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Joke of the day
Every man needs a go-to joke.
Politicians A busload of politicians were driving down a country road when, all of a sudden, the bus ran off the road and crashed into a tree in an old farmer's field. The old farmer, after seeing what happened, went over to investigate. He then proceeded to dig a hole and bury the politicians. A few days later, the local sheriff came out, saw the crashed bus and asked the old farmer where all the politicians had gone. The old farmer said he buried them. The sheriff asked the old farmer, "Were they ALL dead?" The old farmer replied, "Well, some of them said they weren't, but you know how them politicians lie."
The Perfect Woman When I was 14, I hoped that one day I would have a girlfriend. When I was 16, I got a girlfriend, but there was no passion. So I decided I needed a passionate girl with a zest for life. In college, I dated a passionate girl, but she was too emotional. Everything was an emergency; she was a drama queen, cried all the time and threatened suicide. So I decided I needed a girl with stability. When I was 25, I found a very stable girl but she was boring. She was totally predictable and never got excited about anything. Life became so dull that I decided that I needed a girl with some excitement. When I was 28, I found an exciting girl, but I couldn't keep up with her. She rushed from one thing to another, never settling on anything. She did mad, impetuous things and made me miserable as often as she made me happy. She was great fun initially and very energetic, but directionless. So I decided to find a girl with some real ambition. When I turned 31, I found a smart ambitious girl with her feet planted firmly on the ground and married her. She was so ambitious that she divorced me and took everything I owned. I am now 40, and am looking for a woman with very big breasts.
Happy Hunting Don was so excited to be going bear hunting. He spotted a small Brown Bear in the woods and shot it. Then there was a tap on his shoulder, he turned around to see a big Black Bear. The Black Bear said, "Don, you've got two choices, either I maul you to death or we have sex." Don decided to bend over. Even though he felt sore for two weeks, Don soon recovered and vowed revenge. He headed out on another trip where he found the Black Bear and shot it. There was another tap on his shoulder. This time a huge Grizzly Bear was standing right next to him. The Grizzly said, "That was a huge mistake Don. Now you've got two choices: Either I maul you to death, or we have rough sex." Again, Don thought it was better to comply. Although he survived, it took several months before Don finally recovered. Outraged, he headed back to the woods, managed to track down the Grizzly and shot it. He felt the sweet taste of revenge. But then there was a tap on his shoulder. Don turned round to find a giant Polar Bear standing there. The Polar Bear said, "Admit it Don, you don't really come here for the hunting, do you?"
Relatives A couple drove several miles down a country road, not saying a word. An earlier discussion had led to an argument, and neither wanted to concede their position. As they passed a barnyard of mules and pigs, the wife sarcastically asked, "Relatives of yours?" "Yep," the husband replied, "in-laws."
Truths About Growing Old 1- Growing old is mandatory; growing up is optional. 2- Insanity is the only means of relaxation. 3- Forget the health food. I need all the preservatives I can get. 4- You're getting old when you get the same sensation from a rocking chair that you once got from a roller coaster. 5- One of life's mysteries is how a two-pound box of candy can make a person gain five pounds. 6- God put me on earth to accomplish a certain number of things. Right now, I am so far behind, I will live forever. 7- I finally got my head together, and my body fell apart. 8- Just when I was getting used to yesterday, along comes today. 9- Sometimes I think I understand everything, then I regain consciousness. 10- Seen it all, done it all, can't remember most of it.
Laws Of Slow People 1- Slow people always walk side by side, even if they don't know each other. 2- Slow people drive side by side too. If they can't find another slow driver to pair up with, they drive in the fast lane. 3- Slow walkers never look back. When they drive, they never look in their rearview mirrors either. 4- Slow people drift sideways so they'll block the path of anyone trying to pass them. If two people or vehicles are trying to get around them at the same time, they drift into the path of the one that is moving at the highest speed. 5- If you stay behind a slow person in the grocery store, you'll wind up with soggy ice cream every time.


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Ask Audrey® - Q&A with TransUnion's Credit Columnist
Audrey, TransUnion's Credit Columnist, has been helping consumers clarify their credit questions for years. Get answers to questions about credit, mortgages, loans, identity theft and more!
How long does information stay on your report? Why is it important to check it? See what Audrey has to say about credit reports. What happens to your stellar score if you marry someone who's not quite there yet? Find out how your partner's credit could impact yours. What does identity theft have to do with a job search? Find out how identity theft affected some consumers and see Audrey's tips to keep yourself safer.Credit Reports
Couples and Credit Q&A
Identity Theft

subset: commoncrawl


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NH business taxes among highest, study finds
"There is data here showing when states over-tax, over-litigate, over-regulate and fail to produce an educated workforce because of underperforming schools, they lose workers and businesses to other states," said Perry, during a visit to the New Hampshire Union Leader office prior to last night's dinner. "The type of companies that require skilled workers, and the high-paying jobs they offer, go elsewhere."
Perry is in New Hampshire this weekend meeting top Republicans while testing the presidential primary air, his first trip to the first-in-the-nation primary state since a failed presidential bid in 2012. Perry was indicted last week by a grand jury in Austin, Texas, on charges stemming from a veto last summer of state funds for public corruption prosecutors. He pleaded not guilty on Tuesday.
"Governor Perry has a proven track record when it comes to growing Texas' economy and creating jobs," said Moore. "He's the right person to talk about the importance of enhancing a state's competitiveness for economic growth. Economic growth is a central issue that's on the minds of everyone, both in terms of creating jobs and increasing wages."
"Have a tax structure that's as light on the job creator as you can be, a regulatory climate that is fair and predictable, a legal system that doesn't allow for oversuing, and accountable public schools so you have a skilled workforce," said Perry. "Those are the four legs of the foundation of what we are doing in Texas."
"When it comes to the critical areas of economic success and job creation, it's no secret why Texas sets a national example," Perry said. "We keep taxes low, maintain fair and predictable regulations, and protect our citizens from frivolous lawsuits. These principles create an environment allowing hard-working citizens and businesses to prosper. We put Texas on track to be today the most successful economic state in the nation. Thirty-five percent of all the jobs created in the U.S. since I have become governor were created in the state of Texas. It can work here."


text: Frozen drink machines add a little something extra to any eatery, and having a few, either in your kitchen or bordering your buffet line, is an excellent idea. The great thing about frozen drink machines (let's not kid ourselves, they're pretty great all around) are how easy they are to use and display. Add some scrumptious ingredients, start the machine, and let it churn up your frozen drink of choice. Slushes, fruit juice smoothies, and ice cream based beverages can help turn a traditional drink station into something special with the right frozen drink machines working their magic.


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I have read many times that the only way for Europeans to get to China, or vice versa, was through Anatolia and Persia. This gave Istanbul an advantage in throttling trade, as well as Mesopotamia and locations in Persia.
I am sure that due to climate considerations, those were the easiest routes, but when those were blocked by unfriendly regimes, why didn't trade or travel go north of the Caspian and Black seas? Through what today is called Kazakhstan and Ukrain? Is there a reason that it is particularly difficult to go that way? Or am I mistaken? I have never read about any significant traffic that way. To the contrary, usually it is stated that the only way to China was through Persia.


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Holiday Inn Express San Diego South – Chula Vista hotel is conveniently located off I-5 and is within minutes from San Diego International Airport, the Convention Center, downtown (Gaslamp District), SeaWorld, San Diego Zoo, world famous beaches, a wide variety of restaurants, shopping and entertainment.
Experience luxurious accommodations and a contemporary style. Guests will appreciate free parking and a host of amenities including plush new bedding, a complimentary hot breakfast buffet, View More
Experience luxurious accommodations and a contemporary style. Guests will appreciate free parking and a host of amenities including plush new bedding, a complimentary hot breakfast buffet, free wireless Internet, Business Center, Fitness Room, outdoor heated pool and whirlpool.
Our exceptional location places you within a short distance from the ARCO Olympic Training Center, Knott's Soak City Water Park, Historic Old Town, Balboa Park, Seaport Village, PetCo Park, Qualcomm Stadium, Coronado Island, Pacific Beach, LaJolla, shopping malls such as Westfield Plaza Bonita, Fashion Valley, Mission Valley and Horton Plaza, USS Midway, Marine Corps Recruit Depot (MCRD), Point Loma, the Maritime Museum, as well as universities such as University of San Diego (USD), San Diego State University (SDSU) and University of California San Diego (UCSD).
Nearby businesses are Goodrich, US Naval Base San Diego 32nd Street, Ball Automotive Group, NASSCO, General Dynamics, Raytheon and Oxyheal Health Group. The Maquiladora industry is 10 mi south. We're certain that you'll enjoy your stay in America's finest city, so Stay Smart!


