text:
Not monumental but sucsess
1 month down 15 lbs lost 2 in waiste from size 18w. To 18 reg. I put on a shirt button up that I could not fasten bust buttons 1 month ago. Today shirt fits perfect. I am so excited.
Started @ 221.5 lbs 3/1 and 29 days later weighed in @ 206
Awesome...it will just get better if you work the plan :)
Congratulations. That is wonderful! You're doing great. Stay with it. At this rate imagine what things will be like in June. :)
Down agian
Weigh in Saturday 205.5 . Thanks for your support and advice. I feel good do not crave sugar of carbs hardly. A lOng way to go but I try not to compare my success with others. I am approaching what I consider my 1st big mile stone that's leaving the 200's behind.even if it's 199.5 I'll take it .
You are doing great, Penguin.
I think you are doing fantastic. You are going to be in ONEderland before you know it!
Congrats on your success and keep up the great work!
Thank you, I had to break diet last week due to a week long seminar out of town. None of the food was Atkins friendly but I stayed away from sugar and tries to make the better choices. I had gained 4.5 lbs back but when I came home I went straight back to induction. Happy to say I have list those 4.5 lbs and an additional .5 lb. weight this morning 204.
Well sad to say my husband asked for a divorce. I will not go back to "comfort" food. The last day has been hell and all I want to do is say screw it, but I can't . Down to 203.5 I've almost reached my 1st milestone of 200 lbs. my next goal is 190. How do you deal with this kinda pain and keep going. Advice please
I don't have any advice, but I wanted to let you know I'm sorry for your pain Penguine :hugs::console: It will get better with time. Congrats on staying with plan though!!!
Aw Jeez. So sorry for this. {{{hugs}}} Do you have someone you can talk to?? You need support. Don't do this alone. And get a GOOD lawyer. You'll get through this... and while you do, take care of YOU. Staying on plan can only help. Good choice!
So sorry to hear that awful news. Your weight loss is an inspiration, you will need to take care of yourself. Sending hugs.
Thank you. I will stay on the plan because if I gain the weight back I'll feel even worse. But how I could sit and eat some cheesecake. Thank you again I'll survive this and hopefully look back at this and be ok.
oh that's too bad, penguiine, but maybe it's good. Regardless, stay on plan, because you are STRONG in more ways than one. (And I won't say - nothing is as sweet as revenge, but I'll think it!)
Thanks again. My life has completely. Turned upside down. But wanted to share with you I have lost more weigh and reached my 1st mile stone I am no longer in the 200's. This morning official weigh in 199, yeah
Thanks for the update, Penguin.
Sounds you are being very strong.
Sending you a hug.
Good job!!! Welcome to ONEderland!
Receiving hug and thank you. It will be a stressful 3 months living in same home with him. I'll keep going and thank you for the words of encouragement.
How are you doing now?
|All times are GMT -7. The time now is 02:07 AM.


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Select () or exclude () categories to narrow your recipe search.
As you select categories, the number of matching recipes will update.
Find exactly what you're looking for with the web's most powerful recipe filtering tool.
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"The sauce is excellent. I had a similar recipe yrs. ago and lost it. I make the sauce in a pan and use it over anything... Fried Shrimp, Meatballs, ect. Thanks for posting this."

subset: commoncrawl


text:
The money is flowing in as the New York "pop-up" store turns into a huge success. Cameron noodles his way into the closet of a renowned New York socialite who used to party with Andy Warhol and has the clothes to prove it. Cameron brings Christos to an auction in rural Pennsylvania where the usually tight-fisted Christos suddenly goes bidding crazy. Back in LA, Cameron and Christos assess the state of their partnership.
Christos and Cameron are off to New York City for another Decades "pop-up" store, this time to coincide with the biggest fashion of the season: the Met Ball. But before the store even opens, a box with half a million dollars of merchandise goes missing. Christos calms himself with a consignment visit to DJ and model Sky Nellor's closet, while Cameron heads over to Jennifer Tilly's place to dress her for her Broadway debut. Things look up when Cameron sells a vintage Schiaparelli for $24,000 and Christos finds a perfect dress for Sandra Bernhard. But their upswing of good luck may be running out of gas when an explosive fight between Cameron and Christos threatens to derail the entire trip.
It's the Art of Elysium's annual charity event, The Heaven Gala, and Cameron has been chosen as the honoree. Alongside the award, he has the added difficulties of putting together a fashion show for the star-studded event, dressing celebrity Eva Amuri, and trying to raise a million dollars for charity. In the midst of it all, Christos and Cameron get shocking news about a dress they purchased for $10,000.
It's Greek Easter, which means Christos' family is coming to Los Angeles to help him prep for his annual Easter feast, leaving Cameron to run the store. Things quickly go awry when a series of strange events occur. To escape the chaos, Cameron visits his close friend, Hollywood legend and style icon Phyllis Diller, hoping to raid her closet. Cameron also organizes a mega sale to a couple of sisters, reassuring Christos that he has the chops to fly solo.
Cameron, on his never-ending mission to acquire the world's best vintage couture, travels to the City of Light, Paris, where he peruses flea markets and bids at high-priced auctions for one-of-a-kind items. With money on his mind, Christos worries that Cameron's free-wheeling spending will sink the Decades ship. As Christos attempts to stop the hemorrhaging of cash, he makes up the shortfall by raiding consigners' closets and selling pieces to NEW GIRL star, actor Max Greenfield.
Cameron pays a visit to Dita Von Teese's closet, which is more of a tease than anything else. Then, Decades hits the road when Cameron, Christos and the rest of the crew head to San Francisco for a "pop-up" store event featuring their vintage collection of designer Jean Paul Gaultier. A surprise visit from an old friend, singing superstar Jody Watley, leads Christos to strike a pose.
Cameron is asked to curate an exhibit of avant-garde fashion pioneer Rudi Gernreich's work at the Museum of Contemporary Art, dressing actress Michele Hicks in one of the designer's signature pieces. But things quickly unravel when Cameron and Decades employee Billy have an explosive fight over a perceived slight. Christos tries to play peacemaker, but will he be able to get Cameron back on track before the big opening?
Cameron jets off to New York City to shop at an acclaimed vintage mart, hoping to add new treasures to the Decades inventory. While penny-pincher Christos has given him a budget, Cameron's far more interested in finding hidden gems than sticking to the bottom line. Back in LA, Christos dives into the closet of actress Monet Mazur in hopes of consigning some amazing pieces for the store.
With wedding bells ringing for REVENGE actress Ashley Madekwe, she enlists the help of Christos to find her dream wedding dress. Meanwhile, the manager search continues with a steady stream of unqualified candidates until Cameron brings in a possible solution. Christos and Cameron put their potential manager to the test at a celebrity party featuring their newly acquired vintage Biba line.
Cameron's least favorite event, the annual Decades shoe sale, is fast approaching and Christos tries to hire a manager in time. But when crowds line up and around the block, big sales and big problems are inevitable. With Christos' efforts to make the event as smooth as possible and Cameron's constant snide remarks, the two butt heads on everything.
It's Oscar week and Decades is the fashion center for Hollywood's most important night. Cameron is tapped to help design a vintage-inspired dress for Oscar nominee Melissa McCarthy. Christos scrambles to find new inventory and the perfect dress for his close friend, actress Garcelle Beauvais.
Renowned boutique owners, Christos Garkinos and Cameron Silver, take viewers inside the exclusive and glamorous world of vintage couture at their store, Decades. With the Oscars fast approaching, they must make their partnership work to dress the most fashion-forward celebrities, including actress Rachael Harris.
