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BP and the Gulf Oil Spill: Lessons for IT and Business.
Let's examine new scales of risk, weighted outcomes, and what must be done in the face of escalating catastrophes – as delivered by ever more powerful technology. Over the course of this post and the next two, we'll fold an examination of BP's crisis (and ours) back down to the local organization, and what you can learn and do in preventing bad outcomes and in making fast, efficient, recoveries from the truly unforeseen. To help us, let's consider the biggest news item of the day – indeed the past month and a half.
This week, the Administration in Washington decided to allow more drilling in shallow water (500 feet or less). New regulations are in effect, and newly require:
The CEO of the company must certify that a rig and anything happening with it meet all Federal standards. A professional engineer must be hired by the company to certify that the blow-out preventer works [DS – a blow-out preventer is a device to stop a leak once one begins; details did not include whether the "professional engineer" had to be an independent consultant, or merely someone who might be an insider; the next requirement would seem to indicate the latter]. Requirements also include third-party verification for the status of all blow-out prevention mechanisms. (Source: Fox News, The Fox Report with Shepard Smith, Major Garrett reporting, June 8th,2010).
Almost two months late and a few dollars short.
In seeing the recently released high-resolution video of the leak, James Carville said, "…this is a matter of national security; the Louisiana coast is being invaded right now… literally we're under invasion from this oil. And I'm waitin' for somebody to say, 'Hey, we're gonna fight 'em in the estuaries, we're gonna fight 'em on the beaches, we're gonna fight 'em in the bayous, we're gonna fight 'em in the bays'… I mean, I'm with the Governor here [DS – Louisiana Gov. Jindal], let's get this thing cranked up here." (Source: CNN, Anderson Cooper 360, James Carville, June 8th, 2010).
I believe Carville has been on the leading edge of truly understanding and expressing just how dire the situation is in the Gulf. And at present, the condition is one of Runaway. The leak is in a runaway condition, whereby one of two things is happening:
- No one knows how to stop the leak – or –
- A method of stopping it is known (or at least suspected), but no one has managed to assemble the resources and team(s) that can deploy the method for stoppage.
Either way, BP's own estimates now are that they're capturing 15,000 barrels of oil a day from the leak. This leaves as much as 10,000 gallons yet flowing into the Gulf. This is a factor of 10 in terms of the original estimate for the leak (1,000 barrels/day) – after a nearly two month effort of containment. The situation is a catastrophe and its true scope and future impact are yet unknown.
What can Business and IT learn from this? In looking at certain outcomes from disasters, we can recognize that prevention is not some part of a Disaster Recovery Plan, or Business Continuity Plan – it is the goal and the whole of it. To further illustrate what we mean: During the Cold War between the old Soviet Union and the U.S., a defacto policy of MAD – Mutually Assured Destruction – held a nuclear exchange and total destruction at bay. There's not likely much of a recovery plan post-apocalypse. Prevention was the goal and indeed whole of the plan – the great driving motivator that influenced all subsequent activity. An extreme example, to be sure, but a potent one nonetheless.
I'd like to introduce two concepts at this point that serve the local organization (and would have served BP) quite well: IDRU (id-roo) and DAPR (dapper).
IDRU is Inadequacy, Disaster, Runaway and Unrecoverability.
DAPR is Disaster Awareness, Preparedness and Recovery.
In the case of the BP Gulf oil spill (which is a yield of a failed weave of business and technology), IDRU is presently at play. There was an Inadequacy of awareness and respect for true risk and condition (given the present outcome, and well-reported disagreements on the rig concerning conditions and risk, there can be no argument regarding inadequacy here). We have Disaster (again, no argument). We have Runaway; certainly a runaway condition of spillage is occurring – when humans desire a stoppage of oil leaking into the Gulf, and the flow remains to any degree, we have a runaway condition.
That brings us to a very scary prospect: Unrecoverability.
The Gulf will be "cleaned." At what cost? To what degree of "recovery"? How, and how long, will fish and wildlife be contaminated – and to what intensity? Will anyone eat seafood caught in the Gulf in the next two years? Five? 20? I don't think anyone can say with certainty at present. It is truly frightening for anyone who examines the core problem and the tangential effects.
Disaster Recovery – even if perfectly mounted according to human capacities and limits – and associated concepts is not really sufficient here. DR must be supplanted with DAPR. Disaster Awareness – true appreciation for the scope of a potential disaster – and preparedness in the sense of prevention (where and as truly possible) is now necessary in an increasing number of arenas. Yes, there remains a recovery posture for the truly unforeseen; whether accident or deliberate events of harm. But a new standard of awareness and preparedness in terms of prevention is absolutely essential, given business' reliance on technology and technology's vulnerabilities in an imperfect world. Humans can't be perfect either, but their record had better improve fast given the realities of The Business-Technology Weave.
It's easy to look backward and make a couple suggestions: BP could have shrouded the whole mile-long pipe, blow-out preventer, and well-head in another outer pipe and dome. Why didn't they? Expense. However, as my father would have said, "Cheap at twice the price," given what BP will end up paying. Why not an automatic simultaneous relief well (presently being mounted) for deep water drilling? Again, cheap at twice the price. In these cases, it's not just risk that must be evaluated against the bottom line – the scale of an outcome must weigh into measures of protection and prevention.
Again, a tenet of The Weave is paramount: In the realm of risk, unmanaged possibilities become probabilities. (Note: We're not taking issue with deep water drilling vs. shallow drilling that is often prohibited due to environmental regulation. Our examination is based on the empirical, the observable and meritorious argument; not politics or preferences. Deep water drilling happens; preventions must be ultimate; lessons must be learned and applied).
For those at the local organization, you must think anew and bring fresh perspectives to assessment for potentials, scales of outcomes, and cost-benefit for outright preventions. IT folks are going to bear the burden for making these examinations – they naturally lead business counterparts in assessing vulnerabilities to The Weave from technical perspectives – and even from the human perspective (in terms of errors, inadvertent or deliberate harm to content, process, systems, etc.).
I actually sympathize with BP a bit. They are in the middle of an extreme catastrophe – as are the affected people in the Gulf. I believe IDRU and DAPR would serve BP, and other "potential BPs", quite well. If the concepts serve you, that is good.
And this brings us to the next post… stay tuned.
June 10th: On this day in 1910 Howlin' Wolf (Chester Arthur Burnett) was born.
Business Continuity and Data Breach; hardly mutually exclusive, and yet…
According to a recent survey by BDO, "Business Continuity" ranks higher as a security concern than "Data Breach" among most U.S. companies. Security risks such as wars, natural disasters, and terror attacks were cited by 55% of responding companies, vs. 44% expressing concern about breaches of security and the resulting privacy and theft issues.
One could well ask: If you suffer a catastrophic compromise of data, and the resulting compromise of reputation and trust, are you not imperiling the continuity (the continuing) of your business? Well, sure… but… plenty of organizations have suffered large, embarrassing, breaches of data – and have survived quite nicely.
If you really want to understand Business Continuity in the face of large-scale catastrophe, consider New Orleans: When those levees broke during Hurricane Katrina, how many businesses, large and small, had locks on their doors? How many had system and data backup and recovery plans? How many had robust Disaster Recovery plans? All to wash away in the comprehensibility of a flood. Business = Gone.
That's what we're talking about when we talk about Business Continuity. For businesses in New Orleans back in '05, no measure of a conventional Disaster Recovery plan would suffice. Given the fact that levees were long understood to be underspec'd for a Cat 4/5 hurricane, it would seem that a prudent business would have extended its DR and Continuity planning to include the surrounding whole: Perhaps joining a local association of companies in common purpose to lobby local government for a true surety posture that secured the local environment. You need a place to do business, first and foremost.
Today, true Business Continuity planning means that you must, in part, survey where you're at in a physical sense, and assess physical vulnerabilities to public infrastructure, power, water, security, roads, access, policing, emergency response, recovery postures, etc. Your organization may not have a powerful lever in influencing local leaders' actions for the protection and securing of your surrounding whole – but that doesn't mean you can't lay the groundwork, or ally yourself with other sympathetic organizations, in making the case for a surrounding policy and plan for security. That is, the "security garden" in which your organization grows and prospers.
What would happen to your business in the face of a "dirty bomb" (dispersal of radioactive matter), or a natural disaster such as a hurricane or tornado? While human life and treatment for survivors would be the first priorities, the continuity of business would be a close second: Hospitals, emergency response, policing – these all are businesses in The Business-Technology Weave. Even charitable organizations are considered "business" here: They are in the business of getting something done according to mission and desired outcomes. For any human activity, a real recovery needs to have people working and getting back into the routines of their lives quickly.
Maybe you're thinking, "I'm not in a city that's below sea-level with aging levees" (as was New Orleans); perhaps, "I'm not in a major metropolis like those most vulnerable to terror strikes" or "I'm not in a tornado zone." And yet, who in the Gulf foresaw the spill and the impact to business? Today's business continuity planning must examine risk and contingency in a much more imaginative and comprehensive fashion.
