text:
SmartSolar SOLAR WALL LIGHT 4-PACK - 3141WRM4
Item#: SMJ-102372127 | Model#: 3141WRM4Currently Out Of Stock!
SS SOLAR WALL LIGHT 4-PACK - 3141WRM4 Product Details
- Discreet functional lighting perfect for walk ways, paths and outdoor stairs
- Lights charge by day and at night illuminate automatically to brighten outdoor areas
- Replaceable rechargeable Ni-MH batteries
- 1x AA rechargeable battery in each light
- Integrated solar panels ensure there are no wires to fuss with and powers a two energy saving bright white LEDs in each unit
- Easy to mount using pre-formed holes for screws on back of lights
Manufactured by: SmartSolar
Warranty provided by: SmartSolar
Limited Warranty: 12 months parts; months labor
Mfg Part No: 3141WRM4
UPC No: 840594031413
Box Size: ( Length:8, Width:4, Depth:4)
Shipping Weight: 15.0000 pound(s)
Click here for full warranty and support information - Limited Warranty: A full text version of the limited warranty
may be obtained by mailing a self addressed, stamped envelope to the
address below and requesting the warranty for item number: SMJ-102372127
Warranty Information
7795 W. Flagler St. Suite 35
Miami, FL. 33144 - SmartSolar logos are registered trademarks of SmartSolar. All others trademarks and copyrights mentioned herein are the property of their respective owners.


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Cricut® Project Center
Congrats (Baby Girl)
Design by: ALittleScrapper (1 Project)
Project skill level: easy
Project time: less than 30 minutes
Project tags: Baby Shower Family Vintage Feminine Trendy Baby Boy Girl Baby Cards Baby Décor Family Cards Congratulations Cards Clean & Simple
Congratulate someone on their new baby! can easily be adjusted for a boy :)
Save project as a favorite 21 Faves
- card stock
- glue
STEP-BY-STEP How-TO INSTRUCTIONS
i used mod podge for the lace layer.
Step 1
i used mod podge for the lace layer.

subset: commoncrawl


text:
"It was a pretty long day," Riley said. "There was just a lot of football for the first day, but that's the way it is and I think that they handled it very well."
Riley was impressed with the arm strength that new starting quarterback Ryan Katz showed throughout the practice as well as the precision that the 6-1, 209-pound sophomore show on many of his throws.
"He made some really good plays … and had some that he'll learn from," Riley said. "I think a lot of guys got a lot of reps, and that's what this part of our camp is all about, making sure that we get guys some opportunities and then be able to teach and get our stuff in."
Riley also liked what he saw from senior outside linebacker Keith Pankey, who practiced for the first since undergoing surgery Feb. 11 to repair a torn right Achilles' tendon.
"It was great to see him out there," Riley said. "I was really proud of how he rehabbed and where he came from to get here today. Now, we just have to keep a good eye on him, and he's got to be very aware of how he's doing, too."
-- Jim Beseda


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SizeConverter Class
.NET Framework 3.5
Converts instances of other types to and from instances of the Size class. This class cannot be inherited.
Assembly: WindowsBase (in WindowsBase.dll)
XMLNS for XAML: http://schemas.microsoft.com/winfx/2006/xaml/presentation, http://schemas.microsoft.com/netfx/2007/xaml/presentation
The SizeConverter class supports conversion of String values and base values that the TypeConverter class supports.
Windows 7, Windows Vista, Windows XP SP2, Windows Server 2008 R2, Windows Server 2008, Windows Server 2003
The .NET Framework and .NET Compact Framework do not support all versions of every platform. For a list of the supported versions, see .NET Framework System Requirements.
Community Additions


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KAUAI, Hawaii -- A Boeing-built kinetic warhead sensor helped destroy a medium-range ballistic missile target in a test by the Japan Maritime Self-Defense Force. It was the second successful test of the sea-based Aegis Ballistic Missile Defense weapon system. During the test Tuesday, a Standard Missile-3 (SM-3) Block IA, guided by the kinetic warhead sensor built at Boeing's Huntsville facility, destroyed the target more than 100 miles above the Pacific Ocean. The Japanese destroyer JS Myoko launched the SM-3; the missile target was fired from the U.S. Navy's Pacific Missile Range Facility on Kauai. "The SM-3 Block IA, with its kinetic warhead sensor, reliably delivers precise hit-to-kill performance and provides a critical layer to Japan's ballistic missile defense capability," said Debra Rub, vice president of Boeing Weapons Programs. Boeing is a member of a Raytheon-led team working with the U.S. Missile Defense Agency and the U.S. Navy to help the Japanese defense force. This test marked Japan's second successful test of the system - the first successful flight test was in December 2007 - and the 15th intercept overall for the SM-3 since testing began in 2002. Boeing builds the warhead's guidance assembly and integrates and tests the avionics, guidance-and-control software and ejection subsystem, at its Huntington Beach, Calif., and Huntsville facilities. Prime contractor Raytheon provides the infrared seeker and integrates the kinetic warhead components into the SM-3.
Japan test of Boeing-built SM-3 warhead a success
Budd McLaughlin, The Huntsville Times
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on October 28, 2009 at 8:47 AM, updated October 28, 2009 at 9:00 AM
Follow on Twitter
on October 28, 2009 at 8:47 AM, updated October 28, 2009 at 9:00 AM


text:
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Josh Hyink
- Location:
- Temecula, CA
- Service:
- Student
- Status:
- Volunteer
Joshuahyink: Activity
"Hey Bermudez! I was wonderin if there was any way you can email me all of the pictures from the fire academy or send them to me some how. I would..." |
Comment Wall
Add Joshuahyink as a friend to write on their Comment Wall.
Account Removed
over 5 years ago
Hey man! Yes, I am putting them into a DVD and will give them to you. there are a lot of them to be able to email. (over 1000). I will be out of the country for about 5 days and will have them ready for you after that. Take care man!
Thanks for your friendship. Stay safe & have a great week
Thanks for the add, stay safe
Hey Josh, I have it ready for us. I will need to bring to the department because it is very big and will not fit on a flash drive. I will make you a copy and will bring it to training. Life is good, getting some rest after the academy. I just passed my CPAT last week. Cheers man and be safe!
thanks for the add
how are things going
thanks for the add
Whats up Josh! How are you man?
Hey man,, just sent you the invitation I created for the graduation. Let me know if you liked.
Hey Josh, wildland pics are posted on my page! take a look
Account Removed
about 6 years ago
Haha yea that's right Hyink, Im from Mira Mesa, section 8, the house with the bars on the window.LOL
Thanks for the add.
Hey Josh! Thanks for the add! Have a safe week!


