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Thanks for the update Scott.
I do want to express my disappointment that the river analysis module is not part of SSA as that would bring that module full circle and should have been made available to Premium users. I have made my comments known to regional reps on this issue. I hope that management will relook at those users who only use Civil 3d and are still on the fence when it comes to going to a Suite. I think that most people, at least in the US, would probably favor the River Analysis over the Rail Module and thus probably push going toward the premium suite (once they play around with Infraworks) and a full version of Map3d. Just my thoughts. Thanks again!
Personally (and I have a hunch I'm not alone) we are not too pleased that we were given this preview all the way back to 2012 and believed that it would be a full blown feature inside C3D in the future to find out it is only available in the Ultimate Suite package.
The fact that we owned the BOSS products for years until Autodesk bought them out therefore making them obsolete so now we are left not able to use anything at all unless we upgrade licenses to Ultimate is not too popular around here either.
I have another hunch that this entire move of C3D to Suites because we are getting all of these various packages bundled in (practically for "free") will eventually bite the customers in one way or another just like this move has done.
Do you know if they have plans to do unsteady flow. Currently we are looking at getting ArcGIS for Hec-GEO RAS, but using that to model planned conditions can be quite cumbersome (design in autocad, export to GIS). But it isn't worth anything to my firm unless that is added. For now, I am leaning towards GIS. If I am going to request a piece of software that costs a few thousand bucks, I might as well go big.
River and Flood Analysis 2014 does allow you build a HEC-RAS model directly in Civil 3D, save the HEC-RAS files, add the boundary conditions, and then import the Maximum Water Surface Elevation for floodplain mapping purposes.
Too costly. River analysis is the only thing I would need in Ultimate vs. Premium.
River Analysis was available for map users. Think of the upgrade cost from Map to ultimate.
I would sure like to see this reconsidered.
yo tengo el Archivo dame tu correo y te lo paso.....
Compartir la tecnología es una violación de su contrato de licencia.
I appriceate the offer, but no, thank you.
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Small Business Glossary: B
back pay: 1. Legally, a remedy for wage violations that requires an employer to correct the difference between what an employee was paid and what the employee should have been paid, often based on the Fair Labor Standards Act (FLSA) and other labor statutes. 2. Payment due for work done previous to the current pay period, sometimes unpaid for intentional reasons and often unintentionally unpaid due to such reasons as a back-dated or retroactive pay increase.
background check: A review of confidential and publicly available information to verify an individual's background and creditworthiness prior to employment, agreement to loan transactions, or issuing of security clearances.
back-office operations: The administrative, technology, and infrastructure aspects of a business that aren't visible to customers but are necessary for smooth business operations; includes functions such as payroll, cash management, inventory purchasing and management, order processing, and day-to-day business administration.
bait and switch: A fraudulent but commonly employed tactic that involves achieving consumer response by advertising a lower-priced offering than what a business hopes to sell and then working to redirect the customer's interest toward higher-priced products once the purchase process is underway, often due to the fact that the advertised offering was of extremely low quality or in extremely short supply.
balance: 1. An equal amount of debits and credits in an account. 2. The remainder in an account when debits are paid.
balance sheet: A statement that summarizes financial condition and worth by presenting the monetary value of everything owned, called assets, less the total amount of obligations owed to others, called liabilities, with the difference between assets and liabilities indicating the business worth, called owner's equity.
balloon payment: A large payment made at the end of a series of smaller payments, usually to pay off a loan in one final lump sum.
bandwidth: 1. The capacity of a communication line in a computer network to transmit data, with digital transmissions usually expressed as bits per second (bps) or bytes per second (Bps). 2. A measure of the width of a communication channel's band of frequencies, usually measured in cycles per second, called hertz. 3. Colloquially, a synonym for available time, energy, or capacity.
bank financing: An approach to funding business startup or growth that involves a traditional bank loan, an option most feasible for companies with established products, customers, and sales history.
bankrupt: When an individual or business is legally declared unable to pay his, her, or its debts.
bankruptcy: A legal procedure for liquidating the assets of an insolvent business or individual, either voluntarily or forced by court orders requested by creditors, and resulting in the sale of assets, a fair settlement of legal claims by creditors, and a relief of liability for the debtor, who emerges unburdened by debt and able to rebuild a financial history from a clean slate.
banner ad: A promotional message placed by an advertiser on a host Web page, typically to present an invitation to click to reach the advertiser's Web site. Banner ads were one of the earliest forms of Internet advertising and have developed to include ads that pop up, pop under, or scroll across the host site, usually sold to the advertiser at rates based on the cost per click (CPC) or cost per thousand impressions (CPM).
barrier to entry: Obstacles that challenge new contenders trying to enter a market or industry area, including high capital costs, difficult-to-attain raw materials, rarely granted licenses, stringent regulations, strongly established competitors, and difficult-to-replicate technology, processes, and distribution systems. Easy-to-overcome obstacles allow for high levels of competition while difficult-to-overcome obstacles help protect the activities of established businesses.
barter: The exchange of goods or services instead of money to acquire like-value goods or services, often used when purchasing media advertising space or time.