Next: We'll consider lessons from the BP oil spill. We're going to examine BP's deficiencies, not from any political perspective, but from an empirical point of view, so that the "local" organization – that is, yours – can learn from the disaster in the Gulf. Prevention must be made a value, a standard, a mission, and most of all – a belief. Increasingly, in more and more areas, prevention on a steady, ongoing, basis is going to be a thorough necessity to ensure business continuity.
This examination, from the perspective of The Weave, will lead us to the largest, most comprehensive disaster imaginable… and what can be done in terms of prevention. But I'm getting ahead of myself…
June 7th: On this day in 1963, the Rolling Stones made their first television appearance (Thank Your Lucky Stars) and released their first single, "Come On"
Lions and Tigers and Data Breach … OH MY!
(with apologies to The Wizard of Oz)
Forty-six States have now enacted data breach notification laws, whereby businesses must contact consumers to advise when their personal data gets lost or stolen. Laws also exist in the District of Columbia, Puerto Rico, and the Virgin Islands. It's a safe bet that the remaining States will get around to notification laws.
Why are such laws necessary? First and foremost: Breaches happen. Secondly, people wish to know – are entitled to know – when their sensitive data is compromised so that they can take action to protect themselves. Not least, breaches are on the increase. Why?
Being that most data breaches originate with human error it seems likely that a combination of lack of awareness, lack of education, sloppiness and poor decisions are reasons.
High profile breaches seem to happen on a constant basis. For some perspective, have a look at The Chronology of Data Breaches, courtesy The Privacy Rights Clearinghouse. That's just the high profile ones and meant to be, in the words of the PRC, "… a useful indication of the types of breaches that occur, the categories of entities that experience breaches, and the size of such breaches." A comprehensive listing of breaches would scare you.
Among "new ideas" in data protection is the banning of physical transfer of data. This seems Draconian – and where would this begin and end? As one example: What if you wish to walk a thumb drive across the office? You'd better refer to the organization's Acceptable Use policy, Security policy and any other controlling documentation. Can you imagine the granular detail of data security policies under such constrictions?
But doesn't it all come down to one thing? Care. Care that people are trained in the proper handling of data, and subsequent exercise of care. That is, constant awareness for what you're doing, what you're putting where, why, when and how.
A fairly high-profile company recently decided to have clients verify and update sensitive information. They decided to merge data sets with each corresponding individual e-mail account and… Send! You already know what happened – things got scrambled and individuals received other folk's sensitive data.
Where were standards for testing in a test environment, for then producing an action on a limited real-world basis for assessment, and final conduct of large-scale action? Let's not forget solid contingency planning for the unforeseen – but prevention is key. I believe prevention is possible, but it requires care, awareness, and education. Constant education.
The culture of your organization helps to determine what you do, how, when, and under what circumstances. In this century, it all boils down to eCulture – electronic culture: Know what you're doing with electronic data and also what that electronic data produces: Paper and other physical records and repositories, such as tape, disk, stick, phone, laptop – indeed anything that can store and transport data from a sheet of paper on up. Policy, education and training – control – must also include personal storage devices that people bring into the environment. Absent appropriate safeguards: If people can do it, they will.
Does your organization conduct regularized training regarding data security? Depending on the nature of your organization, its people, and its business, you may need monthly, quarterly or annual awareness training.
Don't let your organization's good standing get mauled by a data breach: The fallout – the loss of trust, loss of reputation, and the reparations – can be enormous.
June 4th: On this day in 1896 Henry Ford took his first car, the Quadricycle, out for a test drive.
Cloud Computing and Security: Forecast Cloudy?
With the advent of Cloud Computing – that is, Internet-based computing – many are asking, "Is it secure?"
That, of course, depends on who is managing your status in the cloud and their adherence to best practices and prudent new practices. It also depends on your understanding of just what the cloud represents, and the degree of reliance you place on your piece of the cloud.
We're going to focus on a couple basic security considerations here, and without being too assumptive, I believe this audience knows what cloud computing is. However, and briefly, we can consider cloud computing to be: 1) Platform as a Service (PaaS); 2) Infrastructure as a Service (IaaS); and 3) Software as a Service (SaaS). The business advantages in shifting the burden for capital expenditures and associated maintenance to an outside entity are many – to include a reduced burden for number of staff, and the "inside" need to maintain that staff's currency for changing and evolving environments. Reductions of staff are not necessarily good for IT staff (and certain allied business staff), but we must acknowledge what the business edge is going to consider.
The chief concern for any organization, and therefore any IT senior staff who may be considering general recommendations or specific responses to business questions, is that whenever control of anything goes outside of your "four walls," you lose a large measure of control. We all rely on outside providers, and the overall infrastructure of the 'net, but as one example: A server in your server room, under the watch of your own internal staff, is not the same as an amorphous server "in the cloud." True, for outside elements, you can bear down on providers, you can make contracts as tight as you can possibly make them, but on the day you're not delivering service, content, access… computing – none of your "remote" oversight much matters in the moment.
Nothing beats (or should be able to beat if you're doing things right) internal security. You can readily survey and adapt security. You directly manage and access the personnel who manage security. You can assess any breach potentials and make corrections of course on your terms, on immediate terms, on as strict of terms as you like.
On the other hand, it has been argued that cloud providers have a natural incentive to mount trust, and to brand cloud computing with security. No doubt – but any provider has that incentive.
As we're fond of saying in The Weave:
In the realm of risk, unmanaged possibilities become probabilities…
"Risk" is the operative word here: You must actively manage against the possibility of security breaches, or episodes of inoperability, or anything the cloud is delivering to you, for you, or operating on your behalf. Most data and security breaches are due to human error – and "outages" are security breaches in my mind. If you have an outage of any sort, your business or particular element can hardly be called "secure." Therefore, awareness and common sense are key in backing up best practices and wholly new practices in the realm of insuring your piece of the cloud.
If you're in the cloud or going to the cloud, what imaginative, evolving, practices are you bringing to your extended environment? Is your security forecast sunny… or cloudy?
WorkFors: Those to Whom you Report
We've discussed WorkOns and WorkWiths – let's wrap this series up with the WorkFors class.
These are the folks who "work on" you – the IT leader – and include any entity or individual who has sway over IT-business matters. These are your direct supervision, senior management, your governance committee members, your board, and other senior players who have influence. It also includes clients, members, and customers. For your organization, it may include regulatory bodies or government agencies. But the steadiest and most influential WorkFor interactions will be with those superiors in the organization itself.
For the IT leader, you must embrace the fact that many, if not most, of these people are not particularly interested in information technology. Even when they are, they don't have time for a lot of details. They are not oriented to details – at least in a situational sense. They don't have time for details – they have people working for them that attend to those. You for instance.
WorkFors are big-picture players, and are focused on results. They'll want to hear about solutions, not problems. They want to hear about progress. They want to hear about productivity and efficiency. They want to hear about success. Keep in mind that anyone you speak to in this group, no matter how highly placed, has to report to someone too. Their burden for delivering success is in an arena of stress that is likely greater than yours.
In order for you to succeed, you must align your resources and methods so that you deliver consistent success to this group. If you're escalating problems to the WorkFors, you have not done your job effectively at the WorkWith and WorkOn levels. You have not established your sanctions, sponsorships, and you likely have failed to make the sale (in terms of cooperation, teamplay, etc.). Perhaps you've exceeded the limits of your lead. Remember this: If you start to sense yourself as tipping toward a "problem reporting" stance when engaging with the WorkFors, as opposed to a "success reporting" and summary style of communication, you must make immediate adjustment. A qualified exception is your interaction with your direct supervision. Here, you'll iron out problems and strategies. But even here, you must present solutions – you must have a positive answer for moving business forward.
As you may suspect, TechnoShines can be rare in this group. There is an overwhelming majority of TechoFinds here, and a sizable proportion of TechnoBinds. The heavy proportion of TechnoFinds in this group works to an IT leader's advantage, and also to any Business manager when interacting and discussing the Weave. That's because WorkFors rely on your knowledge and the strength of your position to pilot the organization into the future. Once you've established a sound reputation with this group based on solid performance and trust, you should find very rewarding relationships.
It should be a rare situation where you go to this group to lobby for relief – but if you feel you must, or if you have a special relationship at this level whereby someone specifically wants to be kept apprised in a more detailed fashion than is usual, you must yet remember your audience. Keep things very focused, very positive (even when reporting problems), and make certain you pose valid solutions to problems in a positive way. Your reputation should be such that you are seen as the facilitator to progress. Nothing is personal, everything is business. Nothing is personal, everything is business. It matters not how some others engage – this is your engagement, and this will be your reputation's enhancement of your credibility.
Those that facilitate progress will ultimately cook to the top, regardless of temporary setbacks or small, inconsequential, battles lost. Keep that larger picture in mind when talking to the big-picture people.
TechnoShines, TechnoFinds and TechnoBinds
You will find three kinds of people in the WorkWith group. (Indeed this next examination of people in the Weave can be applied with equal vigor to WorkOns, WorkWiths, and WorkFors. But there is the most significant representation and impact inside the WorkWith group).
The three kinds of WorkWiths are:
1) TechnoShines: Those who like technology, embrace it and look for ways to leverage it. These people partner well with IT. They go out of their way to cultivate good relations with the IT staff. They appear happy, well adjusted, participatory, and understand technology quite well – therefore, they use technology very well. They are generally pleasurable to work with for these reasons.