Bravo's new docu-series follows renowned boutique owners, Christos Garkinos and Cameron Silver, as they take viewers inside the exclusive and glamorous world of vintage couture. Located in Hollywood, Decades is the premiere destination for high-end fashionistas looking for finely curated collections and rare finds for their next red carpet or exclusive party.
Christos finds out how fun it is to spend money at an auction.
Cameron has a budget but promptly ignores it when he comes across a 1930s dress.
The staff at Decades unwind and gossip at a bar.
It's Sunday morning and Cameron heads to church!
Cameron gets invited to the home of socialite Barbara de Kwiatkowski.
Actress Monet Mazur invites Christos Garkinos to have her closet raided.
Christos makes it his personal goal to beat Cameron.
Cameron wants to make clear what a staff member's duties are.
Christos loves when people move so he can get in their closets!
Just like any family, there is a dysfunctional aspect to the Decades family.
One of the perks of being Cameron is being able to spend an afternoon with Phyllis Diller.
Christos raids the closet of a good friend and finds a collectable Prada piece.
Cameron has some pretty shocking news to share.
Eva Amurri Martino visits Cameron to make sure she looks great.
Cameron and Christos argue about who is paying for candles that will mask the smell of leftover lunch.
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Sri Lanka's military declared a "safety zone" yesterday to enable 250,000 trapped civilians to cross into government-controlled territory from the diminishing area held by Tamil Tiger rebels in the north. Leaflets dropped by the air force urged civilians to travel to the 14 square-mile safety zone in rebel territory and wait there until the army could move them to shelter in safer locations, Brigadier Udaya Nanayakkara said, adding: "We will not fire into that area." The announcement came as the military pushed ahead with an offensive aimed at defeating the rebels and ending the civil war.
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In this course, counselor and bestselling author Sheryl Paul gives you the tools you need to heal from a painful breakup. Whether it's been weeks, months, or years since you split with your partner, this course will help you move beyond the pain and learn valuable lessons that will prepare you to find healthy, lasting love in your next relationship. You don't have to feel this way forever.
Sheryl's work was indispensable in helping me soothe and address my fears and anxieties around my engagement and approaching wedding day. Without her guidance, wisdom, and assurances, my overwhelm may have clouded what turned out to be one of the calmest and most incredible days of my life.
- Alanis Morissette
The Conscious Bride is an important guide through one of life's most vulnerable and exciting times. Sheryl casts new light on an old subject, making clear that the natural wisdom in a woman's own heart is the best bridal consultant she could possibly have.
- Marianne Williamson, best-selling author of A Woman's Worth and A Return to Love
5.1. Cutting The Cord And Getting Closure
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1.3. A Simple Practice For Meeting Your Pain With Kindness
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- 5 modules, 13 sessions
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- Closed captions (English only)


text:
Tempe police arrested a man Monday who may be responsible for more than a dozen robberies across the Northwest, where the FBI dubbed him the "Grocery Store Bandit."
Detectives from Spokane, Washington called Tempe police at 2:30 p.m. and told them bank robbery suspect James R. Joseph, 34, had flown to Phoenix last week and was staying with family in the 2300 Block of West Vineyard.
"The family members he was staying with had no idea this was going on and were very cooperative," said Tempe police spokesman Sgt. Mike Horn.
Members of the Tempe Special Investigations Bureau, including members of the tactical team, surrounded the residence, Horn said.
They used several ruses, such as errands and getting kids to play in the park, to get eight people — including children — out of the residence so the suspect would be alone in the house.
After that was completed, police commanded the suspect to leave the home, where he was taken into custody about 5:50 p.m. without incident.
Spokane police said Joseph was arrested on suspicion of Friday's robbery of a Washington Mutual Bank branch in Spokane and the March 26 holdup of the Washington Trust Bank, also in Spokane.
Spokane detectives Mark Burbridge and Kip Hollenbeck developed information over the weekend that led to the issuance of the arrest warrant, according to a news release from Spokane police Chief Anne E. Kirkpatrick.
Spokane detectives were interviewing Joseph on Tuesday in an attempt to link him to other robberies, including some in northwest Oregon.
Most of the robberies occurred at banks inside grocery stores, earning the suspect the label of the "Grocery Store Bandit."
Horn said Spokane detectives flew out Tuesday to interview Joseph.
Joseph was booked into Tempe City Jail and is being held at Maricopa County's Fourth Avenue Jail.


text:
|20 Feb 2012
Windows 7 Ultimate x64
Credential Manager won't save my new password even after changing it
Hello guys,
Credential manager keeps remembering my old password for any network addresses I want to connect to. It uses this password on any network address I type in and doesn't allow me to change it even after deleting all the credentials(i.e romove from vault) and creating them manually. How I know its the old password is because there is no change in length and yet the new password I'd want it to save is shorter/longer. See attached jpeg file.
I'm running windows 7 ultimate x64.
|My System Specs
|29 May 2012
I have exactly the same problem: credentials manager remembers and old password. Even if I delete the credential, when i sotre it again (tickling on "Remember my credentials") the password that is stored is that same old password, not the new ine that I am typing again and again...
It is amazing how many very basic things just don't work in Windows 7.
How is it possible that the old password is still there if I have deleted many times the credentials ???!!!
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|Name: _________________________
|Period: ___________________
This quiz consists of 5 multiple choice and 5 short answer questions through Story 8.
Multiple Choice Questions
1. What virus does the narrator of Story 4 reveal McInnes has?
(a) Borna virus.
(b) Adenovirus.
(c) Hepatitis.
(d) Foot and mouth disease virus.
2. All of the following people are inside the farmhouse in Story 4, except for who?
(a) Richard.
(b) Jack Hotel.
(c) Blue.
(d) McInnes.
3. What is Georgie referring to when he says, "We killed the mother and saved the children"?
(a) The rabbit.
(b) The squirrel.
(c) The dog.
(d) The duck.
4. Who is the clerk in the Emergency Room in Story 6?
(a) The narrator.
(b) Mickey O'Keefe.
(c) Edward Sweetbay.
(d) Hugh Newton.
5. Who is Kid Williams?
(a) A former singer.
(b) A former actor.
(c) A former football player.
(d) A former boxer.
Short Answer Questions
1. Whose birthday is it in Story 4?
2. What is the "second man's" real name?
3. Who is the orderly at the hospital is a friend of the narrator in Story 6?
4. In Story 8, what is the military woman at the tavern's marital status?
5. What is the name of the bar the narrator is at in Story 3?
This section contains 185 words
(approx. 1 page at 300 words per page)


text: Traditional food and kind people. I was there during the Xmas vacations and due to other activities we were extremely late for lunch. They were very helpful waiting for us until 3 pm. extremely large table of traditional and superb Italian and local starters (help yourself style). We had the famous Baccala alla Vicentina with Polenta which was great. The... More


text:
Available Colors/Styles
Detail Pics
Secretively cool.
You just parachuted out of the secret compartment on the commercial airplane bathroom and landed in Arizona. Strip off your chute gear and let the Billabong Kaleb Tank Top keep you cool as you look for a suitable drop zone for the secret documents.
- Small ruffle at arm holes
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Something In The Ocean Is Eating Great White Sharks
Doctors Call "Skinny Pill" the Holy Grail of Weight Loss
When Selfies Go Wrong
27 Russian Dating Site Members You Don't Want to Mail Order
46 Perfectly Timed Photos You'll Have to Look Twice to Understand.
16 People Fortunately Saved from Their Horrible Tattoos
21 Plastic Surgery Disasters
Timing Is Everything: Hilarious Accidental Photos
The Rolls-Royce Even Millionaires Can't Touch
25 Spectacular Shark Images
One Of The Worst Supercar Fails In Recent History
Watch Till The End To Get Really Amazed
Scientists Solve the Mystery of 'Melting' Starfish
Scientists Who Claims To Have Proof About The Existence Of God
30 Convenient Ideas You Never Knew You Wanted
Well, That Was a Close One!
