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Search Family Trees and Community Records:
First Name
Last Name
Old Photo Index - F
Fobes, Annabell
Fogel, Annie
Fogel, Annie
Fogley, Lois
Foley - Allen Wedding
Foley, Elizabeth Duetsch
Foley, Elizabeth Duetsch
Foley, John and Elizabeth Duetsch Wedding Photo 1922
Foley, Margaret
Folton, J. M.
Foote, James
Forbes, Fred
Forbes, Mr.
Forbes, Mr.
Forbes, Robert Galbraith
Ford Building, Mansfield, OH
Ford, Catherine
Ford, Charles
Ford, Charles and Margaret
Ford, Dorothy
Ford, Lester
Ford, Lester
Ford, M. Viola
Ford, Margaretta Cummings
Ford, Margaretta Ramsey Cummings
Ford, Mary Lee
Ford, Mary Lee
Ford, Robert
Foreman, Florence Taylor
Foreman, Harry H.
Foreman, Harry H.
Foreman, Harry H.
Forest Avenue Dayton Ohio 1913 Flood
Forest City, IA Birds Eye View
Forest Park, Greenville, Texas
Forestville, CT Public School
Forge Steel Wheel Works, Butler, PA
Forged Steel Works, Butler
Forker, Elsie
Forker, Henry
Forker, John
Forrest, Wesley
Forrest, Wesley "Wiskers"
Forrester Sisters
Forrester, Bertha and Mary
Forrester, Bertha B.
Forrester, Chester
Forrester, Mary Elizabeth McWhirter
Forrester, Roland "Foss"
Forrester, William J. & Family
Forsel, Steven
Forsyth Children
Forsyth Service Station, Mundy's Corners, Pennsylvania
Forsyth Street, Jacksonville, FL
Forsyth, Agnes
Forsyth, Alma
Forsyth, Ella and Fred
Forsyth, Jemima Condit
Forsyth, Thomas Dixon and sons
Forsythe, Margaret Etta and Hugh Thomas Wimer with Aunt Mabel
Fort Bend County Court House Richmond TX
Fort Defiance Monument and Post Office Estherville Iowa
Fort Madison, IA Railroad Depot
Fort Wetzel Historical Marker
Fortune, Irene
Fosbrink, Bob
Fosbrink, Grover
Fosbrink, Isabelle
Fosbrink, John
Fosbrink, Robert
Foster, Dennis
Foster, Eda
Foster, Harry
Foster, Homer
Foster, Jeannette
Foster, Ralph
Foster, Robert
Foster, Robert
Fostor, Maude
Fostor, Nelle
Foulk, Joan
Founders Hall, Clarion State Teachers College
Fountain Inn, New Castle
Fountain Square, Cincinnati
Fountain Square, Cincinnati, Ohio
Fountain Square, Uniontown, PA
Fountain, Leroy
Fountaine, Thomas Morris and Elizabeth Lucy Morris Northend
Fountaine, Thomas Morris with sons Maurice and Thomas Alfred
Four and Five Generations
Four Generations
Four Generations of Temples
Four Generations of the Giebner Family
Four Generations of the Harry Rudler Family
Four Generations of the Shaffer Family
Four Generations of the William Sample Family
Four Little Girls
Four Unknown Girls
Four Unknown Men
Fournier, Margaret Gladys
Fourth Street South from Hennepin Avenue, Minneapolis, MN 1910s
Fourth Street Steubenville Ohio
Fouse Ron
Foust, Abe
Foust, Dorothy Todd Meyer
Foust, Louise Ann
Fowkes, Anna
Fowkes, Elsie
Fowkes, Sam Golden Wedding Anniversary 1936
Fowler, Jeanette Virlinda
Fowler, Mike
Fox, Crissie Armagost
Fox, Dorrance
Fox, Dorrance
Fox, Dorrance
Fox, Eva
Fox, George Albert and Irene Ester Fritz
Fox, George H. Jr.
Fox, Oscar
Fox, Rosina
Fox, Wyllys
Foy, Birdeeda Judy
Foy, George & Birdeeda Judy
Foy, Wayne
Frailey, Ruth
Fraley Street, Kane, PA
Fraley, Alice Hyde
Fraley, Alice Hyde and Kathryn Hyde Reinhart
Frampton Reunion 1896
Frampton, Amos Family
Frampton, Amos Jasper and Hannah Adelaide McKee
Frampton, Eliza Jane
Frampton, Ruby
France, E.
France, S.
Francis, Flora Stauffer
Francisco, Donald and Yvonne 25th Wedding Anniversary
Francisco, Donald Lewis and Zelda Yvonne
Francisco, Donald Lewis and Zelda Yvonne Family
Francisco, Gladys Irene Yingling
Francisco, Oscar
Francisco, Zelda Yvonne Vasbinder
Francitas Baptist Church Congregation 1946
Francitas School 8th Grade 1943-44
Frank's Restaurant, Schulenburg, Texas
Frank, Maude
Frankenburg, Raymond
Frankhouser, Edgar
Frankhouser, Edgar
Frankhouser, Lynn
Frankhouser, Lynn
Franklin Herald News Building and Park Hotel
Franklin PA Postcards and Photographs
Franklin School, Port Arthur, Texas
Franklin Street Looking South, Clintonville
Franklin Tanning Curwensville PA
Franklin, Jasper Edmond
Franklin, Jasper Edmond and his headstone
Franklin, Joel Sherman and Nora J.
Franklin, Joel Sherman and Nora J. Franklin
Franklin, Nora
Franklin, Nora J. and Family
Franklin, Nora with Pat and Dorothy Armstrong & Helen Faller
Franklin, PA
Franklin, PA Parade
Franklin, William
Frankowitz, Erma
Franks, Anna Kefover
Franks, Anna Kefover
Franks, Elias
Franks, Esther
Franks, Mrs. William
Franks, Penny
Frantz, Billy with David George
Frantz, Hazel V.
Frantz, Jacob and other Frantz Men
Frantz, Jacob and the Millworkers
Franz, Winfield B.
Franza, Luigi and Sarafina Ruscille
Franze, J. M.
Franze, John
Fraser, Marie
Fratcher Children
Fratcher, Adolf David and Christina Breckley
Fratcher, Alice
Fratcher, Augustus David
Fratcher, Caroline
Fratcher, Charles Alfred
Fratcher, Chris
Fratcher, Christian Adol (Wolf)
Fratcher, David
Fratcher, Edward Breckley
Fratcher, Elizabeth Luella
Fratcher, Emma
Fratcher, Emma
Fratcher, George
Fratcher, George Herman
Fratcher, Helen McCullough
Fratcher, Helen McCullough
Fratcher, Louisa Jane
Fratcher, Lucille
Fratcher, Margaret
Fratcher, Martha Margaret
Fratcher, Mary Alice
Frazee, Marcellus Fike
Frazee, Susan Fike
Frazee, William and Mary Weaver with Doris and Margaret
Frazee, William Resley
Frazee, William Resley
Frazier, Mr.
Fredak, Victoria
Frederick Family Reunion
Frederick, Adam
Frederick, Barbara Elizabeth
Frederick, Dora
Frederick, Dora
Frederick, Dora and Charles
Frederick, Hannah Aldinger with William, Ida, and Dora Frederick
Frederick, Jacob
Frederick, Mr.
Frederick, OK High School Building
Frederick, Sarah Jane
Fredonia - downtown
Fredonia Grade School
Fredonia National Bank 1908
Free Methodist Church, Pleasantville
Free, Alleen and Christine
Freeborn, Bonnie
Freed, Ann
Freed, Joseph E.
Freedom PA Football Team 1930
Freedom Train
Freeman, Esther
Freeman, Esther
Freeman, Miss
Freeman, Nelle R.
Freeman, Rev. Issac S.
Freeport, OH Postcards and Photographs
Freienstein, Edna
Freilino, Ray
French Creek
French Creek View, Cambridge Springs
French Creek, Cambridge Springs
French Market, New Orleans, Louisiana
French Quarter, New Orleans, Louisiana 1904
French, Elden
Frentz, Donald
Freudiger, Anna
Frew, Harold
Frew, Jake and Mary Lou Linard Wedding 1952
Frew, Jake and Patrick
Frew, Mary Lou Linard
Frey, Dera May
Frey, Julia Breindel
Frey, Viola
Fribush, Barry
Fribush, Herbert and Zelda
Fribush, Zelda and son Barry
Frick, Caroline
Frick, Catherine
Frick, Catherine headstone
Friedhoffer, Mildred Gertrude DeLong
Friedman Family
Friedman, Rose and Sayde
Friedman, Sadye
Friedman, Shirley Louise Newhouse
Friend, H. H.
Friend, Russel
Friggle Family Photos
Fritts, Antoinette
Fritts, Marjorie Eliza
Fritts, Rachel
Fritz, Irene Ester
Froman, Mary Helen
Froman, unknown
Front Street Marietta Ohio
Front Street Marietta Ohio
Front Street, Bangs, Texas
Frontier Defenders Marker at the Paxton Presbyterian Church Cemetery, Harrisburg
Fross, Vern
Frostburg School Porter Township Clarion Co PA
Fruit Avenue and Idaho Street Farrell, PA
Fruit, F.
Fruit, F. A.
Fruithill Presbyterian Church and Cemetery
Fry, Emily
Fry, Florence
Fry, Florence and Florene with Okey
Fry, Gladys
Frye, Edward
Frye, Elizabeth Jane
Frye, Ella Nichols
Frye, Ella Nichols
Frye, Frank and Mary Mellisa Best Family
Frye, Kenneth
Frye, Margot Lucille "Peg"
Frye, Margot Lucille "Peg"
Frye, Raymond
Fuchs, Henry Saloon Toledo Ohio
Fuchs, Rosina
Fuehan, Mayda
Fuess , Howard Frederick and Madelyn Fuess Keib
Fuess, Elizabeth Neher
Fuess, Elizabeth Neher
Fuess, Mary Allen
Fuge Residence, Houtzdale, PA
Fuge, Catherine
Fuge, Dick
Fuge, Frank
Fulcher, Kathryn Dick
Fulerton, Bob
Fuller, Emma
Fuller, Enos P.
Fuller, Flora Lorinda White Horn
Fuller, Forrest
Fuller, Frederick Mortimer
Fuller, Hiram
Fuller, Leslie Leroy and family
Fuller, Martha
Fuller, Melinda Blakeslee
Fuller, Ruth Kathleen
Fuller, Sarah Bliss Rogers
Fullerton School Cleveland OH
Fullerton Springs and Hotel, Cambridge Springs
Fulmer Family Reunion
Fulton, Cochran
Fulton, Homer Lowry Family Reunion
Fulton, James Edward and Sadie Viola Gould
Fulton, James Jackson
Fulton, Ralph Lester and Coleta Margaret Guthrie
Fulton, Sarah
Fulton, William
Fun in the Snow, Estherville, IA 1908
Furgeson, Belle
Furnald, Lena
Furnald, Mable
Furnald, Mr
Furnald, Stanly
Furrie Woman
Furrie, Sarah M.
Fury, D.
Fury, J.
Fye, Louisa
Fye, Martha