2) TechnoFinds: There is then that kind of person who is ambivalent about technology. The "just show me what to do" types. Give them a computer, keep it running, and you won't hear too much from them. They go with the flow. They "find" that there's a change coming, and roll with it. We can think of them as having a sort of benign "whatever" attitude, and they deal with whatever comes down the pike. These folks can't be counted on for any groundbreaking suggestions, but they are generally positive – at their worst they won't actively inhibit progress. As they find that they're in a Business-Technology Weave, they can be counted on to do what is necessary.
3) TechnoBinds: The third kind of person is someone who seems unable to appreciate technology. They may view it as a necessary evil – and worse for them, it is constantly evolving. I hesitate to use the word techno-phobe here, although there are those. But most of the people we're considering in this category are able to use technology, and many very effectively. We know that within the Weave they pose a problem because they generally don't treat IT matters well, and they don't treat the people in IT very well. Whether through extreme criticism or negative attitude, at best they slow progress and at worst they may halt it; they bind things up.
Having defined these folks, let's examine them closer. It should be easy to slot the WorkWiths in your organization into one of these three groups. Recognizing them and their corresponding behavior helps to work with them as effectively as possible.
TechnoShines, TechnoFinds, and TechnoBinds in Detail
The TechnoShine: The TechnoShine is a satisfying, even fun, person to work with. Don't underestimate the power of fun. People are going to be a whole lot more creative, resistant to negative effects of stress, and much more productive if they feel they're having fun and working with fun people. This person is always looking for "the better way" and is enthusiastic regarding improvements – thus they bring enthusiasm and energy to change. They work well with others, in and out of their department, and this carries over into their appreciation for what others do. So how do we manage this WorkWith person? What is the leverage in maximizing this person's potential, contribution, and influence?
This person is an obvious candidate for the BIT team. They will not only represent their department well, but they'll have an overall appreciation for the organization's business. This kind of person tends to build time in an organization. They're well connected politically. They don't "job hop." They have important institutional knowledge. They give credit where credit is due. They will make suggestions regarding best-practice with appreciation for how it will affect, and enhance, other departments. In fact, they make suggestions regarding other departments in a way that is not intrusive, but helpful and acceptable. They also accept suggestions and criticisms very well.
In addition to soliciting this kind of person's participation on the BIT team, you can employ them to serve as a liaison. Often they'll become an informal liaison between their department and IT anyway. However, the IT leader should push this kind of arrangement. During large-scale implementations, someone in each business department needs to take the lead anyway in collecting business requirements and helping to translate those into effective solutions. No less important, the TechnoShine can help buffer IT from some of the more difficult people in their area. TechnoShines by nature are informal sponsors for initiatives, and IT in general, by virtue of their positivity.
TechnoShines are necessary to BIT endeavors. However, don't load the BIT team with TechnoShines to the exclusion of other valuable people who may not rise to this level. You will have to have representation by virtue of position and influence, as well as ability.
The TechnoFind: The TechnoFind is a person who adjusts to the temperature around them. They "find" that technology is permeating everything. It is an increasing influence on the part of their daily lives, both in the professional environment and the personal arena. They adjust.
TecnoFinds do what is necessary, and little more. They don't like sticking their necks out. Therefore they don't make waves – which in itself can be valued in many circumstances. They're safe and practical people – they avoid risk. So, how can we leverage this kind of person? Should we merely be satisfied that they, at least, won't "muck things up?"
Actually, this kind of person is very useful. TechnoFinds tend to be very honest about system performances and deliverables. They are not idle complainers, therefore a criticism usually has value. Nor do they "inflate" technology's contribution. They don't seek to hang every bell and whistle on a system to the point of a diminished return. Theirs is usually a very balanced, informed opinion. They want to know how to get their job done – they're not fooled by the "sizzle" and want the steak. Most of the people in any organization will be TechnoFinds – therefore, you must satisfy this important majority. This person is invaluable for feedback – how's the new software performing? How is your remote-access working? Are you satisfied with HelpDesk support? Since TechnoFinds will likely make up the majority of an organization's staff, surveying them and exercising improvements in service to them is a winning combination.
But don't look to this kind of person for a leadership role. You don't want to select this person to oversee their department's implementation of a business software application module, for example – unless there is no other choice. This person may or may not be a good choice for participation on the BIT team. Remember, the BIT team's seats are valuable. The people who occupy them should be those who are informed enough to contribute, who desire to contribute, and who have the institutional knowledge and the good judgment to occupy one of these important seats. A TechoFind person simply may not qualify.
However, in an instance where you must have a department's representation on BIT, and the department is populated by TechnoFinds, you must choose the best person by virtue of position and influence. Too, a TechnoFind may outclass certain TechnoShines by virtue of deep business-knowledge and sheer know-how in other areas. Choose that person who best meets the diverse qualifications necessary to moving business forward.
We can't afford to imply here that TechnoFinds are unlikely to make a contribution or deliver anything of value in contributing to the Weave's momentum. For example, solicit this person's contribution when conducting requirements-analysis. For the reasons stated above, this person will know the practical side for getting work done, and will be very matter of fact about what a new system needs to do. They'll have high expectations in meeting and beating what the old system did, as you can usually rely on them for the pragmatic view.
The TechnoBind: Uh-oh. The time has come to discuss that kind of person that we'd all rather avoid, but that we must, alas, deal with. We must try to discuss TechnoBinds in keeping with the overall positive tone of our discussions, but there are some simple realities that we need to examine if we hope to overcome the obstacles that TechnoBinds can impose. Let's define the TechnoBind in plain language – then we'll discuss methods to blunt their influence, and where possible to neutralize them. We'll also note that TechnoBinds are frequently correct, and can contribute on occasion. However, it is necessary here to recognize their contribution to inefficiency. We'll need to know how to identify them, and how to best handle them.
TechnoBinds can be very negative people – and frequently are complainers. Therefore, when they're in a Business-Technology Weave, IT represents a fat target. So, too, does work in general. Because TechnoBinds aren't interested in acclimating and moving forward at an efficient pace, they contribute to their own, self-reinforcing, "complaint-ready" environment. Be aware that TechnoBinds are a counter-productive influence on everything they come into contact with: their department, group projects, other's attitudes, and so on. They may not drive things backward, necessarily, but they create enough of a drag on events that they s-l-o-w things significantly, if not carefully managed.
Next and last in this series: We'll look at the WorkFor group – those folks we report to.
The WorkWith: Squeezed in the Middle
As planned, let's return to our discussion as originally begun on May 7th, Managing People in the Weave. As necessary, review that post and its follow-ons regarding WorkOns, WorkWiths and WorkFors.
I think we all believe that IT professionals have unique challenges within support and betterment of business. In understanding all of the people around us, we can come to better interactions. Better interactions will yield success, promotion and achievement of your career goals – in addition to furtherance of business's aims and success – no small thing!
Let's pick up our discussion by examining the class of employee I call the "WorkWith." Remember, this second group is IT's fellow managers and business staff – co-workers with whom IT has no direct formal control from a management standpoint. They also comprise middle managers, controllers of business process, and are neither too senior nor too junior.
The WorkWith group helps to select and plan the future courses of business. Many WorkWiths will be on the Business Implementation Team (BIT – see post of Mar. 8) Here there can be a compounding of risk for change in behavior. This is because (as with WorkOns) WorkWiths are frequently required to assume greater responsibilities within the scope of their present responsibilities – but the compounding factor is that they also have to manage and direct change. This group is especially active in the preservation of order amid change, and the preservation of change amid order. In planning and managing change, those involved have to stick their necks out. Simultaneously, they have to cover the bases. WorkWiths have to deal with consequences and are on the hook to report what's going on and why. They have to answer for things.
Too, the WorkWiths are likely in the middle – situated between the WorkOns and the WorkFors. There is a special challenge to this group, because they're not only communicating within the Weave – speaking with special care to Business and Technology – but they also have to communicate up and down the organizational hierarchy. Theirs is a special balance. For IT, let's examine how this person may appear to you when changing groups.
Essentially, any WorkWith shifts and becomes someone you WorkFor when you're dealing with him or her as a customer (as does anyone, in any group, for that matter). Whether you're updating the WorkWith's department's PCs, implementing new software solutions, or addressing general support concerns, you're working for this person and you have to provide service to their satisfaction. In these cases, the WorkWith can become demanding, even unreasonable, as the power tilts their way. They have to get the job done and you have to deliver. In this case, it helps to understand the pressures a particular WorkWith may be under.
Next, we'll examine three kinds of WorkWiths (TechnoShines, TechnoFinds and TechnoBinds) before wrapping up with WorFors.
Insecurity, Part III: A State Agency's Data "Security" Posture
[As necessary, please see the first article and Part II in this series]
Perhaps one of the most egregious problems facing the agency is network performance and security. The workstations frequently lose their wireless connection to the server, and internet access drops. Work is frequently lost – sometimes a lot of work: clients can lose most of an online application; they can lose a resume they're creating; they can lose letters; they can lose access to search windows with important job leads – the list can go on.