Think She's Cute? Just You Wait!
The Coolest Animal You've Never Heard Of
18 Cute Girls Gone Ugly
15 DIY Projects for Your Man Cave
13 Photos That Shouldn't Have Been Taken
The Final Cosplay from Anime Expo 2014
54 Yoga Pants Pictures That Will Blow You Away
These 11 Animals Would Eat You Whole If They Were Not Already Extinct
12 Dining Table Comparisons Between The World's Rich and Poor
9 Things People Shouldn't Be Able to Do in Restaurants
27 Perfectly Timed Disaster Photos
30 Really Good Examples of Why Japan is So Weird
What Perfect Beauty Looks Like Around the World
Little Girl Born With 'No Blood' Defies All Odds


text:
By: yakitate9
Some awesome multiplayer gameplay from the recently released game, TimeShift. Some pretty major ownage, if you ask me.
Views: 18,694 | Posted: 05/25/2011
By: Honto
The demo surprised me in a good way. I was expecting a lot less of this game, but time control is a lot of fun to use (as you can see in this video), stages are destructible (watch the walls!), it has a solid physics engine and blood splats your visor when you shoot at limbs! Gotta love that ; )
Views: 8,651 | Posted: 05/25/2011
By: KenniTheKid
new timeshift interview with gameplay and features
Views: 2,480 | Posted: 05/25/2011
By: Ken
The Most Savage Encounters with The Grand Daddy of them all from bioshock Big Daddy .. he's relentless sometimes .. I swear ... Great Game ...
Views: 796 | Posted: 05/25/2011
By: RedHornet
A quick look at your abilities in this time-crunching game. (sorry for the quality)
Views: 407 | Posted: 05/25/2011
By: jasontbruce
grenades in timeshift
Views: 306 | Posted: 05/25/2011
By: gustarbox
E3 2007 Trailer
Views: 1,677 | Posted: 05/25/2011
By: DavyXP
New and amazing Timeshift trailer which tells us a lot about the possible gameplay we can excpect in the game.
Views: 716 | Posted: 05/25/2011
By: Whattheshytt
I wes playing Timeshift and this happend .. lmao
Views: 2,606 | Posted: 05/25/2011
By: RZONE
Views: 391 | Posted: 05/25/2011
Week of
Dec. 21
PS3, Vita
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Trine Enchanted Edition is a remake of the original Trine, built using the Trine 2 engine.
Wii U
Release Date: 12/25/2014


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Joly, Brenda M. PhD, MPH; Booth, Maureen MRP; Shaler, George MPH; Mittal, Prashant MSc, MS
Muskie School of Public Service, University of Southern Maine, Portland, Maine
Correspondence: Brenda M. Joly, PhD, MPH, Muskie School of Public Service, University of Southern Maine, PO Box 9300, Portland, ME 04104 (email@example.com).
This study was part of a larger national evaluation effort of the Multi-State Learning Collaborative funded by the Robert Wood Johnson Foundation, grant 64232. The authors thank all of the local health departments that participated in our survey and Leslie Beitsch, MD, JD, Mary Davis, PhD, MSPH, Brenda Henry, PHD, MPH, and William Riley, PhD for their guidance on the QI Maturity Tool.
Disclosure: The authors report no conflicts of interest.
Objective: This study examined changes in quality improvement: (1) over a 3-year period, (2) among mini-collaborative participants, and (3) among agencies that were classified in the lowest QI performance quartile.
Methods: A QI Maturity Tool was administered to all local health departments in the Multi-State Learning Collaborative states. Factorial ANOVA was performed to determine differences in composite factor scores and interaction effects were explored.
Results: The results revealed a significant increase in the percent of agencies that reported ever implementing a formal QI process from 2009 to 2011 and agencies that participated in a mini-collaborative were more likely than their non–mini-collaborative counterparts to report QI implementation. The findings also suggested significant changes in QI capacity and competency as well as alignment and spread over the course of the grant, among mini-collaborative participants, and among agencies that were originally identified in the lowest QI maturity quartile. No significant changes in organizational culture were revealed by year or among mini-collaborative participants. However, agencies in the lowest quartile saw significant changes in organizational culture during the project period.
Conclusions: Significant changes in specific QI domains are possible to detect during a 3-year period. Our research gives us confidence that the QI Maturity Tool measures the right domains and is an important contribution to quantifying the adoption and spread of QI in public health. However, further refinement is needed to better standardize language and definitions of the component parts of a QI system.
There is growing interest in applying systematic approaches to quality management, so prevalent in other sectors, to public health. The introduction of a national voluntary accreditation program raises the stakes for state and local health departments (LHDs) to more closely examine operations and outcomes.1 Funding agencies are placing new demands on health departments to document how their efforts result in tangible improvements. And public health administrators, faced with declining resources and widening demand for their services, are having to monitor performance, set priorities, and assure that processes and practices are effective and lead to improved quality.
In 2005, The Robert Wood Johnson Foundation funded what was to become a 3-phase initiative known as the Multi-State Learning Collaborative (MLC) that ultimately focused on building capacity within state and LHDs to assess and improve the quality of public health services and outcomes. The history of the MLC and a description of the independent evaluation have been previously presented.2,3 The third phase of this initiative emphasizes the use of "mini-collaboratives" as the focal point for learning quality improvement (QI) skills and applying them to specific areas. Details about the mini-collaborative process and an evaluation of the mini-collaborative approach are reported elsewhere in this issue. In addition to the mini-collaborative intervention, the National Network of Public Health Institutes, manager of the MLC initiative, conducted face-to-face meetings, site visits, and open forums with states and their participating LHDs to bring together QI and subject-matter experts, share lessons and experience, and provide updates on national accreditation standards and processes. National webinars, ongoing conference calls, and an e-library further supplemented the resources available to state grantees throughout the project.
Given the emphasis on QI, MLC evaluators developed and tested a standardized instrument to assess the initiative's impact in changing QI practice, culture, capacity, and spread among health departments in the 16 MLC states. This instrument was labeled the QI Maturity Tool and is now in its third version (B. M. Joly, M. Booth, and G. Shaler, unpublished observation, 2011). The development of this tool was a first-time effort to identify and quantify factors believed to influence QI maturity in public health agencies and is understood to be the first validated tool of its kind for this setting. In its design, the evaluators relied heavily on research from other fields to substantiate the nature of how organizations adopt QI and the factors that are most likely to contribute to that adoption and diffusion within an organization. While the reliance on research unrelated to public health has obvious limitations, we believed it was instructive in understanding the intricacies and path of change within any organization. A summary of this literature and the specific factors known to influence QI culture, capacity and competency, as well as alignment and spread have been reported elsewhere.4
Our article provides evaluation results based on the QI Maturity Tool and its assessment of 4 QI domains: (1) organizational culture, (2) capacity and competency, (3) QI practice, and (4) alignment and spread. Through this analysis, we sought to determine whether there would be significant changes within these 4 QI domains at the end of the project among all LHDs within the 16 participating states, and among the LHDs that participated in a mini-collaborative. We also wanted to assess whether findings from other research showing that the greatest performance improvement occurs among the lowest quartile applied to the MLC initiative.5 The following 3 hypotheses were tested among those LHD respondents who completed the QI Maturity Tool in each of the 3 years of its administration:
Hypothesis 1: All LHDs will experience an increase in summative composite QI factor scores over the 3 years.
Hypothesis 2: LHDs participating in a mini-collaborative will have higher summative composite QI factor scores than their nonparticipating LHD counterparts.
