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FBNS Strategic Plan
Strategic Plan 2013 - 2018
College of Agriculture and Life Sciences The Department of Food, Bioprocessing AND Nutrition Sciences Strategic Plan: A Roadmap to Achieving a Shared Vision 2013 2018 1 Table of Contents PE O E PL PA RT N ER S PROGRAMS Food Safety & Foodborne Disease Prevention Instructional Innovation & Effectiveness Food Manufacturing & Entrepreneurship Foods for Health & Well-being Letter from the Department Head......................................................... 5 Department Background........................................................................... 6 Introduction................................................................................................... 9 Culture/Mission/Vision.............................................................................. 11 Strategic Direction 1................................................................................ 12 Strategic Direction 2.................................................................................16 Microbiology | Chemistry | Sensory | Engineering | Nutrition | Processing Strategic Direction 3................................................................................ 20 Strategic Direction 4................................................................................ 24 Appendix A: Faculty and staff . .............................................................. 29 Appendix B: 2012 metrics . ......................................................................... 35 2 3 That unpleasant experience entered the department into the modern day era of practicing the land grant mission in a college of agriculture and life sciences. No longer will programs and missions be supported independently through the public sector. Our department now, like many others across the country, depends on extramural funding from federal and private sponsors. The future of the department will be one committed to growing entrepreneurial activities of FBNS programs, thereby lessening dependence on state support and formula funding. As a result of the difficult decisions forced upon us from past reductions, the department elected to cease being reactionary and to define its future by writing and committing to a strategic plan. This plan, serving as our roadmap to the future, identifies core strengths of FBNS. These foundational directives represent the key areas for which the department will be nationally and internationally recognized, and every faculty member has been identified to champion or support a segment of the plan. A strategic plan is never really finished. If implemented properly, the document will be used, evaluated, and revised on a routine basis. It will serve as the cornerstone for future faculty meetings, retreats, important decisions, and faculty reviews. When we launched our planning process in spring 2011, the facilitator talked with the department about choice vs. chance. We chose to define our path and minimize the likelihood that the next budget crisis will derail this department from achieving a shared vision, to be a preeminent department in the food, bioprocessing, and nutrition sciences. I thank the department for its patience throughout the planning process. Many have devoted countless hours writing and preparing the plan. I especially thank Dr. E.A. Foegeding for his leadership and energy to get this living document established. I look forward to monitoring our progress and accomplishing goals of the plan, and I am confident we will continue our history of achievements and leadership among all our disciplines. Christopher R. Daubert Summer 2013 4 Choice vs. Chance 5 When I became the interim head in July 2010, the Department of Food, Bioprocessing and Nutrition Sciences (FBNS) was facing a significant budget reduction. Nearly a half-million dollars was to be cut from the FBNS budget, representing an overall 8.7 percent reduction across the academic, research, and extension missions. The cuts were managed through the sacrifice of the faculty and staff who supported an FBNS cost-share plan to protect technical staff positions. Department Background The N.C. State University Department of Food, Bioprocessing and Nutrition Sciences was created in July 1961 within the College of Agriculture and Life Sciences. With personnel from the USDA Food Fermentation Laboratory, faculty with food-processing interests were transferred from the departments of Animal Science (dairy and meats), Horticulture Science, and Poultry Science into this new department. Extension faculty with responsibilities in food processing also became part of the department. Thus, teaching, research, and extension functions were integrated within the department with faculty interacting on a daily basis. This foresight in interdisciplinary unit structure had, and continues to have, major impacts on the programs and strengths of the department. When formed in 1961, the department had 15 faculty. Today, the department has 32 faculty (23 tenure-track, 2 non-tenure track, and 7 USDA). Schaub Hall was completed and occupied in 1968, and a $12 million renovation of the building was initiated in June 2004 and completed in August 2005. A majority of activities of the Department of Food Science are located within this facility, except for the NC State University Seafood Laboratory located in the University's Center for Marine Sciences and Technology (CMAST) at Morehead City, the Plants for Human Health Institute at Kannapolis, and the Dairy Farm on Lake Wheeler Road, Raleigh. A portion of the lower floor of Schaub Hall houses the Feldmeier Dairy Applications and Processing Laboratory. This unit is operated as an independent, self -supporting auxiliary enterprise with a director who is responsible to food science administration. The past renovation included upgrades to all major infrastructure systems, the addition of life-safety systems, significant upgrades to the dairy and meat processing pilot operations, as well as creation of a new teaching laboratory and sensory laboratory. The Department Head (Dr. Christopher R. Daubert) is responsible to the Dean of the College of Agriculture and Life Sciences (Dr. Richard H. Linton), and coordinates delegated responsibilities through the Directors of the North Carolina Agricultural Research Service (Dr. Steve Lommel), Academic Programs (Dr. Samuel L. Pardue), and North Carolina Cooperative Extension (Dr. Joe Zublena). Within the Department, seven individuals assist the Department Head with administrative responsibilities. The Research Leader and Associate Department Head, Dr. K.P. Sandeep, assists the Head in various administrative functions as well as advancing the research capabilities and programs of the Department. The Departmental Extension Leader (DEL), Dr. David Green, coordinates administrative functions and activities related to extension programs. The Undergraduate Teaching Coordinators (UTC) for the Food Science, Nutrition Science, and Bioprocessing Science degree programs are Dr. Keith Harris, Dr. Sarah Ash, and Dr. John Sheppard, respectively. Dr. Jonathan Allen serves as the Department's Director of Graduate Programs (DGP), and is responsible for coordinating administrative matters associated with the Master of Science and Doctor of Philosophy degree programs. Dr. Clint Stevenson serves the Department as the inaugural coordinator of FBNS distance education programs. Many of the functions associated with Departmental administration are carried out in committees that rotate membership and chairs on an annual basis. The Department organized its research programs around key discipline areas: food chemistry (biochemistry), food processing and engineering, food microbiology, nutrition, and sensory science. Within the discipline areas, the Department is committed to achieving an appropriate balance between basic, applied, and translational research. Organized Research Units (ORUs) have a long-standing history within the research structure of the Department. The ORUs have separate organizational structures and accounting from the Department, with their primary focus being research and extension: • The USDA Food Fermentation Laboratory became part of the overall departmental makeup in 1961. This lab has served the nation's vegetable fermentation industry, has grown to include four faculty programs, and is now called the Food Science Research Unit. In 1987 the industry/university cooperative research center, the Center for Aseptic Processing and Packaging Studies (CAPPS), received an official university charter. CAPPS was the first National Science Foundation-sponsored university/industry center organized in a specific area of food processing. CAPPS has been renamed the Center for Advanced Processing and Packaging Studies, and CAPPS management has been transferred to Ohio State University. These changes notwithstanding, NC State remains an important component of CAPPS. The Southeast Dairy Foods Research Center (SDFRC), one of six dairy foods research centers in the United States, grew out of the sponsorship of the National Dairy Promotion and Research Board (NDPRB). It began in 1988 and was developed in cooperation with Mississippi State University. NC State is the lead institution, and the SDFRC is administered and operated from the Department of Food, Bioprocessing and Nutrition Sciences. Funding is now directed by the new Dairy Management, Inc. (DMI), and the SDFRC presently has 20 industrial sponsors. In 1991, the USDA established a second USDA ORU within the Department – the USDA Market Quality and Handling Research Unit. This laboratory, which focuses on peanuts, is administered through the USDA structure and includes faculty in both the FBNS Department of Food Science and the Department of Biological and Agricultural Engineering. In 2000, N.C. State University opened the Center for Marine Sciences and Technology (CMAST). The principal mission of the center is to discover innovative solutions to questions and problems in marine systems and provide effective communication of these discoveries. By promoting multidisciplinary studies among research scientists, educators and extension specialists from the participating NC State University colleges, enhancing interaction with other educational institutions and agencies concerned with marine sciences and coastal natural resources, CMAST provides a focal point for citizen contact with N.C. State University's marine science and extension faculty. N.C. State's Plants for Human Health Institute (PHHI) consists of research and extension programs that create a dynamic presence at the N.C. Research Campus in Kannapolis, NC. Research on fruits and vegetables will enhance the health-protective value of food crops and has the potential to increase the economic impact of North Carolina agriculture. PHHI is unique in that it supports an in-house outreach component, a group of N.C. Cooperative Extension personnel that works with institute faculty and 7 • • • • • 6 Cooperative Extension agents and specialists statewide to deliver educational resources to enrich the lives and economy of North Carolinians. • In 2011, N.C. State University received a $25 million grant from the Department of Agriculture's (USDA) National Institute of Food and Agriculture (NIFA) to strengthen food safety by studying human noroviruses across the food supply chain in an effort to design effective control measures and reduce the number of virus-caused food borne illnesses. The USDA-NIFA Food Virology Collaborative (NoroCORE), led by Dr. LeeAnn Jaykus, William Neal Reynolds Professor of Food, Bioprocessing and Nutrition Sciences, consists of a team of more than 30 collaborators from academia, industry and government. The team will work to increase understanding of the viruses; educate producers, processors and food handlers on safe handling and preparation of food; and develop control and management strategies to reduce food contamination before and after harvesting. Introduction The Department of Food, Bioprocessing and Nutrition Sciences (FBNS) has evolved over the years to address the constantly changing challenges of producing a food supply that is abundant, safe, affordable, healthy and enjoyable. The combining of Bioprocessing Science and Nutrition Science programs with the Food Science program reflects our vision of the need for an integrated and multidisciplinary approach to address the numerous challenges facing the world food and feed supplies. As we look forward, we see everything from the current obesity crisis to the challenge of how we will feed 9 billion people worldwide by 2050. With the backdrop of challenges to the food supply, there are also many changes taking place in society that affect our basic missions of teaching, research, and outreach. First, classroom face-to-face teaching is just one of many formats available to deliver information in today's technology-driven world. It is now possible to teach a class to students in Raleigh, while simultaneously transmitting it around the world to students in other countries. Teaching in the electronic age has many opportunities, and pitfalls, requiring a diligence and critical analysis of past, current, and future pedagogical approaches to assure our practices are effective. Research opportunities remain abundant but research funding continues to be squeezed with changes in government and other traditional funding sources. Outreach and extension activities also must adjust to a new breed of entrepreneur who now has the ability to reach billions of potential customers simply by putting up a website. All of these changes made it clear that our department needed a Strategic Plan that is designed to take advantage of rapidly developing opportunities and maintain our history of achievement in teaching, research, and outreach. The Strategic Plan started with a group of engaged faculty, emeriti, staff and students surveying activities in similar departments from universities throughout the United States and the world. In addition, information from stakeholders – former students, current partners, and other collaborators with consumers of our activities – also was gathered to gain insight into what was required to fulfill their needs. This information was analyzed and used as the foundation for developing a Strategic Plan designed to capitalize on our unique strengths. The basic results were presented at a retreat in 2012 that resulted in the following Strategic Directions: Since the 1999 CSREES review, among the most dramatic changes within the Department have been in the undergraduate teaching program. Beginning in the 2006 fall semester, the Department added two new baccalaureate programs, Nutrition Science and Bioprocessing Science. The undergraduate teaching program is continuously reviewed by a faculty committee to ensure that it is accomplishing the desired goals. The graduate program has considerable flexibility and is tailored to the research and academic needs of each student, while ensuring that they are adequately trained. Research programs feature basic and applied research, oriented to specific commodity or discipline areas. Both undergraduate and graduate teaching programs have a goal of providing students with the fundamental tools they will need to establish successful, challenging, rewarding careers in the food, bioprocessing or nutrition sciences. The extension program is primarily organized around a commodity orientation, but contains some discipline emphasis. It seeks to provide leadership and technical services in food manufacturing to the food industries, related governmental agencies, and entrepreneurial enterprises. Extension specialists are responsible for transferring knowledge generated by research into the pragmatic world of the food processor. In recent years there has been increased emphasis on the significance of involvement in applied research by extension specialists. I. Food Safety & Foodborne Disease Prevention Faculty and Professional Resources The current distribution of faculty effort is 13.50 FTE research, 7.75 FTE academic programs (resident instruction), 3.50 FTE extension, and 0.95 FTE other, excluding the 7 USDA faculty who are primarily research focused. Time allocations, academic rank or title, and specialization of faculty and professional staff are summarized in the appendix. Statement: Become the preeminent integrated (research, education, extension) food safety program to provide students and stakeholders the capacity to analyze situations, address issues, and provide solutions for preventing contaminants in food and their impact on human health. II. Food Manufacturing & Entrepreneurship Statement: Be the recognized authority for providing food and beverage manufacturing and entrepreneurship expertise to state, national, and international students and stakeholders to meet the demand for an abundant, safe, nutritious, tasteful, and affordable food supply. 8 9 III. Instructional Innovation & Effectiveness Statement: Be recognized for designing, developing, and delivering highest quality instruction to various stakeholders, including students, professionals in industry, government agencies, and consumers, both locally and internationally. Culture & Values As an academic community, The Department of Food, Bioprocessing and Nutrtition Sciences prides itself on a long-standing commitment to service for one another, the university atlarge, and the state of North Carolina. Our core values are grounded in respect for scientific integrity and quality, timeliness, and professionalism. As a diverse group of faculty and professionals with many different skills and personalities, we use our strengths to foster a truly collaborative spirit. In the academic realm, we promote student accomplishment and achievements toward learning and scholarship to ultimately foster better world citizens. In our interactions with stakeholders, we seek to develop scientifically credible solutions to realworld problems. As researchers, we use our creativity to enhance basic scientific knowledge that improves the quality, nutritional value, safety, and sustainability of the world's food supply. We strive for professionalism, competency and quality in all our actions. As we move into the 21st century, our faculty will continue the tradition of service as we seek to address issues in food, bioprocessing, and nutrition sciences in an increasingly globalized world through continued excellence in education, research, and outreach. IV. Foods for Health & Well-being Statement: Be the preeminent program in identifying bioactive, nutritional, microbial, sensorial, and structural elements of food related to health and well-being by establishing mechanisms of action and translating that knowledge into food products and ingredients, bioactive interventions, prevention programs, and educational platforms for promoting public health. In 2013 we finished the process at a faculty retreat where specific goals, strategies, tactics, timelines, and metrics were developed for each Strategic Direction. More importantly, each tactic has a faculty champion who will be assuring successful completion of the task and reporting back to the Department. Rather than a roadmap, perhaps this plan is better referenced as a GPS (Global Positioning System) to the future. When that new opportunity arises, our plan allows us to hear that voice saying "recalculating the routeâ€? and keep us on the path to achieve our Mission and Vision. We have a bright future ahead. Mission To foster and provide premier research, education and outreach efforts in food, bioprocessing, and nutrition sciences to improve the quality of lives throughout North Carolina, the United States, and the world. Vision The scientists, engineers, and educators of The Department of Food, Bioprocessing and Nutrition Sciences embrace an integrated approach of the land-grant philosophy to address local and global challenges to providing a food supply that is secure in availability and abundance, safe, and affordable. In addition, foods must provide essential nutrients and bioactive compounds and be desirable to consumers. The Department of Food, Bioprocessing and Nutrition Sciences will address those challenges through innovative teaching, scientific discovery, and outreach. Our success will be measured by how we help provide an abundant food supply that is safe, affordable, healthy, and enjoyable for citizens of North Carolina, the United States, and the world. 10 Faculty planning the FBNS future. 11 Food Safety & Foodborne Disease Prevention Statement: Become the preeminent integrated (research, education, extension) food safety program to provide students and stakeholders the capacity to analyze situations, address issues, and provide solutions for preventing contaminants in food and their impact on human health. Strategic Direction I: 1.1.3 Strategy Champion: Johnston Actions and Deliverables: Launch the undergraduate food safety minor in fall 2015. • Develop high-level strategic plan for developing an integrated food safety- public health certificate program, including target audience, key competencies to be developed, program requirements/delivery, division of administrative responsibilities, and funding/timeline needed for implementation. Champion: Kowalcyk Actions and Deliverables: Submit the strategic plan for an integrated food safety-public health certificate program by December 2014. 