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A tanned McLaughlin back in court
Sporting a fresh Florida tan, scandal-scarred labor big Brian McLaughlin was in federal court this morning to ask for more time to sift through evidence gathered during the government's years-long investigation of him.
McLaughlin, the former Queens assemblyman who doubled as powerful president of the city's Central Labor Council, faces decades in prison for allegedly stealing more than $2.2 million. But he looked none the worse for wear when he showed up in Manhattan Federal Court in a dark pin-striped suit and a healthy glow from a few days in the Sunshine State.
With the court's permission, McLaughlin, who is free on $250,000 bail, travelled to Florida in late February to sell a seaside home he owns in Melbourne Beach on Florida's "Space Coast" just south of Cape Canaveral.
The trip, from February 21 to 26, coincided with a confab of unionists who were in Florida at the same time for a meeting of the Building Construction Trades department of the AFL-CIO.
"I didn't go to any of the labor events," a jovial- seeming McLaughlin told reporters on his way into the courtroom. "But I hear [presidential candidate] John Edwards is working the international unions hard," the defendant added.
Asked if he was an Edwards fan, McLaughlin was led away by his attorney, Michael Armstrong, before he could answer. In court, McLaughlin sat mum as his attorney told Judge Kenneth Karas that he needed yet more time to comb through 100 boxes of evidence that were collected by city, state, and federal investigators during their probe of the labor leader.
Assistant U.S. Attorney Daniel Braun, who is handling the case, agreed to the delay and Karas set a date for a new hearing. McLaughlin didn't flinch when Karas said the next hearing would be on April 13. "That's a Friday," the judge said. "I hope that's okay with you."
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No. 7 Syracuse rights ship with win at Florida St.
Mar 9, 2014, 4:27 PM EDT
For the first time in what feels like a month, No. 7 Syracuse looked like a team capable of putting together a run to the Final Four.
The Orange got 22 points, seven boards and four steals from C.J. Fair as they went into Tallahassee and knocked off Florida State, 74-58.
The big news for Syracuse is that they finally looked better than a high school JV team during the first week of practice on the offensive end of the floor. They shot 48.3% from the floor, grabbed 17 offensive rebounds and scored 1.194 PPP in the win, and it's hard to look at those numbers and ignore the fact that Jerami Grant was back and healthy for Jim Boeheim's club.
Even at my most complimentary, Grant is the third-best offensive option for Syracuse. He's not exactly a go-to guy. But he's as active as anyone on the offensive glass, which is big for two reasons:
1) The Orange are not great in the half court, meaning that sometimes their best offense is going and getting a rebound after a missed shot. And while that doesn't necessarily make them prettier on that end of the floor, it does make them more efficient. Grant is one of the best tip-dunkers in the country. He's important.
2) The attention that he is going to get from defenses looking to box him out will help open up rebounding lanes for other players along the Syracuse front line.
All of that is before you factor in that Grant is, frankly, just a much better fit in the Syracuse zone than either Michael Gbinije or Baye Moussa Keita.
The Orange had some issues before Grant was banged up, but it's hard to argue that this isn't a better team with him healthy. And now, after this win, Syracuse is in a position where winning the ACC tournament could be the key to getting a No. 1 seed in the east.
A No. 1 seed in the east means that they wouldn't have to play a game outside the state of New York until the Final Four.
I'd say that's pretty important.
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Transcript of "Finance modernization"
1. "Finance Modernization -adopting a finance systems architecture fit for the networked economy " A FSN & Oracle White Paper
"Finance Modernization" - A FSN & Oracle White Paper 2 Contents Introduction 3 How well have we coped with the changing demands? 3 There have been notable successes 4 Financial Close & Reporting Integrated Business Planning Governance, Risk and Compliance (GRC) Shared Services Connecting the dots Preparing for the future 7 Roles-Based Processing Embedding Information management and Analytics Enabling Collaboration Simplifying the 'User Experience' The target architecture 8 Open Standards Centralized Data Model Adaptable Business Processes User Interfaces for the Facebook Generation Multiple Deployment and Delivery Methods Modular – No need for 'Big Bang' How Oracle responds 9 Summary 10
"Finance Modernization" - A FSN & Oracle White Paper 3 Introduction It is often said that, "The only thing predictable about life is its unpredictability." Change is also a feature of business life – it's what drives businesses forward – it acts as a spur to organizations to achieve even greater heights. But the last decade has seen unbridled change and volatility on a scale that is unprecedented, punctuated every so often by a mixture of man-made and natural events of breathtaking proportions. The 2011 Japan earthquake and tsunami disrupted supply chains and the manufacture of essential components in the car industry and electronics sector across the world in a matter of hours. Unprecedented political events in the Middle East have thrown oil prices, exchange rates, inflation and economic forecasts into confusion. Sovereign debt has brought countries to the brink of default and threatened contagion across western economies and business reputations are seemingly built or shredded in a matter of days as communications whip across social networks. But not all changes are so dramatic. Regulation has steadily added to the burden of change, especially for multinationals facing different regulatory requirements in different regions. Constant impositions from regulators and global standard setters such as revisions to IFRS, the introduction of mandatory XBRL-based filings, new sustainability reporting requirements and a raft of anti-fraud and corruption regulations have piled change upon change, adding to systems complexity and the breadth of information that organization need to absorb and synthesize. Finally, technology itself is fueling change. The networked economy, hastened by mobile devices and Cloud computing, brings opportunities and process challenges in equal measure. The ease with which companies can trade across borders is welcome but brings with it obligations for the ethical and sustainable management of elongated supply chains. In these circumstances, it is important that systems architectures are malleable, yet robust, so that business information and processes can be adapted on the fly, and delivered to decision makers irrespective of the changes they face. Yet many systems in use today were designed for a different era and a more benign business environment leaving organizations unable to respond to today's more pressing demands. So how should companies respond and what systems architecture will enhance their competitiveness, financial performance, productivity and responsiveness in a period of constant change? How does management execute on its strategies, accelerate decision making and maintain performance when everything around it is changing at Twitter-speed? How well have we coped with The last decade has seen significant consolidation in the applications software market. A succession of mergers and acquisitions has reduced the number of globally deployable ERP systems under the changing demands? separate ownership from around fifty ten years ago to a handful in 2011. Business Intelligence and Performance Management systems have followed suit as the leading software vendors sought to assemble complete application suites of ERP, EPM (Enterprise Performance Management) and GRC (Governance, Risk and Compliance) software capable of satisfying the diverse needs of their customer base. But now that the building blocks are in place there is little sense that businesses are taking full advantage of the availability of integrated suites and the benefits that they bring. So what has been holding back progress? In practice there are varied reasons, for example, lack of visionary skills, the complexity of existing infrastructure, perceived risk in changing technology platforms and a lack of understanding of the potential benefits. Added to which there has been a reluctance to invest in additional infrastructure during a soft patch in the economy. But there has also been little incentive to re-invest in new systems. The application suites of the last 10 years have grown largely by 'grafting' on new functionality (often via acquisitions) to existing offerings rather than the wholesale re-engineering of what is on offer. It often needs a step-change in capability to persuade organizations to migrate to new offerings. So companies have made judicious additions to their software portfolios, launching discrete improvement projects and making piecemeal additions at the margins where feasible, i.e. building on what they have already have in place. Such pragmatism has enabled organizations to successfully navigate many of the challenges in the short term but it has left fragmented, costly and inefficient systems architectures in its wake. More importantly it has rendered them incapable of responding to the competitive pressures of the digital economy.