Hypothesis 3: LHDs identified in the lowest quartile in 2009 will have a greater increase in their overall summative composite QI factor scores compared to all other quartiles combined.
This article describes the methods and data analyses used in the evaluation and concludes with a discussion of the findings and implications for public health research and practice.
This component of the evaluation was based on a longitudinal cohort design with the LHD serving as the unit of analysis. LHDs were identified on the basis of the definition and criteria used by the National Association of County and City Health Officials (NACCHO).6 As of 2009, there were 1161 LHDs in the 16 participating MLC states, representing approximately 41% of all LHDs across the country. The survey was sent to the administrator of each health department in the winter of 2009, 2010, and 2011. As an incentive to participate, the system generated an agency-specific QI report on the basis of areas of strength and opportunity.
To minimize the length of our evaluation survey, agency characteristics (eg, jurisdiction, annual expenses, staff size) were obtained from the 2008 Profile Survey administered by NACCHO. The 2008 Profile data set was merged with our data, and as mentioned previously, all LHDs that responded in each of the 3 years were included in the hypotheses testing.
The QI Maturity Tool was embedded as part of a larger MLC evaluation Web-based survey that included a series of skip patterns as well as items on national voluntary accreditation and the MLC initiative. The development and psychometric properties of the QI Maturity Tool have been reported previously.4 The 2009* version of the QI Maturity Tool (version 1.0) included 37 items used to assess the following 4 quality domains:
* QI Practice (n = 4): The number, type, and length of formal quality improvement efforts.
* QI Organizational culture (n = 8): The values and norms that pervade how the agency interacts with its staff and external stakeholders.
* QI Capacity and Competency (n = 10): The skills, functions, and approach used within an organization to assess and improve quality.
* QI Alignment and Spread (n = 15): The extent to which QI supports (and is supported by) the organization as well as the diffusion of QI within the agency.
With the exception of the practice domain, all items in the tool included a closed Likert-type scale response option where "1" corresponded to "strongly disagree" and "5" corresponded to "strongly agree." A response of "I don't know" also was included given that the concept of QI remained relatively new for some health departments. However, few respondents selected this option and it was therefore dropped from the analysis.
Each QI domain (except practice given the nature of the questions) was subjected to a principal component analysis conducted in 2009 among all respondents based on 28 of the 33 questions. One item pertaining to external drivers of QI culture was eliminated to better reflect the desired measure of an organization's internal culture. In addition, 4 items in the alignment and spread domain provided limited data as a result of a skip pattern and were therefore dropped from the analysis. Labels were generated for each dimension and their content is described as follows.
QI Organizational Culture: A 2-factor solution was identified and the 2 factors accounted for 68% of the total variance explained. The first factor or dimension was labeled commitment and included 3 items assessing receptivity to QI, the impetus for improving quality, and the experiences of leadership based on common goals. The second dimension was labeled collaboration and focused on problem solving, staff involvement, data sharing, and shared accountability.
QI Capacity and Competency: Three factors or dimensions were detected and labeled as (1) skills, (2) methods, and (3) investment. These 3 factors accounted for 72% of the variance explained. Two items were included in the skills dimension and they focused on leadership and staff training in basic QI methods. The methods dimension included 6 items that assessed the ability of staff to monitor quality, identify root causes, and implement best practices. This dimension also included 2 items used to measure the availability of quality measures within the agency and current evaluation practices. Finally, the investment dimension focused on 2 items; one was related to the designation of a QI officer and a second question focused on existing processes for determining QI priorities.
QI Alignment and Spread: Three factors or dimensions were identified: (1) integration, (2) authority, and (3) value. These 3 factors accounted for 69% of the variance explained. The integration dimension focused on the alignment of QI responsibilities with job descriptions; the use of customer satisfaction data, the availability of accurate and timely data, and the incorporation of QI into daily practice; the amount of awareness about QI expertise; and the level of participation, adoption, and time available for QI efforts. The authority dimension included one item assessing staff authority to make needed change. Finally, the value subdomain included 2 items measuring perceptions about QI implementation and the importance of devoting time and resources to QI efforts.
Descriptive statistics were used to assess individual responses to all items. Bivariate analyses were conducted to determine differences in agency characteristics based on (1) survey participants and nonparticipants, (2) respondents who completed the QI Maturity Tool all 3 years (matched set) versus those who responded in only 1 or 2 years, (3) the matched set of agencies that participated in a mini-collaborative and those that did not, and (4) the matched set of agencies that did and did not fall into the lowest quartile for QI maturity on the basis of 2009 results.
The dimensions identified in 2009 were applied to survey results in 2010 and 2011. Summed factor composite scores were created by adding the values of the underlying items in each factor. These scores were then compared using ANOVA techniques to determine differences in 3 areas: year, mini-collaborative participation (yes, no), and assigned quartile (lowest vs all other). We used a generalized linear model to run factorial ANOVA to test each domain and the corresponding dimensions based on these 3 areas and their interactions. All results were considered significant at an α < .10. All analyses were conducted using SPSS version 17 (SPSS, Inc, Chicago, Illinois) and SAS version 9.2 (SAS, Inc, Cary, North Carolina).
General information about the agencies that responded to the survey in all 3 years is provided in Table 1. The overall survey response rates were 60% in 2009, 65% in 2010, and 63% in 2011. A total of 907 LHDs responded to the QI survey over the 3-year period and 404 agencies participated in all 3 years.
The results of the bivariate analyses exploring differences in agency characteristics among various samples are provided in Table 2. In general, there were no differences in population size, the number of full-time equivalents or annual expenditures among (1) survey respondents and nonrespondents, (2) respondents in the matched set and LHDs that only participated in 1 or 2 years, and (3) among the matched set of LHDs in the lowest quartile versus LHDs in the remaining 3 quartiles. Overall, survey respondents were more likely to be county-based. Agencies that participated in a mini-collaborative had significantly fewer full-time equivalents and lower annual expenditures when compared to their non–mini-collaborative participants within the matched sample.
A summary of the descriptive findings can be found in Table 3. Overall, LHDs reported high levels of agreement on the culture items. Across all 3 years, mean scores were above 4.0 for all 7 items included in the factor analysis. Mean scores in this same period ranged from 2.3 to 3.6 in the capacity and competency domain and from 1.1 to 4.3 in the alignment and spread domain.
QI Practice: The results revealed a statistically significant increase during the 3-year period based on the number of LHDs who reported ever implementing a formal process to improve the performance of a service, program, process, or outcome (χ2 = 22.75, df = 4, P < .0001). The analyses also indicated that LHDs participating in a mini-collaborative over the 3-year period were more likely to report implementing a formal QI process when compared to LHDs that did not participate in a mini-collaborative (χ2 = 9.59, df = 2, P < .0083). A significant difference was also found between LHDs in the lowest quartile and health departments in the remaining quartiles (χ2 = 26.7301, df = 2, P < .0001), indicating that those in the bottom quartile were less likely to implement QI.
QI Organizational Culture: As seen in Table 4, there were no significant changes in this domain or dimension over the 3 years or among mini-collaborative participants. However, there was a significant change in all areas among agencies in the lowest quartile when compared to their counterparts in the other 3 quartiles. In addition, the results suggested an interaction effect between quartile status and year.
QI Capacity and Competency: The results indicated a significant change in this domain overall and among the 3 dimensions for both year and quartile status. Post hoc analyses revealed significant differences between 2009 and 2011 across all factors. In addition, 2 of the 3 dimensions (skills and methods) indicated significant differences based on participation in a mini-collaborative. Scores in the skills dimension were higher among mini-collaborative participants and scores for the methods dimension were lower for this group. Interaction effects were identified at the domain level and across all dimensions between year and quartile status. An interaction effect was also noted in the skills and investment dimensions between quartile status and participation in a mini-collaborative.