1.1.2 Strategy Strengthen existing graduate food safety minor. TACTIC: • Develop and implement a plan to address the teaching needs for the graduate food safety minor, especially coordination of the pre-harvest food safety course. Champion: Jaykus Actions and Deliverables: Implement a sustainable plan for the interdisciplinary graduate food safety minor by fall 2014. • Identify potential funding sources and apply for planning grant. Champion: Kowalcyk Actions and Deliverables: Apply for a planning grant by December 2014. 1.1.4 Strategy Enhance the student experience by challenging students with case studies, real world problems, and internship experiences. TACTIC: • Individual case studies are to be assigned as components of oral and/or written presentations in FS 350 (Introduction to HACCP), FSA 520 (Pre-Harvest Food Safety), FSA 530 (Post-Harvest Food Safety), FSA 540 (Food Safety & Public Health), and FSA 580 (Professional Development & Ethics in Food Safety). 12 Strategic Direction I: Food Safety & Foodborne Disease Prevention 13 Strategic Direction I: Food Safety & Foodborne Disease Prevention Collaborate with UNC-Chapel Hill School of Public Health, North Carolina A&T, and other partners to develop an integrated food safety-public health certificate program. TACTICS: • Evaluate current food safety-public health certificate programs from other institutions. Champion: Kowalcyk Actions and Deliverables: Share opportunities and benefits to FBNS for an integrated program during the 2014 faculty retreat, and propose next tactics towards achieving the strategy and goal. Increase knowledge and skills of students and stakeholders through excellence and innovation in food safety education and training programs. Develop an undergraduate food safety minor available to students across departments and colleges at NC State. TACTICS: • Develop core competencies to support an undergraduate food safety minor. • Identify and propose improvements to relevant courses. • Develop and submit approval forms for new courses in support of the minor. 1.1 Goal • Build partnership with UNC-Chapel Hill School of Public Health and others. Champion: Kowalcyk Actions and Deliverables: Identify interested collaborators and partners to sponsor a joint food safety seminar series, and provide a plan for cultivating the partnership by June 2014. 1.1.1 Strategy Champion: Kathariou Support: Johnston, Stevenson Actions and Deliverables: Record and log descriptions of all case studies from the instructors of FS 350, FSA 520, FSA 530, FSA 540, and FSA 580 and present the impacts at the 2014 faculty retreat. Champion: Chapman Support: Kathariou, Kowalcyk Champion: Guttierez Actions and Deliverables: By June 2014, establish and define an FBNS leadership role in advancing produce food safety in coordination with the task force. Champion: Green Support: Breidt, Jaykus, Arritt, Hanson, Chapman 1.2.2 Strategy Create and apply distance education and other novel approaches for improved communications with all students and stakeholders. TACTICS: • Enhance capacity for distance education (DE) and other teaching technologies. Champion: Stevenson Actions and Deliverables: Hire a staff member to assist in DE course development, including video modules, and purchase a mobile Mediasite unit by December 2013. • Improve food safety communications to the public through the development and expansion of novel audience-specific communication strategies and deliverables, i.e. coordinate website development and enhance social media activities of food safety faculty. Actions and Deliverables: Secure new collaborative agreements with federal and state partners, and establish FBNS as a key resource for FSMA implementation by fall 2014. 1.3.2 Strategy Become a regional training center for federal, state, and local food investigators. TACTICS: • Continue to develop a relationship with FDA and NCDA by offering courses for inspectors in acidified foods and aseptic processing. Champions: Arritt Support: Green, Hanson Actions and Deliverables: Apply for a competitive grant to conduct food processing courses at NC State by December 2013. 14 Strategic Direction I: Food Safety & Foodborne Dise ase Prevention 15 Strategic Direction I: Food Safety & Foodborne Disease Prevention Actions and Deliverables: Launch a food safety website that showcases social media presence and other novel communication efforts to the public by fall 2014. Increase food safety and prevention outreach and service programs to students and stakeholders. 1.2 Goal Position FBNS to have a greater role and influence in federal, state, and local food safety policy. 1.3 Goal 1.2.1 Strategy Strengthen the relationship between FBNS and Plants for Human Health Institute (PHHI) to establish FBNS and NC State as the regional resource for produce food safety. TACTIC: • Engage with the produce food safety task force. 1.3.1 Strategy Provide service and consultation to federal, state, and local food safety agencies. TACTIC: • Continue to expand collaborative research and development supporting the Food Safety Modernization Act (FSMA) and other regulatory initiatives, including federal inspector training, web-based outreach to small business, and applied research aimed at helping industry meet regulatory requirements. Food Manufacturing & Entrepreneurship Statement: Be the recognized authority for providing food and beverage manufacturing and entrepreneurship expertise to state, national, and international students and stakeholders to meet the demand for an abundant, safe, nutritious, tasteful, and affordable food supply. Strategic Direction II: 2.1.2 Strategy Champion: Daubert, Green Support: Hanson, Cartwright Be the primary resource to the food manufacturing sector in North Carolina and across the southeast. Actions and Deliverables: Form and charge a planning committee with representation from FBNS, CALS, NC State, industry and government by December 2013 to submit recommendations for location, features, and services by June 2014. • Establish relationships with alumni, industry, and governmental agencies to procure funding for equipment and facilities. Champion: Sandeep Support: Simunovic, Drake, Hanson, Cartwright • Coordinate with CALS advancement to strategize and develop proposal packages that will be distributed to stakeholders and key interest groups by June 2014. 2.2.1 Strategy Expand educational and technical services offered for small business owners, entrepreneurs, and students to support economic growth. TACTICS: • Conduct an assessment of small business training and testing needs and create a plan for projected needs. Champion: Davis Support: Arritt, Hanson, Guttierez, Green Actions and Deliverables: Survey small business owners by December 2013; present results and propose recommendations for future steps to achieving the strategy and goal during the 2014 faculty retreat. 16 Strategic Direction II: Food Manufacturing & Entrepreneurship 17 Strategic Direction II: Food Manufacturing & Entrepreneurship Create a self-supporting brewing facility. TACTICS: • Partner with University Dining to sell product for distribution at university functions and outlets, including the golf course, university, and alumni clubs. Champion: Sheppard Support: Hollifield Actions and Deliverables: Complete a deal with University Dining by December 2013. • Create a business model to grow FBNS brewing activities and create a financially independent and sustainable operation. Champion: Sheppard Support: Hollifield Actions and Deliverables: Submit a business plan to FBNS administration by June 2014. Establish a food and beverage manufacturing facility to support innovative and sustainable growth in the food and beverage industries with an entrepreneurial focus to train and educate students and stakeholders in current and emerging processing technologies. 2.1 Goal 2.1.1 Strategy Create an action plan to establish a food and beverage manufacturing facility. TACTICS: • Assemble a planning committee that will advocate for and champion a new manufacturing facility. 2.2 Goal • Seek support from state and federal regulatory sources. Champion: Green Actions and Deliverables: Submit a grant by June 2014. • In partnership with the Poole College of Management, offer a food manufacturing and entrepreneuship elective. Champion: Hanson Establish funded research programs in new products and emerging process technologies that will spur innovation within the state and regional food and bioprocessing industries. 2.3 Goal Actions and Deliverables: Establish an agreement with GMA to provide training programs by June 2014. • Seek support from state and federal regulatory sources. Champion: Green Actions and Deliverables: Submit a grant by June 2014. • Develop curricula to meet needs in both traditional and distance education formats, and work with College of Textiles, McKimmon Center, and CALS to offer non-credit curricula on-line. Champion: Stevenson Support: Arritt, Hanson, Guttierez Actions and Deliverables: Offer a non-credit, online course by June 2014. 