburg.
Some reports indicate that Dutot's venture was a failure, and that he sold the unfinished building in 1832 to Samuel Snyder, who enlarged and completed construction. Snyder opened the resort, said to accommodate 25 guests, in 1832 or 1833.
William A. Brodhead rented the building in the early 1840s, and he purchased it about 10 years later. He, in turn, enlarged the building to accommodate 50 people, according a 1968 article in The Pocono Record.
To house additional guests, the size of the hotel mushroomed again. Eventually the resort could house up to 500 people, although some reports give maximum occupancy as only 200.
One interesting twist in the resort's history was brought to light by Alan Sweeney in his book "Journey Along the Delaware, Lackawanna, and Western Railroad," in which he writes that in 1884-1885, the original Kittatinny House was torn down and replaced with a new building. In contrast, the Antoine Dutot Museum and Gallery website, dutotmuseum.com, reports that the original building was razed in 1892.
Another item in the resort's chronicles was reported by the National Park Service in a historic narrative: "During 1891-1892, apparently a major structural change occurred, for at that time the last of the original Kittatinny House disappeared, and the proprietors began referring to the place as the New Kittatinny." It appears that the park service narrative supports the Dutot museum's findings.
In the early 1900s, the resort was sold again to a duo known as Mr. Leeds and Mr. Lippincott, who owned Haddon Hall in Atlantic City, N.J., according to the 1968 Pocono Record article. The two are said to have refurbished the resort.
The history of the forever-expanding resort continued until 1931, when the grand Kittatinny burned to the ground.
For previous questions and answers, see poconorecord.com/consumer. Published questions are limited by space available.
Send questions to Write to Know, Pocono Record, 511 Lenox St., Stroudsburg, PA 18360.
Fax 570-421-6284.
Email email@example.com.

subset: commoncrawl


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Was it Christy/Jodi who had an elephant washing Speedbump before?
There's a lot of stuff in that promo. Washing elephants is the twins' Speed Bump? And I'm also amazed as to how much the promos focus on Amani and Marcus.This must be the roadblock but what is it? A bird house?
I don't see how washing elephants could be a "dream excursion" Maybe it's a detour? Wash elephants or ride elephants?
Oh my.... now i know where is the elephant leg... they are in Khao Yai National Park... northeast from bangkok
Anybody know #15 right off?
If it's not a rhetorical question, then that's the Marble Temple.
We also have these locations still to look for?
Umm how about this one?This is Pathum Wanaram Temple
I am pretty sure elephant washing was in TAR 2, leg 6.
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ResourcesBy Laura Hughes
Case Study: Royal Caribbean Cruises and Microstrategies
Project Leapfrog
Company | Royal Caribbean Cruises Ltd.
Corporate Headquarters | Miami
CIO | Thomas Murphy
Employees | 28,000
Passengers carried in 2000 | 2,049,902
Bookings after Sept. 11 | 50% drop from previous year's levels
Revenues | $940.7 million in Q3 2001, up 11.2% over Q3 2000
Net income | $159.2 million in Q3 2001, down 21% from Q3 2000
Yield per cabin | Off 10% to 15% in Q4 2001 from Q4 2000 (est.)
In March 1999, when Tom Murphy was hired as CIO of Royal Caribbean Cruises Ltd., he was asked by CEO Richard Fain and President Jack Williams to help shake things up at the $2.9 billion Miami-based company. And what a shake-up it would be. Fain wanted to practically double the size of the company over five years, increasing employees from about 17,000 to 40,000 and the fleet from 17 ships to 29the most aggressive launch schedule in the history of the cruise business. Fain's $1 billion expansion plan would also take the corporation digital.
And why not be bullish? Industrywide, bookings and revenues were soaring to record highs, and the country's long economic expansion had finally begun to lure new legions of middle-class families to the high seas for the first time. Indeed, one of the biggest challenges RC and other cruise lines had back then was figuring out how best to spend their relatively fat budgets, not just to meet growing demand but to boost repeat bookings. "Cruise lines were stepping all over each other to stretch capacity, steal passengers from one another and boost occupancy rates," says Glen Reid, a cruise analyst with Bear, Stearns & Co., "and Royal Caribbean was among the most aggressive."
During his first big meeting as CIO, Murphy recalls, each business unit manager got up and outlined his plan to woo more customersoffering up everything from more luxurious menus to bigger dance floors on ships. Then it was Murphy's turn. "If you would rather invest in lobsters and new sheets, more power to you," Murphy recalls telling the group. "But if you want to launch four new ships next year and put $10 million worth of IT equipment on each, then it's going to take a huge difference in attitude about how you spend money on IT." Murphy says there "was a huge disconnect in their thinking, a gap that had kept IT and the business apart."
At first, Murphy's remarks hit dead silence. Before he joined the company, IT had been the department that everybody loved to hate, known more for wiring up systems that didn't work and for being a "command-and-control organization that had no sense of customer service," recalls Murphy. Even policies designed to resolve complaints were problematic: Shoreside and shipside systems were not coordinated, and some customers would get compensated twice for the same complaint, costing RC unnecessary millions.
Now here was this new guy, Murphy, talking about leading change and supporting the business. "Jaws dropped," RC Vice President Perry Sandburg recalls. But the more Murphy talked, the more his new colleagues listened. For each of the business strategy goals detailed in CEO Fain's 1999 five-year plan, Murphy cited a way that IT could be used to achieve it. Fain wanted to boost customer loyalty and occupancy rates; Murphy's new digital reservations network would replace what he called "a spaghetti code" of 12 different, glitch-prone systems that didn't talk to each other nor provide any data about customers before they boarded ship. Fain wanted RC to be smarter about purchasing everything from soap to onboard entertainment; Murphy's new supply-chain management system would automate the purchasing process, cut costs, improve planning and pool big orders of supplies for better prices. Fain wanted to expand the employee rosterfastadding 27,000 new hires in five years; Murphy would automate HR to make that rapid growth possible without breaking the bank or straining current systems. The goal: a single view of all employees, their salaries, benefits, skill-sets and succession plansand the tracking technology to keep tabs on it all.
Murphy also knew that to make it all work, he'd have to boost IT's visibility inside RC: more senior titles for new IT hires, training of IT recruits in business strategy, and performance reviews that measured business initiative along with technical savvy. At one point, Murphy even handed out RC-IT polo shirts with special logos as part of an internal branding campaign he devised to boost department morale. "A lot of lightbulbs went on that day," Murphy recalls, "not just among the business folks, but among the IT people as well."
The company would later call the technology-driven expansion strategy Project Leapfroga name Fain gave to it one day during an officer's lunch. The goal, ultimately, was to roll out a whole new fleet of high-tech ships to jump RC from the No. 2 berth to the leader in the industry. Each new vessel would cost up to $350 millionand be packed with about $10 million in IT investments.
But like so many CIOs charged with bringing a corporation into the Digital Age, what seemed headed for the stratosphere in early 2000 would end up coming down hard. As early as spring 2001, less than two years into Fain's push, storm clouds were already brewing. The recession in Japan, a spending slowdown in Europe and the continuing fallout from the dot-com bust in the U.S. had begun to erode bookings and revenues. Still, RC executives pushed forward on their plan even as they began heavily discounting rates to keep cabins filled. It worked for a while: Before Sept. 11, RC was able to fill more than 90 percent of its beds with passengers, but only by charging rates as low as $369 per person for a seven-night Caribbean cruisea far cry from peak-season, first-class rates of $3,285 per person. It was a price discounting strategy that prompted executives in the cruise business to joke that it had become cheaper to take a three-day Caribbean cruise than to take a family to dinner in Manhattan. The strategy carried a price: Partly as a result, fourth-quarter 2001 yields for RCthe combination of price and occupancy rateswould be down at least an estimated 10 percent to 15 percent from the last three months of 2000.
The Iceberg
The Iceberg
On Sept. 12, nearly two years to the day after Murphy first outlined his IT vision for Project Leapfrogand halfway into the project, with some of its changes just starting to pay off in the millionsthe bottom fell out. That day, Murphy found himself called into a very different kind of meeting.
It was the morning after the terrorist attacks in New York and Washington, and Murphy and five other executives, including the CFO and the chief HR officer, were assembled by Fain to talk about how much the world had changedand to take action. Hundreds of people were phoning travel agents across the country to cancel fall and winter cruises, and more calls were flooding in by the second. Dozens of ports were closed, and thousands of people were stranded on ships all over the globe: One ship stranded off Vancouver would have to wait five days to disembark its rattled vacationers.
Fain's news then was hardly surprising: It was likely to be a very bad quarterand suddenly, the future beyond December didn't look too great, either. Fain asked all six executives at the meeting to quickly calculate what it would mean if each of their units were to cut their operating budgets by 25 percent. Two days later, with bookings now down 50 percent from the same week the year before, Murphy presented the group with three IT options: slow down Leapfrog, cut parts of it or stop it dead in the water. To Murphy's surprise, Fain, Leapfrog's champion, opted for a dead stop. More than $300 million had to be cut from the company's operating costs immediately, and most of that would have to come out of the future. That meant Leapfrog. "Nobody in IT thought that they'd shut down Leapfrog altogether," Murphy says. "The company treasurer was the only one who counted that day." Fain would later tell the SEC that the financial impact to RC for the week following Sept. 11 was $25 million.
Over the next two weeks, some 400 people lost their jobs, 112 in IT alone, and nearly every part of Leapfrog was mothballed for better, less uncertain times (see "Leapfrog, Grounded.") Murphy's annual IT budget was slashed, from $83 million in 2000 to about $42 million in Octoberroughly the same amount he had to work with when he first came on board. "It was the hardest thing I've ever had to do," Murphy said, "and unlike anything I've ever been through in my life."
Yet no sooner did he complete the layoffs and reorganize his staff around a "holding pattern" of basic IT services than new crosswinds began buffeting Murphy's department. On Nov. 20, RC announced plans to merge with P&O Princess Cruises PLC, kicking up whole new waves of uncertainty. RC executives told Wall Street analysts at the time that the IT departments of the two companies would likely be combinedsignaling more streamlining ahead, and perhaps just one CIO running both shops.
Murphy wasn't in the loop this time. He and the other top executives were told of the merger two days before the public announcement. Now Murphy isn't sure what his future holds: On Dec. 17, No. 1 Carnival Corp. made a hostile takeover bid for No. 3 Princess. If regulators reject both deals, RC would remain No. 2. But if regulators don't object, Princess shareholders, during a meeting set for Feb 14, could vote to opt for Carnival and leave RC at sea.
Thinking Small
Thinking Small
Murphy's struggles, though many, aren't unique. Across industries, technology budgets continue to be squeezed, and post-Sept. 11 uncertainties, market turbulence and wrenching staff cuts in some industries continue. "I think at some level, everybody is going through this period of uncertainty," Murphy says. Adds John Kotter, a Harvard Business School professor and the author of several books about change management: "Without a good vision and a clever, clear strategy in times of rapid, sudden change, managers can rarely inspire the kind of action needed to go forward."