QI Alignment and Spread: The findings suggest a significant change in this domain and among the 3 dimensions for both year and quartile status. Once again, post hoc analyses revealed that significant increases in factor scores occurred between 2009 and 2011. The results also revealed differences in the value dimension based on participation in a mini-collaborative. Additional post hoc analyses indicated that mini-collaborative participants had higher scores in this dimension. Interaction effects were identified at the domain level and across all dimensions between year and quartile status. An interaction effect was also noted in the overall domain and in the value dimension between quartile status and participation in a mini-collaborative.
The QI maturity tool was designed to gauge whether it could assess changes in 4 quality improvement domains: (1) practice, (2) organizational culture, (3) capacity and competency, and (4) alignment and spread. Given that QI was a significant driver of the MLC initiative, we sought to determine whether changes occurred among LHDs in the 16 participating states during the initiative's 3 years. Furthermore, we explored whether participation in a mini-collaborative enhanced the chances of further QI development and whether low performers could make dramatic changes during a 3-year period.
Overall, the results revealed significant changes in 3 major areas: (1) practice, (2) capacity and competency and (3) alignment and spread. Improvements in these domains and across all of their accompanying dimension were significant between 2009 and 2011.
QI Practice: The results indicated an increase in the number of LHDs that implemented formal QI efforts over the course of the grant. The results also underscored the role of mini-collaboratives in the adoption and acceleration of QI tools and approaches at the local level.
QI Capacity and Competency: Our findings suggest that LHDs enhanced their QI capacity and competency in terms of skills, methods, and investment. Given the nature of the MLC initiative, the focus on QI, and external drivers such as national voluntary accreditation, LHDs had opportunity and incentives to develop their QI skills and refine their agencies processes. The role of a mini-collaborative was clearly important in building skills. However, one interesting and noteworthy finding suggested higher scores in the methods dimension among non–mini-collaborative participants. We hypothesized several reasons for this finding. First, LHDs participating in a mini-collaborative were smaller and had lower annual expenditures, suggesting fewer staff and resources available for applying QI. Second, the initiative took place during an economic downturn and LHDs nationwide lost a significant amount of jobs and funding.7 Mini-collaborative participants may have especially been hard hit given their smaller staff and budgets. A recent report indicated that while smaller LHDs were less likely than larger LHDs to experience staff reductions, a larger percent of their workforce was impacted when they did.7 Third, despite an increase in skills among agencies involved in a mini-collaborative, these LHDs may have had limited means or opportunity to apply the newfound QI methods.
QI Alignment and Spread: Results from the QI Maturity Tool detected significant changes that suggest LHDs were able to better integrate QI into programs and services, allocate staff time for QI, and engage additional staff in QI efforts over the course of the grant. The findings also provide preliminary data about a mini-collaborative's role in shaping the perceptions of QI.
QI Organizational Culture: In terms of the organizational culture domain and accompanying dimensions, the findings revealed no significant changes during the project. The scores for these factors remained stable and high throughout the 3 years. We suspect that additional work is needed to adequately capture and measure the nuances of a culture of quality in a self-report format.
Several limitations of the study should be acknowledged. First, the survey upon which findings are based was administered to the health officer or his/her designee. Thus, they represent the opinion of a single individual and may not reflect the true status of quality improvement efforts within a LHD. Second, the final year of survey administration occurred at a time when some mini-collaboratives were still taking place. Therefore, the full effect of participation may not be captured in these data. Finally, all data were self-reported with no independent validation of factual information. Preliminary findings from our third round of case studies conducted as part of the evaluation raised questions about the congruity of survey responses, self-assessments made during interviews, and evaluator observations.8 Finally, our analysis pertains only to the 16 states participating in the MLC initiative and the results may not be generalizable. We have no way of knowing whether observed changes in QI over the course of the 3-year initiative also occurred in non-MLC states.
The QI Maturity Tool provides a rich source of information on the scope and pace of change in LHDs over a critical 3-year period during which time national and state efforts were under way to build QI awareness and capacity. The results have important implications for how we measure and track QI adoption, how we support LHDs in their QI efforts, and how we assess the long-term impact of QI on public health services and outcomes. More work is needed to better understand our findings in relationship to other LHD characteristics (eg, urban vs rural, centralized vs decentralized) and based on the financing and scope of services provided. In addition, research on the "early adopters" and "laggards" may prove helpful in focusing on specific approaches designed to accelerate the adoption of QI.
Our research gives us confidence that the QI Maturity Tool is a useful instrument to help assess the adoption and spread of QI in public health. But as noted by other public health researchers,6,7 further refinement is needed to better standardize language and definitions of the component parts of a QI system that are being measured through the tool. For example, our analysis and case studies confirm that the term "QI Project" is not well understood and is often used when describing less deliberate and systematic activities to improve performance. We know that the QI Maturity Tool assesses both the factors leading to QI adoption (eg, agency culture) as well as specific activities denoting QI application and spread throughout an agency. While both are essential to understanding QI maturity, the tool needs to be expanded if it is to distinguish among the various stages of QI adoption and spread. We believe it is important to rethink the administration of the survey to only one person within an agency. The obvious simplicity of administration and scoring must be weighed against the value of obtaining a more representative composite view of an agency's QI culture, capacity, and spread. Finally, preliminary findings from our case studies suggest that survey respondents are inclined to inflate their assessment of agency culture and QI activity. Further work is needed to minimize this tendency.
Findings indicate that a mini-collaborative approach shows promise in building QI capacity and competency and raising the value of QI within an agency. Mini-collaboratives hold particular promise for lower-performing agencies, which showed remarkable progress in all domains over a 3-year period. Except as noted, mini-collaboratives generally did not change QI culture or the alignment and spread of QI throughout an agency. Future initiatives should target LHD leaders and administrators who shape the environment and make it conducive to the adoption and use of QI.
There is much to learn from research in other fields on the stages of QI development and to test that experience within the public health community. Initial work in defining the QI continuum in public health9 should be further developed. As Beitsch et al10 maintain, the field needs reliable measures to assess the adoption of QI methods in local and state health departments. We believe that additional refinement of the QI Maturity Tool, including additional psychometric analyses of the latest version (3.0), will provide a useful basis for both plotting the progress of public health agencies and documenting the indicators for achieving progressive developmental stages of maturity.
*On the basis of additional characteristics known to influence QI, 9 items were added to the existing domains in 2010 and 5 new items were incorporated in 2011. However, given our interest in comparing results over the course of the project, all analyses were based on the original 37-item instrument. Cited Here...
local health departments; mini-collaboratives; multi-state learning collaborative; quality improvement
© 2012 Lippincott Williams & Wilkins, Inc.
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The Man Who Wasn't There -- The story of a seemingly simple barber, who turns to blackmail and revenge to escape his achingly dull life.
The Man Who Wasn't There -- A laconic, chain-smoking barber blackmails his wife's boss and lover for money to invest in dry cleaning, but his plan goes terribly wrong.
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RF Industries Increases Regular Quarterly Dividend To $0.07, Declares Special Cash Dividend Of $0.07 Per Common Share
RF Industries Ltd. (NASDAQ: RFIL) announced that its Board of Directors has increased its regular quarterly cash dividend by 40% from $0.05 per common share to $0.07 per common share, and that it will pay this increased dividend starting in this current quarter. Since the Company previously accelerated payment of the $0.05 per share dividend for this fiscal quarter in December 2012, this new $0.07 per share dividend is deemed to be a special dividend. RFI has approximately 7,500,000 common shares outstanding.
The special cash dividend will be payable April 16, 2013 to shareholders of record as of April 1, 2013.