The wireless network is unsecured. Anyone can hop on from inside or outside the building. Yet, clients are advised that no hardware, such as laptops or thumb drives, is allowed in the room. Are there violations? Yes. Is there any policy or other formal means, perhaps periodic announcements, indicating any sort of acceptable use for the room and its resources? No – there is no Acceptable Use Policy. Frequently, thumbs are found sticking out of the front of PCs… forgotten by clients. It's quite a potential for malware.
There are no regularized trainings or meetings of staff. There is nothing to establish staff's currency for the present business-technology environment, nor for coming and quickening future challenges.
Worse: IT Governance, from the titular authority at the agency, on down through various department heads and managers, has an almost adversarial relationship with best practices –even common practices. Disciplines and methods that have been around for decades – well-established and vetted practices –that serve in a critical capacity to the weave of business and technology are either poorly understood, or held in abeyance through ignorance. And that, happily, is where I come in: I'm in a capacity to advise, negotiate, and institute some best-practice disciplines that are long overdue and sorely needed.
But there's nothing new here: I've seen similar environments. We all know they're out there. Many of you labor in them. I would be very interested in hearing your story. A note of caution: I DO NOT want to know the name of your company or agency, and please do not share details that might expose your job security. My entire thrust here is to make jobs safer, environments more secure, and to bring efficiency and accountability to security.
At the agency I presently counsel, I present assessments for solutions, with an evaluation of risk versus both cost of securing an area or issue, and cost of a potential bad outcome (such as breach, outage, exposure). If Business – IT governance – turns down a proposed solution… if they minimize an assessment of genuine risk… they sign a statement indicating they've been advised of a particular situation, and present their view of it. This is a meritorious way of protecting yourself while documenting known conditions – and a business's decision to either make a change or dismiss a change as unnecessary or inadvisable.
If you'd like, please comment in the Comments section: Perhaps I can advise and help. I am always interested in the course of challenges within IT's support to Business.
Insecurity, Part II: A State Agency's Data "Security" Posture
Continuing with our exposure of services and associated liabilities from the other day:
After a resume and any cover letters are crafted, they are e-mailed to the client's personal e-mail account. This is so they can maintain their own resume and letters and get access to them elsewhere: Public library, home, etc. This has led to a couple problems. Frequently, clients have no e-mail account. Many of the clients are blue collar workers who have no computer experience or skills; it's been quite eye-opening. In these cases, the Center creates a Yahoo e-mail account for the client.
Many clients forget their e-mail passwords, and even their account ID. So, the Center has these little business-sized cards, with the agency's name proud and centered, and a line for e-mail ID, and a line for password. Do any of these cards get lost? You bet. It's rather confounding that, in 2010, modern system and data security measures have long held that you should NEVER write passwords down – and even login IDs should be protected, in my opinion. Pairing the two on a card, with an e-mail account that contains a trove of personal information, and formalizing the process with the production of agency-approved cards (with agency name!), is bad practice on steroids. And… we're just getting started.
Nearly all clients return to the Resource Room on a regular basis: To perform online job searches, to make application to jobs online, to tweak resumes, to write more cover letters. Sometimes a returning client's resume is unavailable – either through a lost e-mail account or the fact that a resume was never sent to an account – sometimes the client ends up with a folder of hardcopy resumes and somehow the electronic version didn't make it to e-mail. In these circumstances, which are all too frequent, there manifests a need to get the resume from a "resume bank" – this is a network drive that is unavailable for access in the Resource Room – even by the people staffing the room.
Up until April, the drill was to go to another room (a classroom with an open door) containing a physically unsecured fileserver. A resume for retrieval was put on a thumb drive – that thumb then taken into the Resource Center and plugged into the client's workstation, and resume transferred to that PC's Desktop. Can you guess what had been happening?
An estimate by staff members is that over a hundred thumb drives have gone missing – "lost" – with all sorts of client data. I myself observed various "transfer thumbs" with a dozen or more records each. It is conceivable that over 1200 records have been breached. One staff member said that "perhaps hundreds" of thumbs had been lost.
It was only upon my mention of this security problem that the practice was stopped. The procedure now is to e-mail the resume from the "bank" to the client's e-mail account, and then to access the client's e-mail, and thus resume, out in the Resource Center. Why a mapped drive to the resume bank, with simple authentication, isn't available to staff in the Resource Center is a total mystery.
Incredibly, upon my initial entrée, there existed no User's Manual. Upon initial contact with the Center clients must: 1) Create a system identity and login credentials; 2) Create (or have) an e-mail account; 3) Access ResumeMaker and build a resume; 4) Convert the resume from the native ResumeMaker format to MS-Word; 5) Access various online jobsites – the primary being the state-run jobsite; and 6) Logout properly – to include a complete Shutdown – to scrub any work from the PC workstation they were using.
The lack of documentation, a simple user's manual, meant that even savvy people needed a hand-hold through the process. I was able to produce a very robust manual in an afternoon's time – and am happy to say that many people use it. This frequently frees staff so that they can help those who most need it. Further, the last part of the manual, is perhaps the most important: The Logout procedure…
The Logout remains an incredible breach situation at this Resource Center – it is an ongoing liability now. Upon login, a small window on the PC (which gets minimized on the Taskbar) indicates who is logged on to that PC. A gray bar in the window states "I am finished using this computer – sign me out." All clients click that when leaving – the screen goes to a login state. HOWEVER – the desktop and other data storage areas of the PC are not yet scrubbed! The PC must be completely shut down: Only achievable in this environment by hitting a Microsoft "Flag" key on the keyboard, and then clicking "Turn Off" above the Start button, and a subsequent "Turn Off" option in a popup box.
This Shutdown procedure was completely undocumented. Further, and particularly when the room is busy, clients aren't told to completely shut down their session by insuring the computer was off – nor are they aware of the potential for their data's breach.
Next: Part III – No documentation, no policies, no security training/meetings, no wireless security. A culture with an almost adversarial posture regarding best practices and best progressions; no maintenance of a responsible forward edge for a secured environment. AND – what we're gonna do about it.
Insecurity: A State Agency's Data "Security" Posture
I've been doing a little work for a big State agency. By "big," I mean big budget, large number of citizen-clients served, lots of personnel records, and – as in all big environments – lots of potential for harm absent strong controls. What sort of harm are we talking about? Data breach: With exposure of names, addresses, work histories, and even arrest records and information about children and spouses… occasionally, SSNs are parts of these data sets.
And in fact, the potential of harm turned into actuality: A large breach has happened – and has gone totally unreported in the news or to any of the agency's oversight authorities. Stunning is the fact that for months a breach situation was ongoing, known, and no steps were taken to stop the ongoing loss of data: Sort of a slow-motion, high volume, leak of data. Wow.
For this reason, the agency and State shall remain anonymous. I'm confident that I can provide a reasonable guarantee of anonymity being that I've contracted at a number of facilities. However, even if the agency comes to light, exposure would be a good thing: It would likely accelerate critical fixes to systems, practices, and policies. I am at present wrestling with making my concerns known to a higher level of State Government; I must assess IT governance's understanding of peril and their associated sincerity in securing the environment ASAP – and the speed and quality of changes in delivering security – vis-à-vis client risk for identity theft or just exposure of sensitive, perhaps embarrassing, information.
In the course of my work, I've stumbled upon some egregious security problems. These aren't gnarly, difficult-to-see, expensive-to-fix liabilities. These are obvious problems involving: poor practice; lack of policy and documentation; and lack of training and awareness. Through my involvement many of these liabilities have been taken care of. Let's review a few –
The agency has a large Resource Room at the front with about 30 PC workstations. These are provided for clients and jobsearch activities. That is, taxpayer-citizens who are generally unemployed or perhaps facing layoff. Many of these clients are blue collar folks with little or no PC experience – many do not have computers at home, or they may lack internet access, or lack appropriate software and skills in producing a resume and related documentation in applying and competing for jobs. There's a rather nice proprietary application called ResumeMaker that does a good job in walking clients through documenting their education, job history, and the other necessary information in building a nice looking, comprehensive, resume. Not only are computers and broadband available, there is help in the form of staff who help craft resumes and cover letters, help with uploads of same to online job openings, and who even do the typing for some clients.
The first thing I noticed was that in creating a login profile for access to the computers, they were advised (onscreen) to use the last four of their Social Security Number and the last two digits of their Birth Year. Further, upon subsequent logins to the system, this six digit login ID was not masked – the numbers were exposed in the login field, until the client clicked "OK." Of course, any client looking over another client's shoulder, knowing full well the context and content of each ID, would be able to glean last four of SSN and last two of birth year. Wouldn't you know? When I call Verizon, my mobile phone provider, the exact vetting info they ask for is last four of my SSN and year I was born. I'm sure other examples are out there. This login field is now masked, thanks to your humble blogger and his elevation of this breach potential. But this pales in comparison to the rest of what I'm going to tell you – most of which remains to be fixed. Over the next few posts I'm going to report exactly what I'm going to do in the face of a very poorly maintained environment. I'd also like to solicit Comments for things you've seen out there.
Upcoming in the next post: Data breach (client records); wireless insecurity; network outages with lost work/data; unregulated environment… leading to…? Stay tuned…


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A non profit organization for the advancement of ultraviolet and electron beam (UV & EB) technology.