18 Strategic Direction II: Food Manufacturing & Entrepreneurship 19 Strategic Direction II: Food Manufacturing & Entrepreneurship 2.3.1 Strategy Hire food and bioprocess engineering faculty and staff. TACTICS: • Prepare position descriptions and share with FBNS for pending submission to CALS. Champion: Lanier Support: Simunovic, Sandeep Actions and Deliverables: In coordination with the staffing plan adhoc committee, submit position descriptions to the FBNS department head by December 2013. Actions and Deliverables: Develop syllabus and route through the necessary committees for approval to offer the new course in 2014-15 academic year. 2.2.2 Strategy Enhance FBNS capabilities for development and delivery of training and certification programs through partnerships with industry, regulatory, and education agencies. TACTICS: • Partner with Grocery Manufacturers Association (GMA) and the Preventive Control Alliance to broaden client base. Champion: Arritt Instructional Innovation & Effectiveness Statement: Be recognized for designing, developing, and delivering highest quality instruction to various stakeholders, including students, professionals in industry, government agencies, and consumers, both locally and internationally. Strategic Direction III: Undergraduate programs 3.1.3 Strategy Improve the undergraduate (UG) curricula and student performance, based on each degree's core competencies. Tactics: • Review and revise core competencies for each UG program, defining levels of success through the development of rubrics. • Use the capstone courses (NTR 490, FS 475) as summative assessments of student performance relative to the core competencies to determine need for changes in courses/curricula. Champion: Goodell Support: Lanier Actions and Deliverables: Revise the FBNS list of core competencies and rubrics and submit to the FBNS undergraduate committee by June 2014 for fall 2014 implementation. Champion: Ash Support: Sheppard, Harris, Allen 3.1.4 Strategy Actions and Deliverables: In coordination with the staffing plan adhoc committee, submit position descriptions to the FBNS Department Head by December 2013. Investigate the value and importance of core competencies and experiential learning for FBNS graduate students. Tactic: • Explore which elements of the graduate student experience should be universal for all FBNS graduate students, or to all graduate students within a major (e.g., writing a grant proposal or a publishable literature review, teaching a lab or class session, managing the efforts of undergraduate students, meeting with all professors within their major at some point in their graduate experience, etc.). Champion: Barrangou Support: Foegeding Actions and Deliverables: Propose a plan that will address concerns of graduate student preparedness to the graduate committee by December 2013. 3.1.2 Strategy Assess use of instructional technology relative to its ability to maximize student learning. Tactic: • Explore best practices associated with, and barriers to, implementing technology in the classroom and provide support as needed. Champion: Harris Actions and Deliverables: During the 2013-14 academic year, host a faculty forum for instructional faculty to highlight and recommend best practices and implementation strategies. 20 Strategic Direction III: Instructional Innovation & Effectiveness 21 Strategic Direction III: Instructional Innovation & Effectiveness Maximize student learning and achievement. 3.1 Goal Undergraduate/Graduate/nonDegree programs: 3.1.1 Strategy Identify areas of need for faculty positions to address curricular needs. Tactic: • Coordinators for each program shall identify instructional needs for the future of all FBNS courses and programs. Graduate program Maintain relevancy of academic programs. 3.2 Goal Recruit and retain highly qualified students to the Food, Bioprocessing and Nutrition undergraduate majors. 3.3 Goal Actions and Deliverables: Review survey results annually, discuss strategies and recommendations for curricular improvements with the undergraduate committee, and implement necessary curricular change actions by June of the following year. Actions and Deliverables: Present recommendations at a spring 2014 faculty meeting for student enrollment numbers across the FBNS curricula, and propose GPA requirements for intra-campus transfer students. 3.2.2 Strategy Routinely survey employers relative to their needs and the skills/abilities of their employees/alumni and adjust course offerings, course content, and/or student learning outcomes as necessary. Tactic: • Partner with UPA to develop a survey for employers of FBNS alumni. Champion: Morrison Support: Fogleman Actions and Deliverables: Launch the online survey by June 2014. Review survey results annually, discuss strategies and recommendations for curricular improvements with the undergraduate committee, and implement necessary curricular change actions by June of the following year. 3.3.2 Strategy Develop and conduct workshops for High School and Community College teachers and counselors. Tactic • Work with the CALS Diversity Office to develop educational outreach programs to the High School and Community College teachers and counselors. Champion: Goodell Support: Harris Actions and Deliverables: Deliver a presentation at a North Carolina Teachers continuing education summer program and share an executive summary on establishing the partnerships to the FBNS Undergraduate Committee by December 2014. 22 Strategic Direction III: Instructional Innovation & Effectiveness 23 Strategic Direction III: Instructional Innovation & Effectiveness Undergraduate/ Graduate/nonDegree programs: 3.2.1 Strategy Regularly survey current and former students relative to their needs and their skills/abilities and adjust course offerings, course content, and/or student learning outcomes as necessary. Tactics: • Collect existing survey data from university planning & analysis (UPA) and FBNS exit interview summaries and establish a protocol whereby the FBNS curricula are evaluated and adjusted relative to student feedback. Champion: Fogleman Support: Morrison 3.3.1 Strategy Establish target enrollment numbers and minimum GPA intra-campus transfer requirements for each UG curriculum. Tactics • Determine course capacity and student seating needs to establish target enrollment numbers. • Request data from UPA that outlines time to graduation. • Associate student goals after graduation with GPA to help determine minimum requirements. • Use survey and focus group data to develop recruitment materials. • Discuss recruitment strategies with peer faculty, on and off campus. Champion: Undergraduate Committee chair Support: Sheppard, Ash, Harris Foods for Health & Well-being Statement: Be the preeminent program in identifying bioactive, nutritional, microbial, sensorial, and structural elements of food related to health and wellbeing by establishing mechanisms of action and translating that knowledge into food products and ingredients, bioactive interventions, prevention programs, and educational platforms for promoting public health. Strategic Direction IV: Actions and Deliverables: Double graduate student numbers with committee membership representation from both PHHI and FBNS by June 2015. Actions and Deliverables: Coordinate teams of FBNS faculty and work with an external organization to fund PhD-research at one project per year starting fall 2014. 4.3.1 Strategy 4.1.2 Strategy Seek funding from commodity groups, private industry, and foundations for student training, research, and communication. TACTIC: • Identify relevant organizations and establish protocol for creating new FBNS research partners. Champion: Drake Support: Dean, Sanders, Sandeep, Daubert Actions and Deliverables: Double the number of industrial members on CAPPS and SDFRC advisory boards by June 2015 and generate 5 new FBNS gold- or silver-level partners each year. Foster collaborations between the Plants for Human Health Institute (PHHI) and FBNS to strengthen shared research capabilities and programs. TACTICS: • Identify alternative approaches for strengthening communication and collaborations, and investigate relevant initiatives (NSF, NIH, akin to the existing Biotechnology and Genomics programs). 24 Champions: Davis, Lila Support: Komarnytsky, Foegeding Strategic Direction IV: Foods for Health & Well-being 25 Strategic Direction IV: Foods for Health & Well-being Develop science-based technologies for producing and distributing appealing, healthy foods and ingredients. 4.2 Goal Develop innovative research programs to establish mechanisms of known and new bioactive compounds and microbes and elucidate how food structure contributes to bioactivity. 4.1 Goal 4.2.1 Strategy Stimulate translational and applied research to develop new industrial applications. TACTIC: • Increase interaction with current industrial partners and identify opportunities with new industrial partners by promoting research strengths and capabilities. Champion: Johanningsmeier Support: Truong, Harris Actions and Deliverables: Prepare a professional communication highlighting research and service capabilities for distribution at the FBNS booth during the 2014 IFT Annual Meeting. 4.1.1 Strategy Provide students with training in omic technologies (including genomics, transcriptomics, and metabolomics) and information that drive the identification, survival, and activities of microorganisms in food and bioprocessing environments. TACTICS: • Survey faculty that use omic technologies, and map competencies, resources, facilities, and pricing structures by complementing internal capabilities with relevant external (preferably locally in Raleigh and Kannapolis) organizations. Champion: Barrangou Support: Breidt Translate scientific discoveries to food, bioprocessing, nutrition and health professionals, stakeholders, policy makers, and the public. 4.3 Goal 4.3.2 Strategy Develop programs that identify molecular mechanisms and connect them to food product functionality, nutrition, and health. TACTICS: • Identify interested faculty with relevant expertise in current core offerings within FBNS to assess this possibility and organize an initial meeting. • Meet with faculty to discuss future offerings and design a program or track. Champion: Foegeding Actions and Deliverables: Launch the program or track for the graduate program (and perhaps industry) in fall 2014. 4.3.5 Strategy 4.3.4 Strategy 4.3.7 Strategy Engage international partners to assist with teaching and student exchange. TACTIC: • Assess, catalog, and promote international partners and possible exchange opportunities while working with the CALS Office of International Programs and the NC State Office of International Affairs as appropriate. Champion: Perez-Diaz Support: Allen Actions and Deliverables: Report current status of international relationships and programs during the 2014 faculty retreat, and double the results of those efforts in the following year. Promote technology transfer and entrepreneurism. TACTIC: • Facilitate relationships between FBNS and the Office of Technology Transfer (OTT) to encourage disclosure submission. Champion: Simunovic Actions and Deliverables: Host a technology transfer seminar and increase the number of disclosures submitted to OTT by 50% from calendar year 2013 to 2014. 26 Strategic Direction IV: Foods for Health & Well-being 27 Strategic Direction IV: Foods for Health & Well-being Exploit opportunities in public and educational forums to communicate the positive impacts of FBNS programs on health and well-being. TACTIC: • Catalog those public forums with FBNS involvement and promote FBNS faculty participation in forums and communication opportunities. Champions: Klaenhammer, Lila Actions and Deliverables: In alignment with the FBNS adhoc seminar committee, design a seminar series for a select number of speakers to systematically cover the multidisciplinary breadth of the department for a fall 2014 launch. 