So how do you manage in a storm when the old, reliable compass isn't working? "You get small," says Mercer Management Consulting Inc. travel industry expert Vasco Fernandes. "You begin breaking longer-term strategy into smaller stages so as to be more focused on the immediate."
Murphy calls it microstrategy. "Within the context of preserving long-term goals, there are a whole bunch of microstrategies you can use to get there, and these stepping-stone strategies need to be very nimble and adaptable," he says. With microstrategy, "you chunk your planning into smaller pieces than before, so it's more manageable and more affordablein whatever context you're going to put affordableso that it's easier to adjust things along the way, if necessary," Murphy says. "But at the same time, you always understand where you need to be."
Microstrategy isn't newit originated during the downsizing craze of the 1980sbut it's gotten renewed attention in the wake of Sept. 11 at a number of companies, especially those tied to travel, such as airlines and hotels. Kotter says microstrategy can help crisis-hit companies "dodge left or right in a way that is sensible for the long term. When a meteor hits, don't panic. Find the opportunity in change. If the long-term vision is right, the trick is not to get swamped by sudden jolts, but to always keep your goal on the horizon."
After getting the news about Project Leapfrog, Murphy had what he called "a long, bad weekend"then came back the following Monday morning to begin instituting the first phase of a microstrategya three-pronged rapid-change plan he devised to save his department, his own job and any prayer of bringing back Leapfrog. The first phase, called Survive and Thrive, was aimed at getting RC's IT department through painful layoffs with as much haste and ease as possible, then focusing remaining staff on some new goals aimed, ultimately, at restoring the project, possibly someday even rehiring those who'd been cut from the roster. It was a two-week process of involving HR, pulling performance ratings, talking to people about which people to keep and which to let go. "You can't do this lightly," he says. "There are certain intellectual capsules you don't want to let go because you know how damn hard it's going to be to get back when you're up and running again."
Back to Basics
Back to Basics
Then came phase two, or Back to Basics, aimed at focusing the remaining IT staff around RC's new scaled-back mission through 2002. The goal: to use the next 12 to 16 months to shore-up core systems, make core processes more efficient and train staff to take Leapfrog up again, when the time comes. "We asked ourselves, what is our core job?" Murphy says. The answer: "Keep the utilities runningthe network services, the e-mail services, all of the things that people just expect to be there." Murphy's crew, for now, still has six new ships to deliver in the next couple of years, each to carry $10 million worth of hardware, IT services and equipment, including 40 to 50 servers, three distinct networks, hundreds of PCs and hundreds of smart cash registers. "It's a very, very complex environment," Murphy says.
By late October, with staff cuts and refocusing efforts behind him, Murphy was feeling depressed. He met with RC President Williams and offered to resign. "I told him that, without Leapfrog, he didn't need me anymore," Murphy says. But Williams talked him out of itin part by telling him Leapfrog would "need to start up again at some point."
So in November, Murphy began sketching out phase three, which he calls Restart, a plan to phase Leapfrog back into prominence, gradually, over the next two to three years. Under this plan, completing the reservation system would be the first priority, and supply-chain reforms would be the second. Putting HR networks on the ships would be third. Murphy is working on the assumption that 2002 will be flat and that only in the first quarter of 2003 will there be any substantial increase in prices and demand. "We'll have detailed discussions about this in January and February," Murphy says. "We're still far enough away from where anybody thinks we're going to restart anything now, so we've really just created an internal discussions group to weigh and debate the relative merit of these different projects."
At first glance, Murphy's microstrategy may seem to be just another name for "holding pattern." But microstrategists have a distinctive mindset, says Nathanial Foote, principal and leader of the organizational design practice at McKinsey & Company Inc.'s Boston office. "Traditional managers set corporate strategy more rigidly, whereas managers who microstrategize keep the organization focused on the right overall set of business goals and opportunitiesand then let short-term strategy adjust for events in the marketplace that might take one off course."
With microstrategy, Murphy says, "It's very important to keep your eye on the long-term mission"in this case, Project Leapfrog. "We face the same rapid growth and aging systems and infrastructure that we had pre-Sept. 11. We still need to address that at the macro level," he says. The lesson of the past few months: a little more incrementalism in planning is a good thing. "I think as we move forward, we'll find we can apply many of the things learned these past few months to our six- to 12-month strategic initiatives."
Is holding on to Leapfrog and Fain's five-year plan unrealistic now? Murphy doesn't think so. "The unassailable fact is we're still going to have 29 ships instead of the 23 we have now. You can't stop that long-term reality in a company that moves big, fixed capital costs in the form of ships. There are things that are optional and things that are not optional, and microstrategy helps to make the mandatory happen, one way or another, amid rapidly changing circumstances." Anything that his IT department does on the existing reservations system, for instance, has to take the project's new goals and changes into account.
Tough Calls
Tough Calls
If expansion was tough to manage, it's nothing compared with rapid retrenchment. "Every day now I call myself the Chief Morale Officer," says Murphy. "We've asked people to do a 180 in terms of what they're doing, from very exciting, cutting-edge stuff to, 'Hey, let's evaluate this process and make sure it's as efficient as it can possibly be.'" Adds Mercer's Fernandes: "CIOs now have an even more critical role, one could argue, because with less funds to go around, they've got to be making some very difficult callslike what to put off or scrub altogether. To get the biggest impact for a reduced level of spending within a given timeframe, the expertise of a CIO is key."
In RC's case, the possible merger with Princess has made that painfully clear. E-mail systems, communications, new-build efforts would be merged, but everything else is uncertain.
Who would run it? Maybe Murphy, maybe not. Williams, isn't saying. (See Thinking Out Loud.) "What we're doing now is trying to maintain a level of sanity," Murphy says. "We're not worrying so much about Princess or their IT shop and what it may mean. We're worrying about what we know todayour business. Furthermore, we're forbidden to speak to anyone over at Princess, so there's nothing practical that comes out of trying to envision something that you have absolutely a vacuum of knowledge on. Besides, nobody believes that four to six months from now anything that we're talking about now will be valid."
Murphy knows that lesson all too well by now. Sink or swim, he's gaining a whole new respect for the art of treading water.
Laura Q. Hughes has covered the travel industry for six years. Her work has appeared in a variety of publications, including Elite Traveler, Crain's New York Business and Fodor's Travel Guides. Comments about this story may be sent to email@example.com.
: Microstrategy">
Focus: Microstrategy
What is it?
A method for breaking short- and mid-term goals into smaller strategy segments with a duration of weeks to months. The goal: to respond faster and smarter to rapid change and high levels of external uncertainty.
Who's it for?
Companies facing sudden market shifts, pending mergers or an economic downturn. Business payoff: Promotes flexibility, shortens budget and strategy cycles to save unnecessary costs, and enables faster course corrections.
Challenge for the CIO:
To keep scaled-down strategies aligned with long-term goals, CIOs need to work closely with the business side to lead change, and keep sight of the long-term vision.
Leapfrog, Grounded
Leapfrog, Grounded
Highlights of Royal Caribbean's five-year, $1 billion Project Leapfrog and how the Sept. 11 attacks mandated a 180-degree shift in course.
|Twelve different, incompatible, glitch-prone, legacy reservation systems could not reliably handle 45,000 calls per day and did not give marketing a common view of the customer before they boarded ship.
|Spike in fleet size, from 23 ships to 29, threatened to stretch the supply chain to the breaking point.
|A surge of 27,000 employees would overwhelm RC's unwired HR department.
|Build a $50 million, Web-enabled reservations system, the company's first.
|Design new in-house network to coordinate and leverage purchasing, fleet management, entertainment, food and maintenance schedules and supplies.
|Build Web-enabled, in-house HR network on shore and onboard ships to coordinate and manage all employees.
|Boost revenues and customer loyalty by letting agents book more customized vacations for clients.
|Cuts costs by millions of dollars annually, reduces duplicate purchasing, leverages buys for volume discounts.
|Cut employee costs, reduce HR headcount, win volume discounts on health plans, track employee performance ratings and skillsets, and trade expertise across locations.
|On hold.
|Scaled back from a $9 million project to $1.4 million for 2002.
|Shoreside portion complete, shipside portion on hold indefinitely.
Shaping the Adaptive Organization: Landscapes, Learning and Leadership in Volatile Times
By William E. Fulmer.
Amacom, 2000
Leading Change
By John P. Kotter.
Harvard Business School Press, 1996
The Amoeba Corporation
By Shari Caudron.
Business Finance; 6(4): p. 54-60, 2000
Web Sites
Change Management Resource Library
Change Management Learning Center


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By KATHLEEN LOFTUS
Capital News Service
LANSING – Legislation has been proposed to make residential mortgage fraud a distinct crime in Michigan.
The lead sponsor, Rep. John Walsh, R-Livonia, wants to add sentencing guidelines that would explicitly address mortgage fraud.
Rep. Rashida Tlaib, D-Detroit, a co-sponsor of the proposal, said the changes would make penalties more severe.
Michigan is among 10 states with the most incidents of mortgage fraud, Tlaib said, and current statutes aren't aggressive enough to combat such fraud.
In the past, prosecutors were limited to using embezzlement and false pretenses laws in mortgage fraud cases, but those laws are not a strong enough deterrent, Tlaib said.
The proposal should provide tools needed to deter such fraud, she said.
Tlaib said in the past four to five years, prosecutors reported that mortgage fraud has become an epidemic and some violators have been charged for creating schemes targeting victims who lose their homes as a result.
Attorney General Bill Schuette announced that Joella Britton of Eagle and Nicole Otis of Lansing were charged with false pretenses, a felony that carries a maximum 10-year prison sentence.
The women provided false information to a lender when they bought a home from a couple struggling with mortgage payments, said Joy Yearout, director of communication for the attorney general.
Britton and Otis offered to buy the house and sell it back to the victims, claiming their credit was good enough to purchase a house. Instead, Otis stopped making mortgage payments, causing foreclosure, according to the charges.
Last year the Attorney General's office filed 19 complaints and 69 charges against Michigan companies and individuals from Grand Rapids, Charlotte, Livonia and Howell among other places for illegally charging upfront fees to modify mortgages, Yearout said.
Other recent cases include homeowners getting property appraisals for far more than their property is worth to receive larger loans.
Mortgage fraud can also violate the federal law.
For example, in November Larry Rask and Terry Ann Rask of Kalamazoo were charged in federal court with laundering money relating to mortgage fraud, according to the U.S. Attorney's Office in Grand Rapids.
The couple purchased 25 residences in Kalamazoo, overstated income to receive higher loans and borrowed $121,600 from a bank, prosecutors said.
Co-sponsors of the residential mortgage fraud bill include Reps. Wayne Schmidt, R-Traverse City; Brandon Dillon, D-Grand Rapids; Lesia Liss, D-Warren; and Jimmy Womack, D-Detroit.
The bill is in the House Judiciary Committee.
© 2011, Capital News Service, Michigan State University School of Journalism. Not to be reproduced without permission.