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Thu 11 Sept - Sat 13 Sept 2014
Thursday 11 September
- Proms Plus Intro
5.15pm, Royal College of Music -
Prom 73: Leipzig Gewandhaus Orchestra
7.00pm, Royal Albert Hall
Mahler's epic, unorthodox Third Symphony unfolds over six movements, painting a musical portrait with choir and orchestra of nature's very essence. American conductor Alan Gilbert returns to conduct this masterpiece with the Leipzig Gewandhaus Orchestra.
Prom 74: Late Night with … Rufus Wainwright
10.15pm, Royal Albert Hall
Joined by the instrumentalists of the Britten Sinfonia, Canadian-American, Grammy-nominated singer-songwriter Rufus Wainwright performs a spectacular set, taking over the Royal Albert Hall with his own brand of 'Baroque pop' that references everything from opera to ragtime, Lieder and jazz.
Friday 12 September
- Proms Plus Poetry Competition
5.45pm, Royal College of Music -
Prom 75: Beethoven – Symphony No. 9
7.30pm, Royal Albert Hall
A highlight of every Proms season, this year Beethoven's Symphony No. 9 returns to its traditional slot on the penultimate night. Alan Gilbert and the Leipzig Gewandhaus Orchestra are joined by an international cast of soloists for this audacious musical testament to faith and unity across all nations and creeds.
Saturday 13 September
Proms in the Park – Hyde Park
3.00pm, Hyde Park, London
Hosted by Sir Terry Wogan join the Last Night of the Proms celebrations in Hyde Park with a host of musical stars including Rufus Wainwright, soprano Pumeza Matshikiza, the BBC Concert Orchestra and special guests Earth, Wind & Fire.
- Proms Plus Sing
5.00pm, Royal College of Music -
Proms in the Park - Glasgow Green
7.30pm, Glasgow Green
Katharine Jenkins will headline this year's BBC Proms in the Park concert in Glasgow as this fantastic event returns to Glasgow Green for another spectacular evening of music and song.
Proms in the Park - Belfast
7.30pm, Belfast Proms in the Park
BBC Proms in the Park 2014 will take place at the Titanic Slipways in Belfast. This free concert will include all of the traditional elements of Last Night festivities in a stunning outdoor setting - music, entertainment and spectacle on a grand scale.
Proms 76: Last Night of the Proms
7.30pm, Royal Albert Hall
Sakari Oramo directs his first Last Night of the Proms, joined by powerhouse Dutch violinist Janine Jansen. Richard Strauss' anniversary is marked with the first Proms performance of the composer's extraordinary cantata Taillefer. Ansell's romp of a nautical overture, Plymouth Hoe, and Ravel's gypsy-dance Tzigane add colourful contributions to this musical celebration that culminates, as always, with a mass singalong.
Proms in the Park - Swansea
7.45pm, Singleton Park
BBC's Proms in the Park returns to Swansea as part of the BBC's wider Last Night of the Proms celebrations.


text:
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Mischief Maker WordArt
Uploaded by AnnB, Apr 11 2012 09:48 PM
- Owner:
- Uploaded: Apr 11 2012 09:48 PM
- Taken: 2012:04:11 22:06:33
- Views: 183
- Category: Mischief Days 2012
Here's our little mischief maker, Abby.
Supplies in the EXIF
Love all those cute faces! They make me smile. Nicely done!
adorable photos and fabulous wordart.
Mischief never looked so cute!
She is adorable. I love the masks that you used for all the photos. I tried this once with Nikki but it just did not look good. I will have to scraplift this one. I love the colors and the way you did your title.
those pictures are adorable and I love your wordart
Awwww... This is so sweet! Love those adorable pics of Abby and how you so beautifully blended them all into your page. I also really like your background and the different colors you used. Great layout!
She is absolutely precious. I love that background paper. The colors are wonderful. Love that alpha you used for your title. Those photos are adorable and I like how you used a mask to show them off.
I really love the word art! It's perfect for this precious little girl. I love all the faces she's made. Nice job, Ann.
Oh my goodness Ann what a precious layout - I love the way you did your title, the background paper AND all of those adorable photos of Abby!


text:
Representative Stephen F. Lynch (1955 - )In Congress 2001 - Present
Legislation Sponsored or Cosponsored by Stephen F. Lynch
of 1
H.R.512 — 110th Congress (2007-2008)
Commission to Study the Potential Creation of the National Museum of the American Latino Act of 2007
Sponsor: Rep. Becerra, Xavier [D-CA-31] (Introduced 01/17/2007) Committees: House - Natural Resources, House Administration | Senate - Energy and Natural Resources Committee Reports: S. Rept. 110-104 Latest Action: 06/11/2008 Indefinitely postponed by Senate by Unanimous Consent. (consideration: CR S5530) Note: For further action, see S.2739, which became Public Law 110-229 on 5/8/2008. Tracker: This bill has the status Passed House
Here are the steps for Status of Legislation:
- Introduced
- Passed House


text: My friend and I has lunch at Vaca Loca and it was so tasty. Everything was so fresh and even the potato chips were made from scratch the minute after we had placed out order. Both dishes were excellent and so was the fruit shake. The service was great too! I highly recommend this place.


text:
Name: Roy MustangName: Roy MustangRank: ColonelPhysical Analysis: Athletic body, dark hair and equally dark eyes.Current Home: Central HQ.Special Characteristics: Flame Alchemist.The young man sat down in front of his desk, pondering quietly about yesterday night's activities almost without being aware of it. His 1st lieutenant, Elizabeth Hawkeye, was helping him with his paperwork at her own desk, not very far away from her Colonel's one."Lieutenant""mm?"The only person in that room besides the Flame Alchemist directed her gaze towards him. Roy Mustang, being barely aware of her stare on him and the conversation he was trying to bring up, prompted, almost unwittingly, while he played with a pen in front of his face:"Do you believe in marriage?"The question itself already surprised her, but what made her slightly arc her eyebrows was the fact that her Colonel actually had asked it. As soon as her eyebrows had jumped and her mouth opened a little bit, her gaze and facial expression turned into
Roy Riza 2Two Months LaterRiza's eyes flew open in alertness, reaching, half-awake, for her Ruger as she felt Roy sit up straight from his comfortable position next to her in her bed. In the moonlight she could just make out his face as she sat up to ask him what was wrong. He was mumbling, onyx eyes wide and staring at something only he could see, and Riza noticed his fingers were snapping, as if he had his gloves on and could rid himself of the vision with alchemy."Roy, what's wrong?" she said quietly as he seemed to wake up and take several deep breaths to calm himself."Another nightmare, Riza, just another nightmare, I'm fine now," he said shakily as he lay back down, taking her with him, pulling her bruisingly close. Riza didn't press him, knowing how her own memories from the short time she'd spent in Ishbal right before the end of the war."I shot two doctors there," Roy's hoarse voice cut through the darkness, "in cold blood. They were helping the people of Ishbal as well as the milit
Roy Riza"Would you like me to get you a cup of tea from the kitchens, Sir?" she asked quietly as Colonel Mustang rubbed his eyes tiredly for the fourth time in a row. He looked up at her quickly and smiled guiltily."That would be wonderful, Lt. Hawkeye, thank you." That would be wonderful, Lt. Hawkeye, thank you at least he acknowledged her presence, Riza thought as she let herself out of his office to get his tea. Mint chamomile, one tablespoon of sugar, boiling hot. That was his favorite. She had experimented for years until she came upon that one concoction that he'd commented on."Mustang on another Elric trip?" the night cook asked as she wandered into his kitchen and began to loot his tea section."Yes, the two disappeared from their quarters, on his suggestion I think, and now he's engineering their journey. To be honest, I don't see how he is so subtle that the younger boy does not notice. He's the smarter of the two. RColonel Mustang is going to 'take them to the top' if
For You, HawkeyeRiza Hawkeye walks into her office, trying to get away from a certain flame alchemist. As she walks over to her desk, she notices a folded piece of paper on her desk. Picking it up, she looks at her puppy, Black Hayate. I dont know. Do you think I should read it? Riza asks him. Black Hayate looks up at her, barking happily, as if he was saying yes. Sitting down on her desk, she opens the folded paper.Roses are redViolets are blueMustang Man loves you,Do you love him?Rolling her eyes at his poor attempt to write a love poem, she couldnt help thinking that he was so sweet as to try one. I mean, yah, she had gotten love notes and love letters when she was in school, but none were as bad as this poem. But I never got a love poem in school, Riza thinks, but Roy wrote it so bad that I love him for that reason. Black Hayates barking brought her back to reality. There, standing in her doorway, was Roy with a rose and a viol


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The first smartphone from Samsung with a curved right edge making it a flexible display on which users can customise what they want to see.
Samsung and HTC may be about to launch new flagship devices, but that shouldn't keep you from getting a new smartphone now.
With its 4.85mm slim profile, Oppo's R5 held the record of the slimmest smartphone in the world even thought it was just for a few days.
The more your teenage son chats on Facebook during the sleep hours, more he or she is at an increased risk of sleep problems and depressive symptoms, finds a study.