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welcome to b.o.g hotel
Luxury Hotels in Bogota Colombia
Bogotá's luxury B.O.G. Hotel is a destination of many firsts: The first Design Hotels property in Colombia. The word "golden" evokes feelings of perfection; of flawlessness and beauty. This describes the complete sensory experience you will find at the luxury B.O.G. Hotel in Bogotá, Colombia. You will see exquisite and unique interior design, created to bathe you in rich gold tones. You will notice a light citrus scent wafting through the air, specially designed for the B.O.G. hotel. You will taste the perfection of a renowned chef holding true to Colombian gastronomical tradition while fusing her talents with fresh tastes with international twists. Your sense of touch will come alive with intricately textured surfaces throughout the hotel, from the smooth gold surfaces of the lobby to the jute and fiber rugs in the bar. You will hear the musical strains of a musical set created for the hotel by well-known Colombian DJ Ilana.
The golden experience of the luxury B.O.G. Hotel will be evident the moment you step into the lobby. To complement the minimalist geometric architecture, internationally acclaimed designer Nini Andrade Silva infused the hotel's interiors and rooms with a symphony of rich textures and colors inspired by Colombia's signature natural treasures: gold and emeralds. After a day of exploring the wonders of Bogotá, the rooftop's heated swimming pool offers a welcome respite with commanding sightlines of the entire city and green mountains beyond. For dining and cocktailing, guests may choose from a pair of decadent settings - B.O.G. Restaurant and the Lounge Bar.
Perfectly located in the exclusive and trendy neighborhood of "La Cabrera" in the North of Bogotá, the hotel caters to those guests with luxurious lifestyles who appreciate indulgences and require access to the cosmopolitan epicenter of the city's best shopping, dining and nightlife.
We invite you to experience Colombia from an ultra-chic and fashionable perspective, where bespoke service and dramatic views of the Bogotá skyline offer a breathtaking backdrop to every stay.
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Fairs Special Discover Bogota around business and tourism fairs and enjoy this special offer for you. learn more read more -
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GOLD SAN VALENTIN Elegance and exclusive evening in a Business Suite with a romantic decoration. We have created a pleasing… learn more read more -
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Emerald Night An elegant and special night in one of our Business Suite, specially decorated… learn more read more -
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Poporo Quimbaya Spa It is the time to share with your significant other delightful moments by the candlelight , even more when its warm oil surrounds us with its delicious… learn more read more -
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Gift Card B.O.G. B.O.G. has the perfect gift for someone special who will never forget the golden experience in our unique hotel Redeem your B.O.G Gift Card… learn more read more


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¡Bienvenido! | Español |
Have a new idea?
Hi there! Do you like shiny new things? You should join our Pro Tester Program. ;) If you're already a member and haven't received an invite from us to test something recently, let us know!
debby.hallett says: I use the RTM gadget in igoogle to manage immediate tasks as they arise. (I also cumbersomely manually transfer them to Outlook Tasks when I'm at my desk -- see other requests to sync RTM-Outlook for GTD!)). I find the gadget lets me do almost everything I do frequently (Complete, Postpone), but I can't delete a task from there. Could you add Delete to the drop down please? Posted at 8:33am on July 16, 2008 |
debby.hallett says: I see I can now do this from within gmail, via the gmail add-in for RTM. Brill! Posted 6 years ago |
rfrancis says: All fine and well, but I'd still like to see it possible in the igoogle gadget, since I don't use the gmail thingy! Posted 6 years ago |
bpeikes says: I'd like to see the delete added to the menu in the RTM igoogle gadget. I'd also like to be able to delete more easily in the RTM regular web app. I put tons of tasks on my list and if they get too old I assume that they're not really that important and then just delete them. Posted 6 years ago |
anderson.vieira says: I agree. I use igoogle gadget on gmail and it would be nice if you could delete a task from it. Posted 6 years ago |
linh.n says: yes, let us delete please! Posted 6 years ago |
bizchris says: Seventhed! Posted 6 years ago |


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FREE Email Newsletter
Daily industrial news and top headlines for plant and maintenance managers
Q&A: Prepping For FSMA Whistleblower Provisions
April 15, 2014 2:43 pm | by Lindsey Jahn, Associate Editor, Food ManufacturingAttorney Jonathan Secrest spoke to our colleagues at Food Manufacturing about OSHA's new procedures and how food companies can prepare for the inevitability of more whistleblower claims.
Affecting Change To Improve Business Health (Part I)
April 15, 2014 9:25 am | by Alan Nicol, Executive Member, AlanNicolSolutionsThe effort required to improve the health of your business can be compared to the commitment necessary to change your personal health. It is important to understand what drives successful business improvement change instead of failed efforts.
Changing The Tune On Asset Uptime
April 11, 2014 12:13 pm | by Leah Friberg, Education and Public Affairs, Fluke CorporationNot all businesses have the budgets to implement a dedicated predictive maintenance system, but they do have smart devices that can be incorporated into daily use, raising the overall effectiveness of even a small maintenance team.
Q&A: Keys To Customer Retention
April 11, 2014 11:12 am | by Tia Nowack, Associate Editor - @TalesFromTiaWe take a moment to address some of the biggest mistakes companies make in customer retention and what they can do to keep clients and increase profitability.
5 Quick Questions: Securing Data Without Hindering Work Flow
April 11, 2014 9:35 am | by Jeff Reinke, Editorial DirectorWe discuss how using technology that exists today can improve workflow on the shop floor by giving employees access to the data they need to do their jobs without a cumbersome process of multiple logins and credentials.
How Manufacturers Can Adapt To Shareholder Environmental Concerns
April 11, 2014 9:23 am | by Patrick Daugherty, Foley & Lardner LLPConcern about the environmental impact of manufacturing is growing. The long-term success of a manufacturer may depend, in part, on its strategies for sustainability — but these strategies are not created and perpetuated in a vacuum.
What To Look For When Considering Mexico
April 9, 2014 2:11 pm | by Doug Donahue, Vice President, Entrada GroupApproaches and locations for companies in Mexico differ, but a common theme unites them: Growth prospects.
How Veterans Could Help Manufacturing Fix The Skills Gap
April 9, 2014 2:08 pm | by Joel Hans, Managing Editor, Manufacturing.net - @Mnet_JoelHansWhen it comes to understanding the need for reliability and maintenance, it's hard to look further than veterans — they know the stakes if a piece of equipment fails.
Q&A: What You Don't Know About R&D Tax Credits
April 9, 2014 1:45 pm | by Jon Minnick, Associate Editor, Manufacturing Business TechnologyThe federal credit rewards companies anytime they are developing or improving their products and processes that are technological in nature.
MODEX 2014 Showcases Innovative Solutions From Around The World
April 9, 2014 8:42 am | by Tia Nowack, Associate Editor - @TalesFromTiaThousands of professionals and enthusiasts converged on Atlanta in mid-March for one of the largest supply chain shows in the world: MODEX.
Q&A: How To Leverage The Web And Grow Your Business
April 8, 2014 1:56 pm | by Anna Wells, Executive Editor, IMPO - @IndustrialAnnaToday we're asking Curtis Alexander — a digital marketing consultant and one of the speakers at the Distribution and Manufacturing Profitability Forum — some of the most burning questions we hear from you regarding online growth.
3 Inbound Shipping Challenges That Impact The Entire Supply Chain
April 8, 2014 8:10 am | by Adam Robinson, Cerasis, Inc.Depending on the industry and size of the company, a business can spend more than 40 percent of its annual freight budget on inbound shipping. A more efficient inbound freight program can minimize delays, save money, and even reduce confusion.
Protecting Detroit's Water With Better Controls
April 7, 2014 3:40 pm | by Rockwell AutomationTo better protect the rivers from runoff, the city began building a network of combined sewer overflow basins. The basins play a major role in protecting the surrounding watersheds, and the people and wildlife living there.
Petrochemical Company Reduces Scale In Heat Exchangers
April 7, 2014 10:53 am | by Jan de Baat Doelman, ScalewatcherLiaoyang Petroleum's Olefin Factory in the Hongwei District of mainland China, producing MEG and polypropylene, is saving $65,000 a year in maintenance following the installation of a computerized, electronic water conditioner.
How To Reap The Gains Of Business Process Automation
April 7, 2014 9:49 am | by Chris Thierry & Robert Al-Jaar, EtelesolvThere are diverse views on the impact that automating business processes can have on organizations. Though there may be some debate about the depth and breadth of process automation benefits, one fact is indisputable — Business Process Automation is on the rise.
Reshoring And Revitalizing The American Supply Chain Network
April 4, 2014 10:02 am | by Frank Russo, Chief Executive Officer, Fabricating.comMany past decisions to offshore manufacturing were based on price alone. Today, manufacturers are looking at more than just price when considering sourcing decisions and production locations.
ISM: Manufacturing Springs Into Production
April 2, 2014 1:46 pm | by Jon Minnick, Associate Editor, Manufacturing Business TechnologyEconomic activity in the manufacturing sector expanded in March for the 10th consecutive month, and the overall economy grew for the 58th consecutive month.
Large Vertical Motor Load Testing Minimizes Downtime And Expense For The Oil Field
April 2, 2014 8:42 am | by Bradleys, Inc.Load Testing is critical to ensure reliability of motors in the field and in mission-critical situations.
Your Secret Maintenance Weapons
April 2, 2014 8:33 am | by Tia Nowack, Associate Editor, @TalesFromTiaAdhesives and sealants are an essential asset of every maintenance and operation plan, and with technology and products always changing, it's important to stay on top of these trends.
The 3 Elements Needed For A Successful 5S Program
April 1, 2014 9:52 am | by Heidi Means, Texas Instruments5S can serve as the backbone of everything that companies do in their manufacturing facilities. It is how companies can continuously improve, produce quality products, deliver products to customers on-time and do it all in a safe manner.


