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Central Connecticut State University is a community of learners dedicated to teaching and scholarship that emphasizes development and application of knowledge and ideas through research and outreach activities, and prepares students to be thoughtful, responsible and successful citizens. As a comprehensive public university, we provide broad access to quality degree programs at the baccalaureate, master's, and doctoral levels.
CCSU identifies the following as distinctive elements within the Connecticut State Colleges & Universities system:
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o Faculty Senate Bill 08.09.017Bo Approved by President Miller 03.16.09o CSUS Board Resolution BR# 10-43 07.21.10o Updated 09.27.13


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Khodorkovsky, a prominent critic of Russian President Vladimir Putin, was meeting with his eldest son Pavel and his parents, Marina and Boris, who had flown separately to the German capital to meet him, said Christian Hanne, Khodorkovsky's spokesman.
"Today is family day," Hanne told The Associated Press.
Khodorkovsky also spoke to the editor of the Russian weekly New Times in what is believed to be his first interview since his release. In its video recording released by the magazine, Khodorkovsky, wearing a black pullover, looked tired but composed as he recalled tough prison conditions.
"During these years I had an opportunity—three days per quarter during four years out of 10—to spend the nights in a visiting room, when I had visitors," he said.
His son, Pavel Khodorkovsky also spoke briefly to reporters waiting outside Berlin's luxury Adlon Hotel.
"I'm thrilled to be here in Berlin today because my father is free," he said. "My family is finally united and we are very, very happy to be together."
"As you can imagine my father is going through a lot right now and he cannot possibly be with all of you today," the son said, adding that a news conference was planned for Sunday. "But he really appreciates all the support that he has received through these years."
Khodorkovsky was released from prison Friday, hours after being pardoned by Putin, and immediately flown to Berlin on a private jet organized by former German Foreign Minister Hans-Dietrich Genscher. The 86-year-old veteran diplomat had spent years working behind the scenes to lobby Putin for Khodorkovsky's release.
Putin's spokesman, Dmitry Peskov, told reporters Friday that he didn't know why Khodorkovsky chose to fly to Germany.
"That was his own decision. No one has dictated him anything," said Peskov, adding that Khodorkovsky was free to return to Russia whenever he wanted.
"He is the citizen of the Russian federation, no one can prevent a citizen of the Russian federation from returning to Russia," Peskov said.
Peskov said that Khodorkovsky had submitted a formal appeal for pardon and a longer personal letter to Putin. He wouldn't comment on what the longer letter contained.
One reason why Khodorkovsky's chose to make his first destination Berlin could be that his mother has received medical treatment there in the past.
The news conference Sunday, at which the 50-year-old is expected to speak about his future plans, is scheduled to be held at Checkpoint Charlie—a crossing point between East Berlin and West Berlin during the Cold War that has now become a popular tourist destination.
Once Russia's richest man, the billionaire boss of the country's largest oil company, Yukos, was arrested in 2003 and charged with tax evasion. His current net worth is unknown.
Volkmar Kienoel in Berlin and Vladimir Isachenkov in Moscow contributed to this report.

subset: commoncrawl


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Population Ageing: How to Turnaround Attitudes to Older Australians? Published : March 05, 2012 in Knowledge@Australian School of Business
Recently a new block of retirement apartments was completed at Sydney's Bondi Beach; covering one of its walls was a giant poster advertising the units for sale and depicting three elderly, grey-haired women in swimsuits, carrying surfboards and heading for the sea.
The ad was obviously designed to appeal to the older person who thinks of him or herself as active, healthy, sociable, with a positive outlook on life – someone who would like their later years to be enjoyable and socially engaged. But how does this ideal compare to people's experiences of ageing in Australia?
The world population is ageing rapidly, according to the World Health Organisation, and – along with other developed nations – most Australians are living longer. By mid-century, statistical projections show one in every four Australians will be over 65. Many of today's Third Agers are healthier, wealthier and have higher aspirations and expectations than previous generations, say demographers. But that does not always correspond with the perception of older people in our society.
Attitudes towards older people have been shifting for some time "from a sympathetic and paternalistic view of old people as needy and deserving to one where they are seen as a bit of a burden", says Hal Kendig, an expert in gerontology and a chief investigator at the ARC Centre of Excellence in Population Ageing Research (CEPAR), a new collaborative research centre between The University of New South Wales, the Australian National University and The University of Sydney. Kendig warns that the government's third Intergenerational Report published in 2010 (set up on the principle of ensuring fiscal equity between generations) risks "scape-goating" older people for being a drain on health resources. Older people's fears that they are viewed as fragile, unproductive and a burden on society were confirmed in a 2010 report from Deakin University, Respect in an Ageing Society, which found ageism was rife in Australia, particularly among Generations X and Y.
Changing these attitudes will depend on a whole-of-life view of ageing and an understanding that investing in the health and well-being of ageing adults benefits everyone in society, believes Kendig, who heads the Ageing, Work and Health Research Department at the University of Sydney. He points to a new generation of research indicating that although eventual decline with age is inevitable, capability varies from person to person and can be influenced and improved. "There are a number of physical, psychological and social factors that can influence the ageing process that begin early on in life and are therefore amenable to change," Kendig says."A person's education, income and other aspects of social class are linked to their health habits – positive and negative – and will determine risk factors for serious illness later in life."
A Template for Ageing Well
A template for healthy ageing will include a basic level of financial security, age-friendly environments, availability and accessibility of effective healthcare and maintaining social patterns, according to WHO. It has been an ambition, if not an achievement, of the Australian government to work towards that ideal. The Howard administration laid the framework in 2001 with its National Strategy for an Ageing Australia. Progress has been slow but that ambition has fired up 10 years later in the present government's 2011 report: Realising the Economic Potential of Senior Australians (EPSA), which draws on research by the Consultative Forum on Mature Age Participation. Four key areas are considered the cornerstones for ageing well: healthy living and communities, housing, participation and lifelong learning. The report assesses the current situation for older people in each area and outlines where improvements could be made.
Kendig says it is significant that the EPSA report should come out of the Treasury department (which is always looking for ways to increase productivity and curb spending) as it may signal intention as well as recognition that older people are worth investing in and that by doing so, all of society benefits. The demographic and economic facts are that Australia will really need older workers in the decades ahead.
Older people's own opinions of what makes for a good ageing experience appear in the ongoing MELSHA survey (Melbourne Longitudinal Studies on Healthy Ageing), led by Kendig and Colette Browning of the Healthy Ageing Research Unit at Monash University. The MELSHA study records the experiences of older people over a 12-year period. They largely attribute ageing well to continuing to live independently in the community with good self-rated health and psychological wellbeing. Digging deeper, the researchers found the significant lifestyle factors that influence this are physical activity, nutrition, not being underweight, social support, low strain and not smoking – all things that are potentially improvable in a person's life and can reduce the risk of chronic disease.
Health is obviously a vital enabler for ageing well and the yardstick by which people measure successful old age. Research projects, such as Life Histories and Health: Babyboomers in Australia and England, draw attention to how different life experiences of the baby boom cohort (defined by the Australian Bureau of Statistics as those born from 1946 to 1965) influence health outcomes as individuals age. Outcomes include wellbeing, productivity, pension and service use.
Take gender, for example Julie Byles, director of the Research Centre for Gender, Health and Ageing at the University of Newcastle – and one of the chief investigators of the research – comments: "There's an old saying: Women get sick and men die. Throughout life women tend to have higher levels of psychological distress than men. As they get older, they acquire more vulnerability, have more falls and hip fractures than men and are more likely to get arthritis and have heart disease post-menopause." Partly this may be due to gender-related biological differences, women's greater reproductive load, she says, and women not having as much physiological reserves to draw on as men."That's why it's particularly important for women than men to remain physically active as they age," Byles says.
Socio-economic factors have perhaps the most profound effect on healthy ageing. Poverty, educational disadvantage and unemployment throughout life have an accumulative impact on health inequality. The starkest example of this is among Indigenous people, many of whom die in their 40s and 50s from chronic diseases that do not afflict white Australians until they reach their 70s and 80s. Obesity is another major cause of chronic illness and has risen sharply among older people in the past 20 years. According to the Australian Institute of Health and Welfare, the numbers of obese people aged over 55 trebled from 310,000 in 1980 to 940,000 in 2000.
But it's wrong to think of an ageing population as a sick population, says Kendig, particularly in this current generation of over-55s."We are accustomed to think of the area of health as a drain, it costs us money. But the way older people think about it is as a resource and investment. Health is the main enabler so that they can remain independent, contribute and stay socially connected."
Working It Out
One of the ways many older people want to contribute is by staying in work. National Seniors Australia (NSA) reports that demeaning stereotypes are pushing older workers towards premature retirement. Michael O'Neill, NSA chief executive, says: "Unfounded assumptions around the energy, potential or job suitability of older workers are only serving to undermine their confidence, work performance and, ultimately, commitment."