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1.0 ea
{{productModel.jsonData.ruleMessage.prefix}} {{productModel.jsonData.ruleMessage.link.name}} {{productModel.jsonData.ruleMessage.suffix}}
Ship to you only - {{productModel.rebateText}}
In stores Not sold in stores - {{receiveingOptions.inventoryData.pickUpChargeThresholdMsg}}
Safe - approved for use on children over 2 months of age. #1 pharmacist recommended brand.
Creme Rinse: Read warnings before use. Adults & children 2 years of age & over: Inspect: All household members should be checked by another person for lide &/or nits (eggs). Use a magnifying glass in bright light to help you see the lice & nits (eggs). Use a tool, such as a comb or two sharpened pencils to lift & part the hair. Look for tiny nits near the scalp, beginning at the back of the neck & behind the ears. Small sections of hair (1-2 inches wide) should be examined at a time. Unlike dandruff, nits stick to the hair. Dandruff should move when lightly touched. If either life or nits (eggs) are found, treat with Nix Creme Rinse. Treat: Wash hair with a shampoo without conditioner. Do not use a shampoo that contains a conditioner or a conditioner alone since this may decrease the activity of Nix. Rinse with water. Towel dry hair so it is damp but not wet. Shake the bottle of Nix well. Completely saturate the hair & scalp with Nix. Begin to apply Nix behind the ears & at the back of the neck. Keep Nix out of the eyes. Protect the eyes with a washcloth or towel. Leave Nix on the hair for 10 minutes but no longer. Rinse with warm water. Towel dry hair & comb out tangles. If live lice are seen seven days or more after the first treatment, a second treatment should be given. Read all the directions in the Consumer Information Insert & warnings before use. Keep the carton. It contains important information. Store at 20� to 25�C (68� to 77�F). Lice Combing Gel: After using lice killing creme rinse, towel dry hair. Apply combing gel until all the hair & scalp is thoroughly wet with product. Make sure product covers the area behind the ears & at the nape of the neck where there are more likely to be nits. Part hair into sections & clip back. Use the enclosed special-toothed comb to comb out dead lice & nits. Comb out one section at a time. It is extremely important to comb out dead lice & nits. If hair begins to dry, reapply additional product. When you finish combing, rinse hair thoroughly with warm water. Nix Combing Gel does not kill lice & nits. Pesticide Free. Lice Control Spray: Shake bottle well before using. It is a violation of Federal Law to use this product in a manner inconsistent with its labeling. For use in non-food areas of homes. Indoor Application: Surface Spraying: To kill lice & louse eggs, spray in an inconspicuous area to test for possible staining or discoloration. Inspect again after drying, then proceed to spray entire area to be treated. Spray from a distance of 8 to 10 inches. Treat only those garments & parts of bedding, including mattresses & furniture articles to dry thoroughly before use. To control bedbugs: Spray mattresses lightly, particularly around tufts & seams. Take beds apart & spray in all joints. Allow all sprayed articles to dry thoroughly before use. Do not use in food/feed handling establishments, restaurants or other areas where food/feed is commercially prepared or processed. Do not use in serving areas while food is exposed or facility is in operation. Serving areas are areas where prepared foods are served such as dining rooms, but excluding areas where foods may be prepared or held. In the home, cover all food handling surfaces, cover or remove all food & cooking utensils or wash thoroughly after treatment. Do not apply to classrooms while in use. Not for use in Federally Inspected Meat & Poultry Plants. Application is prohibited directly into sewers, storms drains, water bodies, or aquatic habitat can occur. Do not allow the product to enter any drain during or after application. Storage & Disposal: Do not contaminate water, food or feed by storing or disposal. Pesticide Storage & Spill Procedures: Keep from freezing. Store upright at room temperature. Avoid exposure to extreme temperatures. In case of spill or leakage, soak up with an absorbent material such as sand, sawdust, earth, fuller's earth, etc. Dispose of with chemical waste. Pesticide Disposal: If partly filled - call your local solid waste agency for disposal instructions. Never place unused product down any indoor or outdoor drain. Container Disposal: If empty - nonrefillable container. Do not reuse or refill this container. Place in trash or offer for recycling if available.
©Insight Pharmaceuticals, LLC
Creme Rinse: For external use only. Do not use on children under 2 months of age near the eyes, inside the nose, ear, mouth or vagina or on lice in eyebrows or eyelashes. Ask a doctor before use if you are allergic to ragweed. May cause breathing difficulty or an asthmatic episode. When using this product, keep eyes tightly closed & protect eyes with a washcloth or towel. If product gets into the eyes, immediately flush with large amounts of water. Scalp itching or redness may occur. Stop use & ask a doctor if breathing difficulty occurs, eye irritation occurs or skin or scalp irritation continues or infection occurs. If pregnant or breast-feeding, ask a health professional before use. Keep out of reach of children. If swallowed, get medical help or contact a Poison Control Center right away. Lice Combing Gel: For external use only. Avoid contact with the eyes. Keep out of reach of children. If swallowed, get medical help or contact a Poison Control Center Right away. Lice Control Spray: Not for use on humans. Keep out of reach of children. Environmental Hazards: This product is extremely toxic to fish & aquatic organisms. To protect the environment, do not allow pesticide to enter or run off into storm drains, drainage ditches, gutters or surface waters.
Creme Rinse: Treats head lice. Lice Combing Gel: To remove head lice & nits (their eggs).


text:
This is a discussion on [News] Dell's Affair with GNU/Linux Grows: Red Hat Preinstalled - Linux ; -----BEGIN PGP SIGNED MESSAGE----- Hash: SHA1 Dell launches monster quad-core notebook ,----[ Quote ] | The weighty, from 3.88kg (with one HDD) machines come with a | nine-cell "85Whr" battery. Operating system? Windows Vista 32-bit and 64-bit, | and Red ...
Hash: SHA1
Dell launches monster quad-core notebook
,----[ Quote ]
| The weighty, from 3.88kg (with one HDD) machines come with a
| nine-cell "85Whr" battery. Operating system? Windows Vista 32-bit and 64-bit,
| and Red Hat Enterprise Linux WS are the pre-load options.
Fixing Vista
,----[ Quote ]
| The latest experiment comes from Dell. In August, the Round Rock, Texas-based
| company offered a sneak peak at a new technology called "Dell Latitude ON"
| that can use Linux software and a power-sipping processor to give Windows
| users instant access to e-mail, the Web and calendaring information on Dell's
| business-class notebooks.
Dell to launch Atom netbook in RP this October
,----[ Quote ]
| The Inspiron Mini 9 will be preconfigured with either Windows XP or Ubuntu
| Linux and comes in black and white colors.
Dell Inspiron Mini 9 Available Now: Windows XP $399, Ubuntu $349
,----[ Quote ]
| Update: You can pick one up for $99 if you buy another Dell AND it has 3G
| hidden inside.
Dell Inspiron Mini 9 (Linux)
,----[ Quote ]
| Like the Sylvania g Netbook Meso, the Inspiron Mini 9âs speakers are below
| the screen on the bottom bezel. They were able to pump out Coldplayâs Life In
| Technicolor at a surprising volume, and lacked the typical tinniness of other
| small notebooks.
Dell mini-notebook offers Linux for a premium
,----[ Quote ]
| Round Rock (TX) â Dell today announced its first mini-notebook that squarely
| aims for a market that has been created by products such as the OLPC or Asus'
| EeePC. It comes in a stylish package with an 8.9â screen and Windows and
| Linux options. But while Dell has decides to join its rivals on the
| mini-notebook train, it found that calling this device a ânetbookâ would not
| be a good idea.
Dell bets on a small laptop
,----[ Quote ]
| The Inspiron Mini 9 will have a starting price of $349 for a Linux version,
| and will be available in the U.S., Japan, and some European countries.
Dell outs Mini 9: Ubuntu Linux netbook for $349
,----[ Quote ]
| Dell today is revealing the full details of the Inspiron Mini 9, its first
| netbook. The 8.9-inch portable once rumored as the Inspiron 910 shares a
| similar design to larger Inspirons but, apart from the smaller screen, uses a
| 1.6GHz Intel Atom chip and Ubuntu Linux to significantly shrink its size
| without significantly affecting its responsiveness or its feature set.
Dell's Ubuntu-powered mini-laptop arrives tomorrow
Dellâs Mini Inspiron 910 Full Specs: Ubuntu Linux or Windows XP
,----[ Quote ]
| Last week we saw Dell launch some E-series business laptops, but the Dell
| Mini Inspiron was nowhere in sight. Today we get to see Dellâs first ever
| netbook in images, specs and also a potential release date. Â*
Leaked: Dell Inspiron 910 (Mini Note) Specs and Release Date
,----[ Quote ]
| The system will go on sale in just a few daysâAugust 22nd our source saysâbut
| we still don't know whether or not that $299 starting price is just a myth.
Inside Dell's 'BlackTop' laptop Linux OS
,----[ Quote ]
| Dellâs new laptops sideline Windows with a fast-boot Linux OS and ARM
| processor to check email, browse the Web and even sync with Exchange.
The Next Linux You Use Could Be Virtual
,----[ Quote ]
| Major players in the laptop computer market go virtual with Linux. HP,
| Lenovo, and now Dell offer laptops that have a Linux Mode.
Sun xVM VirtualBox is now available
,----[ Quote ]
| Sun Microsystems Inc., has announced new multi-year original equipment
| manufacturer (OEM) agreements with Avanquest Software, Q-layer and Zenith
| InfoTech Ltd. to expand the global reach of Sun xVM VirtualBox.
Dell introduces ten new laptops
,----[ Quote ]
| On is a flash-based barebones Linux install that gets you up and running, on
| the Net, and with much of what you need to run the computer in instantly.
| Dell went to great pains to avoid saying the L-word though, it might anger
| the very touchy gods atop mount Redmond.
Are âinstant onâ notebooks the future?
,----[ Quote ]
| If I think about my normal notebook usage patterns, Iâm pretty sure I could
| spend a good 80 - 90% of my time in the instant on environment and only boot
| into Windows when I needed to do something specifically Windows-centric. In
| fact, given a properly set up Linux distro as the main OS (which should be a
| snap to set up since these systems would/should already be Linux-compatible
| because they are running the Linux-based instant on OS ) which would allow me
| to handle Microsoft Office docs, and a VPN, I could do away with having
| Windows on the system altogether and simply connect to a secondary
| Windows-based PC when I wanted that functionality (when on the road I rarely,
| if ever, need to run anything heavy such as Photoshop).
Dellâs comeback machine
,----[ Quote ]
| There are some surprises beneath the surface of the Latitude line as well.
| One is an optional Linux-based low-power mode called Dell Latitude On, which
| boots in two seconds. It offers more than a dayâs worth of battery life for
| basic tasks like web surfing, Exchange e-mail, and viewing e-mail
| attachments, and runs on an ARM-based (ARMH) chip rather than the main Intel
| processor. (HP and Lenovo laptops offer similar Linux modes, but with fewer
| capabilities.)
Version: GnuPG v1.4.9 (GNU/Linux)
iEYEARECAAYFAkjaqYoACgkQU4xAY3RXLo5oCQCgjA6pkHu2Zj yM7PgoRzw49o8K


text:
- Hello guys, I present to you my second template onThemeForest.
Draco is grid-base single page parallax template, fullyresponsive and designed for the retina display.
It is built with the HTML5 and CSS3 latest technologies, but atthe same time make it compatible with older browser versions.
Any feedback you are, i'm happy to hear that.
Thanks for your time!
You see details of theme here and you can see the live theme preview here.