4.3.3 Strategy 4.3.6 Strategy Develop educational programs that integrate the science of foods for healthy living with consumer education and behavior modification disciplines. TACTIC: • Identify interested faculty with relevant expertise within FBNS and outside departments and design a program. Champion: Goodell Actions and Deliverables: Submit approval paperwork for the minor or certificate by fall 2014 and launch the program in fall 2015. Partner with government and non-profit organizations to establish public health policies based on research outcomes. TACTIC: • Assess, catalog and promote faculty activities that support public health policies. Champion: Fogelman Actions and Deliverables: Identify and grow existing partnerships, and record scholarship on the activity by June 2014. Appendix A: Faculty and staff Create interdisciplinary approaches to investigate foods for healthy living. 4.4 Goal Strategic Direction IV: Foods for Health & Well-being 28 4.4.1 Strategy Expand interdisciplinary collaborations with veterinary and medical sciences to allow for food/nutrition intervention tests in animal and human subjects that better position us to receive funds from the National Institute of Health (NIH), the National Science Foundation (NSF), and other federal agencies. TACTIC: • Identify key collaborators and interdisciplinary partners. Champion: Komarnytsky Actions and Deliverables: Present the list of collaborators and partners, and propose next phase tactics to achieving the strategy at the 2014 faculty retreat. Faculty and Staff The Department of Food, Bioprocessing & Nutrition Sciences 4.4.2 Strategy Develop non-traditional, interdisciplinary collaborations to investigate foods for healthy living, such as food product/structure and microbial/immunological interactions. TACTIC: • Map general scientific areas of interests, competencies and gaps, and gauge internal interest through a faculty survey. Champion: Foegeding Actions and Deliverables: Identify new, interdisciplinary collaborations that can address grand challenges and submit a grant by December 2014. to read the college and university strategic plans, visit these links: College of Agriculture and Life Sciences: http://go.ncsu.edu/cals-strategic-plan NC State University: http://info.ncsu.edu/strategic-planning 29 30 Faculty Name Allen, J.C. Arritt, F.M. III Ash, S.L. Barrangou, R. Daubert, C.R 40 10 20 40 80 20 20 20 65 20 20 20 100 50 20 100 19 80 100 80 20 20 61 20 80 Food Safety Meat/Poultry/Seafood Plants for Human Health Institute Thermal Process Engineering Bioprocessing, Undergraduate Coordinator Advanced Thermal Processing Chemistry, DE Coordinator Nutrigenomics 80 80 Food Microbiology Microbiology/Biotechnology, SDFRC Director 70 10 Food Microbiology 35 80 Red Meat Processing Nutraceuticals and Functional Foods 80 Food Safety 80 Seafood Processing 20 Nutrition 40 20 Nutrition III., IV. III., IV. I., II. I., II. I., II. III. I. I. IV. IV. I. II., III. IV. II., IV. II., III. II., IV. I., II., III. II. 80 Protein Chemistry III., IV. 85 5 Sensory Analysis and Microbiology II., IV. 20 Drake, M.A. Foegeding, E.A. Fogleman, A.D. Goodell, L.S. Green, D.P. Gutierrez Rodriguez, E. Hanson, D.J. Harris, G.K. Jaykus, L.A. Kathariou, S. Klaenhammer, T. R. Komarnytsky, S. Kowalcyk, B. Lanier, T.C. Lila, M.A. Sandeep, K.P. Sheppard, J.D. Simunovic, J. Stevenson, C.D. Assistant Professor Research Associate Professor Professor Professor & Associate Head Professor & Director (PHHI) Professor Research Assistant Professor Assistant Professor University Dist. Professor Professor WNR Professor Associate Professor Associate Professor Assistant Professor Professor & DEL Assistant Professor Assistant Professor WNR Professor WNR Professor Associate Professor Professor & Head 20 80 40 Functional Genomics Food Rheology/Engineering, Bioprocessing III., IV. I., II., III., IV. Professor 100 Nutrition, Undergraduate Coordinator III. Associate Professor 20 80 Food Safety and Processing I., II. Professor 50 50 Nutrition,Dept. Graduate Administrator III. Rank Acad Res Ext Specialization STRATEGIC PLAN CORE DIRECTIVE *Swartzel, K.R. WNR Professor 0 100 0 Thermal Process Engineering *Dr. Swartzel is in a half-time position (.50 FTE) in the Phased Retirement Program. He will fully retire 06/30/15. Breidt, F. Thakur, S. Dean, L.L. Davis, J.P. Sang S. NC A&T University Theuer Research and Consulting Kilara, A. Arun Kilara Worldwide Khan, S. A. Truong, V.D. Sanders, T.H. Perez-Diaz, I.M. Sharma, R. R. Hassan, H. M. Simmons, III, O.D. Johanningsmeier, S.D. Adjunct Faculty USDA-ARS Faculty Associate Faculty Theuer, R. Hale, S. A. Curtis, P.A. Purdue University Purdue University Auburn University Farkas, B.E. Chapman, B. Keener, K.M. Name Unilever, UK Institution/Business Amezquita, A. Anderson, K. E. Name Name Professor Professor Professor Assistant Professor Associate Professor Associate Professor Associate Professor Professor Professor Professor Professor Rank Assistant Professor Population Health and Pathobiology Assistant Professor Rank Associate Professor Biological & Agricultural Engineering Biological & Agricultural Engineering Research Assistant Professor Chemistry Food Chemistry Food Chemistry Food Microbiology Peanut Flavor and Quality Fermentation Microbiology Microbiology Poultry Science Specialization Sweetpotato Processing & Chemistry Chemical Engineering Biological & Agricultural Engineering IV. IV. IV. IV. IV. I., IV. II., IV. Department 4-H Youth Development and Family & Consumer Science STRATEGIC PLAN CORE DIRECTIVE 31 EMERITI Faculty NAME Aurand, Dr. Leonard W. Ball, Dr. Hershell R. Boyd, Dr. Leon C. Carawan, Dr. Roy E. Carroll, Dr. Dan E. Catignani, Dr. George Christian, Dr. John A. Gregory, Dr. Max E. Hansen, Dr. Arthur P. Jones, Dr. Victor A. McFeeters, Dr. Roger F. Oblinger, Dr. James L. Pilkington, Dr. Dwain Rushing, Dr. John Schwartz, Dr. Steven J. Swaisgood, Dr. Harold E. Turner, Dr. Lynn Walter, Dr. William M. Ward, Dr. Donn R. LOCATION Raleigh, NC Salisbury, NC Garner, NC Apex, NC Wilmington, NC Cary, NC Raleigh, NC Blowing Rock, NC Garner, NC Cary, NC Raleigh, NC Concord, NC Raleigh, NC Cary, NC Powell, OH Raleigh, NC Cary, NC Raleigh, NC Holly Springs , NC Sanozky-Dawes, R.B. Shields, J.G. Smathers, S.A. Suh, S.H. Tennant, T.C Zielinski, A.B. Research Assistant Research Associate (PD) Extension Asst. Research Associate (PD) Extension Assistant Extension Assistant Food Microbiology, Molecular Biology Environmental Sciences and Engineering Food Safety Food Science Animal Science Nutrition and Food Science SPA STAFF (Staff categories by "State Personnel Act" (SPA) are both technical and clerical.) SPA Technical Staff Name Bolton, G.E. Bumgardner, M.W. Eckhardt, B.W. Goutler, R. M. Hedrick, K.H. Kenan, A.M. Luck, P.J. Title Research Specialist Research Specialist Technical Support Analyst Research Specialist Research Operations Manager Research Technician Research Specialist Research Specialist Research Specialist Research Specialist Social Research Associate General Work Area Seafood Chemistry (CMAST) Microwave Processing Computer Network Food Micribiology Departmental Building Liaison Food Mircobiology Functional Properties of Food Proteins Food Safety, Bioprocessing Flavor Chemistry Nutrition Chemistry Sensory Analysis EPA staff Name Cartwright, G.D. Chang, H. Clare, D.A. Durmaz, E.W. Escudero-Abarca, B.I. Goh, Y.J. Johnston, L.M. Laundon, T.B. Moore, C.M. Morrison, A.H O'Flaherty, S.J. Pernell, C.W. Massel, M.O. Miracle, R.E. Watkins, R.H. Specialization Pilot Plant Coordinator Sensory Analysis Biochemistry, Dairy Chemistry Food Microbiology, Molecular Biology Food Microbiology, Molecular Biology Food Microbiology, Molecular Biology Food Science, Food Safety Food Chemistry Food Science, Food Safety Food, Bioprocessing and Nutrtion Sciences Food Microbiology, Molecular Biology Food Rheology Yates, M.D. (Exempt from the State Personnel Act) Rank Pilot Plant Coordinator Research Associate (PD) Senior Researcher Research Associate Researcher Researcher Curriculum Coordinator Extension Associate Curriculum Coordinator Academic Advisor Researcher Research Associate SPA Clerical/Accounting Staff Name Briseno, J. Cole, J.M. Cooper, J.D. Gensel, C.L Gordon, L.N. Jimenez, F.M King, M.E. Miller, J.S. Reilly, C. Title Administrative Support Specialist Administrative Support Specialist Administrative Support Specialist Public Communications Specialist Administrative Support Specialist Executive Assistant Administrative Support Specialist Public Communications Specialist University Program Specialist General Work Area Administrative Academic/Research Administrative Research Administrative Research Administrative Administrative Departmental/Dairy Administrative Departmental Administrative Departmental Administrative (CMAST) Administrative (FSLI / SDFRC) 33 32 Appendix B: 2012 metrics USDA Staff Name Hayes, J.S. Hendrix, K.W. Medina Pradas, E. Parker, S. Priddy, V.E. Sanders, M.H. Schaefer, J.A. White, B. Whitley-Ferrell, S. Title Biological Sci. Lab Technician Biochemistry Laboratory Technician Visiting Scientist (no-pay) Program Support Assistant Biological Sci. Lab Technician Biological Sci. Technician Biological Sci. Lab Technician Research Food Technician Program Support Assistant Specialization Vegetable Fermentation Microbiology Peanut Quality Evaluation Fermentation Microbiology Administrative Support Food Safety & Microbiology Peanut Quality Evaluation Food Chemistry Food Science Administrative Support Faculty Numbers Dairy Processing and Applications Lab Staff Name Begley, J.R. Canady, J.T. Chesnutt, A.S. Davis, A. Durham Jr., J.W. Hilliard, B.R. Hollifield, W.C. Johnson, H.L. Jones, S.D. Kotzian, R.T. Lindley, S.F. Stephens, C.V. Zerrer, J.T. Title Vehicle/Equipment Operator Research Operations Manager Research Operations Manager Research Specialist Research Technician Research Technician Business Officer Research Technician Research Technician Research Technician Research Technician Vehicle/Equipment Operator Research Technician General Work Area Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Dairy and Process Applications Department of Food, Bioprocessing and Nutrition Sciences 34 35 36 37 38 39 College of Agriculture and Life Sciences NC State University 40


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Lego Halo being built now
Bless 'em.