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Kayaker Jeff West has died on a solo attempt of the Grand Canyon of the Stikine River in British Columbia. He was 42. West had paddled the 45-mile stretch of Class V-VI rapids with Todd Wells and Erik Boomer in a single day in 2010. The descent normally takes three days. His body was found in an eddy on Tuesday and the circumstances surrounding his death remain unclear. "There are only a few features I could imagine that could do Jeff in on day two," Boomer said. "That and some kind of bad luck." Boomer was due to make his own solo descent shortly thereafter and calls the Stikine "the hardest whitewater of my life." West paddled for Jackson Kayak, twice reaching the finals of the U.S. Team Trials, and owned the Ace Kayaking School in Chattanooga, Tennessee.
Via Paddling Life

subset: commoncrawl


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Photo by Romulo Yanes
Leave a Review
Delicious! Used acini pasta (or could use orzo), as I did not have couscous on hand. Used a little less oil and tripled the spices, except the chili powder, and still was not too spicy.
This is quick and easy, although I like to saute the zucchini for about 10 min till it's really soft and sweet. My 7 month old LOVED it. Like many others I doubled the spices and I omitted the mint . I also left out the lemon juice by accident and didn't miss it at all.
Great idea for a side dish or lunch snack served cold. So delicious. Agree that spices should be doubled and I also did without the mint, which is merely personal preference. Also did not add anywhere near as much salt (do not like to cook with too much salt) and feel it made no difference as the spices, onion and garlic add plenty of flavour. My plan is now to cook a big batch on a Sunday evening and that's my lunch sorted for the next few days!
Definitely double the spices! I made chicken soup from scratch and used the extra broth and added leftover chicken. Phenomenal!
As suggested by others I doubled the spices, and omitted the mint. I also added some feta cheese to make it a little more substantial to bring to work for lunch. Very good, I will definitely make it again.
I doubled the spices on this yummy recipe and left out the mint. It is very subtle, despite a rather large quantity of spices. The onions give it a warm sweetness that is really nice. And it is very inexpensive to make with summer squash.
i dislike the flavor of cumin but this was good anyway. it tastes very woodsy and earthy.
This dish was fast & easy to make and really good to eat. I followed other reviewers' suggestions and doubled the spices. The result was a very flavorful couscous with just the right amount of spice. I used a mix of mint, parsley and cilantro instead of just mint. I topped it with grilled merguez sausages and served it as a main course.


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For All Points-Of-The-View.
Uttarakhand is the land of serenity, endowed with thick forests, Rocky Mountains, cascading waterfalls and exhilarating trekking trails. It is also home to some of the famous ancient temples and it rightfully called Dev Bhoomi.
Gifted with irresistible beauty and exciting and alluring attractions, the naturally gifted land of Uttarakhand holds some of the finest tourist attractions and places of tourist interest that draws…
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Known as Devbhoomi (The Land of Gods) all across the world, Uttarakhand is a true paradise on Earth. Chilling snow, fresh air, pure water, small vibrant villages, beautiful but intricate mountains, simple people, this is what distinguishes Nainital from the rest of the world. A hub of pilgrims, Uttarakhand has several sites of religious significance which has earned its nickname 'Devbhoomi'. For a small state, Uttarakhand packs an…
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Uttarakhand is the most visited, beautiful destination located in the northern part of India. It is also known as "Dev Bhoomi" and offers tourist to enjoy a beautiful vacation with many outstanding experiences like exploring the magnificent charm and majesty of nature, culture and adventure. It absorbs many bountiful attractions like snow caped mountain peaks, fruit laden orchards, meandering rivers,…
ContinueAdded by mahi manral on October 7, 2011 at 6:26am — No Comments
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Mumbai, Sep 12 Director David Dhawan's son Varun, who will be making his acting debut with Karan Johar's "Student Of The Year", says that filmdom belongs to everyone and is not anyone's birthright.
"Cinema is not anyone's birthright. Everyone can enjoy it, no matter who they are or where they are from. I knew that if I have to do something, I will do it on my own. I wanted to show this to my family too. I have taken very less help," Varun told IANS in a group interview.
Hailing from a film background, the star kid does not like when people assume it must have been easy for him.
"There are negative effects of being a star kid. People often think that just because I am someone's son, I will get ahead easily," he said.
Does being David Dhawan's son raise people's expectations from you?
"That is a given. If my own father suffers from his own brand, then who am I. I just try to be positive. I have had a comfortable childhood and that is only because of my father, so I cannot turn around and say that I wish he was not my father," he said.
With a dream to enter Bollywood, Varun was told by his family that they will be there for him, but not when it comes to professional help.
"My dream was to get into acting, but I couldn't tell my father. It used to make me uncomfortable. When I was 16, I told him that I want to be an actor and he said, 'Become one,' in serious tone. I started thinking what to do and my mother told me not to expect any help," he said.
After working as an assistant direct on the sets of "My Name Is Khan", Varun went on for trainning under Barry John and did a few short films. It was one of the short films that impressed Karan.
He plays a rich brat in "Student Of The Year" and says it is a relatable character.
"I play the role of Rohan Nanda, who associates himself with Delhi's high society and is well connected. Very pampered and a bit sunky, he always does everything differently. He is grey at places. But he is very simple from his heart. The emotions are simple and anyone will be able to relate to him," he said.