In research conducted by the University of Queensland for the NSA, 1428 employees aged between 50 and 75 were asked about their experiences. Typical responses included:"I sometimes feel that I am invisible because of my age. I have difficulty at times with getting people to include me and listen to me." "I take the negativity I face at work home and I feel like it impacts my overall health and wellbeing." "Retirement is often used as a rejection of the 'mature' by the new management style. Many older people retire out of despair, not out of desire."
Outside of the labour market, there are two million older Australians who are interested in working, according to the EPSA report. By not utilising the skills and experience of older Australians through early or involuntary retirement, society is dragging down individual's wellbeing – and the economy is also suffering, losing A$10.8 billion a year through untapped talent, according to Treasury estimates.
"There are huge advantages to the economy of converting a potential beneficiary of government benefits to an income earner and taxpayer while there are also advantages for a mature worker in remaining productive and connected," says Kendig. However, those representing workers whose bodies and minds can't cope with work anymore are saying "No, thanks!" to the whole idea of work 'til you drop. Notably, Fair Work Australia recently ended a long-running industrial dispute by approving a new workplace agreement for Qantas engineers, which provides workers with more options to transition to retirement through job sharing agreements and part-time work.
Kendig says the global financial crisis has pushed a lot of the baby boomer generation back into work or forced them to stay in work longer due to fears of not having enough money for increasingly longer lives."Older people who want to work for as long as possible should be able to do so – but there has to be humane income support for those who can't work and a more differentiated and equitable tax and income support system. It's not just age, it's capacities," Kendig says.
Despite the downside to ageing, people do tend to be happier as they get older. Byles says that from the age of 45 to 80, mental health actually improves and unless someone suffers relationship breakdown or health problems, for example, people in their 60s and 70s are generally happier than those in their 20s and 30s. It could be because they are free from the anxieties and pressures of early adulthood, that older people tend to view ageing far more positively than younger people.
One of the longest and most comprehensive studies of ageing in the world is the Harvard Study of Adult Development, which has been following 800 men and women from adolescence to old age for 75 years. It has shown that people over the age of 70 are less depressed than those who are younger. The paradox is "that fears of ageing are much stronger in early adulthood than among older people", notes Kendig."Many will say it's the best years of their lives. Obviously there is individual variation but old age can be very fulfilling with good health and close relationships." In another decade, perhaps the image of surfing grandmothers (and grandfathers) will not seem quite so far-fetched.


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JOHNSTOWN - The 22nd annual Thanksgiving Eve Sports Card and Sports Memorabilia Show will take place Nov. 21 from 5 to 10 p.m. at the Johnstown Moose Club, which is located at 109 N. Comrie Ave.
The show will feature 75 dealer tables full of sports cards and related sports memorabilia from baseball, football, basketball, hockey and NASCAR from the late 1800s up to the 2013 releases.
Single cards, sets, autographed items and collector supplies will be available. Comic books also will be featured.
Admission to the event will be $2 and will automatically enter visitors for free drawings of sports memorabilia and 20-pound turkeys throughout the night.
For more information, visit the event website at www.tcsportspromotions.com or contact Mike Hauser at 725-5565.


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Harewood, Harry. A Dictionary of Sports. London: T. Tegg and son, 1835.
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Some beautiful F30 M Sport models gather in Hong Kong.
Results from Motor Trend's latest luxury sports sedan comparison, pitting the F30 3 Series xDrive against the S4, ATS, IS350 and S60.
CAR Magazine compare the 3-series Touring vs Audi A4 Avant vs Mercedes C-class Estate and asks: Is the new BMW 3-series Touring worthy of its predecessor's 'all the car you'll ever need' tag? It should be practical, desirable, enjoyable to drive, comfortable and efficient – and better in every discipline than the Audi A4 Avant and Mercedes C-class Estate, if it's to take the crown.
The online configurator / builder for the 2014 3 Series GT is now online.
Kelleners Sport shows off its new carbon fiber front spoiler lip for the F30 3 Series with M Sport package, carbon fiber mirror covers and carbon fiber trunk spoiler.
The Kelleners tuning program for the standard 3 Series can be seen at: http://www.f30post.com/forums/showthread.php?t=718321
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The result is some very impressive acceleration – matching that of the current M3.
See the rest of what they have to say inside.


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November 27, 2013by Carolyn SzczepanskiThe National Organization for Women (NOW) is one of the most influential voices for gender equality and women's interests. We're honored to welcome NOW President, Terry O'Neill, as a keynote speaker at the 2014 National Women's Bicycling Forum! Read more about O'Neill's impressive work.
November 26, 2013by Adonia LugoOn today's date in 1878, Marshall "Major" Taylor was born into an African-American family in Indianapolis. Taylor went on to a groundbreaking career as a bike racer, back in the age when Madison Square Garden was a velodrome and people flocked to see bike races. In an era characterized by the twisted asymmetry of "separate but equal," when the League's own membership was divided over racial...
November 26, 2013by Carolyn SzczepanskiIn August, we released Women on a Roll, which included a wealth of information on the power and potential of female bicyclists. But we didn't stop with the report. We hosted an infographic contest, calling on bicycling creatives to make the information visually compelling. Well, we have our Grand Prize Winner!
November 22, 2013by LizThis month, citizens went to the poll and voted on transportation ballot measures. Seventy-three percent of transit measures passed, showing - yet again - that voters want to see their tax dollars spent on smart transportation investments. As described in Advocacy Advance's recent report, "Success at the Ballot Box: Winning Bicycle-Pedestrian Ballot Measures" more and more bicycle and...
November 20, 2013by LizJoy Covey helped catapult Amazon.com from a small company to the global powerhouse. Earlier this year, while bicycling, she was struck by a delivery van and killed — one of hundreds of men and women killed while bicycling each year. This has to change -- and a one-sentence bill in Congress could do it.
November 19, 2013by LizThe League's Board of Directors serves a critical role in guiding the organization to a sustainable and vibrant future. Georgette Yaindl is member-manager of Preventive Law Hawaii LLLC, a public interest law organization committed to eliminating injury and legal conflict from neighborhoods, roadways, and workplaces through "preventive" community legal education.
November 18, 2013by KenIn "Where we Ride: An Analysis of Bicycling in American Cities" we take a look at bicycle commuters throughout the nation, looking at broad trends (such as the three states that have had a more than 100% increase since 2005) and more particular analyses (such as top bike commuter rates in cities of various sizes).
November 18, 2013by LizThe League's Board of Directors serves a critical role in guiding the organization to a sustainable and vibrant future. Kenneth Podziba is the president and CEO of Bike New York, a 501(c)(3) non-profit dedicated to providing free bike education classes for kids and adults throughout New York City; last year, his organization taught 15,000 students how to ride safely and confidently.
November 18, 2013by Carolyn SzczepanskiAt the California By Bike Summit last weekend, it was my pleasure to help Melissa Balmer launch a new initiative: Women on Bikes California, a statewide campaign focused on Pedal Love, creative collaboration, and elevating the voices of female bicyclists across the Golden State. Read more...
November 15, 2013by LizLast night, a coalition of bipartisan lawmakers in the House and Senate introduced identical bills (HR 3494 and S 1708) -- the Bicycle and Pedestrian Safety Act -- to help reduce the number of bicycle and pedestrian fatalities on American roadways. Review our resources on safety and learn more about how you can help support this important piece of legislation below. Here is League President Andy...


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Clementino Part 4, 5 & 6
I switched to regular numbers because I suck at Roman numerals and who knows how long this saga will continue. (If you're new to this story, read Parts I through III first.)
By the way, I learned something new today. I was curious if "regular numbers" had a more formal name – they do. They're called "Hindu numerals" or "Arabic numerals."
Pero, you're not here for a history or mathematics lesson, verdad? You're here for the chisme. Well, this will be a long one, so get comfortable. Listos? Okay…
So, last week, the whole familia, (including Suegra, of course), piled in the car to run errands. As we passed through downtown close to Clementina's Market, Carlos asked where else I needed to stop.
"We're almost out of tortillas," I said, trying to sound casual.
Carlos narrowed his eyes at me.
"Why do you want to go in there? I don't like that. They sell tortillas at the other Latino market," he said as we sat at a red light.
"Yes, but they don't give away free piropos at the other Latino market," I said. Carlos didn't laugh. The light turned green and he pulled up a few car lengths from the large glass windows of Clementina's Market.
We had been speaking English but Suegra is a metiche and had understood the gist of the conversation. She offered to go in and buy the tortillas herself. Maybe Carlos was embarrassed that his mother knew he was celoso because he said, "No, está bien."
Before I knew it, I was walking through the familiar door of Clementina's – the bells clanging against the glass door. My heart pounded in my chest remembering the last time I had been here – how awkward it had been for him to tell me he had fallen in love with me – to have touched my hand the way he did! Clementino looked up, and seeing me, broke into the happiest smile you can imagine.