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Having grown from a small operation in India to an international rug powerhouse, Surya has earned the right to be selective. That's why it partnered with Papilio: This Belgium-based, red dot design award-winning company experiments tirelessly with material, pattern, texture, and color before turning its designs over to the most skilled textile technicians around the globe. The Steps Rug is a playroom-perfect flatweave, covered in multicolored candy stripes and finished with fringed edges.
Vacuum regularly. Rotate occasionally to ensure even wear. Blot spills immediately with a clean, damp cloth. Avoid direct sunlight to reduce fading. Use of a rug pad recommended.
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Obama, bank president: Home loans by decree
Here is how The Washington Post summarized the Obama administration's new plan: "Housing officials are urging the Justice Department to provide assurances to banks, which have become increasingly cautious, that they will not face legal or financial recriminations if they make loans to riskier borrowers who meet government standards but later default.
"Officials are also encouraging lenders to use more subjective judgment in determining whether to offer a loan..."
The faith this President places in his ability to manipulate the economy just so is breathtaking. Surely there are many Americans with credit scores below 700 who are financially trustworthy. Why are banks not lending to them? Because after the crash the administration got tough with banks, holding them accountable for foreclosures, and demanding tougher lending standards. Now, banks scared off by the heavy hand of Obama and the then-Democratic Congress are told to relax, lend more, and they won't be held responsible for the consequences - which will be insured by the federal government.
Perhaps that will work out just fine. If not, though, whom do you think Obama and Congress are going to blame? Bankers know. They also know that no matter what course they choose, they are at Obama's mercy. Don't lend, and get attacked for being greedy and uncaring. Lend to riskier borrowers, and get blamed if anything goes wrong. This is what it is like to do business under this President. Is it any wonder that the economy continues to struggle?


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SAN FRANCISCO -- California and the Bay Area in particular remain the nation's top spots for biomedical entrepreneurs and employees, though many such businesses find it tough to get financing, according to an industry report Monday.
California boasts 2,321 biomedical companies, more than any other state, according to the latest annual snapshot of the industry by PricewaterhouseCoopers and the business groups California Healthcare Institute and BayBio. Moreover, California firms involved in what the report termed "core" biomedical activities -- such as making drugs and medical devices -- employed 152,806 people as of 2011, the most recent data available. That's more than double the number employed in Massachusetts, the state with the second biggest concentration, the report said.
With 847 companies, the Bay Area boasts the biggest biomedical cluster in the state. Those firms employ 47,019 workers, the study found. San Diego County had the next largest such workforce, numbering 25,883.
In addition, California companies are developing 1,460 biomedical products -- 21 percent of all biomedical products in the works nationwide, the report noted. Within the state, treatments targeting cancer, neurological conditions and infectious diseases are the most common products under development.
Nonetheless, most of the biomedical executives surveyed in the state for the study "worried that funding was not going to be available to push them forward," said Tracy Lefteroff a PricewaterhouseCoopers' managing partner, during a San Francisco conference to release the report.
California biomedical companies obtained nearly $2 billion in venture capital investment through the first three quarters of 2012, more than any other state and equal to the combined total for the eight states with the next highest venture-capital amounts. However, the total amount for 2012 appears likely to be well below the nearly $4.5 billion raised in 2007, and Lefteroff said it might fall short of the $3.5 billion reported for 2011.
One of those concerned about the level of available financing was Thomas Prescott, CEO of Align Technology of San Jose, which makes teeth-straightening products. He called the difficulties many companies have obtaining money "very serious problems for startups."
While some biomedical executives attributed the Bay Area's preeminence in biomedical ventures to the region's highly skilled workers, Prescott said Align has had to recruit some of its mathematicians and experts in three-dimensional digital technology from Russia because "there aren't a lot of those people in the Bay Area."
Among the report's other findings:
Contact Steve Johnson at email@example.com or 408-920-5043. Follow him at Twitter.com/steveatmercnews.
Here are some of the findings of the latest annual report on the state's biomedical companies by PricewaterhouseCoopers, the California Healthcare Institute and BayBio:


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Call for Availabilities
- One Month Free Rent
- *on selected apartments
Available immediately
One Year, Market Rate Lease
Available No Fee Apartments at Silver Towers
Unit # (click to view) | Bedrooms | Bathrooms | Price | Date Available | Last Updated | |
Call for Unit # | 2 Bedroom | 1 Bath | From $5,290 | Immediately | 05/03/2015 | |
Call for Unit # | Studio | 1 Bath | From $2,945 | Immediately | 05/03/2015 | |
Call for Unit # | Alcove Studio | 1 Bath | From $3,314 | Immediately | 05/03/2015 |
Apartment Features
- Dishwasher
- Microwave
Building Features & Amenities
- Elevator
- Full-time Doorman
- Concierge
- Fitness Center
- Indoor Pool
- Residents Lounge
- Business Center
- Childrens Playroom
- Rooftop Deck
- On-site Garage
- On-site Parking Lot
- WiFi Access
- Screening Room
- Yoga Room
- Spa
- Sauna
- Sundeck
- Playground
- Barbecue Area
- Meditation Garden
- High-rise (26+ Floors)
- Rental Property
Steps away from the Hudson River, Silver Towers is the newest luxury rental building to rise on 42nd Street. The residences have been finished with the attention to detail and forward-thinking approach to design that one has come to expect from a condominium until now. These are rentals re-conceived for the 21st century and re-envisioned with an emphasis on amenities for the best kind of city living.
Following this start, Silver Towers was born. These luxurious apartments are complemented by a public park designed by Thomas Blasley Associated, which stretches for a quarter of an acre. Filled with a pavilion, bocce ball court, children's area, picnic areas and an interactive fountain, this park greatly enhances the serenity and beauty of the area.
The park is not the only source of greenery within the complex-Silver Towers also boasts of an urban courtyard designed by James Carpenter Design Associates. Wood paneled lobbies, glass sculptures by the likes of David Bennet and spa-like amenities round out the outer appeal of this rental building.
Neighborhood / Parking / Transportation
With all of the amenities of a vacation oasis, and entertainment, dining and work all within easy reach, Silver Towers is an incomparable destination location. The public park, designed by Thomas Balsley Associates, is a quarter-acre park with numerous treed pavilions and includes a children's area that features a bronze playground sculpture by artist Tom Otterness, a bocce ball court, an interactive mist fountain, and an area for lounging and picnicking.
- Waterfront Property
Walking Distance to:
- Laundromat
- Dry Cleaners
- Grocery Store
- Convenience Store/Bodega
- Pharmacy
- Park
- Playground
- School
- Restaurants
- Shopping
- Waterfront
- Subway
- Bus
Application and Move-in Information
- Insurent Accepted


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Welcome to ICS Telecom
ICS Telecom is a leading provider of communication solutions to businesses of all sizes. We can provide you with products and services to manage the vast range of communication needs in this rapidly changing environment.
Our wide range of products and services, combined with our customized solutions will give your company an edge on the competition and increase your productivity.