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Ok I can't resist one more ice carving and snow festival post. One of my well traveled readers, Sandra Taylor, mentioned that she lived in Sapporo Japan, a city that is well known for their annual Snow Festival. I started looking at photos of the Sapporo Snow Festival and was again amazed enough to want […]
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Nita is inviting you into the world of fruit and vegetable carving. You'll join thousands of others who've become watermelon carving and fruit carving experts using Nita's simple and easy-to-follow food art instructions! Her how to garnish & melon carving video lessons will show you how to sculpt beautiful fruit bouquets & arrangements! Create spooky pumpkin carving creations this Halloween.
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Enstone, Oxfordshire, UK 28th January 2013 CGI Render of the new Lotus E21 Renault Photo: Lotus F1 Team (Copyright Free FOR EDITORIAL USE ONLY) ref: Digital Image E21cam2
As Top Gear's mysterious test driver, The Stig has driven just about everything on wheels – and more than a few things without. But an F1 car? That still remains a rarity, even on Top Gear.
Lotus has broken the seal on the 2013 Formula One season, launching the E21 car at its factory in Enstone. With the regulations this year quite similar to those of last year, there are no dramatic changes in form compared to the E20. After some teams lobbied to be able to cover the stepped nose with a "vanity panel," Lotus retained the configuration, the team's technical director saying that the panel would add more weight and didn't make sense to put on the car unless it also added performance.
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Tuesday, March 10, 2015 6:00 pm - 7:00 pm John Steinbeck Library
Meet Ronald W. Lemley Macias, author of the book "Xavier and the Bully," at the John Steinbeck Library in March. When the roof of their old school falls in, Xavier and his friends are transferred to a new school at the edge of the city. Xavier had driven by it a few times with his father, and it looked like a big white castle surrounded by gardens! They wonder if a group of Spanish-speaking kids from the farm lands will get along in the new place. What will the students be like? Xavier hopes that they won't be creepy or mean.
March 14, 27, & 28, 2015 9:00 am till 4:00 pm
This is a FREE program for youth ages 8-12. Spend the day in spectacular Big Sur. Watch for condors wheeling along the coast where California meets the Pacific Ocean, and learn all about this magnificent, endangered bird! Pick up is at 9am, drop off is at 4pm at the John Steinbeck Library in downtown Salinas. Bring your lunch, a bottle of water, a light jacket and sun protection Ventana Wildlife Society and the John Steinbeck Library are excited to bring this free program to underserved youth. Space is limited, so reserve your spot today. Contact Kris at 758-7447 to reserve one of the field trip dates.
Tuesday, April 14, 2015 6:30 pm to 7:30 pm John Steinbeck Library
Meet Kathleen Founds, author of "When Mystical Creatures Attack," at the John Steinbeck Library this coming April. In When Mystical Creatures Attack!, Ms. Freedman's high school English class writes essays in which mystical creatures resolve the greatest problems of our time. Students include Janice Gibbs, "a feral child with excessive eyeliner and an anti-authoritarian complex," and Cody Splunk, an aspiring writer working on a time machine. Following a nervous breakdown, Ms. Freedman corresponds with Janice and Cody from an insane asylum, where inmates practice water aerobics to rebuild their Psychiatric Credit Scores.br />
Tuesday, March 24, 2015 6:30 pm to 7:30 pm John Steinbeck Library
Come meet Tim Thomas, historian and author of the books Monterey's Waterfront and The Abalone King of Monterey, at the John Steinbeck Library this March. Tim Thomas, fourth-generation native of the Monterey area, is a popular speaker and lively tour guide. For sixteen years, he was historian and curator for the Monterey Maritime & History Museum and has worked with the Monterey Bay Aquarium, California State Parks and the Monterey Bay National Marine Sanctuary.
Kids Photoshop Class Saturdays at 12:00 pm Teen & Adult Photoshop Class Saturdays at 1:00 pm At the John Steinbeck Library Digital Arts Lab
Learn how to add new backgrounds to pictures, turn a photo into a glamour shot, restore old family portraits, create your own greeting cards, flyers, and more in these beginner level classes available every Saturday at the John Steinbeck Library. These are FREE classes. No advance signup is necessary.
Support Your Library


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What does RTCA mean in Conferences?
This page is about the meanings of the acronym/abbreviation/shorthand RTCA in the Community field in general and in the Conferences terminology in particular.
Round Table Coordinating Assembly
Find a translation for RTCA in other languages:
Select another language:
Discuss this RTCA abbreviation with the community:
Use the citation below to add this abbreviation to your bibliography:
"RTCA." Abbreviations.com. STANDS4 LLC, 2015. Web. 27 Feb. 2015. <http://www.abbreviations.com/term/1432223>.
RTCA also stands for:
- Radio Technical Commission for Aeronautics
- Real Time Casualty Assessment
- Real-Time Cell Analysis
- Rivers Trails and Conservation Assistance
... see them all »
Nearby & related abbreviations:
Alternative search:
- Search Round Table Coordinating Assembly on Amazon
- Search Round Table Coordinating Assembly on Google


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Smith documentary to be featured at Square Lake Film Festival in Stillwater
Pioneer Public TV's Senior Producer Dana Johnson has been notified that her award winning documentary, "My Way Back Home: Caroline Smith," has been selected for viewing at the Square Lake Film Festival.
The festival will be held on Saturday Aug. 9 from 2 p.m. to 12 a.m. near the Square Lake County Park north of Stillwater, Minn.
Johnson's documentary profiles Smith, an up-and-coming singer/songwriter with roots in the Detroit Lakes community.
Are you a newspaper subscriber but you don't have a Digital Access account yet? https://secure.forumcomm.com/?publisher_ID=40&event=subscriber/lookup.
You will need your subscription account number and phone number. Not sure if you have an account? Email us at email@example.com and we can help you.