State may toughen penalties for mortgage fraud
By KATHLEEN LOFTUS


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This was published 6 years ago
Australian health system as bad as US on some indicators: study
Australia's health system delivers high-quality care but is let down by accessibility factors including cost and lack of timely access, a new report has found.
An international comparison of 11 health systems shows a high proportion of Australians report problems paying their medical bills and experience delays accessing treatment.
The fifth edition of Mirror, Mirror on the Wall, a report by private health researcher The Commonwealth Fund, suggests Australia is plagued by similar problems as the US in terms of accessibility.
But the US, which ranked last overall, was marked down on equity and efficiency. It spends far more on health than any other OECD nation, but delivers medium-quality outcomes for the average user. The report notes that the impact of 'Obamacare', President Obama's reforms to expand health insurance coverage, has not yet been realised.
Out of 11 countries observed in the report, Australia spends the least on health as a percentage of gross domestic product. Data from 2010 shows we spent 8.9 per cent of GDP on health, slightly below the OECD average.
Taxpayers get a good return on that investment: Australia ranked 2/11 behind the UK on quality, assessed on whether the care is effective, safe, well co-ordinated and patient-centred.
But our health system was ranked 8/11 for accessibility, let down by poor performance on the key indicators of cost and timeliness. Compared to the UK, a significantly higher percentage of Australians reported:
- having serious problems paying, or being unable to pay, medical bills
- having out-of-pocket medical expenses of more than US$1000 a year
- insurance companies refusing payment for care, or not paying as much as expected
Relative to Switzerland, which performed best on timeliness of care, Australians also reported much higher instances of:
- difficulty getting specialised tests such as CT or MRI scans
- long wait times between diagnosis and treatment
- long wait times to see a specialist or receive elective surgery


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It Turns Out Dear Wife Likes This Sort of Tune
Feng Yu Heng and Xuan Tian Ming's words caused all of the officials to become startled. Da Shun's steel was finally about to be put to use. Da Shun was finally about to attack Qian Zhou. Throughout the years, that Qian Zhou pretended to be subordinate, but they had a fierce ambition. Making use of their unique geographical position with the strong winds and cold temperatures. Da Shun did not have a grasp on victory. That was why they dared to remain arrogant.
Now, Da Shun was feeling strong-willed. It had the war god ninth prince and the even more legendary Princess Yu. Everyone believed that as long as these two were present, Da Shun would definitely win every battle.
The Emperor was very satisfied with his son and daughter-in-law's great news. He nodded to the two then looked at the officials, who also had ecstatic appearances. He felt that this court session was very satisfying, thus he sat a little straighter and cleared his throat. He wanted to sound very domineering and say "We will permit it." But he had been a casual Emperor for many years and ended up saying: "Alright! We'll do it like that!"
Fortunately, the officials were also accustomed to their emperor having this sort of personality, thus they did not think much of it. This morning court session saw rewards given to those that had earned them, and punishments handed down to those that deserved them. The Emperor thought that there was not much else, thus he gave Zhang Yuan a look. Zhang Yuan immediately understood and announced: "If there is a matter, present it quickly. If there is nothing, the court session has come to an end."
Normally speaking, the officials would kneel once more at this time to send the Emperor out. Who knew that Feng Yu Heng, who was still standing in the middle of the hall, would suddenly say: "Daughter-in-law still has a matter to discuss with father Emperor."
The Emperor loved hearing Feng Yu Heng speak. He felt that this daughter-in-law was very entertaining to listen to, regardless of what was said. No matter what she said, it was very relieving, especially now that Feng Yu Heng's eyes were filled with a sly look. He was too familiar with this look. It was the same as his son's look. This was the prelude to someone being plotted against! The Emperor loved plotting against others with Feng Yu Heng, thus he casually said: "Who will be the unfortunate one this time?"
The majority of the officials in the hall were dazed. Those that understood began to wipe away some sweat, as they thought to themselves that it was no wonder Feng Yu Heng had this sort of attitude towards the Emperor and the ninth prince. It turned out the three were the exact same. There were also some that had already seen through this matter and did not find it strange. They just quietly wondered the same question that the Emperor had posed: Who would be the unfortunate one this time?
Feng Yu Heng's lips twitched, as she mentally prostrated herself toward this Emperor in admiration! Really, for Da Shun to be able to continue growing stronger over the past few decades, it truly was not easy!
Although she thought this, since the Emperor had asked this, she continued to speak, saying: "Daughter-in-law wishes to file a complaint!"
The Emperor squinted his eyes and looked to have a reserved appearance; however, he was ecstatic on the inside. Good! There would be something entertaining again. He slightly leaned forward and asked with a bit of urgency: "About whom?"
Feng Yu Heng took a step forward: "The sixth princess of Zong Sui, Li Yue!"
"Oh?" The Emperor raised the corner of his lip, revealing a wicked smile similar to the one that Xuan Tian Ming had. He then asked: "The sixth princess of Zong Sui? Is she in Da Shun? She has offended our imperial daughter Ji An?"
Xuan Tian Ming looked at his father and said to himself, just keep on pretending. He did not believe that this old guy would not investigate the girl that had suddenly appeared at Xuan Tian Hua's side.
But the Emperor feigned ignorance, thus he could not expose it so simply. He then heard Feng Yu Heng say: "That's right, it's unclear what sort of goal this sixth princess of Zong Sui has, as she used the name Yu Qian Yin to get into the capital of Da Shun. Many days ago, she used a poison to cause the death of daughter-in-law's grandmother. A person's life was taken away for no reason by her hand. Father Emperor, daughter-in-law has naturally received love from grandmother and was close with grandmother. Grandmother was harmed and killed, and daughter-in-law is feeling very sad. Would father Emperor please support daughter-in-law!"
When she finished speaking, she simply kneeled with a sad expression.
All of the officials broke out into a cold sweat. Who did not know that Feng Yu Heng and the Feng family did not get along! Who did not know that the Feng family's matriarch was biased and greedy! To say that the grandparent and grandchild were close, was that not just nonsense. However, since Feng Yu Heng said this, it was not their place to refute it. The sixth princess of Zong Sui had suddenly come to Da Shun; however, she had not followed the proper procedures to enter the palace. Instead, she mingled with the capital, and she even poisoned the Feng family's matriarch. What exactly was Zong Sui doing?
In truth, based on the chaos in the capital, Xuan Tian Hua had already told the Emperor about the matter regarding Yu Qian Yin, and she had already been locked up in the mountain prison. It was just that she had not yet been sentenced. The Emperor knew that Feng Yu Heng would not let this person off lightly. He had also been waiting for Feng Yu Heng to take the initiative to bring it up. Sure enough, she brought this matter up today. He was truly curious as to how Feng Yu Heng wanted to handle it, thus he followed up on Feng Yu Heng's words and said: "I will! Of course, I will support you! The princess of a vassal country secretly entered my Da Shun and actually dared to harm the grandmother of an imperial daughter. This is a heavenly offense. A-Heng, tell me, how should this person be taken care of?"
Feng Yu Heng looked up at the Emperor, and a sly smile appeared on her face: "Father Emperor, Zong Sui and Da Shun have a good relationship. Daughter-in-law does not want to ruin the relations between the two countries because of some family matters. How about we settle this matter privately!"
"Settle it privately?" The Emperor was puzzled, "How should it be settled privately?"
Xuan Tian Ming could no longer bear to continue watching. What sort of idiotic lawsuit was this. Just say it directly and be done with it! Thus he spoke up: "Just have Zong Sui pay up!"
The Emperor immediately became spirited, "How much should they pay?" While saying this, he secretly gestured a "five" to Feng Yu Heng while silently mouthing: "Five million?" He then added: "Gold?"
Feng Yu Heng shook her head and also returned the gesture, signaling a "one." The Emperor's eyes lit up and immediately understood then said: "Although elder madam Feng was without rank or title, she was still imperial daughter Ji An's grandmother. How about this! We'll have Zong Sui pay ten million taels of gold to pay reparations for this death. Also, another ten million taels of gold will be paid as a courtesy for having their princess come to Da Shun. A-Heng, what do you think?"
Feng Yu Heng kowtowed to the Emperor and said: "Thank you, father Emperor. But grandmother has already passed, and she will be unable to spend the ten million taels of gold. Before grandmother passed away, she was very worried about the court. She always warned daughter-in-law to help his Highness the ninth prince in taking care of the court. Then A-Heng will represent grandmother and donate the ten million taels of gold to the national treasury! This will be considered as fulfilling grandmother's wishes."
The Emperor nodded. He knew that this girl would not allow the Feng family to enjoy any victories. "Good!" He loudly said: "The ten million taels of gold will be used to pay for the soldier's wages and provisions. It will be left to you two to take care of."
Feng Yu Heng and Xuan Tian Ming looked at each other and immediately said in unison: "Son (daughter-in-law) thanks father Emperor on behalf of the Army for the imperial grace."
All of the officials broke into a sweat once more. This was 20 million taels of gold! With just a few movements of the lips, 20 million taels had been set, and they had even decided how it would be spent. How could they be so certain that Zong Sui could afford to pay it? What if they became like Qian Zhou and became unhappy?
Someone brought up this question: "Your Majesty, it's currently not a good time to cause complications with other states, so as not to allow Da Shun to suffer attacks from the front and the rear!"
The Emperor glared: "It's just a measly 20 million taels of gold, and that will be enough to cause them to send troops? Forget it, since that is the case, let's change it to 50 million taels of gold. Let's not make them feel as though their reason for sending troops was too weak."
The official that had brought up the question immediately felt as though he could no longer continue working. What sort of divine logic was this? His intention was to have the Emperor think it over. If this money did not need to be collected, don't collect it. Choose a different way of supporting Feng Yu Heng. As a result, not only did the amount not get reduced, 30 million taels ended up being added on?
This person was dazed for a while and was only preoccupied with worrying about this debt and did not have a chance to advise any further. They then heard the Emperor affirm to the heavens, "50 million taels of gold, it will be set like that. Zhang Yuan, prepare a decree. The sixth princess of Zong Sui secretly entered Da Shun's capital, participated in a conspiracy and murdered the grandmother of imperial daughter Ji An. Un, and she was eager to steal Da Shun's steel production techniques. Based on our many years of calm relations, We will not argue over this matter. If Zong Sui provides 50 million taels of gold, the sixth princess may be brought back. Otherwise, she will need to face the penalty for murder. According to Da Shun's laws, the sixth princess will be decapitated in public."
Zhang Yuan did not say another word and nodded.
The Emperor looked at Feng Yu Heng and silently mouthed: "Is that alright?"
Feng Yu Heng nodded, "Yes."
The morning court session finally came to an end.
After the court session ended, all of the officials went forward to congratulate Feng Yu Heng on her promotion to lower-first rank imperial daughter. Only after Feng Yu Heng finished giving her thanks did Xuan Tian Ming drag her out of the imperial palace.