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The best times to plant are spring and fall, when soil is workable and out of danger of frost. Fall plantings have the advantage that roots can develop and not have to compete with developing top growth as in the spring. Spring is more desirable for perennials that dislike wet conditions or for colder areas, allowing full establishment before first winter. Planting in summer or winter is not advisable for most plants, unless planting a more established sized plant.
To plant container-grown plants: Prepare planting holes with appropriate depth and space between. Water the plant thoroughly and let the excess water drain before carefully removing from the container. Carefully loosen the root ball and place the plant in the hole, working soil around the roots as you fill. If the plant is extremely root bound, separate roots with fingers. A few slits made with a pocket knife are okay, but should be kept to a minimum. Continue filling in soil and water thoroughly, protecting from direct sun until stable.
To plant bare-root plants: Plant as soon as possible after purchase. Prepare suitable planting holes, spread roots and work soil among roots as you fill in. Water well and protect from direct sun until stable.
To plant seedlings: A number of perennials produce self-sown seedlings that can be transplanted. You may also start your own seedling bed for transplanting. Prepare suitable planting holes, spacing appropriately for plant development. Gently lift the seedling and as much surrounding soil as possible with your garden trowel, and replant it immediately, firming soil with fingertips and water well. Shade from direct sun and water regularly until stable.
Prevention and Control: keep weeds down and use screening on windows to keep them out. Remove or discard infested plants, keep them away from non-infested plants. Trap with yellow sticky cards or take advantage of natural enemies such as predatory mites. Sometimes a good steady shower of water will wash them off the plant. Consult your local garden center professional or county Cooperative extension office for legal chemical recommendations. Pest : Spider Mites Spider mites are small, 8 legged, spider-like creatures which thrive in hot, dry conditions (like heated houses). Spider mites feed with piercing mouth parts, which cause plants to appear yellow and stippled. Leaf drop and plant death can occur with heavy infestations. Spider mites can multiply quickly, as a female can lay up to 200 eggs in a life span of 30 days. They also produce a web which can cover infested leaves and flowers.
Prevention and Control: Keep weeds down and remove infested plants. Dry air seems to worsen the problem, so make sure plants are regularly watered, especially those preferring high humidity such as tropicals, citrus, or tomatoes. Always check new plants prior to bringing them home from the garden center or nursery. Take advantage of natural enemies such as ladybug larvae. If a miticide is recommended by your local garden center professional or county Cooperative Extension office, read and follow all label directions. Concentrate your efforts on the undersides of the leaves as that is where spider mites generally live. Pest : Slugs and Snails Slugs and snails favor moist climates and are mollusks, not insects. They can be voracious feeders, eating just about anything that is not woody or highly scented. They may eat holes in leaves, strip entire stems, or completely devour seedlings and tender transplants, leaving behind tell-tale silvery, slimy trails.
Prevention and control: Keep your garden as clean as possible, eliminating hiding places such as leaf debris, over-turned pots, and tarps. Groundcover in shady places and heavy mulches provide protection from the elements and can be favorite hiding places. In the spring, patrol for and destroy eggs (clusters of small translucent spheres) and adults during dusk and dawn. Set out beer traps from late spring through fall.
Many chemical controls are available on the market, but can be poisonous and deadly for children and pets; take care when using them - always read the label first! Pest : Aphids Aphids are small, soft-bodied, slow-moving insects that suck fluids from plants. Aphids come in many colors, ranging from green to brown to black, and they may have wings. They attack a wide range of plant species causing stunting, deformed leaves and buds. They can transmit harmful plant viruses with their piercing/sucking mouthparts. Aphids, generally, are merely a nuisance, since it takes many of them to cause serious plant damage. However aphids do produce a sweet substance called honeydew (coveted by ants) which can lead to an unattractive black surface growth called sooty mold.
Aphids can increase quickly in numbers and each female can produce up to 250 live nymphs in the course of a month without mating. Aphids often appear when the environment changes - spring & fall. They're often massed at the tips of branches feeding on succulent tissue. Aphids are attracted to the color yellow and will often hitchhike on yellow clothing.
Prevention and Control: Keep weeds to an absolute minimum, especially around desirable plants. On edibles, wash off infected area of plant. Lady bugs and lacewings will feed on aphids in the garden. There are various products - organic and inorganic - that can be used to control aphids. Seek the recommendation of a professional and follow all label procedures to a tee. Fungi : Rusts Most rusts are host specific and overwinter on leaves, stems and spent flower debris. Rust often appears as small, bright orange, yellow, or brown pustules on the underside of leaves. If touched, it will leave a colored spot of spores on the finger. Caused by fungi and spread by splashing water or rain, rust is worse when weather is moist.
Prevention and Control: Plant resistant varieties and provide maximum air circulation. Clean up all debris, especially around plants that have had a problem. Do not water from overhead and water only during the day so that plants will have enough time to dry before night. Apply a fungicide labeled for rust on your plant.
When portions of edible flowers are desired, pull petals or edible portions from fresh flowers and snip off the petals from the base of the flower. Remember to always wash flowers thoroughly making certain any residue or dirt has been removed. Give them a gentle bath in water and then dip the petals in ice water to perk them up. Drain on paper towels. Petals and whole flowers may be stored for a short time in plastic bags in refrigeration. Freeze whole small flowers in ice rings or cubes. Make sure you know what the flower is before you eat it; have an accurate identification done. Glossary : Low Maintenance Low maintenance does not mean no maintenance. It does mean that once a plant is established, very little needs to be done in the way of water, fertilizing, pruning, or treatment in order for the plant to remain healthy and attractive. A well-designed garden, which takes your lifestyle into consideration, can greatly reduce maintenance. How-to : Getting the Most Out of Cut Flowers Cut flowers bring the garden into your home. While some cut flowers have a long vase life, most are highly perishable. How cut flowers are treated when you first bring them home can significantly increase how long they last.
The most important thing to consider is getting sufficient water taken up into the cut stem. Insufficient water can result in wilting and short-lived flowers. Bent neck of roses, where the flower head droops, is the result of poor water uptake. To maximize water uptake, first re-cut the stems at an angle so that the vascular system (the ""plumbing"" of the stem) is clear. Next immerse the cut stems in warm water.
Remember when the flower is cut, it is cut off from its food supply. Once water is taken care of, food is the resource that will run out next. The plants stems naturally feed the flowers with sugars. If you add a bit of sugar (1 tsp.) to the vase water, this will help feed the flower stems and extend their vase life.
Bacteria will build up in vase water and eventually clog up the stem so the flower cannot take up water. To prevent this, change the vase water frequently and make a new cut in the stems every few days.
Floral preservatives, available from florists, contain sugars, acids and bacteriacides that can extend cut flower life. These come in small packets and are generally available where cut flowers are sold. If used properly, these can extend the vase life of some cut flowers 2 to 3 times when compared with just plain water in the vase.


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November 19, 2011
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Which country do you guys think is best suited for a ZA right now. This means a countrys geography, economy, military and even political system all coming into play? And by survive, I mean the actual government and/or many or even most of the citizens surviving.
I personally think Israel would tank the ZA. A large amount of the civilian population has had military training, they have a ready military and badas special forces all covering a fairly low population.