bellhop: A hotel employee who carries luggage and runs errands.
benchmark: 1. A standard by which a process or outcome can be measured or judged. 2. Interim performance goals against which progress toward an outcome is measured.
benefit: A program that a business offers employees to better those employees' lives, such as health insurance and a 401(k) retirement savings plan.
benefits: 1. In the field of human resources, indirect and noncash compensation mandated by law or voluntarily provided to employees in addition to salary or wages. 2. In the field of marketing, the advantages a customer gains from the unique features and offerings of a business.
best current practice: A procedure or approach currently considered the most effective based on its reliability and efficiency in generating the desired result.
bilingual: Able to speak and understand two languages, usually with equal or nearly equal facility.
binding arbitration: The outcome of arbitration in which the parties involved in a dispute agree to be bound by the decision of an unbiased, mutually selected arbitrator with no option for appeal and with the award to be enforced by courts, if necessary.
Black Friday: A term used to label the day after Thanksgiving, which is considered the launch of the Christmas shopping season, a holiday for many, and the annual point at which many retailers overcome annual losses to achieve profitability, commonly called black ink, a likely root word of the term Black Friday.
black ink: A term used as a synonym for profitability, as opposed to the term red ink, which derives from the once-common habit of recording negative balances in red ink. By some theories, black ink is the basis of the term Black Friday, the day after Thanksgiving when most retailers overcome annual losses to achieve profitability.
blast e-mail: A form of online advertising that's similar to direct-mail collateral advertising; anti-spam regulations apply.
blind ad: A promotional message (in which the identity of the advertiser isn't revealed) requesting that responses be directed to a post office box or unidentifiable e-mail address, frequently used by employers to limit the need for direct communication with unqualified applicants, or by those seeking to sell their businesses in order to retain autonomy and confidentiality until prospective buyers are selected and pre-qualified.
blog: Formed from the words Web and log. 1. (noun) An online chronicle, usually maintained by an individual, presenting news, ideas, facts, and opinions in a format that's part editorial, part journal, and part dialog, but always with a distinct point of view and interest-area focus. 2. (verb) The action of maintaining or adding comments, called posts, to blogs, which as of 2010 numbered in the hundreds of millions.
blogosphere: The collection of hundreds of millions of blogs and those who maintain and contribute to them, who together form a grassroots, interactive, democratic media contingent increasingly viewed as a gauge of public opinion and a resource for traditional media, which frequently cites or links to blog entries.
blue sky: A term used by those valuing businesses to describe the portion of estimated worth that exceeds the maximum value of goodwill that can be supported by established business valuation approaches.
board of advisors: An informal group of carefully selected individuals that meets periodically to provide insight and guidance to a small business or organization that doesn't have a formal board of directors.
board of directors: A group of individuals elected or appointed to serve as the governing body of an incorporated firm or nonprofit organization, often but not always paid in cash or stock, and usually meeting at least several times each year to set and oversee policy and overall direction, assume legal responsibility, and maintain a high level of oversight on behalf of the organization's shareholders or stakeholders. The board of directors usually hires the organization's president or chief executive officer (CEO) and other key management positions. It is headed by a board chairperson who may or may not be an employee of the organization.
bond: A financial instrument that governments and corporations use to raise capital for defined projects by seeking funds from investors who loan money in return for a guaranteed rate of return that varies depending on the risk level of the project being funded. Called debt instruments, bonds are considered fixed-income securities by investors because they usually pay a fixed rate of interest or yield on the funds invested. The yield on bonds issued to investors by governments is often tax-exempt.
bonded: Describes goods, services, or service providers subject to or secured by a surety bond, which guarantees a payment of monetary compensation if one member of a party, called the principal, fails to perform to the terms promised to the other party, who is called the obligee. A surety bond differs from insurance in that the bond protects against a contract or promise default, while insurance provides protection from damages caused.
bookkeeper: An accounting clerk who records day-to-day financial transactions using a double-entry bookkeeping system, bringing the records to the trial-balance stage, which ensures that entries are posted correctly by arriving at a total debit balance that matches the total credit balance.
bookkeeping: The methodical way in which businesses track their financial transactions; rooted in accounting.
bootstrapping: The use of an entrepreneur or small business owner's own money to fund the startup of a business; as a result, the person self-funding the business owns all of the business equity.
bottom line: 1. The final line of a financial statement that shows the difference between all revenues and all costs, including expenses, taxes, interest, depreciation, and other obligations. Also called net earnings, net income, net profit, or net loss. 2. The summary finding or main point of a discussion, or the outcome of a situation.
brainstorm: 1. (noun) A sudden and innovative idea. 2. (verb) The process of arriving at innovative ideas, usually through an anything-goes group meeting that encourages free association and imaginative thinking by eliminating evaluation or criticism of ideas and discouraging individual pride of ownership of concepts.
brand: The belief consumers have about what a business, product, organization, or person is and stands for, and what unique benefits they trust it will deliver. Often confused with brand identity, a brand is not the trademark or logo, but the set of beliefs that reside in the consumer's mind as a result of encounters and experiences with the brand's name, packaging, price, advertising, publicity, and word of mouth.