"Finance Modernization" - A FSN & Oracle White Paper 4 There have been Despite patchy investment in financial systems, significant strides have been made in understanding and formalizing some of the core financial processes that may have been neglected notable successes in the past. In fact it could be argued that the slight pause in investment has given the finance function much needed time to reflect on what it does, better engineer its processes and pave the way for more agile and finely honed finance systems architectures. "When combined with improved and efficient processes, innovative technologies have the ability to deliver quick and simple advantages. For example the continual integration of operational and finance systems with redefined processes can greatly enhance the speed at which information flows throughout the organization 4 and may enable the CFO to better manage inefficiencies or regulatory penalties." A number of finance transformation initiatives stand out as particularly successful and productive, such as investments in Financial Close & Reporting; Integrated Business Planning; Compliance & Risk Management, and Shared Services. Financial Close & Reporting The group (corporate) financial reporting process has been in a constant state of flux since the introduction of the Sarbanes Oxley Act in 2002. Regulation and compliance have been in the 'driving seat', stretching the breadth of reporting, accelerating reporting deadlines, introducing new information requirements and ushering in a new era of electronic filing based on the global XBRL standard. Over the last decade, tremendous progress has been made in the financial reporting supply chain, for example, the ease with which data can be harvested from subsidiaries and submitted to group. The ability to readily capture information from integrated ERP systems together with financial data quality management and advanced analytical and reporting tools has led to a step-change in financial integrity and the ability to respond easily to new information requirements. Cutting financial close times in half has allowed Pearson to respond to changing market conditions. Pearson, an international media company, in the world of education, business information, and consumer publishing has businesses in over 60 countries. Pearson knew it had to gain a single, centralized environment of business knowledge, as well as streamline and integrate processes for management and statutory reporting. Pearson Reporting and Information Management Environment (PRIME), the company's collection, consolidation, and reporting enterprise performance management (EPM) portal, went live in 2004 on a single global instance of Oracle's Hyperion Financial Management. Some 300 managers in 60 locations use it to consolidate 80 enterprise resource planning (ERP) environments for compliance, regulatory, and stockholder filings. Standardized group policies and key performance indicators give business managers and analysts near-real-time visibility of financial performance across the full reporting cycle which enables them to identify anomalies and identify opportunities much earlier. Since implementation, processes have been simplified, bottlenecks identified rapidly and the number of sub-consolidation points have been reduced. As a result, Pearson has more than halved the monthly close time by consolidating financial reporting for its three global businesses on Hyperion Financial Management. Migrating from legacy software has cut licensing costs and ensured a continuous reduction in support costs. "PRIME has enabled us to achieve a progressive reduction in submission times. We have rapid performance visibility which improves our ability to move quickly in response to changing market conditions and customer needs to be able to meet competitors head on," says Michael Benjamin, senior vice president and controller (Americas). Integrated Business Planning Historically, organizations have built up their budgets and plans along functional lines – simply because that is the way that people are usually organized. But business processes do not respect
"Finance Modernization" - A FSN & Oracle White Paper 5 functional boundaries. The true costs of sourcing a product, delivering it to a customer and getting paid are driven by the process – not by functions. This means that plans in one area need to be consistent with projections in another if resources are to be allocated efficiently and satisfying a performance objective in one place is not to have unforeseen consequences in another. Enlightened companies are seeing the benefits of a cross-functional capability in which the planning effort is aligned with core business processes and integrated so that planning assumptions are normalized across the enterprise. An integrated business planning system provides a platform in which planning models are inextricably linked and can be shared by users in different functional areas. Technology such as this not only supports real-time analysis, reporting and decision making around operational plans but also binds them tightly into financial and strategic plans. The outcome of this is broad consensus around predicted outturns and greater assurance that operational performance is technically, strategically and financially feasible. Yet despite the obvious advantages 1 of specialised tools 96% of organizations still rely on spreadsheets and manual processes for key parts of the planning cycle. Cabot Microelectronics reduced its forecasting cycle time by 50% Cabot Microelectronics is a leading global supplier of consumables to the semiconductor industry. But in this fast moving sector its planning cycle was too slow and inaccurate so the business embarked on a project to integrate its sales and operational planning in real time. By replacing its existing demand planning system, Cabot Microelectronics found it could reduce its demand forecasting and planning cycle time by almost 50 percent as well as reduce forecast error rates. Liberating valuable time from the planning cycle has allowed Cabot Microelectronics to quickly respond to changing business conditions and swings in demand while gaining better control of its global planning and forecasting processes. Previously, the forecasting process was highly manual and time intensive. The new, tightly integrated system allows Cabot Microelectronics to design long-range plans in Oracle Hyperion Planning which are then translated into annual plans and synchronized with Oracle Real Time Sales and Operations Planning for execution across sales, inventory and forecasting. As a result, the company has seen a 50 percent reduction in forecast error rates at the item number level. "Oracle's Real Time Sales and Operations Planning solution and the integration to Oracle Hyperion Planning has had a valuable impact on our entire organization," said Cabot Microelectronics Director Global Customer Service and Sales Operations, James Dillon. "We've streamlined and automated demand forecasting and improved our ability to deliver timely plans. Our finance team can now focus on analysis and planning instead of data gathering. Also, our sales force benefits from a much more intuitive, user-friendly interface and is now able to forecast price changes in Demantra. Overall, the transparency we've gained promotes better collaboration across our global operations." Governance, Risk and Compliance (GRC) GRC is an umbrella term which brings all of the control strands together providing an integrated repository in which (i) enterprise risks can be documented, quantified, prioritized and managed (ii) governance procedures, such as, board and management activities, oversight structures, strategy setting, performance monitoring and reporting can be recorded (iii) there is a documented controls environment for the evaluation, monitoring, and reporting of the controls that facilitate compliance with regulatory requirements as well as corporate policies and procedures. Rampant growth in transaction volumes, technical complexity, growth in regulation and an ever increasing variety of deployment options all play a part in laying organizations open to business risk, non-compliance, fraud and error. The growth in volumes makes it hugely difficult to identify errant transactions. Manual controls and the traditional operations of internal audit are blunt instruments in the face of terabytes of corporate data. Fortunately, there has been a step-change in technology which has enabled the rapid development of potent GRC platforms in which there is constant surveillance of the controls environment. Modern systems of Governance, Risk and Compliance offer a much more holistic and integrated approach compared to the scatter-gun approach adopted by many organizations. New capabilities such as automated controls monitoring and surveillance of transactions coupled with advanced analytics and reporting offer enhanced prospects for protection against non-compliance, mistakes and fraud.