I blushed despite my efforts to appear nonchalant and greeted him with a "Buenas tardes," on my way to the back of the store to get a package of tortillas from the fridge. I grabbed two bottles of Jarritos so I could use my debit card, ($5 minimum.) As I made my way back to the front of the store, I became increasingly anxious about how Clementino would act towards me after what had happened. I put the tortillas and Jarritos on the countertop.
Clementino's face had changed since I came into the store – he looked serious, when only moments before he had looked so happy.
"No Bubu Lubus?" he mumbled when I didn't reach for the box on the counter.
"No, hoy no," I said.
"¿Porqué no?" he asked, running my debit card through the machine.
"Es que una amiga me mandó una caja de Bubu Lubus y tengo suficiente ahorita," I said, trying to sound cheerful.
He looked at me as he put the receipt on the counter.
"Mentirosa," he said without malice. "No quieres comprarlos de mí…" he said raising an eyebrow.
I signed the receipt, "No, de veras, una amiga me mandó—" I said feeling defensive.
"Mentirosa," he said again with a small smile.
I told him "Hasta luego" and went out to the car, which was now parked right in front of the big glass windows. I got in and buckled my seatbelt.
"Everything fine?" Carlos asked.
"Yeah," I said.
"Did he behave?" Carlos asked.
"Yeah," I said.
"Man! Don't look so disappointed about it!"
"I'm not!"
"Yes you are!"
"Well, I just feel… am I not cute today or something?"
Carlos started laughing.
"What?" I said.
"You know why he behaved?"
"What? Why?"
"Because as soon as you went in, I pulled in front of the store. He looked out the window after you went to the back and I waved to him. He knew I was watching."
This made me feel a little better and it explained why he'd had such a sudden change in mood. Still, I wondered if things between Clementino and I could return to normal. I would have to wait another week and eat a lot of tortillas before I could try my luck again.
Suegra and I went to Clementina's Market – Me to buy tortillas and Suegra for phone cards. Before buying her phone cards as usual, Suegra went to the back of the store. I put the tortillas on the counter and looked for the box of Bubu Lubus, but it was no where to be seen.
"Y los Bubu Lubus?" I said, looking at the blank space where they used to be. "¿Dónde están?"
"Bubu Lubus no vendo ahora," Clementino said.
I grabbed a package of De La Rosa Dulce de Cacahuate, (my other favorite.)
"¿Porqué?" I asked, handing over my debit card.
"Porque no vienes a comprarlos de mí," he said.
I smiled and raised an eyebrow, unsure of whether he was just out of stock and joking with me, or if he had found a way to take revenge for not accepting his piropo weeks ago.
"Síííí," he reassured me, "Los Bubu Lubus – no más." He rubbed his hands together as if cleaning them off and showed them to me empty, with a small smile playing on his lips.
Suegra appeared behind me, "Clementino," she demanded, interrupting us. "¿A cuántos son?" she asked, holding up an avocado. Clementino quoted her the price and Suegra sighed disgustedly, muttering about how expensive they were as she went to return it to the produce section.
Clementino leaned down and whispered in English, "Do you get along with your mother-in-law?"
"…More or less," I said translating the Spanish words "más o menos" that I had almost said aloud.
Clementino shook his head. "I don't know how you do it."
"She can be… difficult," I admitted.
"Yes," Clementino said, "She is a VERY difficult woman."
We shared a smile as Suegra came back to the counter to buy her phone cards. I left feeling hopeful that our friendship was now back on track.
That same day, later in the evening, Carlos and I ran an errand. Suegra asked Carlos to buy her phone cards. We stopped at Clementina's Market and since it was late and cold and I was tired, I stayed in the car while Carlos ran in by himself. This was Carlos's first time facing Clementino since the whole situation began. I watched the store anxiously. I saw Carlos go to the counter, Clementino handed him phone cards, and Carlos came back to the car within 2 minutes – the whole transaction happened without incident. I felt happy. Things were finally getting back to normal.
We brought the phone cards home and Carlos handed them over to Suegra.
"Pero estas tarjetas no sirven, vos!" Suegra said immediately. Despite the late hour and the fact that Clementina's Market would be closing in 20 minutes, she insisted Carlos bring her back to exchange the phone cards. Carlos put his jacket back on and with car keys jangling in defeat, headed back out with Suegra behind him.
Since all had gone so well earlier, I didn't worry for a minute about Carlos going back to the market – so I was shocked when he and Suegra returned full of anger.
"What happened?" I asked.
Carlos and Suegra told me the same story – they had gone into the market and Carlos asked to exchange the phone cards because they were the wrong kind. Clementino refused to exchange the cards saying, "You were never here today."
Carlos told Clementino, "But I was just here, less than an hour ago!" and Clementino continued to insist that Carlos was lying. They both raised their voices to the point that Clementino's wife, Clementina, came up to the front counter to see what was going on. Carlos explained to Clementina what had happened while Clementino shouted over him that he was a liar, and that "only the muchacha [referring to me] came here earlier today with her," (indicating Suegra.)
Having had enough and not wanting things to escalate further, Carlos stormed out. Suegra stayed and Clementina exchanged the phone cards while chastising her husband and asking him what in the world had gotten into him.
Carlos and Suegra are now boycotting Clementina's Market, and I'm just wondering if he was serious about not selling Bubu Lubus anymore. Vamos a ver.
Part 7: Clementino, ya no me quiere
Posted on March 1, 2011, in Corazón, el macho, food/drink, humor, suegra. Bookmark the permalink. 25 Comments.
la cosa se esta poniendo mejor que una telenovela!! xD
Initially when I read parts 1,2, and 3 I din't think I would be interested in reading more about the "Clementino" saga. But, this is better than watching a telenovela on Univision.
I think your husband has been a good sport up to this point, but it may not be in your best interest to go back to Clementino's after part 6.
I think I'm also boycotting…"Just Say No" to Clementino…No Mas, No Mas..
I like that you are just concerned about the bubu lubus! There are a ton in CA. Let me know if you run out. :)
I love these stories about the Clementino saga. Es como una novela y me encanta! Now you have me curious about the Bubu Lubus…. I'm gonna have to try them!
Holy buckets, this is getting interesting! I have no idea what you guys said to each other, but this story is good!
I say boycott the place, but then again we won't have part… what is it… 7? Clementino sounds like he wants revenge!
Forget "Herederos del Monte"! This is much, much juicier! Can't wait to find out what happens next! :)
I agree….this "herederos del monte" has definitely rubbed off on you! Very interesting.
Pero que hijo de su madre el Clementino! Abusivo, malcriado y mal negociante. Tu familia es "cliente" de su negocio y esa no es manera de tratar a nadie!Llamar a mi Charlie Brown un mentiroso. Que acaso el nunca ha escuchado eso de que "el cleinte siempre tiene la razon"?. Que le pasa al man! Es un deshubicado.
Debo admitir que la cosa se esta poniendo "peluda" y si, parece novela!!! Se nota que Clementino le tiene miedo a Carlos; y mejor que se cuide si es que quiere mantener sus dedos!
Yo que tu le doy matarilia a Clementino y llevo mi $$$$ a otra tienda!
Claudia…love your word "desubicado" para Clementino. Asi es! :)
JIji! Ay Claudia casi te puedo escuchar (nada más que nunca te he oido, pero te imagino! LOL!)
This is both HILARIOUS and UNBeLiEvAbLe! Pobre Clementino!
You taught me a new word…metiche. I like it….nosy! :)
I wonder if Suegra really called him "Clementino" when she asked about the price of avocados in Part 5.
Another option for the phone cards might be that Suegra could use a free service found at https://www.onesuite.com/rates.asp
It's a way to put money into an account on the internet, and not have to keep going to the store to get more phone cards, and for many places, it's a cheaper rate. I've included the one for El Salvador, b/c I guess that's where she's calling. It's for calls from cell or landline phones to other phones. It may be too much for her, placing the money in an account over the internet and all, but wanted to share this option for you guys and maybe other readers who could benefit from it. I used to use it when we called more, but we do more communicating on the internet now.
Poor Clementino, doesn't believe you have a friend that would send you Bubu Lubus! The saga continues…
Así es siempre con las mujeres rompecorazones. :)
Ay Tracy apenas tuve tiempo de leer tu novela el día de hoy y qué barbaridad! Yes, I say find a new tiendita! Clementino does not deserve your friendship at all. ¡Mira que tratar asi a tu esposito tan lindo!
Hopefully this all ends here… seems like Carlos is just about to be up to HERE with the whole Clementino sassy pants situation. No? AY AMIGA!!!! :D
Wow, I can't believe what soap opera this has turned into! It is entertaining for us, but frustrating and disappointing for you, I'm sure. I think Clementino is hiding the Bubu Lubus from you out of spite. The other commenters are right… a smart business owner never never "punishes" a customer. Especially since he was the one who started this whole mess. Wow, suegra really burns through those phone cards, eh? lol Good luck mamita!