"Our decision to pay this one-time special dividend reflects the Company's strong cash position and balance sheet. We are pleased to have this opportunity to share our success with our shareholders," said Howard Hill, CEO of RF Industries.
About RF IndustriesRFI manufactures, designs and distributes Radio Frequency (RF) connectors and cable assemblies, medical cabling products, RF wireless products and fiber optic cable products. Coaxial connectors, cable assemblies and custom microwave RF connectors are used for Wi-Fi, PCS, radio, test instruments, computer networks, antenna devices, aerospace, OEM and Government agencies. Medical Cabling and Interconnector products are specialized custom electrical cabling products for the medical equipment monitoring market. RF Wireless products include digital data transceivers for industrial monitoring, wide area networks, GPS tracking and mobile wireless network solutions. Fiber optic cable, connector and harness products serve computer, aerospace, computer networking and specialty applications. Forward-Looking Statements This press release contains forward-looking statements with respect to future events which are subject to a number of factors that could cause actual results to differ materially. These forward-looking statements are not guarantees of future performance and involve risks, assumptions and uncertainties, including those described in "Risk Factors" in the Company's public filings with the Securities and Exchange Commission ( www.sec.gov ) including its Form 10-K. All forward-looking statements are based upon information available to the Company on the date they are published and the Company undertakes no obligation to publicly update or revise any forward-looking statements to reflect events or new information after the date of this release.
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Red Hat Aims Its Cloud at Bigger Rival VMware
BOSTON ( TheStreet) -- Red Hat (RHT) has decided its place in the cloud computing sunlight depends on taking on VMware (VMW).
VMware has the early lead. Companies that have created "virtual" servers to save on data center hardware have been using its vSphere for years. The software has evolved into a full cloud operating system. Many store their data mountains inside EMC data server devices -- EMC (EMC) owns 80% of the company. VMware's vCloud lets companies move virtualized workspaces into the public cloud.
The trouble is these are closed-source, proprietary products. Customers that commit to VMware are locked in just as securely as if they'd bought Microsoft Windows.
Or so goes the Red Hat argument.At its Red Hat Summit in Boston this week, the company took direct aim at VMware with what it calls Hybrid IaaS. This combines Red Hat Enterprise Linux, virtualization and CloudForms cloud management for $500 per cloud instance. VMware charges $502/instance for virtualization alone. Red Hat is also taking aim at VMware parent EMC's network storage business with Red Hat Storage Server 2.0, also announced at the summit. RHSS is based on Gluster, an open source project acquired last year. Its aim is to let companies build cloud storage from commodity hardware rather than specialized servers. Ranga Rangachari, vice president and general manager for storage, said RHSS can cut the cost of storing a gigabyte of cloud data from $1.10 to 29 cents "with better performance" because storage is integrated into the cloud rather than sitting on a separate device. The full Platform as a Service (PaaS) offering, called OpenShift, is designed to ride on a cloud infrastructure, and Red Hat recently committed to OpenStack, first sponsored by Rackspace (RAX), for its Infrastructure as a Service (IaaS) offering. That's one difference between being proprietary and being open source -- community momentum can drive your decisions. But another difference is that you're commercializing software that people can also get free. Red Hat's flagship Red Hat Enterprise Linux product is based on Fedora, a free Linux. And Red Hat Network Storage is based on Gluster, an open source project acquired just last year.
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More South Florida flights were canceled or delayed on Monday because of weather, airport officials say.
At Miami International Airport, there were nine weather-related flight cancellations on Monday, along with 25 delays.
At Fort Lauderdale-Hollywood International Airport, 17 cancellations and 24 delays were reported on Monday.
The cancellations and delays come after a massive storm hit the northeast this week.
Those traveling this weekend are encouraged to call the airline before heading to the airport, or check the status of U.S airports by clicking here.
Winter blast freezes parts of U.S.
A massive winter storm packing heavy snow and bone-chilling temperatures buried parts of the U.S. in as much as 2 feet of snow late last week and has kept a good part of the country in sub-zero temperatures this week.


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text: 4.5 Not the usual quality of boxer from Bench Bingiman | 17/01/2013 | See all Bingiman's reviews (1) I have always bought Bench boxer shorts for their comfort, durability and quality of material, however, these are not of the usual high standard I have come to expect. The material is thin, the boxers are pretty tight with not much stretch and after one wear became mis-shaped and baggy round the legs! At the 6 pounds sale price worth it for some spare pairs of daily boxers, but priced at 15-20 pounds (what i paid), they're not worth the money...and if you want to dress to impress for the after hours don't wear these, the flared look does not go unnoticed!


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No charges for Oakland officer in fatal shooting
Prosecutors say an Oakland police officer who shot and killed an 18-year-old high school student, a shooting that sparked protests in the city, will not face criminal charges.
Alameda County District Attorney Nancy O'Malley said in a report released Tuesday that she agreed with a decision by a senior deputy district attorney who investigated the shooting.
The Oakland Tribune says ( http://bit.ly/SKOJk2) in the report, Senior Deputy District Attorney Kenneth Mifsud wrote that Officer Miguel Masso had an "actual and reasonable belief that he or others in the area were about to be shot by Mr. Blueford."
Alan Blueford was shot in the early morning hours of May 6 after police said he ran from officers and pointed a gun at Officer Masso.
His family and others have accused police of covering up details of the shooting. The family has also filed a federal wrongful death lawsuit against the city.


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I think you look pretty similar to last time- and yep, pretty big!
I was actually thinking of trying to compare now with the end of pregnancy last time- so we feel smaller!
Surely some other people took pictures of their last pregnancies- at the end??
Mama to my veggie girl (1/09) and my sweet rainbow baby (9/12).
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World Aquaculture Market
NEW YORK, April 2, 2013 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:
World Aquaculture Market http://www.reportlinker.com/p01155318/World-Aquaculture-Market.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Fish_and_Seafood
World demand to rise 7.4% annually through 2017
World demand for aquaculture supplies and equipment is forecast to advance 7.4 percent per year to $63.5 billion in 2017.Rising feed costs will drive advances as fishmeal and fish oil prices continue to grow rapidly, and the ongoing transition from extensive and semi-extensive to intensive aquaculture production supports greater feed demand. However, higher fish product prices -- due in large part to increasing feed costs -- will result in slower growth in global per capita fish consumption, and bring advances in world aquaculture demand to more sustainable levels. The corresponding moderation in world aquaculture output will be particularly significant in China, which is forecast to grow at a slower pace than not only the rest of the Asia/Pacific region, but also South America and the Africa/Mideast region. Aquafeeds dominate world aquaculture demand Aquafeeds dominate world demand for aquaculture supplies and equipment, as an increasing share of aquaculture producers have turned to manufactured products, rather than depending on natural food sources. The impact of higher fishmeal and fish oil prices will be partially mitigated by the increasing use of lower cost vegetable fats and proteins, and by declining feed conversion ratios as higher quality feeds allow farmers to use aquafeeds in smaller volumes. The general trend of increased intensification in production that is contributing to expanded aquafeed use is also expected to continue to positively affect demand for other aquaculture supplies. More intensive production requires the use of different types of equipment, such as pumps, filters, and feeders. Water in tanks or ponds containing dense populations of fish can quickly foul, posing dangers to both the farmed fish and the natural ecosystem, which will promote elevated demand for water treatment chemicals. Feed supplements and pharmaceuticals will benefit from greater pressure from disease and growth problems, which become more significant as stocking densities rise. Although increasing numbers of farmers are using aquafeeds instead of natural food sources, fertilizer demand is expected to grow as farmers in developing countries begin utilizing chemical inorganic fertilizers for carp, tilapia, catfish, and shellfish culture.