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On the surface, Japan's health care system seems robust. The country's National Health Insurance (NHI) provides for universal access. Japan's citizens are historically among the world's healthiest, living longer than those of any other country. Infant mortality rates are low, and Japan scores well on public-health metrics while consistently spending less on health care than most other developed countries do.
Yet appearances can deceive. Our research indicates that Japan's health care system, like those in many other countries, has come under severe stress and that its sustainability is in question.1 1. For more detail on McKinsey's Japanese health care research, see two reports by the McKinsey Global Institute and McKinsey's Japan office: "The challenge of funding Japan's future health care needs," May 2008; and "The challenge of reforming Japan's health system," November 2008, both available on mckinsey.com/mgi. The conspicuous absence of a way to allocate medical resources—starting with doctors—makes it harder and harder for patients to get the care they need, when and where they need it. A vivid example: Japan's emergency rooms, which every year turn away tens of thousands who need care. Furthermore, the quality of care varies markedly, and many cost-control measures implemented have actually damaged the system's cost effectiveness.
Meanwhile, demand for care keeps rising. For a long time, demand was naturally dampened by the good health of Japan's population—partly a result of factors outside the system's control, such as the country's traditionally healthy diet. Yet rates of obesity and diabetes are increasing as people eat more Western food, and the system is being further strained by a rapidly aging population: already 21 percent of Japan's citizens are 65 or older, and by 2050 almost 40 percent may be in that age group. Furthermore, advances in treatment are increasing the cost of care, and the system's funding mechanisms just cannot cope.
So Japan must act quickly to ensure that its health care system can be sustained. It must close the funding gap before it becomes irreconcilable, establish greater control over supply of services and demand for health care, and change incentives to ensure that they promote high-quality, cost-effective treatment. Many of the measures needed address a number of problems simultaneously and may prove instructive for other countries.
Underlying the challenges facing Japan are several unique features of its health care system, which provides universal coverage through a network of more than 4,000 public and private payers. All residents must have health insurance, which covers a wide array of services, including many that most other health systems don't (for example, some treatments, such as medicines for colds, that are not medically necessary).
The system imposes virtually no controls over access to treatment. There is no gatekeeper: patients are free to consult any provider—primary care or specialist—at any time, without proof of medical necessity and with full insurance coverage. Similarly, Japan places few controls over the supply of care. Physicians may practice wherever they choose, in any area of medicine, and are reimbursed on a fee-for-service basis. There is also no central control over the country's hospitals, which are mostly privately owned. These characteristics are important reasons for Japan's difficulty in funding its system, keeping supply and demand in check, and providing quality care.
Japan's health care system is becoming more expensive. In 2005 (the most recent year with available comprehensive data), the cost of the NHI plan was 33.1 trillion yen ($333.8 billion at March 2009 rates), or 6.6 percent of GDP.2 2. Only medical care provided through Japan's health system is included in the 6.6 percent figure. However, if all of the country's spending on medical care is included, Japan's expenditures on health care took up 8 percent of its GDP in 2005. By 2020, our research indicates, that could rise to 62.3 trillion yen, almost 10.0 percent of GDP, and by 2035 it could reach 93.6 trillion yen, 13.5 percent of GDP. True, the current cost—low by international standards—is projected to grow only to levels that the United States and some European countries have already reached. Yet funding the system is nonetheless a challenge, for Japan has by far the highest debt burden in the OECD,3 3. Organisation for Economic Co-Operation and Development. a rapidly aging population, and a stagnating economy.
Why costs are rising. Four factors account for Japan's projected rise in health care spending (Exhibit 1). Advances in medical technology—new treatments, procedures, and products—account for 40 percent of the increase. The country's growing wealth, which encourages people to seek more care, will be responsible for an additional 26 percent, the aging of the population for 18 percent. The remaining 16 percent will result from the shifting treatment patterns required by changes in the prevalence of different diseases.
Four factors will contribute to the surge in Japan's health care spending.
Japan can do little to influence these factors; for example, it cannot prevent the population's aging. Delays in the introduction of new technologies would be both medically unwise and politically unpopular. Yet unless the current financing mechanisms change, the system will generate no more than 43.1 trillion yen in revenue by 2020 and 49.4 trillion yen by 2035, leaving a funding gap of some 19.2 trillion yen in 2020 and of 44.2 trillion yen by 2035.
Compounding matters is Japan's lack of central control over the allocation of medical resources. No agency or institution establishes clear targets for providers, and no mechanisms force them to take a more coordinated approach to service delivery. Just as no central authority has jurisdiction over hospital openings, expansions, and closings, no central agency oversees the purchase of very expensive medical equipment. As a result, Japan has three to four times more CT, MRI, and PET scanners per capita than other developed countries do. Most of these machines are woefully underutilized.
No easy answers. Japan must find ways to increase the system's funding, cost efficiency, or both. Traditionally, the country has relied on insurance premiums, copayments, and government subsidies to finance health care, while it has controlled spending by repeatedly cutting fees paid to physicians and hospitals and prices paid for drugs and equipment. That has enabled Japan to hold growth in health care spending to less than 2 percent annually, far below that of its Western peers. At some point, however, increasing the burden of these funding mechanisms will place too much strain on Japan's economy.
If, for example, Japan increased government subsidies to cover the projected growth in health care spending by raising the consumption tax (which is currently under discussion), it would need to raise the tax to 13 percent by 2035. But the country went into a deep recession in 1997, when the consumption tax went up to the current 5 percent, from 3 percent. Similarly, a large spike in insurance premiums would increase Japan's labor costs and damage its competitive position. Markedly higher copayment rates would undermine the concept of health insurance, as rates today are already at 30 percent.
Even if Japan increased all three funding mechanisms to cover the system's costs, it risks damaging its economy. If copayment rates increased to 40 percent, premiums would still have to rise by 8 to 13 percentage points and the consumption tax by up to 6 percentage points (Exhibit 2). In the current economic climate, these choices are not attractive. Nevertheless, the country will have to resort to some combination of increases to cover the rise in health care spending.
Even if Japan decided to pay for its health care system by raising more revenue from all three sources of funding, at least one of them would have to be increased drastically.
Japan has repeatedly cut the fees it pays to physicians and hospitals and the prices it pays for drugs and equipment. This approach, however, is unsustainable. Fee cuts do little to lower the demand for health care, and prices can fall only so far before products become unavailable and the quality of care suffers. In addition, the country typically applies fee cuts across the board—a politically expedient approach that fails to account for the relative value of services delivered, so there is no way to reward best practices or to discourage inefficient or poor-quality care.
Japan combines an excess supply of some health resources with massive overutilization—and shortages—of others.4 4. Japan does have a shortage of physicians relative to other developed countries—it has two doctors for every 1,000 people, whereas the OECD average is three. But when the number of physicians is corrected for disability-adjusted life years (a way of assessing the burden that various diseases place on a population), Japan is only 16 percent below the OECD average. Given the propensity of most Japanese physicians to move into primary care eventually, the shortage is felt most acutely in the specialties, particularly those (such as anesthesiology, obstetrics, and emergency medicine) with low reimbursement rates or poor working conditions. On average, the Japanese see physicians almost 14 times a year, three times the number of visits in other developed countries. The introduction of copayments and subsequent rate increases have done little to reduce the number of consultations; what's more, the average length of a hospital stay is two to three times as long in Japan as in other developed countries. In neither case can demographics, the severity of illnesses, or other medical factors explain the difference.
The country's health system inadvertently promotes overutilization in several ways. For starters, there is evidence that physicians and hospitals compensate for reduced reimbursement rates by providing more services, which they can do because the fee-for-service system doesn't limit the supply of care comprehensively. Japan's physicians, for example, conduct almost three times as many consultations a year as their colleagues in other developed countries do (Exhibit 3).
Japanese patients consult doctors more often than patients in other OECD member countries do.
Furthermore, Japan's physicians can bill separately for each service—for example, examining a patient, writing a prescription, and filling it.5 5. Many Japanese physicians have small pharmacies in their offices. No surprise, therefore, that Japanese patients take markedly more prescription drugs than their peers in other developed countries. The system also rewards hospitals for serving larger numbers of patients and for prolonged lengths of stay, since no strict system controls these costs.6 6. Japan did recently change the way it reimburses some hospitals. Under the new formulas, they are paid a flat amount based on the patient's diagnosis and a variable amount based on the length of stay. The formulas do not cap the total amount paid, as most systems based on diagnosis-related groups (DRGs) do, nor do they cover outpatients—not even those who used to be hospitalized or will become hospitalized at the same institution. Thus, hospitals still benefit financially by keeping patients in beds.
Nevertheless, most Japanese hospitals run at a loss, a problem often blamed on the system's low reimbursement rates, which are indeed a factor. Another is the health system's fragmentation: the country has too many hospitals—mostly small, subscale ones. On a per capita basis, Japan has two times more hospitals and inpatients and three times more hospital beds than most other developed countries. Our analyses suggest a direct relationship between the number of beds and the average length of stay: the more free beds a hospital has, the longer patients remain in them.
Although Japanese hospitals have too many beds, they have too few specialists. One reason is the absence in Japan of planning or control over the entry of doctors into postgraduate training programs and specialties or the allocation of doctors among regions. Another is the fact that the poor economics of hospitals makes the salaries of their specialists significantly lower than those of specialists at private clinics, so few physicians remain in hospital practice for the remainder of their working lives. High consultation rates and prolonged lengths of stay exacerbate the shortage of hospital specialists by forcing them to see high volumes of patients, many of whom do not really require specialist care. As a result, too few specialists are available for patients who really do require their services, especially in emergency rooms. Japan has an ER crisis not because of the large number of patients seeking or needing emergency care but because of the shortage of specialists available to work in emergency rooms.
Given the health system's lack of controls over physicians and hospitals, it isn't surprising that the quality of care varies markedly. Among patients with stomach cancer (the most common form of cancer in Japan), the five-year survival rate is 25 percent lower in Kure than in Tokyo, for example. Four factors help explain this variability.
First, Japan's hospital network is fragmented. Research has repeatedly shown that outcomes are better when the centers and physicians responsible for procedures undertake large numbers of them. Because Japan has so many hospitals, few can achieve the necessary scale. In a year, the average Japanese hospital performs only 107 percutaneous coronary interventions (PCI), the procedure that opens up blocked arteries, for example. This is half the volume that the American Heart Association and the American College of Cardiology recommend for good outcomes. (In other developed countries, the average number of PCIs per hospital ranges from 381 to 775.) The small scale of most Japanese hospitals also means that they lack intensive-care and other specialized units. Few Japanese hospitals have oncology units, for instance; instead, a variety of different departments in each hospital delivers care for cancer.7 7. One of the reasons most Japanese hospitals lack units for oncology is that it was accredited as a specialty there only recently. The country has only a few hundred board-certified oncologists.
Second, Japan's accreditation standards are weak. Doctors receive their medical licenses for life, with no requirement for renewal or recertification. No central agency oversees the quality of these physicians' training or the criteria for board certification in specialties, and in most cases the criteria are much less stringent than they are in other developed countries.
Third, the system lacks incentives to improve the quality of care. Japan has few arrangements for evaluating the performance of hospitals; for example, it doesn't systematically collect treatment or outcome data and therefore has no means of implementing mechanisms promoting best-practice care, such as pay-for-performance programs. Similarly, it has no way to enable hospitals or physicians to compare outcomes or for patients to compare providers when deciding where to seek treatment.
Finally, the quality of care suffers from delays in the introduction of new treatments. Specialists are too overworked to participate easily in clinical trials or otherwise investigate new therapies. And because the country has so few controls over hospitals, it has no mechanism requiring them to adopt improvements in care. Furthermore, the agency responsible for approving new drugs and devices is understaffed, which often delays the introduction or wide adoption of new treatments for several years after they are approved and adopted in the United States and Western Europe.
There are no easy answers for restoring the vitality of an ailing health care system. Political realities frequently stymie reform, while the life-and-death nature of medical care makes it difficult to justify hard-headed economic decision making. If Japan, with all its unique features, can make progress in tackling its problems—funding, supply, demand, and quality—then other nations seeking to overhaul their health systems should pay careful attention both to the substance of its reforms and to the way it navigates the treacherous waters ahead.
To close the system's funding gap, Japan must consider novel approaches. One possibility: allowing payers to demand outcome data from providers and to adopt reimbursement formulas encouraging cost effectiveness and better care. Another option is a voluntary-payment scheme, so that individuals could influence the amount they spend on health care by making discretionary out-of-pocket payments or up-front payments through insurance policies. Such schemes, adopted in Germany and Switzerland, capitalize on the fact some people are willing to pay significantly more for medical services, usually for extras beyond basic coverage. Our research shows that augmenting Japan's current system with voluntary payments could reduce the funding gap by as much as 25 percent as of 2035.
Japan could increase its power over the supply of health services in several ways. Incentives and controls can reduce the number of hospitals and hospital beds. One example: offering financial incentives or penalties to encourage hospitals (especially subscale institutions) to merge or to abandon acute care and instead become long-term, rehabilitative, or palliative-care providers. Similarly, monetary incentives and volume targets could encourage greater specialization to reduce the number of high-risk procedures undertaken at low-volume centers. The country should also consider moving away from reimbursing primary care through uncontrolled fee-for-service payments. Capitation, for example, gives physicians a flat amount for each patient in their practice.
Finally, the adoption of a standardized national system for training and accrediting specialists would be a critically important way to address Japan's shortage of them. Exerting greater control over the entry of physicians into each specialty and their allocation among regions, both for training and full-time practice, would of course raise the level of state intervention above its historical norm.
The demand side of Japan's health system invites greater intervention as well. Important first steps would include more strictly limiting services covered in order to eliminate medically unnecessary ones, as well as mandating flat fees based on patients' diagnoses to reduce the length of hospital stays. To encourage the participation of payers, the system could allow them to compete with each other, which would provide an incentive to develop deep expertise in particular procedures and allow payers to benefit financially from reform. They could receive authority to adjust reimbursement formulas and to refuse payment for services that are medically unnecessary or don't meet a cost effectiveness threshold.
Another piece of the puzzle is to make practicing in hospitals more attractive for physicians; higher payment and compensation levels, especially for ER services, must figure in any solution. In addition, Japan's health system probably needs two independent regulatory bodies: one to oversee hospitals and require them to report regularly on treatments delivered and outcomes achieved, the other to oversee training programs for physicians and raise accreditation standards.
Awareness of the health system's problems runs high in Japan, but there's little consensus about what to do or how to get started. A productive first step would be to ask leading physicians to undertake a comprehensive, well-funded national review of the system in order to set clear targets. Such an approach enabled the United Kingdom's National Health Service to make the transition from talking about the problem of long wait times to developing concrete actions to reduce them.
Next, reformers should identify and implement quick wins—short-term operational improvements that produce immediate, demonstrable benefits—to build support for the overall reform effort, especially longer-term or politically contentious changes. A few success stories have already surfaced: several regions have markedly reduced ER utilization, for example, through relatively simple measures, such as a telephone consultation service combined with a public education campaign. Reform can take place in stages; it doesn't have to be an all-or-nothing affair.
Nor must it take place all at once. Indeed, shifting expectations away from quick fixes, such as across-the-board fees for physicians or lower prices for pharmaceuticals, will be an important part of the reform process. Significant departures from current practice would be needed to implement alternatives such as pay-for-performance programs rewarding physicians for high-quality care and penalizing them for inadequate or inefficient care, or the use of generic drugs through forced substitution or generic reference pricing, which would free up funds for new, innovative, and often more expensive treatments.8 8. Forced substitution requires pharmacies to fill prescriptions with generic equivalents whenever possible. Generic reference pricing requires patients who wish to receive an originator drug to pay the full cost difference between that drug and its generic equivalent, as well as the copayment for the generic drug. These measures will call for a significant communications effort to explain the reforms and show why they are needed.
Japan confronts a familiar and unpleasant malady: the inability to provide citizens with affordable, high-quality health care. By making the right choices, it can control health system costs without compromising access or quality—and serve as a role model for other countries.
Nicolaus Henke is a director in McKinsey's London office; Sono Kadonaga is a director in the Tokyo office, where Ludwig Kanzler is an associate principal.
The authors wish to acknowledge the substantial contributions that Diana Farrell, Martha LaboissiËre, Paul Mango, Takashi Takenoshita, and Yukako Yokoyama made to the research underlying this article.
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American infrastructure is in crisis. Many of America's highways, ports, airports, bridges, and rail lines have become outdated or are in a state of disrepair. Estimates suggest trillions of dollars are needed to modernize American infrastructure in order for the US to remain competitive. Last year's American Recovery and Reinvestment Act addressed the lack of resources for infrastructure redevelopment by allotting $126 billion to it. Though a good start, that investment is far from sufficient to overcome the fiscal constraints at the state and local government levels and to address the country's critical infrastructure gaps. And that is why, in part, governments are turning to public-private partnership (PPP) models as one alternative approach for the funding of the redevelopment of infrastructure.1
Infrastructure is ripe for private investment, and government officials are giving the green light for such funding. Two years ago, Governors Edward Rendell of Pennsylvania and Arnold Schwarzenegger of California along with New York Mayor Michael Bloomberg formed a coalition called Building America's Future, whose aim is to serve as an advocacy group for rebuilding America's infrastructure via alternative methods. In addition, some 25 US states have enacted PPP-enabling legislation. For example, Delaware enacted legislation that allows local, state, or federal funds to be combined with private-sector funds.
The benefits of PPPs can be compelling. Public-private partnerships don't simply provide much-needed capital for projects; they can also serve as models of efficiency and reliability and be champions of high levels of accountability and transparency. In addition, PPPs can be cost-effective and time efficient. For example, the preferred bidder's proposal for the Denver Regional Transportation District's Eagle PPP Project was approximately $300 million lower than the district's budget estimate, and it also proposed to open the rail lines 11 months earlier than anticipated.
But public-private partnerships aren't applicable to all capital projects. PPPs are suited for large, complex projects that have the capacity for meaningful risk allocation to the private sector as well as the potential for the private sector to earn a fair return on its investment. PPPs enable the public- and private-sector partners to develop a unique contracting structure that best fits the project as well as the skills and objectives of each partner.
Ultimately, PPPs, when structured correctly, can produce win-win situations that benefit both the public sector and private sector through a combination of public-sector governance and private-sector capital and efficiency. Getting this combination right is crucial to realizing the benefits of the PPP model.