Xuan Tian Ming personally sent her and Xiang Rong back to the manor. Along the way, Feng Yu Heng finally asked the doubts that had filled her heart: "Why was there such a difference in treatment between the third prince and fourth prince?"
Xuan Tian Ming laughed, "It's a secret of the imperial family. Over the years, not many people have learned about it. Look at us brothers, aside from old third, don't we all look a little alike?"
Feng Yu Heng thought back to all of the princes that she had met then nodded, "Indeed, all of you are a little similar. You mean to say that the third prince is not father Emperor's son?" She then shook her head, "How could that be possible. Who has that much courage to have the Emperor wear a green hat?"
Xuan Tian Ming snorted coldly, and a sharp look appeared in his eyes: "Who dared? The Duan Mu family of the North dared. I heard this from eldest brother. The Duan Mu family sent a daughter into the palace; however, she brought along a pregnancy that was ten days old. On the day that she entered the palace, she did whatever she could to get father Emperor to visit her; however, on the day that the child was born, father Emperor never visited that concubine's palace ever again after seeing the child. Unfortunately, the situation in the North was unstable that year, thus this matter was suppressed the entire time. The old man believed that it was not a good matter, thus if it could be concealed, that would be best. Who knew that old third would not know what's good for him, as he desperately tried to claim the throne. Doesn't he deserve to die?"
Feng Yu Heng smirked from hearing this. The Duan Mu family really was quite something! They did not look for a good hiding spot for such a daughter, as they actually sent her into the palace. They truly were audacious to the extreme. "No wonder father Emperor did not seem distressed in the slightest when I whipped him to that degree. If the one that I had whipped was you, father Emperor would have me chopped up!"
Xuan Tian Ming looked at her sideways the curled his lips into a sly smile. He leaned closer with a face that held no good intentions and said: "So it seemed that dear wife likes this sort of tune. It's fine, husband is happy to play along. I can ensure that I will not tell father Emperor."
Feng Yu Heng licked the corner of her lips and also leaned closer. The two were practically nose to nose, as she said: "Very good! Then how about we give it a try?" As she said this, a whip had appeared in her hand at some point, and she very impolitely flicked it at Xuan Tian Ming.


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Justin Bieber, His Ferrari Fine after Minor Crash
Justin Bieber and his Ferrari are both fine after a fender-bender in Los Angeles.
Los Angeles Police Officer Gregory Baek says the 17-year-old singer was involved in "a very minor collision" Tuesday afternoon in LA's Studio City.
The officer said no one was injured or cited and no police report was taken. There was no visible damage to Bieber's car or the Honda Civic involved in the crash.
Bieber recently appeared at MTV's Video Music Awards, where he won best male video for his song "U Smile."
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Ten One Design's $50 Magnus Low-Profile Magnetic Stand for iPad holds your tablet in place using magnets, and the nifty design of the stand means that with your iPad (2 or later) in the stand, the thin aluminum base of this low-profile stand is literally all you see from the front or side--it appears to any observer as if your iPad is standing up all by itself. The stand itself blends into the iPad so organically that unless you look very hard, there's no obvious point at which the tablet ends and the stand begins. It's minimalist design to the max.
The Magnus is machined from recyclable aluminum, nickel-plated neodymium, and recyclable plastics. (The packaging is also made from recyclable materials.) Customized magnets are hidden in the base--these grab the iPad's Smart Cover magnets for a secure grip--and rubberized feet on the bottom keep the stand from sliding around. The whole thing is hand-finished.
Despite its small size, the Magnus is still a bit hefty and chunky, as it's designed to stay put rather than be transported. It works best with a bare iPad, but the magnets are strong enough that you can also use the stand with a very slim protective skin on your tablet.
It's easy to get caught up in the coolness factor of this stand. It works well and it's very stylish. But it's a one-note performance: There's only a single landscape-orientation viewing angle (roughly 80 degrees), and while you can prop up your iPad in portrait orientation, you forego the stability of the stand's magnets (since only the left-hand edge of the iPad has magnets). So for doing anything other than passively viewing the iPad's screen, you'll want to seat your iPad sideways.
Bottom line
The Magnus stand is the coolest customer I've seen in awhile--I like the idea of securing the iPad using strong magnets, and removing all extraneous hardware from sight makes for a sleek, elegant look. But I crave more functionality, as one position in one orientation just doesn't cut it for me, regardless of how smart it looks. That said, if viewing in landscape mode on your desk is the main way you use your iPad, and you have a designer office or living space, the dashingly handsome Magnus may just be your cup of tea.


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Le Dôme, Argentina
As I sat at Le Dôme bar at the Four Seasons Hotel Buenos Aires, the soul-tearing quandary was where to look. First, there was my own table, crowded with a flight of four Malbecs; tapas of salami and cheese, sautéed olives, and mussels and king crab from the south Atlantic coast; a vase of lilies; a bottle of chilled Andean water; and an atlas-sized crystal ashtray with leather-sheathed cutters. Next, there were the waitresses, in slit black dresses and tango shoes, gliding past the leather- and silk-upholstered club chairs with humidors of cigars. (I chose a slim Cuban Montecristo Joyita, because although it was past 8, it was still hours before dinner, and this was only a snack.) Behind me, a trio from Cuba was strumming out salsa. Before me, the painting over the bar was of a suited man with a woman nestling in his lap -- her head was a cork, while he was all corkscrew. To my side, my Buenos Aires Herald was reminding me that it was 80 degrees outside and summer, while a spare 12 degrees in New York. And above, through the panes in the bar's domed ceiling, there were the flood-lit top floors of the Four Seasons's belle epoque mansion, where in the interest of journalistic rigor my wife and I were staying in the presidential suite.
Such was my dilemma. Argentina has fallen on tough times in the past year, but this does not mean the traveler has to. Everywhere in the country prices are invitingly low, and with $400 round-trip plane tickets from U.S. cities, it's not only an inexpensive excursion for the week, it's one where you know you'll eat and drink well.
You bet the Malbecs were fantastic. The Four Seasons' list features more than 120 Argentine wines, not just from Mendoza, but from throughout the country, including Patagonia. That evening, the jewel of the flight was a big-bodied 1999 Doña Paula Selección de Bodega from Luján de Cuyo, Mendoza, which was fleshy and lush, with hints of ripe cherry and prune in the oak. ( Other standouts were a 2000 Ricardo Santos and 2000 Fabre Montmayou, both from Mendoza as well.)
Just around the corner from the French embassy in Recoleta, experienced visitors to Buenos Aires may recall the hotel-cum-mansion as the Park Hyatt. The timing of a switch to, a Four Seasons property, in December 2001, may be considered unfortunate, but the results have not been. This is particularly true in Le Dôme and in the main restaurant, the Galani. For the past year, executive chef Ashley Charles James has reigned in the kitchen, parboiling and grilling his way to Buenos Aires via Singapore, Mexico, Germany, Spain and France, including a stint at Maxim's in Paris. In Argentina, he's become a bit of a celebrity as an occasional guest on cooking shows, where he's known for exotic dishes and, as he puts it, "Mediterraneanizing Argentine products." At Le Dôme, this means there are classic minced-beef empanadas and beef tenderloin sandwiches, as well as mango-glazed prawn satays and the tapas and sushi that are offered free most evenings to the accompaniment of live music, and which the cadre of waitresses delivered to me as I listened and sipped and ate and smoked, just to get properly ready for dinner.
Then for finer fare, there's the Galani -- although its menu is available at the bar, too. I'm happy to report that both Jameses ( American diner and British chef) cooperated with storybook results in the preparation and eating of a foie gras brûlée, crispy Chubut crab leg tempura in tropical fruit salsa, and herb-seared Patagonian lamb fillet, which dissolved on my tongue like baa-baa-butter. But less broad-minded diners focused exclusively on red meat will be equally gratified to find it distributed across one-third of the menu.
Both restaurant and bar cater to locals as well as hotel guests. As I sipped my Malbecs, Nicolas Nardi, Le Dôme's bar manager, pointed out businessmen hopping from table to table to meet clients, hair slicked back and sports jackets draped over the arms of chairs. "They come here because it's intimate, and they know they won't be disturbed," he confided. "In the last year in particular, the bar's become popular because it doesn't face the street. And that's important, because in Argentina these days politicians can't go to a lot of public places."
But the truth is, the bar here has been popular for more than a decade. When the hotel opened as the Park Hyatt in 1991, the adjoining seven-suite mansion quickly became the destination for visiting politicos, athletes, actors and international rock stars. Nardi tells stories of musicians, especially, filling the bar -- of Ruben Blades drinking mojitos and the Rolling Stones downing caipiroscas, while their backup singers gave concerts into the night on the baby grand. But on any weekend today, when tango dancers fill the room, Le Dôme is still predictably packed.
Since the Four Seasons took over, Argentine artwork has filled the public spaces, with $1 million invested in covering the walls. At a quiet moment, you can sit in Le Dôme and enjoy a cigar ( aside from the Montecristo, I savored a Romeo y Julieta Cedros De Luxe No. 2 one evening; Le Dôme's selections are few, but always Cuban), while gazing around at the canvases, like the striking one by Ernesto Bertani above the bar.
But the best place in the hotel to enjoy art is in its mansion. Commissioned in 1916 as a wedding present, its suites come with 24-hour butler service, a private entrance, original antique furnishings, 15-foot ceilings and a sweeping foyer with grand marble staircase. If you opt for a room, you can enjoy Argentina's turn-of-the-century opulence -- and remember the country from a time when it was an economic world power ( or just pause to consider who was in your bed before you). But a simpler choice is to visit the mansion on Sundays for brunch, and enjoy an omelette or bife while two-stepping across the floors where the Duke of Edinburgh harrumphed and Madonna learned to tango.
-- James Sturz
James Sturz is the author of the novel SASSO. You can learn more about him at www.jamessturz.com.
Four Seasons Hotel Buenos Aires
Posadas 1086/88 C1011ABB
Buenos Aires, Argentina
Tel. 54 ( 11) 4321-1200
Fax. 54 ( 11) 4321-1201


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I know that the only way I am going to be able to start regularly writing again is by participating in writing link ups. So I am.
I know that I have so many things to say and write about, I just don't know where to start.
I know that I need to start painting again. My fingers are itchy to create.
I know that I am the only one responsible for my happiness. I know that since I focused on this, my heart and head have felt better then they have in a very long time.
I know that I am very ready for school to go back. I know that Aston is also ready for school to go back. Every time we drive past school he asks me how long until he starts grade 2.
I know that every time I start overthinking something I have to remind myself No expectations, no disappointments.
I know that 2014 is going to be amazing.
What do you know?


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Hamilton girls basketball drops close game to New York Mills
HAMILTON -- New York Mills' girls basketball team beat Hamilton in December thanks to a strong inside game by Domenique Talarico. Tuesday's rematch saw Hamilton playing better defense, but coach Andrea Dziekan's No. 9 state-ranked Marauders still managed to win again.
Coach Gary Weeks' Emerald Knights stayed with NYM (11-2) until the middle of the third period. A 9-2 run to end it put NYM up by six and it held on for a 40-36 win.