"Finance Modernization" - A FSN & Oracle White Paper 6 A.M.Castle & Co.– steps up process controls and compliance with a GRC solution A.M. Castle & Co. is a distributor of specialty metals and plastics products and supply chain solutions in more than 60 locations spread across the United States, Europe and Asia. Managing controls and compliance is demanding for any multinational operation but acquisitions and rapid global expansion presented A.M. Castle & Co. with additional challenges in finance and administration. For A.M.Castle & Co. the 'quote to cash' cycle came under particular strain. It became inefficient and error prone and poor order tracking caused service issues. Additionally, the special needs of the metal distribution business required a number of additional data fields and keystrokes which were not always performed completely and accurately. The company relied heavily on manual controls such as extensive exception reporting to 'trap' erroneous entries and transactions that were outside of corporate policy. This system of manual surveillance was supplemented by numerous custom audits, but the CFO and Board sought a more robust controls environment and decided to implement Oracle Fusion Governance, Risk, and Compliance on top of its Oracle E-Business Suite. By instituting a system of automated controls that could reduce and correct orders at source, the company managed to reduce order entry time by 20 percent. The new regime also improved customer service through more accurate order information which ensured that the company shipped and invoiced goods correctly from day one. The availability of automated alerts and exceptions by email helped the sales department resolve order queries with customers before they became an issue. The net effect of all of these improvements greatly enhanced operational performance and user confidence in the 'quote to cash' process. Shared Services 'Shared Services' is one of the resounding successes of the last decade and it's not difficult to understand why. Earlier decades had seen the introduction of ERP systems and business process re-engineering initiatives on a grand scale. These projects successfully drove down the cost of transaction processing at a time when businesses almost everywhere in the west were experiencing high levels of annual growth. Now in more restrained times organizations have found that there are additional economies of scale to be had by combining these processes into shared 2 services centers (SSC). According to a recent survey 34 percent of organizations have had one or more SSC's for three years or less. Cost reduction is the main driver in 87 percent of cases and finance continues to be the process area most often moved into Shared Services (93 percent of 2 SSC's) . However, the benefits extend well beyond driving cost out of the business. "Streamlining and simplifying core financial processes have widespread advantages. The honing of complex processes in centers of excellence allows organizations to standardize on a single supplier platform, strip out wasteful 'non-value' added tasks, concentrate resources on the essentials, improve process 3 visibility, reduce error rates and enhance management controls."
"Finance Modernization" - A FSN & Oracle White Paper 7 Experian plc deployed ERP in regional shared services centers to support global expansion and improve efficiency Experian plc, a global information services company, provides data, analytical tools, and marketing services to clients in more than 65 countries. It provides businesses with decision-making support— helping them to manage credit risk and prevent fraud—and assists consumers with checking credit reports. It turned to a shared services approach to create a scalable platform to support rapid expansion and enable it to deploy new core financial and human resources functionality quickly to additional countries. As part of the initiative it upgraded its enterprise resource planning system (ERP) to a single global instance of Oracle E-Business Suite Release 12 in 21 countries and created three regional service centers. It completed the upgrade in five months, while supporting concurrent country deployments. It enabled Experian to establish a global chart of accounts, and complete its financial close to agreed service levels. Business managers benefitted from improved visibility of operations and greater reporting capabilities. It also created an extensive, stable ERP foundation that offered new functionality and enables rapid integration of new businesses into its financial information services network. According to Collin Markwell, Senior Vice President, Global Corporate Systems, Experian plc "Oracle E- Business Suite Release 12 applications provided a solid foundation on which to deploy value-added functionality across the business. It enables Experian to be agile as we continue to grow and expand our network of credit and financial information services around the globe." Connecting the dots The foregoing paragraphs illustrate the individual progress that has been made in financial reporting, integrated business planning, compliance and risk management, and shared services but many of these initiatives are pursued in isolation from each other. Improvements in one area do not necessarily benefit another and the full value of investments cannot be realized across the enterprise because of fragmented systems architectures. So is there a better way? What principles should guide the development of modern finance systems? Preparing for the future ERP systems represent the most trustworthy source of corporate information about customers, suppliers, products and employees and these applications 'touch' virtually every functional area of the business. So the idea that ERP systems should occupy the center ground of business systems architectures has largely gone unchallenged for the last 20 years. But the focus of ERP systems has been on accumulating functionality; i.e. assembling and integrating applications with broader coverage enabling a richer experience across all industries while absorbing the specialist requirements of so called 'vertical' markets. In the last decade these have been complemented by Business Intelligence, Performance Management, and Governance, Risk and Compliance suites that have leveraged the core capability of ERP systems. This approach has served organizations very well in the past, but we are entering a new era in which a process view of an organization, (within and beyond its strict borders) is usurping the traditional functional view of its operations. This is because the process view of an organization is more reflective of how it works in practice and how resources are deployed. In this new paradigm there is also a greater understanding of how application design critically affects user productivity and responsiveness to change. So what are the best practices in the design of modern finance systems?
"Finance Modernization" - A FSN & Oracle White Paper 8 Roles-Based Processing Accompanying a process are the roles that people play individually and collectively in guiding its progress. Roles-based processing acknowledges that although people are generally organized into functional groups, for example, "sales", "credit control", and "inventory", in reality the business is transacted in a process that transcends all of these artificial functional boundaries - in this case "order to cash". Roles-based processing identifies all of the key roles within an organization and then assembles set pieces of user functionality and information appropriate to a particular user's role in the business. Essentially, it is a complete environment, almost portal-like in concept, where information from different data sources can be brought together with relevant functionality on the same page. Embedding Information Management and Analytics The modern finance system seeks to embed information management within the application itself, reconnecting users with the business processes they are expected to operate, allowing them to derive business insight from the thousands of transactions they process and provide a single platform for more efficient roles-based processing. The idea is that users should be presented with the right information at the point of transaction, rather than having to wait for a separate report. Since many organizations have roles in common there is also a place for pre-packaged analytics that, based on best practices, can provide a foundation of information appropriate to a particular role, pulling relevant information as needed from multiple business applications. According to one 1 survey , approximately 61% of executives cite the importance of Business Intelligence in helping them make strategic decisions and react in real time to market events. Enabling Collaboration Collaboration is a theme that should weave its way through every aspect of a modern finance system. In the past users had to log into multiple application environments (usually Microsoft Office) to communicate with others. Collaboration envisages a much more intimate and immediate connection between processes, so that information (reports, process steps, issues and tasks) can be dispatched from one user to others through shared workspaces without ever leaving the application or cutting and pasting between applications. Simplifying the 'User Experience' Historically, financial systems have been relatively difficult to navigate learn and use, stifling initiative, discouraging staff mobility and making information difficult to find. However, considerable progress has been made in application design over the past decade, making finance systems easier and more intuitive to use. A key consideration in newer finance architectures is to make applications more appealing to the 'Facebook' generation. (Facebook now has over 650 million 4 users, and Twitter's volume of visitors is rising at over 80% a year .) But what kind of finance systems architecture is needed to support the transition to a more joined up environment? What would target architecture look like? The target architecture Open Standards The assembly of the full breadth of application software is crucial to an effective finance systems strategy. But what constitutes the full breadth? In the past 20 years the scope of finance systems has grown well beyond its humble origins in financial accounting. ERP marked the first serious efforts to offer core business processes in a single integrated suite and the trend has continued with the blurring of the boundaries between business intelligence applications and performance management applications integrated into popular ERP platforms. In more recent times, governance, risk management and compliance (GRC) have coalesced so that the current position is that a fully fledged finance architecture consists of GRC, Enterprise Performance Management (EPM) and ERP. However, the breadth of applications continues to expand. For example, the introduction of XBRL and digital reporting continues to challenge the boundaries. What we learn from this is that whatever architecture is designed for an organization it must have open standards at its core to allow for additions in the future.