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Victim Movie
A powerful film that deals with homosexuality in England and the fact that most of the blackmail cases in that country were aimed against men trying to stay in the closet. In 1961, any homosexual acts were illegal and, while this film was hardly an overt p… (more)
Rating: NR
A powerful film that deals with homosexuality in England and the fact that most of the blackmail cases in that country were aimed against men trying to stay in the closet. In 1961, any homosexual acts were illegal and, while this film was hardly an overt plea to change the laws, it did
have some impact; a few years later homosexuality was no longer punishable by time in jail. Bogarde, in one of the best roles of his career to date, plays Melville Farr, a closeted lawyer aware of his own homosexual desires. He is married now to Laura (Syms), who knows about his past affairs but
accepts him nonetheless. Some years before, Farr had an affair with construction worker Jack Barrett (McEnery) but denies it. Barrett is now a wanted man, having stolen money from his building company. When he's caught by the police, the truth emerges that Barrett doesn't have a brass farthing to
his name. Since a great deal of money had been purloined, this sets the law to wondering where it all went. Barrett needs a lawyer and tries to contact Farr, but the eminent queen's counsel avoids him. When Barrett hangs himself rather than answer any police questions, Farr realizes that his
former lover was being blackmailed and that Barrett was trying to protect Farr's good name. The blackmailers are extracting money from several people, including a barber, an actor, a used car salesman and a photographer. (The film earnestly tries to avoid stereotyping, though to some extent these
"victims" do represent a variety of "types".) Although it may damage both his career and his marriage, Farr decides to go after the blackmailers and prosecute them himself.
Immensely significant in its plea for tolerance for gay men (interestingly, lesbianism is not discussed here), VICTIM works hard arguing that gays are part of the typical, healthy fabric of society. For that alone, it was highly controversial and was refused the Seal of the Motion Picture
Association of America. On its own terms, the film works quite well. The drama is exciting, the writing cogent, the acting often superb and the production and direction by the team of Dearden and Relph quite fine. Every role, no matter how small, is very intelligently cast and even the
blackmailers were given some depth and character contradictions. In acting terms, the film quite properly belongs to the dynamic yet sensitive Bogarde, but McEnery, as his former lover, and Price, as a blackmailed actor, also stand out. The film does, of course, shy away from certain aspects of
its provocative subject matter, and a great deal of emphasis is laid on Farr's heterosexual relations with his wife. (It probably takes up more footage than is actually necessary, but this subplot broadens the role of Farr and is fairly well handled.) A liberal film on the subject of homosexuality
rather than the radical film some considered it at the time, VICTIM still stands as an intelligent film attempting to address an important social issue.
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text: 02 What is Knowledge Management? Knowledge management brings to mind many things to many people. But in a business setting, a practical definition prevails. The basic definition of knowledge management is discussed, as well as those concepts critical to its effective deployment. This section examines: » the effect of knowledge management; » how knowledge management is different from information manage- ment; » types of knowledge; » the knowledge chain and its role in measuring the success of knowl- edge practices; and » the basic knowledge management applications. 8 KNOWLEDGE MANAGEMENT ''A little knowledge that acts is worth more than much knowledge that is idle.'' Kahlil Gibran, The Prophet Defining knowledge management is not a simple issue. It is not a technology, although technology should be exploited as an enabler. It is not a directive, although strategic leadership is imperative to successful knowledge management. It is not a business strategy, although one aligned with the tenets of knowledge management must exist. It requires a culture that promotes faith in collectively sharing and thinking. But, culture alone will not render a vital knowledge manage- ment practice. It is perhaps the lack of a singular definition that has delayed the more wide-scale deployment of knowledge management. Put succinctly: Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives. » Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ''Knowledge for the most part exists only in application.'' » Knowledge is applicable in unencountered environments. Informa- tion becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ''plugged in'' to a previously encountered model is not knowledge and lacks innovation. It is important, therefore, to draw a clear line of distinction between information management and knowledge management. Both are impor- tant to an organization's success, but each addresses different needs WHAT IS KNOWLEDGE MANAGEMENT? 9 and requires different approaches. Information management consists of predetermined responses to anticipated stimuli. Knowledge manage- ment consists of innovative responses to new opportunities and challenges. In business, planned responses to controlled stimuli can be, and have been, automated through traditional IT approaches. Knowledge-based solutions, however, focus on the application of inno- vative new responses in a volatile work environment, as illustrated in Fig. 2.1. Knowledge must be internalized; it co-exists with intelligence and experience and emanates at the points where decisions are made. For this reason, the primary repository for knowledge is people's heads (at least until we agree that machines have intelligence). Electronic and paper-based ''knowledge repositories,'' then, are merely intermediate storage points for information en route between people's heads. Unplanned Response Planned Traditional IS Solutions Anticipated Unanticipated Stimulus Fig. 2.1 The focus of knowledge-based solutions in a dynamic work envi- ronment. But there is more needed to develop a complete understanding of knowledge and knowledge management than these basic premises. Understanding knowledge management begins with two basic char- acteristics: knowledge complexity and knowledge applications. The 10 KNOWLEDGE MANAGEMENT former refers to the physical manifestations and depth of knowledge available, the latter to approaches to connecting knowledge to people and processes. Each is discussed below. THE COMPLEXITY OF KNOWLEDGE: FROM EXPLICIT TO TACIT All knowledge can be classified according to its complexity on a continuum from explicit to tacit. Michael Polanyi identified the distinc- tion between these two types of knowledge in 1966 (Polanyi, M., The Tacit Dimension, Routledge & Kegan Paul, 1966). Explicit knowledge is knowledge that is articulated in formal language and easily transmitted among individuals both synchronously and asynchronously. Tacit knowledge, on the other hand, is personal knowledge embedded in individual experience and involving such intangible factors as personal belief, perspective, instinct, and values. Explicit knowledge is referred to as information in the context of our discussion. The challenge of explicit knowledge is one of handling the sheer volume of information that is available. On the other hand, while tacit knowledge potentially can represent great value to the organization, it is, by its very nature, far more difficult to capture and diffuse. The challenges represented by each type of knowledge at a very high level are the same – to build a bridge between seekers and providers of knowledge. But from a practical level the challenges are very different. Explicit knowledge can be adequately transferred with the help of electronic tools. On the other hand, the most efficient way to convey tacit knowledge throughout the organization is face to face. Practices such as apprenticeships, mentoring and communities of practice prove effective. For decades, organizations have focused their information tech- nology investments on explicit knowledge, rather than tacit knowledge (see Chapter 4 for more details on technology approaches to handling Explicit knowledge). There are three reasons for this: first, explicit knowledge is often conveyed as a standard part of most transaction- based information systems; second, explicit knowledge is much easier to convey and capture than tacit knowledge; and, third, we have an inherent mistrust of anything that cannot be conveyed objectively and quantified (i.e. tacit knowledge). The primary challenge when facing WHAT IS KNOWLEDGE MANAGEMENT? 11 explicit knowledge is to manage its volume, ensure its relevance and quality, and make it easily accessible – in a phrase, handling infoglut. There is no doubt that tacit knowledge plays a pivotal role in distin- guishing companies and poising them for success. For this reason, an ability to expand the level of tacit knowledge throughout an organi- zation through its proactive sharing is regarded as one of the core objectives of knowledge management. It also happens to be one of the most challenging. For tacit knowledge, the challenge is to formulate the knowledge into communicable form. But, tacit knowledge defies being systematically cataloged and made available in an asynchronous manner; by its very definition, it is forever changing, growing and being reshaped by the owners' latest experiences. Tacit knowledge should be approached with greater scrutiny and a determination made as to what degree or depth the knowledge can be captured or tracked. From tacit to implicit In some cases, knowledge believed to be tacit is only so labeled because no one has ever taken the time or energy to codify the knowledge. Users may be too quick to reply, ''It's just too difficult to explain; it defies explanation.'' This is a real problem and one not easily resolved. You must determine if bodies of uncoded knowledge can be captured and made explicit. However, it is critical to first be sure that a culture that promotes and supports knowledge sharing is in place, or users may recoil by hoarding even more of what they know (see more on establishing and measuring culture via a knowledge audit in Chapter 10). In any case, it is imperative that you appreciate that perfect management of tacit knowledge is not possible. Do not get preoccupied with getting it perfect, because you could miss out on great success without ever achieving 100 percent accuracy. Certain knowledge can be harvested from its owner and codified in such a way as to make it more readily sharable. Using such a process you can create a third type of knowledge in the organization: implicit knowledge. The value and leveragability of implicit knowledge is vast. However, an organization must take several strategic steps in order to position it adequately. First, the sources and nature of the implicit bodies of knowledge must be identified and quantified (this is where a knowledge audit proves useful – see Chapter 10). Getting to implicit 12 KNOWLEDGE MANAGEMENT knowledge mandates taking a second look at all so-called tacit knowl- edge resources to determine whether that knowledge could be codified if it were subjected to some type of mining and translation process. Then, it requires implementing that mining/translation process. Often, much of the work done in businesses is not in the deep tacit realm. Rather, it is a logical, methodical thinking process that simply is not recognized as such, even by the thinker. Implicit knowledge management employs tools, techniques and methodologies that capture these previously elusive processes and make them more generally available to the organization. Thus, the thought processes used by your best thinkers become a leveragable asset for the organization. Again, I must stress that not all tacit knowl- edge can be transfigured into implicit knowledge. There will always be bodies of know-how and experience that remain tacit. Also tacit knowledge is not an effective way to achieve alignment between personal and organizational values (storytelling and mentoring are better ways to achieve value alignment). Finally, there are some intellectual assets too novel for capture and transfer. The goal of implicit knowledge management is to determine how much of the tacit knowledge in your organization defies any form of codification, and to mine that which does not. GRAPEVINES, COMMUNITIES OF PRACTICES AND THE INFORMAL KNOWLEDGE NETWORK Where knowledge legitimately exists in tacit bodies, knowledge-based strategies should not focus on collecting and disseminating information, but rather on creating a mechanism for practitioners to easily identify and reach out to other practitioners. Such mechanisms, like communi- ties of practice, have special characteristics. They emerge of their own accord: they collaborate directly, use one another as sounding boards, and teach one another. They are built on a bond of obvious trust – a key word for any knowledge management solution. Communities of this sort are difficult to construct and easy to destroy but, in my experience, almost always exist in every organization, both formally and informally. Where present, it behooves you to recognize them and encourage them, support them. They are among the most important structures of any organization where thinking matters, but WHAT IS KNOWLEDGE MANAGEMENT? 13 they almost inevitably undermine its formal structures and strictures if improperly managed. Remember that knowledge is connected. For information to be transformed into knowledge you must recognize, support and administer the connections and, most importantly, the people, who are the ultimate owners of all knowledge. (In Chapter 4 the technology approach to personal profiling is explained, an approach to tracking and defining what individuals seem to exhibit interest in, or knowledge about. These profiles are used to intermediate knowledge seekers with knowledge providers, establishing online communities.) As stated in Chapter 1, organizational strength does not come from knowledge of the past per se; rather, it comes from the ability to regenerate knowledge of the organization, its processes and its markets – to take timely innovative action on an ongoing basis. This is where knowledge management clearly differentiates itself from other approaches to governing expertise such as reengineering (for more detail on the differences between knowledge management and reengi- neering and TQM, see Chapter 3). Knowledge management assumes a constant vigilance of change, and encourages constant modifica- tion – innovation – at a rate that at least keeps pace with changing market dynamics. Make no mistake, knowledge management emphasizes the re-use of previous experiences and practices, but its focus is on mapping these to the changing landscape of the market. If that sounds simple, then try answering the following question: What is your organization's core competency? If you answered with a product name, you are shackled by the past. The chances are, if you answered in this manner, you are referring to a most successful product. Success forms the most restrictive shackles. Your competency must outlive product success. Products should exist at the vortex of the whirlpool – constantly changing. Your core competencies should live at the outer limits of the whirlpool. Knowledge management suggests that an organization makes a subtle yet profound shift – from relying on its ''experience'' (or knowledge of the past) to relying on its ''competencies'' (or resourcefulness to handle the future). Knowledge of the past is only valuable inasmuch as it provides a perspective on the future. Competency, on the other hand, equips the organization to respond to as yet unknown forces for change. 