"We were 13-for-55 from the floor and 6-for-18 at the line and still lost by just four," Weeks said. "They did so well on defense. Against the really good teams we just need to come up with a few more key baskets."
Hamilton almost did. After Carly Dziekan's basket opened the fourth period well for NYM, Hamilton went on a 5-0 run. Both teams struggled at the foul line and the fouls piled up, especially for the visitors. Twice more Hamilton cut the deficit to four but the hosts made enough key plays down the stretch to avoid being upset.
"That's how we knew the game was going to be," coach Dziekan said. "They work hard."
The Center State Conference showdown started well for the visitors. Lauren Weeks hit a three and Sarah Foster followed with a basket for a 7-4 lead. Hamilton's patient offense and strong defense set the pace. Another three by Weeks pushed the lead to 10-6 before NYM began a methodical comeback. Talarico and Carly Dziekan had strong drives to the basket at the end of the first quarter to tie the game then a 9-0 run to open the second period by the hosts put the Emerald Knights in a hole.
Weeks was on the bench with two fouls for much of the run but returned to hit a jumper after grabbing a loose ball to get Hamilton back into the game. The junior's foul shots moments later cut the NYM lead to 19-15 then Hayleigh Hanson scored off a great inbounds pass by Kendall Rusch and it stayed 19-17 until halftime.
Carly Dziekan led all scorers with 13 points and Talarico had 12.
"Carly had a great game and she handled the ball well," coach Dziekan said. "And Dom was strong on the boards, and we changed up our press on them towards the end and it helped."
Lauren Weeks led Hamilton with 10 points.
Hamilton 10 7 11 8 - 36
NY Mills 10 9 15 6 - 40
Hamilton (3-2, 5-6): Jess Welsh 4, Lauren Weeks 10, Hayleigh Hanson 6, Kendall Rusch 4, Sarah Foster 6, Hayden Nolan 4, Teanna Wilcox 2.
New York Mills (11-2): Carly Dziekan 13, Domenique Talarico 12, Makenna Reilly 3, Megan Crist 7, Cassidy Albright 5.


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Life Time Fitness officials are pleased with the company's first quarter 2012 results despite analysts' concerns about a slight increase in attrition and projected earnings falling short of estimates.
The Chanhassen, MN-based company released the results this morning before a conference call with analysts hosted by Life Time CEO Bahram Akradi and CFO Michael Robinson.
The company's revenue grew 11.6 percent in first quarter 2012 to $268.4 million from $240.6 million during the same period last year. (Analysts had expected $271.2 million for first quarter 2012.) Net income was $25.7 million, or $0.62 a share, in first quarter 2012, a 23.2 percent increase from a net income of $20.8 million, or $0.51 a share, in first quarter 2011. (That beat analysts' expectations of $0.61 a share for first quarter 2012.)
Memberships grew 8.2 percent to 704,467 on March 31, 2012, from 650,784 on March 31, 2011. Excluding memberships from the nine clubs acquired in last year's Lifestyle Family Fitness deal, memberships grew 3.8 percent.
Attrition, however, increased to 8.9 percent in first quarter 2012 compared to 8.4 percent in first quarter 2011. Life Time said a membership dues price increase in late 2011 and early 2012 plus the membership transition involved in the Lifestyle deal drove the increase in attrition. Membership dues increased 11 percent while enrollment fees fell 24 percent.
The year-to-year attrition rate was down, however. Trailing 12-month attrition as of March 31, 2012, was 35.6 percent compared to 12-month attrition of 36.1 percent on March 31, 2011.
Yet more than one analyst on today's call wanted to ask about the 0.5 percent attrition increase. And more than once, Akradi said the analysts were "overreacting."
Akradi added that some clubs have attrition rates in the teens and 20s, and some have rates in the 40s. In addition to pricing and the membership situation at the former Lifestyle clubs, Akradi said the unseasonably warm weather this year has had an impact on membership numbers and attrition. He also reminded analysts that the company had a trailing attrition rate in the low 40s during the peak of the recession a few years ago and has since brought that rate down to around 36 percent.
"We expect to have attrition tick up in second quarter relative to last year," Akradi said. "However, we are working on growing dues beautifully year on year. We are focused on our 36 percent mark and managing our attrition right around it, a tick down or a tick up, as long as we're growing the dues. The problem would be, we can't grow the dues and attrition persists or ticks up. That's a problem. And it's not a problem we're anticipating or experiencing. We're very pleased with how we're moving forward."
Robinson said of the eight leased former Lifestyle Family Fitness clubs in Ohio and North Carolina and the one purchased club in Indiana, four have been remodeled, and the rest will be remodeled this year. Akradi later added that it will take time for Life Time to get the membership it wants at those nine clubs, which are much smaller than the traditional Life Time Fitness clubs. Membership prices will rise from $19 a month to $40-$50 a month or higher at those former Lifestyle clubs, Akradi said.
"We are very comfortable with turning over that membership, getting the right type of customer for Life Time who's willing to spend on programming and appreciates the higher quality in service," Akradi said. "This is going to work. It's going to work well over the next year or two. But they're just like any other club. They're going to be negative at first until we build enough membership and enough dues with those clubs that they turn around. The negative impact will remain as we continue to remodel and re-price the remainder of those clubs."
Life Time's revenue guidance remained unchanged compared to last quarter, the first time that has happened in some time. The company expects its revenue to be up 10 percent to 12 percent, or $1.11 billion to $1.135 billion. However, it expects its net income to be up 21 percent to 25 percent, or $112 million to $115.5 million. That's a change from the 18 percent to 24 percent increase ($110 million to $115 million) it had projected last quarter.
"I can tell you right now that in no shape or form, this management is going to be satisfied with a 10-12 percent top-line growth," Akradi said. "If we were a $50 billion company and doing that, that's fine. We're only a billion-dollar company."
Life Time's stock price decreased 8 percent during mid-day trading on the New York Stock Exchange to $45.34 from Wednesday's close of $49.28. Shares went down as much as 12 percent during the day.
Life Time purchased Atlanta's Racquet Club of the South in January and will rebrand it Life Time Tennis Atlanta. The company expects the club to be a small investment this year.
In March, Life Time opened a club in the Toronto suburb of Mississauga, Ontario, the company's first club in Canada. Last week, it opened a new club in Tulsa, OK, and on May 2, the company will hold its 100th grand opening for a new club in Sandy Springs, GA. It will be Life Time's fifth club in the Atlanta market.
Akradi said the early returns from the Canadian club were beyond expectations. He added that the company has been looking at expansion in that market, preferably with greenfield clubs, but acquisitions were not out of the realm of possibility.
At the end of the call, Akradi emphasized the positive outlook of the company.
"We just had our best dues revenue growth for a quarter in a long time. It was great. Not good, it was great," Akradi said. "What we think the mood, the feeling here is that everything is working great."


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Stanford Energy Lectures
Keith Doig, Vice President, Shell Oil Company, THE U.S . OIL SUPPLY IN THE LIGHT OF THE INTERNATIONAL SITUATION 1974 Feb 11 1
Milton F. Searl, Manager, Energy Supply Studies Program, Electric Power Research Institute, DOMESTIC ENERGY FUTURES --A DIFFERENT VIEW. 1974 Feb 22 4
Dr. Chauncey Starr, President, EPRI, and Consulting Professor, Stanford University, GENERAL PHILOSOPHY OF RISK-BENEFIT ANALYSIS. 1974 Sep 30 5
Lester Lave, Chairman, Department of Economics, Graduate School of Industrial Administration , Carnegie-Mellon University, HEALTH EFFECTS OF ELECTRICITY GENERATION FROM COAL, OIL AND NUCLEAR FUEL 1974 Oct 14 7
Kenneth Arrow, Depar tment of Economics, Harvard University, THE RATE OF DISCOUNT FOR LONG-TERM PUBLIC INVESTMENT 1974 Oct 28 9
Dr. Wolf Hafele, International Institute for Applied Systems Analysis, Vienna, BENEFIT - RISK TRADEOFFS IN NUCLEAR POWER GENERATION. 1974 Nov 14 10
Dr . E. J. Gornowski, Executive Vice Presiden t, Exxon Research and Engineering Company, OPTIONS FOR THE CONVERSION OF FOSSIL FUELS 1974 Nov 11 11