Klassy 100 HD device comes with 1.3GHz quad core processor, expandable memory upto 64GB, an internal 8GB ROM and 1GBRAM and 2600 mAh battery.
If you have a click-happy finger, you might want to consider these free tools that will help you create collages, back up your images onto the cloud & share them with friends in albums.
If you're waiting until the last minute to buy a smartphone for the holidays, we have you covered. Here's our monthly list of the best smartphones you can buy.
India showed its might in the smartphones arena during 2014 with companies launching a plethora of affordable devices, but it also embraced the pricey models of iPhone with equal enthusiasm.


text:
BCS officials say Notre Dame an attractive option
SOUTH BEND, Ind. — Some BCS officials are almost as giddy about the prospect of Notre Dame playing in one of their bowls games as Fighting Irish fans are.
"There's a lot to be played, but I don't see how they could avoid being in a BCS game somewhere," Fiesta Bowl executive director Robert Shelton said.
The fourth-ranked Fighting Irish (8-0) are third in the BCS standings heading into Saturday's game against Pittsburgh (4-4), where they are 16½-point favorites. Next is Boston College (2-6) and Wake Forest (4-4) before the finale at Southern California (6-2).
Officials with the Fiesta, Rose, Orange and Sugar bowls all say they will consider the Irish under the right circumstances, primarily that they meet the minimum requirements (nine wins, top 14 in the final BCS standings).
Notre Dame would prefer not being an at-large team, hoping instead to finish in the top two and earn a shot at the school's first national championship since 1988 in the BCS title game Jan. 7 in Miami.
Irish players say it would be hard to believe they wouldn't get a shot if they remain undefeated. If it happens, though, they say they would have to accept it.
"I can't do anything about it," linebacker Carlo Calabrese said. "I just have to go out and perform in whatever bowl game we're in."
Coach Brian Kelly said he's not paying attention to all the BCS possibilities, saying he's leaving that to others. Kelly, who narrowly missed qualifying for the national championship game while at Cincinnati in 2009, said he doesn't plan to lobby.
"I got out of politics once. I'm not getting back in it," he said.
Shelton made it clear that the Fiesta Bowl, where the Irish played following the 2000 and 2005 seasons, would love to have them again.
"There are a number of schools that have national followings but none of them really to the extent of Notre Dame," he said.
Kevin Ash of the Rose Bowl, said its first choice is always to pit a Big Ten team against a Pac-12 team. But he said if Oregon ends up going to the national championship game and another Pac-12 team isn't eligible, the Irish would be an attractive choice. Knute Rockne guided a Notre Dame squad that featured the Four Horsemen to a 27-10 victory over Pop Warner and Stanford in 1925, the only bowl game the Irish played in until 1970.
"There's a lot of lore for the Rose Bowl game and Notre Dame is part of that. So they're already part of our family," Ash said.
Sugar Bowl spokesman John Sudsbury wasn't quite as effusive, but said the bowl committee would "look very close at them" if Notre Dame is eligible.
Orange Bowl spokesman Larry Wahl said because his bowl has the last pick this year he doesn't believe the Irish would be available.
Hogs' Wilson a Unitas finalist: University of Arkansas senior quarterback Tyler Wilson is one of 10 finalists for the Johnny Unitas Golden Arm Award for the second consecutive year. Wilson is the only SEC player averaging at least 300 passing yards per game in 2012 (322.0) and ranks sixth in the NCAA.
Florida DT out: No. 8 Florida will be without backup defensive tackle Leon Orr (illness) for Saturday's game against Missouri, and left tackle Xavier Nixon and defensive end Lerentee McCray are questionable with leg injuries, coach Coach Will Muschamp said.
Player in critical condition: Freshman cornerback Sterling Thomas of Lindenwood (Mo.) University remains in critical condition after suffering a spinal injury in last week's win over Missouri Southern.
Thursday's games
Miami 30, Virginia Tech 12 at Miami, Fla.: Stephen Morris threw for two early scores, both set up by Tech special-teams miscues, and Miami (5-4, 4-2) took a step forward in ACC's Coastal Division by topping the Hokies (4-5, 2-3).
Duke Johnson had a 7-yard touchdown run in the fourth quarter and finished with 217 all-purpose yards as the Hurricanes snapped a three-game slide. The loss ends the Hokies' chance for a ninth straight 10-win season.
Middle Tennessee 34, Western Kentucky 29 at Bowling Green, Ky.: Reggie Whatley's 96-yard kickoff return broke a 27-all tie with 6:03 left as the Blue Raiders (6-3, 4-1 Sun Belt) edged the Hilltoppers (6-3, 3-2).
Ohio U. 45, Eastern Michigan 14 at Athens, Ohio: Tyler Tettleton threw for 255 yards and three touchdowns, and Ryan Boykin ran for 128 yards and a score as the Bobcats (8-1, 4-1 MAC) pulled away from the Eagles (1-8, 0-5)
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text:
Windsor, ON, Canada < change city >
Ceremony Sites (268)
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20301 Oakwood Boulevard
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3 ratings, 3 reviews, 36 weddings
The Dearborn Inn is beautiful and unique, and the staff members are extremely pro...
The Inn On Ferry Street
84 E Ferry St
Detroit, MI 48202, US
Hotels/Accommodations, Cere...
3 ratings, 3 reviews, 10 weddings
Charming, historic location in Detroit. FREE shuttle within 5-mile radius. Supe...
The Atheneum
1000 Brush St
Detroit, MI, United States
Reception Sites, Hotels/Acc...
1 rating, 1 review, 19 weddings
The staff was absolutely wonderful and extremely accommodating.
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1840 Huron Church Rd
Windsor, ON N9C
1 rating, 1 review, 19 weddings
They were very helpful and pleasant. They went above and beyond! Our guest enjoye...
Doubletree Hotel Detroit...
5801 Southfield Expressway
Detroit, MI, United States
Hotels/Accommodations, Rece...
1 rating, 1 review, 7 weddings
Impeccable service, food, and everything!
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1200 Saint Antoine Street
Detroit, MI 48226, US
Reception Sites, Hotels/Acc...
1 rating, 1 review, 6 weddings
Emily Frederick was a fantastic Executive Meeting Manager. We are very lucky we ...
Doubletree Guest Suites
525 W Lafayette Blvd
Detroit, MI, United States
1 rating, 1 review, 3 weddings
The accommodations that this hotel provided were excellent. Although we did not g...
Greektown Casino & Hotel
Detroit, MI null
1 rating, 1 review, 2 weddings
Emily Frederick was a fantastic Executive Meeting Manager. We are very lucky we ...
The Dearborn Inn, A Marr...
20301 Oakwood Boulevard
Dearborn, MI, United States
1 rating, 1 review, 2 weddings
awesome place to house you and your guests. great atmosphere and the bar downsta...
Howard Johnson
2130 Division Rd
Windsor, ON N0R
1 rating, 0 reviews, 7 weddings


text:
Alluring AlarmCH5 - LatSea FicWe were both sleeping on the floor, sharing heaps of blankets. The room was still pretty dark, but I could see the outlines of his sleeping face. He was breathing faintly, and in the stillness of the night, I could hear him clearly. He had a quiet, deep breath that showed he was truly calm. His eyes were closed and he was sleeping in an odd position, lying on his back but curling to one side. I smiled to myself. I hadnt fallen asleep yet because I had promised to wait until he did. Dont worry, Raivis, I told him when we first got snuggled in. Ill wait for you to fall asleep. Youll feel better that way. I had grinned, very sure of myself.Raivis had mumbled something like, Yyou ssure?But I had forced him to relax, and he eventually fell asleep. I tried to look out of his bedroom window from where I was sitting, but a thick curtain was covering it, and only a small corner was visible. It was still really dark o
Alluring Alarm CH4 - LatSeaYesterday still stuck in my head. All of it. I couldnt forget it no matter how much I tried. And I tried to. Russia had officially decided that he wanted me to become a part of him again, and Id have to give up again. I couldnt believe how stupid I am for telling Peter that I loved him. Now hes just going to get hurt because I dont think very far ahead of myself. What could I say to him? I didnt even know how to respond. He had held my so tightly after I had broken down that I didnt know what else to do other than cry. I didnt tell Peter what had happened with Russia. He didnt know why I was crying, but he held me anyway. Without saying anything coherent, Peter actually understood me for that moment.But I doubted hed understand me any more than that. My mind kept swimming and my heart kept aching. My only option was to give up and let Russia take me. But I didnt want to resume the lifestyle I had once been horribly accu
Alluring Alarm CH2I stood outside a somewhat rustic-looking house, right in front of the door. It was a reddish-colored house with an old mahogany door. There were some dents and scratches in the door, I noticed. They looked like they were made forcefully, as though from some sort of impact. I could only imagine what had made them as I readied my hand to knock a few times on his door. Without really acknowledging my own strength, I managed to pound loudly several times. There wasnt a doorbell, so I guess I couldnt get any louder. Open up! Open up! Its me! Its me! I hollered loudly, waiting for him to open up his door.I stopped pounding when I heard some scrambling around coming from somewhere inside the house. I heard something crash, and loud mutterings, and so then I had to wait a while. I knew he had heard me, I bet the other Baltics heard me too After what seemed like a small forever, I heard the door click, and it creaked open slowly, revealing the owner of


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Nicky Henderson has ruled out running My Tent Or Yours on the Flat as he feels it would not beneficial to his long-term jumping career.