brand architecture: The relationship between a brand and the business that owns it, usually falling into one of three categories: parent-dominated brands, which introduce new offerings under the brand identity of the parent organization (for example, General Electric); parent-endorsed brands, which introduce new offerings as individual brands but with the strong and visible endorsement of the parent brand (for example, how Apple introduces products such as iPod and iPad); and parent-silent brands, which are introduced as self-standing brands with little visible link to the brand owner (Proctor & Gamble is the most apparent example).
brand equity: The economic value of a brand as an asset, based on the level of recognition the brand has achieved, the reputation it has earned, and the strength of consumer beliefs about the unique qualities it consistently delivers. An intangible asset that often accounts for up to half the sale price of a business that includes a valuable brand as part of the transaction.
brand experience: The sum of all encounters with a brand, whether before, during, or after a purchase, and regardless of whether the interaction is through advertising, retail displays, product usage, sales, technical support, publicity, word of mouth, or any other controlled or uncontrolled contact that allows consumers to form impressions that affect what they believe.
brand extension: An offering that carries the value of an established brand into a price, product, or market category new to the brand owner; for example, a chocolate chip brand stretches its brand to introduce frozen chocolate chip cookie dough. Successful brand extensions feature a new offering clearly linked but different from the original branded offering and of interest to customers who highly value the brand that's being extended.
brand identity: The name, symbols, and other marks that customers associate with a brand and that brand owners manage for maximum visibility in the marketplace. Identifying elements include brand names, logos, slogans, unique colors and typestyles, signature tunes or smells, and other unique differentiating forms of presentation.
brand image: A set of beliefs about the personality, attributes, benefits, and promises of a business, product, organization, or person that exists in consumer minds, for good or bad, as a result of all associations, interactions, and experiences with the brand.
brand licensing: Leasing a trademarked or copyrighted brand identity to a manufacturer, called the licensee, for use on products that appear to consumers either as offerings branded by the brand owner, called the licensor, or co-branded by the licensee and licensor, depending on the contractual agreement. Brand licensing is a widely employed method for brand extension because it allows brand entry into new product areas without additional operational effort.
brand management: The process of controlling how a brand's identity, message, and experience is developed and conveyed across all points of interaction, including throughout an entire organization, across all points in the purchase process, and through all communication and distribution channels.
brand promise: A summary of the positive difference a business, product, organization, or person pledges to consistently deliver, presented internally in a statement that guides development of all elements of a brand and externally as the basis of all marketing messages.
brand value: The perceptual value of a brand in consumer minds, based on beliefs acquired from all interactions and customer experiences with the brand which, if consistently positive, lead to a willingness to buy more readily, pay higher prices, demand fewer promotional offerings, and contribute to a higher brand equity, which is the economic value of the brand.
branded mobile app: An Internet application that extends business presence, promotion ability, and customer service into the world of mobile commerce through software downloaded to mobile devices and used by customers for education, entertainment, or purchase and service assistance.
branding: The process of building a positive collection of perceptions about a business, product, organization, or person in consumer minds as a result of all associations, interactions, and experiences with a branded business, product, organization, or person.
bricks and mortar: The term used to describe a physically sited retailer that welcomes on-site customers, in contrast to a business that operates exclusively online.
bridge financing; bridge loan: A short-term loan provided to a business or individual working to obtain necessary longer-term financing.
briefcase: A flat, flexible case, usually of leather, for carrying papers, books, and so on.
British cut: A style of men's suit that has a side-vented or unvented jacket with square shoulders and a tapered waist, and pants that are relatively narrow.
broadcast media: A category of mass media that reaches large numbers of people through electronic audio and video signals transmitted by local radio and television stations, national and international radio and television networks, and cable systems, which are used by marketers to convey publicity and advertising to target market audiences.
broker: A business opportunity in which you buy or sell products or services for a parent company, often acting as an agent.
browser: Short for Web browser, a software program used to access and reach sites and pages on the World Wide Web.
budget: An itemized financial forecast of costs for a particular purpose over a defined time period, accompanied by an estimate of forecasted same-period revenue and resulting in a pro forma or estimated income statement that summarizes anticipated financial condition based on cost and revenue assumptions.
budgeting: Establishing a detailed projection of anticipated costs and revenues for a defined purpose over a defined time period to use as a plan for managing expenditures and monitoring performance.
burnout: When an employee experiences emotional exhaustion coupled with low job satisfaction.
business assets: Items of monetary value owned and listed on financial statements as either current assets, which include items that are liquid enough to be converted into cash within a year, and fixed assets, which include items of value such as real estate and major equipment that may take longer to liquidate for cash. Current and fixed assets are considered tangible assets. Additionally, businesses have intangible or non-physical assets such as contracts, licenses, intellectual property, and goodwill, all of which contribute to business value but are listed on financial statements only if the business paid to acquire them.