Dr. Alan S. Manne, Professor of Political Economy, Kennedy School, Harvard University, U.S. STRATEGY FOR A TRANSITION FROM FOSSIL TO NUCLEAR FUELS. 1974 Nov 18 12
Dr. Gerald J. Lieberman, Professor of Operations Research and Statistics, Stanford University, FAULT-TREE ANALYSIS AS AN EXAMPLE OF RISK METHODOLOGY. 1974 Nov 25 13
Dr. Richard J . Gonzalez, Visiting Professor of Energy Economics, Stanford University, ENERGY AND HUMAN WELFARE. 1974 Nov 13 15
M. King Hubbert, Research Geologist, U.S. Geological Survey, MAN'S CONQUEST OF ENERGY: ITS ECOLOGICAL AND HUMAN CONSEQUENCES. 1973 Oct 8 17
Paul Swatek, Massachusetts Audubon Society, ENERGY CONSERVATION IN CONSUMER PRODUCTS. 1975 Feb 3 21
John Sawhill, Ford Foundation, CONSERVATION AND NATIONAL POLICY 1975 Feb 24 22
Dr . Chauncey Starr, President, EPRI, ENERGY AND SOCIETY. 1975 Jan 7 24
Dr. Thomas Connolly, Associate Chairman , Dept. of Mechanical Engineering, Stanford University, CAN WE LIVE WITH PLUTONIUM? 1973 Apr 14 25
Mr. Dwain Spencer, Program Manager, Solar and Geothermal Energy, EPRI, SOLAR ENERGY--MYTH OR REALITY? 1975 Apr 28 26
THE PLUTONIUM CONNECTION. From "Nova," KQED broadcast. Not for rent. 1975 Mar 28 26A
Hewlett-Packard, Automatic Measurement Division, AMD SOLAR ENERGY HEATING PROJECT, Palo Alto, 1975 1975 31A
Dr. George Lof, Vice President and Technical Director, Solaron Corporation, CAPTURING AND USING SOLAR RADIATION 1975 Oct 13 33
Mr. Oystein Noreng, Planning Department, Royal Ministry of Finance, Norway, NORWEGIAN OIL INDUSTRY--A CHALLENGE TO PLANNING AND INTEGRATION. 1975 Oct 20 34
Dan Shoemaker, ABC Evening News, interviewing Professor Channing Robertson, Stanford University, on EUCALYPTUS TREES AS AN ENERGY SOURCE. 1975 Oct 25 34A
Dr. George Hill, Director, Fossil Fuel Department, EPRI, WORLD TECHNOLOGICAL DEVELOPMENTS IN FOSSIL FUELS. 1975 Oct 27 35
Dr. Dixy Lee Ray, Former Chairman of Atomic Energy Commission, OVERVIEW OF THE U.S. POSITION IN WORLD ENERGY TECHNOLOGY AND TRADE. 1975 Nov 3 36
Dr. Pierre Zaleski, Director, Technicatome, THE FRENCH BREEDER REACTOR PROGRAM--ITS OBJECTIVES AND ACCOMPLISHMENTS. 1975 Nov 17 38
Professor Henr y J. Ramey, Department of Petroleum Engineering, Stanford University, SECONDARY AND TERTIARY RECOVERY OF PETROLEUM. 1975 Nov 24 39
Dr. Henry Linden, President, Institute of Gas Technology, TECHNICAL AND ECONOMIC ISSUES IN ENERGY POLICY. 1975 Dec 1 40
Dr. Chauncey Starr, President, EPRI, A STRATEGY OF NATIONAL ENERGY PRODUCTION. 1976 Jan 19 43
Professor Joseph E. Stiglitz, Department of Economics, Stanford University, SOME ASPECTS OF THE ECONOMICS OF NATURAL RESOURCE ALLOCATION. 1976 Jan 26 44
Dr. Alan S. Marine, Professor of Political Economy, Kennedy School, Harvard University, INTERDEPENDENCE BETWEEN ENERGY SUPPLY AND ECONOMY-WIDE GROWTH. 1976 Mar 8 49
Dr. Channing Robertson, Associate Professor, Chemical Engineering Department, Stanford University, BEYOND PETROLEUM: EDUCATIONAL CHALLENGE. 1976 May 5 50
Dr. John Holdren, Associate Professor of Energy and Resources, University of California, Berkeley, ruSION POWER AND THE ENVIRONMENT --AS SAFE AS ADVERTISED? 1976 Apr 12 51
Dr . Peter Auer, Professor of Aerospace Engineering, Cornell University, NATIONAL ENERGY STRATEGIES. 1976 Apr 19 52
Dr. Richard Balzhiser, Director, Fossil Fuels and Advanced Systems Division, EPRI , ENERGY SUPPLY CHALLENGES 1976 Apr 26 53
Mr. Richard Maullin, Chairman, California State Energy Resources Conservation and Development Commission, ENERGY ISSUES WITHIN CALIFORNIA. 1976 May 3 54
Dr. Cyril Comar, Director, Environmental Assessment Department, Energy Systems, Environment and Conservation Division, EPRI, PUBLIC HEALTH ASPECTS OF ENERGY TECHNOLOGY. 1976 May 10 55
Professor Laura Nader, Department of Anthropology, University of California, Berkeley, HUMAN FACTORS IN THE ENERGY QUESTION. 1976 Oct 25 60
Mr. Leland Gardner, Manager, Rate Department, PG& E, UTILITY RATE REFORM-- THE LIFE-LINE CONCEPT. 1976 Nov 15 63
Mr. Robert Uhler, Executive Director, Electric Rate Design Study, EPRI, UTILITY RATE REFORM. 1976 Nov 22 64
Representative Mike McCormack, Sub-Committee on Energy Research, Development and Demonstration, Committee on Science and Technology, THE FUTURE OF U.S. ENERGY POLICY. 1976 Nov 29 65
Dr. Alan Pasternak, Commissioner, California Energy Resources Conservation and Development Commission, GOALS FOR CALIFORNIA ENERGY POLICY. 1977 Jan 17 67
Professor Henry Rowen, Stanford Graduate School of Business, NUCLEAR PROLIFERATION AND SPENT FUEL REPROCESSING. 1977 Feb 28 68
Dr. Dorothy Nelkin, Associate Professor, Program on Science, Technology and Society, Department of City and Regional Planning, Cornell University, NUCLEAR POWER AND THE PUBLIC- - SOME EUROPEAN EXPERIMENTS IN PARTICIPATION . 1977 Apr 4 70
Philip J. Farley, Visiting Scholar, Arms Control and Disarmament Program, Stanford University, NUCLEAR POWER ISSUES AND CHOICES. 1977 May 2 71
Peter Gillingham and Patrick Long, Intermediate Technology of Menlo Park, A REPORT ON THE STATUS OF APPROPRIATE TECHNOLOGY AROUND THE UNITED STATES. 1977 May 9 72
Professor David A. Pilati, Center for Advanced Computation, University of Illinois at Urbana, RESIDENTIAL/COMMERCIAL ENERGY USE THROUGH THE YEAR 2010. 1977 May 16 73
Professor A. J. Lichtenberg, Department of Electrical Engineering, University of California, Berkeley, EFFICIENT ENERGY USE AND WELL-BEING--THE SWEDISH EXAMPLE. 1977 May 23 74
Dr. Chauncey Starr, President, EPRI, PROSPECTS FOR ADVANCED ELECTRICITY SOURCES . 1977 Oct 10 76
Dr. Paul F. Rappaport, Director, Solar Energy Research Institute, Golden, Colorado, SERI--ITS HOPES AND ASPIRATIONS. 1977 Oct 17 77
Dr. Oystein Noreng, Professor, Oslo Institute of Business Administration, THE WORLD OIL MARKET UNTIL 1990--PRICE DEVELOPMENT AND THE INTERACTION BETWEEN OECD COUNTRIES AND OPEC COUNTRIES. 1977 Nov 7 78
Mr. Ben C. Ball, Jr., Vice President, Gulf Oil Corporation, THE EFFECTIVENESS OF ENERGY POLICY AND PLANNING TOOLS IN THE PUBLIC AND PRIVATE SECTORS. 1977 Nov 21 79
Dr. Robert C. Seamans, Jr., Henry Luce Professor, M. I.T. and former Administrator, ERDA, ENERGY DEVELOPMENT AND PUBLIC POLICY. 1977 Nov 28 80
Professor Stanford S. Penner, Director, Energy Center, University of California, San Diego, THE ROLE OF SMALL-SCALE ENERGY TECHNOLOGIES IN THE NATIONAL ENERGY PLAN. 1978 Feb 6 82
Professor George Pickering, Associate Professor of Social Ethics, University of Detroit, ISSUES OF CENTRALIZATION & DECENTRALIZATION IN ENERGY POLICY 1978 Mar 6 83
Professor Denton E. Morrison, Professor of Sociology, Michigan State University, SOCIAL EQUITY PROBLEMS IN ENERGY POLICY 1978 Mar 13 84
Amory B. Lovins, Friends of the Earth, Regents Lecturer, University of California, Berkeley, SOFT ENERGY PATHS. 1978 Apr 17 85
Cyril L. Comar, Director, Environmental Assessment, EPRI, HEALTH RISKS FROM COAL AND NUCLEAR POWER: ESTIMATIONS, PERCEPTIONS AND ACCEPTANCE. 1978 May 1 86
Joseph E. Coates, Assistant to the Director, Office of Technology Assessment, ENERGY DEMAND MANAGEMENT--THE REVOLUTIONARY ROLE FOR GOVERNMENT. 1978 May 8 87
Edwin L. Zebroski, Director, Nuclear Systems and Materials, EPRI, WORLD ENERGY OPTIONS AND NUCLEAR PROLIFERATION. 1978 May 15 88
"William M. Kays, Dean of School of Engineering; William C. Reynolds, Chairman, Department of Mechanical Engineering; and Stephen J. Kline, Professor of Mechanical Engineering; INTRODUCTION TO APPLIED THERMODYNAMICS AND HEAT TRANSFER- - A GLANCE FORWARD AND BACK. A PROGRAM IN HONOR OF PROFESSOR A. LOUIS LONDON. London Day" 1978 May 12 88a
Welko E. Gasich, Group Executive, Aircraft Group, Northrop Corporation, INTEGRATION OF PROPULSION, PAYLOAD, AND VEHICLE-TRADE-OFFS ON SYSTEM INTEGRATION FOR MODERN AIRCRAFT . London Day 1978 May 12 88b
John W. Mitchell, Professor of Mechanical Engineering, University of Wisconsin, DESIGN CONSIDERATIONS FOR RESIDENTIAL SOLAR-HEAT PUMP SYSTEMS. London Day 1978 May 12 88c
Dr. Long Sun Tong, Assistant Director, Reactor Safety Research Division, Nuclear Regulatory Commission, HEAT TRANSFER AND WATER REACTOR SAFETY. London Day 1978 May 12 88d
Robert F. Sawyer, Professor of Mechanical Engineering, University of- California, Berkeley, CALIFORNIA'S LEADERSHIP- ROLE IN AIR POLLUTION- CONTROL . London Day 1978 May 12 88e
Dr John L. Mason, Vice President, Engineering, Garrett Corporation, VEHICULAR GAS TURBINES--PURE AND HYBRID. 1978 May 12 88f
Rene Condoni, Project ZENCAP, Zurich, FUTURE ENERGY NEEDS AND CAPITAL CAPACITY IN GLOBAL PERSPECTIVE. 1978 Oct 26 90
Bob Uhler, Director, Department of Energy Analysis, EPRI, ELECTRICITY PRICING ALTERNATIVES. 1978 Nov 2 91
David Wood, Associate Director, MIT Energy Laboratory, MODEL ASSESSMENT IN THE POLICY RESEARCH PROCESS. 1978 Nov 9 92
David Sternlight, Chief Economist, Atlantic Richfield Company, INFLUENCING ENERGY POLICY WITH ANALYSIS. 1978 Nov 16 93
Tom Keelin, Decision Focus , Inc., ELECTRIC POWER SYSTEM PLANNING UNDER UNCERTAINTY: COSTS AND BENEFITS OF OVER/UNDER DECISIONS. 1978 Nov 30 94