text:
Driving Through Time - The Digital Blue Ridge Parkway
About this Image
Title | New Display in Mineral Museum |
Date | August 5, 1974 |
Description | Photograph shows a display entitled "In Pursuit of Pleasure" at the Museum of North Carolina Minerals, located near milepost 330.9 in section 2L of the Blue Ridge Parkway. The panel reads, "WHAT TO SEE - WHERE TO GO - INQUIRE HERE OR ASK YOUR PARK RANGER" and lists various attractions. Taken by C.E. Westveer on August 5, 1974. |
Location |
Location Name: Museum of North Carolina Minerals Parkway Milepost: 331.0
Latitude: 35.853343
Longitude: -82.051997 |
Creator Individual | C.E. Westveer |
Tags |
Gillespie Gap (N.C.) Museum of North Carolina Minerals (N.C.) Museums Photographs Tourism |
Credit | Courtesy National Park Service, Blue Ridge Parkway |


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Ozzie Silverman, Government of Canada
CHARLES WESSNER: I am pleased to introduce Ozzie Silverman, who will moderate this session on the role of research in the economy. Dr. Silverman has had a distinguished career in both the private sector and with the Canadian federal government. He is currently the Director General for Science Strategy in Industry Canada. He is also very active in the OECD, which has the task of working through a number of these issues.
OZZIE SILVERMAN: The title of this session is an amalgam of ideas that are central to the policy agenda of every country—a grouping now commonly addressed under the broad rubric of innovation policy. It is a particularly active area of government policy interest and one with the potential to give rise to serious friction among national economic systems.
In almost every country, government policies for the support of innovation are in a state of transition. They are evolving and being refined to respond to powerful forces as well as to new ideas about the sources of economic growth, particularly of the so-called knowledge-based economy. By way of introduction, I would submit that there are four major factors driving changes and innovation policies. They are both domestic and international.
First, the dynamics of technological change has itself changed. Among other things, technological change is now driven by science to an extent not seen or previously experienced.
The second factor is trade liberalization and the internationalization of production systems that are forcing governments to develop policies that take account of the fact that R&D and production can be shifted from one country to another.
Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 153
International Friction and Cooperation in High-Technology Development and Trade: Papers and Proceedings
Session 7
Research, Economic Growth, and Competitiveness
Ozzie Silverman, Government of Canada
CHARLES WESSNER: I am pleased to introduce Ozzie Silverman, who will moderate this session on the role of research in the economy. Dr. Silverman has had a distinguished career in both the private sector and with the Canadian federal government. He is currently the Director General for Science Strategy in Industry Canada. He is also very active in the OECD, which has the task of working through a number of these issues.
OZZIE SILVERMAN: The title of this session is an amalgam of ideas that are central to the policy agenda of every country—a grouping now commonly addressed under the broad rubric of innovation policy. It is a particularly active area of government policy interest and one with the potential to give rise to serious friction among national economic systems.
In almost every country, government policies for the support of innovation are in a state of transition. They are evolving and being refined to respond to powerful forces as well as to new ideas about the sources of economic growth, particularly of the so-called knowledge-based economy. By way of introduction, I would submit that there are four major factors driving changes and innovation policies. They are both domestic and international.
First, the dynamics of technological change has itself changed. Among other things, technological change is now driven by science to an extent not seen or previously experienced.
The second factor is trade liberalization and the internationalization of production systems that are forcing governments to develop policies that take account of the fact that R&D and production can be shifted from one country to another.
OCR for page 153
International Friction and Cooperation in High-Technology Development and Trade: Papers and Proceedings
A third factor is the recognition that there are limitations in the carrying capacity of global ecosystems. And this is giving rise, a bit slowly, to the need to reshape production, energy, transportation, and other systems to achieve sustainability.
And the fourth factor is the end of the Cold War and the implications for the defense industry, as well as the traditional sources of research funding for the university system.
Adding to these driving forces is the continuing view of governments that they have a role to play in engineering new comparative advantages for their economies. This view has given rise to a variety of public policies that may be the basis of frictions between countries.
Friction is not a new phenomenon. It has been going on since the early 1980s. A number of years ago, Sylvia Ostry wrote a paper on the policy-induced recession in the early 1980s. That was the time when a number of governments came to the view that all new emerging science and technology could be the basis of economic growth in the future, and that they should be positioning their countries to capture future markets for high-technology products. This is how technology came to be viewed as a strategic asset in global trade competition. Of course, that brings with it a cascading effect—when one country takes action to mobilize national resources, other countries follow. For example, when Japan launched the fifth-generation project, the United States came out with the Strategic Computing Initiative, and Britain launched the Alvey Program.
This session will deal with three aspects of this new paradigm, and we have a very distinguished panel which balances public and private sectors. The defense research area will be addressed by Anita Jones, Director of Defense Research and Engineering at the U.S. Department of Defense. The subject of public funding of research will be addressed by Charles Curtis, Undersecretary of the U.S. Department of Energy [DoE]. The role of other countries in sustaining the U.S. domestic research base will be addressed by Knut Merten, president and CEO of Siemens Corporate Research.
Defense Research and Technological Superiority
Anita K. Jones, Department of Defense
I would like to tackle the subject of research, economic growth, and competitiveness by discussing the two ends of it: defense research and military competitiveness.
Most of the discussions at this conference have revolved around economic competitiveness in which the metric is the bottom line in corporate and national strength. At Defense Research and Engineering we are the national security mission agency for the United States, and our report card for competitiveness success is written on the battlefield or the site where a security mission is executed.
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International Friction and Cooperation in High-Technology Development and Trade: Papers and Proceedings
We had a great deal of technological success in Operation Desert Storm. Technology was not the sole enabler, but it was a necessary enabler for the type of success in that operation. If we look at the technologies that made the most difference—stealth, precision strike, night vision, and an increased battlefield information awareness—the majority of these technologies today are military technologies for which there is not a very large commercial market. Possibly there will be a commercial market for them in the future. Affordability is a large issue, and some challenges have to be met before affordability is achieved.
These technologies started life as military-dominated technologies. So when we talk about defense leveraging commercial industry, we have to look at that quite carefully: when and where we do it and what it means to leverage commercial industry. It is not merely buying components off the shelf; that is the least of the challenges in this arena.
To a first approximation, there are five agencies in the federal government that are concerned with long-term technological research. Health and Human Services has a third of the long-term budget. There are four other agencies that have, at the back of the envelope level, about the same amount of budget: NASA, the DoE, the DoD, and the National Science Foundation. All of these agencies have different missions, and their investment differs dramatically.
The DoD receives 16 percent of the $28 billion U.S. government investment in long-term technology activity. The objective of the DoD science and technology program is to enable military superiority based on technology. So the DoD invests where the greatest promise is for enabling that type of military superiority. Today that investment is in electronics, in information technology, and in materials. These are some of the high-priority areas, but certainly not all.
If you look at the U.S. federal investment in these areas for the long term—not at the entire $70 billion R&D budget, but the $28 billion that is in the long-term investment—the DoD dominates the electronics investment, particularly the electrical engineering investment.
Defense also invests heavily in mechanical engineering and materials. Collectively, the DoD is a major, if not the major, investor in information technologies. Again, this is just the federal investment, not the industries investment, which for all R&D is certainly larger.
Defense is also a very heavy investor in engineering. The DoD builds a lot of systems, and they have to operate under very severe environments, and they have to operate over the long term. So the DoD invests approximately 40 percent of what the federal government invests in long-term engineering technologies.
Government investment has been made over the decades to enable technological breakthroughs, such as time sharing, networks that have given us the Internet today, and the National Information Infrastructure for tomorrow. Government investment in decade-long investments is crucial. The interplay of government and industry investment is very complex. Many people today believe that we should let industry do all the R&D. I certainly hear this from some of the
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International Friction and Cooperation in High-Technology Development and Trade: Papers and Proceedings
four-star generals at the DoD because the DoD has a budget that is down 40 percent over the past decade.
However, for defense purposes, industry cannot do it all. Their dominant investments are for the short-term, measured in three to five years. Global competition is forcing down the industrial investment dramatically. There are good reasons to recognize in this financial climate, in this global competition, why it is prudent that industry cannot and will not make that long-term investment.
In this changing world, we are breaking some of the paradigms of the past and are asking how to best invest to ensure access to the technology that will enable technological superiority for the military.
First of all, the DoD seeks unique military advantage. And quite bluntly and frankly, where we can keep it solely to ourselves, we are going to invest to do so. Where there are really new breakthrough technologies, we need to invest, particularly in military-unique areas, where no one else will. This is the investment that the DoD will protect in the science and technology area as budgets go down.
Second, DoD needs to leverage wherever it can find good ideas. In the DoD there is a more outward-looking policy in the science and technology community. There are a number of very early collaborative science and mid-stage technology projects with nations all across the globe. For example, the Russians have a very good ejection seat, suitable for use in fighter aircraft. And so we have a collaborative project with the Russians to do an evaluation of that technology.
So leveraging whoever is smart and whoever has a good idea is an appropriate strategy for defense. And in the very early science arena, one wants to work with the best on the globe. And that is a strategy that the DoD is executing.
The third approach is to leverage commercial assets, where there is commercial advantage to be had and where it can be leveraged in a way that we are assured we will be able to use it for defense systems. We are talking with our long-time international partners to look creatively for opportunities in which we can collectively afford to pursue something that the United States cannot afford to do alone.
There is another force that has come to bear on what defense does, and that is that there is a strong voice among the war fighters who will fight in partnership with our allies, with our coalition partners, and we want these partners to be well equipped. So it is in our own self-interest that we work cooperatively with our allies and that we go into a mission with all partners well equipped. That is a major change from the past.
In the past decade the DoD has been looking actively for cooperative ways to work. As a result, a number of consortia have been formed. Many of you may think of these consortia as U.S. companies but, in fact, in many cases these are companies that have very strong international markets. Some of these are cooperative cost-share consortia. They have grown over time because working through consortia was believed by the DoD and NASA to be a smart way to do more with scarce dollars. The objectives are jointly arrived at by the industrial partners and the government.
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DoD deliberately enters into co-development, coexploration, coproduction projects internationally. Let me give you as one example, an experimental craft called the X3 1, which we jointly developed through ARPA in the United States and Germany. Daimler Vince Aerospace was the German corporation, and Rockwell was the American corporation.
The challenge was to have a tailless aircraft that used thrust veins to vector the gases as the means for controlling the aircraft. This project showed that you can fly supersonic and do this. This was indeed a joint project. The pilots were both German and American. This has been a successful project and is a good example of an early-stage technology exploration that was executed in a joint way with one of our allies.
I have gone through a set of four different ways that we cooperate. There is no one solution. The United States and all the countries that I have had direct interaction with are looking for creative ways to leverage their funds, to gain access to technology in one way or another, and there are many ways to cast a mutually beneficial international cooperation. One size does not fit all.