business capabilities: Key talents or abilities that a business employs to achieve success, generally itemized into eight categories: research and development (R&D), operations, marketing, distribution and delivery, customer service, management and leadership, organization, and financial strength. Business capabilities are the focus in assessments of strengths, weaknesses, opportunities, and strengths called SWOT analyses, used as a framework for strategic planning.
business casual: A category of business dress that's less formal than business wear (such as a full suit) but more formal than casual wear (such as a t-shirt and sandals); usually consists of nice slacks or a skirt, and a button-down shirt or blouse.
business environment: A term describing the full range of forces that impact business success, including industry and market area conditions and growth trends, shifts in competition and consumer tastes and trends, and government, environmental, and economic factors affecting how a business operates and how consumers shop and buy.
business expense: All expenditures that are ordinary and necessary for business operation, which by Internal Revenue Service definition includes expenses that are common and accepted in an industry and helpful and appropriate for trade or business.
business intelligence: 1. All skills, facts, technologies, processes, and practices employed by a business to make sound decisions and set successful strategies. 2. The method businesses use to store key information securely and reliably, keeping the information easily accessible to those within the organization seeking accurate and timely information.
business mission: A statement defining the purpose of a business and the approach it will follow to achieve success, usually created after careful internal examination and then communicated inside and outside the organization to explain what the business is, what it does, and the positive impact it seeks to make.
business model: The method a business uses to generate revenues, earn profits, and protect its position in the marketplace, stated in business plans and funding requests to answer the fundamental business question, How do you plan to make money?
business network: Any association of businesses, usually like-sized and with common interests, in which members work together by pooling resources and sharing information and other assets to accomplish goals that likely aren't possible without collaboration.
business opportunity: An idea, product, system, or service that someone has developed and offers to sell to others to help them start their own, similar businesses.
business plan: The outline or roadmap a business follows to achieve its goals and objectives, used as a guiding document within an organization and for presentation to investors, lenders, partners, and key associates to describe what the business is and does, the business model it employs to make money, the target audience and customer profile, market and industry conditions, financial situation and projections, business opportunities and risks, and strategies for achieving success.
business promise: A written summary of the positive difference you deliver to all who deal with your business.
business structure: The legal framework under which a business is organized, whether as a sole proprietorship, a partnership, a C corporation, an S corporation, or a limited liability company (LLC).
business valuation: An estimation of the economic worth of a business including the value of all tangible and intangible assets and business goodwill, which is also known as going-concern value or business reputation.
business value: What a business is worth, usually based on its fair market value, which is an estimate of what a buyer is likely to pay for it based on comparable business sales or standard pricing formulas.
business value proposition: A statement of the unique positive results customers can consistently depend on when doing business with an organization.
business-to-business (B2B): Describes businesses that sell primarily to other businesses, in contrast to business-to-consumer (B2C) businesses.
buying behaviors: The patterns consumers follow when making purchases, including how they go about searching for, selecting, purchasing, and using products and whether they tend to buy independently or on the advice of others, impulsively or after careful consideration, in bulk or in small quantities, in response to promotions, through online, mail, or retail channels, and other behaviors that fit into a category called customer psychographics.
buying signals: Verbal and nonverbal cues that inform a salesperson that a customer is ready to buy, including actions such as increased relaxation, eye contact, nodding, agreeing, leaning forward, uncrossing arms or legs, making calculations, or reaching for a pen or billfold, at which time selling ends and the process of closing begins.
buyout: The outright purchase of a company or the acquisition of a controlling interest in a corporation.
buzz: A form of marketing that uses high-profile entertainment or news to get people to talk about your brand.
buzz marketing: A marketing approach that involves highly targeted communications with influential customers. Communications appear personal and limited in number rather than professionally produced and widely distributed, often aiming to inspire positive word of mouth leading to viral marketing communications.

subset: commoncrawl


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In Love Your Enemies John Piper, pastor of Bethlehem Baptist Church in Minneapolis, has revised and updated his doctoral dissertation at Ludwig-Maximilians-Universitat, Munchen, originally published by Cambridge University Press in 1979. Noting that the authenticity of "love your enemies" is one of the few unquestioned sayings of Jesus, he seeks "to analyse the history of the tradition of Jesus' command of enemy love and to interpret the way it was understood in the various stages of early Christian tradition within the New Testament" (p. 1).
One senses quickly that this book is not like the others for which the writer is known. Because it was originally a doctoral dissertation, Piper pursues the topic in a technical and critical fashion (his endnotes, bibliography, and indexes occupy ninety-eight pages). Though formatted in a more scholarly style, however, it does have some practical emphases, provided the reader is willing to wade through a mass of material to find them. Piper is eager to take the reader beyond the preponderantly intellectual, contending that "if a book about this command does not ultimately lead beyond mere thinking to an active realization of what the command intends, then that thing itself, in all its possible technical accuracy, becomes worthless" (p. 3). This is his stated objective, but the primary burden to achieve it falls on the reader.