Read this last week, and had been meaning to comment for days now…so here I am finally! Ahora si que el asunto se esta poniendo gruexo como diriamos nosotros. Carlos is a cool guy – that car trick I would have pulled too, and Clementino is lucky, real lucky, he hasn't ended up with a black eye or a few missing teeth so far! En serio. Derrepente le va colmar la paciencia a tu marido…o a la Suegra, lol! No pero en serio, you have to keep us updated on this saga and its progress. Even better than La Reina del Sur :-)
Ay ya yai! Pura Drama my dear amiga. So is he really that upset? I bet the minute he saw you walk in he put away those Bubu Lubus just to get to you.


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Escape to Two New Sensation Vacation Destinations!
At FiberLove, we work to bring you the best, most pleasurable fiber in the world – and now there are two new flavors you can escape to for your every-day vacay!
Coconut Macaroon and Apple Cobbler, may just be the best FiberLove flavors yet.
Is all fiber created equal? Nope. Eating the wrong fiber bar can be self-sabotage, and the leading fiber bar manufacturers don't deliver on the promise of fiber. Fortunately, at FiberLove, we have the backs of eaters everywhere.
It's well known that fiber is an important part of a healthy diet. Yet, few people know how intensely beneficial fiber can be. For example, did you know that a 2011 study published in the Archives of Internal Medicine determined that a high-fiber diet lowers overall risk of early death by 22%, and that the life-prolonging health benefits of fiber are most strongly associated with the fiber found in unprocessed whole grains, rather than in processed fiber.
Relationships are great. But sometimes it's hard to keep up with healthy habits when emotions are involved.
We were lucky enough to sit down with dietitian Jessica Katz, who answered some hard-hitting relationship-nutrition questions. Like: How can you trick your significant other into eating healthily? Is there a way to protect your heart with food? What steps should be taken to upstage a frenemy?
Press play to find the answers, then read on for more tips in Jessica's blog post, below!
By Martha McKittrick, RD, CDE
|Items 1 to 4 of 106 total


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I was recently involved in a traffic safety discussion about the proper use of anti-lock brakes (ABS), now standard equipment on most, if not all cars. We expected younger drivers would know all about ABS and how to properly use anti-lock brakes on vehicles that were so equipped. However, we asked several persons, and we found out that there still remains confusion about ABS and what all drivers should know.
The primary benefit of ABS is to help the driver maintain control of his vehicle and avoid collisions by being able to steer the vehicle. With ABS, sensors at each wheel, and a computer, detect when a wheel lockup is eminent. The system automatically adjusts the pressure in your vehicle's brake lines, maintaining maximum brake performance just short of locking up the wheels. The effect is similar to the old method of "pumping" the brakes, but the computer-controlled ABS adjusts the pressure much faster, more accurately, and can control the wheels individually.
So, here's what drivers need to know about ABS and how to properly use them. Just remember the three safety S's to help remind you what to do when faced with an emergency stop situation:
-STOMP - Depress the brake pedal firmly.
-STAY - Keep your foot hard on the brake pedal; do NOT pump the brakes.
-STEER - Steer where you want to go.
The most important benefit of ABS is that you have the ability to steer - exactly what you DON'T have if your wheels lock up. ABS will not stop your vehicle on slippery roads the same as they will on bare roads - you can't drive on slippery roads like you do on dry roads. But ABS will give you the best possible ability to stop under all conditions PLUS the ability to steer in the direction you want the vehicle to go. That is the benefit of ABS.
As winter driving approaches, we suggest you take the earliest opportunity to go to a relatively empty snow-covered parking lot and try stopping and steering by using the "stomp, stay, steer" method described in this article. This will give you confidence should you find yourself in a position to need a sudden stop on under slippery conditions. You will also learn that the noises and vibrations associated with ABS are normal and expected.
For more articles on traffic law and safety, go to the traffic safety board's website at www.franklincony.org and click on "Traffic Safety Board" under departments; then look for "Did You Know" articles under "services."


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Not life, but enough for Dunbar attack?by Opinion Staff
The case of the youngest Dunbar Village defendant won't be a case for the U.S. Supreme Court.
On Monday, Palm Beach County Circuit Judge Krista Marx sentenced Avion Lawson, age 16, to 30 years in prison for his role in the 2007 gang rape of a woman and her son at the West Palm Beach housing project. Lawson had taken a plea deal, and he testified against the other three young men who took part in the rampage. They got life sentences.
Lawson deserved some kind of a break, since his testimony was helpful in the other prosecutions. The sentence also comes as the Supreme Court is deciding two other cases from Florida in which defendants were sentenced to life as juveniles. No state has more lifers who were sentenced as juveniles.
To us, the Lawson sentence seemed as reasonable as possible, given the depravity of the crime and the number of participants. What do you think? Take our poll.
Tags: Avion Lawson, Dunbar Village, Krista Marx


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Welcome to Miller College! The mission of the Student Services Division at Miller College is to develop, implement, and support programs, activities, and procedures that support the academic mission of the College and to assist in the development of each student's full potential.
To this end, we seek to provide:
The Student Services/Registrar's Office is located on the first floor of the Mawby Center and is responsible for the management, storage, and general supervision of course, student, and academic information. The office also provides a number of services to students, including application for admission, transcript evaluation, registration for classes, payment processing, enrollment verifications, validation of student IDs, maintenance of student and academic records, graduation applications and processing, and transcript requests.
Contact us at:
Phone: 269-565-2181 Fax: 269-565-2180
Email Jazmine Arms at: ude.egellocrellim@jsmra or Mindy Chapin at: ude.egellocrellim@mnipahc
Check out the links on the left for additional important information, including a link to Miller College's bookstore (located inside Kellogg Community College's own bookstore), pdf links to forms you may need to access, a link to Moodle and a link to your own personal online portal where you can access your student email account and see important announcements and upcoming events for the college.
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Jason Lloyd
These legs are made for walkin'
"There are so many benefits to walking and it's easy," says Suzanne Hobson, director of community health for Akron General Medical Center. "It's easy to get started and it's one of the easiest things you can do to improve your health and stay active."
AGMC is again partnering with the Ohio & Erie Canalway Coalition to promote walking this year along the towpaths and trails throughout Summit County. The featured event, Healthy Steps, runs all summer.
Smart Business spoke with Hobson about how walking can lead to a healthier lifestyle.
How is walking beneficial for your health?
It gives you more energy. It can help you relax or reduce stress. It can obviously tone your muscles and help control your appetite. It increases the number of calories your body uses and it can reduce your cardiovascular risk factors. It's an easy way to get physically active and it's inexpensive. What do you need? A pair of walking shoes.
How much do you have to walk to see a difference?
We recommend 10,000 steps a day (approximately five miles), which is really what the surgeon general also recommends to reduce health risks associated with being overweight or obesity.
If you're very active in your job and running all over the place, you can count those steps toward your 10,000 steps a day. Our program is set up like walking a marathon. We figured that 52,400 steps would qualify you for a marathon. There are different levels: gold averages 10,000 steps a day, silver is 7,500 steps a day and bronze is 5,000 steps a day. You don't have to be a marathon runner to do a marathon. We bring it down to people who enjoy walking as their activity of choice.
We suggest people talk to their health care provider about adding exercise through walking before starting a program. That's why we make different levels so people don't get discouraged, because 10,000 steps a day is a lot.
How does walking help prevent heart disease?
One of the risk factors of heart disease is being overweight. That puts more stress on the heart. Heart disease is the No. 1 killer of women. Walking or other regular aerobic exercise, as well as a diet low in fat and other checkups are key to a heart-healthy lifestyle.
How can you add steps to everyday life?
Take the stairs instead of the elevator, walk to the mailbox instead of driving to it. Park a greater distance from the door and don't necessarily take the closest spot.
Walk around the parking lot, use a push mower instead of a riding mower, and grab a friend and go for a walk. Some companies have walking trails. Maybe during a lunch break, take a little walk, especially as the weather gets better.
Can a pedometer help?
What's fun with the pedometer is it just gets you to start thinking about how many steps you take. After a while you probably won't need the pedometer, but it's something nice that can give you an idea of how many steps you do take in a given day. It can also help motivate you to take more steps if you realize you don't quite have 10,000 or if you realize you can do a little more. And you'll feel better, too, after you do it.
Different pedometers are available, but anything to get you starting to think about how many steps you take will be great. I'd recommend it to anybody.
How can an employer implement a walking program for employees?
It's not easy. As busy as people are, it's not easy to stay active by walking. It's easier to jump in the car and go somewhere than it is to think ahead and say, 'OK, if I park over here I can get another few steps in.' Include some milestones for people to achieve, then throw their names in a hat for a drawing. People tend to get excited about the drawings and the prizes. Give prizes like gift certificates to sporting goods stores or a place to get tennis shoes. The key is just to get people out and walking.
SUZANNE HOBSON is the director of community health for Akron General Medical Center. To reach her, or for more information about Healthy Steps, phone (330) 434-5657.