Dr. Alan Manne, Department of Operations Research, Stanford University, ENERGY TRANSITION: STRATEGIES FOR THE INDUSTRIALIZED NATIONS. 1978 Dec 7 95
Dr. Jay Kopelman, Manager , Special Studies, EPRI, A GLOBAL ENERGY PERSPECTIVE. 1979 Feb 15 96
Dr. Cal KilgQre, Chief, Division of International Energy Analysis, Energy Information Administration, Department of Energy, THE INTERNATIONAL FORECASTS IN THE EIA'S ANNUAL ADMINISTRATORS' REPORT. 1979 Feb 22 97
Dr. C. Roger Glassey, Assistant Administrator for Planning and Analysis, Energy Information Administration, Department of Energy, SCENARIO DESIGN FOR THE 1978 ELA ADMINISTRATORS' ANNUAL REPORT. 1979 Feb 8 98
Dr. Andrew Van Horn, Head, Engineering Systems Division, Teknekron, Inc., ANALYSIS SUPPORTING THE EPA'S INTERPRETATION OF AMENDMENTS TO THE CLEAN AIR ACT. 1979 Apr 5 99
Dr. Dermot Gately. Department of Economics, New York University, MODELING OPEC BEHA VIOR. 1979 May 3 100
Dr. Nathan Buras, Department of Operations Research, Stanford University, WATER CONSTRAINTS IN ENERGY MODELS. 1979 May 10 101
Dr. Michael Kennedy, Rand Corporation, RAND RESEARCH ON THE WORLD OIL MARKET. 1979 May 31 102
Dr. Leonard Hamilton, Head, Biomedical Division, Brookhaven National Laboratory, HEALTH EFFECTS OF FOSSIL FUEL COMBUSTION. 1979 Jul 26 103
Richard Nehring, Pilind Corporation, WORLD OIL AND GAS RESOURCES. 1979 Nov 8 104
Thomas Connolly, Professor, Mechanical Engineering Department, Stanford University, THE NUCLEAR CONTROVERSY. Lecture given to ME180 class. 1979 Nov 28 104a
Dr. Mans Lonnroth, Senior Scientist, Institute for Future Studies, Beijr Institute, Stockholm, Sweden, LONG- TERM ENERGY FUTURES FOR SWEDEN: NUCLEAR COMMITMENTS AND SOLAR OPTIONS. 1980 Jan 10 105
Dr. John P. Weyent, Deputy Director, Energy Modeling Forum, DECREASING OUR DEPENDENCE ON PERSIAN GULF OIL: NEED AND OPPORTUNITIES. 1980 Jan 17 106
James L. Plummer, Director, Energy Analysis Department, EPRI, AN ECONOMIST'S PERSPECTIVE ON SYNTHETIC FUELS. 1980 Feb 4 107
Elmer L. Dougherty, Professor of Petroleum Engineering, USC, and Jeffery B. Nugent, Professor of Economics, USC, AN OVERVIEW OF THE OPEC WORLD ENERGY MODEL. 1980 Feb 7 108
Robert V. Steele, Senior Analyst, SRI International, ENVIRONMENTAL CONSIDERATIONS IN SYNTHETIC FUEL PLANT SITING. 1980 Feb 11 109
Lucian Pugliaresi, Director, Office of Oil Policy, U.S. Department of Energy, ANALYSIS OF ACQUISITION AND DRAW DOWN POLICIES FOR THE STRATEGIC PETROLEUM RESERVE (SPR) 1980 Feb 14 110
Chauncey Starr, Vice Chairman, EPRI, SURVEY OF ENERGY ALTERNATIVES FOR THE UNITED STATES. 1980 Feb 21 111
John Boatwright, Coordinator of Economics, Exxon USA, THE U.S. ENERGY OUTLOOK TO THE YEAR 2000. 1980 Feb 25 112
James L. Sweeney, Director, Energy Modeling Forum, U.S. OIL AND GAS SUPPLY. 1980 Feb 28 113
Mason Willrich, PG& E, CALIFORNIA'S COAL OPTION. 1980 Mar 6 114
Richard E. Balzhiser, Vice President, Research and Development, EPRI, SYNTHETIC FUELS--PUTTING OUR OPTIONS IN PERSPECTIVE. 1980 Apr 14 115
"Peter M. Schwolsky, Washington Representative/Legal Advisor, EPRI, SYNTHETIC FUELS--THE WASHINGTON SCENE . " 1980 Apr 21 116
Larry Jacobson, Federal Reserve Board, International Finance Division, THE CHANGING STRUCTURE OF THE WORLD OIL MARKET 1980 Apr 24 117
Carleton B. Scott, Director, Environmental Sciences Department, Union Oil of California, THE ENVIRONMENTAL PROBLEMS OF SITING A COMMERICAL OIL SHALE PLANT 1980 Apr 28 118
Richard Pefley, Professor of Mechanical Engineering, University of Santa Clara, USE OF ALCOHOL AS ALTERNATIVE FUEL. 1980 May 12 119
"Lincoln E. Moses, Professor of Statistics, Stanford University, A STATISTICiAN'S ADVENTURES IN THE DEPARTMENT OF ENERGY" 1980 Oct 13 121
Theodore H. Moran, Professor and Director, Program in International Business Diplomacy, School of Foreign Service, Georgetown University. MODELING OPEC BEHAVIOR. 1980 Oct 20 122
Alan Manne, Professor of Operations Research, Stanford University. OIL STOCKPILE POLICIES TO REDUCE ECONOMIC VULNERABILITY. 1980 Oct 27 123
Dr. John McCarthy, Professor of Computer Science, Stanford University. EXTREME ENERGY CONSER VATION MEASURES IN AN OIL CUT-OFF EMERGENCY. 1980 Nov 3 124
Donald S. Duncan, Manager, Nuclear Fuel Cycle Safety, Bechtel National, Inc. STATUS OF THE U.S. PROGRAM ON HIGH-LEVEL NUCLEAR HASTE DISPOSAL. 1980 Nov 10 125
Charles K.Ebinger, Director of the Program on Energy & National Security Center for Strategic & International.Studies, Georgetown University.TREMORS IN WORLD OIL : THE CONSEQUENCES FOR U . S . DOMESTIC AND INTERNATIONAL ENERGY POLICY. 1980 Nov 17 126
J. Michael Gallagher, Technical Director, World Coal Study; Assistant to Manager, Research & Engineering, Bechtel National, Inc. COAL: STRATEGIC NECESSITY, ECONOMIC OPPORTUNITY. 1980 Nov 24 127
Gunnar T. Nilsson, Marketing Director, Swedyards International, Inc. BARGE-MOUNTED PETROCHEMICAL PLANTS FOR CONVERSION OF NATURAL GAS TOMETHANOL 1980 Dec 1 128
Thomas J. Connolly, Prof. Mechanical Engineering, Stanford University. WINDS OF CHANGE: ZEPHYRS OR TORNADOES? 1981 Jan 12 129
Joseph R. Rensch, President, Pacific Lighting Corp. THE EMERGING ROLE OF GAS: OPPORTUNIES AND PROBLEMS. 1981 Jan 19 130
John E. Bryson, President, California Public Utilities Commission. ENERGY UTILITIES: THE NEXT TEN YEARS. 1981 Jan 26 131
H. Fred Christie, Executive Vice President, Chief Financial Officer, Southern California Edison Co. FINANCIAL PLANNING: SOME STRATEGIES FOR THE ELECTRIC UTILITIES IN THE 80's. 1981 Feb 2 132
Aviel Verbruggen, Antwerp University, Belgium. FEASIBILITY CRITERIA FOR DISTRICT HEATING. 1981 Feb 9 133
Martin B. Zimmerman, National Fellow, Hoover Institution, Asst. Prof. of Management, MIT. WHATEVER HAPPENED TO NUCLEAR POWER? 1981 Feb 23 134
Mason Willrich, Vice President - Corporate Planning, Pacific Gas & Electric Company. FINANCING ENERGY SERVICES. 1981 Mar 2 135
Benjamin Schlesinger, Vice President, Policy Evaluation and Analysis, American Gas Association. U.S. NATURAL GAS ENERGY SUPPLY AND DEMAND OUTLOOK. 1981 Apr 13 137
Harry C. Kent, Director, Potential Gas Agency, Mineral Resources Institute, Colorado School of Mines. THE OUTLOOK FOR REMAINING U.S. CONVENTIONAL NATURAL GAS RESOURCES. 1981 Apr 20 138
John C. Sharer, Assistant Director, Unconventional Natural Gas Research Institute. U.S. SUPPLY POTENTIAL OF UNCONVENTIONAL NATURAL GAS. 1981 Apr 27 139
"Sherman H. Clark and Klaus P. Rose, Sherman H. Clark Associates. A COMPARISON OF U. S . NATURAL GAS PRODUCTION FORECASTS." 1981 May 4 140
Henry Rowen, Professor of Public Management, Graduate School of Business, Stanford University. MACROVIEW OF WORLD POTENTIAL FOR NATURAL GAS IN THE MEDIUM AND LONG TERM. 1981 May 11 141
James K. A. Harral, Manager Gas Resources, Pacific Gas and Electric Company. PG& E's ASSESSMENT OF FUTURE GAS REQUIREMENTS AND SUPPLY. 1981 May 18 142
Thomas Connolly, Professor of Mechanical Engineering, Stanford University. EIGHT YEARS OF ENERGY CRISIS. 1981 Oct 5 143
Walter Esselman, Director of Strategic Planning, Electric Power Research Institute. THE NEED FOR NEW BASE-LOAD ELECTRIC CAPACITY. 1981 Oct 12 144
James Sweeney, Prof. Engineering-Economic Systems and Director, Energy Modeling Forum, Stanford University. WORLD OIL - THE RESULTS OF THE EMF STUDY. 10/919/81 145
Ibrihim Kavrakoglu, Visiting Professor of Industrial Engineering, Bogazici University, Turkey. ELECTRICITY SUPPLY POLICIES IN DEVELOPING COUNTRIES. 1981 Nov 2 146
David Teece, Associate Professor, Stanford Graduate School of Business. OPEC BEHAVIOR AND THE LONG-RUN PRICE OF OIL. 1981 Nov 9 147
Lee Schipper, Staff Scientist, Lawrence Berkeley Laboratory. MEASURING ENERGY USE AND CONSERVATION IN THE RESIDENTIAL SECTOR OF SOME MAJOR OECD COUNTRIES. 1981 Nov 16 148
Steven G. Boxer and Nathan Lewis, Professors, Chemistry Department, Stanford University. ARTIFICIAL PHOTOSYNTHESIS. 1981 Nov 23 149
Philip S. Schmidt, Consultant, EPRI. OPPORTUNITIES FOR EFFICIENCY GAINS IN THE ELECTRIFICA TION OF INDUSTRIES. 1981 Nov 30 150
T.J. Connolly, Sullivan Marsden and Ralph Samuelson, Stanford University. ANGTS: ALASKAN NATURAL GAS TRANSPORTATION SYSTEM. 1982 Jan 11 151
William Schumacher, Director, Energy Economics & Resources Dept., SRI International. ANGTS IN THE CONTEXT OF U.S. GAS SUPPLY IN THE LATE 80's. 1982 Jan 18 152
Randolph Deutsch, Principal Counsel, California PUC and Daniel Gibson, Assistant General Counsel, PG& E. SOME INSTITUTIONAL AND LEGAL RAMIFICATIONS OF ANGTS. 1982 Jan 25 153
Ricbard Gilbert, Prof. of Economics, Univ. of California, Berkeley. WHAT DO WE DO IF WE LOSE THE PERSIAN GULF? 1982 Feb 1 154
James L. Plummer, President, QED Research, Inc. AN OVERVIEW OF THE SUPPLY VULNERABILITY PROBLEMS. 1982 Feb 8 155
Donna Downey; }lichael Lipset; Robert Steele, Regulatory Analysis & Management, SRI International. REGULATORY REFORM TO RESOLVE AIR QUALITY- ENERGY CONFLICTS. 1972 Mar 1 156
George R. Offen, Project Manager, Acurex Corporation. ENVIRONMENTAL PROBLEMS IN SYNTHETIC FUELS PRODUCTION. 1982 Mar 8 157