Piper begins with references to the three principal passages about enemy-love in the NT epistles: Rom 12:14, 17-20, 1 Thess 5:15, and 1 Pet 3:9. He observes, "The negative command to renounce retaliation is never found in the New Testament paraenesis without a positive command of some sort. The command to bless was a certain constituent of the tradition" (p. 17). Though the concept of enemylove was present in OT and Hellenistic sources (pp. 19-48), it varies from Jesus' command in that the former were given with specific qualifications or exceptions. In contrast, the command of enemy-love in early Christian tradition [i.e., the epistles] establishes without equivocation or qualification the requirement not to repay evil with evil, but to do good, to bless, etc. (pp. 49-65).
Piper discusses at considerable length the enemy-love command of Jesus in relation to His teachings on the Kingdom of God (pp. 69-88) and the law (pp. 89 ff.), including such topics as nonresistance vs. the Lex Talionis and abolition vs. continuation of the law. He explores the use of Jesus' love command in the letters of Paul (pp. 102-19) and Peter (pp. 119-28) and follows this with a discussion of the content of the command (pp. 128-33). Though the section is brief, the author provides good observations about the command's essence, concluding that "the gospel tradition [as recorded in the synoptics] intends to witness to the sayings of Jesus as . . . a summons to repentance in view of the coming kingdom; the paraenetic tradition [as recorded in the epistles] passes the sayings on from the exalted Lord to his community as helpful examples for behavior" (p. 134).
His discussion of the Sermon on the Mount provides some noteworthy insights, especially his comparison of the enemy-love passage with the instruction in the disciples' prayer of Mt 6:9-13 (pp. 142-45). In concluding his treatment of this command, Piper observes that enemy-love requires "a renewed mind which can prove the perfect will of God. Jesus called for a transformation so radical that it left nothing in a man untouched. The paraenesis summons the Christian to realize the newness which he has been given `through the resurrection of Jesus Christ from the dead' (1 Pt 1:3)" (p. 174).
In conclusion, the book makes worthy observations and generates helpful insights on this very significant statement by our Lord. Most of them, however, are mired in the formalities of a dissertation format that focuses more on explaining research methodology than findings. This will discourage all but the most persistent. Consequently, the value of the book is mostly critical, not exegetical, pastoral, or devotional. The reader should beware of occasional references to form criticism, the Q document (pp. 163-165), and redaction criticism (p. 151). The extensive documentation is noteworthy, but its relegation to the end of the book makes it more difficult to use. The bibliography is extensive too, but no works later than 1975 are in it.


text: Move-in ready, fully updated four-level split home inside the beltway and minutes from downtown Silver Spring. Located on large corner lot with off-street parking. New kitchen and appliances, new windows, updated bathrooms and refinished hardwood floors. Finished lower level with walkout and up to backyard. Additional features include screened porch, refinished deck.


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SAN FRANCISCO, CA – OCTOBER 31: Pitcher Sergio Romo #54 of the San Francisco Giants runs along the parade route during the San Francisco Giants World Series victory parade on October 31, 2012 in San Francisco, California. The San Francisco Giants beat the Detroit Tigers to win the 2012 World Series. (Photo by Ezra Shaw/Getty Images)
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We have an afternoon sunny 20' 1/2 round area next to a garage that we are planting. Simple is the key at this time.
We have 5 Anthony Waterer Spireas awaiting to be planted in a semi circle arrangement. We will select a perennial to plant in front of these TBD. This will leave us with approx. 10-12' by 4' of space for additional plants. The criteria for this choice is.
Plants that we are considering have been
We're out of ideas and not sure if any of ours are any good. Would love to get the plants while the nurseries selection is wonderful right now. TIA |
Follow-Up Postings:
- Posted by butterfly4u 8 (My Page) on Mon, May 21, 12 at 17:39
aloha, The purpleleaf sandcherry will give you beautiful light pink blooms in the spring. The foliage is second to none and would nice next to the spirea foliage. I personally would go with that, because there is nothing like a nice spring bloom after a dreary winter. My friend lives up north, she planted the sandcherry last year and she loves it! |
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Lawmakers push for P53-B bridge project
-A A +AFriday, April 20, 2012
NINETEEN out of 21 members of the House of Representatives representing the Western Visayas and Negros Oriental block signed recently a resolution calling for the National Government to prioritize the construction of bridges that will link the islands of Panay, Guimaras and Negros.
Initiated by Iloilo City Representative Jerry P. Treñas, the resolution calls for the construction of trans-link bridges and spur up more economic development in the three Visayan islands for a project estimated to cost P53 billion.
Based on the Department of Public Works and Highways (DWPH) study, a bridge will be constructed to connect Leganes town in Iloilo to Buenavista town in Guimaras. Another bridge will link San Lorenzo town in Guimaras to Pulupandan town in Negros Occidental.
The proposed bridge, spanning some 23 kilometers, could be implemented through funds from the public-private partnership flagship program of President Benigno Aquino III.
Iloilo City Mayor Jed Patrick Mabilog said the project is expected to enhance the growth of the islands, especially Panay and Iloilo City and province as trans-link bridges will boost tourism activities and reduce transportation and business transaction costs.
Mabilog reiterated his full support to the project and hoped the project will have a head start before the term of Aquino ends in 2016.