Remote database administration
In today's competitive business environment, the need for reliable, accessible, mission-critical data is paramount. Data helps organizations develop business plans, increase sales revenue, better serve customers, and measure performance.
Conversely, the consequences of data unavailability, data loss, data inaccuracy, and lack of data integrity are quite severe. In some cases, even temporary loss of data can cause an organization irreparable harm. For that reason, many companies are now considering remote database administration (remote DBA) service providers not only for supplemental database support but also for complete database administration outsourcing.
Smart Business spoke with Angie Gleim, business development manager for Perpetual Technologies, about how remote database administration can help businesses succeed.
What is remote DBA?
Remote database administration is a service provided by a third-party vendor, in which a client's database environment is monitored and managed from a remote location. Although there are variations in the depth of services provided by remote DBA vendors, many make use of monitoring tools or proprietary scripts to ensure data availability and database health. Service levels include supplemental vacation coverage, after-hours support, or complete database outsourcing.
What benefits can be offered by remote DBA service providers?
The major advantages of remote DBA support are cost savings and increased quality of support.
When an organization chooses remote DBA support, the remote database support company takes on the task of recruiting and maintaining DBA staff, funding employee benefits, office space, equipment, employee training, and other related costs of having an employee. Small to mid-size businesses may also experience a cost savings by not staffing a full-time DBA for part-time DBA work.
In addition to cost savings, a remote DBA service provider is ideally staffed with DBAs who possess depth and diverse database knowledge. This team of experts can provide around-the-clock support to ensure that the coverage is continuous and not subject to interruptions due to sickness, vacation, or resignation.
What are the key criteria to look for in a remote DBA service provider?
When choosing a remote DBA service provider, obvious items such as price and service offerings are well known and heavily reviewed but are not the only criteria to consider. Five additional areas that play a key role in insuring the correct service provider for your environment are technical experience, security, communication, financial status, and references.
A good remote database service provider can attract and retain excellent, certified DBAs. Service providers can pay a premium for DBA talent, because a good DBA can support multiple clients. Permanent employee DBAs can only support one client, the employer. However, assuming this to be the case can prove to be a huge mistake. Do not hesitate to ask for and review rsums and qualifications of the remote DBA team. Schedule a technical interview to make certain you evaluate the credentials remote DBA team.
In addition to a qualified technical team, remote DBA service providers should be prepared to share and review their security policies with you as well as learn more about your security requirements. If a remote DBA company cannot guarantee secure connectivity and data protection, outsourcing remote DBA support should not be considered. Items to consider include secure connectivity, authentication, background checks and clearances, and site and physical security.
Another issue often overlooked when choosing a remote DBA service provider is communication. Learn as much as you can about the remote DBA's communication plan. How will the service provider's DBA team be notified of emergency after-hours issues? How often will status reports be delivered to your team? Will status reports be delivered on-site, via e-mail, Web meeting, or conference call? How can you schedule a project-based task with the remote DBA team? It is essential to select a provider who offers a forum to understand your needs as well as a plan to communicate its actions.
When choosing a remote DBA service provider, financial status should also be reviewed. Analyzing financial reports might help to forecast the company's ability to attract and retain qualified staff. The ability to guarantee continuity and reliability of service should be of key importance to your selection.
Reviewing a remote DBA service provider's client reference list and past performance is another important consideration. When asking for references, make sure you inquire about current clients whose needs are as similar to yours as possible. Set up a convenient allotted time to speak with these references, and have a structured question list prepared in advance.
ANGIE GLEIM is the business development manager for Perpetual Technologies. Reach her at email@example.com or (317) 824-0393.
Move or stay put?
Sometimes, the best move a business can make is into a new market. While the idea of uprooting an existing business and moving to a new city may sound daunting, the financial opportunity it sometimes generates makes it difficult not to consider.
Select brokers know how to negotiate with cities on behalf of a company to obtain incentives like cash grants, employee training grants or even subsidized land.
"By leveraging knowledge of local, state and federal incentive programs, we can help create business and economic incentives and have cities compete for the client," says Kevin Hayes Jr., vice president of CRESA Partners, an international corporate real estate advisory firm. "When you're really looking at the scope of how incentives work, somebody needs to be capable of identifying the opportunities."
Smart Business spoke with Hayes about what companies need to know when considering a move to a new market.
How do you know it's the right time to consider changing markets?
The general rule of thumb that most people operate under is that 'our lease is expiring within a year; let's look at this process.' Or if they own their facility, they often don't consider making any form of transition until a problem has already appeared.
I would highly recommend that a company take the time to do long-term planning and to understand the marketplace as a whole. It's never too early to focus on strategic planning, which can be separated from traditional brokerage services. If the people you're already comfortable working with don't help you set the course, then bring in a firm that can, so your existing brokers can then execute that strategy.
Moving may involve an early lease renewal or disposing of leased or owned space for the sake of making a transition several years earlier than intended. It may involve short-term renewals because the market is going to take a dip.
A competent representative will take your business' goals and market conditions into consideration. The person should look at long or short lease terms based on what the market dictates. The way brokers are compensated is a market-standard fee that is based on a percentage of the total lease consideration, generally paid by the landlord.
If the broker's fee is based on that total lease consideration, the longer the lease, the more the broker is paid. A good professional needs to be willing to say, 'You need to do a shorter-term lease based on these market conditions,' and not act in his or her own best interests.
How can a business compare two competing markets?
Engage a competent professional who will go through the process entirely on your behalf. Compensation should be based on the savings he or she creates. If the person is not successful in creating savings on your behalf, then he or she should not be paid.
Outside of that, keep a tight control on the your employees and representatives to ensure that there is leverage on your behalf. There often is a public agenda and a private agenda. If a city competes hard enough, it can sway the private agenda to go there. If the leverage is not properly built by the competent professional, then the desired city will not compete very aggressively for your business.
These incentive packages must be administered in an ongoing manner. If your firm needs to file again the following year, the professional who originally negotiated it should handle this function on an ongoing basis to ensure you receive the full advantage.
How should a business decide when choosing between two markets?
The cost benefit of relocating to different places is a mathematical number that won't lie, but you should do a subjective analysis, too. A number of issues should be added in a separate analysis to make sure you're not just making a decision based on the lowest-cost alternative -- which may be a short-sighted strategy. If it affects your business in the long run, you may have been better off spending '1.5X' and being in a different city where you're going to derive more benefit or profit.
Look at the logistics of a company that has a supply chain, for example. Sure, you can move out to the high desert, but if you have trucks going up and down the hill, costs to move your goods now will be a lot higher because the trucks have to go up mountains. Looking at who your goods and services are being provided to is definitely part of it.
KEVIN HAYES JR. is vice president of CRESA Partners. Reach him at (949) 706-6600.
Enterprise security
In this era of digital dependence, risk to a company's infrastructure abounds from all sides, including from within. Enterprise security is a topic that simply cannot be ignored. Security infrastructures can be costly investments, but when compared to the alternative, they are sensible investments.
Security is a broad topic which receives nearly limitless research and development resources. Several professional organizations manage the amount of knowledge contained with the topic. One organization, the ISC(2), created The Common Body of Knowledge, which consists of 10 unique domains that cover various facets of enterprise security.
They are: access control systems and methodology; telecommunications and network security; security management practices; applications and systems development security; cryptography; security architecture and models; operations security; business continuity planning and disaster recovery planning; law, investigations and ethics; and physical security.
Controls on investment, in the form of a well-designed plan, must be put into place before spending and attempts to secure an enterprise ensue.
Return on investment can be difficult to calculate, but can be put into perspective with this question: What would be the impact on a business if the IT infrastructure (including trade secrets, financial data, etc.) were available to the public? The impact would be directly proportional to the return on investment. If the impact would be minimal, then return on investment would likely be low; if the impact would be high, then so would return on investment.
"When in doubt, a good security firm can perform a security assessment," says Ron Plew, vice president and CIO of Perpetual Technologies. "That third party provides an objective set of eyes, and can often provide criticism and recommendations, and generate action that would be difficult or impossible for employees."
Smart Business spoke with Plew about enterprise security.
How can a company tell if it is vulnerable?
Certain vulnerabilities are easy to discover -- an unlocked door, for example. Vulnerabilities are not always this obvious; in fact, some are difficult to find. There are freely available tools for checking servers, applications and hardware for vulnerabilities. These tools simplify the discovery process. Server logs should be periodically checked by a knowledgeable administrator. Logs can provide a good amount of information to the trained eye.
A good security firm can help a company create and implement ongoing operations security practices. Strong operations security practices will ensure that a company is pro-active as vulnerabilities appear.
How can a business improve its security systems?
Improvement requires an established baseline. You have to know where you stand in order to improve. This baseline is established through a security assessment. It is essential to critically analyze the entire security spectrum when determining this baseline. The process of performing the security assessment will expose vulnerabilities and weaknesses in security systems and policies. Details of implementation remain.