"Finance Modernization" - A FSN & Oracle White Paper 9 Centralized Data Model The growth in applications, data diversity and data volumes has created significant challenges for data quality management. Organizations have found it difficult to preserve data integrity (completeness and accuracy) when items of standing data (metadata such as cost centers, products, business units) are duplicated between applications – often using different coding structures and nomenclature. The proliferation of inconsistent data undermines reporting, performance management and confidence, so it is vital that a modern finance system maintains a centralized repository of metadata which is shared by all applications and can be updated as the business changes shape. Adaptable Business Processes Processes are the fundamental building blocks of a modern finance systems architecture. Yet they are inevitably susceptible to change. Modern finance systems have to be able to absorb process changes, for example additional steps, workflow tasks and routings without resorting to coding, hours of consulting support and without jeopardizing upgrade paths. Furthermore, in a finance setting, process changes should be capable of being implemented by finance personnel without the need for support from IT specialists. User Interface for the Facebook Generation The quality of the user interface is possibly one of the most undervalued aspects of business applications but the influence of the 'Facebook' generation which is entering the workplace for the first time is likely to force the pace of change. Young people expect the immediacy and accessibility of applications that they encounter in their private lives to be mirrored in their working lives. So applications in a modern finance setting must be simple to navigate, communications need to leverage social media and be supported by Instant Messenger style capability and speed. Multiple Deployment and Delivery Methods Advances in Cloud computing, mobile devices and operating systems have created choice in the way that applications are deployed and delivered to end users. The modern architecture has to accommodate a mixture of delivery models without compromising security or simplicity, for example, 'single sign-on'. Mobile computing is seen as essential to business prosperity. Improvements in application design and mobile devices (including cameras) means that they can be used for, say, capturing images of receipts, updating workflows, responding to alerts and delivering 4 KPIs. According to a recent global survey of C-Suite executives 57% say that mobile technologies will have the greatest positive impact on their business over the next five years. Cloud computing is well established as a regular feature of modern finance systems architectures alongside the more traditional on-premise approach. It is widely appreciated that private, public and hybrid clouds can offer significant advantages in terms of, the availability, accessibility and scalability, of ERP, BI, GRC and other applications enabling organizations (especially those with mobile workforces) to respond even more flexibly to changing market conditions. At the same time, reducing the scope of in-house infrastructures by deploying to the Cloud can help businesses reduce their costs and improve the returns from their IT assets. Modular – No Need for 'Big Bang' Of course not all organizations are in a position to take up the latest advances in applications and delivery methods straight away. Others may not need the latest capability. The 'ideal' architecture allows businesses to transition to new methods of working at a pace which suits their operations rather than being forced to accept a big bang approach which has been common practice in the past. Modern architectures should anticipate partial migrations and manage the consequences of upgrades in a way that minimizes business disruption. How Oracle responds Thousands of organizations globally use Oracle's Financial Management solutions to manage their day to day financial processes, to plan for the future and to support changing regulatory and business requirements. Oracle's Financial Management Solutions include packaged applications for core financial processing; governance risk and compliance; and enterprise performance management. The core financial applications, which include Oracle E-Business Suite, PeopleSoft
"Finance Modernization" - A FSN & Oracle White Paper 10 and JD Edwards Financials can be deployed on a distributed or centralized basis to support a shared services model and cost efficiency. Oracle has also recently introduced Fusion Applications, a 100% open-standards based business application suite designed to set a new standard for the way organizations innovate, work and adopt technology. Oracle Fusion Applications provide flexible deployment options including on-premise, public clouds, private clouds and software as a service (SaaS). Delivered as a complete suite of modular applications, Oracle Fusion Applications are designed to co-exist with current application investments. Two modules are especially relevant for Finance systems - Oracle Fusion Financials and Oracle Fusion Governance, Risk, and Compliance. Oracle Fusion Financials is a set of integrated financials modules with a role-based user interface that supports collaborative business processes. Unlike traditional financial systems that consider decision support and intelligence as an afterthought, Oracle Fusion Financials places business insight at the fingertips of all users. Its advanced reporting platform and native business intelligence can fundamentally change the way finance professionals work. Oracle Fusion Governance, Risk, and Compliance is a platform for enterprise risk management, multi-regulatory compliance, and controls enforcement. Unlike niche products that focus either solely on documenting policies or on monitoring system controls, Oracle Fusion Governance, Risk, and Compliance combines vital risk and compliance oversight with automated controls enforcement. This tight integration allows firms not only to meet current regulatory requirements but also to embed control, predictability, and efficiency into the very fabric of the business. Finally, Oracle's Hyperion Enterprise Performance Management applications provide an effective solution for integrating strategy, planning, and execution into a seamless process. Oracle's Hyperion Performance Management applications are a modular suite of integrated applications that integrate with both Oracle and non-Oracle transactional systems. Although each application can be deployed independently to deliver a high degree of value, they work better together, integrating strategic, financial, and operational management processes. Summary Organizations are facing unprecedented levels of change and volatility, fueled by globalization, social media, geo-political upheaval, macro-economics (sovereign debt), technological innovation and regulation. While change has always been a feature of the business landscape, the scale and velocity of what is happening now sets a different tone. Against this background organizations have to be extremely fleet-footed if they are to remain competitive. In turn, this has profound implications for the systems and processes that support management decision making and, more broadly, everything that the enterprise does, from sourcing supplies to delivering products and services. The ERP systems which formed the foundation of business systems architectures for the last 20 years have served multinationals very well. Over time significant strides have been made in Business Intelligence, Performance Management, Governance Risk and Compliance which have added to the richness of what is on offer. Furthermore, finance transformation initiatives around financial reporting, shared services and integrated business planning have delivered considerable value. But the demands of the 21st century require the support of a new kind of systems agility and a modern finance systems architecture. A preoccupation with functionality has given way to a process oriented view of the way that business is conducted in which best practices, business roles and analytics are deeply embedded in the applications. The impact of intuitive user interfaces and the need to share common, standardized and controlled information across the enterprise is much better understood. This new thinking and flexible process capability is exposing a yawning gap between the systems currently deployed and a new generation of more agile, flexible systems better suited to the rapidly changing markets that most businesses now face. Indeed the case for change – finance modernization - is now more compelling than ever before. The good news is that unlike in the past, when systems innovation required a wholesale change in approach, the so called 'big-bang', the new paradigm allows new capability to be introduced much more in sympathy with business needs. This means that organizations can equip themselves for the new reality with minimum business disruption.