Aside from Treñas, those who signed the resolution are Iloilo Representatives Janette Garin, Augusto Syjuco, Arthur Defensor Jr., Ferjenel Biron, and Niel Tupas Jr.
Other Panay lawmakers who signed the resolution are Florencio Miraflores of Aklan, Paolo Javier of Antique, Antonio Del Rosario of Roxas City, Capiz, and Jane Castro of Capiz, JC Rahman Nava of Guimaras, Anthony Rolando Golez Jr. of Bacolod City, Alfredo Marañon III, Alfredo Benitez,, Jeffrey Ferrer, and Mercedes Alvarez of Negros Occidental.
Negros Oriental lawmakers who signed the resolution are Jocelyn Limkaichong, George Arnaiz, and Pryde Henry Teves.
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Any unsaturated hydrocarbon containing one or more pairs of carbon atoms linked by a double bond (see covalent bond, saturation). Olefins may be classified by whether the double bond is in a ring (cyclic) or a chain (acyclic, or aliphatic) or by the number of double bonds (monoolefin, diolefin, etc.). Rare in nature, olefins are obtained by the cracking of petroleum fractions at high temperatures. The simplest ones (ethylene, propylene, butylene, butadiene, and isoprene) are the basis of the petrochemicals industry. They react by adding other chemical agents at the double bond to form derivatives or polymers.
Variants of OLEFIN
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Bass TabsBass Tabs v2ChordsChords v2Ukulele
CAPO 1st Fret Am Mother, I've gotta get out of here So I can save our family F And when I make my money Am I'll send it back to you Am Father, Give me strength, I pray I have to end this misery It's causing too much pain F I'm gonna look for richer lands Am Where the money's made C Dm I'm gonna put my whole world Am In your hands C Dm I have to put my whole world F In your hands Am In your hands Mister, Please let me work somehow You've kept me waiting eighteen months And still I'm not allowed And everytime you promise me : "Not much longer now " I have to put my whole world In your hands I'm gonna put my whole world In your hands In your hands Listen to me, listen to me Dm C Mister, Mr ! You say you're trying F C But don't you know my father's dying G You say "It won't be long" But why am I so cursed F E For where I am born ? You've got my whole world In your hands I've had to put my whole world In your hands I'm gonna put my whole world In your hands I've had to put my whole world In your hands Piano Riff transcribed to guitar : e0----1-------0----3--31-----------| B--1----3-------1--3--3--3----------| G--2----2------2--2--2--2-----------| D--2----0------2--0--0--0-----------| A--0----0------0--0--0--0-----------| E-------------------------------------| Just listen to the song to get the piano riff. Peace... Comments
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Ocean City Police are asking for the public's assistance in locating a missing teen. Tabitha Williams, 15, was reported missing to the Ocean City Police Department onJune 28, 2011.
Williams, who was reported missing by her foster mother, has black shoulder length hair, hazel eyes and was last seen wearing a yellow colored tank top with denim shorts. Williams resides inCalifornia, however was inOceanCityfor vacation. It is believed that she may be attempting to travel back toCalifornia.
Ocean City Police are asking anyone with information about Williams location to contact Detective Nick Simpson with the Ocean City Police Department's Criminal Investigation Division at 410.520.5349.


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Hyundai to build test facility at Nürburgring
It looks as if Hyundai is set to build a test facility at the famous Nürburgring. Carscoop reports the Korean automaker has commenced construction on a 10,000-square-foot test center with access to the lengthy German track. Hyundai says the US$7.3 million facility will help the company focus on improving the ride and handling of its vehicles through extensive research and development.
Sounds like a plan to us. While we've seen Hyundai vehicles improve on many fronts over the past few years, the company continues to struggle with suspension refinement compared to its Japanese, German and domestic rivals.
Automakers routinely flock to the Nürburgring for testing and development thanks to the track's unusual attributes. With a variety of surfaces, banking, turns, elevation and even weather, the circuit offers engineers the ability to put a vehicle through its paces in a wider range of conditions than most facilities.
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A few months back I spoke to Bill Marx, son of Harpo Marx, about his father's purchase of Thomas Hart Benton's Spring on the Missouri (1946). Bill let me know about a sketch for the painting—previously unknown to scholars—that the artist had sent his father. This past December, with the generous help of NCMA Trustee [...]
Welcome to Untitled, the NCMA blog. Bookmark the site, subscribe to the feed, and join us for unscripted, unedited musings on art, culture, exhibitions and behind-the-scenes stories from Museum staff. -
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text: Fightcard ufc live on versus -6 02 oktober 2011 Walel Watson vs. Joseph Sandoval Josh Neer vs. Keith Wisniewski T.J. Grant vs. Shane Roller Mike Easton vs. Byron Bloodworth Paul Sass vs. Michael Johnson Yves Edwards vs. Rafaello Oliveira Matt Wiman vs. Mac Danzig Anthony Johnson vs. Charlie Brenneman Stefan Struve vs. Pat Barry Dominick Cruz vs. Demetrious Johnson you can help me out. i am looking for al kind of stuff thats related to fightsport. gloves, shirts, shorts, posters, promo's etc,etc if you have some and don't use it anymore please help me out. let me know.. email@example.com thankx already..