14 KNOWLEDGE MANAGEMENT THE KNOWLEDGE CHAIN Fundamental to the practical definition of knowledge management is the concept of the knowledge chain. The knowledge chain was first recognized by Koulopoulos, Toms and Spinello in doing research for their book Corporate Instinct. There are four links in the knowledge chain that determine the uniqueness and longevity of any organization. These four links are: » internal awareness; » internal responsiveness; » external responsiveness; and » external awareness. The knowledge chain (K-chain) is a series of interactions that constitute an organization's cycle of innovation. Knowledge management creates permeability between the four cells of the K-chain and accelerates the speed of innovation. The four stages of the knowledge chain define the flow of knowledge through an enterprise, as shown in Fig. 2.2. The ability to quickly traverse through the four cells of the knowledge chain is the essence of the benefit of knowledge management. Internal awareness In its simplest terms, internal awareness is the ability of an organization to quickly assess its inventory of skills and core competency. It is the awareness of past history in terms of talent, know-how, interaction, process performance, and communities of practice. Strong emphasis on functional organization structures, which often permeate traditional companies, inhibits the development of internal awareness. Organi- zations with a rigid functional structure most often define their core competency as their products and services, not their skills. Strong internal awareness is built on an ongoing challenge of what is done and a focus on what is possible. This is what Peter Drucker refers to as ''organizational abandonment.'' Internal responsiveness Internal responsiveness is the ability to exploit internal awareness. An organization may be well aware of its strengths and market demand, WHAT IS KNOWLEDGE MANAGEMENT? 15 Internal External Awareness Responsiveness Fig. 2.2 Movement through the four cells of the knowledge chain. but if it is not able to adequately effect change within itself quickly enough to meet market requirements, its competencies are virtually moot. In a study conducted by Delphi Group of 350 respondents, 30 percent indicated that they had greater external awareness than internal responsiveness. In other words, these organizations felt that ''we are better at understanding the market then we are at rallying and coordinating our own resources in response.'' No wonder 50 percent of respondents to the same survey indicated that a good idea had more chance of resulting in a new startup or ending up at a competitor before their own organization acted on it. Internal responsiveness considers how quickly competencies can be translated into actions to bring a product to market or respond to a customer need. There's no point in responding quickly, though, if it's too late. Reengineering, for example, is often little more than overcompensation for a company's inability to respond to a series of 16 KNOWLEDGE MANAGEMENT small market shifts over an extended period of time (see Chapter 3 for more detail on the differences between reengineering and knowledge management). It must be stressed that successful KM is the coordinated ability to exercise internal responsiveness based on what is known via continuous awareness (both external and internal) and perception through all levels and functional areas. External responsiveness Simply put, external responsiveness is the ability to best meet the requirements of the market. When all is said and done, an organiza- tion's ability to better satisfy this cell in the knowledge chain than its competitors will determine its success or failure. External responsive- ness is measured by the ability to effectively respond to opportunities and threats outside of the organization in a timely manner. This is the essence of competitive advantage – a level of responsiveness to environ- mental conditions that is significantly faster than that of its competitors. External awareness External awareness is the mirror image of internal awareness. It is the organization's ability to understand how the market perceives the value associated with its products and services, to understand who are its customers, what those customers want, who are their competitors, competencies of competitors, market trends, competitive actions, government regulations, and any other relevant market forces that exist outside the organization itself. When coupled with internal awareness, external awareness may lead to entirely new markets. External awareness is one of the cornerstones of the Internet, where new business models are sprouting up at an unprecedented pace. The velocity of the Internet provides an incredible opportunity to act upon the market's reaction to new products. However, new models for capturing market responses are just as critical. For example, Amazon.com's ability to capture buying trends of many book buyers and then use these to suggest books with similar themes and authors is the very essence of external awareness coupled with external respon- siveness. A body of knowledge (customer buying habits) is productized and offered as a value-add, differentiating the online bookstore from its brick and mortar counterpart. WHAT IS KNOWLEDGE MANAGEMENT? 17 External awareness is more than just a function of extensive focus groups and market research. These provide testimony to what the market needs today, or yesterday, rather than what it will need in the future. In the worst case it provides only the answers that the market thinks you want to hear. The ''classic'' example is that of New Coke, which, despite heavy market analysis, proved the ultimate folly of most focus groups. As markets move at an ever-faster pace, traditional market research is reaching the end of its useful life cycle. The knowledge chain of an organization is often a mix of positive and negative attributes. Table 2.1 depicts the four cells of the knowledge chain within an organization that is not knowledge driven; this is, therefore, a typical profile of a poorly positioned enterprise. Table 2.1 Status of the knowledge chain within an organisation that is not knowledge driven. Internal External Awareness Poor internal awareness is Protracted customer indicated by extensive feedback loops result use of organization from belabored market charts, management by research and a reliance edict, lack of knowledge on product branding. sharing, and static Few opportunities are policies and procedures. given to react directly Focus is on product lines and dynamically with and process awareness customers and prospects. and intimacy with core Customers are looked at competencies and in terms of sales volume experiences learned. only. There is little effort to ''predict'' the market. Responsiveness New ideas are stifled by Slow distribution channels reliance on how things result in standardized ''should get done,'' a products, long durations hierarchical command between innovation and control structure, cycles, and extensive and extensive emphasis on internal rate departmental of return. organization. 18 KNOWLEDGE MANAGEMENT In organizations that are knowledge driven, all four cells are perme- able, allowing the immediate transfer of knowledge between the cells. Table 2.2 illustrates the four cells of the knowledge chain within an organization that leverages knowledge; this is, then, a typical profile of an exemplary, well-positioned enterprise. Table 2.2 Status of the knowledge chain within an organisation that leverages knowledge. Internal External Awareness Always collectively aware of Constantly removing filters its strengths and between the market and weaknesses across its innovative capacity to structural silos and form partnerships with functional boundaries. prospects and customers. Experiences are openly Forward-thinking communicated; focus is organizations even form on competencies and partnerships with talents, not products. would-be competitors (see the discussion on vortals in Chapter 5). Responsiveness Able to instantly organize Meet the market on its own skills based on an terms – even when the unfiltered assessment of market cannot articulate the internal awareness of these and a clear return is its resources and external not present. Focus is on market demands/ customer service, as opportunities. opposed to pricing, and productizing knowledge as a value-add to the customer. In summary, success is not gained by excelling in any one of these quadrants, but by proficiency in each and, more importantly, measured by the speed with which knowledge flows through these four links (see Chapter 6 for a discussion on return on time). WHAT IS KNOWLEDGE MANAGEMENT? 19 As stated before, this flow of knowledge across the links is about the connections that exist between bodies of knowledge, actions taken and knowledge known, and knowledge seekers and knowledge providers. These connections are best understood by viewing them in terms of the four basic applications of knowledge management. KNOWLEDGE MANAGEMENT APPLICATIONS The four key applications of knowledge management are based on a model that regards knowledge management's primary role as the sharing of knowledge throughout the organization in a way that each individual or group understands the knowledge with sufficient depth and in sufficient context as to apply it effectively in decision making and innovation. These four applications of knowledge management are: » intermediation; » externalization; » internalization; and » cognition. These applications are affected across all bodies of knowledge, ranging from the explicit to the tacit. Each application has a particular focus, but is in turn best realized through integration with the other applica- tions. In Chapter 4 the technologies available to address each of the knowledge applications are overviewed. But first, it is important to understand the applications themselves and their role in a knowledge environment. Intermediation Intermediation is the connection between knowledge and people. Intermediation refers to the brokerage function of bringing together those who seek a certain piece of knowledge with those who are able to provide that piece of knowledge. It is a fundamental step in internal and external responsiveness. Its role is to ''match'' a knowledge seeker with the optimal personal source(s) of knowledge for that seeker. Two types of intermediation are common, asynchronous and synchronous. 20 KNOWLEDGE MANAGEMENT Asynchronous intermediation occurs when externalization and internalization do not occur simultaneously. In this case, an external knowledge repository stores the knowledge while it is in transit. Knowledge is captured in the knowledge base, often before a specific need for that knowledge elsewhere in the organization has arisen. When a knowledge seeker requires that knowledge, the knowledge base can be searched and the relevant knowledge extracted. This approach is typically best suited to explicit knowledge. Synchronous intermediation occurs when externalization and inter- nalization occur simultaneously. Knowledge is not stored while being transferred. Knowledge provider and knowledge seeker engage in direct communication. The challenge is to match knowledge providers with knowledge seekers intuitively and in a timely manner. This approach is far more common in tacit knowledge transfer. Externalization Externalization is the connection of knowledge to knowledge. It refers to the process of capturing knowledge in an external repository and organizing the knowledge according to some classification framework or ontology. A map or structure of the knowledge collection is provided as a facilitator to knowledge discovery. It is focused on bringing order to internal and external awareness. Far too many organizations focus their efforts on how to get knowl- edge out of their knowledge management systems and too few, if any, focus on getting knowledge into the system. A knowledge manage- ment system, like an ecosystem, cannot be constantly depleted of its resource without constant replenishment. There are two fundamental components to externalization: the capture and storage of the knowl- edge in a suitable repository, and the classification or organization of the knowledge. Capture and storage can take the form of a database, a document, or a videotape. The repository for this knowledge should be appropriate for the kind of knowledge being dealt with. For example, highly numerate data may best be stored in a structured database, while visual knowledge may best be captured using videotape. Classification or organization of the knowledge is the more difficult of the two functions. It relies on the knowledge possessed by the WHAT IS KNOWLEDGE MANAGEMENT? 21 knowledge provider to shape the classification of the information into the most usable form. The aim here is to make the knowledge digestible to the knowledge seeker in the most efficient way possible. (For more information, see the discussion on portals in Chapter 4 and the discussion on the dilemma of organization in Chapter 10.) Internalization Internalization is the connection of knowledge to query. It is the extraction of knowledge from an externalized repository, and filtering it to provide personal relevance to the knowledge seeker. Closely tied to an externalized knowledge base, internalization reshapes the knowledge base specifically to address the focal point of the query issuer. Cognition Cognition is the linking of knowledge to process. It is the process of making or mapping decisions based on available knowledge. Cognition is the application of knowledge that has been exchanged through the preceding three functions. It is a highly proactive form of internal and external responsiveness. In its simplest form, cognition is achieved by applying experience to determine the most suitable outcome to an unprecedented event, opportunity or challenge. KEY LEARNING POINTS » Knowledge management is more about action than being. » Knowledge management deals with the unanticipated stimuli and creative unplanned reactions. » Knowledge types: » explicit; » tacit; and » implicit. » The knowledge chain – a means by which to rate your organi- zation's: » internal awareness; » external awareness; 22 KNOWLEDGE MANAGEMENT » internal responsiveness; and » external responsiveness. » The basic applications of knowledge management are: » intermediation – brokering knowledge owner to knowledge seeker; » externalization – capturing and categorizing knowledge; » internalization – retrieving knowledge in a personal manner; and » cognition – applying knowledge to the business process.