"Finance Modernization" - A FSN & Oracle White Paper 11 Bibliography Reference1 "Forecasting with confidence - Insights from leading finance functions" KPMG 2007 Reference2 "2011 Global Shared Services Survey" Deloitte Reference3 "Transforming finance – Challenges and breakthrough solutions for CFOs" KPMG 2011 Reference4 "The New Digital Economy - How it will transform business" Oxford Economics 2011 Leading author Gary Simon, Group Publisher of FSN and Managing Editor of FSN Newswire Contributing authors Karen dela Torre, Vice President, Product Marketing, Oracle Stéphanie Maziol, Product Marketing Director, Oracle Theresa Hickman, Product Marketing Director, Oracle John O'Rourke, Vice President, EPM Product Marketing, Oracle Nigel Youell, Director, EPM Product Marketing, Oracle About Oracle Oracle (NASDAQ: ORCL) is the world's most complete, open, and integrated business software and hardware systems company. For more information about Oracle, please visit our Web site at http://www.oracle.com. About FSN FSN Publishing Limited is an independent research, news and publishing organization catering for the needs of the finance function. This white paper is written by Gary Simon, Group Publisher of FSN and Managing Editor of FSN Newswire. He is a graduate of London University, a Chartered Accountant and a Fellow of the British Computer Society with more than 27 years experience of implementing management and financial reporting systems. Formerly a partner in Deloitte for more than 16 years, he has led some of the most complex information management assignments for global enterprises in the private and public sector. firstname.lastname@example.com www.fsn.co.uk Whilst every attempt has been made to ensure that the information in this document is accurate and complete some typographical errors or technical inaccuracies may exist. This report is of a general nature and not intended to be specific to a particular set of circumstances. FSN Publishing Limited, Oracle Corporation and the author do not accept responsibility for any kind of loss resulting from the use of information contained in this document.
FSN Publishing LimitedClarendon House125, Shenley RoadBorehamwoodHertsWD6 1AGUnited KingdomWorldwide EnquiriesPhone: + 44 (0)20 8445 2688Email: email@example.com CorporationWorldwide Headquarters500 Oracle ParkwayRedwood Shores, CA94065U.S.A.Worldwide EnquiriesPhone: +1.650.506.7000 +1.800.ORACLE1Fax: +1.650.506.7200www.oracle.com © FSN Publishing Limited and Oracle Corporation 2011. All rights reserved.


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Toronto Blue Jays Rumors: Would Ryan Hanigan Provide Adequate Solution At Catcher?
In case you're wondering, yes, pretty much all MLB catchers should be considered legitimate options for the Toronto Blue Jays these days.
The latest of these to hit the market is rumored to be Ryan Hanigan, who saw his backup/platoon job with the Cincinnati Reds suddenly diminished with their acquisition of Brayan Pena to a two-year contract on Friday. In a way, you could almost say it's been a long time coming, as the 33-year old had been pegged as something of a placeholder for Devin Mesoraco, only to find his way into more playing time due to the former top prospect's struggles.
And now with a Mesoraco/Pena platoon set vs. LHP/RHP, the veteran finds himself the odd man out in his final year of arbitration, with the team likely to dangle him as trade bait due to his age and relative affordability.
That could very well work out for the Blue Jays, who happens to have an opening for a player with experience in that kind of role should they end up having to keep J.P. Arencibia in 2014 (they're not likely to just let him walk, and it's not like his trade value is through the roof). The obvious source of concern with Hanigan here is that age isn't exactly on his side, and he did have a pretty terrible season in 2013, going on the DL twice for two different issues.
However, the seven-year vet also has a track record of being a decent hitter and solid on-base threat otherwise, owning a career .262/.359/.343 line with a 12 percent walk rate compared to a 10.1 strikeout rate. In fact, he even though he did not end up playing a single full season in his career, his 7.8 fWAR accumulated from 2009-2012 ranks him 13th in MLB despite having the lowest number of PAs among the top-15 (1211).
There's no real power in that bat (16 HRs), but he's found a way to contribute, which makes him a player of interest as someone who can be comfortable playing both as a backup and starter if necessary and who won't come with a lot of contractual commitment.
As far as what the Blue Jays would have to give up to acquire him, however, that's where things might get more interesting.
Much like how the mega-trade between the Blue Jays and the Miami Marlins came to be, you can almost be assured that if Alex Anthopoulos is inquiring on Hanigan that he won't be the only target in a potential deal. In fact, given Hanigan's age and free agent status after 2014, it's hard to imaging that Toronto (or any team, really) would give up any sort of significant asset for him (ie. top-15 prospect), making him the ideal target for a good ol' package deal.
Could Brandon Phillips and his contract be in the mix here? The Blue Jays have more than one major hole to fill on their roster, and the Reds could be a viable dance partner to fill most, if not all of them. Throw in a Jose Bautista and a Homer Bailey into the mix, and well … you could let your imagination run wild, really.
So while the Blue Jays could use a backstop with Hanigan's skills, I think it's fair to say it's the trade possibilities that his availability opens up which is more intriguing than just the potential of acquiring the veteran in a standalone deal.
Thom is an MLB writer for RantSports.com. Follow him on Twitter @BlueJaysRant, or add him to your network on Google
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M5S, Barillari: ci aspettiamo un grande successo - VideoDoc
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Mandarin Taste is closed from July 1st to August 13th 2015 for summer vacation. it will reopen on August 13th at 5pm, please come back to see us.
Escape the ordinary with our authentic Chinese cuisine. Whether you're craving steamed dumplings or sesame chicken, you'll leave feeling satisfied.
Visit yelp.com to write a new review and help new customers find Chinese food in Tulsa.
Menu – Broccoli beef, beef stew udon soup, steamed buns, and more.
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Remains of two airmen missing since WWII, one from Salt Lake and one from Montana, accounted for
Associated Press
BILLINGS, Mont. — The remains of two missing airmen have been accounted for 70 years after they disappeared when their plane went down over Papua New Guinea during World War II, U.S. military officials said.
The remains of 1st Lts. William Bernier and Bryant Poulsen were identified through DNA and other evidence collected from the crash site in a forest on the Pacific island nation, said U.S. Air Force Lt. Col. Melinda Morgan with the Defense Prisoner of War-Missing Personnel Office.
Bernier was from Augusta, Montana, and Poulsen from Salt Lake City, Utah.
On April 10, 1944, their B-24-D Liberator nicknamed "Hot Garters" took off from an air base in eastern Papua New Guinea. It was one of 60 B-24s tasked with bombing anti-aircraft positions around Japanese airfields, according to PacificWrecks.com, a nonprofit group that documents details on military personnel missing in action from the Pacific Theater.
Poulsen piloted the 28-ton bomber while Bernier was the bombardier, stationed in a glass cockpit in the aircraft's nose and responsible for sighting and releasing its bombs.
Their plane went down after being hit by anti-aircraft fire over the city of Madang, Morgan said.
Four of the 12-member crew exited the aircraft after it had been hit. Those men were captured by the Japanese and executed, Morgan said. The remaining crew, including Poulsen and Bernier, went down with the aircraft.
Their remains were accounted for using mitochondrial DNA — which can be compared to DNA from living relatives — and "circumstantial evidence," according to Morgan. Further details were not provided.
Several other crew members also have been recently accounted for, but their names and other specifics were not immediately released because relatives have not yet been notified, Morgan said.
Of the 16 million Americans who served in WWII, more than 400,000 died during the war and more than 73,000 remain unaccounted for, according to the Defense Department.
Bernier's niece, Sandi Jones, said she plans to bury his remains in Augusta in September. She said that after his disappearance, Bernier's mother refused to discuss the matter, hoping that he would one day return to the family's ranch.
"He was a Montana boy, so that's where he should be," Jones said.