Prof. Thomas J. Connolly, Mechanical Engineering Dept., Stanford University. THE UTILITY OF THE UTILITY AS FLAK CATCHER. 1982 Apr 5 158
Gidali Gutner, Electricite de France. THE FRENCH NUCLEAR ELECTRICITY PROGRAM. 1982 Apr 12 159
J. Jones, E. Kinderman & D. Wilhelm, SRI International. THE ROLE OF BIOMASS IN FUTURE U.S. ENERGY SUPPLIES. 1982 Apr 19 160
Ethan Thorman, Windfarms, Ltd. WIND ENERGY AT THE ECONOMIC CROSSROADS. 1982 Apr 26 161
E.H. Warren, Senior Economist, Jet Propulsion laboratory. THE SOLAR ALTERNATIVE - AN ECONOMIC PERSPECTIVE. 1982 May 3 162
David Teece, Graduate School of Business, Stanford University. OPEC BEHAVIOR & WORLD OIL PRICES. 1982 May 10 163
J. Michael Gallagher, Assistant to the Vice President, Research & Engineering, Bechtel Group, Inc. THE OUTLOOK FOR COAL PRODUCTION- IN THE UNITED STATES. 1982 May 17 164
Thomas Connolly, Mechanical Engineering Dept., Stanford University. NINE YEARS OF ENERGY CRISIS. 1982 Oct 4 165
Denis Hayes, Regents Professor of Innovation & Entrepreneurial Development, U.C. Santa Cruz. POST REAGAN ENERGY PLANNING. 1982 Oct 11 166
Edgar A. De Meo, Manager of Solar Power Systems Program, Electric Power Research Institute. SOLAR AND WIND POWER - STATUS AND OUTLOOK. 1982 Oct 18 167
Prof. Stephen Kline, Mechanical Engineering Dept., Stanford University; James Rifkin, Author, Entropy - A New World View. THERMODYNAMICS AND SOCIAL POLICY: A DEBATE. 1982 Feb 25 168
Herbert Kitschelt, Lecturer, University of Bielefield, F.R. Germany. CAN THE U.S. PLAN AND IMPLEMENT AN ENERGY POLICY? 1982 Nov 1 169
Bertram Wolfe, Vice President, Nuclear Fuels & Special Systems, General Electric Co. CAN THE NUCLEAR OPTION BE REVIVED? 1982 Nov 8 170
Milton, Searl, Electric Power Research Institute. THE ELECTRICITY - GNP RELATIONSHIP. 1982 Nov 15 171
Chauncey Starr, Vic Chairman, Electric Power Research Institute. THE MYOPIA STRATEGY FOR ELECTRICITY. 1982 Nov 22 172
Mason Willrich, Vice President, Corporate Planning, Pacific Gas & Electric Company. LONG-TERM PLANNING RESULTS 1982 - 2002. 1982 Nov 29 173
Thomas J. Connolly, Mechanical Engineering Dept., Stanford University. IN THE WAKE OF TMI. 1983 Jan 10 174
Roger D. Bourke, Jet Propulsion Laboratory. METHANOL: ITS POTENTIAL ROLE IN THE CALIFORNIA ENERGY SCENE. 1983 Jan 17 175
Arthur H. Rosenfeld, Lawrence Berkeley Laboratory. PROGRESS IN ENERGY EFFICIENT BUILDINGS. 1983 Jan 14 176
Paul Slovic, Decision Research Inc. PERCEPTION AND ACCEPTABILITY OF RISK FROM ENERGY SYSTEMS. 1983 Jan 31 177
Mitchell R. Wool, Acurex Corporation. THE PROJECT DEVELOPMENT FOR A100-MEGAWATT PHOTOVOLTAIC POWER PLANT FOR SACRAMENTO. 1983 Feb 7 178
Thomas Neville, Vice presi den t , Co rporate Develcipment; Natomas Company, BUSINESS PLANNING IN AN UNCERTAIN OIL MARKET. 1983 Feb 14 179
Elizabeth Pate-Cornell; Industrial Engineering Dept, Stanford University. RISKS AND DECISION PROCESSES IN THE PUBLIC SECTOR. 1983 Feb 28 180
Thomas J. Connolly, Mecha nica l Engineering Dept., Stanford University. LESSONS LEARNED AND NOT LEARNED FROM THE ENERGY CRISIS. 1983 Apr 4 181
Robert J. Budnitz, President; Future Resources Associates, Inc., Berkeley, CA. THE CHANGING RELATIONSHIP OF REACTOR REGULATION TO REACTOR SAFETY. 1983 Apr 11 182
Ralph L. Keeney, Woodeard-Clyde Consultants. A DECISION ANALYSIS OF ONE ELECTRIC UTILITY'S CAPACITY EXPANSION PLANS. 1983 Apr 18 183
David Cohan, Decision Focus Inc. A DECISION FRAMEWORK FOR AMBIENT AIR QUALITY STANDARDS. 1983 Apr 25 184
Hillard G. Huntington. Engineering-Economic Systems Dept., Stanford University. THE IMPACT OF ENERGY PRICE SHOCKS ON THE U.S. ECONOMY. 1983 May 2 185
Warner North, Principal, Decision Focus Inc. ADECISION FRAMEWORK FOR ACID DEPOSITION. 1983 May 9 186
Anthony V. Nero: Co-Leader, Building Ventilation & Indoor Air Quality Program, Lawrence Berkeley Laboratory. EXPOSURES TO INDOOR AIR POLLUTANTS: THE CASE OF RADON. 1983 May 16 187
George D. Sauter, Program Manager, Safety Assessment, Electric Power Research Institute. NRC's PROCESS FOR REGULATION OF NUCLEAR PLANTS. 1983 May 23 188
Thomas J. Connolly, Mechanical Engineering Dept., Stanford University. OVERVIEW OF TECHNOLOGICAL DEVELOPMENTS OF THE ENERGY CRISIS PERIOD. 1984 Jan 16 189
John S. Gunz, Senior Energy Services Engineer, Pacific Gas & Electric Company. RECENT ADVANCES IN NATURAL GAS END-USE TECHNOLOGIES. 1984 Jan 23 190
Shelton Ehrlich, Progr am Manager, Electric Power Research Institute. FLUIDIZED BED COMBUSTION OF COAL. 1984 Jan 30 191
Edwin M. Kinderman, Manager, Energy Planning; SRI International. NEW ENERGY UTILIZATION TECHNOLOGIES AND THEIR IMPACT. 1984 Feb 6 192
Professor Robert H. Eustis, Mechanical Engineering Dept., Stanford University. THE STATUS OF MAGNETOHYDRODYNAMICS IN THE U.S. AND THE WORLD. 1984 Feb 13 193
Mitchell R. Wool & Robert Spencer, Acurex Corporation. CENTRAL STATION PHOTOVOLTAIC POWER GENERATION. 1984 Feb 27 194
Richard K. Pefley, Professor: Mechanical Engineering Department, University of Santa Clara. ALCOHOLS AS GASOLINE SUBSTITUTES. 1984 Mar 5 195
James I. Davis, LIS Program Director, Lawrence Livermore National Laboratory. LASER ISOTOPE SEPARATION. 1984 Mar 12 196
UPDATE ON THE SOFT ENERGY PATH. Amory and Hunter Lovins. 1983 Apr 5 2000
BRITTLE POWER . Amory and Hunter Lovins. 1983 Apr 6 2001
ECONOMICS OF THE SOFT AND HARD PATHS. Prof. James Sweeney, Chairman, Stanford Institute for Energy Studies. 1983 Apr 12 2002
WHAT'S COUNTABLE VS. WHAT COUNTS: ARE WE ASKING THE WRONG QUESTIONS? Denis Hayes, Former Director Solar Energy Research Institute. 1983 Apr 14 2003
THE SOFT THINKING OF SOFT ENERGY PATHS. Bertram Wolfe, Senior Vice President, General Electric. 1983 Apr 19 2004
NUCLEAR POWER AND NUCLEAR WAR. Michael Shuman, Director, International Disarmament Forum. 1983 Apr 21 2005
ENVIRONMENTAL LIABILITIES OF SOFT ENERGY PATHS. Rene Males, Electric Power Research Institute. 1983 Apr 26 2006
ENVIRONMENTAL ADVANTAGES OF SOfT ENERGY PATHS. Peter Gleick, U.C. Berkeley Energy Resources Group. 1983 Apr 28 2007
ENERGY SYSTEMS IN BRAZIL. Aldo DaRosa, Electrical Engineering Dept. Stanford University. 1983 May 3 2008
BRINGING SOfT ENERGY PATHS HOME. Jeff Harris, Senior Researcher, Lawrence Berkeley Laboratories. 1983 May 10 2009
IMPLEMENTING SOFT ENERGY PATHS IN INDUSTRY. Harry Whitehouse, founder, Pacific Sun Company 1983 May 12 2010
APPROPRIATE TECHNOLOGY: A PHILOSOPHY Of DESIGN . Moose Hydeman & Tom Strand, Stanford University. 1983 May 17 2011
BUILDING THE SOFT PATH IN THE PACIFIC NORTHWEST, Ralph Cavanagh, Atorney, Natural Resources Defense Council. 1983 May 19 2012
THE FUTURE Of UTILITIES. Amory Lovins and Rene Males. 1983 May 24 2013
NATIONAL ENERGY POLICY. Edward Teller, Hoover Institution. 1983 May 26 2014


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TOWSON, Md. – Towson Football alumnus and former All-American offensive tackle Eric Pike signed a free agent contract with the Indianapolis Colts today after the conclusion of the 2014 National Football League (NFL) draft.
A two-year captain, Pike was a consensus first team All-American selection as a senior. He earned All-Colonial Athletic Association honors three times, including first team notice as a junior and senior. During his career, he helped the Tigers win two CAA championships and make two appearances in the NCAA FCS playoffs. As a senior, he helped the Tigers post a 13-3 record and reach the national championship game.
Pike was named as the winner of the Doc Minnegan Award as the team's Most Valuable Player. He set a school record by starting all 50 games of his college career and is only the third offensive lineman to win the award which was started in 1969. He joins Mike Gunthrop (1992) and Joe Ripple (2005) as the only linemen to be honored with the award which was named in honor of former Towson Director of Athletics Doc Minnegan.
NOTE: Former Morgan State OL Karim Barton has reportedly signed an undrafted free agent deal with the Philadelphia Eagles as well


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Solar powered calculator in credit card shape supplied in a PVC pouch.
Plastic pocket sized basic function calculator, available in a variety of colours.
Plastic eight digit calculator with rubber sides and automatic opening lid. Batteries included.
Handy, compact credit card shaped 8 digit calculator with LCD display. Supplied in a PVC wallet and operates by both battery and solar power.
Magic calculator. Flexible 8 digit calculator with white trim, raised numbers and memory function. Battery included. Plastic.
Slimline solar powered calculator with 10 large digits. Available in silver and white. RoHS and CE approved.
Splitz flexible calculator. Flexible 8 digit calculator with white trim, raised numbers and memory function. Battery included. Silicone.
8 digit dual power calculator with aluminium front cover. 1 cell battery included.
8 digit, transparent shell, touch screen calculator. Powered by solar panel in ABS housing.
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