I will highlight a point that Daniel Goldin made this morning. This country must continue to invest in a stable way in long-term science and technology. We must nurture the infrastructure, both in universities, which are the long-term corporate memory for science, and in industry, which is the long-term memory for technology and production.
We must invest for technology breakthroughs. It is scary to hear people talk about dramatic reductions in the R&D budget, because you cannot achieve breakthroughs without decades of stable investments.
We are aggressively looking to cooperate, but it is with an eye to the United States getting the advantage. We are being more open, and we see a tremendous advantage in cooperating with our allies to exploit technology as rapidly as possible.
ERHARD KANTZENBACH: You mentioned that American investor firms do the bulk of their investment in short-term investments. Is this the result of some financial institutions on the American capital market, that these firms feel that they have to defend themselves against the threat of takeovers? In other industrial countries we do not have this phenomenon, especially in Japan and in continental Europe.
ANITA JONES: There are a number of reasons, but the financial community structure in this country is a major one. For publicly held corporations, the equivalent of 100 percent of their stock turns over between 12 and 24 months. That is why boards of directors have a strong fiduciary responsibility to pay attention to the short term. That is not the only reason, but that is a major reason.
Another reason is that global competition has heated up. There are less funds available to be directed to long-term research. We are impatient in America and often look for short-term return. We want an answer now.
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Culturally, we are less patient than other countries across the globe. Research is difficult to predict, so it is high risk. You might get a product that others are in a better position to exploit. Your sales force may not be educated in this area, they might not have the right contacts.
You may produce technology or products that are entirely outside of your corporation's expertise and not be able to get the benefit of the corporate long-term investment. And since our corporations operate solo, there is no leverage if you develop a technology that your corporation cannot use. You can sell it but probably not at good return on investment.
Public Funding of Research: A Strategic Imperative?
Charles Curtis, Department of Energy
At no time since World War II has the threat to this nation's R&D base been so apparent or serious. My talk here today speaks to this threat as it is embodied in the proposed budget cuts; why the direction of cuts within the R&D budget is particularly harmful for economic growth and for our mission accomplishment. I will offer comments about what we are doing at the Department of Energy [DoE] to manage our piece of the nation's R&D enterprise more effectively, and will make a few comments on the implications of these budgetary changes for our capacity to engage in international ventures.
First, let me focus on the budget cuts. In its attempt to balance the budget, Congress so far has failed to distinguish between spending that is truly discretionary and might safely be curtailed or postponed, and spending that represents good investments with real future payoffs to government's essential functions—its missions—and payoffs to society and industry in the form of enhanced capacity for innovation.
Much of this nation's R&D expenditure claims to provide high rates of return of this type. To retrench on this investment is a false economy.
Despite this, the House Budget Resolution appears to reduce civilian federal R&D spending by more than 11 percent by the year 2002; assuming a modest inflation rate, this would represent a real dollar cut in seven years of one-third against the base.
As great a concern is where these cuts are targeted. The new Congress appears to be using a dated ''linear" model of innovation in deciding where to target their R&D cuts.
For much of the postwar period, it was widely held that the government had two appropriate roles in supporting R&D. Government should support basic research and it should support R&D for the government' s own missions, of which defense was foremost. Why should government support basic research? Because the payoffs are real, but diffuse and long enough into the future that only
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government—acting as our representative—can recapture its benefits for our society.
A linear model: The conceptual model for innovation involved a "linear" process. Government would support basic research, and the private sector's role was to take that knowledge generated from government-supported basic research and do the additional work needed to develop commercial products.
In recent decades, of course, it has become clear that this "linear" innovation model is overly simplistic. Although basic research sometimes does lead to the creation of new industries, such as biotechnology, there are many other innovation mechanisms.
Sometimes it is new technology that leads to new science, either by showing where new knowledge is needed or by providing the tools to create new knowledge. For example, some believe that thermodynamics owes more to the invention of the steam engine than the other way around. Another example concerns one of our main functions at the DoE: that of developing new scientific instruments—such as accelerators, light sources, electron microscopes, and gene sequencers—which in time make new scientific discoveries possible.
New technologies also can be created by the fusion of other technologies. Some examples include optoelectronics from the marriage of optics and electronics and robotics from the marriage of electronics and mechanical engineering.
Another way innovation occurs has been suggested by Ralph Gomory, the president of the Sloan Foundation. He has pointed out that much innovation occurs as rapid incremental improvements to existing products, drawing on both science and other technologies.
In other cases it is the technology moving from one field to another that creates the new opportunity. The Lawrence Livermore National Laboratory recently invented a radar that can be put on a chip. This technology came out of the laser program at Livermore, but with refinements it can be applied to finding construction studs in houses or to providing collision warning systems in cars.
Furthermore, it is clear that the private sector often cannot fund all the longterm applied R&D needed to bring a breakthrough to the market. A current example is high-temperature superconductivity. Since the breakthrough work by IBM in 1986, a large amount of applied research has been under way to make it practical. Many companies that were interested initially backed out because they could not justify the long-term investment.
A few weeks ago the Los Alamos National Laboratory made a major breakthrough by figuring out how to make high-temperature superconducting materials into a bendable wire that can carry high currents. The research expenditure required to bring this about had fallen to government; the individual companies would not, and perhaps could not, support it.
Perhaps a better model for envisioning how research leads to economic growth is to see the science and technology enterprise as a complex network rather than a linear process. The Internet serves as a good analogy for the connec-
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tions between universities, federal laboratories, and companies. Just as it is hard to trace the path of an e-mail message across the country, it is hard to trace or predict how new knowledge and technologies come together to create new technologies. What is clear is that if you take out the key linkages, the network will generate less value.
Over the past decade, a consensus had built up in industry, government, and academic circles that key parts of this network—in particular the linkages between industry and government—were weak in the United States relative to other countries, a consensus that is breaking down in the political environment of today. It was, and is, though, a cardinal principle of this administration that strengthening these linkages was crucial to generating more economic value in the United States from research. And a companion view of this administration is to see the innovation process as more complex and interactive—requiring nurturing of all of its parts—a policy that honors and seeks to expand on the government's traditional investment role in basic research, but does not attempt to draw bright line distinctions in the continuum between fundamental and applied research.
The new Congress, however, has a different view. The House Science Committee, in its "views and estimates" states:
In many cases, we have neither the luxury nor is it a wise use of resources, to continue steering taxpayer dollars in the direction of applied research, which can, and should, be market-driven and conducted by the private sector.
This statement and the priorities now reflected in the budget clearly reflect the old linear R&D model. They assume that if government simply puts money into basic research, the market will automatically provide the economic benefits.
Not surprisingly, the House has focused its budget cuts, with the precision and subtlety of a hand grenade, on what the Committee sees as applied research of the "corporate welfare" character. They would continue to support what they see as worthy fundamental research, but take out programs that build linkages between companies, universities, and national laboratories. As Xerox CEO Paul Allaire and Cornell University President Frank Rhodes recently wrote:
Creative new R&D partnerships across the sectors need to be embraced even if they challenge prevailing assumptions about the nature of research or government activity.
Unfortunately, the House budget cuts go against this prudent advice.
DOE's ROLE IN RESEARCH
To understand the import of this mistaken action in the case of the DoE, I will say a few words about the DoE's role within the U.S. science and technology network. The DoE funds a major part of the nation's basic research. In FY 1995, DoE will support $2.8 billion of basic research—nearly 20 percent of the total federal support, second only to the National Institutes of Health. For example, we support major physics facilities, such as the international team at Fermi Lab
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that recently found experimental evidence for the existence of the elusive "top quark," as well as extensive work in materials and in the life sciences.
In FY 1995, the DoE will provide 9 percent of the total federal support for R&D, or 20 percent of federal nondefense R&D. In fact, almost 40 percent of DoE's FY 95 budget is considered federal R&D.
We operate many scientific user facilities—used by some 15,000 industry, university, and government scientists each year. We receive requests for twice the amount of time that is available. Each request goes through a peer review process, which ensures scientific merit and that the use requires the DoE's unique capabilities.
We support nearly $850 million of university research. The loss of any significant part of this will be hard to make up from other sources. For example, the funds spent with MIT alone total nearly $70 million. That represents a lot of tuitions.
The proposals to eliminate the DoE, and the budget cuts proposed by the House Budget Resolution, are a clear threat to this science and technology network. Let me explain what is at stake in ascending order of threat.
Our High Energy and Nuclear Physics Research Program, totaling nearly $1 billion in FY 1995, would fare relatively well because it would be cut by only 9 percent by FY 1998. But the resolution would totally prohibit the restoration of funding called for in the Drell report, reflecting the community' s expert judgment of what is required to maintain world leadership in this field.
Our Energy Supply R&D programs, totaling $3.3 billion in FY 1995—which include basic research in materials and in the life sciences, as well as research on renewable energy resources and fusion, among others—would be cut by 35 percent by FY 2000.
Our Energy Conservation R&D programs, totaling nearly $450 million in FY 1995, which fund some of our important successes—such as superconductivity work and advances in energy-efficient lighting that have paid for themselves many times over—would be cut 79 percent by FY 2000.
Our natural gas, oil, and coal R&D programs, totaling nearly $450 million in FY 1995, would be cut 77 percent by FY 2000. This appears especially shortsighted in view of recent forecasts that world dependence on Persian Gulf oil exports will double over the next 15 years.
These cuts, of course, are greater in real terms because they do not reflect the effect of inflation, which we now estimate will reduce a dollar' s purchasing power by approximately 25 percent in the next seven years.
Of course some cuts can be made, and the innovation system can always be improved. But changes need to be made in a way that carefully preserves the core research and strengthens the linkages through which the research provides value to the nation. Blunt instruments will not do a job requiring scalpels. At the DoE over the last few years we have been doing a more careful pruning of the R&D bush.
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We are engaged in a major new effort, begun at the outset of this administration to:
focus our efforts where we can contribute the most,
cut overhead costs out of our laboratory system,
make the DoE and its laboratories work together better as a system, and
improve the integration of the DoE with the rest of the R&D system.
We began by developing a strategic plan to determine the areas in which the DoE provides the most value to the nation. We have started reforming our contracts with the organizations that manage our laboratories, to give them greater incentives to cut costs and improve their efficiency. We recently released our Strategic Alignment Plan, which will ultimately result in a reduction of 27 percent of our federal employees.
We also asked Bob Galvin, former chairman of Motorola, to head a task force to examine the missions of our national laboratories. We asked Dan Yergin, the energy industry expert and author of The Prize, to head a task force that will help evaluate and set priorities for our applied energy R&D programs. And we are now implementing the changes in response to the recommendations made by the Galvin Task Force. Let me highlight a few of the changes:
We are committed to cutting overhead cost out of the laboratory system. Al MacLachlan, the former Dupont chief technical officer who helped cut cost out of Dupont's R&D system and is now my deputy, is leading an effort to help accomplish the same for the DoE.
We are reducing the DoE's audits and are allowing the laboratories to follow commercial practices in the procurements. Over the years, our laboratories have had to follow more and more federally imposed rules. We are reversing years of regulatory creep and freeing them up.