Bernier, whose nickname was "Laddie," enlisted as a private in the U.S. Army Air Force on Dec. 10, 1941 — just three days after the Japanese attack on Pearl Harbor, according to his enlistment records on file with the National Archives.
He was not married, worked before the war in the forestry industry and attended three years of college, the records show.
Poulsen enlisted April 17, 1942. He was unmarried and had two years of college. His family declined an interview request through defense officials.
The airmen will be buried with full military honors.
Michelle Price and Lindsay Whitehurst contributed from Salt Lake City.
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RIP rider
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God bless the Uintah County Sheriff's department and the Midland County, Texas Sheriff's department for their amazing support after this tragedy.
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Shonda Brock's curator insight, June 13, 2014 10:24 AM
The sequel, ETERNAL BURNS, is scheduled for publishing in July,
Shonda Brock's curator insight, June 13, 2014 10:25 AM
The sequel, ETERNAL BURNS, is scheduled for publishing in July,
Scott Holcomb's curator insight, June 6, 2014 1:44 PM
Interesting write up...I know my handwriting is much, much worse...but I think I'm faster in terms of communication via typing versus "handwriting..."
Marinhos's curator insight, June 8, 2014 7:08 AM
Aorender a velha arte do manuscrito. Esse é um dos primeiros argumentos que muitos lançam mão para condenar o uso de computadores na Educação Básica .
ARCE-NOLA's curator insight, June 3, 2014 2:01 PM
Comparison of the temples of Seti I, Ramesses II, and Merenptah.
Eva Rider's curator insight, June 13, 2014 2:49 PM
Wholeness then, arises from a synthesis and transformation of the opposites. Metaphor, symbol and image constitute the bridge.


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Rajasthan: 4 killed in BSF helicopter crash
Jodhpur: A BSF helicopter on Friday crashed in a
hilly region of Rajasthan`s Sirohi district killing all the
four occupants, including the pilot, a senior official said.
Sirohi district collector Shriram Meena said the chopper
crashed in the hills of village Fatehpura near Abu Road, about
200 km from here, at about 3.30 pm.
The aircraft had taken off from Gandhinagar (Gujarat) at
2.20 pm and was to land here at 4.20 pm, he said.
"Four persons, including the pilot, died in the crash. The
bodies which have been found by the district administration
are charred beyond recognition," Meena said.
He said fire brigade personnel, who had been rushed to the
crash site, had found the chopper completely burnt and the
bodies lying scattered around the debris.
BSF spokesman in New Delhi Tirtho Acharya said a team of
the border force has been dispatched from Jodhpur to the place
where the helicopter went down.
Four Army personnel were killed on April 22 in a Dhruv
helicopter crash in north Sikkim near the Sino-India border.
The mishap occurred just three days after a Russian-origin
MI-17-2 chopper, owned by Pawan Hans Helicopters Ltd, crashed claiming 17 lives after it took off from Guwahati for Tawang.
Another Pawan Hans helicopter had crashed in Arunachal
Pradesh on April 30 killing Chief Minister Dorji Khandu along
with four others. The wreckage was located on May 4.
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Other projects made by twisted sticks:
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Very inspiring!
beautiful would love pattern
There is no pattern. I just did it.
There is no pattern. I just did it
I love bright colours this is a great quilt, good job.
08/29/2012 Flag


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It's Too Bad that Brian Urlacher Wouldn't Have Fit With Dallas Cowboys
Last week, former Chicago Bears linebacker Brian Urlacher announced his retirement after a Hall of Fame-caliber 13-year career. One of the greatest middle linebackers in NFL history, Urlacher was an eight-time Pro Bowler, the 2005 Defensive Player of the Year and has the most tackles in Bears history with 1,779. The fact that he leads the Bears in all-time tackles is saying something when you consider that the Bears have had two previous Hall of Famers man the middle of their defense in Dick Butkus and Mike Singletary.
He retired, he told Rich Eisen on the Rich Eisen Podcast, because he noticed he wasn't the same player as he once was. But he acknowledged that if given the chance to play for another team, he would have played for the Dallas Cowboys. He said that the reasons were because the Cowboys now run the Bears' old defense, and that former Bears defensive coordinator Rod Marinelli is the new defensive line coach in Dallas.
The Cowboys, however, didn't express a lot of interest in the future Hall of Famer, mainly because they are set at linebacker for years to come.
While he would've been a great fit in terms of familiarity with Marinelli's scheme, playing time would have been harder to come by than it has been over his career.
In the middle of their defense, the Cowboys have emerging players Sean Lee – already considered one of the league's best middle linebackers – and Bruce Carter. If Urlacher was signed by the Cowboys, he would have played a situational role.
Expecting him to produce anything close to what he did in his prime years with Chicago would have been a stretch, as he showed signs of the slowing down the last couple years. The great cover skills he had displayed in his prime years were dwindling, and he had trouble getting off of blocks, although in a situation role he still could have been productive.
However, more than on the field, he would've definitely helped the Cowboys in an area that they have been lacking in recent years, vocal leadership.
The Cowboys do have hard working guys that lead by example. DeMarcus Ware plays hard all the time. So do Jason Witten and Tony Romo. If you were to look at veterans by example leadership on the roster, it comes mostly from those three.
Urlacher would have provided not only more of that, but vocal leadership as well. In the 1990s when the Cowboys were a dynasty, Emmitt Smith led by example. Michael Irvin did as well and was vocal, and the same with Troy Aikman. But on the current version of the Cowboys, you get the feeling that vocal leadership is a little forced. Former Cowboy linebacker Keith Brooking's pre game hype speech would be a prime example of that.
In 2008, the Cowboys signed another veteran linebacker, former Miami Dolphin and Hall of Fame candidate, Zach Thomas, to a one-year, $1 million deal. Including bonuses and incentives, the deal potentially totaled $3 million.
But the Cowboys would have had to pay Urlacher alot more than that, most likely what he was asking for – unless he would have taken a discount to play for his former coordinator, which was probably unlikely. He was asking the Bears for two years at $11.5 million. They offered him a one-year deal at $2 million and he rejected it.
Simply put, $11.5 million would have been too steep a price for the Cowboys to pay. With their cap situation, they could not have afforded it.
It is too bad that the circumstances weren't right for both sides, because Urlacher, while also still providing quality play, would have addressed one of the more pressing off-the-field needs for America's Team.
Jake Carapella is a Dallas Cowboys writer for RantSports.com. Follow him on Twitter @JKCSports1, "Like" him on Facebook or add him to your network on Google.
5 Bold Predictions for the Browns' 2015 Preseason
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With flurry of deals, Marlins look to future
MIAMI -- The Marlins were active on Friday prior to the 4 p.m. ET non-waiver Trade Deadline, completing two deals.
Unable to make up ground since the All-Star break, Miami decided to turn its eye toward the future, which prompted four trades overall in the past week.
Joe Frisaro is a reporter for MLB.com. He writes a blog, called The Fish Pond. Follow him on Twitter @JoeFrisaro and listen to his podcast. This story was not subject to the approval of Major League Baseball or its clubs.