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Mitochondrial mutations inherited from the mother can shorten a mouse's lifespan.
Mitochondrial mutations inherited from the mother can shorten a mouse's lifespan.
Vertebrate populations have fallen by half during the last 40 years, according to a report from the World Wildlife Fund.
Researchers have created a line of model mice that naturally express Cas9, paving the way for rapid precision gene-editing.
A campaign to build a direct-to-consumer genome sequencing service pulls the plug after two days of fundraising.
The president exercises his authority to expand an existing marine reserve, making it the largest in the world.
Documenting the epigenetic landscape of human innate immune cells reveals pathways essential for training macrophages.
Scientists show how roundworm daughter cells remember the histone modification patterns of their parents.
The cholesterol-lowering drugs could be used to treat people with two types of dwarfism, a study suggests.
Researchers find a way to zap emerald ash borers using female decoys.
An analysis of three independent genome-wide association studies suggests schizophrenia is a group of heritable disorders associated with distinct clinical syndromes.


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BROWN TWO DRAWER CUBE WITH METAL TRIM (Item #W81439C)
This beautiful and stylish two drawer cube is constructed of MDF with a rich dark color with metal trim that adds elegant styling. It features two pull out drawers to organize your important papers and it is a great decorative piece for small spaces and home offices. Size: 15" x 15" x 15". *Extra $20 Shipping.


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Chickenpox vaccine required for fall 2009
Published 05/13/2009, Woodbury Bulletin
School District 833 reminds families that in February the Minnesota Department of Health (MDH) updated vaccine requirements for the 2009-10 school year for all children entering kindergarten and seventh grade.
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Eisenhower National Historic Site
Eisenhower National Historic Site is the home and farm of President Dwight D. Eisenhower. Located adjacent to the Gettysburg Battlefield, the farm served the President as a weekend retreat and a meeting place for world leaders. With its peaceful setting and view of South Mountain, it was a much needed respite from Washington and a backdrop for efforts to reduce Cold War tensions.
Tour the President's home, enjoy a self-guided walk around the farm, or join a park ranger for an exploration of 1950s Secret Service operations or a look back at WWII and Ike's problems as Supreme Commander.
Children (ages 7-12) may become Junior Secret Service agents by doing activities in the Junior Secret Service Training Manual. New agents are awarded a badge and certificate!
NEW - cell phone audio tours are now available on site, providing visitors of all ages a closer look at President & Mrs. Eisenhower's life and times in Gettysburg. Visitors can dial 717-253-9265 to select one of many stories about the Eisenhowers, their family and features around their home and farm. Story topics and stop numbers are listed on the Eisenhower NHS website at www.nps.gov/eise/planyourvisit/cell-phone-tour.htm. The tour is free, but normal cell phone minute charges apply. The cell phone tour is made possible by a generous grant from the Dwight D. Eisenhower Society.
View our brochure
Group Activities |
For group reservations & rates, call toll free 1-877-874-2478 daily 8 am - 5 pm. Reserved groups of 57 or less will be booked on the new 57-seat shuttle leaving at half-past the hour. We will also go out of our way to accommodate walk-in groups to ensure that all groups have an opportunity to visit the site. |
Contact Information | |
Address: |
1195 Baltimore Pike. Suite 100 Shuttle Service Only Gettysburg, PA 17325 Find on Google™ Maps |
Phone: | 717-338-9114 x4411 |
Fax: | 717-338-0821 | Website: | http://www.nps.gov/eise |
Events |
Eisenhower World War II Weekend
Saturday, September 19, 2015 until
Sunday, September 20, 2015 Living History Event
An Eisenhower Christmas
Closed Christmas Day
Tuesday, December 01, 2015 until
Thursday, December 31, 2015 Holiday Event


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Hogarth, Terence, Gambin, Lynn and Hasluck, Chris, 1947-. (2012) Apprenticeships in England : what next? Journal of Vocational Education & Training, Vol.64 (No.1). pp. 41-55. ISSN 1363-6820
Gambin, Lynn, Hasluck, Chris, 1947- and Hogarth, Terence. (2011) Maximizing apprenticeship completion rates in England. Canadian Apprenticeship Journal, Vol.4 . ISSN 1920-7654
Gambin, Lynn, Hasluck, Chris, 1947- and Hogarth, Terence. (2010) Recouping the costs of apprenticeship training : employer case study evidence from England. Empirical Research in Vocational Education and Training, Vol.2 (No.2). pp. 127-146. ISSN 1877-6337
Hogarth, Terence, Owen, David (David W.), Green, Anne E., 1958-, Samuel, M., De Hoyos, Maria and Gambin, Lynn (2010) East Lindsey Coastal Zone Skills Audit. University of Warwick: University of Warwick..
Gambin, Lynn (2009) Initial vocational education and training (IVET) in Europe : Review. Thessaloniki, Greece: CEDEFOP..
Hogarth, Terence, Gambin, Lynn, Hasluck, Chris, 1947-, De Hoyos, Maria and Owen, David (David W.) (2009) Maximising apprenticeship completion rates. Coventry, England: Learning and Skills Council..
Hogarth, Terence, Owen, David (David W.), Gambin, Lynn, Hasluck, Chris, 1947-, Lyonette, Clare, 1960- and Casey, Bernard (2009) The equality impacts of the current recession. Manchester: Equality and Human Rights Commission. (Research report).