In the absence of a security assessment, do not underestimate the insider threat, which is the largest source of risk to any business. Most employees are intimately involved with private data in some form on a daily basis. A well-enforced security policy can help mitigate this risk.
How does one domain affect overall enterprise security?
Security domains operate in cooperation. The common analogy is a knight's armor. In battle, when vulnerability is discovered, it is only a matter of time before the knight falls and the entire suit is useless. All domains applicable to a business's enterprise security are equally important.
This brings up an important point. In certain security domains, countermeasures can be implemented that minimize the effect of vulnerabilities. Depending on the impact of penetration at various points in the security domain, countermeasures may prove economically feasible.
How much security is enough?
It is easy to spend thousands of dollars while trying to address security issues on the fly. Avoid doing this, as you may end up wasting time and money on insignificant or irrelevant items. Instead, perform a security assessment and a risk analysis, and create a deployment plan. The resulting documents will provide instruments that can measure success. Without the proper instruments, it will be difficult to determine how much security is enough.
When all of the items identified in the security assessment and risk analysis have been addressed, there may be enough security. A post-implementation audit will help verify this.
A word of caution: Do not become comfortable after implementation. As technology evolves, new security threats - which will continue to appear -- must be addressed. Security policy coupled with continuous monitoring and review will help assure a secure business.
RON PLEW is vice president and CIO of Perpetual Technologies. Reach him at (317) 824-0393 or email@example.com.
Managing with heart
Shortly after his father, Bob, turned the family steel business over to Gene McNichols, he sat down with a calculator and banged out his first strategic plan.
"It wasn't very sophisticated," said McNichols, CEO of McNichols Co.'s 17 steel service centers across the country that will generate just under $150 million in revenue this year.
But the plan never included his father dying of cancer at age 59 the same age McNichols is today. It forced him to sit down 25 years ago and reorganize the family business, and he has never forgotten what he learned.
"When you have something catastrophic happen, you take a lot of action steps to ensure if it happens in the future, you'll be able to cope with it," McNichols says.
Smart Business spoke with McNichols about how he's developed an exit strategy and how to manage with heart and passion.
When you walk in, find the exit.
The most important thing we overlook in life is we take a job and we have no exit strategy. As a result, we get stuck in a job too long that you don't want.
It happens in the business world, too. A lot of players in our field didn't make a succession plan or make an exit strategy, so the only thing they can do is sell their organization. I started doing mine as an aftermath of my father leaving us at a young age. I started realizing that he didn't plan that.
He didn't want to be gone, and all of a sudden, he was. I realized that if this organization was going to be great, it wasn't just about the family leadership. It was going to have to be a whole lot more.
Teach and get out of the way.
Early on, I made a goal that the organization had to be great and run great without me. That's why I say it is successful in spite of me.
It was going to be important that everything didn't run through me. It had to run very well without me. I think it still needs my leadership, it's just nice not have to be involved in so many major decisions anymore.
It's not about not working so much as it is about letting others do what you once did. Then the machine goes on.
Plan to react.
We do plenty of reacting. I won't kid you about that.
Most executives who say they don't are probably kidding you, but we do a lot of planning ahead of time to decide what the future is going to be about as much as possible. Today, the one wild card is the war on terror. That's something you have an awful hard time plugging in to financial planning today.
That's just the unknown that we didn't have quite as much prior to 2001. We didn't know about it, anyway.
Manage with heart.
You've got to understand your organization and execute your job and understand what that job is, understand your products and people and business partners and finances and all the rest of it, but in the end, you have to manage with your heart because it's all about people. That's never going to change.
That's pretty hard to do if you're coming in to downsize a company or worse. But you can still do it.
Learn and move on.
I've had a couple of disloyal people in my career. It's very disheartening and disappointing and all the rest of those words that go with it. To overcome it, I had to stop feeling sorry for myself. Get over it, and learn from it and pray a lot.
I learned to look for better character, and I learned to follow my instincts early on. It doesn't take you long usually to assess somebody and know if you're going in the right direction.
Sometimes you ignore where you're at and you keep on going. I've learned that's a mistake.
Be aware. I don't like the word beware. I would say be aware. It sounds different.
Be aware of your instincts.
Follow your instincts.
If you don't feel good about a loyalty issue, you're probably right. However, make decisions on the best facts you have.
Find your passion, and never let it go.
If an organization does not have passion, it will probably lose its edge. The airline industry is a good example of that.
You can see the lack of passion in the people that work for many of the companies now. Until they get that back, the model likely will never work.
These companies are bleeding and they've been bleeding. They haven't been able to deliver good products for a long time.
Nobody is responsible for all the games and rates and gimmicks in the airline industry but the people in that industry. There are so many good people involved there, and it looks as if they've lost their focus and their passion.
Learn to type.
Today you need great technology skills. If you can't type today, just something simple like that, if you can't sit down and hammer out your e-mail very fast, you're handicapped from the get-go.
That's a small technology tool but a very important one. People that never took that seriously, never realized we'd be in this world. Without that skill, you're in trouble.
Take successful steps.
You're only as good as your last step. Success is about your own personal satisfaction with those things that are important to you.
Everybody is a leader in this organization. It's just a matter of whether you're leading today or not.
HOW TO REACH: McNichols Co., (813) 282-3828
Irv Tobocman
Know the score.
The bottom line is the bottom line. I could talk for two hours about this and that, but how do you define who won the basketball game the other night? You look at the score. It's that simple.
If you want to know if you're successful, you have to look at the bottom line and see if you accomplished what you set out to accomplish.
Speak their language.
I believe business completely rests on the communication capabilities of the people doing the business. Communication comes from unequivocally understanding who you are talking to and what their needs are.
Speaking to someone and not being sensitive to his requirements and realities is the same as speaking English to a Chinese person.
If we who are trying to communicate are not being sensitive to every single element, it just decreases the batting average of success. We see that in sports and see the scouts trying to learn everything they can about teams and players so that their team can relate in any form they want to against that team.
In our business, it's understanding, 'What are their needs? What is their price point? What is the objective of the company?' If you don't meet those needs, it's impossible to do business. That is primarily the key to success. If you don't know what they're looking for, how can you give them what they want?
Do your homework.
The first thing you have to do is expose yourself to every publication, every newsletter and everything else about the business you're in so you can then spot trends.
Expose yourself to as much as you possibly can, then when the opportunity comes along, you can recognize it and not be scared to invest in it if it's worth doing.
But you really have to know your business and not be scared to step forward and explore. When a brand-new opportunity comes even if in the beginning it looks like it's all the way on top of the mountain if it represents a breakthrough, you can do it.
Pick the right people.
More important than anything is picking the right people from the start. You can give the greatest advice and guidance in the world, but if they're not listening or they're incapable of listening, there's no way reviewing or analyzing is going to mean anything with those people.
A lot of that has to do with picking the right people.
Don't be afraid to say, 'I'll get back to you.'
Collect the information, sit on it, think about it and don't be pushed to make a decision until you have all of the elements and it feels right.
You've got to be able to take all the right information to make certain you're not making an error. Then you have to decide based on what investment is involved.
Sometimes you have to go by your gut feeling, but the gut feelings are usually the most expensive ones. You have to know what you're doing.
You have to learn everything you can about what decision you're about to make, and you cannot be hasty. The smartest thing I tell people is, 'It's important enough to give thought to it. I'll get back to you.'
Don't ever slow down.
It all depends on the objectives of the executive. If he wants to continually grow a company, he can never take his foot off the gas.
You have to look around like an owl at every opportunity and thought. You see some of the big executives for some of the big, name-brand companies traveling and going all over the world because they have to do that.
It's a full-time job. You're constantly thinking, looking, reading and wondering how this relates to what you're doing.
Look at Wal-Mart and Target. They're reinventing themselves every day because the next day, things are different than they were the day before.
You have to challenge and be aggressive.
Your success will be directly related to the passion you put into anything.
Be passionate and curious and know what business plan to focus on. Communicate both to your own personnel and whomever you're doing business with, whether it's government authorities or clients or people building a new building for you.
Make them understand what you want and understand what they want, so two people walk away from the table wanting the same thing.
Know how to correct mistakes.
There's nothing wrong with excuses and reasons. But you better have an answer for the excuse, like why you came late or why they beat us to a deadline.
There better be a reason, and then you better know how that can be changed so it doesn't happen again. Stockholders of a company or board of directors or whomever you report to, they're interested in what the answer is to correct it, not why it happened in the first place.
HOW TO REACH: Foreign Trade Marketing, www.merchantsportal.com
A change in the bankruptcy preference law
"A preference or preferential transfer is any transfer of property (including money) made by an entity to a creditor of that entity within 90 days prior to the entity's filing for bankruptcy," says Roger Stevenson, a commercial litigation attorney with Roetzel & Andress. "A bankruptcy trustee, or a Debtor in Possession, has the power to 'avoid' such a transfer and recover the property transferred. The property recovered (less the trustee's fees and legal expenses) is then shared with all of the entity's creditors."