The seven-year-old pulled fiercely for his head for most of the way during the Champion Hurdle at the Cheltenham Festival in March and ran a fine race in the circumstances, going down by a neck to fellow JP McManus-owned runner Jezki.
Henderson quipped in the immediate aftermath he may try to persuade McManus to have a look at Royal Ascot, but feels running his charge over shorter distances on the Flat could light up his star hurdler even more.
"He's in the field as we speak and he definitely won't be running on the Flat," said the Seven Barrows handler.
"It would certainly be very interesting. He has plenty of speed and I have no doubt he'd be very good at it, but it wouldn't be the right thing to do.
"We have enough of a job trying to get him to relax as it is and I'm trying to win a Champion Hurdle or an Arkle with him.
"Training him to run on the Flat wouldn't help us in that respect."
Whether My Tent Or Yours will go down the Champion Hurdle route once more next season or pursue a career over fences has not yet been decided.
"We haven't even discussed it," said Henderson.


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Brief: OM Holdings
PUBLISHED: 02 Jun 2010 13:24:07 | UPDATED: 02 Jun 2010 13:24:07PRINT EDITION: 02 Jun 2010OM Holdings has started funding the planned drilling campaign at the Jamieson Tank manganese project due to start this week.
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Ichthusfor l e'sous, CH ristos, TH eou U ios, S oter. This notarica is found on many seals, rings, urns, and tombstones, belonging to the early times of Christianity, and was supposed to be a "charm" of mystical efficacy. Source: Dictionary of Phrase and Fable, E. Cobham Brewer, 1894 More on Ichthus from Fact Monster:
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villeroy & boch ag-pref (VIB3:Xetra)
Executive Profile*
Ralf SikorskiMember of Supervisory Board, Member of Human Resources Committee and Member of Conciliation Committee, Villeroy & Boch AG |
Age | Total Calculated Compensation | This person is connected to 68 board members in 4 different organizations across 7 different industries. See Board Relationships |
52 | -- |
Mr. Ralf Sikorski serves as a Labor Union Secretary and Deputy Regional Head of IG BCE, Hesse/Thuringia. Mr. Sikorski serves as a Manager of the Ludwigshafen branch of the Mining, Chemical and Energy Industries Union. He has been District Manager of IG BCE, District Rheinland-Pfalz/Saarland since February 2008. He has been Member of the Main Executive Board of IG BCE since 2013. He is an Union District Organizer of the Trade Union for Mining, Chemical Engineering, Energy ...
Corporate Headquarters*PO Box 1120 Phone: 49 6864 810Mettlach, Saarland 66688 Germany Fax: -- Board Members Memberships*There is no Board Members Memberships data available.Education*There is no Education data available.Other Affiliations* |
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text: Bangor Water District v. Maine Labor Relations Board, 427 A.2d 973 (Me. 1981), affirming CV-80-191 and 80-A-02. MAINE SUREME JUDICIAL COURT Reporter of Decisions Decision No. 2551 Law Docket No. Pen-80-5l BANGOR WATER DISTRICT v. MAINE LABOR RELATIONS BOARD Argued January 13, 1981 Decided April 7, 1981 Before McKUSICK, C.J., WERNICK, GODFREY, NICHOLS, and ROBERTS, JJ. ROBERTS, J. On January 18, 1980, the members of the Maintenance, Operations and Service Bargaining Unit of the Bangor Water District voted on whether Council 74, American Federation of State, County and Municipal Employees, should serve as their bargaining agent. The executive director of the Maine Labor Relations Board, who supervised the election, set aside a chal- lenged ballot. The union won the election by one vote. On the Water District's appeal to the Board, the Maine Labor Relations Board affirmed the executive director's certification, and the Superior Court, Penobscot County, affirmed the Board's order. The Water District now requests this court to reverse the lower court and order the ballot counted. We decline to do so and affirm the judement.[fn]1 _______________ 1. In State v. Maine Labor Relations Board, Me., 413 A.2d 510 (1980), we held that Board is a proper party in proceedinqs for review of its decisions. There, the complaint also named the employees' association as a defendant. In Baker Bus Service, Inc. v. Keith, Me., 416 A.2d 727 (1980), the complaint named as sole defendants the individual board members in their official capacity, [-1-] ___________________________________________________________________ The ballots contained two choices: "I desire to be repre- sented by Council 74, AFSCME" and "I desire NO REPRESENTATION." Directly under each choice was a large box. The instructions told the voter to select his choice by placing an "X" or "[checkmark]" in one of the boxes and warned that the ballot must contain no other marks. Of twenty-three eligible voters, twenty-two cast ballots. The executive director counted eleven votes for and ten against representation. Rather than containing the authorized cross or check, the disqualified ballot had the word "No" written in the box under the "no representation" choice. In affirming the executive director's certification of the election results, the Board gave two grounds for disqualifying the challenged ballot. First, in light of the negative phrasing of the choice "I desire no representation," the voter's intent in answering "no" was ambiguous, and, the Board reasoned, it should not speculate on what the vote could mean. Second, the unauthorized and unusual marking on the ballot could reveal the voter's identity, especially since only that ballot of the twenty- two cast contained an unauthorized mark. The possibility of identifying the voter, the Board concluded, could defeat the _______________ although naming them individually was unnecessary. M.R.C.P. 25(d)(2). In Baker Bus the union appeared as intervenor. In the present case, only the Board is named as a defendant, although the union was served with a summons and complaint pursuant to M.R.C.P. 80B(a). In view of our disposition of this case, we need not be concerned that the union has neither been named as a defendant nor moved to intervene. -2- ___________________________________________________________________ purpose of holdinq secret elections. The Superior Court focused on the second consideration, applying to it the principle from general election cases that a ballot may not contain any dis- tinguishing marks. The court then concluded that whether the mark was distinguishing was a question of fact on which it must defer to the Board. The Water District premises its contentions on appeal on the Board's policy, as stated in its regulations, that "ballots shall be liberally construed in favor of validity." M.L.R.B. Reg. ch. 3. 6(b) (1978). Accordingly, the Water District argues, because there was no evidence that the ballot revealed the voter's identity, the unauthorized word should not disqualify the vote. Furthermore, the Water District contends, the voter's intent to vote against the union was clear and should be given effect despite "minor irregularities in the voting method. Therefore, it requests that we find as a matter of law that the vote should be counted against representation. Two considerations compel, us to decline to take this step. First, although the parties cite cases concerning the validity of ballots in general elections, we see the issue here to be one of administrative law. Consequently, our role in reviewing the Board's decision is limited. See Baker Bus Service, Inc. v. Keith, Me., 416 A.2d 727 (198O). The Board is authorized to make procedural rules, 26 M.R.S.A. 968(3) (Supp. 1980), and we should defer to the Board's inter- pretation of those rules, provided its interpretation is reasonable. -3- ___________________________________________________________________ The Board's rules for representational elections allow it to disqualify ballots that "do not clearly reveal the intent of the voter." M.L.R.B. Reg. ch. 3 6(B) (1978).[fn]2 In this election the ballot clearly instructed the voter how to register his vote. The voter failed to comply with those instructions. The Board is entitled to require compliance with its rules, especially where, as here, their purpose is to avoid the possi- bility of ambiguity in voting. Therefore, the Board may properly disregard a noncomplying ballot unless the voter's intent is unmistakably clear. Second, we must disagree with the Water District's conten- tion that the voter's intention is unmistakably clear as a matter of law. The Water District urges us to treat the double negative resulting from the "no" vote as a clear expression of intent to vote against the union, pointing to the common usage of double negatives to express negative desires as well as _______________ 2. M.L.R.B. Req. ch. 3 6(B) states in full: Void Ballots - Ballots which have been mutilated, spoiled, marked with more than one choice, or which do not clearly reveal the intent of the voter may be con- sidered "void ballots" and, when determined as such, shall not be counted for or against any proposition appearing on the ballot, provided that ballots shall be liberally construed in favor of validity. The original determination of "void ballots" status will be determined by the Executive Director or person duly designated by the Board to conduct the election and to supervise the counting of ballots. Any party aggrieved by a "void ballot" ruling may appeal pursuant to 968, 4, 979-G, 2, or 1028, 2, as appropriate. -4- ___________________________________________________________________ the availability of the other choice on the ballot to vote for representation. We acknowledge that, although incorrect, double negatives are frequently used in common speech to denote negative statements. We cannot hold as a matter of law, however, that an unmistakably clear intent to do so appears when the voter ignores the ballot's instructions and writes "no" in response to the statement "I desire no representation." Instead, we agree with the Board that two interpretations are possible. The voter may have intended to vote against representation, as the Water District contends. Alternatively, he may have intended to vote against the "no representation" choice and thus for the union. We cannot say that the second interpretation is irrational. Our review of the Board's findings is governed by 26 M.R.S.A. 972, which makes its determination on question of fact final in the absence of fraud. See 26 M.R.S.A. 968(4) (Supp. 1980); Baker Bus Service, Inc. v. Keith, Me., 416 A.2d 727, 730 (1980). No fraud is alleged. Therefore, we must affirm the judgment. The entry will be: Judgment affirmed. ___________________________________________________________________ All concurring. Attorneys for Plaintiff: Attorneys for Defendant: Rudman & Winchell Gerald E. Rudman, Esq. (orally) Wayne W. Whitney, Esq. (orally) Richard E. Byer, Esq. Maine Labor Relations Board Phillip D. Buckley, Esq. State Office Building 84 Harlow Street Augusta, Maine 04333 P. 0. Box 1401 Bangor, Maine 04401


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Married To The Mob Futuramob Black Fold Beanie
Item # 228068
Buy1 Get1 Free
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This is the number of points you get in The Zumiez Stash for purchasing this item. Stash points are redeemable for exclusive rewards only available to Zumiez Stash members. To redeem your points check out the rewards catalog on thestash.zumiez.com.Description
The Married To The Mob Futuramob black fold beanie is a ribbed knit acrylic constructed beanie with progressive style.