We have formed a Laboratory Operating Board, with both DoE and external members, to help our laboratories work together better as a system, with defined centers of excellence, operating under processes that draw on talents throughout the system.
Out of this effort will come a leaner, more cost-effective DoE and one that works together in a more tightly integrated way.
We also are working to improve the way DoE works with the rest of the U.S. R&D enterprise. For example, we are working with other agencies through the National Science and Technology Council, and we are working much more closely with industry. We have Memoranda of Understanding with the Departments of Defense, Commerce, Agriculture, and with NIH. We have more than 1,200 Cooperative R&D Agreements with industry, involving more than $1 billion in industrial contributions, essentially triple the number of two years ago. This work not only benefits industry, but benefits the various DoE missions. Our labs can accomplish their goals more effectively working with industry than working alone.
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This would be an ambitious set of activities for a private company. They are even more challenging for a government agency. But we are making progress, and we will accomplish these tasks.
Let me conclude with a few comments on the implications of these budgetary changes on the larger theme of international friction and collaboration.
The first point is that there is a very large degree of uncertainty about both the future of our organization and the funding for individual activities. It is difficult to predict how this will affect international collaboration. It is possible that budget cuts will force us to collaborate more; we certainly would like to improve our collaboration. Unfortunately, it is more likely that budget cuts will prevent us from collaborating.
Take for example our fusion program. Under an ideal budget, we would like to support our own fusion machine, the TPX, and participate in the international thermonuclear experimental reactor [ITER]. Our capacity to engage in activities that require long-term commitment is put into question by this budgetary turmoil. To sustain these activities will require a high-level presidential commitment and political consensus in the Congress that is able to sustain the required investment over a 25-year period. Toward that end, the President's Council of Advisers for Science and Technology [PCAST] is reviewing options for the fusion program. Our capacity to make this investment is now very much in question.
In general, we are approaching international collaboration in the same way we approach other partnerships. We are looking for win-win solutions. First and foremost, we are looking for benefits for the U.S. taxpayer, but we recognize that any successful collaboration must make sense to our partners as well.
In some cases we will want to share the cost of major science facilities or welcome foreign scientists to our facilities. In other cases we will want to ensure that the technology we develop with an industrial partner will provide substantial benefits to the U.S. taxpayer. And in still others, we will directly support scientists and engineers from other countries, such as scientists from the former Soviet Union, if it would support our nuclear nonproliferation goals.
It is difficult to define precise rules concerning these activities. The best we can do is to use our judgment about what makes sense for the American taxpayer and for our specific missions while acting within a framework of congressionally directed preferences, and, in some cases, restrictions.
I have focussed my discussion on the DoE because it provides a compelling illustration of the dilemmas before us. Other agencies, however, are facing similar challenges in trying to maintain the integrity of their research programs and their linkages to economic growth and competitiveness. Other agencies also are facing similar challenges in maintaining their international collaborations in this budget climate.
But the fundamental and first-order challenge is to inform the congressional
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judgment, to teach it to discriminate, to take a broader view of the innovation process, and to learn what is at stake. In this, you have as much of a role as I. It is a considerable challenge, and we will need your help and support.
WILLIAM SPENCER: Would you comment about your view on how basic research will be funded in our national labs versus universities, and perhaps the changes you are taking in an approach to international collaboration that will save us from digging another $8 billion hole in Wachsahatchee, Texas, and then offering to sell part of it to our foreign participants.
CHARLES CURTIS: Dr. Spencer is referring to the superconducting supercollider investment that envisioned an international contribution, and obviously represents a failed enterprise on the part of government because the super-collider lost its capacity to sustain the necessary political consensus to fund that project over time. You can talk about cost overruns and the redesign of the program, which basically changed the economic parameters, but at least in my judgment the fundamental problem was the inability to sustain a political consensus to support that investment over time.
What we are doing about that is illustrated in my reference to the PCAST related to the fusion program. The fusion program involves a major international collaboration in the ITER that, incidentally, is expected to cost $10 billion to construct and $10 billion to operate over its expected operating period. The reason that we examined the PCAST was to determine if we could develop a high-level presidential commitment to that program, which is necessary for sustainable financial support, as well as to engage Congress in something more than an annual appropriations act.
I suggest that this is very much in jeopardy. International collaboration requires a presidential commitment and a way of engaging Congress in making an investment over time and committing to it on an eyes-open, fully evaluated, analyzed basis. This is what we will try to evolve out of the PCAST process. It may be the only answer to getting international projects properly funded, and I am very skeptical whether it is possible in our current political environment.
With respect to questions about the locus of basic research dollars—that is, the tradeoff between investments in our national laboratories and in the university system—the answer is that the DoE does both. There is always the parochial first-preference claim of our national laboratories, or at least the suspicion that there was a first-preference claim. This is a fair criticism of the DoE's practice in the past, because it sees the maintenance of the national laboratories' core competencies as essential to its mission accomplishment. In the future, however, the DoE will be more disciplined as to where it puts that investment dollar, and it will present better opportunities for university basic research.
The DoE is now establishing a Laboratory Operating Board. One of its first missions will be to develop a strategic plan for the laboratories as a system, out of which the DoE will identify centers of excellence and also will lead laboratories for
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various work. By default, this will also define areas in which centers of excellence do not exist in DoE laboratories, but where they do exist in universities.
RICHARD BRADSHAW: I have heard a great deal of speculation on the part of the Republican leadership that the DoE laboratories could be sold or privatized. Even if one were to assume that that would be true, there are some implications, specifically the national research capability, that have to do with preferential treatment of customers, partnerships, or alliances. Could you address and speculate what the implications might be to the U.S. R&D base if so much of our capabilities were, indeed, privatized?
CHARLES CURTIS: I am not aware of any analytic basis on which such an assumption could be grounded. There is a great variety of capacity and character to the DoE laboratories, but quite obviously to the extent that they house facilities that are important to materials science research, for example, acquiring control over the use of those facilities against competitors would be a valuable competitive tool.
To that extent, there are certainly some facilities that could be privatized or that would be very attractive to private industry. But then there are all sorts of questions concerning the conditions upon which privatization might occur that are designed to assure, in essence, a fair field of access to the facilities in industry.
If I might use an analogy to the electric utility industry, it has not worked out very well when you have, in essence, one competitor maintaining ownership of an essential means of competition, even under rules that were designed to provide fair and full access to those facilities.
Foreign Contributions to the U.S. Research Base
Knut Merten, Siemens Corporate Research
I am from the Princeton Research Laboratories, but today I represent Siemen' s Corporate Research as a whole. We have three locations worldwide for corporate research: Erlangen and Munich, Germany, and Princeton, New Jersey. I offer to you today what I know best: how Siemens is organized in the United States in terms of R&D and what it does here.
Siemens is an electronics company and has been in the business for many years. Currently, it has 380,000 employees worldwide, which is a drop of over 5 percent since 1993-1994. It is Europe's largest private employer and the second largest employer worldwide. Sales are now a little over $60 billion annually.
Regionally, in terms of sales, Siemens is quite strong in Germany. If you include Europe and Germany together, three-fourths of our sales are Europeanbased. Thirteen percent of our sales are in the United States, 9 percent are in
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Asia. Siemens's strategic mission is to grow further in the United States and in East Asia.
Siemens came to the United States in 1970. At that time, the company had already been in business for 135 years. Before World War II, there was an agreement between Westinghouse and Siemens that they would not go into each other's territory, so Siemens did not begin business in the United States until after World War II. Currently, Siemens has over 46,000 employees and 75 manufacturing assembly locations in the United States. Geographically, Siemens is quite diversified.
The apprenticeship program: Siemens has also implemented an apprenticeship program in the United States that is quite successful and has been widely recognized and discussed. For example, Siemens has apprentice programs located in Raleigh, North Carolina; Lake Marion, Florida; at Potter & Brumfield in Princeton, Indiana; Franklin, Kentucky; and Newport News, Virginia.
If you compare Siemens with other foreign-owned companies in the United States, it ranks third. Siemens is the biggest foreign-owned manufacturing company in terms of U.S. employees.
U.S. content: The domestic content of Siemens's U.S. sales is approximately $6 billion. Imports are $1.4 billion. Most important, however, worldwide exports out of the United States are now more than $1 billion, a figure that is above average compared with other U.S. companies.
Siemens's overall U.S. R&D is somewhere between $600 million and $700 million, which is equal to the share we have in Germany. The bigger portion is in the operating divisions, not in central R&D.
The biggest spender in R&D in the United States is Siemens Public Network Switching, headquartered in Boca Raton, Florida. They are the third biggest supplier after AT&T and Northern Telecom in the United States. Siemens's corporate R&D budget this year was $21 million.
University funding: Cooperation with American universities is always viewed positively in the company. Approximately 60-70 million German marks have funded university research here and in Europe. Ten percent of this is spent in the United States. Princeton University is given the biggest share of these research dollars because we are geographically close to the university. Siemens Corporate research in Princeton has approximately 150 employees. The budget is $21 million to $22 million.
Siemens's R&D mission: Siemens has a worldwide responsibility for selected R&D topics; it does research in the United States for our operating companies throughout the world. We have approximately 40 people working in imaging and visualization. Our artificial intelligence activities employ 20 people. We are also growing in multimedia, and at the end of the year we will probably have 20 to 25 people in that area. These are our core technologies at Princeton. If someone in a lab in Germany had a problem in software testing, they would be directed to Princeton. This is exactly how Siemens has changed. Before 1991, we did research for our operating companies.
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Funding level: In regard to funding, we have roughly the same funding scheme as our German departments. Fifty percent is funded by the divisions, 35 percent is funded out of a central budget, and 15 percent is public funding. The funding scheme for Princeton is 50/50, because I do not receive any funding from federal agencies. We are writing some proposals and hope to win some federal contracts.
Siemens Corporate Research is handled like a department, but from a legal point of view, it is a company. It has worldwide responsibility for certain Siemens core technologies.
Siemens is also integrated in our innovation activities. For example, Siemens Corporate Research is responsible for the innovation field of health care. This is just looking for new opportunities in terms of market and in terms of technology over the long term.
From the headquarters' point of view we are totally integrated. The overall Siemens budget for corporate R&D is 400 million German marks. This is roughly 5 percent of the overall R&D spending.
Again, 10 percent of sales is devoted to R&D. Out of this 10 percent, 5 percent is corporate, so that brings it down to 400 million. Ten percent of this is here in the United States.
To summarize, I am responsible for an R&D organization, and I must say we should not forget that R&D also has to do with fun, with excitement, with good people. That is the reason why I would like to tell you about a specific project, an example, of a project that we are currently working on.
We have taken an inexpensive induction motor, and have tried to make some failure predictions—to indicate in advance when the motor is breaking down. This has been a successful experiment. We have implemented a very complex neural network that can only predict approximately 90-95 percent of all the cases of breakdown and separate between good motors and bad motors. It takes into account such factors as weight and how the motor is mounted.
This is one of the technologies that I believe are important for the future. So we are happy to have such projects at Princeton.
Thank you.