Smart Business spoke to Stevenson about preference avoidance actions and how companies can defend themselves.
You get paid within 90 days of your customer's bankruptcy and you have to give the money back?
No. Some transfers are protected from avoidance by 'affirmative defenses' set forth in the Bankruptcy Code. 'Affirmative' means that the defendant will have the burden of proof. For example, a transferee might escape preference liability if he can establish that he delivered the goods and received the money at essentially the same time. This is called the contemporaneous exchange defense. And a transferee might escape or reduce preference liability to the extent he can establish that, after receiving a payment from the debtor-transferor, he gave new value (usually in the form of goods and services) to the debtor-transferor for which he did not receive payment. This is called the subsequent new value defense.
Are there other defenses?
Another is the 'ordinary course of business' defense. For many years, transferees who asserted this defense had the burden of proving: (1) that the subject transfer was made and received in the ordinary course of business of both the transferor and the transferee, and (2) that the transfer was made according to ordinary business terms.
The first prong would require testimony from company representatives about the way the two parties had historically conducted business with each other. The transferee would attempt to prove that the subject transfer was consistent with past practice between the two parties.
The second prong would require testimony from expert witnesses about the way other businesses in the same industry generally conduct business. The transferee would attempt to prove that the subject transfer was consistent with the way most businesses in that industry would have done things.
The defense did not work unless you could prove both prongs?
Let's say a buyer paid a seller 120 days after he received the goods. If the buyer filed bankruptcy within 90 days after the payment was made, the bankruptcy trustee would likely file suit against the seller for the amount of the payment. The seller might be able to produce a long history showing that the buyer had always taken 120 days to pay an invoice. But the seller might be forced to admit that none of its other customers took that long to pay. And the seller might not be able to find an expert who would say that it was ordinary in the seller's and the buyer's industries for a customer to take 120 days to pay. The seller would have proven the first prong, but not the second, and his ordinary course of business defense would have failed.
It works the other way around, too. It wasn't enough to prove that you did it the way everybody always did it if you had never done it that way before. Let's say the payment was made within 90 days before bankruptcy and just 30 days after goods were shipped. The seller should be able to establish that the payment was made, according to ordinary business terms. But what if the seller had to admit that, over a long history of transactions with the buyer, this was the only payment that had been made in less than 120 days? The seller would have proven the second prong, but not the first, and his ordinary course of business defense would have failed.
How has the law been changed?
The Bankruptcy Abuse Prevention and Consumer Protection Act of 2005, most often noted for making it more difficult for an individual debtor to receive a discharge in a Chapter 7 bankruptcy case, also makes it easier for a company to establish an ordinary course of business defense in a preference avoidance action. The change was a simple one. The 'and' between the first and second prongs was changed to an 'or.' So in bankruptcy cases filed after Oct. 17, 2005, a preference defendant need only prove that the subject transfer was consistent with the past practice between it and the debtor, or that the subject transfer was consistent with general business practice.
ROGER STEVENSON is a commercial litigation attorney with Roetzel & Andress. Reach him at (330) 849-6619 or email@example.com
Grilling up success
Cooper is president of Bonefish Grill, a fresh fish restaurant chain owned by Outback Steakhouse Inc. In 15 years, he opened 13 Outback Steakhouses in Florida as a joint venture partner, and now he offers that same partnership opportunity to others at Bonefish Grill.
The first Bonefish Grill opened in 2000 in St. Petersburg, and six years later, the company has grown to more than 100 restaurants , using joint venture partners to open between 28 and 35 new restaurants a year.
This is his second fish-style restaurant under the Outback Steakhouse umbrella. Previously, he opened Zazarac, which featured southern Louisiana cuisine. He later added a second, but with more viable fine dining restaurants within the OSI family, both were forced to close. Now he's back with another "polished casual" dining restaurant that is booming.
Smart Business spoke with Cooper about how he's grown Bonefish Grill so quickly in a highly competitive marketplace.
How have you grown Bonefish grown so quickly?
We've been able to do it through a very decentralized approach through joint venture partners in various markets. Joint venture partners run a very entrepreneurial structure. They develop those markets. The joint venture partners handle the human resource side, handle the management team, do real estate work and oversee operations.
They work in a very decentralized fashion. They hire managers and markets they're doing business in, which helps to establish a great sense of stability. They also have ownership as being a joint venture partner. The managing partners have ownership, as well. And the managing partners are the ones that run the day-to-day business of the restaurant.
They're the general managers, only they have equity. So we're able to get some of the best. Through all of that, hiring the best and hiring people from markets where they live and building close relationships with the joint venture partners, we're able to form strong cultures with them as markets.
How do you attract the best managers to grow the company?
They sign an employment agreement and they live in the markets they're doing business in, so they're able to grow the business in a very entrepreneurial, community-oriented way.
We opened 35 restaurants this year. With 19 joint venture partners, each one opens one or two restaurants a year. That's manageable. You hire great people to manage those markets.
They can hire people locally rather than a recruiter from Dallas hiring for a restaurant in South Florida, shipping them from New York to South Florida and transplanting their families. That's the way we used to do it. Over time, the quality of life became an issue, so it helps to stabilize management teams, and the people generally are much happier.
How do you find quality partners?
When we talk about a strong culture, we talk about honesty, respect for people, putting people first, we talk about self responsibility and you look for people, particularly partners, with extensive previous experience and track records that display those qualities.
A lot of the those who we try to access are people we either know or know through other people or others refer to us. We don't do a lot of recruiting through a lot of normal avenues. If I'm a joint venture partner, I'm going to go through the people that I know to try and network possible candidates. So we have a sense of what they're about rather than just from a resume.
But they certainly have to come to us with past experience and a track record that gives us indicators of their record of success.
How do you maintain quality when the company is growing so quickly?
If I'm a joint venture partner in a market and I've developed, over the course of two years, four restaurants, and I open another two, I still am able to be in those restaurants to oversee the quality and operations. I'd be remiss not to say the training and development is important, as well as selecting great people.
The constant training with a lot of redundancy of the same basics of the business is very important. You hit on the same basics over and over again, and then you do it again. Getting great people, focusing on the training and development and having constant training over the same basics have really helped.
How do you compete in such a crowded marketplace?
There's a lot of capital out there, and people are spending to build restaurants and they do a great job with the quality and service. That's where it gets tougher.
What's difficult for us is the fact there are a lot of people out there and a lot of companies that do it well. They've come on strong over the past 10 years. You can't just take care of the basics anymore. You have to push toward going beyond the basics and expectations. They want convenience, quality and value associated with that and rolled up in a service package that goes beyond feeding your belly.
How to reach: Bonefish Grill, www.bonefishgrill.com
The Karmanos file
Education: High school degree, attended Wayne State University but did not graduate
First job: Working in parents' diner
Boards: Karmanos Cancer Institute, Worthington Industries
Resides: Birmingham, Mich.
What is the greatest business lesson you've learned?
Cash is king.
What is the greatest business challenge you've faced, and how did you overcome it?
Being able to go from being an entrepreneur to CEO of a public company. The way I handled it was by putting my head down and trying to understand the differences in the way the job has changed, to go from running a three-person company to running a 10,000-person company and doing an effective job each step of the way.
anybody would ask me what was the most difficult job, it's being able to evolve who you are, because each one of those jobs requires a different kind of technique.
Whom do you most admire in business and why?
There are so many of them. I guess I like Warren Buffett the best because he has a no-nonsense, down-to-earth attitude about the companies he invests in and doesn't put up with any of the crap you normally hear from anybody on the street.
As far as the industry basis, I think the current three guys running the automotive companies -- Bill Ford, (Rick) Wagoner and Dieter (Zetsche). I think they've had enormous hurdles that I think they're all overcoming. You will see a revitalized auto industry coming out of Detroit.
Training tips
Trusting business intelligence with IT is like trusting money with the Accounting Department. Odds are you wouldn't let an accountant without formal training handle your reports and checkbook. What if your accountant left: Would you let someone with no prior experience take over? Probably not.
One of the biggest mistakes that companies make is relying only on key individuals to manage the complexities of systems that run behind the scenes and support business processes. Would the loss or absence of one individual potentially devastate your company? Not only do companies experience knowledge loss, but the cost and time associated with hiring a new employee can be immense. Training is often expensive; however, it is unlikely that it will outweigh the opportunity costs of low performance and inexperienced employees.
Smart Business spoke with Chris Ruel, an instructor and consultant at Perpetual Technologies, about what businesses can do to reduce soaring costs of training.
How can companies utilize internal training methods to reduce the cost of training?
The first thing that comes to mind is documentation. I don't simply mean the manuals that come with the systems. Documentation also means your respective technicians thoroughly document all procedures and practice disciplines and then distribute them to personnel within the department. Of course, this is always easier said than done.