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Reviews by GAIL G.
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This is very perplexing.
I watched the debate from beginning to end and it was obvious to me who won it.
However, since he isn't one of the media's front-runners, he got ignored.
The applause for him when he outlined the things he would do the first days in office was so huge that moderator Kieth Olberman tried to chastize the audience for their vocal support. It was as if he was saying, "Don't take this candidate seriously. Because we in the media aren't going to give him a chance, you should not listen to him."
The audience didn't seem to get the message and they gave him round after round of applause. Applause for his policy positions on NAFTA, Health Care. Iraq, trade with China, and even laughed loudly at his one-liners.
Any honest observer would have to admit that Dennis Kucinich, that little funny-looking guy over on the end, had the greatest support of all the candidates by the Union crowd of working Americans who attended the event.
But don't expect the only Union member on the list of candidates to get official Union support. [Dennis is a member of the CWA. He has kept his membership active for decades and last time I talked to him after the 2004 Dem convention, he still kept the card in his wallet.]
And don't expect the corprate profiteering media to acknowledge his win either. They're too busy telling America who is electable. Don't look over there, look here. look at Hillary. Look at Obama. Ignore those cheers from working class Americans.
It truly is perplexing.


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Monday, July 28, 2014 at 6:30 PM
With challenges like decreasing state support and increasing administration costs, the role of a college president can be a tough gig. But as StateImpact Ohio's Amy Hansen tells us, new University of Akron president Scott Scarborough says he's committed to getting his school on a positive financial track.
A recent report from the American Association of University Professors says there's been "explosive growth" in administrative spending on campuses across the country.
But in a recent interview with WCPN's Tony Ganzer, The University of Akron's new president Scott Scarborough said the complexity of today's higher education requires more non-faculty staff to help provide a widening array of student services and facilities
"It's a competitive marketplace," Scarborough said. "Students have many, many choices, and they're going to want to come to an institution that has the facilities and equipment that helps support the kind of higher education that they believe that they need."
Scarborough has a track record of streamlining costs at the handful of other colleges listed on his resume.
He says he's using his first 90 days at the helm assessing what steps he may pursue at the University of Akron to balance academic and non-academic investment.
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Monthly Archives: March 2010
Frank (and Fran) the Tank
Happy (belated) St. Patrick's Day! I hope you had the chance to drink some whiskey and green beer, because from here on out its time to cut back on Grandpa's old cough medicine.
Over the years I've seen a lot of fitness athletes train and diet hard, only to sabotage their results by drinking too much. Sure you have to enjoy yourself here and there, but ultimately you have to decide what your top priority is. If it's hitting the bars and clubs every weekend and getting wasted, that's cool, enjoy the life you've decided to lead. But unless you have great genetics, don't expect to hit single digit body fat at the same time. You can't party like a rock star and look like a fitness model.
If dropping body fat is one of your top priorities, you'll have to make some sacrifices at the bar in order to reach your peak potential. Alcohol has a negative impact on hormones and metabolism, both making it harder to lose fat. They don't call it a beer gut for nothing.
The Nutrition 101 Series continues this week talking about alcohol, as well as the most confusing macronutrient of all time — carbohydrates. High carb, low carb, no carb; what is the best way to lean up and get in shape? This is a huge issue for the fitness athlete; we'll do our best to tackle it head on and get a definitive answer once and for all.
Until next time, take care.
It's Time to Cut the (Bad) Fat!
I can't believe its already March. Summertime is fast approaching, so it would be wise to start setting some fitness goals right now. You can't get visible results in two weeks; you need at least two months to make noticeable physique changes. Don't wait until the last minute to start working towards your goals or:
1. You'll realize that healthy, permanent weight loss takes time. You'll have to put the bikini or board shorts back in the drawer and wait until next summer to feel comfortable in them.
2. You'll panic and turn to some quick-fix, fad diet. These tend to do more harm than good in the long run. They destroy your metabolism, and once you go back to eating normal amounts of food you'll balloon back up higher than your original starting weight.
Right now is the perfect time to start working towards your beach bod.
This site is geared towards fitness athletes, those whose primary focus is to change their physical appearance, so hopefully it can help you achieve your body composition goals. I've added a new article this week about the ins and outs of dietary fat.
Fat can be a confusing nutrient. You have to cut the fat to cut the fat, but you can't go too low or you'll suppress certain hormone levels and impair normal metabolic functioning. Yeah, I don't know what that means either ☺. Just kidding, but check it my new article, Fitness Nutrition 101 – Fat; hopefully I've been able to explain it in a simplified way that makes sense.
And remember, you can always refer back to the Barebones Fitness Nutrition Plan if your head starts to hurt from all the science and you just want to know WHAT to do.


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A website from the Massachusetts Historical Society; founded 1791.
Adams Family Code Names
Diary of Charles Francis Adams, Volume 2
Previous document:
9 March 1827
Morning, final sitting to Mr. Dickinson, day wasted at home, unable to employ myself, ...
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11 March 1827
Morning at home, copy Mr. Jefferson's letter to Mr. Van Beuren,pain in my face, evening with ...
Docno: ADMS-13-02-02-0003-0003-0010
Author: CFA
Date: 1827-03-10
Saturday. March 10th
–Tuesday, 20 March
From an entire inability to make any exertion, I have hitherto delayed giving any account of what has passed during the week. Troubled
{ 111 }
as I have been in mind about it, it has been out of the question to sit down coolly and describe my feelings. Even now it is more than I can do. I shall give only a short sketch of what has passed without many remarks or reflections which I have had in plenty. I went on passing my time very pleasantly with Abby until Tuesday Morning, when upon my return from a first sitting to a miniature portrait which I have directed on her account, I received a letter from Mr. Everett covering a Note from Abby, which entirely changed the face of affairs. They had received upon the preceding day letters from Mr. Brooks. The one to her upon this subject makes it a request that she will suspend her decision for the present. This, after what has passed, surprises us all very much. She in consequence declined seeing me until the return of post would bring letters of a more decisive character. In the mean time they started for Harper's ferry in order to avoid remaining here. My own situation has been an extremely painful one in consequence of this doubtful state of affairs. I do not yet know what course it will be proper for me to take, and until I do, it would be needless and highly painful to form conjectures. While I cannot but think that Mr. Brooks has acted inconsistently, and with little regard to his daughter's feelings, I am not much disposed to fall into a fault myself by becoming angry. I shall say no more about this until the final answer comes, when it will be proper for me to take my course. But my feelings have entirely unnerved me for this week.
The feelings which dictated these lines vanished upon the return of Mr. Everett three days after they were written. He sent me an extract from a letter of Mr. B.'s which had arrived one day after the preceding letter, withdrawing his request for a delay and giving his full consent.
So that I might have been spared a week's pain. But there is a providence in all things and I am not without belief that it has been exerted in these cases. From the 13th to the 16th my time was delightfully spent. On Thursday, we had a pleasant little dinner consisting of Mr. and Mrs. Everett and Abby, Mr. Webster and Mr. Bartlett. But I was destined to three days severe bodily suffering, owing to an abscess which formed in the inside of my Mouth and which produced inflammation and great pain. It was occasioned by a decayed tooth which a dentist had attempted to extract but had only succeeded partially. On Sunday evening Dr. Huntt came and lanced the gum which gave me immediate relief. I was much provoked at the loss of time as Abby goes on Wednesday. Monday and Tuesday were spent almost entirely in attention to her as it was to be a separation of some time. I have heard of no more difficulties in the case.
{ 112 }
. From D/CFA/5. CFA spent the morning of 10 March at home, sorting newspapers; he rode with his mother; then he spent the evening with his family, playing cards (D/CFA/1).
. Upon further reflection, P. C. Brooks wrote Edward Everett:
"We now give our full consent to Abby
act her pleasure."
Everett promptly sent the good news to CFA, with his congratulations (Brooks to Everett, 2 Mar. 1827,
Everett MSS
; Everett to CFA, 13 Mar. 1827,
Adams Papers
Cite web page as:
Founding Families: Digital Editions of the Papers of the Winthrops and the Adamses,
ed.C. James Taylor. Boston: Massachusetts Historical Society, 2015.