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Neil Mason | June 7, 2010 | Comments
We don't build "average" websites for "average" visitors, so why are we measuring averages?
When measuring online marketing performance, there are some basics issues that should be considered. Some issues involve the way that the metrics are constructed; in other cases, it involves the way we interpret them.
In part one in this series on analytics basics, I examined two sets of key metrics: tracking unique visitors and tracking new vs. returning visitors.
This time, let's look at averages and ratios.
Site Activity: Comparing Average, Mean, and Median
First, let's look at common metrics used to describe the overall activity levels on a site such "average pages per visit" or "average time on site." There's a real problem with the way these metrics are calculated, which makes them virtually useless. Virtually all Web analytics systems use the "mean" when they produce these "average" metrics. The trouble with using the mean is that it works best when the underlying distribution of activity is normally distributed, like in the graphic below. This ties in with our own notion of what an average is in that we general assume that most people will be in and around this number. So if we say that the average time on site is 6 minutes, 30 seconds, we implicitly assume that most people are on the site for around 6 minutes, 30 seconds.
Average Time on Site:
Problem is, most behavior on websites is not normally distributed. If you actually look at how many people stay for how long, or how many people visit how many pages, you will generally find a pattern that looks like the chart below:
Behavior on the web is not "normal." Most people have relatively small levels of activity and that relatively small numbers of people have higher levels of activity. This "skewed distribution" means that the "mean" is not a very good measure of an average at all. Instead, we need to use the "median". The median is the point at which 50 percent of the population lies below this value and 50 percent of the population lies above. In my example above, the median is 3 minutes, which gives a very different perspective to the mean of 6 minutes and 30 seconds. It demonstrates that the activity levels are generally not as high as they would first appear.
However, Web analytics systems typically don't report the median; they report the mean. That's because it's easier to calculate the mean in a database than it is to calculate the median. So if you want to report a correct average, you must run the relevant reports and then calculate the median yourself. Another problem is that reporting on "average behavior" is not very useful. These days we generally don't build "average" websites for "average" visitors. We tend to want to be targeted and so we want to understand the differences in behavior amongst different groups of people rather than understand the average behavior across all people. Averages might be easy to understand but they often don't tell you anything useful unless you are looking in detail at the behavior of various different segments. So avoid using site-wide averages if you can!
Measuring Conversion Ratios
There's another group of metrics that must be treated carefully: ratios such as conversion ratio and bounce rate. Ratios can be enormously useful as a metric. However, when they used on a site-wide basis, they can raise more questions than they answer.
There's nothing wrong about the construct of a number like a conversion ratio, it's more an issue of interpretation. The problems stems from the fact that a ratio (by definition) is the comparison of two numbers. A conversion ratio is typically the number of transactions or conversion events in a period compared to the number of visits. If the conversion ratio moves, it's because one or both of these numbers has changed. So immediately you have to investigate the change in both numbers and keep drilling until you understand the root causes.
The conversion ratio is generally used as a measure of overall site performance when it's also a measure of acquisition performance. And you can't separate one from the other. Site performance could be improving, for instance, but the conversion ratio could be dropping because the acquisition performance (in terms of the quality of traffic being generated) is deteriorating. What's needed is a series of "conversion ratios" that track the performance throughout the customer journey from the time someone becomes aware of the site through to the time they ultimately transact. It's not that a site-wide conversion ratio is a bad metric; it just raises more questions than it answers and is more useful, again, when used at more granular and segmented level.
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Neil Mason is SVP, Customer Engagement at iJento. He is responsible for providing iJento clients with the most valuable customer insights and business benefits from iJento's digital and multichannel customer intelligence solutions.
Neil has been at the forefront of marketing analytics for over 25 years. Prior to joining iJento, Neil was Consultancy Director at Foviance, the UK's leading user experience and analytics consultancy, heading up the user experience design, research, and digital analytics practices. For the last 12 years Neil has worked predominantly in digital channels both as a marketer and as a consultant, combining a strong blend of commercial and technical understanding in the application of consumer insight to help major brands improve digital marketing performance. During this time he also served as a Director of the Web Analytics Association (DAA) for two years and currently serves as a Director Emeritus of the DAA. Neil is also a frequent speaker at conferences and events.
Neil's expertise ranges from advanced analytical techniques such as segmentation, predictive analytics, and modelling through to quantitative and qualitative customer research. Neil has a BA in Engineering from Cambridge University and an MBA and a postgraduate diploma in business and economic forecasting.
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On the night of August 9, 1991, two men break into the Buddhist temple on the outskirts of Phoenix, AZ and murder all 9 people inside. It seems like an open and shut case, until the gun used is linked to a pair of local teenagers.
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Clarification of numbers
Please bear with me...still trying to get the hang of this. *If* I understand this correctly, based on Kwasnieski's formulas for my height, my ideal weight is 134. My protein requirement is 54gms and 70% of my calories should come from fat. I keep my carbs below 25 because I have to. That's non-negotiable (even though many NK sites say under 50).
I've just spent an hour trying to figure out what I'm eating today based on the above. I can't increase my calories by adding protein or carbs which means 70% fats puts me at about 1100 (max!) calories for the day. If I can only increase my calories by adding fats, now my fat percentage starts to climb. My mind is spinning and I'm wondering if this is only possible if you want to 'lose' weight. Bernstein allows me 63gms of protein a day which easily can take me up to 1500 (roughly) calories per day...enough to keep me from losing any more weight and keeping my fats around 65%.
So my thought is that NK is great for 'losing' weight, but maybe not for maintaining...and what are the benefits for continuing on NK besides losing? Any studies on it?
Kwasnieski's formulas are generated to use 1 g protein per kg ideal body weight, right?
Phinney and Volek say the range is 1 to 1.5, or higher for some folks.
First, I get that 134 goal wt is 60.9 kg, so check to see if your math is off for Kwasnieski's numbers. Because I get 60.9 as a minimum of 1 g per kg body wt.
You're 5'3", right? Westman, Phinney and Volek estimate your protein needs by height at 71 to 149 g per day. I'm sure the higher number is for heavy exercisers and/or for persons with a lot of muscle mass for their height and thus a higher ideal weight.
I'm all for tweaking protein, but I think Kwasnieski is flirting with danger by recommending such a low number. I use 1.2 g protein per kg goal weight myself. For a goal of 134, that would be 73 g protein.
At 5'3" and a half with a goal of something like 130, I eat between 70 and 80 g protein a day and I don't exercise much.
I would suggest that you do somewhere between Kwasniewski's low 54 g (1 g pro per kg goal wt) up to the modest part of Phinney et al's range --1.2 g pro per kg... so a range of 61 to 73 g protein, going as low as that stupid (imo) 54 g number if you feel you must... but I wouldn't.
One more thought, Phinney and Volek say that percentages are fine, but they can mask actual intake values. They suggest figuring out your protein needs (which you're doing), identifying your carb tolerance (which you've done) and figuring out your caloric needs and adding the appropriate amount of fat to get there. So let the percentages be what they will, because absolute, actual numbers are more informative than percentages.
And one more thought... lol.. Olive oil is my favorite way to add fat, other than choosing nice fatty protein sources. And butter is good, too. I like it better than cream or cheese, for my needs.
I think using percentages rather than hard numbers is unhelpful.
I use absolute values: <20g total carbs, ~120g protein, the rest fat. Depending on my caloric intake on a particular day, that might mean that my fat is around 50%, or close to 80%. That's less important than keeping my carbs low and my protein within range.
You're kind of mixing your approaches, which is part of the reason you're not getting a straightforward answer.
When you use NK for maintenance, Phinney and Volek advise keeping carbs and protein the same, but increasing fat to bring total calories to maintenance levels. Therefore, Kwasnieski's recommendation of 70% fat will probably be too low for maintenance.