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Dana Siegelman, the daughter of former Alabama Governor Don Siegelman, has created a petition on Change.org asking President Obama to pardon her father.
Siegelman's family had hoped to learn if President Obama would act on a request to pardon the former governor by today's inauguration. In April 2012, Don Siegelman was sentenced to six years and a half years in prison for conspiracy, bribery and other crimes. Federal prosecutors contended Scrushy bribed Siegelman to get reappointed to state regulatory medical board. "No one has ever gone to prison for receiving money from a referendum campaign and re-appointing someone who has been on the board for 12 years," Dana Siegelman, Siegelman's daughter, said. Dana launched a petition campaign in support of pardon for her father in August of last year. Since then more than 45,000 have signed the petition. President Obama has yet to act on the request. Siegelman says there is a backlog of pardons in the attorney's office.
"I truly believe Dad's case shines a light on a greater injustice with the system which is targeting of certain people over others," Dana said. Siegleman has said he was indicted by a Republican justice department to hurt his political career and stage a return to the governor's mansion. Siegelman is hoping to have a 100,000 signatures by the time the president considers the request.
"Dad continues to be positive and I'm sure he does that for his children. He does not want them to worry. I'm not naive to the fact he is disappointed in the government, that he has been let down," Dana said.
Dana also says she hopes the attorney's office for pardons is moved out of the U.S. Justice Department because that agency indicted her father.
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Assistant/ Associate Professor-Criminal Justice Summary
Description Number of Vacancies: 1 Salary Range: $51,238.00- $65,838.00 Closing Date: Open Until Filled
Collective Bargaining Unit (Union): This position is in the collective bargaining unit represented by National Education Association (NEA) and you may be required to pay an agency service fee through direct payroll deduction. Employment Benefits: Selectee will be eligible for health and life insurance, annual (vacation) and sick leave and will be covered under the University of the District of Columbia' s retirement plan (TIAA-CREF). Equal Opportunity Employer: All qualified candidates will receive consideration without regard to race, color, religion, national origin, sex, age, marital status, personal appearance, sexual orientation, gender identity ore expression, family responsibilities, matriculation, genetic information, disability or political affiliation. Veterans Preference: Applicants claiming veterans preference must submit official proof at the time of application. Residency Preference: The Residency Preference Amendment Act of 1988, D.C. Law 7-203, created a system in which provides that any applicant for employment in the Career or Educational Services who is a bona fide resident of the District of Columbia may claim a residency reference at the time of application. An applicant selected for an appointment based on District residency will be required to submit no less than eight (8) proofs of bona fide District residency. Bona fide District residency must be maintained from the date of appointment to the position for seven (7) consecutive years. Failure to maintain bona fide District residency for the (7) year period will result in forfeiture of employment. Drug-Free Workplace: Pursuant to the requirements of the Drug-Free Workplace Act of 1988, the individual selected to fill this position will, as a condition of employment, be required to notify his/her immediate supervisor, in writing, not later than five (5) days after conviction of any criminal drug statute occurring in the workplace. Contact Information: All inquiries related to employment and job applications should be directed to UDC Office of Human Resources at (202) 274-5020. The University of the District of Columbia is an Equal Opportunity Employer. This opening is closed and is no longer accepting applications
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With the 2011 National Wildlife Week theme of "animals that move us," we have dedicated Wednesday to take a closer look at swimming. Wildlife species of all kinds swim, and many have their own unique styles, speeds and approaches. Among the […] Read more >