Apparently legions of Halo fans got very excited about the possible launch of a Lego version of their favourite game.
EGM magazine published an article detailing the unexpected allience between Halo developer Bungie and brickmaker Lego.
Cue lots of emails to gaming websites - when is it coming? What's it going to be like? How can I buy it? etc.
But all of those keen readers of EGM magazine failed to note the date on the cover - yes - it was the April edition. And it seems there were a fair few April fools!

subset: commoncrawl


text:
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Oak Creek - An alert off-duty security officer thwarted a shoplifting attempt at Pick 'n Save, 2320 W. Ryan Road, at 12:30 p.m. Dec. 18, and detained one of the suspects until police arrived.
According to the Oak Creek police log:
An off-duty loss prevention contractor for Roundy's was shopping at the store when he saw two men loading a cart with baby formula. The officer recognized one of the men as a shoplifting suspect from recent store alerts and immediately told the store manager. When the manager attempted to stop the men at the store exit, one, a 51-year-old Milwaukee man, pushed the manager back and reached toward his waistband. Fearing the man had a weapon, the security officer wrestled him to the floor and held him until police arrived.
Pick 'n Save employees locked the front doors during the incident for the safety of incoming customers.
The second man involved in the theft attempt is described as a stocky black man wearing a multi-colored plaid shirt. He drove off in a silver or tan Buick Century.
Officers discovered the 51-year-old man is wanted on a warrant for retail theft with the West Allis Police Department and on five warrants for grand theft in Florida.
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I've spent a couple of minutes looking for it, and can't find it because I don't know where it is.
In answer to your question - No, it doesn't crash on my system. If you have continiung difficulty , why not just download the video in its entirety?
It's only 44.9MB.


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The 2010 German harvest was severely reduced in terms of quantity produced, and the quality prospects for the dry white Grosse Gewächse 2010s are expected to be on a more modest scale than their counterparts from 2009, so I suspect that the latter will not be around much longer and it would be wise to buy what…
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Germany 2009 - not just for Riesling
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|33 posts found
Originally posted by Ridelynn
Desktops aren't what drives Apple's value. If you restrict to devices with processor sockets (basically desktops and servers), then Apple has very much been left in the dust. What is the volume on Mac Pro sales again? Apparently it's enough that Apple hasn't bothered to update the line in more than two years.
iOS is for phones and tablets, and there, Apple's competitors can't offer customizability or upgradeability, either. It's not a matter of choosing not to; it's that the form factor doesn't allow it. It's a different market from the one relevant to this discussion. Ford sells a lot of cars, but I wouldn't buy a computer they built.
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Novice Member
Joined: 9/22/11
Originally posted by lizardbones
Now those manufacturers will have to get into tighter deals with Intel as they will depend on Intel even more in production of motherboards. You don't know how this cooperation will look like. It might be that those producers will be limited to de-facto suppliers for Intel. Also Intel produces their own motherboards and now it will be much easier to get additional shares on this market.
Aside of that BGA is far LESS reliable and more short-lived. BGA is what is used in laptops for CPU and GPU's and other things. It has failed on me multiple times in my gaming laptops, especially since they stopped to use lead and there is no viable replacement for it, so 'dry joints' will just keep happening.
Novice Member
Joined: 8/28/05
fyi I got a Core i7 3770, since I don't plan on oc'ing. If that choice is taken away from me, I'll end up paying more for features I won't be using or less without the features I want.
Overall I don't think its a huge deal, but I will miss being able to mix and match my cpu and mb.
Apple is the top 5 in the US in PC Sales (by volume) and top 10 globally... . And that doesn't consider anything with iOS on it ...
Desktops aren't the the major item that drives Apple, but it's still very significant. Significant enough to be ranked, even though the parts are glued in, many parts are proprietary, and yes, some models don't get updated nearly as fast as technology evolves.
Just because you wouldn't buy one doesn't make them irrelevant. Right now, of all computer retailers, Apple is driving the entire industry in industrial design and the "walled garden" concept (which I dislike, but I can't disregard), and has for many years. Love them or hate them, you'll end up using something that Apple brought to market one way or another, even if you loathe them.
Check out Samsung Series 9, the Asus K56CM, the Acer S7, the latest Google Chromebook... Where did I see all those before? Oh yeah, in 2008 when Steve jobs first pulled it out from a manila envelope and called it a Macbook Air.
Who single-handedly drove the industry to Gorilla Glass? Apple. Before the iPhone, it was a shelved product with no real application. Now it's on nearly every smart phone and many flatscreens.
Can you find a smartphone that looks like a Blackberry any more? How about one that looks like an iPhone. Yup - all of them, including newer Blackberries.
How many tablets resemble the Microsoft Tablet PC? I can think of one - Surface Pro. How many resemble the iPad in design and architecture... which strongly resembles the Newton in design and architecture, which was first introduced in 1993? Pretty much all of them.
Just like Ford - you may not like the products, but Apple's influence is far reaching, even in the PC market, and goes well beyond their Mac Pro line that is in dire need of a refresh. For a line that hasn't had a proper refresh in several years, they still seem to be pushing along just fine. There has been a lot of speculation that Apple is looking to get out of the PC market entirely - they already dropped their Server line (it was split between the Mac Pro and Mac Mini) - the iMac and Mini's are glorified laptops in the last few iterations (and especially so in the current thin model). But if you are talking PC - you have to include those as well - the All-in-ones and the laptops. It's not just midtowers that enthusiasts like to work with - it's all x86, and those are all socketed still.
I have a funny feeling that BGA failed on you not because the socket sucks, but because they were just subject to too many thermal stresses. Laptops, particularly gaming laptops, are notorious for packing in too much heat in too cramped of a space. That is little fault of the socket - and something is bound to break when they heat up that much, that fast, and can't stay properly cooled. It's not the peak temperature that kills it, it's the rapid fluctuation of temperature, it kills all solder joints, and is especially brutal on small sensitive spots. If it's not a BGA solder point, it could easily be a reflow joint someplace else, or the silicon degrading, or anything.
Novice Member
Joined: 3/24/10
first people scream doom 12-21-12, then the twinkies go extinct, Now Amd and intel cosider taking about my ability to change motherboards and cpus!, Aww hell no!, get the pitchforks, gather the army, tis time a war starts!
Originally posted by Ridelynn
All right. You're correct that Intel-based laptops still use PGA sockets, which are a form of sockets. But the concern in this thread isn't whether laptops will switch from PGA to BGA. It's whether desktops will switch from LGA to BGA.