As for the long-term benefits of ketosis, there are are some studies, and more in the works. I am thoroughly convinced of its long-term cardiovascular and metabolic benefits, and plan to stay here for life.
They don't work for me. I feel great on 70-80 g protein, and I feel deprived and weak-muscled when I'm under 60.
But it's great that we're all different.
It truly is individual!
Not only would such a low (for me) level of protein make me feel ill, I would also be rapidly losing muscle.
I keep protein at my current level (~120g/day) because I am trying hard to maintain my current 154 lbs of LBM as I lose excess fat.
Thank you all for your responses. It's a lot to think about! Since my ultimate goal is in controlling my diabetes without meds, I don't think I want to go above Bernstein's recommendations which are 1-1.5gm of protein per kilo of ideal weight. Since I don't have a lot of muscle, I'm thinking that 1gm is more appropriate for me, but based on Bernstein, my daily protein would be around 63...and that would bring my calories up to 1400-1600 (where I won't lose) and keep my fat at 65%. If it's better to up that to 70, that's easy enough to do by putting butter on my vegies, roasting them with olive oil, etc.
Think I'll go read up some more on this. Thanks everyone!
She's at goal, not losing anymore. :)
(I'm fairly active by most people's standards.)
Did you switch from keto to judd? Can't quite tell from your profile.
I eat much more than that within that time frame, and my body is clearly not converting it to glucose. I have a loose protein goal of 120g per day (yes, higher than some people), and I often eat only two meals per day, so I'm obviously not parsing it out a little at a time. I have been in constant ketosis since the beginning of the year, losing fat, not muscle.
I took a week and weighed and tracked every morsels of food I ate, so I could see what, if any, effect it had on my blood ketone levels. http://www.lowcarbfriends.com/bbs/nu...ne-strips.html Even on the days when I ate far above my protein range, I was still within the optimal range for nutritional ketosis set forth by Drs. Phinney and Volek.
While I do agree that eating too much protein isn't helpful, and can be detrimental to goals, "too much" isn't universal. I don't think it's helpful to tell people that there are hard and fast protein maximums, when it is clearly an individual thing.
I personally feel better with the higher amount of protein, nothing way overboard, but the low end of the range (~60g for me) just is too low. I feel better at 80. My range is 60-100, and I just try to keep it in there. A protein at each meal, nothing too giant and my other foods puts me right around the 80grams.
I am shooting for something similar, Annette.
Carolyn, I also expressed some concern about Your body cannot absorb more than 4 oz in 4 hours, but my post went astray. I believe there is just to much variability among people to accept this as a blanket statement. I think the general point might be right, but the amounts and times are surely more variable.
If that's actually what he said, I don't agree, and neither do other credentialed proponents of HF/MP/LC.
If you do some reading on the web, there are differing opinions on it. So I am sure we may be both right for what works for us. I know that for me, when I eat too much protein a day and even in one meal, I start to gain weight. For me, I have to restrict portions of protein foods. My husband has also noticed that for him. If you don't need to, that is fine. I am only giving out info that I have read and that has helped me. People can take it or leave it. I kind of felt like several people jumped all over me about this. Yet some of these same people say they are having a hard time losing weight.
I'm sorry you feel jumped on, that's not my intention.
I don't have a problem with you sharing what works for you, it's the absolute numbers you're stating for everyone that doesn't sit welll with me (I can't speak for the others).
I absolutely agree that too much protein can be counterproductive, but I simply can't accept, and won't let stand the statement, that one can state with absolute certainty that every single person, regardless of build or muscle mass, needs the same absolute amount of protein, and any more than that will knock them out of ketosis or not be metabolized as muscle-supporting by the body. That simply doesn't make sense from a physiological standpoint.
True. We don't have to agree, and I'm fine with that.
Here's my point: how can it make sense that someone like Arnold Schwarzenegger has exactly the same protein needs as someone like Mary Lou Retton?
I understand your thinking, and I think you have a good point. I did not say that people had to eat the same amount of protein as someone else in a day.
I just repeated what I had read that people cannot absorb more than 4 oz of protein in 4 hours. Whether it is right or not, I don't know. There are differing opinions even among the experts. It works for me and for some others who have a hard time losing weight. My husband can eat more protein and carbs than I can. He eats berries, and more vegetables than I do. But he does have a hard time losing if he eats too much protein at once, or too much in a day. So I guess we can agree to disagree. :)
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Delta Offers Customers Ability To Change Travel Plans In Advance Of Hurricane Sandy
ATLANTA, Oct. 26, 2012 /PRNewswire/ -- Delta Air Lines (NYSE: DAL) is offering customers whose flight plans may be affected by impact from Hurricane Sandy the ability to make one-time changes to their travel schedules, Oct. 29-31, without incurring fees. Delta encourages customers to consider departing earlier, postponing or re-routing their travel to avoid possible inconvenience from expected flight delays and cancellations.
(Logo: http://photos.prnewswire.com/prnh/20090202/DELTALOGO )
Customers booked on Delta-ticketed flights to, from or through the following states Oct. 29 through Oct. 31 may rebook for travel with the same origin and destination. New flights may occur before or after original travel dates as long as they are ticketed and rescheduled for travel on or before Nov. 4, 2012.
- Delaware
- District of Columbia
- Maryland
- New Jersey
- New York
- North Carolina
- South Carolina
- Virginia
Flight delays are likely at airports in locations listed above as a result of high winds and heavy rain. Delta will proactively reduce flight schedules to minimize delays.Delta encourages customers to make changes and manage their travel at delta.com and using the Fly Delta app. All customers traveling in impacted markets should check their flight status via delta.com or the Fly Delta app before arriving at the airport. Changes to origin or destination may result in a fare increase, and any fare difference between the original ticket and the new ticket will be collected at the time of rebooking. Customers whose flights are cancelled may request refunds. Delta will continue to monitor the weather and provide the latest updates at delta.com and twitter.com/DeltaNewsroom. SOURCE Delta Air Lines
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Book your room at Hotel Saint Georges
Please enter your travel dates.
Hotel in Nancy near Place Stanislas
Situated in the city center, this hotel is close to Nancy Cathedral, Place Stanislas, and Musee des Beaux-arts. Also nearby are Musee de l'Ecole de Nancy and Nancy Hotel de Ville.
Hotel Features
In addition to a bar/lounge, Hotel Saint Georges provides a library, tour/ticket assistance, and self parking (subject to charges).
Room Amenities
All guestrooms include phones and televisions.Information missing or incorrect? Tell us!
At your hotel
At your hotel
Hotel Saint Georges features a library and tour/ticket assistance. A bar/lounge is on site where guests can unwind with a drink. The property has a front desk available during limited hours. Parking is available onsite for a surcharge.
- Total number of rooms - 0
- Bar/lounge
- Front desk (limited hours)
- Tours/ticket assistance
- Library
- Self parking (surcharge)
Park your car
Self parking (surcharge)
In your room
- Phone
- Television
The fine print for Hotel Saint Georges
When you arrive
Check-in time starts at 2 PM
Check-in time ends at 8 PM
Special check-in instructions:
On weekends the front desk is open from 5 PM to 8 PM.
When you leave
Check-out time is 11 AM
How you can pay
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Extra-person charges may apply and vary depending on hotel policy.
Government-issued photo identification and a credit card or cash deposit are required at check-in for incidental charges.
Special requests are subject to availability upon check-in and may incur additional charges. Special requests cannot be guaranteed.
- A tax is imposed by the city: EUR 0.6 per person, per night
- Breakfast fee: EUR 7 per person (approximately)
- Self parking fee: EUR 5.9 per day