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text: 7 Night Alaskan Cruise on the Oosterdam Quick Specs 7 Night Alaskan CruiseHolland America Line - OosterdamOCG Class: PremiumDeparting From: Vancouver, BCDeparture Date: 05/10/2015 more dates » Check AvailabilityInteriorOceanviewBalconySuite$549$949$1,499$1,799 ItineraryShip StatsDeck PlansPhotosShip ReviewCabins Oosterdam Ship ReviewDesigned to entice families and younger passengers, the Oosterdam is a member of HAL's Vista-class and offers a more sedate experience and far better service than partying megaships. Despite it's array of dining and entertainment options, Oosterdam's best feature is that 67% of all staterooms include a veranda, with 85% offering oceanviews. Oosterdam 7 Night Alaskan Cruise Schedule & Itinerary Day Location/ Port of Call Sunday, 05/10/2015Depart from Vancouver, B.c., Ca Check In Starts At 1200pMonday, 05/11/2015Scenic Cruising The Insidepassage Cruising OnlyTuesday, 05/12/2015Ketchikan, Alaska, UsWednesday, 05/13/2015Juneau, Alaska, UsThursday, 05/14/2015Skagway, Alaska, UsFriday, 05/15/2015Glacier Bay Cruising OnlySaturday, 05/16/2015At SeaSunday, 05/17/2015Arrive at Seward (anchorage), Alaska, Us Check Cruise Availability How many guests? Total should not exceed 5 passengers. Adults: - 1 2 3 4 5 (ages 12 - 54) Seniors: - 1 2 3 4 5 (age 55 or older) Kids: - 1 2 3 4 5 (ages 2 - 11) Infants: - 1 2 3 4 5 (Under 2 years old) Kids Ages at time of cruise: -- 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 -- 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 -- 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 -- 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 -- 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 US Resident? State/Province of Residence: Alabama Alaska Arizona Arkansas California Colorado Connecticut Delaware District of Columbia Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Puerto Rico Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virgin Islands Virginia Washington West Virginia Wisconsin Wyoming Alberta British Columbia Manitoba New Brunswick Newfoundland Northwest Territory Nova Scotia Ontario Prince Edward Island Quebec Saskatchewan St. Pierre and Miquelon Yukon Territory Need Airfare? Departure City/Airport Code: Akron, OH (CAK) Albany, GA (ABY) Albany, NY (ALB) Albuquerque, NM (ABQ) Allentown, PA (ABE) Altoona, PA (AOO) Amarillo, TX (AMA) Anchorage, AK (ANC) Anderson, SC (AND) Appleton, WI (ATW) Asheville, NC (AVL) Atlanta, GA (ATL) Atlantic City, NJ (ACY) Augusta, GA (AGS) Austin, TX (AUS) Bakersfield, CA (BFL) Baltimore, MD (BWI) Bangor, ME (BGR) Baton Rouge, LA (BTR) Beaumont / Port Arthur, TX (BPT) Beckley, WV (BKW) Bellingham, WA (BLI) Billings, MT (BIL) Binghamton, NY (BGM) Birmingham, AL (BHM) Bismarck, ND (BIS) Bloomington, IL (BMI) Bluefield, WV (BLF) Boise, ID (BOI) Boston, MA (BOS) Bozeman, MT (BZN) Bradford-Warren, NY (BFD) Brainerd, MN (BRD) Buffalo, NY (BUF) Burbank, CA (BUR) Burlington, VT (BTV) Butte, MT (BTM) Cedar Rapids, IA (CID) Central Wisconsin Aprt, WI (CWA) Champaign / Urbana, IL (CMI) Charleston, SC (CHS) Charleston, WV (CRW) Charlotte, NC (CLT) Charlottesville, VA (CHO) Chattanooga, TN (CHA) Cheyenne, WY (CYS) Chicago - Midway, IL (MDW) Chicago - Ohare, IL (ORD) Cincinnati, OH (CVG) Cleveland, OH (CLE) Colorado Springs, CO (COS) Columbia, MO (COU) Columbia, SC (CAE) Columbus, GA (CSG) Columbus, OH (CMH) Corpus Christi, TX (CRP) Dallas - Ft. Worth, TX (DFW) Danville, VA (DAN) Dayton, OH (DAY) Daytona Beach, FL (DAB) Denver, CO (DEN) Des Moines, IA (DSM) Detroit, MI (DTW) Dubois, PA (DUJ) Duluth, MN (DLH) El Paso, TX (ELP) Elmira, NY (ELM) Erie, PA (ERI) Escanaba, MI (ESC) Eugene, OR (EUG) Evansville, IN (EVV) Fairbanks, AK (FAI) Fargo, ND (FAR) Fayetteville, NC (FAY) Flagstaff, AZ (FLG) Flint, MI (FNT) Florence, SC (FLO) Fort Myers, FL (RSW) Fort Smith, AR (FSM) Fort Walton Beach, FL (VPS) Fresno, CA (FAT) Ft. Lauderdale, FL (FLL) Ft. Wayne, IN (FWA) Gainesville, FL (GNV) Grand Forks, ND (GFK) Grand Junction, CO (GJT) Grand Rapids, MI (GRR) Great Falls, MT (GTF) Green Bay, WI (GRB) Greensboro, NC (GSO) Greenville, NC (PGV) Greenville, SC (GSP) Hagerstown, MD (HGR) Haines, AK (HNS) Harlingen, TX (HRL) Harrisburg, PA (MDT) Hartford, CT (BDL) Helena, MT (HLN) Hickory, NC (HKY) Hilo, HI (ITO) Honolulu, HI (HNL) Houston - Hobby, TX (HOU) Houston - Intercontinental, TX (IAH) Huntington, WV (HTS) Huntsville, AL (HSV) Indianapolis, IN (IND) Islip, NY (ISP) Ithaca, NY (ITH) Jackson, MS (JAN) Jacksonville, FL (JAX) Jacksonville, NC (OAJ) Johnstown, PA (JST) Joplin, MO (JLN) Juneau, AK (JNU) Kalamazoo, MI (AZO) Kalispell, MT (FCA) Kansas City, MO (MCI) Ketchikan, AK (KTN) Key West, FL (EYW) Kinston, NC (ISO) Knoxville, TN (TYS) Kona, HI (KOA) La Cross, WI (LSE) Lafayette, LA (LFT) Lancaster, PA (LNS) Lansing, MI (LAN) Las Vegas, NV (LAS) Lexington, KY (LEX) Lihue, HI (LIH) Lincoln, NE (LNK) Little Rock, AR (LIT) Long Beach, CA (LGB) Los Angeles, CA (LAX) Louisville, KY (SDF) Lubbock, TX (LBB) Lynchburg, VA (LYH) Macon, GA (MCN) Madison, WI (MSN) Manchester, NH (MHT) Mason City, IA (MCW) Maui, HI (OGG) Maui - Lahaina, HI (HKP) Mcallen, TX (MFE) Medford, OR (MFR) Melbourne, FL (MLB) Memphis, TN (MEM) Miami, FL (MIA) Midland/Odessa, TX (MAF) Milwaukee, WI (MKE) Minneapolis, MN (MSP) Minot, ND (MOT) Missoula, MT (MSO) Mobile, AL (MOB) Moline, IL (MLI) Molokai, HI (MKK) Monroe, LA (MLU) Monterey, CA (MRY) Montgomery, AL (MGM) Morgantown, WV (MGW) Myrtle Beach, SC (MYR) Naples, FL (APF) Nashville, TN (BNA) New Bern, NC (EWN) New Haven, CT (HVN) New Orleans, LA (MSY) New York - JFK, NY (JFK) New York - Laguardia, NY (LGA) Newark, NJ (EWR) Newburgh, NY (SWF) Newport News, VA (PHF) Norfolk, VA (ORF) Oakland, CA (OAK) Oklahoma City, OK (OKC) Omaha, NE (OMA) Ontario, CA (ONT) Orlando, FL (MCO) Oxnard, CA (OXR) Palm Springs, CA (PSP) Panama City, FL (PFN) Pasco, WA (PSC) Pellston, MI (PLN) Pensacola, FL (PNS) Peoria, IL (PIA) Philadelphia, PA (PHL) Phoenix, AZ (PHX) Pittsburgh, PA (PIT) Plattsburg, NY (PLB) Port Canaveral, FL (PCN) Port Charlotte, FL (FMY) Portland, ME (PWM) Portland, OR (PDX) Providence, RI (PVD) Punta Gorda, FL (PGD) Quincy, IL (UIN) Raleigh/Durham, NC (RDU) Rapid City, SD (RAP) Reading, PA (RDG) Reno, NV (RNO) Richmond, VA (RIC) Roanoke, VA (ROA) Rochester, MN (RST) Rochester, NY (ROC) Rockford, IL (RFD) Rocky Mount, NC (RWI) Sacramento, CA (SMF) Saginaw, MI (MBS) Salisbury, MD (SBY) Salt Lake City, UT (SLC) San Antonio, TX (SAT) San Diego, CA (SAN) San Francisco, CA (SFO) San Jose, CA (SJC) San Juan, PR (SJU) San Luis Obispo, CA (SBP) Santa Ana, CA (SNA) Santa Barbara, CA (SBA) Sarasota / Bradenton, FL (SRQ) Savannah, GA (SAV) Seattle/Tacoma, WA (SEA) Shreveport, LA (SHV) Sioux City, IA (SUX) Sioux Falls, SD (FSD) Sitka, AK (SIT) Skagway, AK (SGY) South Bend, IN (SBN) Spokane, WA (GEG) Springfield, IL (SPI) Springfield, MO (SGF) St. Louis, MO (STL) St. Petersburg, FL (PIE) State College, PA (SCE) Syracuse, NY (SYR) Tallahassee, FL (TLH) Tampa, FL (TPA) Taylorsville, NC (TYL) Toledo, OH (TOL) Tri-Cities, TN (TRI) Tucson, AZ (TUS) Tulsa, OK (TUL) Ufville, NC (UFT) Valdosta, GA (VLD) Washington - Dulles, DC (IAD) Washington - National, DC (DCA) Waterloo, IA (ALO) West Palm Beach, FL (PBI) Westchester County, NY (HPN) Wichita, KS (ICT) Wilkes-Barre / Scranton, PA (AVP) Wilmington, NC (ILM) Worcester, MA (ORH) Calgary, AB (YYC) Castlegar, CA (YCG) Charlottetown, PE (YYG) Edmonton, AB (YEG) Fredericton, NB (YFC) Halifax, NS (YHZ) Moncton, NB (YQM) Montreal, PQ (YUL) Montreal/Mirabel, PQ (YMX) Ottawa, ON (YOW) Quebec, QB (YQB) Regina, SK (YQR) Saskatoon, SK (YXE) St. John - New Brunswick, NB (YSJ) St. Johns, NF (YYT) Sydney, NS (YQY) Thunder Bay, ON (YQT) Toronto, ON (YYZ) Vancouver, BC (YVR) Victoria, BC (YYJ) Windsor, ON (YQG) Winnipeg, MN (YWG) Searching Cruise for Available Rooms & Rates... Other 7 Night