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Visitors who don't pick up after their dogs are about to ruin some fun for those that do.
We have a brand new group of adoptable pets to feature at Metro Animal Services to start 2013 out right.
Pick up a treat for your pooch this Thanksgiving at the Three Dog Bakery!
Someday, when I win the lottery, I will buy a big farm and every adoptable pet will come and live with me there. Until then, there are events like the Million Mutt March to help animals in need of a loving home.
Do you know of someone who needs a companion to keep them company? Do you know of a family looking for a fun happy go lucky doggie to play with? How about a lap kitty to snuggle with? This week's featured adoptable pets at Louisville Metro Animal Services may just be the ticket.
The winners of the Kentuckiana Pug Rescue 2013 Calendar Contest winners are announced!
Big dog, little dog, little kitties, or mature cats, whatever your preference Louisville's Metro Animal Services has the adoptable pet for you. They even have rabbits and hamsters.
When looking for a pet addition to your family Louisville Metro Animal Services has many adoptable pets for you to check out. Odds are one of them would be the perfect fit for your family.
Louisville Metro Animal Services has many kittens and more Pit Bull doggies in need of homes, as well as many others. See if any of this week's featured pets will pull on your heart strings.
Louisville Metro Animal Services is being inundated with many litters of kittens. Many dogs are also needing homes. Why buy when you can give a homeless pet a new leash on life?
Little man Benjy and the rest of his adoptable pals at Louisville Metro Animal Services are looking for their own families to love. Could it be your family? Check out this week's featured pets.
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SONIC Drive-In To Open Franchise Location With Wyandotte Nation In Missouri
As SONIC (NASDAQ: SONC) develops new franchises across the country as part of an initiative to expand into rural markets, the company has reached an agreement with the Wyandotte Nation, an Oklahoma-based Native American tribe, to open its first SONIC Drive-In in Seneca, Mo.
"The Wyandotte Nation brings an appetite and acumen for operating businesses with high consumer appeal that create new jobs and stimulate business growth. They know the community desires the SONIC experience, and with our unit economics, SONIC is the perfect business opportunity," said Cliff Hudson, chairman, chief executive officer and president of Sonic Corp. "We also feel a personal connection because both SONIC and the Wyandotte Nation have their roots in Oklahoma. Native American tribes represent a very important part of our community here in the heartland, a significant business driver in our region and a contributor to economic activity and job creation nationwide."
"This marks the first development agreement with a Native American tribe for the SONIC system," said Bob Franke, senior vice president of franchise sales and international development for Sonic. "We're excited about the potential to support economic development in the community and hope success with the Wyandotte Nation serves as a model for others."
The new SONIC Drive-In is slated to be built and open for business at 2314 Cherokee Ave. by fall 2013, adding to a portfolio of small businesses developed by the Wyandotte Nation. These businesses span multiple industries including food service, telecommunications, information technology, precision manufacturing and entertainment.
"We have looked at several concepts. What eventually brought us to SONIC was the opportunity to become part of a very recognizable brand," said Kelly Carpino, chief executive officer of the Wyandotte Tribe of Oklahoma. "The effectiveness of SONIC's media and promotional strategy along with an amazing product line drew our attention to the SONIC franchise. The decision was solidified by SONIC's new small building prototype that is a perfect fit for smaller, secondary markets within SONIC's core market."Check Out Our Best Services for Investors
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Forget Me in Vegas
The topic of this article may not meet Wikipedia's notability guideline for music. (July 2011) |
Forget Me in Vegas | |
Forget Me in Vegas, 2012
Background information | |
Origin | Rochester, New York |
Genres | Pop punk |
Years active | 2009–present |
Labels | Unsigned |
Website | [1] |
Members | Chris Wurzburg Jamie Okrzynski Joe Raymond Garrett Chamberlain |
Past members | Kevin Harrington Mike Adams Kyle Vorbach Joel Rice Justin Hughes |
Forget Me in Vegas is an American pop punk band from Rochester, New York. Their musical style has been compared to Forever the Sickest Kids, All Time Low, The Maine, and Allstar Weekend. The band consists of lead singer Chris Wurzburg, guitarist Jamie Okrzynski, drummer Joe Raymond, and bassist Garrett Chamberlain. Through Twitter, Facebook, and other social networking sites the band has promoted their music to fans in all corners of the world since its start back in 2009.
Formed in Rochester, New York in 2009, pop-punk rockers, Forget Me in Vegas, performed at numerous local and regional venues, quickly developing a loyal fanbase locally and an even larger online following. They refer to their fans as "High Rollers".
Concerts and recordings[edit]
Their first recording, a 6-song EP, titled Get Gone, Stay Gone after the single was released in December 2010 for free to download. They opened for several well-known rock acts including Mayday Parade, Cute Is What We Aim For, Never Shout Never, Ice Nine Kills, Action Item, and Punchline. In April 2011, the band released a single called "Is Anyone Up", a song condoning sexting and the popular website Is Anyone Up?, teasing their first full-length album due out in late 2011/early 2012. The song also featured backing vocals by Benjamin Dean, a singer/song writer from Rochester, NY. Forget Me in Vegas took a large step when they were voted on to the Vans Warped Tour in 2011, playing the Ernie Ball Stage at the Buffalo, NY (Darien Center) show on July 12 of that year.[1] In spring of 2012 the band released a cover of Carly Rae Jepsens hit single Call Me Maybe which garnished over 100,000 views on YouTube. Forget Me In Vegas won the Alternative Press contest to open for Never Shout Never in Allentown, PA as well as a spot in the AP&R section of the July 2012 issue of Alternative Press Magazine.[2] In July 2012 Forget Me In Vegas repeated their 2011 win of the Ernie Ball Battle of the Bands to play the Buffalo, NY (Darien Center) date of the Vans Warped Tour.[3] After performing on the Vans Warped Tour in 2012 the band went out on the "Don't Trust Boys Tour" for 13 days with What Looks Like Crazy and Call To Attraction sponsored by Vitamin Water and Stickam. Forget Me In Vegas is currently in writing process of their next record which the band hopes to have released by the summer of 2013.
Recent work[edit]
The band is releasing a new five song EP titled The Coulda-Shoulda EP which was produced by Christian Medice (New County, Glory Days). The Coulda-Shoulda EP was released on June 1, 2012. The band will be touring in July and August in support of its latest release.
Band name[edit]
The name Forget Me in Vegas comes from the band all going on a trip to Vegas together once a couple years ago while in past bands and accidentally left Chris (now lead vocals) at the Palms. According to the band "His taxi got stuck in traffic and his phone had died so we we're all kind of freaking out. Long story short, we missed our flight because we almost forgot Chris in Vegas and thought that'd be a rad band name. So when all of our past projects broke up and we decided to form this project, it just fit.."
Forget Me in Vegas was originally a band thrown together at the last minute to jump on a show supporting Mayday Parade; since then, they have established an increasingly large and intensely loyal fan base, hailing from all corners of the world. Forget Me in Vegas prides itself on staying in constant touch with their fans through responding to every comment, tweet, message, email, etc. that comes their way. The band also streams their live performances and has weekly featured webcasts Sunday nights at 7PM EST on www.stickam.com/forgetmeinvegas which tend to acquire 200+ viewers from all over the world. Their debut EP Get Gone, Stay Gone was released on December 17, 2010 for free to download. Since then, it has been downloaded over 15,000 times worldwide on multiple music sharing sites. Kellyé West of YoungHollywood.com said: "Influenced by girls, partying, and just living life, FMIV's freshman album, produced by Steve Sopchak, is a musical journey of allusion with lyrics that bring out those universal feelings, to create an album that will surely be played all over the world."[4]
Band members[edit]
- Current members
- Chris Wurzburg, vocals (2010–present)
- Jamie Okrzynski, guitar/vocals (2009–present)
- Joe Raymond, drums (2011–present)
- Past members
- Mike Adams, drums (2009–2010)
- Kevin Harrington, guitar (2009–2011)
- Kyle Vorbach, drums (2010–2011)
- Mike Russo, vocals/bass (2010–2011)
- Joel Rice, drums (2010)
- Garrett Chamberlain, bass/vocals (2011–2013)
- Get Gone, Stay Gone (self-released, 2010)
- The Coulda-Shoulda EP (self-released, June 1, 2012)
- "Is Anyone Up" (self-released, 2011)
- ^ Ball, Ernie. "Ernie Ball 15th Annual Battle Of The Bands". Ernie Ball Battle Of The Bands. Ernie Ball Inc. Retrieved 15 July 2011.
- ^ Zaleski, Annie. "Check Out AP's NSN Contest Winners". Alternative Press. Retrieved 9 April 2012.
- ^ Ball, Ernie. "Ernie Ball 16th Annual Battle Of The Bands". Ernie Ball Battle Of The Bands. Ernie Ball Inc. Retrieved 25 January 2013.
- ^ West, Kellye. "Forget Me In Vegas Drops Debut EP...FOR FREE!". Young Hollywood. Younghollywood.com. Retrieved 15 July 2011.