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You Will Never Watch the Red Sox and Yankees the Same Way Again
In the name of Dylan Thomas's boathouse, Anthony Richardson is back. You may remember Anthony from such films as Dream Team vs. Team USA. Now he's here to take on America's greatest rivalry. On a scale of 1-10, I would rate Anthony's understanding of the Yankees and Red Sox as "cricket." But then again, you don't come to Anthony for hot takes on the national pastime. You come to hear him compare Ichiro to Joseph Gordon-Levitt. Once you see that, you can never unsee it. Go follow Anthony on Twitter (@amhrichardson), and enjoy the video.
Filed Under: Boston Red Sox, MLB, New York Yankees
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Full-Body Aerobics
Whether for weight loss or tone-up, we all know that it is important to be as healthy as we can be. Working out is something that most people take for granted, either they are the kind of people that do it, or they aren't. However, doing aerobics has much more behind it than simply that. If you truly want to be healthy, and you think that you know what you should do, you should add aerobics into your work out. This simple weight loss tip alone can benefit you a lot!
Even though some people like to target different parts of their bodies when it comes to aerobics, is also very important that you have a routine that works out each of your body parts as a whole, together. This kind of routine is something that you can do to strengthen your whole body, while you are working out.
When you are working on your entire body, there are several things that you have to keep in mind. First of all, you should be sure that you are working each of your muscle groups and that you are working all of them for an extended period of time. This is something that some people fail to do and can result in uneven and unhealthy training.
The best aerobics that you can do are going to be aerobics where you work each of your muscles in turn. Remember that you have to have a session where your heart is pumping, so a good thing to do is to be constantly moving while you are doing your aerobics, at least 7-10 minutes at a time. Then, you can move each of your muscles as well, and rest for a minute or 90 seconds.
The best whole body workout would be to start at a brisk walk in place. Get your heart rate up and going, and your muscles warmed, and then you can start to work other muscles. Use your arms and do repetitive reaches into the sky, which will target your arms. At the same time, begin to do leg stretches, which will target your lower body, and then you can do side to side movements that will work on your abdomen.
Keep in mind that the best way to get a full body workout is just to remember to include each of your muscle groups in everything that you do during your 25-40 minute routine. This is something that some people fail to do as they are working out, and therefore their aerobics aren't going to be as helpful to them as your aerobics are going to be to you. For strength OR easy weight loss remember to include all of your muscles, and you'll be enjoying weight loss and feeling healthier in no time flat. You won't be the epitome of tininess, but you'll be having fun with your new-found aerobic weight loss!
See karridine-at-gmail.com, OR Read Karridine at Bright Hub fast weight loss http://www.wiifu.me/weightnomore/index.html smallth http://www.wiifu.me/Blog/
Time to know how to choose height weight calculator.


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Testo Apparition
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Jovanotti e Ramazzotti a Napoli: omaggio a Pino Daniele
It's a broken house: bloody handprints on the wall, ghosts out in the hall; that's where mama lives. I can still hear her calling out my name. Singing I'm sorry now. I didn't mean to hurt you like I did. I always wanted to make a change. Always offered the worst in me: all my hate, all my anger, all my self-loathing. You can't go wrong if you bring love. I'm a broken man. Blood on my hands. Ghosts out in the hall. Just ignore them all, but I still hear them. No I can't hear her. I won't die hear. Time to fight. Time to be a better man.
- My Name Is Ozymandias
- You All Everybody
- Why We Fight
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- The Fall Of George Mallory
- Nobody Wins
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- Don't Think Twice, It's All Right


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The Weekend Rock
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STP's BLOG 03/28/12 "Mariners Spoiler"
by STP
posted Mar 28 2012 7:53AM
Oh my goodness did I get some people's panties in a bunch this morning. Mainly, one texter, Toppy, and BJ Shea. This morning the Mariners started off their 2012 season in Japan…as they played the A's at the Tokyo Dome. The game started at 3 AM this morning, so during news I reported that the Mariners won the game 3-1 in the 11th inning! Well…I then got this text:
BJ do not tell us who won the mariners game you idiot some of us had to record it to watch later. Why would you ruin it for the people who can't stay up til 3 am
I thought this was beyond stupid…it's the top Seattle sports story today, and I do a sports report…I HAVE to report on it. Well Toppy & BJ thought the guy made a point, and said that in the future I need to say "Spoiler Alert"…hell, Toppy even said that I shouldn't even report on it at all. Am I hearing these guys right? Not report on the M's win on the day it happened during my sports report??? That makes all the sense in the world…sarcasm right there. Thankfully I wasn't alone on this island, as the texts poured in:
steve, iLm glad you talked about the mariners. i didn't even know they were playing . thank you
Recording live sports is LAME!!!
I'm on your side steve, thanks steve!
Gees.. Real fans like me and my boyfriend adjust our schedule and get up to watch the game!
Spoiler bitching for sports? What a whiny bitch
Spoiler alert for sports are you effn kidding! ?!
Screw them Steve - a true fan would get up and watch
If the real m's fans cared, they'd have gotten up like the other real fans down at the viewing party at safeco field.
F'em Steve! Sports are day of. It's not like all the games are in Japan. It's on you if you tape it. Just plow them.
Thanks steve for the update i was listening to ur news specifically for the mariners game!
I agree with steve quit catering to these whiners
STEVE!! REPORT PLEASE!! Spoiler alert is plenty good enough. I listen for your commentary on the sports stories too. So please dont stop! You guys rock!!
Yes give me the news a day later!!! That's stupid I'm with Steve
Toppy i look forward to steves sports report...to hell wit the dvr steve for prez dammit
I' with steve its a huge story that the m's actually won! Get off his arse!
If you don't want to hear the scores, you have to stay away from media. Some if us listen to hear the scores and highlights. Don't cater to that retard.
I do care but don't have a DVR so thanks for the score STP...Toppy and BJ sound like a couple little girls about this.
This is honestly just a small sample of the texts…and I didn't purposely omit any pro-BJ/Toppy texts…there was not a single text, other than the original, that supported their argument!
A new survey by Hotwire.com found the majority of Americans haven't been to five of this country's major, important landmarks.
--72% of Americans have never visited the Alamo.
--65% of Americans have never visited the Grand Canyon.
--62% have never visited the Statue of Liberty.
--61% have never visited the Golden Gate Bridge.
--57% have never visited the White House.
A new survey says that the majority of Americans have NOT been to five of our country's major landmarks…based on this…in your opinion, what is that one place that all American's need to check out? Here are some of the texts we got:
Pearl harbor the site of our nations worst and proudest moment.
USS Arizona at pearl harbor, very moving
Steve's Mom's house isn't on that list? *NotLuke*
I put the Kennedy Ctr., Mount Rushmore and the Pearl Harbor memorial all ahead of the Alamo
YNP - Yellowstone national park via all entrances because each side is different.
Ground Zero, NY. Memorial
I agree with STP, the BunnyRanch needs to be a destination for every American
Liberty bell?
Hello. the space needle
Mt. Rushmoore or the crazy horse monument at the battle of little bighorn. Both were carved out of rock using dynamite....pretty amazing stuff!!
You're not a true American if yiu don't go to tiajuana at least once.
The Acropolis..$5 steak n drapes
Everyone should go to new Orleans during Mardi gras and get wasted!!!! And see some boobies
I agree with STP, the BunnyRanch needs to be a destination for every American
Auschwitz....No question. I met a local Auschwitz survivor and her story and descriptions will make your hairs stand up.