Yes, Apple has had a great influence on the design of a number of devices. But desktops aren't one of them unless you go all the way back to the 1980s. How many other vendors are trying to copy the iMac, which Apple has been pushing since the 1990s? How about the Mac Pro? Mac Mini? There are a few non-Apple all-in-ones on the market, but that's very much a niche market that most consumers avoid for good reason.
As for the MacBook Air clones, that's not because a bunch of vendors independently decided that they should build such a product. It's because Intel is paying them to. When Intel first came out with ultrabooks, laptop vendors decided it was a dumb concept that consumers didn't want. They agreed to go ahead and build ultrabooks only because Intel paid for the design and marketing--to the tune of $300 million. And now that they're on the market, lo and behold, consumers don't want them.
Your confusing "I don't want one" with "No one wants one".
The Air sells quite well. Shipping between 1-2M units per quarter. More than double the entire rest of the "ultrabook" market combined. That's probably more units than "gaming" computers sold, although I can't find any GPU sales numbers (which would be indicative of a "gaming" rig) to back that claim up.
This is the latest set of figures I could find, they are a good bit higher than final 2011 quarter figures:
Your right, Intel has subsidized the market trying to create a niche (or rather, I would propose, trying to own a niche that Apple has created and hardily owns right now). Apple is not one of the subsidized laptops. So, they are all creating products that mimic whatever else is successful in the market...
Hard Core Member
Joined: 10/02/11
The Critical Hit Pretzel!
I see it as a big deal if the CPU ends up being the part to go. Your basically forcing the user to buy a whole new mother board which, if you know computers, can be a big pain in the ass to deal with considering the fact you need to find one that suits all the parts on your system correctly. Depending how 'tied' in with the cpu the motherboards are, it can provide a much more strict selection.
Its not a terrible thing either, but still its good to have a choice out there. Maybe if you order the motherboard and CPU custom together it could be nice, but I doubt that will happen.
Apprentice Member
Joined: 6/11/08
I think with my heart and move with my head.-Kongos
Other than Desktop PCs ending up with the lack of choice you get from laptops, ultrabooks and Mac Air things, does any of this have anything to do with Intels attempt to move towards an integrated cpu/motherboard thing?
I can not remember winning or losing a single debate on the internet.
Originally posted by Ridelynn
The MacBook Air is not an ultrabook. Apple can do whatever they want with the design, and is not bound by the restrictions of Intel's definitions. If Apple decides that they need to make a small part of the chassis a quarter of a millimeter thicker than Intel's ultrabook definition allows, they don't lose many millions of dollars in subsidies over it.
Saying "no one" wants an ultrabook is hyperbole, but they're not selling nearly as well as Intel projected.
As for "gaming computers" sales figures, probably the easiest proxy is discrete video cards. AMD's graphics division pulls in about $400 million per quarter in revenue, and that's mostly discrete consumer video cards (integrated is now mostly part of a different division). AMD doesn't receive the bulk of the retail price tag of AMD video cards, either, as board partners, distributors, and retailers each take a cut, and a good chunk of the money spent even before they take their cut is on other components in the video card. Neither is that mostly low end sales, as AMD doesn't get very much for, say, a Radeon HD 5450 GPU. So AMD probably sells at least a few million discrete GPUs with few plausible uses other than gaming per quarter. Nvidia sells even more, so we're likely looking at somewhere in the ballpark of 10 million gaming video cards sold per quarter. That's an order of magnitude better than ultrabooks.
Now, if you restrict to prebuilt gaming desktops, then yeah, sales figures will be a lot lower. But that would constitute missing the point.
Intel apparently denies the rumors, and says it will offer socketed CPUs for the foreseeable future.
I wouldn't be at all surprised if they offer BGA versions of Broadwell or Haswell or whatever for desktops, or even if they made some bins BGA-only. But that's a long, long way from making everything BGA-only.
Advanced Member
Joined: 1/04/05
Putting this in after Quizzical - Sounds like people get upset over nothing.


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What is it?
The Captiva isn't as cheap as you'd expect from the Chevy badge, and the interior could be smarter. But it's one spacious bit of kit, and has one key advantage over its Vauxhall sibling - you can get it with seven seats. Even if they're only big enough for kids.
No permanent 4x4 ('Haldex' clutch is front-drive until the wheels lose grip and then the rears push) and the base model is front-drive only, but the Captiva is tidy enough. There's plenty of safe understeer if you push too hard and the suspension copes well with the UK, even if it is a bit soft.
The revised suspension over the first-gen car - stiffer springs - does sharpen up the Captiva's road manners, but the ride isn't as relaxed as it should be for a car of this class.
The new 2.2-litre diesel replaces the old 148bhp 2.0-litre unit, available in 161bhp or 181bhp tune. The latter, complete with 295lb ft of torque, is enough to drop the 0-60mph time in 9.3 seconds, which is almost two seconds quicker than the old car.
On the inside
Superbly practical. Seven seats, masses of headroom. Worth noting that as with all seven-seat SUVs once that third row is in use, the bootspace drops from 465 litres to a teacup-sized 85 litres. So seven people or luggage, not both.
Can feel budget in the plastics, but this feels like a car to take on real life rather than ponce around in. Nothing to worry unduly about.
Used values are pretty rickety, but 42.8mpg combined isn't too shoddy at all.


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This year, the Central Library at 14 W 10th St will be participating in the NaNoWriMo Young Writers Program and will be handing out free flash drives for each teen who joins us every Sunday in November from 2:00-4:30 for our weekly write-ins! There will be snacks and prizes for everyone who meets their word count goal!
National Novel Writing Month happens every November! It's a fun, seat-of-your-pants writing event where the challenge is to complete an entire novel in just 30 days. For one month, you get to lock away your inner editor, let your imagination take over, and just create!


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2,20 €Anzeigen In den Warenkorb
2,20 €In den Warenkorb
3,90 €In den Warenkorb
Intuitive navigation and simple style will perfectly showcase the products on your site. It has been designed for a wide and clear visibility, very effective for your business. Optimized for desktop and laptop computers, tablets and mobile display. Parure is extremely customizable, easy to use and fully responsive. Parure also provides an ideal navigation for your customers in any type of store. This theme includes several extensions that will help improve your sales. We provide a full support of our products and after sales support to all our customers.


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12 posters
2 groups
In New York, the PRs colleagues and roommates Holly Parker and Jan Lambert are disputing a promotion in their agency. The unethical Jan deceives Holly and sends her to Chicago; meanwhile, she seduces Holly's boyfriend David Kray, in the opening of the fancy restaurant of his own, and they have one night stand. When Holly arrives back home, she finds that David cheated her with Jan, and she decides to move to a new apartment. She schedules a visit with the needy Tess Kositch, and they become roommates and friends. When Tess cuts and dyes her hair identical to Holly's style, she sees that her new roommate is obsessed on her. When Holly follows Tess to the underground night-club "Sin", she realizes that the girl is deranged. But Tess wants to be her friend and put Holly out misery, eliminating her former bad friends.
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text: comments Religion and Values Blog NewsOK | BLOGS March 17 Today's Prayer by Carla Hinton Published: March 17, 2011 Almighty Lord, we turn to You for healing. We pray for renewed hope. Amen. 0 0 Embed 0 Submit Letter Show Comments MORE FROM NEWSOK × Trending life Article Oklahoma man remembers wife's life by maintaining sobriety by Carla Hinton Religion Editor Carla Hinton, an Oklahoma City native, joined The Oklahoman in 1986 as a National Society of Newspaper Editors minority intern. She began reporting full-time for The Oklahoman two years later and has served as a beat writer covering a wide... + show more AROUND THE WEB 1 Han Solo to Get 'Star Wars' Standalone Film from '21 Jump Street' Directors 2 Feds wrap up Aryan Brotherhood meth case with 11 pleas 3 Doctor to Be Sentenced for Giving Chemo to Cancer-Free Patients 4 Marcus Smart talks leadership, improvement following Celtics' summer league opener 5 Blue Cross and Blue Shield of Oklahoma insurance rates might go up 31 percent in 2016: Report + show more


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TouchStone Coupons & Promo Codes
2 verified offers in April, 2014
Check out our 2 TouchStone offers including 2 sales. Latest offer: 'Check Out the Outlet Section for Huge Savings' The last time an offer was used was June 26, 2015.
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1809 1/2 C Normal Date. C-3, B-4, R.1. Die State 1. MS63 Brown NGC. AU55 EAC. Wide date, 09 close; High leaf just beyond S,...
2006 January Dallas, TX The Jules Reiver Collection Signature Auction #390
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|Printable auction results for all items in the 2006 January Dallas, TX The Jules Reiver Collection Signature Auction.