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Composition of the Board
Simon Robertson chairs the Board of directors and Sir John Rose is the Chief Executive. The division of responsibilities between them is set down in writing and agreed by the Board. Iain Conn is the Company's Senior Independent Director.
There are currently 14 directors on the Board comprising the non-executive Chairman, the Chief Executive, four other executive directors and eight non-executive directors.
The quality and broad experience of the directors, the balance of the Board's composition and the dynamics of the Board as a group, ensure the Board's effectiveness and also prevent any individual or small group dominating the Board's decision making.
Each executive director receives a service contract on appointment (see group executive page for further information) and each non-executive director receives a letter setting out the conditions of his or her appointment.
Non-executive directors are appointed for an initial term of three years, which may be extended subsequently with the agreement of the Board, although reappointment is not automatic. Executive directors are employees who have executive responsibilities in addition to their duties as directors. Non-executive directors are not employees and do not participate in the daily business management of the Group.
During the year, there were a number of Board changes: Dr John McAdam was appointed as a non-executive director on February 19, 2008; Carl Symon retired as a non-executive director at the Annual General Meeting (AGM) on May 7, 2008 and was succeeded by Helen Alexander CBE as chairman of the remuneration committee; and John Neill CBE joined the Board as a non-executive director on November 13, 2008.
Under the Company's Articles of Association, one third of the directors are subject to re-election every year, with each director also being subject to re-election at intervals of not more than three years. Any director appointed during the year is separately required to retire and seek election by the shareholders at the next AGM. The Board also requires any non-executive director who has served on the Board for more than nine years to be subject to annual re-election at the AGM.
John Neill CBE, having been appointed to the Board during the year, will seek election by shareholders at the AGM. The directors retiring under the annual re-election provisions contained in the Articles of Association are Iain Conn, James Guyette, John Rishton and Simon Robertson. They all offer themselves for re-election.
Peter Byrom, having served more than nine years on the Board, is subject to annual re-election by shareholders. No other non-executive director has served for more than nine years on the Board. In recommending Peter Byrom for re-election, the Board took account of the desirability of retaining a non-executive director with long experience on the Rolls-Royce Board. The Board believes strongly that in a long-term, complex and technologically advanced business it is essential that non-executive directors have the opportunity to acquire, over a number of years, the experience and knowledge of the business and the sectors with in which the Group operates.
The Articles of Association also provide that no person may be appointed to the office of chairman (in an executive capacity) or to the office of chief executive, managing director or joint managing director of the Company, unless the individual is a British citizen. No person may be appointed to the office of director of the Company if, immediately following such appointment, the number of directors of the Company who are not British citizens would exceed one half of the total number of directors of the Company for the time being.
Subject to the provisions of relevant statutes, the Company's Memorandum and Articles of Association and any directions given by special resolution, the directors may exercise all the powers of the Company.
Independence of the non-executive directors
The Board applies a rigorous process in order to satisfy itself that its non-executive directors remain independent. The Combined Code does not regard the Chairman as being independent in view of his unique role in corporate governance. However, on his appointment as Chairman on January 1, 2005, Simon Robertson met the criteria for independence contained in the Combined Code. His other significant commitments are described on the linked page. The Board reviews the independence of the non-executive directors every year, based on the criteria in the Combined Code. This review was undertaken in 2008, and the Board concluded that all the non-executive directors (other than the Chairman) were independent in character and judgement. The Board determined that Peter Byrom remains independent in character and judgement notwithstanding that he has served on the Board for more than nine years, that there are no relationships or circumstances which are likely to affect his independent judgement and that he is in no way dependent on the remuneration he receives from the Company.
The Board is responsible to all the Company's stakeholders for its conduct and for the performance of the Company.
The day-to-day running of the Company is delegated by the Board to the executive team under the leadership of Sir John Rose, the Chief Executive.
The Board retains responsibility for the approval of certain matters which affect the shape and risk profile of the Company, as well as such items as the annual budget and performance targets, the published accounts, payments to shareholders, major capital investments and any substantial change to balance sheet management policy. This division of responsibilities between the Board and the executive team is set out in detail in a schedule approved annually by the Board, which defines those decisions which can only be taken by the Board itself.
The Board has approved the following statement summarising its core responsibilities:
Primary goal
The primary goal of the Board is to ensure that the Company's strategy creates value for the long-term investor within an acceptable risk profile.
The Board's tasks
In line with its primary goal, the Board's principal tasks are to:
- ensure the development of the Company's strategy and keep it under rigorous review;
- monitor the implementation of the strategy, ensuring that the necessary financial and human resources are in place to deliver it and that effective controls exist to manage risk;
- safeguard the values of the Company, including its brand and corporate reputation and the safety of its products;
- oversee the quality and performance of management and ensure through effective succession planning and remuneration policies that it is maintained at world-class standards; and
- maintain an effective corporate governance framework that aspires to deliver long-term value to shareholders.