Documentation should be a required component of each employee's job description. Our clients insist that all services provided are documented and delivered on timely intervals. They use this data for budget justification; we use it for an opportunity to transfer internal knowledge. Too often, companies do not mandate this type of thorough documentation. As soon as one person goes on vacation and a nightly batch process fails for some error that is easily remedied, certain business processes can be put on hold for hours or days.
Rewarding employees who volunteer to provide or receive cross training with peers is another great method. For example, holding technical training seminars for employees and customers over lunch or after hours is a cost-effective training strategy. By providing the presenter a small token of appreciation for his or her time and providing lunch or dinner to the group, companies can cross train dozens of staff members using limited training dollars.
These methods help reduce problems associated with loss of key personnel and work force weariness. All the while, it promotes cross training and facilitates better communication.
How can management be certain that training dollars are going to benefit the company?
Attending vendor or skill-specific training can be one of the more costly methods of learning. Often, these classes include enrollment fees, travel and living expenses, and a loss of manpower for the duration of the course.
Although cost justification might be difficult, it is necessary to examine and quantify both the benefits and the results of out-of-date information. For example, learning about a new piece of software that will speed up the system allows for an additional X units of work to be done in a given time period. On the other hand, being outdated may restrict future business opportunities or partnerships that could be formed with more progressive companies.
There is also the issue of depth of talent within the organization. Referring back to the first topic, having employees cross-trained allows for a more solid organization.
Lastly, having vendor trained and certified employees will give the company a competitive edge.
Are there any in-between choices, as opposed to the internal or costly vendor supplied training?
Of course. Your company's technologies may have local user groups and/or meetings. By becoming an active member, you can help influence speakers, topics and meeting formats.
Lastly is using the Internet for computer-based training. Electronic training provides you the same material that vendors would supply minus the instructor. Motivating your employees to buckle down and learn from readings and demonstrations is a cost-effective training approach. Plus, the employee will have the option of learning at his or her pace and time. Just don't forget rewarding the employee; it'll be worth it for your company.
CHRIS RUEL is an instructor and consultant for Perpetual Technologies. Reach him at firstname.lastname@example.com or (317) 824-0393.


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Oprah Winfrey
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Summary of Oprah Winfrey Summary of Oprah Winfrey Reviews for Oprah Winfrey An Excerpt from Oprah Winfrey
Oprah Winfrey has been called the Queen of All Media for good reasonduring her more than thirty-year career, she has left an indelible mark on radio, television, film, theater, magazines, and books. Oprah is also a committed humanitarian."Cooper tackles one of the richest and most famous women in the world, recounting her complicated life and extraordinary history with honesty and clarity. This comfortably sized volume makes excellent use of many quotes from interviews, Oprah's own writing and, of course, her television show. Her personal struggles are not simplified nor are her remarkable public acts of philanthropy and care over-exaggerated: She hosts a talk show indeed, but she also writes, speaks, acts and makes good things happen. Sure to find a rapt audience."—Kirkus Reviews
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February 2, 2013
The University of Virginia Medical Center annual Main Event Gala at Keswick Hall took on another theme this year -- Soiree. Proceeds from the event help fund the construction of the Battle Building, an outpatient pediatric facility.
"So many people have given so much to make this a reality, and I think the reality is going to exceed their expectations," said UVa. Health System CEO Ed Howell.
The facility has been years in the making, and those closest to project say when finished, its services will mean so such for the community and families it serves.
It's going to make it so much easier now for children and their families when they have an appointment now they go into one building.
"We have excellent services. The challenge is that it's not all together. The Battle Building brings it all together, under one roof for our children," said Howell.
Though the annual event is for a good cause, it doesn't stop donors from having fun.
"It feels very jovial it definitely does. It feels like a lot of camaraderie. We want to make sure our guest feel like we are celebrating, what we've already succeed at raising," said co-chair Maddy Deal.
Organizers are hoping to raise $250,000.
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Fun Facts and Statistics
Statistics out of all 119 people named Casey Todd
Income Average
Average Age
Phone, Email, & Address
News and Updates
Interesting Facts about Casey Todd
Meaning of Last Name
Todd is a surname meaning "Fox" (from Old English todde), and may refer to: *Albert E. Todd, Canadian mayor *Albert M. Todd, US Representative from the state of Michigan *Alexander Todd (rugby player), English and British Isles rugby international *Alexander R. Todd, Baron Todd, Nobel laureate in chemistry *Andy Todd, multiple people *Ann Todd, British actress *Beverly Todd, American actress *Bob Todd, British actor *Brent Todd, New Zealand rugby league footballer *Caroline and Charles Todd, American mystery novelists *Charles Todd (astronomer), Australian astronomer *Charles Burr Todd, American historian *Charles Lafayette Todd, American folklorist *Chris Todd, English footballer *Christine Todd Whitman, American politician *Colin Todd, English football player and manager *David Todd, American architect *David Peck Todd, American astronomer *Dolley Payne Todd, who became Dolley Payne Todd Madison, wife of President James Madison *Emmanuel Todd, French sociologist *Frederick Todd, landscape architect *Garfield Todd, South Rhodesian politician *Hallie Todd, American actress *H. E. Todd, English children's writer *J. A. Todd, British mathematician *James Todd (Canadian settler), Canadian settler in British Columbia *James Henthorn Todd (1805 – 1869), Irish scholar *Janet Todd, British writer and biographer *Jasin Todd, American musician *Jason Todd, fictional character from the DC Universe *Jim Todd, American basketball coach *John Todd, multiple people, including: **John Todd (Virginia) (1750-1782), early Virginia official, and grand-uncle of Mary Todd Lincoln **John Blair Smith Todd (1814-1872), delegate to US Congress from Dakota Territory **John Todd (abolitionist) (18??-1894), preacher and 'conductor' on the Underground Railroad **John Todd (actor) (1877-1957), English-born US actor who played Tonto on the The Lone Ranger radio series **John Todd (mathematician) (1908-1994), British mathematician and geometer **John Todd (footballer) (b. ~1938), Australian football player **John Todd (biologist) (b. 1939), Canadian biologist *Joseph Todd, American football player *Josh Todd, American singer *Kendra Todd, American reality TV winner *Lance Todd, New Zealand-born British rugby league personality *Lani Todd, American model *Lemuel Todd, US Representative from the state of Pennsylvania *Liquid Todd, American radio DJ *Malcolm Todd, British historian *Margaret Todd, multiple people, including: **Margaret Todd (golfer), Canadian golfer **Margaret Todd (doctor), Scottish doctor *Mark Todd, multiple people, including: **Mark Todd, New Zealand equestrian **Mark Todd, UK member of Parliament *Mary Todd Lincoln, First Lady of the United States *Mia Doi Todd, American musician *Michael Todd, multiple people, including: **Mike Todd (1909–1958), American film producer (Todd-AO) **Mike Todd, Jr. (1929–2002), Son of American film producer Mike Todd and stepson to Elizabeth Taylor **Michael J. Todd (1957-2008), senior British police officer **Michael Todd (musician), bassist of Coheed and Cambria *Mort Todd, American humorist *Olga Taussky Todd, Austrian-American mathematician *Pat Canning Todd, American tennis player *Paul H. Todd, Jr., US Representative from the state of Michigan *Paula Todd, Canadian journalist *Richard Todd (1919-2009), British actor *Richard Todd (football player), American football player *Ron Todd, British union leader **Ron Todd, Collingwood footballer. *Ruthven Todd, Scottish poet *Ruth Todd, American broadcaster *Sweeney Todd, fictional character from penny dreadfuls *Thelma Todd, American actress *Thomas Todd, American judge *Tony Todd, American actor *Walter Edmond Clyde Todd, American ornithologist *Warwick Todd, fictional cricketer invented by Tom Gleisner
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Vaginal Cancer
Treating Vaginal Cancer TOPICS
- How is vaginal cancer treated?
- Laser surgery for vaginal cancer
- Topical therapy for vaginal cancer
- Radiation therapy for vaginal cancer
- Surgery for vaginal cancer
- Chemotherapy for vaginal cancer
- Clinical trials for vaginal cancer
- Complementary and alternative therapies for vaginal cancer
- Treatment options by stage and type of vaginal cancer
- More treatment information for vaginal cancer
Previous Topic
Treatment options by stage and type of vaginal cancer
More treatment information for vaginal cancer
For more details on treatment options -- including some that may not be addressed in this document -- the National Comprehensive Cancer Network (NCCN) and the National Cancer Institute (NCI) are good sources of information.
The NCCN, made up of experts from many of the nation's leading cancer centers, develops cancer treatment guidelines for doctors to use when treating patients. Those are available on the NCCN Web site (www.nccn.org).
The NCI provides treatment guidelines via its telephone information center (1-800-4-CANCER) and its Web site (www.cancer.gov). Detailed guidelines intended for use by cancer care professionals are also available on www.cancer.gov.
Last Medical Review: 01/30/2013
Last Revised: 02/13/2014