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The Gun-Brand
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Here was action -- life! Primitive man battling against the unbending forces of an iron wilderness. The red blood leaped through the girl's veins as she realized that this life was to be her life -- this wilderness to be her wilderness. Hers to bring under the book, and its primitive children, hers -- to govern by a rule of thumb!


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Lead Elephant Caregiver Purpose Roles and Responsibilities
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U.S. Department of Transportation Federal Highway Administration | Notice Subject DISTRIBUTION OF CERTAIN AUTHORIZED FUNDS FOR FISCAL YEAR (FY) 2006 PURSUANT TO SECTION 110(e) OF PUBLIC LAW 109-115 | ||
Classification Code | Date | Office of Primary Interest | |
N 4510.587 | December 28, 2005 | HCF-10 |
What is the purpose of this Notice? This Notice transmits the distribution of certain authorized funds pursuant to section 110(e) of the Department of Transportation Appropriations Act, 2006, Public Law (Pub. L. No.) 109-115. The distribution of these funds is shown on the attached table.
What is the background information? Funds that are authorized to be appropriated for FY 2006 for Federal-aid highway programs that will not be allocated to the States and will not be available for obligation in FY 2006 due to the imposition of any obligation limitation for such fiscal year, shall be distributed to the States. Such funds shall be distributed to the States in the same ratio as the distribution of obligation authority under section 110(e)(2) of Pub. L. No 109-115.
What is the availability of funds?
These funds are available for obligation until September 30, 2009. Any amounts not obligated by the State on or before that date shall lapse.
The funds resulting from this distribution are subject to obligation controls in force at the time of obligation. No new obligation authority is distributed with these funds.
The participating rate will be in accordance with section 120 of title 23, United States Code.
The funds shall be available for any purpose described in section 133(b) of title 23, United States Code. The appropriation code is L030.
What action is required? Division Administrators should ensure that copies of this Notice are provided to the State departments of transportation.
J. Richard Capka |