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Galaxies of clouds Run off into the sunset Leaving me alone


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Vacation companion needed asap!!
Hi, im looking for a companion to take with me on my vacation. preferably a girl between 21-25 and with a state license. its for 8 nights and 9 days. 3 days orlando, 3 days ft. lauderdale, 2 night cruise and 3 days in the bahamas. all meals are paid for in florida. we also get to use a economy car for 8 days. it will only cost you $460 and buying your own airfare to port and home! the date is oct 25 to nov 2. hehe o yeah and then lots of spending money ofcourse!
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The Battle for Wesnoth 1.10.2
The Battle for Wesnoth is a turn-based strategy game with a fantasy theme.
Build up a great army, gradually turning raw recruits into hardened veterans. In later games, recall your toughest warriors and form a deadly host against whom none can stand! Choose units from a large pool of specialists, and hand-pick a force with the right strengths to fight well on different terrains against all manner of opposition.
Wesnoth has many different sagas waiting to be played out. Fight to regain the throne of Wesnoth, of which you are the legitimate heir... step into the boots of a young officer sent to guard a not-so-sleepy frontier outpost... vanquish a horde of undead warriors unleashed by a foul necromancer, who also happens to have taken your brother hostage... guide a band of elvish survivors in an epic quest to find a new home.
200+ unit types. 16 races. 6 major factions. Hundreds of years of history. The world of Wesnoth is absolutely huge and limited only by your creativity - make your own custom units, compose your own maps, and write your own scenarios or even full-blown campaigns. You can also challenge up to 8 friends - or strangers - and fight in epic multi-player fantasy battles.
Currently there is only an Intel binary available for version 1.5.2
Version 1.10.2:
* Campaigns:
o Legend of Wesmere:
+ Fixed bug #19577: some terrain was not snow covered.
o Tutorial:
+ Fixed bug #19367: Make a message gender specific.
o Under the Burning Suns:
+ Fixed bug #19519: UtBS doubled Black Hand dialog.
+ Fixed appearance of flood on wooden boards.
* Language and i18n:
o Updated translations: British English, Chinese (Simplified), Estonian, Finnish, French, Galician, German, Hungarian, Italian, Korean, Latin, Old English, Polish, Portuguese (Brazil), Russian, Serbian, Slovak, Spanish.
* User interface:
o Fixed provided saved game filenames being ignored when requesting to save a MP game due to a network or OOS error (bug #19562).
* Whiteboard:
o Fixed bug #19581: Leader can still move after a planned recall.
o Shortened all context menu items.
* Miscellaneous and bug fixes:
o Fixed bug #19505: broken stone bridge transitions.
Universal Binary (PPC/Intel)
Mac OS X 10.5 or later
Battle for Wesnoth
(2/17/2012 - version 1.10.0)
Despite some good work on music and graphics, wesnoth is the most annoying game ever invented. One of the biggest deceitfulness is the clueless claim to be a strategic game, while it is only a chance based board, something between gambling and card games. And no more interest can be added trying the online game, because the worst is the 'community', you have the feeling that this is some social experiment to measure how much impolite thing can go on. What can be the usage of a social experiment is another question ;-)))
(11/28/2009 - version 1.7.8-b1)
Best game I've ever come across. its constantly being updated, and improved. And is now available in the itunes app store. this game also shows users how to make their own content for the game. And you can download hundreds of add-ons for free. and Its FREE!!!!!
(9/4/2009 - version 1.7.5)
I consider this to be the best free game I've come across. Looking forward to the iPhone/iPod Touch version.
(4/24/2009 - version 1.6.1)
Learning curve isn't exactly easy, graphics might not be 3d, but certainly has a very very solid game play.
(3/5/2009 - version 1.5.12)
This game has hours of game play. Requires strategic thinking (not just build up an army and attack, sometimes you have to run).
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It's beautifully made, but that's all.
They tried to make it harder by giving you long sequences of button pressing, and if you make a mistake, you have to redo it all over again, but it just made it frustrating.
The "powers" are very similar and stupid, there's no character development and, to make things even worse, the prince can't seem to stop cracking lame jokes about everything. Not even close to the original trilogy, which is very good. Really, this must be one of the dumbest game I ever played.


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For 2 weeks only Santa Romanzo, Giallo Ornamental and Golden Brazil on sale for 32.99 includes 5 edges and thats it. Hurry while supplies last. Price reflects estimate, 5 edge choices included, stone installation fabrication included. This may not be combined with other offers. 35 SF Minimum. Restrictions May Apply. Subject to change without notice.
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Pictures of 2011 Maui Film Festival 2011-06-16 09:59:00
Andrew Garfield, Megan Fox, Olivia Wilde, and Garrett Hedlund Bring Their Tans to the Maui Film Festival
The 2011 Maui Film Festival kicked off in Wailea yesterday with Megan Fox, Andrew Garfield, Olivia Wilde, and Garrett Hedlund on hand for the opening night. Megan was honored with the Iris Award for her support of the environment, as she returned to the islands where she was married to Brian Austin Green almost one year ago. Olivia, Andrew, and Garrett made the tropical trip a few days ahead of the festivities' start and have been working on their tans. Olivia hit the beach with a pal yesterday while Andrew was spotted surfing. He hasn't been seen shirtless like Zac Efron was at the 2010 Maui Film Festival, but Andrew has a few more days to show off his physique before being awarded with the shining star statue on Saturday. Olivia will also receive the shining star today, and Garrett will pick up the rising star award tomorrow.
- Selena Gomez shares an inspiring message with her fans — Us Weekly
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New to Typophile? Accounts are free, and easy to set up.
In a serif typeface should one have or not serifs on the ancient Greek characters lunate sigma and lunate epsilons?
Can anyone please explain to me step by step how one starts running Karsten Lucke's KLTF Glyph Transformer from within FontLab 5.02 after installing it. I did install it successfully and then tried in vain and for quite some time to find where it was in the FontLab menu.
Where does one get 'KLTF Glyph Transformer' from?
Is it for Windows Xp or Mac and with which version of FontLab does it work with?
Any idea which font is this? Also, which fonts are similar to it, even without the 'B with the swash?
Can anyone tell me which font is this. It is used currently in the UK Edition of Esquire magazine.
I would be much obliged if anyone can identify this font for me.
I need some help and directions about how to go doing the following. Can anyone help me please.
1. How do I insert an icon for my ID in Typophile?
2. Which is the ideal size in mm and resolution for inserting / posting images?
3. How do I post a PDF file in a thread (instead of an image - which is the default type)?
4. I have sent a typeface for critiqe under a preliminary name (Thetis) and now I want to alter to another one (Semele) which is the final name, do I start a new thread under the final name? Do I contact the Typophile webmaster for that? What would you advise that I should do?
Let me know please what font is this.
Has Jan van Krimpen's typeface Lutetia been digitized and is it available as Type 1 or Opentype ?
Ooooops, in the last moment I changed the name of Egeria to Thetis.
Egeria is a book text typeface. Let me know what you think. Do you find the stroke weights homogeneous? Should some characters be designed differently? All comments will be most welcome and very much appreciated.


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There's more than one way to do things | |
PerlMonks |
Re: Security, root and CGI?by jvector (Friar) |
on Jan 30, 2009 at 19:00 UTC ( #740273=note: print w/ replies, xml ) | Need Help?? |
If you can bear the time delay, IMO the solutions using an intermediate scratchpad (database, file) for communication look preferable to those involvong direct communication with authentication : less to risk getting wrong. This signature jvyy or ernql ol Puevfgznf
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Rookie Mistake!
Any Ideas?
Sprint HTC M8
Just for the record I took the Update. Not realizing that the firmware was going to be updated as well. My bad, now I can't even unlock my bootloader, I get an error message(pwr/vol.dn). I also tried to using cmd(adb) error message cannot 'flash' Now what? I usually root my devices on day one. oh well. Noob I am not.:confused a I am...
Any Ideas?
Sprint HTC M8
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