Alaskan Cruise Itineraries on the Oosterdam Departure Date Interior Oceanview Balcony Suite May 10, 2015$549$949$1,499$1,799May 24, 2015$549$949-$1,799June 07, 2015$849$1,149$1,599$2,199June 21, 2015$849$1,249$1,699$2,199July 05, 2015$799$1,199$1,699$1,999July 19, 2015$799$1,199$1,799$2,199August 02, 2015$799$1,599$1,599$2,499August 16, 2015$899$1,299-$2,299August 30, 2015$799$1,499$1,499$1,999See all sailing dates for this cruise » Terms and Conditions:The prices listed are representative of actual prices provided by various cruise vendors and are not offered by TravelAgeWest.com or Northstar Travel Media, LLC. Price listed does not constitute a contract of services, implied or written. TravelAgeWest.com provides no cruise booking or purchase features. Prices are provided as a comparison tool only. Prices listed are per person, based on double occupancy and do include port taxes. Prices do not include taxes, fuel surcharges, gratuities, or airfare unless otherwise noted. Actual prices and fees are subject to vendor policies and are subject to availability, are capacity-controlled, and are subject to change without notice. Special amenities, prices, offers, and upgrades are based on select dates, ships, sailings, stateroom categories, and select fare codes. Cancellation penalties, blackout dates, and other restrictions may apply. All prices and dates may not be available at time of booking. Oosterdam Ship Profile and Statistics Cruise Line:Holland America LineShip Type:Cruise ShipLine Class:PremiumRegistration:NetherlandsYear Built:2003Deck Quantity:11Passenger Capacity:1,848Gross Tonnage:85,920Length:951 ftBeam:105.8 ftSpeed:22 knotsInside Cabins:136Outside Cabins:788Nationality of Officers:DutchNationality of Crew:Filipino, IndonesianNumber of Crew:800Oosterdam RecreationIndoor Pools: NoOutdoor Pools: YesIs there a Spa?: YesIs there a Casino?: YesOosterdam DiningLido RestaurantRoom Capacity: 446Vista Dining RoomCuisine: ContinentalRoom Capacity: 1,045Pinnacle GrillCuisine: Pacific NorthwestRoom Capacity: 130Oosterdam EntertainmentCrow's NestDescription: Observation lounge/nightclubCapacity: 270Explorers LoungeDescription: Classical musicCapacity: 63Vista LoungeDescription: Las Vegas style productionsCapacity: 867Northern LightsDescription: DancingCapacity: 80Ocean BarCapacity: 70Queen's LoungeDescription: Alternative theatreCapacity: 170 Oosterdam Deck Plans Visit the Oosterdam Decks Main DeckLower PromenadePromenadeUpper PromenadeVerandah DeckUpper Verandah DeckRotterdam DeckNavigation DeckLido DeckObservation DeckSports Deck Oosterdam Stateroom KeyCategoryCabin NameCLarge Outside StateroomDLarge Outside StateroomDDLarge Outside StateroomELarge Outside StateroomFLarge Outside StateroomGLarge Partial Sea ViewsGGLarge Outside Stateroom (Obstructed view)HLarge Outside Stateroom (Obstructed view)HHLarge Outside Stateroom (Obstructed view)ILarge or Standard Inside StateroomJLarge or Standard Inside StateroomKLarge or Standard Inside StateroomLLarge or Standard Inside StateroomMLarge or Standard Inside StateroomMMLarge or Standard Inside StateroomNLarge or Standard Inside StateroomNNLarge or Standard Inside StateroomPSPinnacle SuitesSANeptune SuitesSBNeptune SuitesSCNeptune SuitesSSSignature SuitesSYSignature Suites (Some Accessible)SZSignature SuitesVAVerandah (Some Accessible)VBVerandah (Some Accessible)VCVerandahVDVerandahVEVerandahVFVerandah (Some Accessible)VHVerandah Main Deck Deck Plan Oosterdam Deck Plans: Main Deck Lower Promenade Promenade Upper Promenade Verandah Deck Upper Verandah Deck Rotterdam Deck Navigation Deck Lido Deck Observation Deck Sports Deck Oosterdam Photos Photos & Videos travel42 Professional Review for Oosterdam Want to read the full Oosterdam travel42 Review? travel42 features professionally written reviews of more than 300 cruise ships, 78 cruise lines and more than 3,000 hotels in nearly 200 popular cruise embarkation ports worldwide, plus 7,000 additional destination hotels. Visit www.travel-42.com or call 1.866.566.8136 to learn more about subscribing. This cruise liner from Holland America entered service in mid-2003. Measuring 85,920 tons, she is a sister to the 2002-built Zuiderdam and the second of four ships in the Vista-class series. While the Oosterdam (pronounced Oh-ster-dam and signifying the east compass direction) is somewhat toned down from the colorful Zuiderdam, she, too, is designed to attract younger passengers, families and repeat passengers who desire a more sedate experience than the partying megaships provide. The sle... Subscribe to travel42 to read the full review » Copyright (c) 2015 Northstar Travel Media, LLC. travel42. Oosterdam Cabin and Stateroom Photo GalleryOosterdam Large Outside Stateroom2 lower beds convertible to 1 queen-size bed, bathtub, shower.Category: CDDDEFOosterdam Large Partial Sea Views2 lower beds convertible to 1 queen-size bed, bathtub & shower. G staterooms have more than one view type (full or partial).Category: GOosterdam Large Outside Stateroom (Obstructed view)2 lower beds convertible to 1 queen-size bed, bathtub & shower. GG-, H- & HH-category staterooms have fully obstructed views.Category: GGHHHOosterdam Large or Standard Inside StateroomLarge inside Staterooms include two lower beds convertible to a queen-size bed, shower.Category: IOosterdam Large or Standard Inside StateroomLarge inside Staterooms include two lower beds convertible to a queen-size bed, shower.Approximately 185 square feetCategory: JKOosterdam Large or Standard Inside StateroomLarge inside Staterooms include two lower beds convertible to a queen-size bed, shower.Category: LMMMNNNOosterdam Pinnacle SuitesBedroom with 1 king-size bed, oversize whirlpool bath & shower & additional shower stall, living room, dining room, dressing room, private verandah with whirlpool, pantry, 1 sofa bed for 2 persons, microwave, refrigerator, guest toilet, private stereo system, floor-to-ceiling windows.Category: PSOosterdam Neptune Suites2 lower beds convertible to 1 king-size bed, bathroom with dual sink vanity, full-size whirlpool bath & shower & additional shower stall, large sitting area, dressing room, private verandah,1 sofa bed for 2 persons, floor-to-ceiling windows.Category: SASBSCSQOosterdam Signature Suites2 lower beds convertible to 1 queen-size bed, bathroom with dual-sink vanity, full-size whirlpool bath & shower & additional shower stall, large sitting area, private verandah, 1 sofa bed for 1 person, floor-to-ceiling windows.Category: SSOosterdam Signature Suites (Some Accessible)2 lower beds convertible to 1 queen-size bed, bathroom with dual-sink vanity, full-size whirlpool bath & shower & additional shower stall, large sitting area, private verandah, 1 sofa bed for 1 person, floor-to-ceiling windows. Accessible includes roll-in shower, wide interior & exterior doors.Category: SYOosterdam Signature Suites2 lower beds convertible to 1 queen-size bed, bathroom with dual sink vanity, full-size whirlpool bath & shower & additional shower stall, large sitting area, dressing room, private verandah, 1 sofa bed for 1 person, floor-to-ceiling windows.Category: SZOosterdam Verandah (Some Accessible)2 lower beds convertible to 1 queen-size bed, bathtub, shower, sitting area, private verandah, floor-to-ceiling windows. Accessible includes roll-in shower, wide interior & exterior doorsCategory: VAVBOosterdam Verandah2 lower beds convertible to 1 queen-size bed, bathtub, shower, sitting area, private verandah, floor-to-ceiling windows.Category: VCVDVEOosterdam Verandah (Some Accessible)2 lower beds convertible to 1 queen-size bed, bathtub, shower, sitting area, private verandah, floor-to-ceiling windows. Accessible includes roll-in shower, wide interior & exterior doorsCategory: VFOosterdam Verandah2 lower beds convertible to 1 queen-size bed, bath & shower, sitting area, private verandah, floor-to-ceiling windows.Category: VH