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So i have been trying to figure out why the AMD APP SDK Runtime Always fails during install. I have tried doing it as a fresh install and as just an upgrade. For the fresh instal i uninstalled all AMD/ATI files and programs. Rebooted into safe mode and ran the drive sweeper, rebboted once more and searched for anything amd/ati and found nothing. No matter how i tryt the amd app adk runtime always fails. Anyone know a fix for this?
Graphics Card-Diamond Radeon HD5750AMD Catalyst Driver Version, and Driver History- include driver version currently used, and version(s) tested previouslyOperating SystemWindows 7 service pack 1 64 bitIssue DetailsHaving issues when installing CCC this has been happening for the past few newer drivers that have been released
Catalyst™ Install ManagerInstallation Report09/05/12 20:30:55Hardware information Name AMD Radeon Graphics Processor Manufacturer Advanced Micro Devices, Inc. Device ID 0x68be Vendor ID 0x1002 Class Code 0x030000 Revision ID 0x00 Subsystem ID 0x2287 Subsystem vendor ID 0x1787 Other hardware Existing packages Microsoft Visual C++ 2010 Redistributable Packages for installAMD Catalyst Install Manager Final Status: Success Version of Item: 8.0.881.0 Size: 20 Mbytes AMD APP SDK Runtime Final Status: Fail Version of Item: 10.0.938.2 Size: 90 Mbytes AMD Display Driver Final Status: Success Version of Item: 8.982.0.0000 Size: 90 Mbytes AMD Drag and Drop Transcoding Final Status: Success Version of Item: 2.00.0000 Size: 1 Mbytes AMD Media Foundation Transcoders Final Status: Success Version of Item: 1.0.70727.2220 Size: 1 Mbytes Catalyst Control Center Final Status: Success Version of Item: 2012.0806.1213.19931 Size: 150 Mbytes Other detected devices Manufacturer Advanced Micro Devices, Inc. Device ID 0xaa58 Vendor ID 0x1002 Class Code 0x040300 Revision ID 0x00 Subsystem ID 0xaa58 Subsystem vendor ID 0x1787 Error messages
CPU DetailsFirst gen intel core i5 dual core hyperthread
Display Device(s) and Connection(s) Used
Acer x223 on a dvi cordMotherboard or System Make & ModelIntel H55HC Motherboard
You might try these drivers http://benchmark3d.com/amd-catalyst-9-00-august-9-ccc-fix . Uninstall the old drivers as usual..reboot. Run Driver Fusion (google)..amd drivers...delete. Reboot. Install new driver suite.
Intel I7 960 @ 3.87ghz *Intel DX58SO *AMD R9 290 4gb *Corsair TX650M *2x4gb Corsair XMS3 *WD Black 1TB *Windows 7 Home Premium 64bit ***Asus N71Jq laptop *Intel I7 720QM Processor *Mobility Radeon HD5730 1gb *8gb Ram *Windows 7 64bit ** Toshiba P75-A7200 * Intel I7-4700MQ * Windows 8.1 64bit
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Measuring WOM exercises marketers
22 April 2014
CHICAGO: Two thirds of marketers believe that word-of-mouth marketing is more effective than "traditional" marketing but they struggle to measure it effectively and to show ROI a new survey has said.
The Word of Mouth Marketing Association (WOMMA) and the American Marketing Association (AMA) collaborated on a survey of 328 corporate marketing professionals to assess the state of the word-of-mouth marketing industry, both online and offline.
The biggest issue facing the sector, it said, and one that may hamper its growth, is measurement. Fully 89% of marketers stated they had problems calculating offline WOM, while 79% said the same thing about online social.
And those difficulties contributed to another factor that is holding the sector back: 85% of respondents said they couldn't prove the return on investment of WOM marketing.
Consequently WOM was not a major budget item in most companies' marketing plans, coming well down the pecking order behind customer service (54%), email marketing (40%), customer relationship management (39%) and digital advertising (36%).
On 21%, it was, however, ahead of television (12%). This was, WOMMA said, because TV spending was concentrated among the very largest companies.
And it noted that when the data was broken down between smaller and larger companies (larger being those with 1,000 employees or more), smaller companies showed a greater financial commitment to WOM.
Some 29% of smaller companies described social media marketing as a "major" category, compared to 20% of larger companies. The equivalent figures for offline WOM were 23% vs 17%.
Despite the reservations about measurement, 70% of marketers were intending to increase spending on social media, more than any other marketing channel. Most expected spending on offline WOM to remain stable.
Larger companies were more likely planning to doing this than smaller ones (74% vs 67%), but that situation was reversed when it came to offline WOM, which 32% of smaller businesses described as a growing budget area, compared to 23% of large firms.
WOM marketing was used primarily to increase brand awareness, with 82% of respondents identifying this as a "major" objective. And more than two thirds also expected it to increase brand equity (73%), create consumer engagement (69%) and drive recommendations (65%).
Data sourced from WOMMA; additional content by Warc staff
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Football and politics: David Cameron's own goal
Election time in Pakistan: Hollow milestone
A democratic government completes a full term, to little applause53
Democracy in Pakistan: A first
The country is set to replace one democratically elected government with another10
Politics in Pakistan: Out goes Gilani
The Supreme Court joins the depressing tussle for the levers of power67
Pakistan's army and the law: The men in black v the men in green
In daring to take on Pakistan's army, the Supreme Court is striking a blow for the rule of law66
Squeezed between the army and the courts, Pakistan's civilian government may yet survive44
Pakistan's government: Generals to the left of us, judges to the right
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Pakistan's febrile politics: Open spats
The president returns—to a viper's nest partly of his own making196
Censorship in Pakistan: Sense of humour failure
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Pakistan's "memogate": As you were
Pakistan is forced to find a new ambassador to Washington17
Pakistan's populist judges: Courting trouble
An overactive judiciary might undermine a fragile democracy23
Pakistan's political crises: A biggish dust-up in Karachi
Street battles in Pakistan's biggest city reflect national politics126
Pakistan's shaky government: Hobbling along
The government needs help. Instead, it seems to be alienating its potential allies67
The waters are receding, but the damage done to Pakistan will take years—and better government—to undo78
Blighted Pakistan: Swamped, bruised and resentful
Terrifying monsoon floods add to a sea of other woes in Pakistan—and intensify pressure on the president226
Series of disasters in Pakistan: Flood of miseries
A hard season for all of Pakistan49
Presidential travels: Even the president must watch the pennies
Asif Zardari will stay in a "cheap" five-star hotel14
A constitutional settlement—or a prelude to more trouble?9
Politics and the courts in Pakistan: In disrepute
The countdown to the post-Zardari era begins36
Pakistan's embattled president: Peccavi
Just because Zardari sounds paranoid does not mean they are not out to get him13
Pakistan's crises: Front line against the Taliban
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Alvin Community College
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Alvin Community College is a medium sized two-year university in the large suburb of Alvin, TX.
The school is on the semester calendar system.
There are 8,187 undergraduate students at Alvin Community College.
Students attend part and full-time.
The school has its own library and participates in Title IV federal financial aid programs for those who qualify.more
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Author:Frank Harris
From Wikisource
←Author Index: Ha | Frank Harris (1854–1931) |
British-born, naturalized-American author, editor, journalist and publisher. The icon identifies that the work includes a spoken word version. |
- Pantopia (1930)
Short fiction[edit]
- Confessional (1930)
- My Life and Loves (1922)
- My Reminiscences as a Cowboy (1930)
- Oscar Wilde, His Life and Confessions (1916)
- Bernard Shaw (1931)
Some or all works by this author are in the public domain in the United States because they were published before January 1, 1923.
The author died in 1931, so works by this author are also in the public domain in countries and areas where the copyright term is the author's life plus 80 years or less. Works by this author may also be in the public domain in countries and areas with longer native copyright terms that apply the rule of the shorter term to foreign works.


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KINGWOOD A mother and her four young children endured a 30 -minute nightmare as four armed suspects tore up their Kingwood home.
It happened around 12:30 p.m. Friday in the 21800 block of Whispering Forest Drive in the Kings Manor subdivision.
Sajida Shah heard knocking at the door. She noticed the man who was knocking was wearing what appeared to be a blue postal uniform.
He and three others stormed inside the house after Shah cracked the door open.
He punched me, two, three times. Both my nose and my lip, explained Sajida Shah.
Shah s children, ages 13,11, 4 and 2-years-old, were also in the house.
The gunmen tied up Sajida Shah s hands and legs and dragged her around the floor. They then bolted upstairs to wake up her kids.
Then, they brought out a gun, all four of them. I was scared to death, said 13-year-old Sameer Shah.
Sameer Shah was also tied up while the gunmen ransacked the entire second floor of the home. The thieves stole electronics, expensive jewelry and $7,000 in cash.
I just kept quiet because I didn t want to say anything stupid and get shot, recalled Sameer Shah.
His three younger siblings soon came face to face with the same terror.
They told me to sit on the couch and don t look back because my mom was on the floor, said 11-year-old Marium Shah.
Marium Shah feared the intruders were going to kill her mother, and there was nothing she could do.
Her father was away at work, at the Exxon gas station he owns in Cleveland.
They took the money and the jewelry. That s fine. What if they killed her? They could kill my other family members. They are crazy, said the father Syed Shah.
Syed Shah said he believes his family was targeted because of his lucrative business. He thinks the thieves might have known that he keeps cash around.
We came all the way from Pakistan 25 years ago. We work hard, he added.
Syed Shah says Montgomery County deputies told him that the criminals appear to have been doing their homework and may have been watching him and his family.
It s unclear how the thieves got away, and there are no solid descriptions of them.
Crime Stoppers will pay up to a $1,000 cash reward for information leading to an arrest or indictment of a felony crime. Call 800-392-STOP (7867). Anonymous tips can also be made through the Montgomery County Crime Stoppers web page at www.montgomerycountycrimestoppers.org.