Lovely 1809 Cohen-3 Half Cent1809 1/2 C Normal Date. C-3, B-4, R.1. Die State 1. MS63 Brown NGC. AU55 EAC. Wide date, 09 close; High leaf just beyond S, ES high. Two die states recorded by Manley are distinguished by the presence (early states) or absence (late states) of border dentilation on either side. Faint obverse clash marks are clearly visible below Liberty's chin, although Ron Manley had never seen an example with clash marks by the time his book was published. This example, apparently as always, has the reverse rotated about 30 degrees counterclockwise. Manley commented that both die states of this variety are known only with a counterclockwise rotation of 20 to 30 degrees. Walter Breen made an extremely misleading statement in his Half Cent Encyclopedia: "Rarely shows reverse rotated at various angles to obverse." Reading this, it could be surmised that very few examples have any rotation from normal, and that such coins should be worth a premium. In reality, this is clearly not the case. Dark chocolate surfaces have hints of lighter chestnut color on both sides. All design elements are sharply detailed. A curved, line-like defect at the border over star 8 is the only pedigree marker that we can find, and this is extremely light. Breen Die State II.
Ex: Dill (11/17/1970). Envelope Included.(Registry values: P3) (NGC ID# 222P, PCGS# 1123)
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Blessings of a Father
CBDReader App for Android
Using your Android device, you can download the CBDReader App directly from the Android Market. First, click on the 'Apps' icon from your main screen.
On the app screen, click 'Market' or 'Play Store'.
Click the spy glass icon and search 'CBDReader'.
Click 'Free'.
Click 'Install'.
Click 'Accept and download' to affirm the terms and conditions.
Click 'Open' to open the reader.
Log in with your CBD account and all the eBooks you've purchased on the Christianbook.com website will be automatically added to your device.
Have questions about eBooks? Check out our eBook FAQs.
Product Information
|Format: DRM Protected ePub
Vendor: Creation House
Publication Date: 2012
Availability: In Stock
Publisher's Description
Using colorful descriptions and heart-felt anecdotes, Monique vividly depicts the joy of living a life completely surrendered to the will of God. She encourages us to make ourselves available to follow His lead, to be willing to drop everything and join the dance at a moments notice.
This book is sure to touch the heart of each and every reader, reminding us to set aside some time each day to play with reckless abandon, and to tend to the things in our lives that are truly important.
Author Bio
Monique Jesiolowski MA, RYT holds a Masters of Counseling Degree from Indiana Wesleyan University, and works as a Christian therapist at her own private practice, Lamplighter Counseling. She has worked in the counseling field for 20 years, and specializes in helping people find God's true design for their lives. Monique is also an Adjunct Professor at Indiana Wesleyan University, where she teaches courses in Marriage and Family Counseling. She co-facilitates Playdates with God, retreats designed to provide insight, joy, peace, fellowship and creative outlets for Christian women. Monique is happily married to her husband, Robert, the love of her life and a fellow therapist and colleague, and has an amazing 5-year-old daughter named Marianna Thunder.
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Notes & Reviews:
Born in Chengdu, China, violinist Ning Feng studied at the Sichuan Conservatory of Music and the Royal Academy of Music in London. The recipient of prizes at the Hanover International, Queen Elisabeth and Yehudi Menuhin International violin competitions, Feng was also awarded first prize in the 2006 International Paganini Competition. Now based in Berlin and performing worldwide, Feng is developing an international reputation as an artist of great lyricism and tremendous bravura. This second volume in his series of works for solo violin features works by Bartók, Prokofiev and Hindemith.
Gramophone Magazine, Awards Issue 2013
His performances of all [the works] unveil his artistry and musical thought in a way more redolent of his live performance persona than the evidence we have hitherto had on disc, exposing him as the thoughtful - as well as astonishingly accurate and nimble - musician he is.
MusicWeb International, 1st November 2013
In purely technical terms this is a CD of quite stunning violin playing. Every aspect of Ning Feng's playing seems to be under extraordinary control...the level of musical insight does not match the technical brilliance. I feel almost ungrateful and churlish asking for more in the presence of such skill.
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Pretoria — Lonmin mine security had not expected protesting miners at Marikana in the North West to gather and strike on August 12, 2012, the Farlam Commission of Inquiry heard on Monday.
"Never had it happened that strikers would gather on a Sunday and have a go at the property. Previously, the strikers would rest and resume their action on a Monday," Lonmin mining security manager Henry Mntunaye Blou said.
"Up to that point, my thinking was that the strikers, as they were gathering, would just have a dance to show force and would disperse."
Blou was cross-examined by Karel Tip, for the National Union of Mineworkers, at the inquiry's public hearings in Pretoria.
"We already know that by 10 August [2012] you and Mr Sinclair registered that this was an unusually large number of strikers and that their mood was unusually threatening," said Tip.
"Didn't you have to displace your views about what happened in the past? Should you have anticipated the worst? Isn't that your duty and what scenario planning is about?"
Blou responded: "We were caught by surprise. We were caught unawares. We never anticipated that Lonmin employees would be armed on a Sunday."
Commission chairman retired judge Ian Farlam said Blou was not answering the question.
Tip said if Blou realised that the protesters' behaviour was uncharacteristic, the security should have implemented special measures for the "uncharted territory".
Blou responded: "We should have done that. On Friday when the strikers were dispersing, we were walking among them. On Saturday, after the attack at Wonderkop, our teams were also walking in and among the strikers."
"On Sunday morning, we were still of the view that we had a good rapport and that the strikers would listen and again listen to us as has been history. I believe we should have taken a different view, we did not."
Lonmin guards, Frans Mabelani and Hassan Fundi were killed during a confrontation with the strikers on August 12, a Sunday. In that week, eight other people -- two policemen and mineworkers -- were killed in unrest related to the strike.
The commission, chaired by Farlam, is investigating the deaths of 44 people killed during the strike-related unrest in August 2012.
Thirty-four people, mostly striking mineworkers, were shot dead in a clash with police on August 16, 2012.
Over 70 people were wounded and over 200 were arrested. Police were apparently trying to disperse them.


text:
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text:
1.Preheat the oven to 425°F.
Set a pot of water to a rolling boil, and season it well.
2.Slice the asparagus into small little circles, so that they are not overwhelming in comparison to the meat or the bulgur.
3.Pour them into the boiling water for about 30 seconds, then drain.
4.Heat up about 2 T of olive oil in a pot, and gently fry the grated onion until it is translucent. Tip in the bulgur, stir, and pour over the water. Season with salt and bring the water to a boil.
5.Once the water comes to a boil, reduce it to a simmer, and cook covered until the water is absorbed.
6.Cool the bulgur once it is cooked. Mix in the Parmesan cheese, and check the seasoning.
7.Toss the meat with the blanched asparagus, pine nuts, juice from the lemon, and season it well.
8.Line the bottom of a cake pan with olive oil.
9.Plant a layer of bulgur on the bottom, allowing some of them to stick together.
10.Pat it down nicely.
11.Next, add the layer of meat, and distribute everything evenly.
12.Layer the rest of the bulgur on top of the meat. Brush with olive oil and sprinkle some water on top.
13.Bake the kubba covered with aluminum foil for 10 minutes.
Remove the foil and reduce the oven temperature to 375˚F.
14.Finish baking the kubba uncovered for about 30 minutes, until the top is browned nicely.


text:
- Private transfer from Denver International Airport to your downtown Denver, Denver Tech Center or Boulder accommodation
- Enjoy private yet affordable transportation and skip the stress of taxis or shuttles
- Simply call the operator upon arrival for immediate pickup
- Chose from a private sedan for up to 3 passengers or a sports utility vehicle for up to 5 passengers comfortably
- Service available 24 hours a day, seven days a week
What You Can Expect
Upon arrival at the Denver International Airport (DEN), you'll be met by your professional driver. Choose from a luxury sedan transfer for three people or a sport utility vehicle transfer that carries up to five passengers. Once you're settled comfortably in your chosen vehicle, you'll be driven straight to your downtown Denver, Denver Tech Center or Boulder accommodation.
Price is per person, based on three passengers per sedan or five per sports utility vehicle.
Customer Reviews
March 2015
July 2014
why was he not waiting for us?


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<< Return to Job Listings
LPN or LNA, OR, Full Time
Southwestern VT Medical Cntr, Perioperative Services
Full Time Days
This position is responsible for assisting Registered Nurses in providing individualized goal directed patient care.
High School Diploma or equivalent required. Successful completion of an LPN program required. Prior nursing experience preferred. Ability to obtain a valid Vermont State LPN license by date of employment required. Health Care Provider BLS required within 90 days of hire.
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