A helmet cam video of a 10-year-old girl named Zia trying her first ski jump at the Olympic Park in Utah is getting a ton of views on YouTube. The ramp she had to ski down was more intimidating than the actual jump, which wasn't that huge. But the build-up and how nervous she was are the reasons it has over a million hits. Here's video :
Based on this video, finish this sentence… "I'll never forget the first time I did ________." Here are the texts:
I'll never forget the first time I preformed in front of more then 3000 people art the house of blues in Chicago with my old band. There's nothing better them playing live. -Joey in Seattle
I'll never forget the first time I tasted that delicious peanut butter. Now I cant get enough of it! Love Lucy the producer in Puyallup.
As a 20yr old professional stuntman, I'll never forget the first time I did a 50ft highfall into an airbag. Theres no feeling like free falling
Bungee jumped. I felt invincible and went sky diving right after. This was during a vacation in Auckland, NZ.
I was a volunteer firefighter and I will never forget the first time I was able to go to my first real fire and use all my training.
I'll never forget the first time I went on the Incredible Hulk roller coaster at Universal Studios Florida. KICK ASS!! -Pancho-
I'll never forget the first time I did blow. -Costanza Federal Way
Went on the Big Shot on the Stratosphere, in Vegas. I'm terrified of heights, but that was awesome!
Today's Video Blog is part 1 of our chat with Jason Mewes (Jay from Jay & Silent Bob). Jason and Kevin Smith will be at the Emerald City Comicon this weekend. Tickets are available at
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Mo' Metal, Mo' Problems: Scrap Thefts Ravage Broward
A handful of Broward hooligans has shown that some people think metals are a little too precious.
Six storm drains have been stolen from Oakland Park in the last two nights, according to the Broward Sheriff's Office. The upswing in metal thefts -- which includes a "Slinky" AC thief -- has also taken place in Pompano Beach, where five sewer drains have been stolen since May.
The BSO didn't specify whether the robbers cribbed manholes, or just grated storm drains. At this time, investigators aren't sure whether the thefts are the work of one or more crooks, the BSO says.
With ACs, copper thieves prey upon houses and commercial buildings in the middle of the night, then pilfer several hundred dollars' worth of copper, the BSO says. Homeowners and businesses, in turn, have to pay thousands to replace costly air-conditioning units.
With storm drains, however, it's unclear whether the bandits work round-the-clock, or only under the cover of night.
At any rate, if you happen to see anything suspicious -- say, a masked individual lugging around an AC compressor or storm drain covers (who is also carrying a burlap bag with a '$' painted on it...think "Hamburglar") -- the BSO asks that you call Crimestoppers at 1-866-493-TIPS.
(That's 1-866-493-8477 if you don't feel like looking at the little letters on your phone's keypad.)
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« AoSHQ Podcast: Special Guest, National Review's Charles C. W. Cooke | Main | My Live-Tweet of the Dueling Weiner/Filner Press Conferences »
July 26, 2013
New Yorker Begins The Collective's Coordinated Mass-Hate on Anthony Weiner
Via Twitchy.
As I said in the podcast, it's not true that the media-Democratic complex never goes after a Democrat.
It works like this:
For as long as possible, the Media-Democratic Complex attempts to save a Democrat by either not reporting the story at all, and refusing comment on it, or, if forced to comment, by offering vague condemnations (to pretend they're betrayed) with shows of support for the beleagured leftist (to maintain solidarity within The Collective).
However, at some point, sometimes, this NO ENEMIES TO THE LEFT strategy becomes untenable. At this point, The Collective turns viciously on the one they had been protecting, for two reasons:
1, out of genuine emotional anger at having been forced to protect him so long, and
2, in order to make a Conspicuous Show of their fidelity to the principles they pretend to believe.
They sort of ignore the part where they're actually the last ones to the party and in fact had be pressured/shamed into coming at all.
But to make up for their tardiness, they slather on vehemence.
They will protect you inside the soft, warm, wet Collective, but at some point, if you become a threat to The Collective, they will vomit you out and spit poison at you.
This is the pantomime of the Distancing/Purifying phase.
Objection: Ace, You're Just Describing the Basic Dynamics of a Firing or a Break-Up. Yes yes yes, you're right. Yes, a firing goes this way -- letting the unsuitable worker hang on for far too long, often followed by a decisive, and sometimes hard-hearted, termination.
And so too break-ups, where long-suppressed disenchantments suddenly rise to the surface, resulting in a clear, binary, you-are-out-of-my-life declaration.
But this is the sort of behavior one expects within an organization or within an affiliative relationship.
Yes, it may be normal for the Democrat Party to behave this way when they ultimately fire a troublesome employee.
What's the media excuse for doing the exact same thing, at the exact same time their political wing, the Democrat Party, does it?
Was the media in the same organization as Weiner? Was the media in an affiliative, affectionate relationship with him, which has now been irreparably damaged and must be called off with the finality of a Break-Up Letter?
The answer to these questions is "Yes." The Media Party is the real enemy, and the Democrat Party is just the group of lowlifes whose various drug problems and infidelities are not so notorious as to blockade them from seeking actual elective office.
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Secret John Kerry Senatorial Accomplishments
John Edwards Campaign Excuses
John Kerry Pick-Up Lines
Changes Liberal Senator George Michell Will Make at Disney
Torments in Dog-Hell
Greatest Hitjobs
The Ace of Spades HQ Sex-for-Money Skankathon
A D&D Guide to the Democratic Candidates
Margaret Cho: Just Not Funny
More Margaret Cho Abuse
Margaret Cho: Still Not Funny
Iraqi Prisoner Claims He Was Raped... By Woman
Wonkette Announces "Morning Zoo" Format
John Kerry's "Plan" Causes Surrender of Moqtada al-Sadr's Militia
World Muslim Leaders Apologize for Nick Berg's Beheading
Michael Moore Goes on Lunchtime Manhattan Death-Spree
Milestone: Oliver Willis Posts 400th "Fake News Article" Referencing Britney Spears
Liberal Economists Rue a "New Decade of Greed"
Artificial Insouciance: Maureen Dowd's Word Processor Revolts Against Her Numbing Imbecility
Intelligence Officials Eye Blogs for Tips
They Done Found Us Out, Cletus: Intrepid Internet Detective Figures Out Our Master Plan
Shock: Josh Marshall Almost Mentions Sarin Discovery in Iraq
Leather-Clad Biker Freaks Terrorize Australian Town
When Clinton Was President, Torture Was Cool
What Wonkette Means When She Explains What Tina Brown Means
Wonkette's Stand-Up Act
Wankette HQ Gay-Rumors Du Jour
Here's What's Bugging Me: Goose and Slider
My Own Micah Wright Style Confession of Dishonesty
Outraged "Conservatives" React to the FMA
An On-Line Impression of Dennis Miller Having Sex with a Kodiak Bear
The Story the Rightwing Media Refuses to Report!
Our Lunch with David "Glengarry Glen Ross" Mamet
The House of Love: Paul Krugman
A Michael Moore Mystery (TM)
The Dowd-O-Matic!
Liberal Consistency and Other Myths
Kepler's Laws of Liberal Media Bias
John Kerry-- The Splunge! Candidate
"Divisive" Politics & "Attacks on Patriotism" (very long)
The Donkey ("The Raven" parody)
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