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Donna, I did some basic R&D with this antibody two or three years ago, but was never impressed with its performance. That doesn't mean that it doesn't or will not work, just could not get it to work well in my hands, for what thats worth. Kerry Kelowna Gen Hospital B.C. Canada


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Recipe by PIKALA
"A healthy, delicious and filling traditional Portuguese dish passed down from my grandmother."
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1 ham hock
1 (10 ounce) linguica sausage, sliced
1 onion, minced
2 quarts water
4 potatoes, peeled and cubed
2 celery rib, chopped
2 carrots, chopped
1 (15 ounce) can stewed tomatoes
1 (8 ounce) can tomato sauce
1 clove garlic, minced
1/2 head cabbage, thinly sliced
1 (15 ounce) can kidney beans
I would given this 5 stars, but while I'm making this, it dawned on me that you did not have macaroni pasta in this recipe. Also, I made sure there was enough water to cover my ham hocks/sausages (I also used two packages of portuguese sausage (not linguica, it falls apart to easily) as the sausage is the flavoring for the soup. I like that you added stewed tomatoes, gotta have that!! As for the macaroni, that should not be optional, the cabbage actually could be optional. And remember, cabbage soaks up your liquid, so you may have to add more water during the simmering processes. I drained my kidney beans, to take out some of the sodium, but thats not necessary. All in all, this is a great hearty soup, with or w/o cabbage; with or w/o macaroni pasta. (if your gonna add the pasta, for this recipe, a couple of handfuls is all you'll need. if u add the whole bag, or 1-lb, it will soak up all your liquid and you definitely do not want that to happen). Thanks for this recipe! YUMMY
This has to be the most flavorless soup I have ever made. Must brown the linguica first to lock in the flavor. After the linguica simmered an hour it had zero flavor. also, to much water...even my broth had no flavor...this recipe was a huge disappointment...the cooking time seems ridiculously long. Yuck
29 Ratings
was reading another review here...traditional Portuguese soup....from when i grew up in Hawaii and which my grandmother is absolutely famous for....NEVER had pasta of any kind in it. this is her recipe to a T. it is perfect. noodles would totally kill it for me. :)
Thanks Pikala, Quick and easy. In the winter I can go right down the street here in Fatima, Portugal and order this off the menu at most restaurants. When I make this at home I use less water because we enjoy it more like a stew. The only the sausage changes as you move around Portugal. We would add nothing to your Grandmothers traditional Portuguese recipe she got it right.
I've been away from home (Hawaii) many, many years. I was so excited to see this recipe. Excellent and very much what I remember growing up. I can't eat pork, so I did replace ham hock with smoked turkey leg and linguica sausage with spicy chicken adouille sausaged. Even with these modifications, though, it was the broth that makes this whole dish. Thank you so much for sharing and bringing me back to sweet home memories!
This soup was well worth it! My husband asked when we were going to have it again. I followed the recipe, but pulsed the tomatoes in my food processor before adding them to the soup. My husband will pick them out if they are too chunky. To save prep time I chopped the onion and garlic in my food processor and sliced the carrots, celery and cabbage.
We had some linguica that needed to be used, and I found this recipe while looking to alternatives to my standard kale/white bean/potato soup... Like others, I didn't have a ham hock, but did have about a pound of bacon ends that I subbed. I did take a few other liberties, which included doubling the kidney beans and vegetables. The broth was tasty as written, but I did end up adding some smoked paprika, a touch of apple cider vinegar and some dried chili flakes.
This is the best comfort food!!! I substituted the linguica with a local spiced sausage (we don't have linguica available) and a little less water. I served it to my Protugese friends and they loved it!!!
* Percent Daily Values are based on a 2,000 calorie diet.
Portuguese Bean Soup
Serving Size: 1/12 of a recipe Servings Per Recipe: 12 Amount Per Serving Calories: 268 Calories from Fat: 116
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Three Nittany Lions invited to 2014 NFL Combine2/7/14Three Penn State football student-athletes have been invited to participate in the National Football League's 2014 Scouting Combine, which ranks among the Big Ten Conference leaders.
Quartet of Nittany Lions earn Sporting News Pre-Season All-Big Ten accolades7/31/13A quartet of Penn State football standouts have been selected to the Sporting News Pre-season All-Big Ten squad. Sporting News selected only one pre-season all-conference team.
Big Ten Receiver of the Year Robinson named to Biletnikoff Award Watch List7/16/13Penn State junior Allen Robinson (Southfield, Mich.), the 2012 Big Ten Richter-Howard Receiver of the Year, has been named to the Biletnikoff Award Watch List, becoming the seventh Nittany Lion selected a candidate for an individual college football award.
Five Lions earn All-Big Ten from BTN.com, ESPN.com12/13/12Five Penn State football student-athletes have been named All-Big Ten as selected by ESPN.com and BigTenNetwork.com. In addition, BTN.com selected Bill O'Brien the Big Ten Coach of the Year and defensive end Deion Barnes (Philadelphia) the conference's Freshman of the Year.
Nittany Lions collect Big Ten football honors11/27/12Seven Penn State Football student-athletes have been selected to the 2012 All-Big Ten teams in voting by the conference coaches and media, with six Nittany Lions earning first-team honors. The Nittany Lions' contingent is led by senior Michael Mauti (Mandeville, La.), who was selected the Butkus-Fitzgerald Linebacker of the Year and sophomore Allen Robinson (Southfield, Mich.), who was named the Richter-Howard Receiver of the Year. Mauti, Robinson and senior defensive tackle Jordan Hill (Steelton) were selected first-team All-Big Ten by the coaches and media. Senior center Matt Stankiewitch (Orwigsburg) and junior guard John Urschel (Williamsville, N.Y.) were selected to the coaches' first-team and media second-team and redshirt freshman tight end Kyle Carter (Bear, Del.) was named to the media first-team.
Robinson voted Ironman of the Game for season opener9/7/12Penn State sophomore receiver Allen Robinson (Orchard Lake, Mich.) was voted the Iron Workers Local Union No. 3 "Ironman of the Game" for his performance against Ohio in the season opener. Robinson claimed the honor by receiving the most fan votes of the four nominees this week.


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Accoring to the US Census Bureau, Koeneke ranked #71,610 in frequency out of 151,671 surnames for which statistics were released from the 2000 Census. 254 people, or approximately 1 in every 1,062,055 individuals in the US had this surname in 2000.
Source: "Genealogy Data: Frequently Occurring Surnames from Census 2000", US Census Bureau.
Histopolis currently has 7 grave(s) with the surname Koeneke.
Search the Histopols Grave Index for the surname Koeneke.
The surname Koeneke has a Soundex code of K520. The following 489 surname(s) may sound similar to Koeneke since they share the same Soundex code.


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KINGSTON, R.I. –April 5, 2012 –- Television viewers who want to watch a compelling and inspirational film should click on Rhode Island PBS (Cox Cable Channel 8) April 14 at 7 p.m.
The 56-minute film, "It Gets Better at URI: Coming Out for Change," was created by University of Rhode Island students and reflects a University-wide commitment to support students struggling with their sexual identity.
Inspired by the
It Gets Better
national video campaign, a movement started in response to some highly publicized suicides that resulted from harassment and bullying of gay students.
In URI's version, students, faculty, staff, and administrators came together to give personal accounts of what it means to be an ally or a member of the lesbian, gay, bisexual, transgender, queer, questioning (LGBTQQ) community.
The film, produced by the URI LBTQ Women's Group, shares moving stories of struggle and perseverance, discrimination and compassion. It also illustrates how URI is working to end discrimination and intolerance against the LGBTQQ community. The film premiered to an audience of more than 900 people last fall at URI.
Since the premiere, the film has been shown at the Promising Practices Conference for future educators at Rhode Island College. It also was shown in conjunction with the "The Journey Out" production at the URI Feinstein Campus in Providence.
At the end of film, there is a segment of student, faculty and staff reactions to the film and how it affected them personally. For questions about the film please contact Holly Nichols at