Directors induction, training and information
Newly appointed directors participate in a structured induction programme and receive a comprehensive data pack providing detailed information on the Group.
An existing executive director acts as a mentor to each newly appointed non-executive director, giving guidance and advice as required. As part of their briefing, non-executive directors visit key sites and meet a cross-section of managers and employees to gain a better understanding of the Group and its operations. Ongoing training is available for all the directors, including presentations by the executive team on particular aspects of the business.
There is a procedure for directors to take independent professional advice at the Company's expense. This is in addition to the access every director has to the General Counsel and Company Secretary.
The Chairman and the non-executive directors meet at least once a year without the executive directors present, in order to review the operation of the Board.
The Chairman has an annual meeting with each non-executive director to Review his or her contribution to the Board. The Senior Independent Director chairs an annual meeting with the non-executive directors to review the performance of the Chairman, the outcome of which is reported back to him.
Each year, the Chairman reviews the performance of the Chief Executive as part of the annual salary review process overseen by the remuneration committee. The Chief Executive reviews the performance of the other executive directors in the same way.
In 2008, the annual process to enable the Board to evaluate the effectiveness of its performance involved the completion of a written questionnaire by the directors and a series of meetings between the Chairman and each individual director. The Board reviewed the results of this exercise in February 2009.
The review covered all aspects of corporate governance, including board and committee structure, board dynamics, the conduct and frequency of board meetings, the consideration of strategic issues by the Board and the information provided to directors. The Board considered that it was operating effectively. The review identified the need for improvements in some areas, including revising the format of the Board strategy sessions and improving the consistency of Board papers. The Board agreed to encourage greater interaction between the Board and management, for example, by arranging Board visits to Company facilities. The Board has also asked to receive more regular reports on succession planning for executives. These improvements will be implemented in 2009. The audit, remuneration and nominations committees have separately undertaken reviews of their terms of reference and effectiveness during 2008.
Directors have a duty to avoid a situation in which they have, or can have, a direct or indirect interest which conflicts, or possibly may conflict, with the interests of the Company unless that situational conflict has been authorised by the Board. The Board has reviewed and authorised all director situational conflicts and has agreed that while directors are required to keep confidential all Company information, they shall not be required to share with the Company confidential information received by them from a third party which is the subject of the situational conflict. The Board has also agreed that the authorisation of situational conflicts will be reviewed annually.
The Company has entered into separate deeds of indemnity in favour of its directors. The deeds provide substantially the same protection as that already provided to directors under the indemnity in Article 170 of the Company's Articles of Association. The Company has also arranged appropriate insurance cover for any legal action taken against its directors and officers.


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By LARRY VAUGHT
One criticism often directed at twins Andrew and Aaron Harrison is that they are too intense on the court and get upset with teammates too easily.
Aaron Harrison admits he only smiles "sometimes" on the court.
"But really, no. Just probably intensity and just knowing it is a game, but it really isn't to us. I do it to win. I just don't do it to have fun when I play. I want to win," he said.
That attitude is why Calipari is pushing him to be a team leader even though he didn't get on campus until late August.
"I like that. Being guards, you always have to be some type of leader on your team. Coach Cal has given us some leadership roles, and it is great," Harrison said. "He expects leadership from me. He knows what all of us can do on the basketball court, but some of us he gave leadership roles to be leaders of the team so we can win."
He played in all the major postseason all-star games last spring. During his senior season, his team came to the Marshall County Hoop Fest, where Kentucky fans turned out to watch him and his brother play.
"I have played in a lot of big games and I am sure it has helped me, but I don't think I have ever played in front of a group like I am going to play in front of here. I played in front of large crowds before. At our state game, there were 10,000 people there. It's going to be a test. I have not played in such an intense environment as this," he said.
He knows games such as Michigan State, North Carolina and Louisville will be special.
"It is going to be amazing. That is pretty much what I live for, to play on big stages like that," he said. "Just go out and play in front of thousands of people. We are coming out to make a point and prove to the country that we are the best team."
He says the spotlight has been on him and his brother for about the last three years, so they are both used to a lot of attention and what likely lies ahead with the passionate Kentucky fans.
"I got kind of prepared for this. I took two visits and saw how it was. It was great. The atmosphere is great. The students, they don't really bother you that much. It is great. I love it here," he said. "But it is hard at times. You just can't go anywhere you want like a normal kid. You can't do what everybody else does, especially here. You just can't do everything else that others do. Maybe that's a good thing sometimes, but sometimes you just want to have fun.
"My dad definitely started preaching that to us early that we had to watch what we did. Of course, a teenager wouldn't get why he couldn't just do everything and do what all his friends were doing. Now I get it."
His mother had a different, but important, role in his life.
"Everything else except basketball she took care of," he said. "She cooked dinner every single night. If we needed something for school, she got it. Everything we ever needed, she got it. Everything except basketball she was there for.
"I would say we were a handful at times, too. It was probably tough living in the house with three guys. She was great. As long as we were in the house, she didn't care what we were doing. She would just find a way to take care of us."